The constant drive for improvement can make it difficult for founders to feel successful. Their mindset is wired to identify what's broken or can be elevated, rather than dwelling on achievements. This fuels growth but requires conscious effort to praise the team's successes.
When unable to access large retailers, NEOM strategically launched in spa boutiques. These owner-operated venues, where customers are already in a wellness mindset, acted as passionate brand advocates, effectively telling the product story and building credibility brick-by-brick before the brand was widely known.
NEOM's product expansion isn't driven by trend-chasing. Instead, founder Nicola Elliott identifies gaps in a person's "AM to PM" wellness routine, often drawing from her own life changes. This lifestyle-first approach ensures new products are authentic and solve real user problems.
Despite men having the same wellness needs, NEOM focuses its marketing on women, recognizing they make the vast majority of household purchasing decisions. The strategy is to equip her to buy for the whole family (partner, children, parents), making her the central distribution point for wellness in the home.
NEOM's in-store "scent discovery test" is a diagnostic tool, not a sales pitch. A customer's subconscious attraction to certain essential oils reveals their true underlying need (e.g., stress), which may differ from their perceived problem (e.g., poor sleep). This creates a powerful, personalized, and often emotional connection.
NEOM views its physical stores as marketing and brand experience investments. The primary goal is not profit generation but creating an immersive introduction to the brand. As long as a store can break even, it's considered a successful marketing proposition that lifts brand awareness in the surrounding area.
Achieving B Corp status is a massive undertaking, requiring NEOM to hire dedicated staff to overhaul every aspect of the business. The process is so rigorous and expensive that it may exclude many well-intentioned smaller brands, highlighting a potential need for a more accessible "B Corp light" tier.