Enquirer Consulting Group

Reachable Buyer Map

Prepared for Eric Rojas · Six+One · August 2026
Here is the map. An agency built on reputation and referral reaches the part of the market that already overlaps its network, and is silent about the rest. This page is the rest, across the US: the consumer categories where work like yours is bought, who signs inside each one, and roughly how many companies sit there. Counts are banded on purpose. It describes the market rather than your business, and there is nothing to buy at the end of it.
Beverage brands
The category where a brand can be built or lost inside two years, which is why it funds creative faster than anything else on this page. Functional, better for you and non alcoholic lines are where most of the new entrants sit, and most of them are looking for a point of view rather than a media plan.
Who signs: founder or CEO at the emerging end, CMO, VP of brand, head of innovation, and the general manager who owns the line.
2,600 to 3,000
US beverage production employers; roughly 800 to 1,000 of them carrying 50 or more people
Food and snack brands
The largest countable segment here and the one with the widest spread of maturity, from a two person brand in a shared kitchen to a division inside a public company. Shelf pressure makes packaging and positioning a survival question rather than a refresh question.
Who signs: VP of marketing, brand director, head of category or innovation, and at the smaller end the founder.
6,500 to 7,000
US food production employers; roughly 3,700 to 4,100 of them at 20 or more people
Beauty, hair and personal care
The segment the registers understate. Brands that own the label but outsource production do not file as manufacturers, so they surface under wholesale and online retail codes instead. Anyone buying a list of beauty manufacturers reaches the factories and misses the brands entirely.
Who signs: founder or CEO at emerging brands, VP of brand or growth at established ones, head of creative, chief marketing officer.
Roughly 300 to 500 registered as producers
the countable manufacturing layer only; the brand owner layer above it is not separately enumerated anywhere public
Health, wellness and supplements
The category most exposed to trust, because the claim is the product and the regulator is watching. That puts a premium on work that reads as credible rather than loud, and it is the closest commercial fit to purpose-led positioning of anything on this page.
Who signs: chief marketing officer, VP of brand, head of ecommerce, founder, and the regulatory lead who has to bless the claim.
2,000 to 2,400
US employers across supplement, nutraceutical and wellness product production and distribution
Financial services and insurance brands
The opposite buying profile: slow, committee-led, procurement-gated, and unusually loyal once won. Large budgets, long roster reviews, and a marketing team that is often trying to sound human inside a category that structurally does not.
Who signs: chief marketing officer, head of brand, VP of advertising, agency relations or procurement lead, and the compliance reviewer who can stop it.
4,000 to 4,500
US insurance carrier, bank and financial services employers at 100 or more people
Pet, home and lifestyle brands
Consumer categories that behave like food and beverage but sell on identity rather than ingredient. Repeat purchase is high, the emotional register is unusually wide, and creative is the main lever available because the product differences are narrow.
Who signs: VP of marketing, brand manager, ecommerce director, and the founder at owner-run brands.
3,200 to 3,800
US pet care, housewares and consumer lifestyle production and branded wholesale employers

Where the openings are

1
Your buyer is a seat, not a company. A new chief marketing officer or brand VP usually reopens the agency roster inside their first two quarters. Those moves are public and dated. Watching several thousand named consumer brands for them is a mechanical job that produces a shortlist of companies actively in the market, and it is the one job a referral channel cannot do, because referrals arrive after the decision.
2
Two of the segments above are two different businesses. A founder-led challenger signs alone and moves in weeks. A large brand runs a roster review, a procurement gate and a compliance read. Same page, same craft, completely different message and completely different sequence. One channel tends to keep returning to whichever door opened last.
3
Purpose-led is not a category code. The brands most likely to respond to work like yours cannot be filtered out of any list, because the register records what they make and not what they stand for. They are identified one at a time, by structure, by certification and by what the leadership says in public. That is slow by hand and reasonable at scale, which is why the segment stays open.
4
Awards and press reach the people who already know the work. They are a strong channel for reputation and a weak one for reach, because the brands most likely to need a rebrand are the least likely to be reading the trade coverage. The unaware layer is the majority of every count on this page, and it is the layer a reputation channel is least able to reach.
Built from public registries covering US employers, current to the most recent published filing year. Counts are banded deliberately. Workforce bands use plan participants as a headcount proxy, so they indicate scale rather than an exact staff count. Owner-only and very small companies are not published in this data, and industry codes are self-reported by the companies themselves.
ENQUIRER CONSULTING GROUP
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