The Challenge
Industry forecasts suggested the no/low alcohol category had limited consumer appeal and little growth potential. The board of a global spirits manufacturer was reluctant to make it a long-term strategic priority – but wanted to resolve the question decisively. Was no/low a no or a go? And if it was a go, how do you unlock the opportunity?
The Work
We reframed the question entirely – expanding the scope beyond alcohol to the broader total beverages opportunity. By merging two existing demand space frameworks into one holistic model, we were able to map the full landscape of consumer need. Using our DCV (Desirability, Credibility, Viability) framework, we identified and quantified five high-potential spaces with the strongest investment cases.
The Impact
The work identified 240 million daily occasions with under-met needs – and modelled that satisfying just 1% of those occasions could increase category value by 5x. Rather than a category to avoid, the client now had a clearly defined and evidenced opportunity to act on, with a prioritised set of spaces and a strategic foundation for brand and product development.
