5 Seeds
Creating and supporting a challenger brand within an emerging category.
Problem
Problem
Problem
The cider category in Australia had been growing steadily, driven by the changing palates of young consumers who were more less fixated on beer than the previous generation. Unfortunately for Lion Nathan, their biggest competitor had over 95% of the market and they had no challenger brand.
Our challenge was to develop a new Australian cider for this younger generation.
The cider category in Australia had been growing steadily, driven by the changing palates of young consumers who were more less fixated on beer than the previous generation. Unfortunately for Lion Nathan, their biggest competitor had over 95% of the market and they had no challenger brand.
Our challenge was to develop a new Australian cider for this younger generation.
The cider category in Australia had been growing steadily, driven by the changing palates of young consumers who were more less fixated on beer than the previous generation. Unfortunately for Lion Nathan, their biggest competitor had over 95% of the market and they had no challenger brand.
Our challenge was to develop a new Australian cider for this younger generation.
Disrupt the cider category by mimicking the rules of the 'beer club'...and then self-disrupting
Reframe
Reframe
With such well-established competition, our strategy was to unlock new consumers rather than fight for a share of the existing market.
In practice this meant engaging consumers who wanted to move away from beer itself, but not from the moments and rituals of 'the beer club'.
Our challenge wasn’t to simply create a new cider, but to define new drinks that addressed unmet consumer needs and their frustrations with beer, wine, RTDs and existing cider offers.
Tooheys Extra Dry 5 Seeds (as it was at launch) was a cider that mimicked the rules of the beer club in order to win over young adult consumers who were attracted to the brand's unconventional image. 5 Seeds was designed to evolve away from Tooheys and then disrupt the new space it had created.
With such well-established competition, our strategy was to unlock new consumers rather than fight for a share of the existing market.
In practice this meant engaging consumers who wanted to move away from beer itself, but not from the moments and rituals of 'the beer club'.
Our challenge wasn’t to simply create a new cider, but to define new drinks that addressed unmet consumer needs and their frustrations with beer, wine, RTDs and existing cider offers.
Tooheys Extra Dry 5 Seeds (as it was at launch) was a cider that mimicked the rules of the beer club in order to win over young adult consumers who were attracted to the brand's unconventional image. 5 Seeds was designed to evolve away from Tooheys and then disrupt the new space it had created.
With such well-established competition, our strategy was to unlock new consumers rather than fight for a share of the existing market.
In practice this meant engaging consumers who wanted to move away from beer itself, but not from the moments and rituals of 'the beer club'.
Our challenge wasn’t to simply create a new cider, but to define new drinks that addressed unmet consumer needs and their frustrations with beer, wine, RTDs and existing cider offers.
Tooheys Extra Dry 5 Seeds (as it was at launch) was a cider that mimicked the rules of the beer club in order to win over young adult consumers who were attracted to the brand's unconventional image. 5 Seeds was designed to evolve away from Tooheys and then disrupt the new space it had created.
Solution
Solution
We blended design-thinking and lean start-up methodologies – working from a series of initial hypotheses through the iterative evolution of executional insights and solutions with in-depth consumer and trade immersion.
This required us to ‘build’ our own cider prototypes from scratch, working with the brewery and our own technical food experts to design and develop new syrups and purees.
At the same time, we evolved brand identities and designs so that we could generate ‘true’ consumer and trade reactions. By the end of the process, we had created a qualitatively-robust innovation strategy and pipeline comprising: positionings, sub-brand identities, brew recipes and implementation plan.
We blended design-thinking and lean start-up methodologies – working from a series of initial hypotheses through the iterative evolution of executional insights and solutions with in-depth consumer and trade immersion.
This required us to ‘build’ our own cider prototypes from scratch, working with the brewery and our own technical food experts to design and develop new syrups and purees.
At the same time, we evolved brand identities and designs so that we could generate ‘true’ consumer and trade reactions. By the end of the process, we had created a qualitatively-robust innovation strategy and pipeline comprising: positionings, sub-brand identities, brew recipes and implementation plan.
We blended design-thinking and lean start-up methodologies – working from a series of initial hypotheses through the iterative evolution of executional insights and solutions with in-depth consumer and trade immersion.
This required us to ‘build’ our own cider prototypes from scratch, working with the brewery and our own technical food experts to design and develop new syrups and purees.
At the same time, we evolved brand identities and designs so that we could generate ‘true’ consumer and trade reactions. By the end of the process, we had created a qualitatively-robust innovation strategy and pipeline comprising: positionings, sub-brand identities, brew recipes and implementation plan.
12%
of category share
in the first two months in market.
12%
of category share
in the first two months in market.
75%
cider category growth
with 5 Seeds as an established number two behind Strongbow.
1M+
Litres sold
in the first two months in market.
1M+
Litres sold
in the first two months in market.
12%
of category share
in the first two months in market.
75%
cider category growth
with 5 Seeds as an established number two behind Strongbow.
75%
cider category growth
with 5 Seeds as an established number two behind Strongbow.
1M+
Litres sold
in the first two months in market.
Impact
Impact
Tooheys Extra Dry launched ‘Five Seeds’ as a result of our project. Within two months it had secured 12% of the enlarged cider category, selling over 1 million litres. The cider category grew by 75% over the 5 years from launch, with 5 Seeds as an established number two behind Strongbow.
As the cider category matured, we came back to 5 Seeds to reinvigorate their offer. 4 years after the initial product launch, we evolved 3 innovation spaces to break cider out of it's moment, and into later in the night. 6 years after the original project, 5 Seeds Night Orchard was launched.
Tooheys Extra Dry launched ‘Five Seeds’ as a result of our project. Within two months it had secured 12% of the enlarged cider category, selling over 1 million litres. The cider category grew by 75% over the 5 years from launch, with 5 Seeds as an established number two behind Strongbow.
As the cider category matured, we came back to 5 Seeds to reinvigorate their offer. 4 years after the initial product launch, we evolved 3 innovation spaces to break cider out of it's moment, and into later in the night. 6 years after the original project, 5 Seeds Night Orchard was launched.
Tooheys Extra Dry launched ‘Five Seeds’ as a result of our project. Within two months it had secured 12% of the enlarged cider category, selling over 1 million litres. The cider category grew by 75% over the 5 years from launch, with 5 Seeds as an established number two behind Strongbow.
As the cider category matured, we came back to 5 Seeds to reinvigorate their offer. 4 years after the initial product launch, we evolved 3 innovation spaces to break cider out of it's moment, and into later in the night. 6 years after the original project, 5 Seeds Night Orchard was launched.
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