PR in the Philippines

Tampa, Florida, July 25, 2025 – Many new brands feel they can’t compete in the U.S. market due to limited resources compared to major companies. However, TruLife Distribution believes this isn’t true. With the correct distribution strategy, smaller brands can grow faster and gain more visibility than much larger companies.

“Big brands often react slowly,” Gould states. “Smaller companies benefit from focus. They can be precise, which is essential for U.S. distribution today.”

Brian Gould has spent years assisting international manufacturers in introducing their products to the U.S. He’s known for guiding companies through all entry and expansion stages. His company, Trulife Distribution, provides support in compliance, logistics, marketing, retail presentations, and ongoing account management.

Small Brands Must Think Differently

Gould explains that many new companies mistakenly try to replicate the strategies of major corporations. They pursue widespread exposure before understanding local demand, losing control of costs, inventory, and brand messaging.

“A smaller brand shouldn’t try to be everywhere at once,” Gould advises. “Focus on the most important markets. Begin with regions showing the strongest response and expand from there.”

Instead of pushing products into every store, Gould suggests targeting buyers specializing in the brand’s category. He recommends building relationships with independent retailers and regional chains before approaching national stores.

“Buyers need proof that a product can sell,” Gould says. “Starting in focused markets provides that data and builds trust.”

Fast Response Matters

Brian Gould believes agility is a key advantage for small companies. Unlike large firms, they aren’t burdened by excessive approvals or inflexible systems, enabling quick adjustments to market changes and consumer trends.

He notes that American consumers now desire more personalized products, caring about production methods, ingredient origins, and company values. Smaller brands often address these values more directly.

“You don’t have to pretend to be big,” Gould says. “You need to be clear and relevant.”

What Trulife Does Differently

is designed to help brands thrive in one of the world’s largest markets. The company serves as a local partner for international businesses, offering services like FDA label compliance, warehousing, logistics coordination, broker representation, and buyer outreach.

Gould explains that many foreign manufacturers underestimate the complexity of U.S. retail. Product placement is only one aspect; a robust backend operation is equally crucial.

“We help companies avoid costly mistakes,” Gould says. “There are many moving parts, requiring a team that understands the complete picture.”

Gould also emphasizes that the U.S. market isn’t a single entity. What sells in California might not sell in Florida, so regional strategies often outperform national campaigns.

“You don’t need to launch in all 50 states,” he says. “You need to know where your brand fits best.”

A Changing Retail Landscape

Gould believes the retail environment is more receptive to new brands than ever. Buyers seek innovation and fresh ideas reflecting current consumer sentiments.

However, expectations are also increasing. Retailers want reliable partners who can provide timely inventory, marketing support, demand, and scalable systems.

“Retailers are cautious,” Gould says. “If you can prove you’re prepared, they will give you a chance.”

He adds that trust is earned by doing things correctly from the start, including having U.S.-compliant packaging, a functioning supply chain, and a clear marketing message.

Final Words for Emerging Brands

Gould encourages small brands to stay confident, believing they can establish strong and lasting positions in the U.S. through focus, clarity, and proper support.

“You don’t need a massive budget,” he says. “You need a smart plan. That’s how smaller companies succeed.”

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