As tariffs rattle supply chains and squeeze margins across the consumer packaged goods industry, with 75% of consumers expecting grocery bills to rise as a result, brands are under pressure to get retail right.

Yet, at the same time, demand for clean, non-toxic home products is surging: the global household cleaners market hit $170 billion in 2026, with natural formulas growing at nearly 6.4% annually as consumers redefine what "clean" means at home. And the DTC-to-retail shift is accelerating with 82% of DTC brands over $50M in revenue now have a physical retail presence , with omni-channel shoppers generating significantly higher lifetime value.

Branch Basics , the clean home care brand that spent over a decade building a loyal direct-to-consumer following, landed on Target shelves last year and sold out of product. Now, they’re adding more SKUs to the lineup with a disciplined, data-driven approach that other CPG founders could study. I spoke to the Allison Evans, Co-founder, and Tim Murphy, CEO, about their strategy for retail.

Evans emphasized an important lesson for founders: the need for scrutiny from day one, and that applies to growth, as well. “Honestly, I've learned how important it is to choose the right people to work with, from investors, advisors and employees to manufacturers and formulators. We were a bit naive in the beginning, trusting most anyone who wanted to offer their services and products.”

Chhabra: What was the biggest reason you decided to move from DTC into Target and national retail now?

Allison Evans, Co-Founder: We saw sustained demand from our community for greater accessibility. We're at a cultural inflection point where people are prioritizing what they bring into their homes as much as what they eat. Remaining DTC for over a decade allowed us to build trust, loyalty and prove efficacy. Retail now unlocks new potential, meeting both new and existing customers where they already shop.

Given the unpredictable economic climate, how did you mitigate your risks with this costly transition?

Tim Murphy, CEO: We approached retail as a disciplined extension of an already validated model. Years of DTC data informed demand forecasting, pricing strategy and repeat purchase behavior. We were extremely intentional about launch timing, SKU selection and operational readiness, ensuring both channels could scale without overextending our inventory or compromising the overall quality and experience that our customers know and love.

What did you change about the product, packaging or price point to make it retail-ready?

Evans: We didn't change the formulas, which are foundational to the brand. Where we evolved was in packaging design, size and pricing. In-store, you have seconds to communicate value, so we streamlined messaging to clearly convey product safety, performance and convenience. We also introduced formats and price points that lower the barrier to entry for human-safe cleaning while maintaining the high performance our customers expect.

How did you decide which SKUs should go into retail first, and which should stay DTC-only?

Murphy: We started by launching our bestselling refillable formulas with pre-filled, ready-to-use bottles of All-Purpose, Bathroom and Stain Removal. Following a successful first year at Target, we are expanding the assortment with three new products: Laundry Detergent, Dishwasher Tablets and a new Glass Cleaner. Laundry Detergent and Dishwasher Tablets, in particular, are our fastest-growing SKUs, up 165% and 235% year-over-year. Customer demand for these staples was clear, and bringing them to retail with more accessible pricing and refreshed packaging allows us to meet that demand.

What did you learn about how consumers shop cleaning products in-store versus online?

Murphy: In-store shopping is fast and habit-driven. Decisions rely heavily on packaging cues, price perception and ease of understanding. Online, customers are more willing to engage with educational content, ingredient transparency and bundled systems.

This taught us the importance of simplifying messaging for retail while keeping deeper education and storytelling available online.

Any learnings that really surprised you or you wish you had known when you started this journey?

Evans: Honestly, I've learned how important it is to choose the right people to work with, from investors, advisors and employees to manufacturers and formulators. We were a bit naive in the beginning, trusting most anyone who wanted to offer their services and products.

While it served us most of the time, we should have been more discerning and probing, especially on the formulation side. And that leads me to the other surprising thing…the formulation side of consumer products.

We had no clue how corrupt and difficult it was to discern the truth behind "clean" products. I wish we had known how deeply we needed to question ingredient sources.

We were eventually led to our current formulations, which truly hold the highest standards in the industry, thanks to what our journey taught us!

What were the biggest economics or margin tradeoffs you had to accept for retail distribution?

Murphy: We've worked hard to avoid the traditional margin trade-offs between channels. We want to meet consumers where they are so we've built a price-pack architecture that works across channels.

How are you measuring whether retail is helping the brand, beyond just getting on the shelf?

Evans: We track cross-channel behavior, repeat purchase rates and overall brand engagement via email sign-ups, website traffic and social interactions across our Instagram and TikTok. Retail isn't just about sell-through. It's about bringing customers into our broader brand ecosystem and deepening trust and loyalty over time.

What operational changes were hardest to build for retail that DTC founders often underestimate?

Murphy: As emerging businesses go omni-channel, building a price-pack architecture that works across channels is incredibly important (and hard to change down the road).

How do you protect the direct customer relationship when sales start moving through a retailer?

Evans: We continue investing in our owned channels, including content, blogs, education, social media and community experiences. Retail may be our entry point to new customers, but our overarching goal is to convert those first-time shoppers into long-term brand advocates.

What advice would you give founders who want retail growth but don't want to lose brand control?

Murphy: Be incredibly selective about retail partners and set clear parameters around pricing, product positioning and brand storytelling in stores.

Retail should amplify your brand, not dilute it. Enter with discipline, clarity and mutual alignment with partners who not only understand but respect your brand values.