Two Languages: How GNC Franchisees
NIOA MESSAGE FROM THE PRESIDENT ERIC MILLER
The summer issue of NIOA News usually lines up with the GNC convention—an important time for all of us to get the latest updates and reconnect in person. This year, even though GNC isn’t holding a franchise conference, it doesn’t change what franchisees need most: timely information, aligned priorities and a way to stay connected.
Without the convention, staying engaged through NIOA is even more important. Our bi-monthly Town Hall calls, bi-weekly Sponsor Webinars, the member Facebook group and direct outreach to your Board members are all easy ways to get information, share concerns and learn from other owners and operators.
That steady rhythm of communication helps us spot issues early, share what’s working and keep franchisees moving in the same direction. And at the center of so many conversations is something we all feel every day: margin matters.
Several Board Members and franchisees recently attended a summit at Cellucor’s world headquarters. Our industry keeps growing and we have to do everything we can to be competitive. The current growth is mostly in mass, club, and online. Cellucor knows that GNC needs to be an important part of growth for the industry. They also want GNC to be successful and be the leader in product and flavor launches. GNC should be the place to see it first. Hopefully our meeting sparked some ideas that will drive some customers into our stores.
One of those is Bloom RTDs. Bloom Pop and Energy are the fastest growing RTDs to date, even outpacing Alani, and we should see these approved by GNC any day. Cellucor also plans to drive customers into our stores with value pricing respecting NIOA expectations that the franchise business model needs 55 margins.
Building and protecting profitability remains one of NIOA’s top priorities and we’ve continued pushing for pricing
strategies that support traffic without negatively affecting the bottom line. We’re starting to see progress—GNC leadership has committed to taking a more thoughtful approach to discounting. We’ll keep reinforcing a simple benchmark: franchisees need a 62.5% margin or better to operate sustainably.
With Cheri Mullen increasing her position as Chief Global Franchise Officer we are already seeing improvements in strengthening the relationship between GNC and its franchisees. GNC is offering less stacking promotions, which creates more profitable SFS orders for us to fulfill. GNC is also progressing towards less BOGO promotions. We are seeing innovation and successful new product launches. One such product, Creabolic has become an overnight success with great margins and marketing. Cheri and her team are aware of our margin challenges and the franchise goals needed to be successful. They have instituted programs that are driving franchise margin higher. The system is not perfect, but the NIOA is continuing to work with Cheri and her team to bring about positive progress for franchisees.
Unfortunately, retail foot traffic is struggling. Most of the system is facing economic challenges as we are not comping last year’s numbers. We must continue to work hard at putting our best foot forward for our customers, doing our best each and every day. We must stock the products customers want. Alpha Lion Burn 2.0 has been another amazing success for franchisees. Displaying these at the Lbox has created significant add-on sales for franchisees as we show trending products and capture impulse purchases. Stay tuned as David Stockhammer and his CCI team will be announcing more new exciting product launches.
We’re also staying focused on what we can control—sharing best practices, hot products and practical ideas to help you run your business. And don’t forget about our sponsor continued on page 2
PRESIDENT’S MESSAGE
continued from page 1
webinars - the whole sales team is invited, they’re packed with great selling tips, and everyone enjoys the giveaways our sponsors often include. We hope you’ve taken advantage of the recent hot product alerts, tips for building margin and day-to-day operational suggestions—like workarounds for the SFS printer label issues. The goal is simple: make your life a little easier and your business more profitable. And of course, staying ready to ride the next wave!
Bottom line: even without a franchise convention, the work continues—and so do the connections. The NIOA will keep advocating for your interests, sharing what’s working across the system and pushing for the fundamentals that make stores healthier and more profitable. Thanks for staying engaged, speaking up, and helping shape what we tackle next.
Our Mission Statement
The Association will respect, aid and empower the franchisor while pursuing initiatives to improve profitability, operations and the financial health and welfare of franchisees.
CCi - Inside Front Cover
Bucked Up - Page 2
Cellucor - Page 3
ProSupps - Page 3
Basic Research - Page 3
HealthPlus - Page 5
Jocko - Page 5
NOW Foods - Page 7
Celsius - Page 11
Core Culture - Page 12
FitLife - Page 12
BioHealth - Page 13
NutraBio - 16
VMI Sports - Page 17
Redefine - Page 17
1st Phorm - Page 20
Adaptive Health - Page 22
Redcon1 - Page 23
Bullfit - Page 23
Axe & Sledge - Page 28
Huel - Page 29
JiMMYBAR! - Page 29
Alpha Lion - Page 30
Codeage - Page 34
Legion - Page 34
Myprotein - Page 35
Musclesport - Page 36
Neutonic - Page 36
CBUM/RAW - Inside Back Cover
Mutant - Back Cover
LETTER TO NIOA FROM GNC CEO
MICHAEL COSTELLO
GNC Accelerates Momentum in Q2 Innovation, Strategic Promotions, and Personalization
Dear NIOA Franchise Members,
As we continue into Q2, I’m thrilled to share how GNC continues to build progress thanks to our collective focus on innovation, strategic promotions, and adaptive marketing. Together, we’re unlocking new opportunities and setting the stage for an exciting year.
Innovation
As we move into 2026, our commitment to innovation has never been stronger. We’re exploring fresh ideas and launching new products. We know that not every initiative will be a home run, yet our confidence in the overall plan is high.
We ended last year with the strong introduction of LIT V2 and this year we’re introducing improved versions of some of our strongest product lines: Wheybolic® 2.0, LIT AF™ V2, and GlucaTrim™ 2.0 (plus GlucaStim™), each representing our dedication to evolving the GNC product offering.
We’re also celebrating the success of AMP Creabolic™, Alpha Lion Burn20, and GHOST new licenses, along with three groundbreaking new brands on the horizon and more innovations on the GNC brand – stay tuned.
Promotions & Margin
Our promotional strategy has evolved as we innovate around our products. We’ve purposefully reduced promotional stacking and are continuing to streamline our promotional offers. For example:
• AMP Wheybolic®
• Total Lean® Shakes
• Core Beyond Raw®
have been removed from BOGO50 deals and we’re actively assessing other ways to optimize further.
These changes have delivered significant improvements in franchise margins (in-store POS margin is running above 50%!) and have led to greater promotional acceptance amongst franchise stores.
Our goal is for more franchise stores to participate in national programs like our evergreen BOGO50, helping us provide a more consistent consumer experience.
Marketing & Personalization
On the marketing front, we’re excited to launch Bloomreach, an AI-enabled digital experience platform that will enhance personalized journeys through channels like email and SMS.
Over Q3 and Q4, we anticipate this upgrade will boost omni sales and deepen our ability to connect with our core consumers. At the same time, we’re continuously refining our marketing strategies to better serve our audience.
Amazon
On the Amazon front we are working with a new partner to increase discoverability of the brand and to increase selling prices on Amazon by improving the marketing and keywords on Amazon.
As part of this our teams are working with partners to shut down third-party sellers and those that supply to the thirdparty sellers. We are doing this to protect the integrity of the GNC brand and its premium price positioning – which will benefit both GNC and our franchise partners.
How we can Work Together to Drive Success
We’re asking you to:
• Keep delivering exceptional local customer service that makes the GNC franchise experience truly unique. It distinguishes us and strengthens our community
• Partner with your support teams at GNC HQ to ensure every customer trip is the best it can be, tapping into resources and expertise that help elevate the experience
• Keep your eyes open for margin-building opportunities, like the “Deal Drop”
• Work closely with your DFO and other support systems to understand the benefits of opting into additional promotions
By working together and sharing insights, we can continue to build momentum and create even greater value for franchise members and customers alike.
Thank you for your dedication and partnership. Let’s keep the momentum going! Together we rally together to build a stronger GNC.
Live Well,
Decades Of Partnership
We’re #1 at #2
Trusted by millions of people since 1981
GET TO KNOW YOUR NIOA BOARD
Eric Miller, President
Eric has served on the NIOA Board for six years and is serving in the role of President in 2025. He has been a GNC franchisee since 1991 and currently operates 18 stores. He has sold or closed seven others over his career. Eric’s area of expertise is operating great stores focused on customer service and experience, with great team members who enjoy the mission, while helping customers with their fitness goals or healthy lifestyles. vitamanagement@yahoo.com • (215) 896-7575
Laura Dalton
Laura is a seasoned franchisee with nearly 22 years of experience. She currently manages 11 stores in North Carolina. Her strengths include local marketing, event planning, and building strong brand relationships. daltongnc@gmail.com • (919) 608-2639
Benny Farzad
Benny is a multi-unit, multi-franchise operator with 13 years of experience as a GNC franchisee. Currently, he manages seven stores. His expertise lies in operations, financials, and multi-store operations and efficiency, with a strong background in both retail and restaurant industries. gncbenny23@gmail.com • (817)718-0849
Kirk Irvin
Kirk has been involved with GNC since 2004 and a franchisee since 2012. He has five stores in Jacksonville, FL. Kirk’s passion is to deliver the highest quality customer service while improving the overall operation of GNCs across the country. kirk.irvin@gmail.com • (904) 424-7524
Katie McKay
Katie, with her husband Dan, is in her 11th year of franchising with GNC. Based in Kansas City, they operate 20 stores in seven Midwest states. Her background is in marketing with a concentration in copywriting, community events and networking. She uses these skills to build strong store teams and tightly knit communities in each of their markets. gncparkville@gmail.com • (816) 896-0179
Sarah Coxwell
Sarah has been a GNC franchisee for 25 years and currently operates 16 stores in five states. She specializes in building high performing teams and customer focused retail environments with a focus on operational and financial efficiency. Sarah also operates businesses in the insurance and real estate industries but is most passionate about her work as a GNC franchisee. sccoxwell@hotmail.com • (251) 463-7844
Armin Morshed
Armin has been a GNC franchisee for 14 years, following a year and a half of experience with GNC Corporation. Based in the Dallas–Fort Worth area, he currently operates three locations. Highly involved in the day-to-day operations, Armin oversees all aspects of the business, including staff training, inventory management, marketing and financial reporting. His primary goal is to deliver an exceptional customer experience at competitive prices while strengthening the brand’s presence within the local community. GNC.Bedford@yahoo.com • (817) 602-9288
Two Brands, Two Languages: How GNC Franchisees Can Win with Celsius & Alani Nu
By Katie McKay
In a move that signals its expanding influence in the functional beverage and wellness market, Celsius Holdings completed its acquisition of Alani Energy in February 2025.
The deal unites two of the fastestgrowing brands in the “better-for-you” lifestyle category, positioning Celsius to broaden its reach beyond energy drinks and deepen its presence in the nutritional and active-wellness space.
By bringing Alani under its umbrella, Celsius aims to create a more comprehensive functional lifestyle platform—one that appeals to a new generation of health-conscious consumers seeking both performance and clean ingredients.
When Celsius acquired Alani Nu, it didn’t just expand its portfolio—it added a second way to sell energy. For franchisees at GNC, that distinction isn’t abstract. It shows up every day on your shelves, in your conversations, and ultimately in your average ticket.
This isn’t a story about consolidation. It’s about translation—how two brands speak differently, and how your store becomes the place where those languages turn into sales. In specialty retail, that translation matters because stores like GNC operate as solutionbased environments, where customers expect education, guidance, and products tailored to their goals.
Sean Johnson is the Regional Manager of Fitness and works closely with the NIOA to advocate for market presence for both brands. Today we discussed branding, merchandising, target markets and all things energy drink.
Question: In a specialty retail environment like GNC, how should franchisees translate the different brand languages of Celsius and Alani Nu when talking to customers in-store?
and goals. Celsius is very intentional and functional with its calorieburning formula backed by science, great taste, and zero sugar, whereas Alani is trendy and creates FOMO opportunities, creating urgency and capturing emotional connectivity.
Celsius: The Language of Performance
Celsius has always been easy to position in a specialty retail environment: it’s functional, fitness-forward, and tied closely to performance outcomes. Its science-backed positioning and recognizable flavor lineup have helped establish the brand as a category leader with broad consumer familiarity.
In-store, that translates cleanly:
• Pre-workout alternative
• Thermogenic support positioning
• Cross-sell with fat burners, amino acids, or training stacks
Customers walking in with a goal— lose weight, train harder, stay lean— already “speak” this language.
Sean: GNC is the destination store where consumers of all types come to be educated and find solutionbased products that fit their lifestyle
Alani Nu: The Language of Lifestyle
Alani Nu approaches the category differently. It’s still functional—but it doesn’t lead with function. It leads with flavor, identity, and emotional connection. Where Celsius is intentional and performance-driven, Alani thrives on trend culture, lifestyle alignment, and limited-time launches that create urgency and excitement.
In-store, this changes the playbook:
• Flavor-first conversations
• Lifestyle adjacency (wellness, beautyfrom-within, light fitness)
• Impulse-driven purchases
• Limited-time flavor excitement
Where Celsius is often a planned purchase, Alani is frequently an emotional one.
Question: How can stores use the contrast between the two brands to increase basket size?
Sean: Celsius is a globally recognized brand and category leader with many flavor options customers recognize and gravitate toward. The term ‘cold is sold’ is a powerful incremental way to add on compulsive purchases. Alani LTO flavors drive traffic to retail seeking new flavors, giving franchisees opportunities to engage with customers, learn their goals, and introduce complementary products that promote their health and wellness journey.
Your Store Is the Translator
The real differentiator for franchisees isn’t shelf placement—it’s staff engagement.
Unlike mass retail, where the product has to do all the work, specialty retail gives you the advantage of conversation. A well-trained associate can quickly identify what a customer is actually looking for, even if the customer doesn’t articulate it clearly.
Someone asking for help with workouts, endurance, or fat loss is signaling a performance mindset. Someone commenting on flavors, packaging, or “trying something new” is often signaling a lifestyle mindset. Recognizing that difference in real time allows your team to recommend
the right product—and increases the likelihood of additional purchases that align with that intent.
This is also where basket building becomes a meaningful lever. A Celsius purchase can naturally extend into a broader performance solution, pairing with supplements that support training goals. An Alani Nu purchase, by contrast, can open the door to adjacent categories like wellness, daily nutrition, or even other trend-driven products that appeal to a lifestyle-focused shopper. In both cases, the drink is not the end of the transaction—it’s the entry point.
Question: How important is staff education in maintaining these two ‘languages’ at retail?
Sean: Highly important. Speaking to what the products are and how they differ, sharing personal usage occasions, and understanding the unique power of both brands is key to instilling trust and loyalty with customers.
Merchandising That Drives Conversion
The shared scale behind both brands—distribution, availability, and promotional support—creates consistency on the back end. But from the customer’s perspective, these are not interchangeable options. They are distinct experiences. Maintaining that distinction in-store is what allows each brand to perform at its full potential.
Execution at shelf level still matters. One of the simplest but most effective tactics continues to be “cold is sold.” Keeping Celsius and Alani products cold and highly visible creates incremental, impulse-driven purchases that are difficult to replicate through shelf-stable merchandising alone. High-volume stack displays, especially
around top-selling flavors and Alani’s limited-time launches, create both visibility and urgency. Endcap placements, pricing communication, and branded point-of-sale materials all contribute to stronger conversion and larger basket rings.
Question: What merchandising or promotional tactics help bring each brand’s identity to life and drive conversion?
Sean: Cold is sold. Offering Celsius and Alani cold is key to driving the incremental compulsive sell. Stacking high and watching fly is another great method of keeping extra stock of top-selling flavors, along with the LTO launches that drive higher-dollar basket rings. Our team does a great job utilizing brand flow to create a well-presented variety of flavors for the grab-and-go and case-buying customer. Endcap placements, pricing, and point-of-sale materials with strong brand imagery create those wow factors in-store that turn into higher sales.
Turning Traffic Into Loyalty
Promotional events—particularly aggressive value offers like $1 drink campaigns—can create meaningful spikes in traffic, but they also require strategic execution to maximize profitability.
The challenge is preventing those transactions from remaining lowdollar, one-item purchases. Successful franchisees are using tactical incentives like full-case discounts, gift-with-purchase programs, raffles tied to higher basket thresholds, and cross-sampling with adjacent categories such as protein powders and snacks to turn singlecan purchases into broader wellness transactions.
Question: When $1 drink promotions drive a surge in store traffic, what are the most effective ways for franchisees to convert those low-cost, high-volume transactions into higher basket sizes and longer-term customer relationships?
Sean: This has been a tricky strategy due to limiting the quantity customers can purchase. Best practice is to stock the top sellers in the fridge, promote additional incentives such as discounts for full-case buys or raffle items for bigger dollar spends, gift-withpurchase programs, along with crosssampling other product pairings that match energy drink consumers such as snacks and protein powders.
The Takeaway
Ultimately, the Celsius–Alani Nu strategy reflects something that franchisees already understand intuitively: customers don’t all walk in with the same mindset. Some are focused and goal-oriented. Others are exploratory and experience-driven. Many shift between those modes throughout the week—or even within the same day.
Your advantage is the ability to meet them in both moments. Celsius gives you a clear performance conversation. Alani Nu gives you a lifestyle conversation. When your team can speak both fluently, you’re not just selling more energy drinks—you’re capturing more occasions, building larger baskets, and creating a more dynamic in-store experience that keeps customers coming back.
GET TO KNOW...
GNC SVP Chief Global Franchise & Wholesale Officer
Cheri
Mullen
Tell us about yourself.
I serve as Senior Vice President and Chief Global Franchise and Wholesale Officer at GNC, where I lead the strategic direction and operational execution of the company’s global franchise network and wholesale channels such as mass and clubs. My executive purview spans Finance, Operations, Merchandising, Marketing, Product Development, and Business Development across approximately 2,000 franchise locations in the United States and internationally—all in service of GNC’s mission to help consumers LIVE WELL.
I work to drive growth through new market identification and launch, strategic partnership management, and performance optimization via curated product assortment and alternative sales channels. Overseeing operations in more than 40 countries, I lead a global team of 50+ professionals dedicated to delivering tailored solutions that strengthen franchisee performance worldwide.
Under my leadership, GNC’s Franchise and Wholesale division has become a cornerstone of the organization, contributing nearly one-third of total company revenue. My expertise in finance, accounting, franchising and international relations
enables the business to maintain a leadership position in the global health and wellness landscape while honoring GNC’s legacy of innovation.
Beyond my professional role, I am committed to community impact through volunteer work with organizations including St. Jude, Operation Homefront, and the American Red Cross.
I hold an MBA from Duquesne University.
Tell us a little about your history with GNC. What prompted your decision to accept the position to expand to Chief Global Franchise Officer?
I began my career with the company as an intern in the General Nutrition Financial Services (GNFS) department, preparing financial statements for U.S. franchisees. Upon graduation from Duquesne University, GNC hired me full time in GNFS. Some of the franchisee accounts I oversaw at that time are still franchisees today.
From there, I moved into Corporate Accounting, overseeing the accounting and financial analysis for U.S. and International Franchising, Rite Aid, and Distribution/Transportation overhead. This allowed me to gain broader exposure to the business and
deepened my understanding of the franchise operations. Later, I pursued my MBA, including a summer study abroad program in Cologne, Germany, which further expanded my global perspective. After completing my degree, I joined the international department and relocated to Fort Lauderdale, Florida, where I held a few positions focused on growing and supporting our international business. When that office ultimately closed, I relocated back to Pittsburgh in May 2016 and took on expanded responsibilities within international over the next several years.
In 2021, I became the leader for the international department, overseeing the entire business unit inclusive of the finance, merchandising, marketing, product development, field operations, and business development areas specific to international. This progression has given me a wellrounded view of the business from financial operations through global expansion and a strong appreciation for both franchise and corporate perspectives.
What are your top priorities for franchising this year?
What do you see as the biggest opportunities within the current GNC system to drive profitability for us?
My top priority this year is strengthening the relationship between GNC and its franchisees, with a clear focus on rebuilding trust. I believe that renewed confidence in leadership, along with alignment on company programs and/or initiatives, will directly support improved franchise system-wide sales. However, I also recognize that trust must be mutual. I am equally committed to enhancing franchisee profitability to ensure meaningful engagement and buy-in for these programs and/or initiatives.
To support this, we have already implemented key actions including but not limited to: Quarterly 5% GNC Brand rebate opportunity, Monthly “Deal Drop” discounts and/or PM funding, 50% funded loyalty point cash redemptions the first week of the month for March, April, and May thus far this year. These specific examples are related to only franchise and do not include the additional efforts we are making as a company, such as the significant reduction in customer discounts from the removal of
stacking discounts. This effort alone has increased franchise SFS order fulfillment from approximately 20% to almost 25% with increased margins of 200-300 basis points.
How are you utilizing your international team to assist with the domestic growth and success of franchising?
The consolidation of the International and U.S. franchising departments creates meaningful efficiencies by aligning resources, expertise, and best practices across markets. This structure enables greater collaboration and consistency while unlocking synergies that strengthen the overall system performance. As a result, U.S. franchisees now have access to a broader, more specialized team, allowing for more dedicated support, improved responsiveness, and enhanced execution of key initiatives.
What do you see as the biggest challenges for our franchise system and what are you most excited about with your new position.
The biggest challenge I see within the franchise system is the lack of trust from both sides. However, I see this as a significant opportunity. I bring 26 years of experience with the company, tenure that reflects a deep foundation of trust, commitment, and belief in the
business. My passion for the brand, combined with a genuine respect for the grit and dedication franchisees demonstrate every day, I believe makes me the best person to lead this next chapter. Most importantly, however, I’m truly energized by the opportunity to rebuild the trust, recognizing it is essential to achieve long term success.
I am committed to supporting franchisees, reshaping the narrative, and fostering a more collaborative environment where both sides can grow together. All while ensuring brand standards and system integrity remain strong. Some of your fellow NIOA Board members can attest that I often say the franchisees are typically right 80% of the time, so I have no issue being transparent. Let’s keep this a two-way street, with both sides holding each other accountable for what we’ve all signed up for.
By Katie McKay
I recently met with Mike Fox, Senior Retail Leader at 1st Phorm, along with Noah LaRose, Wholesale Account Manager, to discuss the brand’s growth within retail channels and specifically GNC franchising. Together, the 1st Phorm team works closely with franchisees and store teams on merchandising, staff education, and sales strategies designed to drive stronger in-store performance, customer loyalty, and sustainable retail growth.
Founded in 2009 by Andy Frisella in St. Louis, 1st Phorm was built on a simple but demanding premise: if you couldn’t trust what was in the product—or the people behind it— you shouldn’t sell it. Early on, that philosophy shaped everything from formulation to fulfillment. But what made 1st Phorm different wasn’t just product quality—it was how deliberately the brand approached retail growth.
From Direct to Deliberate Expansion
In its early years, 1st Phorm leaned heavily into direct-to-consumer channels, building a loyal following through social content, community, and a strong founder-led voice. That foundation mattered. It created a customer base that didn’t simply buy products—they believed in the brand.
When the company began expanding into retail, it didn’t treat it as a volume play. Instead, it approached stores as an extension of that same community.
That philosophy continues to shape the company’s retail strategy today. Unlike many in-store brands, 1st Phorm is not sold through Amazon or in corporate stores or GNC. com, creating a more protected environment for franchisees and preserving the value of in-store relationships. By limiting mass online distribution, the company has maintained stronger pricing discipline while positioning franchise locations as one of the primary destinations for customers seeking the brand at retail.
This strategy is especially impactful in regions like the Midwest, where 1st Phorm’s direct-to-consumer reputation is already well established, but physical retail availability remains relatively limited. For many customers, local GNC franchise locations become the most accessible place to discover, purchase, and learn about the brand in person.
That mindset shaped the rollout into GNC locations. Rather than flooding shelves, 1st Phorm prioritized alignment—working with franchisees and operators who understood the importance of authenticity, education, and retailer credibility.
Retail as Relationship, Not Placement
For 1st Phorm, getting on the shelf was never the end goal. What mattered was what happened after the product was placed there.
The question wasn’t “How many doors can we open?” It was “Which partners can represent the brand the right way?”
The brand invested heavily in supporting retail partners with training, storytelling, and consistent communication. Store teams weren’t expected to simply sell a product—they were equipped to explain it, stand behind it, and
connect it to real customer goals. That focus, when harnessed properly, can turn retail staff into brand advocates, not just associates.
This approach has resonated strongly with franchisees already carrying the line. Robert Wiet and Danny Losso of GNC Wiet Franchise say the relationship with 1st Phorm has helped their stores move beyond transactional selling and focus more heavily on customer education and relationship building.
“We take pride in making sure customers fully understand what they’re using, why they’re using it, and how to properly apply it to their individual goals,” said Robert Wiet and Danny Losso.
This approach fits naturally within high-touch retail environments, where customer interaction remains a competitive advantage. In stores where conversations drive conversions, 1st Phorm’s emphasis on transparency, ingredient quality, and performance gives associates a clear and confident message to deliver.
Scaling Without Losing Control
As demand grew, the challenge shifted from entry to expansion. Many brands at this stage push for rapid distribution. 1st Phorm took a more controlled path.
Retail expansion was intentional— growing door by door and market by market while maintaining consistency in how the brand was presented. That meant ensuring product availability, protecting pricing integrity, and continuing to invest in retailer relationships. The goal wasn’t simply to increase distribution—it was to perform well in each location. That commitment to controlled distribution has resonated strongly
Mike Fox
Noah Larose
with franchisees, especially as margin pressure continues to impact retail. Operators say 1st Phorm’s sales team prioritizes franchise profitability and sustainable store growth over aggressive discount-driven expansion.
“Carrying 1st Phorm products in our franchise GNC stores has been one of the best decisions we’ve made for both customer satisfaction and overall sales growth,” said Robert Wiet and Danny Losso.
The combination of strong brand recognition, customer loyalty, and limited retail availability has made 1st Phorm a consistent traffic driver inside their stores.
“The brand recognition alone brings people through the door, but what keeps customers coming back is the quality, transparency, and results they experience from the products themselves.”
Consistency has mattered at store level as well. After more than three years carrying the brand across their franchise locations, Wiet and Losso say 1st Phorm has consistently delivered strong repeat business and customer loyalty.
“Since bringing in 1st Phorm, we’ve seen increased repeat business, stronger customer loyalty, and significantly higher engagement from customers looking for premium supplements they can trust.”
For franchisees, consistency reinforces confidence that the product doesn’t just sell—it elevates the credibility of the store itself.
Where Founder Vision Meets the Sales Floor
At its core, 1st Phorm’s retail success reflects its founder’s philosophy.
Andy Frisella built the company around accountability, discipline, and long-term thinking—principles that translate directly to how the brand shows up in-store.
For franchisees, that brand support becomes tangible at the sales-floor level. Associates are more confident recommending products when they trust both the formulation and the customer experience behind them.
“Customers consistently report positive feedback regarding taste, effectiveness, digestion, recovery, and overall results,” said Wiet and Losso. “The education and branding behind 1st Phorm also make it easier to create meaningful conversations with customers, leading to stronger relationships and increased basket sizes.”
The product line also appeals to a wide range of consumers—from beginners focused on general wellness to experienced athletes pursuing performance and physique goals. That broad appeal gives franchisees the ability to engage multiple customer types while maintaining a premium position.
The Takeaway for Franchisees
1st Phorm didn’t enter retail to chase distribution—it entered to build presence with purpose. By prioritizing alignment, investing in education, protecting margin integrity, and scaling with discipline, the brand created a model that fits naturally within high-touch retail environments.
For operators, the lesson is clear: growth isn’t just about adding new products. It’s about choosing partners that elevate the in-store experience, strengthen consumer confidence, and contribute to sustained performance.
For some franchisees, that impact has become foundational.
“1st Phorm has become a cornerstone brand within our store,” said Robert Wiet and Danny Losso. “It has elevated our supplement selection, strengthened customer trust, and contributed directly to the continued success and growth of our franchise location.”
Ultimately, 1st Phorm’s story is a brand story with a specialty retail sequel—one built shelf by shelf, conversation by conversation. Culminating in a partnership that franchisees should view not as another product line to carry, but as a long-term customer traffic driver.
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Innovations, Opportunities, and Market Insights
By Lauren Samot, RD Reprinted from vitaquest.com
The 2026 summer supplements trends are driven by a combination of biological, behavioral, and lifestyle factors that consistently shape consumer demand. Increased daylight supports serotonin production and vitamin D synthesis, both of which are associated with improved mood, energy levels, and overall well-being. Longer daylight hours also help regulate circadian rhythms, often leading to better sleep quality, while warmer weather encourages outdoor activity, exercise, and more socially active routines.
through late summer, as consumers prioritize fitness, energy, hydration, and overall wellness during this period.
Key supplement categories for Summer 2026 include hydration support, weight management, energy, antiinflammatory support, sports nutrition, skin health, and travel-related wellness.
Collectively, these factors increase consumer focus on health and wellness, creating strong seasonal demand. Search data consistently shows vitamin- and supplementrelated queries rising from spring
For supplement brand owners, this seasonal shift presents a clear opportunity to align product formulations and marketing strategies with summerspecific consumer needs. In this article, we will explore the key supplements for summer trends shaping the market in 2026, highlight ingredients and dosage forms gaining traction, and outline strategic considerations for brands looking to capitalize on seasonal demand.
Trending Summer Supplement Categories for 2026
So, what categories are shaping
summer supplements trends in 2026? Several trending supplements continue to gain momentum as consumer priorities shift with warmer weather and more active lifestyles, including hydration support, weight management, energy, anti-inflammatory support, sports nutrition, skin health, and travelrelated wellness.
The sections below take a closer look at each category, highlighting growth data, relevant nutraceutical trends, and formulation considerations that reflect both established and emerging market dynamics. Together, these insights illustrate how seasonal demand is shaping product innovation and opportunity.
Hydration Support Supplements
Market data shows that hydrationfocused supplement sales often double or triple during the summer months, driven by warmer
temperatures and increased outdoor activity. Retailers frequently respond with seasonal bundle promotions, such as pairing hydration products with complementary offerings, which can lift category sales by approximately 15 to 20% during peak summer periods compared to baseline months.
Beyond seasonality, long-term demand remains strong. The global hydration supplement market was valued at $36 billion in 2024 and is projected to reach $82.7 billion by 2034. In the U.S., the hydration and electrolyte category reported year-over-year growth of approximately 49.3% as of September 2024, underscoring both seasonal relevance and sustained market expansion. Common nutraceutical ingredients used in hydration-focused formulations include:
• Electrolyte minerals – Sodium, potassium chloride, and magnesium help replace minerals lost through perspiration, support recovery, and maintain hydration more effectively than water alone.
• Isomaltulose – Used in the hydration category, this carbohydrate does not tend to cause a sharp spike in blood
sugar. Rather, it produces a lower and slower glucose response.
Weight Management Supplements
During the summer months, increased participation in outdoor activities and seasonal lifestyle changes often heighten consumers’ focus on body composition, driving demand for summer weight management supplements.
This shift in consumer focus is supported by Google Trends data, which shows that interest in terms related to fat-burning and weight loss supplements typically peak during summer and early autumn months.
demonstrated that green tea phytosome was able to significantly reduce body weight, BMI, and waistline.
• Probiotic strains, including Bifidobacterium longum, Lactobacillus helveticus, Lactococcus lactis,and Streptococcus thermophilus –These strains have been studied for their role in supporting metabolic health markers, such as insulin sensitivity, and are commonly incorporated into formulations focused on overall metabolic support.
Seasonal fluctuations in ingredient availability and supply chains should be factored into summer demand planning.
Additional Google Trends data indicates that searches for slimming products and appetite-support supplements rise in late spring through early summer, then decline during the winter months.
Weight management is a highly competitive category, and brands that succeed often differentiate their products through formulation design. Examples of effective nutraceutical ingredients aligned with new supplement trends include:
• Pasteurized Akkermansia muciniphila – There are several studies demonstrating that this postbiotic helped reduce body weight and body fat. For brand owners looking to capitalize on the latest supplement trends, you may want to seriously consider including nutraceuticals in your weight management formulation.
• Black ginger extract – Rich in polymethoxyflavones, this herbal extract has been shown to significantly reduce visceral fat and subcutaneous fat.
• Green tea phytosome –Two clinical studies have
Energy Supplements
More active summer lifestyles often coincide with increased consumer interest in products positioned to support daily energy needs. Analysis of global search behavior shows that interest in energyrelated supplements, beverages, and alternative delivery formats typically rises in late summer and early fall, with search volume peaking around August and September for several energy-focused categories. 21 Examples of nutraceutical ingredients that can help differentiate your custom energy support supplement formulation include:
• Ashwagandha root extract – This adaptogen has been shown in clinical research to help improve energy and endurance.
• Rhodiola root extract –Traditionally used to support endurance and resilience, with research exploring its role in fatigue management and physical output.
• Eleutherococcus senticosus root – This adaptogen has been shown to profoundly increase stamina and endurance.
• Paraxanthine – A caffeine metabolite studied for its stimulant-like properties, often positioned as an alternative to traditional caffeine sources.
• Methylliberine – Structurally similar to caffeine but without the jitters. Studies show it improves energy and sustains energy for 1 to 3 hours after supplementation.
• Coenzyme Q10 – Helps make the energy molecule, ATP, promotes athletic performance and physical power during exercise.
• Energy supplements can be manufactured in different delivery forms. In addition to traditional capsules and tablets, they can be offered as powders and effervescent tablets that cater to consumers looking for convenient, on-the-go options during summer activities.
Anti-Inflammatory Support Supplements
Increased physical activity during the summer months can place greater stress on muscles and connective tissue, often leading to temporary inflammatory responses. Hot weather has also been associated with elevated inflammatory markers, further increasing consumer interest in products positioned to support the body’s natural inflammatory response.
Reflecting this demand, the U.S. dietary supplement market for inflammation-related support was valued at $19.0 billion in 2022 and is projected to reach $32.9 billion by 2027, representing an estimated compound annual growth rate (CAGR) of 11.7%.
Although inflammation is commonly associated with chronic medical conditions, many everyday lifestyle factors can contribute to transient inflammatory responses in otherwise healthy individuals. Factors that may result in temporary inflammation include:
• Dietary patterns high in certain pro-inflammatory foods
• Temperature fluctuations
• Hormonal changes, such as those experienced during menopause
• Psychological stress
• Exposure to environmental toxins
• Periods of physical overexertion
Examples of nutraceutical ingredients commonly used in formulations designed to support a healthy inflammatory response include:
During the summer months, consumers place greater emphasis on health goals tied to outdoor activity and overall wellness.
• Resveratrol
– Human research has demonstrated that this nutraceutical is effective in against oxidative and inflammatory stress in normal subjects, significantly reducing inflammatory biomarkers.
• Grape seed extract – A combination of grape seed extract and resveratrol was shown to increase anti-inflammatory
substances in the body.
• Calcium fructoborate – This form of the mineral boron, combined with resveratrol, was demonstrated to effectively decrease inflammatory biomarkers.
• Turmeric extract – Numerous studies have shown that the curcuminoids in this Ayurvedic herb have well-established antiinflammatory action.
• Ginger extract – Studies have shown this herbal extract is effective against musculoskeletal inflammation.
Sports Nutrition Supplements
In addition to electrolyte and hydration supplements, sales of branched-chain amino acids (BCAAs) and other sports nutrition supplements tend to peak during the summer months as consumers engage in more outdoor exercise and physical activity.
Given the scale of the category, sports nutrition continues to play a meaningful role in broader supplement industry trends. The global sports supplement market is a multi-billion-dollar industry, valued at approximately $90 billion in 2024 and is projected to exceed $189 billion by 2033, reflecting a CAGR of 8.7%. This sustained growth makes sports nutrition an important consideration for brands evaluating seasonal and long-term opportunities.
Examples of nutraceutical ingredients that sports nutrition supplement manufacturers commonly include in formulations for brand owners are as follows:
• BCAAs – BCAAs have been shown to help promote recovery from high-intensity exercise, reduce the breakdown of skeletal
muscle in normal and exercising volunteers, and decrease muscle soreness and muscle fatigue occurring for a few days after exercise.
• Creatine Monohydrate – This is one of the most extensively
researched nutraceutical ingredients in the sports nutrition industry. In addition to athletic and exercise improvement, creatine supplementation may enhance post-exercise recovery, injury prevention,
thermoregulation, rehabilitation, and neuroprotection.
• Whey Protein – A significant body of research has demonstrated the benefits of whey protein isolate daily. Studies have shown that when used in combination with strength training for 6-10 weeks, there was an increase in lean body mass, strength, and muscle hypertrophy compared to placebo.
• Black Ginger Extract – Contains polymethoxyflavones that have been studied for their role in supporting physical performance, endurance, and exercise-related metabolic processes.
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