IDENTITY, PACKAGING + INTEGRATED CAMPAIGN
Nutrisoda was facing increased competition in a market saturated with enhanced beverage options and a marketplace of skeptical consumers who were consistently abandoning traditional sodas for healthier options.
Nutrisoda had it all: the fun of soda combined with the benefit of nutrients. However, consumers were skeptical of the brand proposition and leery of a price point that was two times higher than traditional soda. Its packaging only compounded the problem—since Red Bull effectively owned the 8.4 oz. can, people assumed Nutrisoda to be an unhealthy energy drink. With all of these issues, plus a confusing brand hierarchy on its packaging, Nutrisoda was sending mixed branding messages that left consumers scratching their heads. Was this an enhanced beverage, a soda or something else entirely?
Align Nutrisoda’s smart concept with a strong executional strategy and revitalized brand identity.
- Embrace identity as a soda by doing away with the 8.4 oz. can and package it in soda-like 12 oz cans.
- Create a clear packaging hierarchy so that at a quick glance people would know Nutrisoda was a better-for-you soda.
- Design elements of bubbles and colors on each can displayed the fun, fizz, and flavor that consumers look for in a soda, while allowing the unpainted aluminum to speak to the clean, modern and healthy beverage qualities.
- Exceeded cases-sold-per-week-per-outlet goal by 900%.
- Volume increase of 200% in one year.
When “Why” and “How” lead to the “What.”
Once reserved for those with food allergies, specialized diets have gone mainstream. Paleo. Gluten-free. Keto.
Consumer culture’s increased focus on personalization is motivating consumers to more closely monitor their health and wellness.
These personalized diet tribes seek out specific ingredients to avoid or include. While there certainly is some overlap, a one-size-fits-all approach is becoming an antiquated concept.
Today, the “why” and “how” behind the products have become as important as the product itself, and are becoming the primary decision-making criteria that drive brand preference and purchase.
Schwan’s Home Service has been delivering delicious, easy-to-prepare meals to people’s doorsteps for over 60 years. With over 6,000 Customer Service Managers across the country, they deliver hundreds of products to homes every two weeks.
However, Schwan’s Home Service was facing two challenges during this time:
- They were operating as a transactional product versus a lifestyle solution and sales were starting to decline.
- They had to convince skeptical customers that Schwan’s better-for-you line of products, LiveSmart, were just as affordable, easy-to-prepare and tasty as their other signature products.
Hunt Adkins recognized that we had to transition Schwan’s from a product-centric strategy to a people-centric one. We had to position the brand as more than just a box of frozen chicken tenders and show that Schwan’s was about convenience, enjoyment with family and time back we gave to moms. But before we could speak to moms, we had to align internal support and understanding of the true face of the brand—the Customer Service Manager. So first, we launched an internal campaign that focused on education and training of employees.
When it came to Schwan’s better-for-you line, we positioned LiveSmart as an extension of the familiar service moms had already grown to love and as an ally that brought harmony to her life and her family’s health.
- Within the first two months, the sell-to-rate rose 2% after a steady 10-year decline.
- Overall Home Service units purchased per buying occasion increased from 3.88 units to 4.0, or 4 million incremental units per year.
- Ticket average grew by $0.43.
- The number of new LiveSmart products grew quickly, contributing to the average sales increase of all new products by 13% in 12 months.
Distinct in a sea of sameness.
Sameness, not difference, seems to be the common denominator for many brands today. This is especially true within mature market segments, where the proverbial ‘sea of sameness’ runs rampant.
The best strategy for standing out is to embrace the distinctive qualities of a brand. This means increasing the visibility of the brand in its competitive environment by championing the sharp corners and rough edges of what is enduringly different about the brand—and making it look even more like itself.
Different drives brand value.
Brands perceived to be both highly disruptive and different increased in brand value by 28%, whereas brands that were perceived as both low in disruption and differentiation decline by 5%.
Distinctive assets amplify ad recognition.
Advertising featuring known distinctive brand assets achieve an average +34% higher advertising recognition.