Laird Superfood, Inc. makes clean-label, functional food and beverage products centered on coffee creamers, hydration mixes, snacks, and related drink items. The company sells through both direct-to-consumer e-commerce and wholesale retail channels, using its brand and ingredient positioning to reach health-conscious shoppers across grocery, club, specialty, and food service outlets.
−6,3 %
37,9 %
−6,5 %
+15,2 %
2.44
1.43
| % | |
|---|---|
| Coffee creamers | 40% Plant-based and functional creamers sold under the Laird Superfood brand. |
| Hydration and beverage enhancers | 20% Powders and mixes designed to improve hydration, energy, and beverage functionality. |
| Snacks and other food items | 15% Packaged snack products and adjacent functional food offerings. |
| Coffee, tea, and hot chocolate | 15% Hot beverage products sold through e-commerce and wholesale channels. |
| E-commerce and wholesale distribution | 10% Direct-to-consumer and retail channel sales that monetize the brand across multiple outlets. |
The company sells to health-conscious consumers who want minimally processed, functional products with recognizable...
Consumers buying through the company websites or Amazon for convenience, brand engagement, and repeat replenishment.
Retail chains and natural/specialty stores that buy packaged products for shelf placement and consumer trial.
Club stores and broader retail outlets that buy for scale, distribution reach, and household penetration.
Operators that buy beverage and food products for menu use and on-premise consumption.
The company is primarily U.S.-focused in both selling and sourcing, with revenue generated through domestic e-commerce...
Management is focused on growing the customer base in both e-commerce and wholesale while keeping acquisition costs...
Growth depends on adding new consumers and retail accounts without overspending on acquisition.
Repeat orders are critical for scaling a consumer brand and lowering lifetime acquisition cost.
The company is still managing losses and needs better gross margin and working capital discipline to fund growth.
New products can increase shelf presence, cross-sell opportunities, and brand relevance.
Laird Superfood depends on third-party manufacturers, logistics providers, and a concentrated set of channels, so...
The company does not control production and fulfillment directly, so partner failures can hurt service, cost, and availability.
A majority of raw materials are sourced from non-U.S. suppliers, creating exposure to tariffs, freight, supply disruption, and FX-related cost pressure.
Growth depends on attracting and retaining consumers at a reasonable cost, and weak repeat demand would pressure economics.
The company has a history of operating losses and may need external capital if cash generation weakens.
: 28.4.2026