Our client's board was deeply concerned with climate change, geopolitical risk, and uncertainty. They were clear on the significant societal changes driven by demographic and technological disruption.
With the objective of making their brand more resilient, they asked us to help them develop a relevant and distinctive Brand Purpose, which would be the center stage for building a stronger, purpose-centric culture. The challenge was not only to build a brand purpose that would resonate with consumers and customers but also that would help recruit and retain talent. That would make sure the employees go beyond the extra mile, by caring for the company and daring to speak.
Our client - a leading B2B service player with a Consumer-relevant brand - was preparing for the next phase of international growth and decided to rethink its brand architecture and brand positioning. For them, we initially conducted a Market trend analysis and a competition mapping to assess the sector's landscape. In addition to that, with a series of internal and external expert interviews, we took the pulse on the organization and its partners' point of view before conducting some co-design workshops with end-user. The workshops helped develop customer insights and
in providing an external validation on plans.
We finally proceeded in developing new brand architecture and positioning through a series of workshop sessions to build internal consensus on the new strategy.
Our client was interested in scouting trends and weak signals and developing a future-based market assessment of the connected cars ecosystems.
The project consisted of two parallel streams, one of Foresight and the other of Insight development and validation. Each stream was feeding and being fed from the other to ensure a certain level of action in the same direction.
Of course, the project also included a component of identification of all players of the eco-systems and their agendas. Finally, we translated the summary of our findings into a clear so what for our customer and its sector landscape.
During the hype of the category, our client - a brewer market leader in their own country - engaged us to develop a radar screen for the potential acquisition of craft beer brands in Western countries.
We identified, analyzed, and reviewed more than 500 beer brands globally. We assessed them and mapped them in a segmentation based on the client portfolio and distribution needs.
For the top candidate, we organized visits to their facilities and tasting rooms (ca. 30 in Europe and the US) and established a first connection with the owners. N.B. We have conducted similar projects in Fragrances and Cosmetics, Soft Drinks, Spirits, and Wines.
Our client - an extensive food and beverages producer - wanted to explore ways of generating deeper and stronger bonding with the consumers while becoming a more relevant player in the on-premise.
We organized a set of rituals and co-creation sessions with leading-edge consumers, leading bartenders, and visual artists to develop relevant consumption rituals. We then translated each ritual into either activation or an innovation platform.
With the increasing beer offering and the blurring boundaries of adjacent categories (e.g., CSD, Water, Kvas, Energy Drinks,…), the client - a leading global brewery - needed to develop a more sophisticated approach to its marketing and commercial execution. We developed an occasion-based model to help our client optimize their portfolio strategy while improving the effectiveness of execution both at the promotional and commercial level (e.g., what type of promotion, with whom, in which channel, and for which brand.
Our client - a leading beverage company - was under pressure because of an expensive growth strategy, whose positive volume growth was not able to deliver positive economic returns.
We introduced a new customer segmentation approach through strategic sessions and workshops. We then translated it into a new investment strategy in modern trade while launching new channels that were previously untapped. The company broke even after ten months.
While the emergence of premium Tequilas has created a new life for the category, the segment is niche at best in the largest spirits markets (even in the US, sales were concentrated in 5 states). We conducted a series of strategic sessions with external stakeholders (e.g., distributors, bartenders, modern trade) to co-develop creative and relevant growth routes. We then concluded the process with a visioning workshop to build consensus and define a growth strategy.