Beverages

Bulwark Cider, a Canadian brand, may have been thoroughly enjoyed by locals, but markets across the country and overseas weren’t on its radar. That is until a rebrand earnt it listings in the UK, USA, Hong Kong and China.

With the craft cider market becoming highly competitive, the design needed to appeal to mainstream markets to have a large-scale penetration, whilst still communicating the artisan story.

Florist, Interflora Denmark, wanted to branch out from a female dominated customer base and tap into the male market with a new gifting option.

Beer was identified as the solution, but with the sector being hugely competitive and crowded, the beer needed to be a credible alternative to others and the branding would be vital in assuring buy-in.

Weaving a tree and roots into the bottle design, that is itself made from dark recycled glass, they communicated the botanical origins and used muted tones for a premium cue to justify the higher price point.

A small Brixton-based brewery had ambitions of growing their business and creating a home-brewing community. It already had a major point of difference – people can take home the recipes to try themselves. However it lacked a bold identity that would bring credibility to the brand and achieve real cut through in this hugely competitive boutique market.

Wainwright already had a loyal consumer base in Lancashire, but when Marston’s acquired the brand, they wanted to infiltrate markets across the UK. At a time when huge numbers of new entrants are coming into the market, the Wainwright brand needed modernising to compete at a national level.

Fresh-faced start-up, Brew York had a three-year ambition for its beers to be available at five venues within York City Walls. This goal was achieved in just one year of opening, thanks to the strength and dynamism of its brand and packaging design.

It’s no secret that craft beer was having a moment in the spotlight in 2016. Brew York was just one of hundreds of new craft breweries, and they wanted to break into the unbearably crowded can market.

Carlsberg was having an identity crisis. Millennials knew the beer for its humorous advertising but little else and gross profits had been declining for four years.

With a shrinking lager market and a rise in discerning drinkers searching for premium alternatives, Carlsberg was losing its position at the bar and on the shelf. Something needed to be done to reinvigorate the brand – to win back the hearts and minds of drinkers, retailers and Carlsberg’s own people.

In just three months, this non-alcoholic spirit’s sales volumes smashed launch forecasts by 900%, with 10,000 bottles sold, thanks to a creative and authentic design.

Aiming to solve the dilemma of ‘what-to-drink-when-you’re-not-drinking’, Seedlip’s founder wanted it to stand as a credible and sophisticated social drink, but budget constraints meant that the brand and design alone needed to tell the story.

Budweiser had a big task on its hands. Reverse a sales slump by emotionally connecting with once loyal consumers. And it had to do this in the US’s aggressively competitive 2016 summer landscape where the Presidential Election and Rio Olympics took centre stage.

To cut through the noise of the busiest time of year for the beer market, Budweiser knew it needed to do something drastic to spark conversation: the objective was to generate vast amounts of buzz and mentions on media channels.

A family-run winery close to Sydney, Four Winds Vineyard had the chance to attract huge numbers of visitors, but their labelling wasn’t driving the tourism or sales. It simply didn’t communicate the authentic, family-run and local messaging that the brand epitomises.

With over 2,468 Australian wine makers listed in 2016 alone, competition at the shelf was tremendously high. And the only voice Four Winds had was their labelling.

Larios may be Spain’s number one gin brand, but its volume sales had declined by -45% over 10 years. Although brand awareness was high at 89%, levels of consideration were as low as 19%. It had lost 42% of its value. Against the backdrop of a gin market that was growing by 5.5% annually, something needed to be done, urgently.

A comprehensive rebrand dramatically turned things around, with volume sales going into double digit growth in just two years.