GLOBAL FRAMEWORK
A consistent way to assess RTD opportunities across markets, occasions, consumer needs and brand roles.
Helping Asahi build the future of ‘ready-to-drink’
ASAHI
Consumer drinking occasions are evolving. People are looking for more choice, more flavour and formats that fit naturally into a wider range of moments.
For Asahi, this created an opportunity to grow beyond core beer and play broader role across adult beverages. The challenge was understanding where ready-to-drink could create the greatest value and how existing brands could unlock new occasions.
We helped Asahi create the clarity and confidence needed to prioritise opportunities and build a stronger innovation pipeline.
UNDERSTANDING THE OPPORTUNITY
Asahi wanted a deeper understanding of the RTD landscape across consumers, occasions and markets. The goal was to identify scalable opportunities, clarify portfolio priorities and understand where existing brands could credibly stretch into new spaces.
Working across the UK, Canada and China, we explored category dynamics, consumer needs and portfolio opportunities through market analysis, stakeholder engagement and quantitative research.
The work helped Asahi understand where growth was coming from, which opportunities could travel across markets and where local nuance mattered most.
Alongside this, we assessed the role different brands could play within the portfolio. Some opportunities focused on extending existing RTD assets, while others explored how global beer brands could move into adjacent drinking occasions.
The result was a clearer, more actionable view of future growth opportunities.
PORTFOLIO ROADMAP
A practical framework for prioritising opportunities across existing RTD assets, global beer brands and future growth spaces.
LAUNCH MOMENTUM
The work helped create the strategic foundations for Asahi's continued expansion across Beer Adjacent Categories.
THE RESULTS
Creating confidence for future growth
The work helped Asahi move from a broad category opportunity to a clearer portfolio direction, providing a stronger view of where RTDs could support growth and how different brand could contribute.
The output was a practical roadmap that aligned teams around priority opportunities while remaining flexible enough to reflect local market differences.
It helped Asahi identify where existing brands had permission to stretch, where innovation could unlock new occasions and how future investments should be prioritised.
For TVE, the project demonstrates how strategy can move quickly from understanding to action, helping businesses make sharper choices, build momentum and move forward with greater confidence.
BANG & OLUFSEN
Defining luxury in premium audio
As competition intensified, Bang & Olufsen sought to move beyond premium and establish a clearer position in luxury audio.
We uncovered the needs, expectations and codes of the luxury consumer – redefining what drives value at the high end. These insights shaped a more focused portfolio strategy, enabling B&O to sharpen its positioning, align its offer and build a more distinctive, future-facing presence in the luxury space.
CARLSBERG
Unlocking growth in hard seltzers
With hard seltzers booming, Carlsberg needed to define where and how to win globally.
We identified the key consumer drivers shaping adoption and translated them into clear, market-specific opportunities. This enabled Carlsberg to prioritise launches and focus investment; starting with targeted trials in Norway and Singapore before scaling into a broader global rollout.
The result was a more focused, insight-led entry into a fast-growing category.
BRITTANY FERRIES
Brand repositioning beyond core offer
As competition from low-cost, sun-focused holidays intensified, Brittany Ferries needed to evolve beyond its core ferry crossing offer and reposition itself as a provider of richer, end-to-end holiday experiences. We helped redefine the brand around what makes it truly distinctive: travelling by sea as part of the holiday itself, with access to discovery-rich destinations along Europe’s western coastlines. This new positioning came to life through a new logo and visual identity we created, alongside a reimagined onboard experience on its latest ships—designed to fully embody the brand’s promise.
BAKKAVOR
Reimagining the future of ready meals
Bakkavor set out to create a distinctive new brand in the competitive ready meals category without relying on retail or celebrity cues.
We combined deep category insight with consumer and expert perspectives to define a clear innovation opportunity, then took it end-to-end; from strategy through to concept, naming, design and launch.
The result was a multi-SKU range built to cut through at shelf and unlock new growth.
JABRA
Leading the future of the workplace
Jabra sits at the forefront of workplace innovation, navigating rapid shifts in technology, behaviour and environments.
We partnered with Jabra to explore what’s next; from the impact of AI to hybrid working and wellbeing, translating emerging trends into clear innovation opportunities.
Our work helped shape product and proposition development, ensuring Jabra continues to lead the category and unlock future growth.
SKY
Reframing the brand for a new era
Sky needed to shift consumer perception and reappraise its role in people’s lives.
We provided strategic guidance to define a new creative platform – grounding the brand in a more emotional, distinctive space that could cut through and resonate at scale.
This thinking became the foundation for the award-winning “That Sky Feeling” campaign, helping to reframe the brand and drive renewed relevance with audiences.
STARBUCKS
Rebuilding the Starbucks Reserve brand
Starbucks Reserve launched in EMEA to strengthen coffee authority, but underdelivered on awareness and engagement.
We redefined the brand’s strategic role and growth potential across key markets, developing and testing future brand territories with 2CV. This enabled us to prioritise the strongest opportunities and deliver a clear, commercially grounded roadmap, which identified must-win battles and where to focus investment into the areas with the greatest potential to drive growth.
TIKTOK
Embedding the audience growth strategy in TikTok
A segmentation framework only creates value if it’s adopted. After developing a global audience segmentation, we partnered with teams to bring it to life across the organisation.
From a high-impact launch event and leadership-led content to personalised tools and assets, we created a shared language and made the framework easy to use day-to-day.
By embedding it across content, product and communications, the work helped unlock a clear path to more than 500 million new users.
UNILEVER
Future-proofing hair styling innovation
Unilever needed to understand how hair styling had evolved post-pandemic and define a future-facing innovation roadmap.
We combined global research, expert input and deep consumer immersion to uncover emerging needs and identify six high-potential innovation territories. Through collaborative ideation and testing, we refined a focused set of concepts.
The result was a clear pipeline of next-generation products and the confidence to move forward in a rapidly evolving category.