Brand News
09 February 2023
2 years after acquisition, Billie is driving share gains for Edgewell
Billie's brick-and-mortar expansion is set to accelerate this quarter.

Billie's brick-and-mortar expansion is set to accelerate this quarter.

In 2021, Edgewell Personal Care acquired shaving and body care brand Billie. The $310 millions deal was a move not only to expand in women’s shaving, but also to add digital capabilities from a direct-to-consumer brand that was fluent in the ethos and tactics of internet-based commerce.
Today, the digitally native Billie is aggressively expanding its brick-and-mortar presence. During the quarter ended December 31, Edgewell began a wider national retail launch. It is now appearing in-store at certain drug and grocery retailers, building on a launch at Walmart in early 2022. This rollout is continuing to scale, with the “lion’s share” of the new shelf appearances set to occur in the current quarter, said CFO Dan Sullivan.
On an earnings call with analysts this week, executives said Billie served as the “catalyst” for women's wet shave market share gains by Edgewell in the prior quarter.
“The team that's built the brand the way it's been built is resonating with consumers and we're off to a very good start with Walmart year one,” said Edgewell CEO Rod Little. “As you know, when you grow share and you grow the category that becomes a very portable story, and so the expansion is underway now.”
Little said the interest from retailers topped the expectations of the company. At the same time, Billie is continuing to see solid performance in its original direct-to-consumer channel. Little said the DTC segment outperformed expectations, even as Edgewell did not release Billie-specific revenue metrics.
“We continue to believe we've got a very healthy omnichannel brand in front of us that has lots of legs to go in many, many more places,” Little said.
Billie joined a portfolio of brands that also includes shaving brands Schick and Edge, as well as sun care brands including Banana Boat. Given Edgewell’s experience in a broad set of categories and Billie’s appeal, executives said they see room for the brand to expand into adjacent product areas.
“That which started as a shave brand absolutely has the right and the runway to become a women's lifestyle brand,” said Sullivan. “That's what we saw when we looked at buying it, and that's absolutely what the team is committed to building Billie.”
Edgewell is also pursuing a wider U.S. rollout for men’s grooming brand Cremo, which it acquired in 2020, though Little said this expansion is still in the “early days, but initial read is good.”
“The product is fantastic,” Little said of Cremo. “It's a natural extension, category-wise, to the grooming line and we think sets up to give us a better shave portfolio in men's for the future.”
Bringing things full circle, executives said the brand-building capabilities on the teams at acquired brands like Billie and Cremo are being applied across the company, centering "consumer-centric innovation and new product development" across the company.
It shows how a single brand can not only help to lift a larger company through its own results and expansion, but also to extend its capabilities to other brands.
Billie is positioned to not just be a bright spot in the portfolio that grows with a boost from Edgewell’s ability to scale in brick and mortar. It is also a driver of growth for the company as a whole.
Campbell Soup Company CEO Mark Clouse offered thoughts on messaging amid inflationary shifts in consumer behavior.
After months of elevated inflation and interest rate hikes that have the potential to cool demand, consumers are showing more signs of shifting behavior.
It’s showing up in retail sales data, but there’s also evidence in the observations of the brands responsible for grocery store staples.
The latest example came this week from Campbell Soup Company. CEO Mark Clouse told analysts that the consumer continues to be “resilient” despite continued price increases on food, but found that “consumers are beginning to feel that pressure” as time goes on.
This shows up in the categories they are buying. Overall, Clouse said Campbell sees a shift toward shelf-stable items, and away from more expensive prepared foods.
There is also change in when they make purchases. People are buying more at the beginning of the month. That’s because they are stretching paychecks as long as possible.
These shifts change how the company is communicating with consumers.
Clouse said the changes in behavior are an opportunity to “focus on value within our messaging without necessarily having to chase pricing all the way down.”
“No question that it's important that we protect affordability and that we make that relevant in the categories that we're in," Clouse said. "But I also think there's a lot of ways to frame value in different ways, right?”
A meal cooked with condensed soup may be cheaper than picking up a frozen item or ordering out. Consumers just need a reminder. Even within Campbell’s own portfolio, the company can elevate brands that have more value now, even if they may not always get the limelight.
The open question is whether the shift in behavior will begin to show up in the results of the companies that have raised prices. Campbell’s overall net sales grew 5% for the quarter ended April 30, while gross profit margins held steady around 30%. But the category-level results were more uneven. U.S. soup sales declined 11%, though the company said that was owed to comparisons with the quarter when supply chains reopened a year ago and expressed confidence that the category is seeing a longer-term resurgence as more people cook at home following the pandemic. Snacks, which includes Goldfish and Pepperidge Farm, were up 12% And while net sales increased overall, the amount of products people are buying is declining. Volumes were down 7%.
These are trends happening across the grocery store. Campbell is continuing to compete. It is leading with iconic brands, and a host of different ways to consume them. It is following that up with innovation that makes the products stand out. Then, it is driving home messaging that shows consumers how to fit the products into their lives, and even their tightening spending plans.
Campbell Soup is more than 150 years old, and has seen plenty of difficult economic environments. It is also a different business today, and will continue to evolve. At the end of the day, continued execution is what’s required.
“If it's good food, people are going to buy it, especially if it's a great value,” Clouse said.