Hershey's launch of a Dubai Chocolate product a full year after the flavor went viral on social media highlights a critical agility gap. The slow product development cycles of large corporations cannot keep pace with fast-moving digital trends, causing them to miss the peak of consumer interest and appear out of touch.

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Brands jumping on viral memes may see a temporary spike in views, but it's a hollow victory. Consumers remember the trend itself, not the brand's participation in it. This common social media tactic fails to build brand equity or impact the bottom line.

The ROI of a viral moment is difficult to link to direct sales. Instead, its value lies in increasing 'share of voice' and creating positive brand associations. This influences future purchasing decisions, making the brand top-of-mind when a customer is ready to buy.

The "candy salad," a consumer-driven trend on TikTok to combat candy inflation, was quickly adopted and productized by Ferrara (owner of Nutella) with a dedicated kit. This shows how major CPG brands now monitor social platforms to rapidly identify and capitalize on organic consumer behavior.

The internet democratizes consumption but consolidates production, meaning everyone remembers Apple but not Samsung's founder, Usain Bolt but not the silver medalist. The gap between #1 and #2 is infinite fame versus obscurity. In content-driven markets, the only rational strategy is to aim for being "insanely great," not just "good."

When competing against a resourceful incumbent, a startup's key advantage is speed. Bizzabo outmaneuvered its rival during the pandemic by launching a virtual solution in weeks, not months. This agility allows challenger brands to seize market shifts that larger players are too slow to address.

In AI-native companies that ship daily, traditional marketing processes requiring weeks of lead time for releases are obsolete. Marketing teams can no longer be a gatekeeper saying "we're not ready." They must reinvent their workflows to support, not hinder, the relentless pace of development, or risk slowing the entire company down.

Coca-Cola failed with ZICO not by changing its core quality, but by stripping away its ability to adapt. Large corporate systems, built for consistency at scale, enforce rigid processes that stifle the very nimbleness that made a challenger brand successful.

Brands miss opportunities by testing product, packaging, and advertising in silos. Connecting these data sources creates a powerful feedback loop. For example, a consumer insight about desirable packaging can be directly incorporated into an ad campaign, but only if the data is unified.

The surge in pickle-flavored items reflects a broader consumer trend, particularly with Gen Z, toward provocative flavor combinations that generate viral social media content. This shift promotes foods from simple condiments to standalone experiences, driven by their potential for digital engagement.

The ability to react to cultural moments quickly is less about creative genius and more about having an organizational structure that allows for rapid approvals. Traditional, multi-layered review processes with numerous stakeholders are the primary obstacle to effective, timely marketing.