Issue link: http://osercommunicationsgroup.uberflip.com/i/310749
C h a i n D ru g s to re D a i l y 2 5 M o n d a y, A p ri l 2 8 , 2 0 1 4 Biernbaum enthusiastically explained: "Australian Dream is a 4- ounce jar of pain relief that sells for an average of $30 in drug stores like Walgreens, CVS and many of the region- al drug chains and supermarkets. At one of the drug chains, we're selling nearly 4,000 pieces per week when not on pro- motion!" Australian Dream is also sold as a 2-ounce at Walmart, and now Target. The brand has responded extremely well over these past two years to TV and radio advertising. Biernbaum said, "We advertise every day of the year and we never stop." Biernbaum cautions that he doesn't take on all new clients. "After 35 years in this business, I am very particular and have strict criteria for the clients and brands I take on. I like products that offer the retail- er points of differentiation, innovation, high productivity on the shelf and an hon- est spend." Biernbaum explained further, "And I take on only clients that give me the room and the mandate to go to market the right way, with no undermining, and they must allow me to surround them with other champions that I know, trust and have worked with for years." Biernbaum is extremely well connected. In 2009, he started up the Consumer Goods & Retail Professionals networking group on LinkedIn that now has more than 40,000 members. Biernbaum also contributes David Biernbaum ( Cont'd. from p. 1) every morning as a "BrainTrust panel member" on the popular Retailwire.com blog and he has held a number of commit- tee positions at NACDS, and in other trade associations. Biernbaum is passionate about the CPG retail industry and enjoys his long history bringing success and profits not only to his own clients and brands, but also to his retail partners. "Retail catego- ry managers and executives are thrilled with the profits being made on a destina- tion-item like Australian Dream. My client's brands not only are making big profits but are the ones making the dis- ruptive difference in the aisle while bringing in the most coveted premium customer that spends the most money in the store." Another recent brand just starting to explode to success is TriCalm Hydrogel Anti-Itch. Biernbaum explained, "In just the past few weeks, our movement in a leading drug chain increased to close to 4,000 pieces per week, up from 300 pieces per week at the start of the year. This is with a very hard-hitting radio campaign, but once our TV cam- paign starts, and the new season kicks in, we might be doubling or tripling these numbers. Oops, we did it again! Increase the forecast!" For more information, visit consult davidb.com, call 314-434-6008 or email david@biernbaum.com. retailers alike want Crunchies' new line for children to be pesticide-free, and USDA certified-organic. As always, Crunchies listens to its customers! On shelves nationwide this spring, the Organic Little Crunchies line will feature four freeze-dried fruit flavors – Strawberries, Strawberries & Bananas, Apples & Bananas and Strawberries & Mangoes – each featuring a distinct Looney Tunes character, including Bugs Bunny, Tweety, Daffy Duck and Taz. A fun, tasty and irresistible way to introduce nutritious fruits into a young person's diet, Organic Little Crunchies live up to their name by featuring little pieces, perfectly sized for the small hands and mouths of kids. While children will invariably be drawn to Little Organic Crunchies' colorful and creative packag- ing featuring their favorite Looney Tunes characters, parents will appreciate the new line's powerhouse nutrients, 100 percent organic fruit and convenient re- sealable 1-ounce packages. Like all Crunchies products, Organic Little Crunchies' freeze-dried fruits are all-natural with no added sug- ars or preservatives. Gluten-free, kosher, vegan and non-GMO, Crunchies' products provide an incom- parable blend of taste and nutrition. Crunchies are made in the United States through a unique freeze-drying process in which individually frozen fruits are placed in a refrigerated vacuum chamber that removes up to 97 percent of the moisture. This special process gives Crunchies their crunchy texture and allows them to retain a high percentage of the nutritious enzymes that are invari- ably lost through traditional heat drying. Commenting on the partnership with Warner Bros. Consumer Products, Crunchies ( Cont'd. from p. 1) Crunchies' President and CEO Jim Lacey said, "We are thrilled to join with such beloved and timeless Looney Tunes characters to help young people discover the fun and appeal of healthier eating. Given the widespread popularity of Bugs Bunny and the Looney Tunes family, we feel confident Organic Little Crunchies will quickly become one of the most successful product launches in Crunchies' history." "Whether it's the classic Looney Tunes shorts that moms and dads know and love or today's popular The Looney Tunes Show on Cartoon Network, which is introducing a new generation to the antics of Bugs Bunny and his gang, we know these charac- ters are relevant to the entire fami- ly. We are proud to be partnering with Crunchies to bring the ingredient of fun to these healthier snacks," said Karen McTier, Executive Vice President of Worldwide Marketing and Domestic Licensing, Warner Bros. Consumer Products. About Crunchies Food Company, LLC Founded in 2006, Crunchies Food Company, LLC has created a national- ly distributed line of freeze-dried fruits and vegetables that are redefin- ing healthy snacking for the 21st cen- tury. For more information, visit www.crunchiesfood.com or call 888- 997-1866. About Warner Bros. Consumer Products Warner Bros. Consumer Products, a Warner Bros. Entertainment Company, is one of the leading licensing and retail merchandising organizations in the world. For more information, visit Outdoor Meeting Space #332. strengthen its product basket. The acqui- sition of DUSA with its patented busi- ness (Levulan ® and Blue-light device) allows it to initiate a presence in the der- matology device market. US Generics Sun Pharma USA offers a range of high- quality generics across many dosage forms, with a growing presence in injectables. Sun Pharma has a strong product portfolio which includes con- trolled substances, peptides, steroids and anticancers, to name a few. The company has a strong pipeline of technologically complex and difficult-to-manufacture products. Starting with simple dosage forms, tablets and capsules, its range has now grown to encompass differentiated products such as nanoparticle-based injections for targeted drug delivery, lyophilized injections, auto-injections and controlled release products. R&D Based on the intellectual property creat- ed, 789 patents have been filed and 506 patents have been received. R&D proj- ects are pursued at the research centers, SPARC (Sun Pharma Advanced Research Center), in Baroda and in Mumbai. Sun Pharma ( Cont'd. from p. 1) SPARC-Baroda is located on a 16 acre campus with 300,000 sq. ft. research area and 161 labs for world-class phar- maceutical research. An 800-person sci- entist team works on projects in process development, peptide synthesis, tissue culture and formulation development. The 50,000 sq. ft. research center in Mumbai has 80 scientists and works on dosage forms for ANDA applications for the U.S. as well as new drug delivery technologies for world markets. Manufacturing Sun Pharma manufactures products across 25 facilities globally. Seventeen of these facilities are for formulations while eight plants are for APIs. A range of oral solid dosage forms and injecta- bles is manufactured at 15 plants. Some of the plants have separate suites for the manufacture of high value pep- tides, steroids, anticancers and hor- mones, enabling the company to be completely integrated for these prod- ucts. Of the 25 facilities globally, there are six formulation sites and one API site in the U.S. U.S. products are shipped and distributed to its cus- tomers from its distribution center in Wixom, Mich. For more information, stop by Cabana #102. life, and our partnership with customers to help create more value. We are now two years into a Growth Game Plan designed to unlock the potential of our brands and our people. For me, as the head of customer development, it's iden- tifying new ways to make our brands matter even more in the marketplace – to our consumers and for our retail part- ners. It defines my mission to become the partner of choice for growth. CDD: How is the retail landscape changing? JC: One of the greatest evolutions we see is driven by the current socio-eco- nomic shift that is dividing consumers into higher income or lower income tiers. As a result, the retail landscape has become fragmented as brands and retail- ers work to engage consumers on both ends of the spectrum. This means growth will require differentiation informed by the thoughtful use of con- sumer insights – a capability where we have invested heavily. One size no longer fits all in a saturated retail land- scape and constantly connected and cus- tomized world. Insights get the right product and right assortment to our cus- tomers to help our consumers get more out of their everyday lives. CDD: How are you navigating the changing retail landscape? JC: Our goal is to be a responsive, agile organization that understands and addresses the needs and changing prefer- ences of consumers. Central to this focus is the strategic application of consumer Newell Rubbermaid ( Cont'd. from p. 1) insights and innovative partnerships with our retail partners. By understanding what drives the purchasing decisions of consumers and how our products matter in their lives, we are able to create high- impact innovation and align strategy early on with our customers. CDD: How can insights address the changing retail landscape? JC: Consumer insights can be key in fueling in-store marketing, allowing retailers to more strategically make use of displays and capitalize on underesti- mated seasonality, or unexpected season- al trends. For example, when people think of back to school season, they think August. However, our research uncov- ered a second wave of shopping in January that skews heavily on college kids. Through these insights, we were able to partner with our customers to cre- ate in-store marketing that cross-promot- ed several brands related to this seasonal hook. CDD: Why is shopper marketing becom- ing so important? JC: Shopper marketing is a critical tool in making us relevant to consumers. We define shopper marketing as the brand and category experiences that engage shoppers along the purchase journey and influence their buying behavior with solutions that go beyond price. By engag- ing shoppers across numerous channels, including mobile, in-store and online, we turn shoppers into buyers. For more information, visit www.NewellRubbermaid.com or stop by Canyon Building – Grand Canyon 2.