Strategic Market Position Analysis

The question I hear most from founders during Sequoia Capital's Arc program is about #pricing. Pricing is one of the most underutilized levers for startups. Why does it matter so much? It has the most direct impact on revenue, and the moment you establish your pricing, you determine your TAM. Getting the pricing metric right is, by far, the most important one. The key is to imagine the future: when you are a large and successful company, how have you changed the world, and what metric correlates best with your success? Hitch your financial wagon to that metric! If you are Figma, success is all designers using the app; therefore, the pricing metrics is per designer seat. If you are VMware, success is all workloads run in virtual machines; therefore, the right pricing metric would have been a virtual machine. A pricing metric is like the genie in a bottle: once you get it out, it is tough to rein it back or change it. The pricing model is about when and how frequently you charge. Recurrent subscriptions are the predominant model for SaaS apps, and usage-based pricing is the model for infrastructure solutions. Usage-based pricing creates a beautiful alignment of incentives but is less predictable. Upfront credit purchases and commitments are efforts to make usage-based practice more aligned with the rigid corporate budgeting processes. You can be the premium solution or the affordable one. Both are legitimate approaches. But your pricing needs to be consistent with the rest of your strategy: with your product and distribution channels.  You can’t have an affordable solution distributed through an expensive enterprise sales force. In this case, you need to sell either online or through inside sales—the product better be simple and the sales cycle quick. Many technical founders are shy about asking for a lot of money for their product. Don’t be. If customers like the product and it delivers value, they will gladly pay for it. Unless you hear customer complaints that you are expensive, then for sure you are underpricing. Calculate the ROI of your product, and take 20% of that value as your price point. How much it costs you to build the solution should not guide your pricing. But you should do a sanity check that you have a decent gross margin. Most companies start by selling a single package. Over time, they realize that different customer segments have different maturity levels and willingness to pay. To price discriminate between these segments, you need to introduce multiple packages.  Start by creating a customer maturity curve to inform your decisions on how many packages you need. The trick is to have the smallest number of packages to cover the broadest range of customer needs. Your packages will change and evolve quickly as your product matures. 

🍽️ Vietnam F&B Shifting - Market 'Shake Out' & Changing Consumers 2025 has been a volatile year for Vietnam’s F&B industry. Growth is still there, but the cracks are becoming harder to ignore. 🔄 Some decline in F&B services By June 30, Vietnam counted 299,900 F&B outlets, down 7.1% vs end-2024 - roughly 30,000 outlets closed in just six months. Many small operators opened and shut within 2-3 months, often due to limited capital, weak differentiation, or unclear demand. 👥 Changing consumer After a brief experiment with ultra-budget dining, 77.5% of Vietnamese consumers are drifting back to more mid-tier options. Routine purchases remain cautious. 65.5% of diners spend under VND 200,000 per meal - reflecting frequent, value-driven dining. But on special occasions, such as Tet, spending above VND 201,000 jumps to over 70%. 🎯 Key success factors in Vietnam’s F&B market Accessibility:  Winning brands are easy to reach - physically and digitally. Food delivery is no longer a bonus, it’s the norm. Affordability :  Each format has a clear “price comfort zone.” Street food averages ~VND 35,000, while fine dining sits closer to ~VND 265,000. Confusion in brand positioning can be costly. Occasion fit:  Breakfast remains one of Vietnam’s 'highest-traffic' meals. Everyday eating stays frugal and frequent, with increased spending on special occasions. Source: IPOS, Decision Lab, Vietnam Briefing, NielsenIQ, The Investor, Cốc Cốc *While information from Asia Circles is publicly accessible and derived from third-party sources, its verification and validity are not guaranteed. #MarketInsight #ConsumerInsight #SEAMarket #VietnamFoodAndBeverage #AsiaGrowth

I have spent years in the highs and lows of the consumer goods industry but never seen a pricing climate quite like this. Manufacturers are getting squeezed from every direction-tariffs, skyrocketing raw material costs, and relentless supply chain disruptions. The old playbook of raising prices to cover costs? That’s dead. Why? Because consumers are feeling the pressure too. A 2024 Nielsen report makes it clear: today’s shoppers are scrutinizing every dollar they spend, and brands that aren’t strategic about pricing risk losing market share fast. Here’s what I’m seeing from top CPG brands that get it: 1️⃣ Walmart is investing heavily in AI-driven pricing models to keep costs competitive-e-commerce now makes up 18% of total revenue. 2️⃣ PepsiCo is doubling down on pack-size innovation, offering smaller, affordable options to maintain volume without excessive discounting. 3️⃣ Luxury brands are using price elasticity models, testing demand thresholds before rolling out increases-avoiding consumer pushback. 4️⃣ Supply chain resilience is non-negotiable. Companies are shifting manufacturing away from China, despite short-term cost spikes, to avoid future geopolitical risks. The smartest brands aren’t just reacting. They’re rethinking. They’re moving toward Revenue Growth Management (RGM) frameworks that help them: ✅ Optimize pricing and promotions (because blanket price hikes are a losing game) ✅ Focus on margin-smart growth, not just revenue ✅ Leverage data analytics to make smarter, faster pricing decisions Brands that don’t evolve risk eroding profitability or pricing themselves out of the market. CPG leaders who master strategic pricing, operational efficiency, and consumer-driven value creation will own the future of this industry. Are you adjusting your strategy, or just reacting to rising costs? Because in 2025, only the most adaptable brands will win. #CPG #FMCG #PricingStrategy #RevenueGrowth #ConsumerGoods

Headlines can be deceiving. A recent report pointed out that Singapore saw 3,000 restaurant closures in 2024, but it doesn’t tell the whole story. In the same period, there were 3,793 new openings, representing a roughly 26% net increase. So what happens next? 🥙 Rising Competition Amid High Costs: Even though the net number of establishments grew, existing restaurants face mounting pressure. Operational costs are higher than ever, rent continues to climb, ingredient prices remain volatile, and wages are increasing as businesses compete for scarce manpower. 🥙 Economic Uncertainty Adding to the Strain: The global and local economic outlooks are uncertain. As disposable incomes tighten, consumers might dine out less frequently or spend more cautiously. This softening demand hits even harder when the market is flooded with new players, forcing restaurants to work harder to attract a shrinking pool of customers. 🥙 Impact of Overseas Operators: A significant chunk of these new openings appears to come from well-funded overseas operators, where chains or brands that already have established playbooks and deep pockets are entering the market. While these entrants can bring fresh concepts and experiences, they often have the financial backing to weather losses for longer periods. Local operators, meanwhile, can end up squeezed, struggling to compete on marketing, pricing, and economies of scale. So, the question isn’t just “how many restaurants open or close,” but rather, “how can businesses adapt to survive these intense pressures?” With the long-term sustainability of the F&B industry in Singapore we need to be rethinking operational efficiency to exploring new revenue streams and customer engagement strategies, the path forward will require resilience, innovation, and perhaps a collective effort from the entire industry. As we continue to see shifts in the F&B landscape, we must also ask ourselves: what can be done to support this vital part of our economy, or will it collapse? Story by Jieying Yip.

The latest Ghost Market report from Amboy Street Ventures uncovers a $360 billion gap in women’s and sexual health—a sector ripe for innovation and investment. This report identifies 40 critical unmet needs across areas like menopause, sexual health, healthy aging, menstruation, contraception, LGBTQ health, maternal health, and fertility, highlighting the urgent demand for innovation where the status quo is failing. Despite this vast opportunity, only 0.5% of current venture capital funding is allocated to women’s health, while healthcare at large receives 30%. This disparity underscores the need for increased capital and resources to address the significant gaps in women’s health research and services. Compounding this issue is the longstanding underrepresentation of women in medical research. Historically, clinical trials have predominantly included male subjects. This imbalance has led to significant knowledge gaps regarding women’s health. The Ghost Market outlines the significant market opportunities in women’s health and emphasizes the importance of closing both the investment and data gaps. By fostering inclusive research practices and investing in these underfunded areas, we can unlock better healthcare solutions and drive innovation where it’s needed most. Learn more: https://lnkd.in/gj5JxMX7

Most entrepreneurs chase the top 5 million consumers. But what if the real gold lies in 115 million households nobody's talking about it.  India's consumer landscape tells a powerful story:  5 million households with premium durables (cars, ACs, laptops) versus  115 million with basic essentials (two-wheelers, TVs, fridges). This NCCS data exposes more than numbers; it reveals untapped potential in serving aspiring households ready for their next lifestyle upgrade. Here's how this data should shape your market approach: → Target the underserved: While competitors fight for 5M premium households, there's untapped potential in 115M households planning their next upgrade. Study their buying patterns and understand their aspirations. → Build upgrade bridges: Create products that bridge basic and premium segments. Each step up-from two-wheeler to car, TV to smart TV is a market opportunity. Design clear upgrade paths. → Expand beyond metros: Premium buyers cluster in metros, but the real scale lies in Tier 2–3 cities. Build distribution that reaches aspiring households where they are. Price products for their transition journey. → Speak their language: Skip the premium pitch. Focus on practical value. Your message should connect with their immediate needs while acknowledging their growth ambitions. Success in India's market isn't about numbers alone. It's about enabling 115 million households on their upgrade journey. Winners will be brands that bridge the gap between aspirations and affordability. How are you bridging this market gap?

Quite a few emerging and mid-sized F&B brands I speak with face a similar problem - reasonable GT presence, some MT listings, and a growing anxiety about quick commerce that they haven’t yet translated into action. The latest Bain & Company x Flipkart report on ‘How India Shops Online’ is unambiguous on where this is heading. Quick-commerce has doubled annually for two consecutive years. It is expected to drive 45-50% of incremental e-retail growth through 2030. But the more key signal isn’t scale - it’s behavior. QC shoppers arrive with intent - ↳ <5 min sessions ↳ ~8x higher conversion ↳ Search-led, not browse-led ↳ Small packs dominating But more importantly - ↳ 85–90% of GMV is essentials ↳ 35–40M users shopping ~3.5x a month This is high-frequency, habit-forming consumption - → Not discovery → Not indulgence → Daily life moving online And importantly - this is expanding the market, not just shifting share. At the same time, the market is far from saturated - ↳ Only ~30% of internet users shop online ↳ Bengaluru ~80%+, Hyderabad ~70%+, Pune ~65%+ Scale is not national. It is concentrated, city-led, and uneven. For F&B brands, this changes the playbook - → You don’t win by being present everywhere. → You win by being visible, relevant, and available in the right moments. That means - → Designing for missions, not SKUs. → Building depth in a few cities before spreading wide. → Winning at a micro-market level with the right assortment and visibility. Because visibility is no longer organic - it’s increasingly paid and competitive. QC isn’t just a channel expansion game. It’s resetting consumption. The brands that understand this early won’t just grow - they’ll shape how India consumes next. #India #retail #quickcommerce 

I analyzed over 200 strategic M&A deals from food & beverage deals from the last TEN YEARS Why? To give YOU the roadmap on what it takes to sell your brand to a strategic buyer, and to who & for how much Let's get into it👇 1/ Who is going to buy your brand? The most active acquirer in F&B over the last 10 years has been Hershey, with a deal per year. Then, Pepsico with 7. Ferrero group with 7. After that it drops off and it could be anyone. Coca Cola is surprisingly not that active (for now..) 2/ How much are they paying? Hershey's avg deal is $637m, or 13x EBITDA & 4x sales. Pepsi's avg deal is $1.2B, they tend to disclose less on valuation multiples, but think ~$500m+ revenue to move the needle on Pepsi's nearly $100b in revenue. Ferrero - tends to pay more for larger deals, 15x+ EBITDA and in the billions. 3/ Which subcategories are most popular? In order: 1) Snacks 2) Beverage 3) Candy 4/ Durability Matters The median years in business from the analyzed deals for the target company was 17 years. There are of course exceptions: 1) Kevin's Natural Foods (Mars) - 4 years 2) Sour Strips (Hersheys) - 5 years 3) Alani Nu (Celsius) - 7 years 5/ Diversification is key One thing you'll notice is that most of these acquired brands represent some sort of non-core business line -Poppi as better for you soda to traditional soda company Pepsi - LesserEvil as better for you snacking to traditional snacking Hershey - Power Crunch - protein brand going to a candy company (Ferrero) So, the moral of the story is basically; Scale a snacks or beverage brand with some sort of next gen twist to low 9 figures in revenue and you are in the ultimate sweet spot for being acquired by a strategic. Tomorrow I'll be posting a similar analysis for the Beauty & Personal care industry so make sure to follow me. Plus, in my Friday newsletter I'll be consolidating Food & Beverage, Beauty & Personal Care, Apparel, and Health/Wellness into one mega newsletter that breaks down all the M&A trends across all of consumer products. A can't miss if you're a founder, investor, operator, or acquirer. Subscribe at the link pinned to my profile 🙂

If you're a sales leader in a food and beverage company, growth and profitability are always challenging, even with the ongoing boom of online sales in the grocery category. 📍With the ongoing CAGR of 19.2% between 2022-2025, global eCommerce food and beverage total sales is expected to reach $857B next year. Traditional sales growth levers such as increasing the sales headcount, increasing marketing spend, or adding more training programs to the existing salesforce will not cut it. Instead, it will only increase the cost of sales in the current environment of price wars between the omnichannel commerce giants. Concentrating on the identification and thoughtful segmentation of new customers can eliminate the need for additional sales personnel or costly training programs for expansion. Even better, advanced pricing technology solutions allow sales leaders to maintain a growth-oriented sales team by providing clear insights into pricing strategies and discount practices. Technological solutions play a pivotal role in maximizing the utility of #data and maintaining awareness of financial metrics, enabling businesses to focus on areas that require more attention. ++ What I see in Food & Beverage Space Today ++ 📍Not every omnichannel retailer is the same; deep customer understanding, not just in company size or industry segment but also the department level, purchase behavior, and market positioning granularity, enables more precise targeting and personalized pricing strategies for F&B brands. 📍Utilization of robust pricing solutions that integrate internal and external data is highlighted to automate decision-making processes. These technologies will reveal insights into #sales and discounting practices, leading to more efficient #revenuemanagement. 📍The discussion has been pivoting away from traditional methods of revenue growth, such as increasing headcount or training. Instead, it's concentrating on pricing solutions that make the existing sales force more effective without additional costs. ++ 🔭 What's On the Horizon 🍻 ++ 💡Focus on 4 essential KPIs with the power of data and pricing technology solutions: win rate, revenue vs. discounts, sales size, and customer lifetime value. This will provide a clearer picture of where to focus sales efforts and how to adjust pricing strategies with each client. 💡Food and beverage brands should invest in advanced pricing software that optimizes pricing based on real-time market conditions and customer data, optimizing profitability. 💡Building predictive analytics capabilities will enable brands to forecast future purchasing behaviors and price sensitivities. This forward-looking approach should anticipate market trends and customer needs, allowing for proactive rather than reactive pricing decisions. Follow #ecommert for daily #ecommerce #digitalshelf, #retailmedia and #brand insights. #pricingoptimization #pricinganalysis #cpg #foodandbeverage

Met a SaaS founder last Saturday. One discussion changed how he looked at marketing, sales and partners. His biggest challenge: inconsistent pipeline. We dug deeper: → Make-in-India product: but their messaging never said that. → Growing database: but no segmentation. → Sales team: but no consistent follow-up system. → Active on LinkedIn: but not engaging with others. We walked him through one simple exercise: finding his differentiator and positioning. And everything changed. The formula we used: Who you impact + what transformation you bring + what you do better than others + proof or credentials. From a vague “we do everything for everyone,” to a focused “we help A achieve B through C.” His actual challenges: Lack of clarity & repeatable systems. What this workshop did was give him immense clarity: → Who to target → What to say → Where to say it → How to segment their databases → How to align sales, marketing, renewals & partners → How to go back to existing clients to seek learnings → What events to leverage on → What brand assets were missing in their portfolio → What to do to get more testimonials from existing clients Differentiation is not a marketing concept. It is the core system driving every business function. Including marketing. When your differentiator is clear, the entire organization starts speaking one language. Marketing, sales, renewals, inside sales, pre-sales, post-sales, HR, Finance etc. work in sync. Don't recruit another sales person unnecessarily. What you need is clarity. ---- Rajeev Mamidanna Fixing what most tech founders miss out - Brand Strategy, Marketing Systems & Unified Messaging in 90 days & helping you with continuous Marketing