"We got to know the competition very well. In the '50s popcorn made a big growth in sales. Our main push was to produce the best quality and sell in quality retail outlets"
About this Quote
Nothing in Orville Redenbacher's line is flashy, and that is exactly the point: it reads like a Midwestern manifesto for winning without swagger. "We got to know the competition very well" signals a pragmatic, unromantic view of markets. He is not selling popcorn here; he is selling the discipline of attention. The sentence quietly rejects the myth of the lone genius. Success is framed as study, iteration, and an almost intimate familiarity with rivals.
The context matters: the 1950s were a boom decade for packaged convenience, suburban shopping, and mass retail. Popcorn's sales growth wasn't magic; it was the collision of television snacking habits, improved distribution, and the expanding middle-class pantry. Redenbacher positions himself as someone who recognized a cultural shift early and then chose not to race to the bottom.
"Our main push was to produce the best quality" is less a moral claim than a tactical one. Quality becomes differentiation in a category that could easily become interchangeable. The follow-up, "sell in quality retail outlets", reveals the deeper strategy: brand-building through association. He understood that where you sell is part of what you sell. A premium product placed in a downmarket channel gets treated like a commodity; a "quality" outlet launders price into legitimacy.
The subtext is a blueprint for durable consumer trust: know your opponents, ride the macro wave, then anchor your brand in standards and in status. It's capitalism with manners, and it worked.
The context matters: the 1950s were a boom decade for packaged convenience, suburban shopping, and mass retail. Popcorn's sales growth wasn't magic; it was the collision of television snacking habits, improved distribution, and the expanding middle-class pantry. Redenbacher positions himself as someone who recognized a cultural shift early and then chose not to race to the bottom.
"Our main push was to produce the best quality" is less a moral claim than a tactical one. Quality becomes differentiation in a category that could easily become interchangeable. The follow-up, "sell in quality retail outlets", reveals the deeper strategy: brand-building through association. He understood that where you sell is part of what you sell. A premium product placed in a downmarket channel gets treated like a commodity; a "quality" outlet launders price into legitimacy.
The subtext is a blueprint for durable consumer trust: know your opponents, ride the macro wave, then anchor your brand in standards and in status. It's capitalism with manners, and it worked.
Quote Details
| Topic | Marketing |
|---|---|
| Source | Help us find the source |
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