How to scale a challenger brand with Tony’s Chief Chocolonely Douglas Lamont (ex Innocent MD)
Dec 4, 2024
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Douglas Lamont, Chief Chocolonely at Tony's Chocolonely and ex-CEO of Innocent Smoothie, shares his expertise on scaling challenger brands. He discusses the balance between upholding a mission and driving growth while detailing Tony's commitment to ethical practices, like eradicating child labor and ensuring fair wages in cocoa sourcing. Douglas emphasizes the importance of transparency and storytelling in building consumer trust, alongside navigating the complexities of international expansion and maintaining brand integrity.
Douglas Lamont discusses the balance between scaling a business and maintaining strong core values inherent to challenger brands.
Tony's Chocolonely emphasizes its mission to eradicate child labor and promote ethical cocoa sourcing while appealing to consumers.
The brand's international strategy focuses on adapting to local markets while remaining true to its core values and mission.
Deep dives
Douglas Lamont's Journey to Tony's Chocolonely
Douglas Lamont shares his extensive background in leading challenger brands, highlighting his previous role as CEO of Innocent Smoothies, where he navigated the brand through significant growth and acquisition by Coca-Cola. His early career began in a corporate finance role at KPMG before transitioning to operational roles at companies like FreeServe, where he developed a passion for branding and brand positioning. This led him to Innocent, where he exemplified the characteristics of a challenger brand, focusing on maintaining the brand’s core values while scaling operations. His new challenge at Tony's Chocolonely involves expanding the brand’s vision further, leveraging his expertise to elevate the company's purpose-driven ethos.
Creating a Unique Brand Culture
At Tony's Chocolonely, an emphasis on in-house creativity and fresh ideas plays a vital role in maintaining the brand's focus and agility. Lamont describes the importance of employing creative minds within the organization, which helps drive innovative solutions while adhering to the brand’s core mission. The culture of embracing entrepreneurial spirit is coupled with a defined structure to ensure that the brand’s values are upheld without succumbing to bureaucratic pitfalls. Providing an environment where employees feel empowered to contribute creatively has been essential in fostering a vibrant company culture that aligns with Tony's mission.
Challenging Industry Norms
Tony's Chocolonely originated from a mission focused on eradicating child labor in cocoa production, which the founders actively addressed through their investigative journalism. The commitment extends beyond just product sales; Lamont emphasizes the brand's role in changing the entire chocolate industry by sourcing beans ethically and transparently. This involves the establishment of a collaborative model, Tony's Open Chain, which allows competitors to source beans ethically, promoting a wider impact than simply pushing a successful product. The brand strives to create meaningful change while remaining attractive to consumers who appreciate both their mission and the quality of the chocolate.
Brand and Market Fit in International Expansion
Tony's Chocolonely's international strategy revolves around finding local talent with an understanding of regional markets while remaining true to the brand's core values. Lamont highlights the importance of adapting the business model to fit different market dynamics, rather than attempting a one-size-fits-all approach. He shares experiences from Innocent and Tony’s that underline the necessity to root operations within the culture and business landscape of the target market. Successful market entry comes from balancing a unique product proposition with strong local leadership, allowing the brand to resonate authentically with consumers in various regions.
Maintaining Transparency and Trust
Transparency is pivotal at Tony's Chocolonely, and Lamont discusses how the brand actively engages with its stakeholders regarding progress and challenges in its supply chain practices. By openly sharing both successes and remaining issues, such as the persistence of child labor, the brand builds credibility and fosters trust with consumers. Lamont articulates the need to be proactive in communicating challenges while adapting strategies to ensure progress towards their commitments. This approach positions Tony's not merely as a brand that markets chocolate but as a change-driven enterprise that actively works towards evolving industry standards.
In the first of a two part special on one of my favourite challenger brands of all time, Tony’s Chocolonely, I speak with their Chief Chocolonely (CEO), Douglas Lamont. Douglas is an expert in Challenger Brands, having previously led Innocent Smoothie for 15 years, guiding them through their acquisition by Coca-Cola and subsequent scaling. In this episode, we'll explore the delicate balance between maintaining a strong mission and driving business growth. Douglas also shares insights into Tony's dedicated efforts to eradicate child labor, pay fair wages, and maintain transparency in their cocoa sourcing, all while making their chocolate appealing and fun for consumers.
Tune in next week for an interview with Tony's Dean of Dopeness, Sadira E. Furlow (aka their Chief Brand Officer), to find out exactly what it takes to grow a brand like Tony's.
Timestamps
00:00 - Start 01:38 - Douglas’ journey to CEO at Innocent Smoothies 06:36 - Lessons on how to scale up at Innocent 12:47 - Why Coke kept Innocent independent 15:03 - Innocent’s approach to launching new products 21:52 - Why Douglas moved to Tony’s Chocolonely 24:22 - Tony’s Chocolonely origin story 28:29 - Why is Tony’s chocolate so good 29:42 - The B2B side of Tony’s Chocolonely 32:56 - Is it more expensive to be a change brand? 34:03 - Balancing a serious mission with a fun brand 35:53 - Why Tony’s is so transparent 41:48 - Tony’s international expansion 44:38 - Challenges of being in the biggest retailer in the US 47:35 - Lessons as a CMO 51:33 - Creating the culture at Tony’s
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