Across our portfolio, 100% of our brands are growing.

What has made Unilever's portfolio so resilient despite a short-term dip in the health and wellbeing sector?

Despite the short-term challenges, we anticipate continued long-term market growth. Our model and our future-fit brands are uniquely positioned to win.

Our presence is particularly strong in high-growth spaces and formats such as gummies, powders, functional hydration, sleep, beauty from within, women's health, kids' health, and super ingredients such as probiotics.

We also have a portfolio of digitally native brands that are driving great results in ecommerce channels. Our business contribution from ecommerce is 1.6x the category average and it's getting bigger.

It sounds like ecommerce is thriving, but the brands are expanding their reach in bricks and mortar stores too?

Absolutely. More than 50% of growth in this category is projected to come from ecommerce and we're in a great place with our brands. They're established in digital and direct-to-consumer channels and very connected to their users so they can understand what they want and need.

Social media is big for our brands too and the power of being digitally native is that our brands can inform, educate and engage with followers - they have stories to tell and endorsement from a community of consumers who love the products is incredibly powerful. Onnit has almost 1 million followers on Instagram. (Opens in a pop-up window )

But it's not all about online. We're unlocking further growth through traditional stores too - like Sephora for Nutrafol. It's the brand's largest retail expansion to date and an important step as it reshapes the hair health category.

Having a presence in stores and building relationships with retailers is a real strength of Unilever.

All the brands in the Health & Wellbeing Collective were acquired. How has being part of Unilever helped them grow?

When we acquired our brands, most of them were around seven years old. Three years later, at the age of ten, their sales have more than doubled. That's proof that our model works.

This is a very young, entrepreneurial business and every brand in the Collective was very carefully chosen because they're brilliant at what they do. As Unilever, we don't get in their way. Instead, we support in areas like sales, analytics, ecommerce and talent to help them evolve and scale up.

For example, when we acquired Liquid I.V. it had 40 people. Now a team of 160 work on the brand and in terms of turnover, it's four times larger than it was prior to our acquisition.

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