Business, Wellness, Vitamins, The Line, Ace Hotel, Beauty Products, Skin Care, Network, Credo, Beauty, Net A Porter, Cap Beauty, Label To Watch, The Nue Co

Business, Wellness

The Nue Co. Is Bringing Vitamins to the Luxury Market

With elevated branding, minimalist packaging and a keen retail strategy, the young wellness brand is seeking to build a loyal consumer base in the ambiguous yet bountiful supplements category.

4/12/2021 12:59:00 AM

With elevated branding, minimalist packaging and a keen retail strategy, the young wellness brand is seeking to build a loyal consumer base in the ambiguous yet bountiful supplements category:

With elevated branding, minimalist packaging and a keen retail strategy, the young wellness brand is seeking to build a loyal consumer base in the ambiguous yet bountiful supplements category.

. Billed as an "anti-stress supplement delivered in the form of a fragrance," it draws on scientific research about the connection between scent and emotion. According to The Nue Co., a few spritzes of the scent are all it takes to "calm the nervous system using olfactory triggers."

Restaurant owner makes big offer to lure workers - CNN Video IHOP turned away Adam Sandler. Now it's trying to make it up to him Beyond India, a growing number of Asian countries are engulfed by fresh coronavirus waves

Miller recently took the time to chat with Fashionista about building the company from the ground up, creating vitamins luxury consumers would actually want to buy and how The Nue Co. is carving out a place for itself in a crowded category that's traditionally been lacking in brand loyalty. 

How did The Nue Co. come to be?My background is in marketing. I worked for large-scale alcohol brands for seven years. It was a really interesting way to start off my career because they are very well-structured consumer goods that are heavily involved in getting behind the consumer psyche. But it wasn't a passion. I was into wellness in the sense that I enjoyed working out, and I liked eating well, so I decided that was a great next step for me. I went to work at a company called The Detox Kitchen in the U.K., this was six years ago or so. It was a really brilliant business to be involved in at the time because the wellness industry was booming there.

I wanted to launch my own brand, but I didn't want it to be just another wellness brand that had exactly the same narrative. At the time, I had pretty bad IBS. I was in the wellness industry, but I was still struggling with my own health, so my grandfather, who is a doctor and a lecturer at Cambridge University, sat me down and was like, 'Let's go through all of these supplements that you're taking and let's see what's making a difference, what's potentially making you feel worse and why it is that you've given up dairy, sugar and gluten in your diet, because you know about food, yet you're consuming all of these horrible ingredients through your supplements, and you don't even know it.'

That sparked a really interesting question, which is even though I had such a strong connection with wellness and such a strong connection with the food I was eating, why did I have no connection with the supplements I was taking?What makes The Nue Co.'s supplements different from all of the other traditional ones out there?

We always rely on data and science to kick off any sort of new product development. We look to ingredients as close to the food source as possible to deliver a nutrient or a vitamin. We also wanted to focus on absorption. A lot of people complained that when they take a supplement, they don't know whether it's working or they don't feel any different. 

I suppose that's, in a nutshell, what we wanted to do from a formula perspective; from a brand perspective, we really wanted to develop the first [supplement] brand that engaged with people on the same level as a beauty brand. We just wanted to get people to engage and to know about our history, understand our ingredients, understand our philosophy, and more so than that, develop products that people look forward to using in their day-to-day lives.

Opinion: On jobs, McConnell just doesn't get it. Biden does. After $12 Billion JPMorgan Bailout, CEO Jamie Dimon Doesn't Want Biden 'Throwing Money' Newsmax Reporter Tries Trump's 'People Are Saying' Logic. Jen Psaki Isn't Having It.

What has building the business looked like?I can't believe that it was under two years ago, because I literally learned everything on the job. We've come so far. In the beginning, I went to my grandfather. I was fortunate enough that because his background had been chemistry, he had connections with labs already. 

From a business perspective, I think the one thing I've always been good at is knowing what help I need and when. I did a lot of research in terms of retailers, like who was investing in this category and which retailer was really hungry for the type of brand that I wanted to develop, and that retailer was

Net-a-Porter.I managed to get a meeting with one of the head buyers there. I sat him down and I said, "I know that you guys have spotlighted wellness as a category, but the brands that you're listing are not true luxury brands. I'm developing the first real luxury supplement brand." They basically turned around and they were like, "Great. We're launching in a year." That was fortunate enough that I essentially had an account with one of the biggest retailers within the luxury fashion space.

Photo: courtesy of The Nue Co.What about securing initial investment?Securing Net-A-Porter gave me insight as to how I could build out my first list of investors. I was like, I'll just raise money from people that can really help me. [One] investor had led a successful exit of a beauty brand that retails in the U.K. and in the U.S. It's almost like I wanted to create an incubator of myself and those were my investors. It enabled us to grow really quickly because I was a team of two and we had very little money in the beginning but we had the most amazing doors opened to us from day one.

Why did you want to focus on the U.S. market, especially being that you're from the U.K.?Having worked in the wellness industry in the U.K., two things worried me: The first was that it had exploded as a fad or a trend. People were jumping into it quickly, no questions asked, and health bloggers were kind of given the license to give out a lot of information. I knew that was eventually going to have a backlash, because a blogger who's 19 years old who is giving out medical advice ... that's dangerous. I felt like the industry was being driven through trends rather than through necessity, like I think it is in the U.S. 

Also, people in the U.K. have [universal] health care. So it's a completely different mentality — if there's something wrong with you, there's no reason why you wouldn't just go to the doctor. It's completely less preventative [there]. But taking supplements and taking care of yourself is just part of lifestyle here in the U.S.

Joy Reid: The GOP is obsessed with lying about critical race theory Texas House Passes Voter Suppression Bill After All-Night Debate Thailand reports 2,419 new coronavirus cases, 19 new deaths

In addition to Net-a-Porter, how did you figure out the rest of your distribution strategy?When we first launched, only a handful of retailers was open to this category. Being a small brand, we knew that we needed to get buy-in from hotel partnerships essentially from the get go, before we launched our e-comm in a meaningful way. We were the first on the shelf at the Ace Hotel, we were the first on the shelf in

The Line. We were one of the first on Net-a-Porter.We had these three different pillars of partnerships: The first was brand building, so these were retailers like The Line, or like Soho House, or Ace Hotel, that helped position us in the right way. They didn't necessarily shift a huge amount of product because the customer isn't going there looking for this type of product, but it definitely helped with our positioning.


Restaurant owner makes big offer to lure workers - CNN Video

Skyler Reeves, an Arizona restaurant owner, is offering to pay college tuition for full-time employees who will come back to work.