Q&A with Fusion’s Steven Muro — Originally published in The Packer by Jennifer Strailey

With scores of high-profile produce industry clients — including the California Avocado Commission, Driscoll’s, Green Giant Fresh, The Mushroom Council and Zespri Kiwifruit — Fusion recently celebrated 25 years in business. The Los Angeles-based marketing agency specializes in business-to-business strategy, consumer and retail research and analytics, strategic marketing communications, trade advertising, promotions, and social media. To learn more about the past, present and future of fresh produce marketing, The Packer recently connected via email with Steven Muro, Fusion founder and president. The following is edited for length and clarity.

Congratulations on 25 years. The majority of Fusion’s clients are in the produce business. How has representing the marketing needs of the produce industry changed in the last 25 years?

MURO: The industry has become more sophisticated over the past years. Twenty-five years ago, in many companies, there was little to no distinction between the sales and marketing roles. 'Marketing' was often viewed as a glorified sales administration function. I remember visiting a large tomato distributor back then and being asked, 'What do we need marketing for? We have salespeople.' Today, the industry’s most successful organizations have embraced technologies, techniques and programs designed to extend and maximize their marketing and sales efforts. They can see the impact of these changes on their bottom line. Information has become a driving force in building businesses.

What do you find produce clients need most today?

Most clients understand their internal business very well. What is often overlooked, and much needed, is to understand the competitive market. 

• What is their share of business in a competitive market?

• How do their sales compare to competitive brands?

• Are their products outselling other brands in the stores of key retailers?

• Are their products priced appropriately to build sales?

• Are there new sales distribution opportunities? How do we target them?

Answering these questions prepares them to develop winning sales and marketing strategies. Having strong sales and marketing strategies, and powerful communication and planning tools to influence their customers are paramount to growing sales. More recently, we are often asked how clients can influence current and potential customers using social media. Additionally, during the past few months, the most requested service is an analysis of the impact inflation is having on a category at retail.

Data seems to play an important role in Fusion’s work with clients. How does it drive sales and marketing initiatives as well as strategy?

Before Fusion, I worked in the world of CPG [consumer packaged goods]. Working with large data sets to make informed decisions and strategies has always been an integral part of my business processes. Sales data is the information, the background and history we need to see developing patterns and trends. Market research shows us the pathways consumers and businesses are taking to move into the future. With this 'science' [data and research] firmly in hand, we can begin to use our artistic expression to develop strategies and programs that are rooted in facts but expressed creatively to capture the attention and sales from our target audiences.

Fusion uses different types of data in a myriad of ways. In addition to the bullet list above here are a few examples:

• Analyze seasonal variations in sales/volume/price

• Consumer segmentation: Determine consumer purchase patterns and behaviors (frequency of purchase, spend per shopping trip)

• Strategic account management: Determine the effectiveness and [return on investment] of resources, programs and materials spent with specific customers

• Category reviews to help grow sales with a specific retailer

• Marketing and sales strategies and programs

• Brand and message building

• Sales and marketing tools that are customized to the individual needs of the client

Can you share more about how Fusion turns complex data into actionable results?

Often, market research and data are represented with simplistic analysis, “This is up 10% and this down 5%.” Beyond that, the interpretation is left up to the reader. More sophisticated research can be equally daunting with page after page of marketing and research-speak. Moreover, many analysts have no real-world business experience, so they can tell you what the data means but they do not have experience to bring the research to life and suggest usage ideas.

Fusion has always worked on making the complex information easy to understand and use, which is hard to do. We combined our analytics with our real-world business experience to make the data meaningful and useful — not just to the marketing and sales teams but to all departments of the organization. We make actionable suggestions to move the business forward and show that the data supports the conclusion.  

Instead of saying, 'This is up 10%,' we will tell you, “This is up 10%; however, it is below the market average increase of 20%, which means you are falling behind. Moreover, your price points are not in line with the market, so you should consider taking the following actions.” We then provide a list of actions. 

Fusion counts many produce companies and associations among its client roster. Can you share an example or two of how Fusion worked with clients to achieve their goals?  

Here are two short case studies:

Recently brand X was eliminated from a banner of a large national retailer as the buyer wanted to streamline brand assortment. Fusion developed a fact-based storyline that showed the retailer that since delisting brand X, sales of the category had been in decline. Moreover, Fusion demonstrated that among the retailer’s competitive banners, brand X was outperforming all other brands and was in a rapid growth phase. This exercise led to brand X returning to the shelves of the retailer and becoming No. 1 in the category.

Brand Y is a worldwide distributor of fruit that was entering the U.S. market. However, they didn’t know which markets and retailers to target that would maximize sales efforts and distribution efficiency. Working with executive staff members, Fusion developed a plan of distribution that targeted specific markets and retailers to begin the product roll-out. The plan ranked sales prospects from the greatest to the least opportunity. Today this distributor is the most recognized brand in their category, and they have expanded to have sales offices on both coasts.

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