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Interview – Aroma360 customer relationships over time, moving from an initial purchase through recurring consumption into a long-term wholehome commitment. That model has built a customer base and portfolio that no directto-consumer brands in any category can fully replicate. The company’ s 27 international retail locations serve as physical entry points into that broader relationship.
It is the discipline required to run this model effectively that informs Alexandra’ s perspective on the mistakes retailers most commonly make when thinking about growth and profitability.“ The most persistent mistake is treating them as sequential concerns rather than simultaneous ones,” she explains.“ In many retail expansion strategies, the implicit assumption is that you scale first and address the economics later, or that profitability is something you optimize once sufficient size has been achieved. In practice, the habits and structures built during a growth phase tend to calcify. The cost base that was tolerable at ten locations becomes structurally burdensome at 20, and the promotional programs that drove volume in year two become brand liabilities by year four.
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