Respond to private label growth: a 5-question decision guide
Private label has stopped being a recession story and become a structural one. In Europe's six biggest grocery markets, half of all units sold are now own-label. In the US the figure is roughly a quarter and rising. Inside almost every brand-owner planning conversation now, somebody has to decide what to do about it. The temptation is to cut list price and chase the gap down. The published fighter-brand and premium-private-label literature both warn that the most popular reflexive move is also the one most likely to cannibalise your own parent and accelerate the decline. This guide walks the five questions that separate the moves worth making from the moves that look defensible in a slide deck and destroy the brand in the field.
Your category captain at one of the top three grocers has just tabled a new private-label launch in your tier. Your annual brand-tracker shows that the perceived-quality gap between your hero SKU and the closest own-label SKU has narrowed by two points in twelve months. Your Chief Financial Officer (CFO) has noticed that own-label is taking incremental volume from your hero SKU during every promotional pause. Across your retailer base, private label captured 21.3 percent of US grocery dollars and a record 23.5 percent of US units in 2025 (PLMA / Circana Unify+ FY 2025). Across 17 European markets the figure is 38.8 percent of value (NielsenIQ MAT W52 2025). The question in front of you is which combination of moves to make before next year's calendar locks, without spending six months building a fighter brand that will mostly cannibalise the parent.
Same money in, very different outcomes
Refuse to chase the private-label price down. Hold or even widen the list-price gap. Reinvest the protected margin into brand advertising, innovation cadence, and retailer trade conditions that build long-term equity rather than short-term price match.
- What happens to your sales
- A measurable short-term volume softening on the affected SKUs, usually 2 to 6 percent across the first two cycles after the gap widens. Loyalists stay. Occasional shoppers drift to the cheaper own-label option. The volume is recoverable on the back of the equity programme over 12 to 24 months provided the advertising and innovation actually land. If the equity investment is underweight, the volume decline becomes structural rather than temporary.
- What shoppers notice
- Your list price holding steady (or moving up) while own-label moves down or holds. Your brand advertising visibly stepping up in cadence and weight. Heavy loyalists barely notice the gap because price is not their decision driver. Cherry-picking shoppers and budget-pressed households notice immediately and switch some of their basket to own-label.
- How easy it is to undo
- Reversible but slow. A list-price hold is a public commitment that the trade and the retailer treat as a strategic stance. Walking it back inside 6 to 12 months reads as capitulation and damages your negotiating position with the retailer for the next cycle. Plan to live with the call for at least one annual planning cycle.
- What your retailer does
- Pushes hard for compensating trade investment. Expect Joint Business Plan (JBP) talks to focus on display, feature, and listing leverage rather than list price. Some retailers will retaliate on adjacent SKUs if they read the hold as antagonistic. Others will respect the equity stance and work with you on premium-tier shelf real estate where the price gap is less load-bearing.
- What it does to your profit
- Strongest long-term margin defence of the two plays. Holds gross margin per unit. Increases the brand-marketing line short-term to fund the advertising and innovation. Net effect on the bottom line is roughly flat in year one, accretive year two onward if the equity programme actually delivers measurable brand-tracker improvement (not just an ad-recall bump).
Use this option when your revenue premium over the closest private-label SKU is still meaningful (Q1) and not closing fast, when the perceived-quality gap (Q2) is holding, when your innovation pipeline (Q4) is healthy enough to keep refreshing the equity story, when your category does not have a structural shopper habit of trading down inside the brand-owner umbrella, and when your retailer relationship can absorb the trade-pressure pushback.
Defend specific price-pack combinations where private label is hurting most, without launching a separate fighter brand. Use entry-tier pack architecture, occasion-specific pricing, and on-shelf trade conditions to close the most exposed gaps while preserving the parent brand's premium positioning.
- What happens to your sales
- Volume softening is smaller than Option A in the first two cycles, usually 0 to 3 percent. The selective price moves slow the leakage on the most exposed SKUs while the unaffected SKUs hold their list. Trade-up activity within your portfolio stays intact. The risk is that occasional shoppers learn to wait for the entry-tier price and reset their reference price across the whole brand.
- What shoppers notice
- Specific shelf-edge moves on entry-tier packs or occasion packs (single-serve, multipack tail, club). The hero SKU and the upscale tier hold their list. Heavy loyalists barely notice. Price-sensitive shoppers notice the entry tier specifically and move some of their basket back from own-label.
- How easy it is to undo
- Easier than Option A because the moves are SKU-specific rather than portfolio-wide. A selective entry-tier price reduction can be reversed inside one cycle if the data shows it is not paying. The trade-off is that retailer-side commitments (extra display, off-invoice support) made to fund the move are typically annual or biannual contract lines that do not unwind cleanly inside the contract window.
- What your retailer does
- Easier conversation than Option A. The retailer reads the move as engagement rather than antagonism and is usually willing to fund supporting display and feature space. The risk is that the retailer pushes for the same selective treatment to spread to other SKUs in your portfolio, and your team has to draw the line on how far the entry-tier exception travels.
- What it does to your profit
- Mixed in year one. Entry-tier margin compresses on the affected SKUs. Hero-tier margin holds. Total mix margin moves down by 1 to 3 percentage points in year one if the move is sized correctly. Year-two profit recovery depends on whether the selective response actually slows the own-label gain or just trains shoppers to expect the lower price as the new normal.
Use this option when your revenue premium is narrowing on specific entry-tier SKUs but holding on the hero (Q1), when the perceived-quality gap is closing on a sub-tier rather than across the whole portfolio (Q2), when your pack architecture has room for an entry-tier or occasion-specific defence (Q4 pack architecture is healthy), and when your retailer relationship is mature enough to fund the supporting trade conditions without you having to push hero-tier price to free up the spend.
5 questions to ask before you decide
What is your brand's revenue premium over the closest private-label SKU today, and is the gap widening or narrowing across the last 24 months?
Revenue premium is your average net revenue per unit divided by the closest comparable private-label SKU's net revenue per unit, expressed as a multiplier. A revenue premium of 1.6 means you are getting 60 percent more money per unit than the comparable private-label option. Pull the last eight quarters of point-of-sale data for your hero SKU and the most credible competitive private-label SKU in the same pack and tier. Track the premium quarter by quarter. If the premium is holding above 1.4 and the trend over eight quarters is flat or rising, your equity is doing the work and you have time. If the premium has dropped from above 1.4 to below 1.3 across the eight quarters, the gap is closing fast and the rubric needs the rest of the questions to pick the response. The trans-Atlantic context: in Europe's biggest six grocery markets (France, Germany, Italy, Netherlands, Spain, UK), private label has crossed 50 percent unit share for the first time (Circana, April 2026), so the comparable own-label SKU you are benchmarking against is now the modal choice for half the basket. The US is at 23.5 percent units. The structural picture every brand owner is now planning around.
Has the perceived-quality gap to private label held, or is the retailer closing it especially via a premium private-label tier?
The perceived-quality gap is the difference between how your shopper rates your brand on the standard quality dimensions (taste, packaging, ingredient quality, trust) and how the same shopper rates the closest private-label option. Pull the last four waves of brand-tracker data and look at the spread. A holding gap means your equity investment is paying. A narrowing gap is the early warning that the retailer's quality programme is winning. Pay particular attention to whether the retailer has launched or expanded a premium private-label tier inside your category. The rise of premium own-label (Tesco Finest, Sainsbury's Taste the Difference, Aldi Specially Selected, Walmart Bettergoods) is not a budget-shopper story. It is the retailer competing for the same affluent shopper your hero SKU is positioned for. If a premium private-label tier has launched in your category in the last 18 months, walk this question first because it changes the answer to most of the others.
What are you doing during this down-cycle that you would not do in expansion, and is it amplifying private label's stickiness?
The single most reliable way to permanently lose share to private label is to cut the things that build long-term equity during a downturn: brand advertising, innovation pipeline funding, premium-tier shelf investment, retailer-facing sales-force coverage. Brand-owner cuts made in the recession years almost always outlive the recession itself. Private-label gains that look temporary become permanent because the brand-owner spends the recovery window rebuilding rather than competing. Audit your last 24 months of spend. Has your above-the-line advertising been cut by more than 15 percent year-on-year? Has your new-product launch cadence dropped from a normal annual rhythm? Has the sales-force coverage on your top 30 stores been deprioritised? If any of these are yes, the urgent move is to restore the investment first, then walk the rest of the rubric. A defensive price move on top of a starved equity programme is the worst combination.
Is your innovation cadence keeping pace with the retailer's private-label launch cadence in the same category?
Retailer private-label programmes have shifted in the last decade from a single value-tier to a layered architecture (entry, standard, premium, occasion-led, dietary-led, sustainability-led). The brandification of private label means the retailer is now running a full innovation pipeline, not a single me-too product. Audit your category at the relevant top three retailers. Count the new private-label SKUs launched in the last 24 months across all sub-tiers. Count your own SKU additions in the same period. If the retailer is launching at twice your cadence, the perceived-quality gap (Q2) is going to close mechanically because the retailer has more shots on goal. The play is to invest in NPD pipeline acceleration and pack-architecture work that puts the brand back on the front foot, not to wait for the next round of price reviews.
Before you launch a fighter brand or cut headline price, can you prove the cannibalisation will be lower than the private-label volume defended?
The fighter-brand instinct is the most-discussed and least-successful response to private label. The fighter-brand failure pattern is consistent enough to plan around: most fighter brands cannibalise the parent brand's margin more than they damage the private-label competitor's volume. Before greenlighting a fighter, the decision needs hard math on three numbers. First, the share of the proposed fighter's volume that will come from your own parent brand (the cannibalisation rate). Second, the share that will come from the private-label competitor (the genuinely defended volume). Third, the gross margin gap between the parent SKU and the fighter SKU. If cannibalisation rate is above 50 percent and the margin gap is more than 10 points, the fighter is mathematically destroying value before it ships. The same math applies to a headline price cut on the parent brand: the volume that returns from private label is rarely larger than the margin lost on the volume that would have sold at the higher price anyway. Run the cannibalisation math before either move.
Walk these 5 questions in order
A YES on any question takes you straight to the verdict on the right. A NO sends you down to the next question. Order matters. Earlier questions carry more weight than later ones.
Worked exampleOne concrete scenario, walked through the tree
One concrete scenario, walked through the tree
The Heinz UK 2022 worked example. You are running RGM at Heinz UK in late 2022. The category context is hostile. Heinz Beans had been delisted from Tesco shelves in late June 2022 after a public price dispute, then returned in early July after a settlement. Across 2023, Heinz UK volumes had been dropping at close to twenty percent year-on-year (The Grocer) as shoppers traded down to Tesco and Aldi own-label baked beans. Pre-tax profit fell sharply across 2023, dropping to £104.1 million from a higher base the year before, even as revenue rose to £967.1 million on the back of price (The Grocer, City AM). The price gap between Heinz Beanz 415 gram and Tesco own-brand 420 gram had widened to over a pound at shelf, and Heinz Beanz prices were up around 40 percent year-on-year by March 2023 (City AM). The decision in front of you is which combination of moves to make to stop the bleed without burning over a century of brand equity.
- Node 1NOIs your revenue premium over the closest private-label SKU still above 1.4, and either flat or rising across the last eight quarters?
Revenue premium was clearly narrowing. The price gap had widened to over a pound at shelf, but the volume premium was eroding faster than the price premium was holding, and that mix is the textbook signal of an equity decay accelerating. Move to Q2.
- Node 2NOIs the perceived-quality gap on your brand-tracker holding (within 1 point of trend), and is there NO new premium private-label tier in your category in the last 18 months?
The perceived-quality gap was closing fast. Tesco and Aldi own-label baked-bean tiers had been quietly upgrading recipe quality and packaging for several years. The shopper-trade-down to own-label was visible in the volume data across 2023. The verdict at this node was URGENT investment in the quality story. Heinz prioritised the brand-creative reset that became 'It Has To Be Heinz', launched June 2023 as the first global brand platform Heinz had run in over 150 years (Marketing Beat). The team did not skip ahead to a defensive price move at Q5 before fixing Q2. Continue to Q3 only after the quality reset is funded.
- Node 3NOHave you held above-the-line spend, NPD launch cadence, and sales-force coverage flat or up across the last 24 months?
Heinz had been holding price and cutting media spend across 2022 into early 2023, which is the textbook acceleration of permanent private-label gain. The verdict at this node was URGENT: restore the equity investment FIRST, then continue. The team did exactly that. The corrective sequence ran February 2023 ('Unbeanlievable' campaign, The Drum) and June 2023 ('It Has To Be Heinz', the largest media investment in the brand's history, Marketing Beat). With the equity investment restored, Q3 stopped being a blocker and the team could continue to Q4 inside the same planning cycle.
- Node 4NOIs your innovation pipeline keeping pace with private-label launches in your category at the top three retailers?
Going into 2022, Heinz had a slow innovation pipeline relative to the retailer's private-label launch cadence. The cadence problem was real and the corrective action was visible across 2023 to 2024 with a steady stream of new propositions: Beans Bowlz, Beanz pizza, Heinz with Cathedral City Cheesy Beanz (February 2024). Continue to Q5 with the NPD pipeline acceleration funded as part of the same plan.
- Node 5NOCan you prove the cannibalisation from a fighter brand or headline price cut will defend more private-label volume than it destroys parent-brand margin?
Cannibalisation math on a hypothetical fighter brand would have destroyed parent-brand margin without proportionately defending against Tesco own-label volume. Heinz did not launch a fighter and did not run a portfolio-wide list-price cut on the parent. The verdict at Q5 was Option A blended with selective Option B: equity reinvestment plus selective price discipline on entry-tier packs in the second half of 2023. The Grocer reported in 2025 that Kraft Heinz had 'invested heavily in lowering prices since the second half of 2023', the Option B selective price discipline running alongside the Option A equity programme.
The verdict that Heinz reached, walked through the rubric, was the right one. Option A blended with selective Option B. No fighter brand. No portfolio-wide price cut on the parent. The math reads on the published numbers.
Heinz UK calendar 2024 results: revenue held at £952.7 million (down 1.5 percent), volumes down only 0.3 percent, pre-tax profit nearly doubled to £191.9 million from £104.1 million in 2023 (Grocery Gazette, September 2025). Volume defended within a percentage point. Profit recovered by £87.8 million year-on-year. The recovery did not come from chasing private label down on price across the portfolio. It came from the combination: a step-up in brand investment that was visible to shoppers (the 'It Has To Be Heinz' platform), a selective price-and-pack discipline on entry-tier lines from the second half of 2023, and an accelerated innovation pipeline that gave the brand new reasons to be seen (Beans Bowlz, Cheesy Beanz with Cathedral City).
The trade-off was real. Volume softened during the worst window of 2022 to 2023, dropping at close to twenty percent year-on-year before the recovery. Some of that volume went to Tesco and Aldi own-label and did not all come back. The brand absorbed roughly 18 to 24 months of share erosion before the equity programme started reading in tracker data and the volume stabilised. The alternative path, which would have been a defensive list-price cut on the parent or a fighter-brand launch, would have hit the profit line harder and would have done less to slow the perceived-quality gap from closing.
The rubric replayed here separates Heinz's eventual response (Option A with selective Option B, no fighter) from the seductive wrong answer (a portfolio-wide price cut to chase Tesco own-label down). Walking the questions in order, Q2 (the perceived-quality gap) and Q3 (the cuts during the down-cycle) carry the most weight. Q5 stops the most expensive wrong move from being committed.
Heinz UK 2022 to 2024, plus Walmart's Bettergoods 2024 launch: two reads on the brandification of private label
June 2022, London. Tesco delisted Heinz Beanz, Tomato Soup, and Salad Cream from its shelves in a dispute over Kraft Heinz's proposed inflation-driven price rises. The story ran in every UK national paper for two weeks. The two parties reached a settlement and the products returned in early July, but the equity damage was already done across the second half of 2022.
Across 2022 to 2023, the slow-motion erosion. The price gap between Heinz Beanz and Tesco own-brand baked beans widened past a pound at shelf as Heinz held list price into a category that was quietly upgrading own-label recipe quality. Heinz Beanz prices were up around 40 percent year-on-year by March 2023 (City AM). Volumes drifted down at close to twenty percent year-on-year through the worst windows. Pre-tax profit fell sharply across 2023, dropping to £104.1 million from a higher base the year before, even as revenue rose to £967.1 million on the back of price (The Grocer).
The corrective programme, 2023. Kraft Heinz UK ran the textbook recovery sequence rather than the textbook wrong answer. The 'Unbeanlievable' campaign launched February 2023 (The Drum). The 'It Has To Be Heinz' global creative platform launched June 2023 as the first time the brand had unified its messaging across all regions in over 150 years (Marketing Beat). New product launches accelerated: Beans Bowlz, Beanz pizza, the Heinz with Cathedral City Cheesy Beanz collaboration in February 2024 (The Grocer). The Grocer reported in September 2025 that Heinz had 'invested heavily in lowering prices since the second half of 2023' on selected entry-tier lines, the selective Option B move running alongside the equity-led Option A.
The numbers, calendar 2024. Revenue £952.7 million (down 1.5 percent), volumes down 0.3 percent, pre-tax profit £191.9 million (Grocery Gazette, September 2025). Profit nearly doubled year-on-year. Volume held within a percentage point. The brand had defended without launching a fighter and without a portfolio-wide price cut on the parent.
The Walmart Bettergoods sidebar. On 30 April 2024, Walmart launched Bettergoods, the largest food private-brand launch in 20 years across its US store base (Walmart corporate). 300 SKUs at launch across three sub-tiers (Culinary Experiences, Plant-Based, Made Without). Most items priced under $5. Within just over a year, Bettergoods had been purchased by 28 percent of US households (Numerator). The counter-intuitive teaching point comes from Numerator's ice cream category analysis: Bettergoods buyers were nearly 13 points less likely to also buy Walmart's own Great Value than the typical brand's shoppers (55 percent versus a 64 percent average). Premium private label is finding incremental basket for the retailer, not just shuffling between the retailer's own tiers. That makes it a more dangerous structural threat to national brands than the old single-tier value private label ever was.
Heinz did not skip Q2 and Q3 to get to Q5. The team fixed the equity story (Q2: 'It Has To Be Heinz' as the new global creative platform), restored the investment cuts (Q3: largest media investment in the brand's history), accelerated the NPD pipeline (Q4: a steady cadence of new propositions across 2023 to 2024), and only THEN ran selective price discipline on entry-tier lines (Q5: a narrow Option B blended with the Option A equity programme, no fighter brand). The order is not negotiable. A defensive price move at Q5 on top of an unfixed Q2 and Q3 would have been the textbook way to permanently lose ground to Tesco own-label. The Walmart Bettergoods sidebar adds a second teaching point: the brandification of private label is not the same threat as the old value-tier private label. It is the retailer competing for the same affluent shopper, with a fuller pipeline, finding incremental basket for the retailer rather than shuffling within the retailer's portfolio. The response that wins is innovation cadence and equity differentiation, not a price chase.
Run these before you commit
- Trade Promotion OptimisationPromo ROI CalculatorThe starting tool for Q5 cannibalisation math. Build the proposed promotional or fighter-brand response and decompose the volume into cannibalised parent baseline, defended private-label volume, and genuinely new shoppers. The cannibalisation rate is the single number that decides whether a defensive promotional move is destroying value before it ships.Open the tool
- PricingBreak-Even CalculatorBehind Q1 (revenue premium) and the option-comparison math. Frames the price-volume trade-off the rubric assumes. If the proposed defensive move requires a 5 percent volume gain to be break-even and your category elasticity says you will get 3 percent at best, the move fails the math before it gets to the retailer.Open the tool
- Price Pack ArchitectureOBPPC Matrix BuilderBehind Option B (selective price and pack response) and Q4 (innovation cadence). The Occasion x Brand x Pack x Price x Channel matrix is the lever beneath the cadence. A healthy OBPPC architecture gives you the entry-tier and occasion-tier slots for an Option B selective response without compromising the hero-tier price stance.Open the tool
The lessons behind this guide
- Pricing · Lesson 1Free previewPrice Elasticity of DemandHow much your sales drop when you raise the price. The single most useful number in pricing.
- Pricing · Lesson 2Free previewBreak-Even Sales AnalysisHow much volume you can lose on a price rise before it starts costing you money.
- Pricing · Lesson 3Sign up to unlockPrice ThresholdsWhy round numbers like $2.00 and $5.00 act as price barriers, and how to price around them.
- Pricing · Lesson 4Sign up to unlockWillingness to PayWhat your shoppers actually think your product is worth, and how much room you have to charge more.
- Pricing · Lesson 5Sign up to unlockBrand Power and Pricing HeadroomHow much extra you can charge thanks to your brand, and how to keep that premium without losing it.
- Pricing · Lesson 6Sign up to unlockCross-Price ElasticityWhen you raise the price on one product, what happens to your other products and to the rest of the category.
- Pricing · Lesson 7Sign up to unlockCompetitive PositioningWhere your product sits on the price-versus-value map, and where it should move to next.
- Pricing · Lesson 8Sign up to unlockParabola AnalysisFinding the exact price point that gives you the most profit, not just the most sales or the highest margin.
- Pricing · Lesson 9Sign up to unlockPricing War GamingThinking through how your competitors will react before you change your price, so you do not get caught out.
- Price Pack Architecture · Lesson 1Free previewPrice Tiers and LaddersThe price layers in any FMCG category, and which layer holds the volume vs. which holds the margin.
- Price Pack Architecture · Lesson 2Free previewPack RolesGiving every pack a clear job (entry, weekly shop, upsize, premium), so your range has no gaps and no overlaps.
- Price Pack Architecture · Lesson 3Sign up to unlockPack Ladder PricingHow to price your pack ladder so shoppers want to trade up to bigger packs, without throwing away your margin.
- Price Pack Architecture · Lesson 4Sign up to unlockOBPPC FrameworkThe Occasion, Brand, Pack, Price, Channel grid that every category review should land on.
- Price Pack Architecture · Lesson 5Sign up to unlockPack Size and Price MatrixA two-axis view of your pack range that shows where the maths is broken and the trade-up logic is off.
- Price Pack Architecture · Lesson 6Sign up to unlockGood, Better, BestDesigning a Good-Better-Best ladder so your premium pack lifts the middle one without breaking the base.
- Price Pack Architecture · Lesson 7Sign up to unlockConsumer Decision TreeThe order in which shoppers actually make choices in your category. The starting point for any pack or price decision.
- Trade Promotion Optimization · Lesson 1Free previewPromo ROI FundamentalsThe single number that tells you whether a trade promotion is making you money or destroying it.
- Trade Promotion Optimization · Lesson 2Free previewSource of VolumeWhere your promo sales actually come from: new shoppers, more usage, switching from rivals, or stockpiling.
- Trade Promotion Optimization · Lesson 3Sign up to unlockBaseline vs. IncrementalTelling apart the sales you would have made anyway from the sales the promo actually added.
- Trade Promotion Optimization · Lesson 4Sign up to unlockPromo Performance GridSorting every promo into BEST, GOOD, REVIEW, or STOP. The four-box scorecard every trade plan should clear.
- Trade Promotion Optimization · Lesson 5Sign up to unlockPromo MechanicsChoosing between price cuts, multibuys, displays, and features. Which one fits which goal, and which to retire.
- Trade Promotion Optimization · Lesson 6Sign up to unlockCustomer Value AssessmentA profitability lens on your top retailers, so you can see where promo investment earns its return.
- Trade Promotion Optimization · Lesson 7Sign up to unlock13-Lever TPO OptimizationThe full set of 13 things you can change on a promo plan before signing the year-end deal.
- Trade Promotion Optimization · Lesson 8Sign up to unlockPromo Calendar OptimizationSpacing, depth, and rhythm. The promo calendar as the operating system for your trade plan.
How often, and what should make you re-decide
Re-walk this guide on every annual brand-plan review, and on a triggered basis any time one of the trigger events fires. The perceived-quality gap (Q2) is the single fastest-moving variable. Track it on the brand-health tracker quarterly even between full re-walks. The innovation cadence (Q4) is the slowest variable to move. A 12-month gap in the NPD pipeline takes 24 months to reverse on the brand-tracker scores.
- Annual brand-health tracker shows perceived-quality gap to private label closing by more than 1 point. Re-walk Q2.
- Retailer launches a new premium private-label tier in your category. Re-walk Q4 and Q5 immediately, do not wait for the annual review.
- Recession or inflation cycle starting in the relevant geography. Re-walk Q3 to confirm you are not quietly cutting the equity programme to make the short-term P&L work.
- Your own NPD pipeline empties for 6 or more months. Urgent re-walk of Q4. Innovation cadence is the slowest variable to recover.
- Top-three customer's private-label share in your category crosses a category-specific volume threshold (typically 30 percent units in mainstream FMCG). Re-walk the full rubric.
- Your hero SKU's volume share drops 2 or more points year-on-year. Re-walk Q1.
- A premium private-label launches at a price point above your standard tier (the brandification trend). Re-walk Q1 and Q2.
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