AG1 is launching gummies, canned drinks, and energy powder formats after building a $500 million business on a single green powder product, according to Glossy. CEO Kat Cole told the publication the company will push "several launches per year" to expand the customer base beyond the powder-committed core.
The mechanics are simple: AG1 sells the same nutritional promise in different delivery systems. A customer who finds powder inconvenient can now buy the same brand in gummy form. Someone who wants portability gets a canned drink. The product line stays narrow—wellness supplements—but the format menu widens. According to Glossy, Cole framed the expansion as access, not dilution: more entry points to the same daily habit.
This works because format friction is a real barrier in consumables. A supplement brand loses a prospect not because the buyer rejects the vitamin stack, but because she rejects the ritual. Powder requires a shaker bottle, water, and a sink. Gummies require a hand. The decision cost drops when the format matches the moment. AG1's move acknowledges that some buyers will pay the same price for a less efficient form factor if it removes the behavioral friction. The company is not diversifying into skincare or protein bars—it is selling the same nutritional position in the package the customer will actually use.
The underlying mechanism is format arbitrage. A single R&D investment in a formulation can be packaged five ways and sold into five different usage occasions. The morning-shake customer stays on powder. The traveler buys the canned drink. The desk worker keeps gummies in a drawer. Each format pulls a different buyer into the ecosystem, and once inside, the brand can cross-sell. The customer who starts on gummies may graduate to powder when the habit locks in. According to Glossy, AG1 plans to layer this expansion with wider retail distribution, turning the format strategy into a discovery engine.
A small physical-product brand runs the same play by taking one hero SKU and re-packaging it for a second use case. If you sell a solid deodorant bar, add a travel tin or a cream format. If you sell a cleaning concentrate, offer pre-diluted spray bottles for the customer who will not measure. Start with one alternate format, not three. Build it around a real friction point your current customers mention: portability, dosing complexity, or ritual time. Price the new format at parity or higher—buyers pay for convenience, not volume. Launch it as a separate SKU on your existing storefront and track which format converts cold traffic versus repeat buyers. Use the conversion data to decide whether the second format cannibalizes or expands. If it expands, add a third. If it cannibalizes, you have learned that your customer base prefers one ritual and you can focus all product development there.
The broader pattern is that category leadership in consumables increasingly means format flexibility, not just ingredient differentiation. The brand that owns the most usage occasions wins the most purchase frequency, and format is how you own the occasion.