The Challenge
A global drinks business had a portfolio of water brands that were underperforming and overlapping across markets. Without a clear view of where each brand could distinctively play, the portfolio was cannibalising itself – and leaving genuine growth opportunities unaddressed.
The Work
We assessed each brand’s context, competition and right to win before developing recommendations on where to play – specific to the nuances of each brand and market. The analysis revealed that multiple brands had gravitated towards the same opportunities, competing with each other rather than with rivals. Each brand and sub-brand was allocated a focused demand space to own, with a clear target audience, motivations to satisfy, benefits to surface and a positioning direction – all captured in a strategic playbook.
The Impact
With each brand given a distinct and credible role, the portfolio stopped competing with itself and started competing with the market. The water business has since delivered consistent and steady growth – underpinned by stronger brand focus, premiumisation and an expanded portfolio. First half 2024 sales increased 6% to €2.56 billion.
