→ Brand strategy
Structuring a shared vision to accelerate B2B growth
The issue:
A B2B food service brand present across Europe, but held back in its ability to accelerate:
→ Teams seeking alignment around a shared vision
→ Decisions that are sometimes inconsistent or ineffective from one market to another
→ A brand value that is difficult to express and activate in a complex ecosystem
What we did:
To create alignment across Europe and give the brand a clear direction again, we deployed our Brand Clarity Lab approach around 4 key levers:
1. Understand: internal audit to identify friction points and sources of misalignment
2. Confront: connection with target audiences in 6 key markets to ground the thinking in real-world usage
3. Co-build: workshops to clarify positioning and align teams
4. Structure: refining and formalizing the brand platform to guide decisions
What this changed:
→ A brand that moved from a B2B logic to a B2B2C logic, more understandable and actionable in its markets
→ Teams now aligned around a common vision, able to move in the same direction
→ Decisions made faster, with more consistency and efficiency
→ A smoother organization, moving forward in a coordinated way
→ Brand strategy
Transforming a product brand into a love brand
The issue:
A recognized food brand, but still perceived as just a product brand:
→ A difficulty in moving beyond a functional status
→ A need to strengthen desirability and emotional connection
→ A brand platform that is still not distinctive and enduring enough
What we did:
To redefine the role and expression of the brand, we deployed our Brand Clarity Lab approach around 4 key levers:
• Understand : internal audit and analysis of value drivers
• Challenge : connection with target audiences in two countries to reveal emotional drivers
• Co-create : development of the brand platform and its codes
• Structure : refining the personality and fundamentals
What this changed:
→ A brand that moves from product status to a brand that carries meaning and desire
→ A clarified role for target audiences, easier to read and more engaging
→ A strong and differentiating personality in the category
→ A platform that structures and fuels effective communication
→ A brand capable of maintaining its premium positioning in markets under strong price pressure
→ Brand strategy
Reviving a Heritage Brand
The issue:
A heritage brand, facing a loss of relevance:
→ Difficulty staying aligned with current consumer expectations
→ A challenge of winning back new target audiences
→ A lack of clarity and strength in the brand expression
→ A tension between transformation and preserving the DNA
What we did:
To re-anchor the brand in its time without denying its DNA, we deployed Brand Clarity Lab around 4 key levers:
Understand: internal audit and analysis of key assets
Confront: connecting with targets across the entire French territory
Co-create: workshops to re-interpret the DNA in the current context
Structure: sharpening and aligning the brand platform
What this changed:
→ A clarified brand platform, more readable and more relevant
→ A brand re-anchored in its time and true to its DNA
→ A high-performing communications campaign, from launch
→ Results validated by a very positive quantitative post-test
→ Innovation Strategy
From a product brand to a multi-purpose growth engine
The issue:
A brand historically centered on the product, facing growth limitations:
→ Limited usage in terms of consumption occasions
→ Growing expectations for versatility and convenience
→ Strong seasonality weighing on volumes
What we did:
To unlock new growth drivers, we deployed our Big Fish approach around 4 key levers:
Understand: internal audit to identify barriers and opportunities
Confront: connecting consumers with marketing & R&D teams
Co-create: insight and ideation workshops
Structure: prioritization, optimization, and evaluation of concepts
What this changed:
→ 4 concepts validated by CODIR in less than 3 months, then launched on the market
→ An entry into new subcategories
→ A structured and repeatable innovation process
→ Momentum strong enough to be deployed in another organization
→ Innovation strategy
Reveal new growth territories for a brand portfolio
The challenge:
A portfolio of brands to energize in a context of low innovation maturity:
→ An innovation culture that is still limited
→ A need to generate both volume and value
→ A challenge of rejuvenating and revaluing the brands
What we did:
To structure an effective innovation process, we deployed Big Fish around 4 key levers:
Understand: strategic scoping and definition of "where to play"
Confront: connection between teams and strategic targets
Co-create: insightment and ideation workshops
Structure: finalization of concepts and definition of a roadmap by targets and brands
What this changed:
→ The opening of an innovation territory not identified at the outset
→ 10 concepts developed and ready to activate
→ A structured insights bank to inform decisions
→ A portfolio that became a lever for innovation and growth
→ Consumer / Customer centricity
Cultivating consumer/customer connection on a large scale
The issue:
R&D and UX teams seeking closer proximity to users:
→ Connections that are still occasional and poorly structured
→ A need for large-scale, multi-country and multi-category rollout
→ A lack of agile tools to quickly test hypotheses
What we did:
We developed and deployed a structured "Connects" program based around 4 key levers:
Understand: definition of principles and design of the program
Structure: implementation of a pilot and then progressive roll-out
Equip: design of interview tools and training of teams
Embed: facilitation of debriefs to transform insights into decisions
What it changed:
→ More than 30 « Connects » deployed internationally
→ An approach now integrated and institutionalized
→ More open, agile, and collaborative ways of working
→ Better-focused and more actionable projects
→ A strengthening of teams' skills
→ Consumer / Customer centricity
Evolve an insights team into a strategic role
The issue:
How can an insights team strengthen its impact on the company's strategic decisions?
→ A team still seen as a “research provider”
→ Limited influence in key decision-making
→ A difficulty in concretely embodying the consumer's voice within the organization
What we did:
To evolve mindsets and practices, we structured the support around 3 key phases:
Understand: consumer centricity audit (interviews, organization, post-mortem)
Co-create: workshops to structure challenges, action plans, and role-playing
Embed: post-workshop follow-up with monitoring and support
What it changed:
→ A team transformed in just a few weeks
→ An increased share of voice in decisions
→ Greater legitimacy and trust
→ Team momentum reignited
→ Consumer centricity more fully embodied within the organization
