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Business

Retailers’ variety pledges put extra Black-owned manufacturers on cabinets

Cora and Stefan Miller started a hair care company after they had their son, Kade, and struggled to find hair products for him. Young King Hair Care is now sold by Walmart and Target.

When Cora Miller had her son, she discovered the baby had a full head of hair — and found few products on the market to style it.

A lot of gels, mousses and creams smelled like fruit and flowers or came in pink bottles. That search inspired Cora Miller and her husband, Stefan, to start their own company, Young King Hair Care. They designed the line of plant-based, natural hair products with little Black boys like their son in mind, and launched the product just before his third birthday.

“I really wanted my son to see himself in the products he uses,” said Cora Miller, the company’s co-founder and CEO. “It was a bugging, nagging feeling about this that wouldn’t go away.”

Young King is now on the shelves of two of the country’s largest retailers, Walmart and Target. It is among the growing number of Black-owned brands that national retailers have begun to sell over the past year in a push to better reflect diverse customers and a commitment to advancing racial equity after the murder of George Floyd.

Companies have made pledges and earmarked donations over the past year. Yet the expanding assortment of Black-owned goods on national retailers’ shelves and websites has become one of the most visible signs of change in the corporate world.

Floyd’s murder one year ago Tuesday not only cast a harsh light on police treatment of Black Americans, said Americus Reed, a professor of marketing at the Wharton School. It led to a reckoning about how Black businesses have been boxed out of economic opportunities and reflected by offensive brands, such as Aunt Jemima or Uncle Ben’s.

By seeking more Black suppliers, retailers have combined “social change and economic savviness” and made a move that can boost companies’ reputations and sales, he said.

“It’s an investment,” he said. “It’s a long-term play to signal to a community that ‘We’ve got your back.'”

More space on shelves

Four days after Floyd’s murder, Aurora James challenged companies in an Instagram post.

“So many of your businesses are built on Black spending power,” she wrote. “So many of your stores are set up in Black communities. So many of your posts seen on Black feeds. This is the least you can do for us. We represent 15% of the population and we need to represent 15% of your shelf space.”

A year later, 25 companies — including prominent retailers like Macy’s, Sephora and Gap — have pledged to do that. James, a Black entrepreneur with a luxury brand called Brother Vellies, leads the 15 Percent Pledge.

James said she has seen progress made by the companies firsthand. A company that joins the pledge signs a contract with the nonprofit, which audits it each quarter. She said the nonprofit looks at its purchase orders and tracks representation of products on shelves. The group also shares resources, such as a database of Black-owned businesses and suggests strategies that companies can use to grow a diverse base of suppliers.

Beyond growing the number of products, retailers are becoming stronger and more supportive business partners, James said. For instance, she added, companies are not only reaching out to Black entrepreneurs who have historically been left out, but are guiding them through common challenges experienced by early-stage businesses. Examples she cited include assisting with package or logo design or paying deposits to businesses when orders are placed to provide upfront capital.

James recently met on Zoom with a group of entrepreneurs who are part of Sephora’s accelerator program. All were women and people of color who are developing makeup and skin-care products for women who look like them.

“Every day, I am hearing messages from Black-owned businesses that are scaling into these opportunities,” she said. “It’s a real game changer. … Ultimately, when we actually empower entrepreneurs, who are in many cases living and working in Black communities, that’s when we’re really going to start to see a big difference across this country,” she said.

Other retailers have announced similar commitments and new approaches.

Lowe’s had a “Shark Tank”-like competition to identify promising products from entrepreneurs of diverse backgrounds and reward them with shelf space, marketing support and small business grants. Ulta Beauty plans to spend more than $4 million on marketing to help Black-owned brands gain traction. Target is launching a new eight-week accelerator program for Black-led start-ups, Forward Founders, as part of a commitment to spend more than $2 billion with Black-owned businesses by the end of 2025. And Walmart featured some Black-owned beauty brands in a recent TikTok streaming event.

James has criticized some companies that have declined to take the 15 Percent Pledge, such as Target, saying its initiatives do not go far enough and don’t come with the same level of accountability.

“Whether or not Target wants to take the pledge or any of these other companies want to take the pledge, we’re still going to keep holding their feet to the fire and pushing them to do more,” she said.

Creamalicious Ice Creams founder Liz Rogers took her Southern roots into consideration when crafting her recipes.

Source: Bobby Quillard

Breaking in

Those efforts have already begun to help minority-owned brands get onto shelves.

Creamalicious Ice Creams, founded by the Black chef and restaurateur Liz Rogers, made its way into Walmart stores in February. Its pints arrived in the freezer aisle several months after Walmart CEO Doug McMillon sent a letter to employees last summer pledging to advance racial equality within its business.

“It’s very hard to get into the [ice cream] category because it’s extremely competitive, there’s no room on the shelves, … and when you’re new, they’re not very open to making room,” Rogers said. “As a minority business, breaking into the frozen dessert category, you have to be a lot more innovative. You have to have a brain and a story, and you have to speak different and stand on your own.”

Rogers said being authentic and true to her Southern roots is what ultimately helped her succeed. “People told me, ‘Don’t call Walmart because they’re going to say no.’ And I said, ‘Well they can say no.’ But they ended up saying yes. And now I’m trying to work with other retailers.”

Creamalicious’ flavors of ice cream, sold online and in some Meijer grocery stores, include “Slap Yo’ Momma Banana Pudding,” “Uncle Charles Brown Suga Bourbon Cake,” and “Porch Light Peach Cobbler.” All of them come with family recipes and draw on African American culture and childhood memories, Rogers said

“Doug McMillon didn’t just write a letter,” she said. “They welcomed me with open arms. … They taught me how to navigate through the system, and mentor me. They were very sincere in wanting me to win.”

Rebecca Allen launched in 2018 as a shoe for women of color who were struggling to find the right version of nude footwear for them.

Source: Rebecca Allen

A footwear brand that caters specifically to Black and Brown women, Rebecca Allen, debuted on Nordstrom’s website this week, and its styles will head to select Nordstrom stores later this year.

The department store announced last fall its goal to bring in $500 million in retail sales from brands owned, operated or designed by Black and/or Latinx individuals by 2025. It was one of a series of diversity and inclusion goals the company set last August. Separately, it committed to include more Black-owned beauty brands in the merchandise mix.

Nordstrom’s buying team has since received a flood of Instagram messages and emails from Black-owned businesses, said Teri Bariquit, its chief merchandising officer.

“There was this momentum and this call to action that gave a platform for more change, faster,” she said. “There has been a lot of very organic outreach directly to us. People see an open door, and we always take those calls.”

Allen, a former Goldman Sachs vice president, founded the company because of her own struggles when shoe shopping. The company’s assortment of heels, flats and sandals come in a wider range of shades, including those that match the skin tone of women of color.

Allen said retailers not only can put brands in front of consumers but can also reverse many years of Black businesses not getting access to the capital they needed to grow.

“It is certainly not enough just to say we’re going to bring these brands on. But it’s really: How are we supporting them to actually be successful, and how are we defining that success?” she said.

Allen has facilitated conversations among other Black-owned brands with Nordstrom to share stories of success and failure, and learn from each other, she said.

“For any of these companies, it’s not going to help anybody if they’re just saying, well, we did it, we hit this 15% quota — or whatever it is,” Allen said.

For so many Black entrepreneurs, just getting a call or email back from a buyer has often been a struggle, Young King’s Miller said. The company’s story shows how getting noticed by a national retailer “changes the trajectory of your company,” she said.

Young King began selling products online in 2019. Yet its business accelerated after its curling cream and conditioner got picked up by Target in January and at Walmart in March. Sales have approximately tripled from a year ago, she said. That has given the company runway to launch new styling products and enter a category outside of hair care, she said.

Target, for instance, mentored the company in its beauty accelerator. It also offered the company endcap displays at nearly 200 stores at a discounted price, she said.

She said she often walks the store aisles with her son, Kade, now 4. The couple has “paid it forward” by hiring other Black-owned businesses, including the manufacturer of the hair-care products and the fulfillment company that ships orders.

“It’s been a long time coming, to be honest,” she said. “It’s kind of crazy to think that there weren’t a lot products for Black or Brown people. There just wasn’t. And so I always get so excited to learn and see other emerging Black-owned brands and see them filling in spaces and gaps.”

Categories
Business

The Lure of H Mart, The place the Cabinets Can Appear as Large as Asia

At the H Mart on Broadway at 110th Street in Manhattan, the lights are bright on the singo pears, round as apples and kept snug in white mesh, so their skin won’t bruise. Here are radishes in hot pink and winter white, gnarled ginseng grown in Wisconsin, broad perilla leaves with notched edges, and almost every kind of Asian green: yu choy, bok choy, ong choy, hon choy, aa choy, wawa choy, gai lan, sook got.

The theme is abundance — chiles from fat little thumbs to witchy fingers, bulk bins of fish balls, live lobsters brooding in blue tanks, a library of tofu. Cuckoo rice cookers gleam from the shelves like a showroom of Aston Martins. Customers fill baskets with wands of lemongrass, dried silvery anchovies, shrimp chips and Wagyu beef sliced into delicate petals.

For decades in America, this kind of shopping was a pilgrimage. Asian-Americans couldn’t just pop into the local Kroger or Piggly Wiggly for a bottle of fish sauce. To make the foods of their heritage, they often had to seek out the lone Asian grocery in town, which was salvation — even if cramped and dingy, with scuffed linoleum underfoot and bags of rice slumped in a corner.

Il Yeon Kwon, a farmer’s son who left South Korea in the late 1970s when the countryside was still impoverished from war, opened the first H Mart in Woodside, Queens, in 1982. It was the middle of a recession. At the time, only about 1.5 percent of the American population was of Asian descent.

Later that year, Vincent Chin, a Chinese-American, was beaten to death in Detroit by two white autoworkers who were reportedly angered by the success of the Japanese car industry. Asian-Americans, a disparate group of many origins that had historically not been recognized as a political force, came together to condemn the killing and speak in a collective voice.

Today, as they again confront hate-fueled violence, Asian-Americans are the nation’s fastest-growing racial or ethnic group, numbering more than 22 million, nearly 7 percent of the total population. And there are 102 H Marts across the land, with vast refrigerated cases devoted to kimchi and banchan, the side dishes essential to any Korean meal. In 2020, the company reported $1.5 billion in sales. Later this year, it’s set to open its largest outpost yet, in a space in Orlando, Fla., that is nearly the size of four football fields.

And H Mart has competition: Other grocery chains that specialize in ingredients from Asia include Patel Brothers (Patel Bros, to fans), founded in Chicago; and, headquartered in California, Mitsuwa Marketplace and 99 Ranch Market — or Ranch 99, as Chinese speakers sometimes call it. They’re part of a so-called ethnic or international supermarket sector estimated to be worth $46.1 billion, a small but growing percentage of the more than $653 billion American grocery industry.

Many of these chains have a particular focus (H Mart’s is Korean products), but also attempt the difficult feat of catering to a variety of Asian-American groups with different tastes and shopping preferences.

Mr. Kwon’s first store still stands in Woodside, with a blue awning that bears H Mart’s original name, Han Ah Reum. This is commonly translated from Korean as “an armful,” but has a poetic nuance, invoking warmth and care, as in an embrace.

H Mart is “a beautiful, holy place,” writes the musician Michelle Zauner, who performs under the name Japanese Breakfast, in her new memoir, “Crying in H Mart,” published last month. The book begins with her standing in front of the banchan refrigerators, mourning the death of her Korean-born mother. “We’re all searching for a piece of home, or a piece of ourselves.”

As the 20th-century philosopher Lin Yutang wrote, “What is patriotism but the love of the food one ate as a child?”

For an immigrant, cooking can be a way to anchor yourself in a world suddenly askew. There is no end to the lengths some might go to taste once more that birthday spoonful of Korean miyeok guk, a soup dense with seaweed, slippery on the tongue, or the faintly bitter undertow of beef bile in Laotian laap diip (raw beef salad).

When Vilailuck Teigen — the co-author, with Garrett Snyder, of “The Pepper Thai Cookbook,” out in April — was a young mother in western Utah in the 1980s, she ordered 50-pound bags of rice by mail and drove 150 miles to Salt Lake City to buy chiles. She had no mortar and pestle, so she crushed spices with the bottom of a fish-sauce bottle.

Around the same time, Thip Athakhanh, 39, the chef of Snackboxe Bistro in Atlanta, was a child in a small town in east-central Alabama, where her family settled after fleeing Laos as refugees. They fermented their own fish sauce, and her father made a weekly trek to Atlanta to pick up lemongrass and galangal at the international farmers’ market.

The essayist Jay Caspian Kang has described Americans of Asian descent as “the loneliest Americans.” Even after the government eased restrictions on immigration from Asia in 1965, being an Asian-American outside major cities often meant living in isolation — the only Asian family in town, the only Asian child at school. A grocery store could be a lifeline.

When the writer Jenny Han, 40, was growing up in Richmond, Va., in the ’90s, her family shopped at the hole-in-the-wall Oriental Market, run by a woman at their church. It was the one place where they could load up on toasted sesame oil and rent VHS tapes of Korean dramas, waiting to pounce when someone returned a missing episode.

A few states away, the future YouTube cooking star Emily Kim — better known as Maangchi — was newly arrived in Columbia, Mo., with a stash of meju, bricks of dried soybean paste, hidden at the bottom of her bag. She was worried that in her new American home she wouldn’t be able to find such essentials.

Then she stumbled on a tiny shop, also called Oriental Market. One day the Korean woman at the counter invited her to stay for a bowl of soup her husband had just made.

“She was my friend,” Maangchi recalled.

The H Mart of today may be a colossus, but it remains a family business. Mr. Kwon, 66, has two children with Elizabeth Kwon, 59, who grew up two blocks from the Woodside shop (where her mother still lives) and oversees store design.

From the beginning, it was important to her that the stores were clean, modern and easy to navigate, to defy the stereotype of Asian groceries as grimy and run-down.

“It’s so emotional, shopping for food,” said her son, Brian Kwon, 34. “You don’t want to be in a place where you feel like you’re compromising.”

He never intended to devote his life to the store. But not long after he went abroad to take a job in Seoul — seeking to improve his Korean — his father asked him to come home and look over the company’s books, to make sure everything was running smoothly.

It was, as Mr. Kim of the Canadian TV show “Kim’s Convenience” might say, a sneak attack. Once Brian Kwon entered the office, he never left. “My father called it his ‘golden plan,’ after the fact,” he said ruefully. He is now a co-president, alongside his mother and his sister, Stacey, 33. (His father is the chief executive.)

For many non-Asian customers, H Mart is itself a sneak attack. On their first visit, they’re not actually looking for Asian ingredients; customer data shows that they’re drawn instead to the variety and freshness of more familiar produce, seafood and meat. Only later do they start examining bags of Jolly Pong, a sweet puffed-wheat snack, and red-foil-capped bottles of Yakult — a fermented milk drink that sold out after it appeared in Ms. Han’s best-selling novel-turned-movie “To All The Boys I’ve Loved Before.”

To be welcoming to non-Koreans, H Mart puts up signs in English. At the same time, the younger Mr. Kwon said, “We don’t want to be the gentrified store.” So while some non-Asians recoil from the tanks of lobsters, the Kwons are committed to offering live seafood.

Deuki Hong, 31, the chef and founder of the Sunday Family Hospitality Group, in San Francisco, remembers the H Mart of his youth in New Jersey as “just the Korean store” — a sanctuary for his parents, recent immigrants still not at ease in English. Everyone spoke Korean, and all that banchan was a relief: His mother would pack them in her cart for dinner, then pretend she’d made them herself.

Later, as a teenager, he started seeing his Chinese- and Filipino-American friends there, too, and then his non-Asian friends. Spurred by postings on social media, young patrons would line up to buy the latest snack sensation — “the snack aisle is notorious,” Mr. Hong said — like Haitai honey butter chips and Xiao Mei boba ice cream bars. (The current craze: Orion chocolate-churro-flavored snacks that look like baby turtles.)

In “Mister Jiu’s in Chinatown,” a new cookbook by the chef Brandon Jew and Tienlon Ho, Mr. Jew, 41, recalls Sunday mornings in San Francisco with his ying ying (paternal grandmother in Cantonese), taking three bus transfers to traverse the city, on a mission for fresh chicken — sometimes slaughtered on the spot — and ingredients like pea shoots and lotus leaves.

He still prefers “that Old World kind of shopping,” he said, from independent vendors, each with his own specialties and occasional grouchiness and eccentricities. But he knows that the proliferation of supermarkets like H Mart and 99 Ranch makes it easier for newcomers to Asian food to recreate his recipes.

“Access to those ingredients leads to a deeper understanding of the cuisine,” he said. “And that in turn can become a deeper understanding of a community and a culture.”

These days, even mainstream markets carry Asian ingredients. Ms. Teigen, who now lives in Los Angeles, often buys basics like fish sauce, palm sugar and curry paste from the Thai section at Ralph’s. Still, she goes to 99 Ranch for coconut milk, whole jackfruit and, above all, garlic in bulk — “a giant bag that I can use for months.”

(Garlic is an urgent matter for Asian-Americans: Ms. Zauner, 32, writes in “Crying in H Mart” that the store is “the only place where you can find a giant vat of peeled garlic, because it’s the only place that truly understands how much garlic you’ll need for the kind of food your people eat.”)

But Meherwan Irani, 51, the chef of Chai Pani in Asheville, N.C., and Atlanta, feels that something is lost when you buy paneer and grass-fed ghee at a Whole Foods Market. You miss the cultural immersion, he says, “getting a dunk and having horizons broadened.”

“An Indian grocery is not just a convenience — it’s a temple,” he said. “You’re feeding the soul. Come in and pick up on the energy.”

In the TV special “Luda Can’t Cook,” which premiered in February, Mr. Irani takes the rapper Ludacris to Cherians, an Indian supermarket in Atlanta. Once Mr. Irani had to scrounge for spices like cumin and turmeric at health food stores; now, surrounded by burlap sacks stuffed with cardamom pods and dried green mango, he tells Ludacris, “This is my house.”

The writer Min Jin Lee, 52, remembers how important H Mart was to people working in Manhattan’s Koreatown in the ’80s, when it was still called Han Ah Reum and “tiny, with almost no place to negotiate yourself through the aisles,” she said. (It has since moved across West 32nd Street to a larger space.) Her parents ran a jewelry wholesale business around the corner, and relied on the store for a cheap but substantial dosirak (lunch box) that came with cups of soup and rice.

She sees the modern incarnation of the store as a boon for second- and third-generation Korean Americans, including thousands of Korean-born adoptees raised by white American parents, who “want to find some sort of connection to the food of their families,” she said. “There aren’t gatekeepers to say who’s in or who’s out.”

Maangchi moved to Manhattan in 2008, and used to buy most of her ingredients from one of the H Marts in Flushing, Queens. (These days she just walks to Koreatown.) To save money, she would take the subway, bringing an empty backpack and her own shopping cart, then walk for 20 minutes.

“Once I get there, my heart is beating,” she said. On the way home, she’d stop at a barbecue spot and drink soju. “Come home drunk,” she said with a laugh.

Sometimes when she’s at H Mart, one of her more than five million YouTube subscribers recognizes her and flags her down. Those seeking advice (or a photo op) are mostly non-Korean. But, she said, there are also “old ladies who come up to me and say, ‘I forgot everything — I left Korea long ago.’”

Recently, with the rise in incidents of violence against people of Asian descent, her fans have been sending her messages: “Maangchi, I’m so worried about you these days.”

This is the paradox: that at a time when Americans are embracing Asian culture as never before, at least in its most accessible forms — eating ramen, drinking chai, swooning over the K-pop band BTS — anti-Asian sentiment is growing. With visibility comes risk.

For Ms. Lee, this makes H Mart a comfort. “I like going there because I feel good there,” she said. “In the context of hatred against my community, to see part of my culture being valued — it’s exceptional.”

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Health

With First Dibs on Vaccines, Wealthy International locations Have ‘Cleared the Cabinets’

And while Pfizer’s vaccines are already flowing to the UK, Canada and the US, it is unclear when they will arrive in other countries. According to an announcement, Mexico could get its first vaccines anytime for the next 12 months.

Clemens Auer, chief negotiator for the European Union, said in an email that his contract with Pfizer for 200 million cans included a “fixed delivery schedule” but that he would withhold the details from the public. “Details don’t really matter,” he said, given the volume of promising vaccines the EU had received.

In Canada, the government has been questioned about its contract with Moderna. The country reached an agreement for 20 million doses in August, with an option for an additional 36 million. The United States announced a deal for up to 500 million cans soon after, and the UK and European Union announced their own deals last month.

When Moderna recently said that its first 20 million would go to the US, Canadian politicians were accused of making their country lose its place. It was not widely known that Moderna had promised the Americans their first doses as a condition of US financial support.

In the Canadian parliament, Erin O’Toole, the Conservative leader, has tabled a motion asking the government to publish deadlines for its orders. Citizens “deserve to know when to expect each type of vaccine”.

Even if other promising candidates like Johnson & Johnson’s get approval soon and put pressure on Pfizer and Moderna, there is no guarantee that the companies can meet their commitments over the next year.

“People think just because we have shown in phase 3 clinical trials that we have safe and effective vaccines that the cones will soon be fully turned on,” said Dr. Richard Hatchett, Head of the Coalition for Epidemic Preparation of the global nonprofits leading the Covax program with WHO, “The challenges in scaling production are significant and fraught with problems.”