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With over 25 years working in the food and drink sector as a food business expert, I know what works and what doesn’t and here are my Top 12 Christmas tips for launching a succesful food or drink brand.

And with every product sector highly competitive, identifying market opportunities and then moving on to develop a product and brand optimised for success presents significant challenges.

Whilst we’re all familiar with the expression ‘a gap in the market’, it’s so important to know at the get-go whether there is also ‘a market in the gap’.

Taking a helicopter view of a particular product category may indeed identify potential opportunities, but evaluating the strength of a concept within the broader context of feasibility, pricing, retailer interest, potential consumer demand and sales levels requires expert, in-depth exploration.

As a food business expert, I know the value of undertaking diligent concept research and evaluation at the outset and in advance of committing spend on product development, brand and packaging design.

So concept validation is the all-important first step – after all, there is no merit in developing a concept and making a significant investment in funds and time if it stands little chance of success. And uniquely, I provide in-depth input into examining every element of a product cost, selling price and margins to ensure concepts are commercially viable or to identify areas where further work is required. 

These are the twelve key aspects that need to be undertaken as part of the concept challenge and validation, a process which starts with me sharing my Concept Fact Finder:

1. To undertake market sector analysis through macro research.
2. To understand the current market and market size –  and importantly is it in both volume and value growth. Entering a category that is in volume growth only indicates downward price pressure.
3. To determine the potential for your product in your proposed format (ambient, fresh chilled, frozen).
4. To create a competitor market map and determine the positioning for your brand.
5. To quantify and identify the size of your target audience and to know them inside out.
6. To identify your routes to market.
7. To explore manufacturing feasibility.
8. To build an initial cost price model.
9. To maximise your price potential by looking at every cost element in detail.
10. To optimise your product and brand concept.
11. To shape your packaging communication and marketing strategy.
12. To produce the model for your pricing strategy, overhead management, cash flow and funding.

This robust methodology facilitates the evaluation of a product idea against a raft of criteria and it may even manifest ideas for alternative product concepts or product formats. It also provides the foundation for the next steps of product development, structural packaging solutions, manufacturing solutions, ingredients sourcing, regulatory compliance and critical commercial evaluation.

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Call: +44 (0) 207 205 2998 or email today for an initial chat.

As a brand strategist, I know why the ‘why’ matters but I often think back to my early career days, which started at a major advertising agency in the 70’s when ‘hooking’ consumers was far simpler than it is today.

At that time the concept of brand strategy was very new with Michael Peters & Partners, founded in 1970, recognised as the vanguard for this new discipline.

Coincidentally, this coincided with social perspective coming into view, but it wasn’t until later in the ’70s and particularly in the ’80s – the ‘me’ decade, when everything, including brands, became bigger and better.

And beyond the external value (the social measurement of choice), there’s a myriad of assets around internal, intrinsic motivational attributes that brands went on to leverage.

However, advertising agencies remained as the go-to resource as ‘brand guardians’ for some time to come, and many of them had internal design studios that would implement the ‘ad brand’ across products, print materials and packaging under the guise of ‘below the line’.

In parallel, advertising was only really accessible to the largest corporates who could commission the costly, mainstream mediums of press, posters, television, radio and outdoor to promote their brand.

The principle of advertising in those halcyon days was pretty simple – present the same message over and over again to a large audience and some of it will stick.

At that time, audience research was rudimentary at best (beyond some metrics for television and radio viewing/listening figures) and ROI in general was immeasurable.

Some years previously in the early 1900’s John Wanamaker who was a very successful U.S. retailer and considered by some to be the ‘pioneer of marketing’ had grown his business to 16 stores and these were to eventually become part of Macy’s.

He is credited with coining the phrase ‘half the money I spend on advertising is wasted; the trouble is I don’t know which half’.

In the 70’s, this was still very much the case, but twenty years on, the accelerating proliferation of new FMCG brands beyond the multi-national conglomerates and the surge in the build of shopping malls, out-of-town retail parks and vast retailer stores saw an increase in shelf space which retailers filled with the plethora of new FMCG brands coming to market –  the majority of which launched without the financial resource to promote themselves through traditional media channels.

It was also the very early days for the web and social media was a few years away into the future.

So how did these pioneering brands differentiate and promote themselves and establish a strong and enduring relationship with consumers? Particularly as in the main, they were solely relying on their packaging to tell ‘the whole story’ and achieve sales traction.

This was something that fascinated me, and in the early 90’s, I made the transition from a career in advertising to design before going on to found my own food and drink-centric brand agency in 1999.

I had always been an avid reader and with the increasing power of online search, I read a lot – and learned a lot.

I developed a real understanding of brand theory that led me to focus on the ‘psychology of the purchase’ and the tools that brands can use to secure that all-important purchase in hyper-competitive markets.

I recalled what I had learnt in my advertising days: communicate what the product is and do this in an engaging way – and realised that this could no longer work with consumers becoming exposed to ever-increasing choice.

And I learned that 21^st-century brands had to attract first to enable them to start a dialogue and then communicate ‘the what’.

This attraction has subsequently become known as ‘the why’ and I believe it is the single, most important attribute of any brand and a principle that I  have applied in developing a myriad of successful strategies for my clients.

The “why” often refers to the brand’s purpose or the reason for its existence beyond just making a profit. It is rooted in the brand’s core values and beliefs, and it goes beyond the features and benefits of the products or services it offers.

Some ten years later, having become an avid practitioner of this theory I stumbled upon a TED talk by Simon Sinek. You can see it here.

His concept ‘Start with Why’ underscores the idea that influential and successful brands communicate their purpose and inspire engagement by clearly articulating why they do what they do before moving on to how and what they do.

It has since gained massive popularity in the business world, emphasising the critical importance of identifying and communicating the purpose or cause that inspires a brand.

This approach involves conveying a narrative that goes beyond features and functionalities, touching on the emotional and societal impact of the brand.

Identifying and communicating the ‘why’ is crucial for brands, and it allows the articulation of differentiating and compelling purpose, which fosters a sense of loyalty and resonance amongst their target audience.

The why’ encapsulates the fundamental reason behind a brand’s existence and its unique value proposition. It transcends the mere transactional aspects of products or services, delving into the deeper motivations and principles that drive the brand and forges authentic connections with consumers.

Hence it enables a brand to connect with its audience on a deeper, emotional level – the key lever for standing out from competitors and crucial if a brand is to develop a long-term place in a consumer’s shopping basket.

With food service establishments under continuous pressure from staff shortages and rising costs, the challenges of this hyper-competitive hospitality and out-of-home sector are ever-increasing, so delivering brand experiences, not stuff, has never been more important.

Consumers are no longer satisfied with the mediocre and seek out venues that deliver rewarding experiences which satisfy their emotional needs – not just their physical needs.

These eateries combine good food and drink with great interiors and that magical ‘other ingredient’ which separates a fabulous eatery from an average one – brilliant staff who deliver elevated service.

Without doubt, the restaurants and pubs that achieve the highest ratings and popularity are those whose service is impeccable and where customers are ‘entertained’ on a personal and individual level, not just served.

Staff who are always attentive, who can spot a problem before it happens, who are just visible without being disruptive and know how to make out of home feel like at home – but better!

Danny Meyer of the celebrated restaurant, The Gramercy Tavern in New York talks about all his staff having a high HQ – a high hospitality quotient. Whilst they don’t top the awards for best food or best wines or fine dining, they have been consistently voted Number 1 Restaurant in the World because of their focus on making their customers feel individual and special.

And in his best-selling book, Will Guidara, presents his essential lessons in hospitality for every business which he describes as ‘unreasonable hospitality.’  Will was twenty-six when he took the helm of Eleven Madison Park, a struggling New York City two-star brasserie that had never quite lived up to its majestic room.

Eleven years later, EMP was named the best restaurant in the world. How did Guidara pull off this unprecedented transformation? Radical reinvention, a true partnership between the kitchen and the dining room—and memorable, over-the-top, bespoke hospitality. Guidara’s team surprised a family who had never seen snow with a magical sledging trip to Central Park after their dinner; they filled a private dining room with sand, complete with mai-tais and beach chairs, to console a couple who’d had a vacation cancelled!

Today, every food and drink eatery can choose to be a hospitality business, not just a place where people eat— transforming ordinary transactions into extraordinary experiences – and Will urges us all to find the magic in what we do—for ourselves, the people we work with, and the people we serve.

So what can FMCG brands learn from this elevation of consumer service?

In my mind one of the cleverest food brands of recent years has to be Graze.  Established as a direct-to-consumer online brand, the surprise snack item that arrived with every online purchase was a brilliant idea – the unexpected gift, the conversation piece, the anticipation builder.

Graham Bosher, the founder of Graze had previously launched the successful, movie rental business LoveFilm and there is no doubt he understood all the wonderful, positive attributes of a family watching a film together at home.

The special occasion, the ritual of getting everything ready – super comfy seating, rugs, snacks, drinks.  And then to enjoy the treat – the surprise and the escapism of the unexpected drama unfolding before them.

And in founding Graze he considered these key emortional attributes and hit upon the idea of the unexpected, surprise addition.

Each week, avid subscribers would wait with excitement and anticipation to receive their box through the post. And as many of them had them delivered to work, it was only a matter of moments before colleagues were crowding around to see ‘what was new’ and to try and pinch a taste – and to also fall in love with the brand. Brilliant marketing.

A lot can be learned from businesses that both delight and surprise. They communicate at a deep human level that triggers positive emotions and, in doing so, create experiences rather than simply sell stuff!

In the hyper-competitive environment of the 21st century, irrespective of which sector they operate in, brands increasingly need to create intrigue to stop and engage consumers in their tracks so that they can then go on to create powerful, emotive connections with their audience.

And those that make people smile by combining great product attributes with a wonderful experience are going to be the businesses that thrive.

Health and wellness is not a new phenomenon of course, but we are seeing an accelerated focus on this aspect of our lives as individuals increasingly become more aware of the importance of staying physically and mentally healthy to cope with the heightened stress and anxiety levels of 21st century life.

In particular, brain health, emotional wellbeing, stress management and reduction are growing priorities for consumers globally, across all ages and genders, as they gravitate to a holistic approach to wellness..

And as part of the new holistic health paradigm, there has been a shift in consumer focus from treatment to prevention. More people adopt lifestyle habits such as exercise and meditation and actively seek solutions for desired outcomes.

One in five of UK adults attribute a lack of sleep to their state of mind and the link between good sleeping patterns with general relaxation and a reduction in stress is being increasingly recognised.

Backed by growing scientific evidence that diet is as important to mental well-being as it is to physical health, consumers are turning to support stress management and improve their concentration and sleep by improving their diet.

In fact, more than two in five people in the UK aged 25-34 have tried or are interested in functional food and drink that can aid calming, help with relaxation and hence sleep.

Whilst our busy modern lifestyles are often at odds with consumers’ aspirations to eat healthily, the rising knowledge of the benefits of balanced diets has seen people proactively seek everyday nutrition solutions for their overall wellbeing, rather than conventional drugs and pills.

And an area gaining significant interest is the relationship between dietary habits, the gut microbiome and brain function and in particular the role that adopting a Mediterranean diet can have in optimising our potential for good mental and physical health. And as well as being heavily based on vegetables and olive oil, dairy products such as cheese and yogurt are key components of this diet and there is emerging scientific evidence showing these products  have an ability to improve mood and overall mental wellbeing by impacting positively on our gut microbiome through the diversity of bacteria they bring into our diet.

Recent research has provided strong evidence for the gut microbiome’s role in supporting brain performance and reducing inflammation and signs of stress, with diet being cited as one of the most integral factors. This presents a new market opportunity for nutrient-rich ingredients that have been proven to positively impact the body’s gut-brain axis as consumer understanding grows and thevery important role that high polyphenol extra virgin olive oil plays within the Mediterranean diet has now come to the fore.

Drive new product development with a focus on stress management and cognitive performance

With stress management coming to the forefront, food and beverage manufacturers are uniquely positioned to capture consumer demand by tapping into their needs around cognitive performance and mood enhancement.

In this regard, dairy products can be positioned as functional solutions not only for physical health but also numerous facets of cognitive wellness across our entire lives with functional claims appearing on less than 12% of product launches and less than 1% carrying brain and nervous system-related claims.

Certain probiotics may help to manage some common mental wellness conditions. Specifically, consumption of dairy-derived probiotic strains (including Fonterra’s Lacticaseibacillus rhamnosus HN001 (LactoB HN001TM) were found to support the management of depression and anxiety in women after giving birth .

Also, other components of dairy may support stress management in adults. Phospholipids, fundamental building blocks in our brains, decline as we age, potentially impacting cognitive functions such as mental energy, focus, and concentration. Digested dietary milk phospholipids can supplement this decline and have been shown to help manage the effects of stress by supporting mental performance to stay focused and positive .

As its benefits become more widely known, functional dairy products can be a differentiating point for brands targeting consumers’ desire for natural, science-backed ingredients that support mental wellness.

By highlighting such health benefit areas, the category will also expand its target market and appeal to a larger audience. While existing products are aimed at adults to support healthy and active ageing, innovation in the category could expand to looking at teenagers who may need additional help dealing with daily stress and to support brain development.

Snacking: An emerging category

The functional snacking category is one of the fastest-growing sub-categories with a shift in consumer preferences driving this upward trajectory compared to more traditional snacks.

In addition to satiating hunger and cravings, consumers are now increasingly looking towards snacks to help them manage stress and its effects on their mental wellbeing.

Whilst botanicals, vitamins, and minerals currently lead the healthy snacking segment, dairy ingredients have a role to play as people look for recognisable, trustworthy, science-backed, and efficient solutions that are clean label, healthy and indulgent.

Product formulations with a particular focus on mental wellness and cognitive enhancement for instance, could incorporate ingredients such as lavender, chamomile, lemon balm, and l-theanine, as well as adaptogens.

Moreover, there is an opportunity to innovate beyond traditional snack bars and yogurts. Ice cream brands have recently sought to advertise fibre content in products and use probiotics to make gut health claims, making these healthier products a more attractive proposition to health-aware consumers.

In addition, ready-to-drink (RTD) nutritional products also can provide additional benefits beyond weight management and nutrition. Women aged 22-34 are particularly interested in nutrition drinks with anxiety or stress relief formulations, as well as those that can improve sleep. This shows that the connection between stress, mood and sleep is present in consumers’ minds when they look for food and beverages that support their daily lives.

Looking ahead

The next frontier in food will be anchored in enabling cognitive wellness through natural and scientifically backed solutions. In this context, there is significant potential for manufacturers and brands to build connections between functional ingredients and brain health, mental performance, mood or relaxation by highlighting their innate nutrition profile.

Specialist ingredients such as probiotics and milk phospholipids can also play a role in product formulations to capture emerging demand.

With anything between 25,000 and 60,000 product lines in a multiple retailer store, every product category is hugely competitive, so it’s super-important to ask the question, why does your food brand exist?

Achieving a deep engagement with a target audience is key – and whilst in past decades the marketing mantra was ‘communicate what the product is’ and ‘do this in an engaging way’, this no longer works in the hyper-competitive marketplace of the 21st century.

So what defines a successful brand today? They are commonly characterised by an absolute understanding of why they exist, by forensically knowing their audience and by effectively communicating their reason for being to their customers with unwavering, engaging accuracy, simplicity and consistency through their brand story.

This is the manifestation of engagement first and communication second. If a brand fails to engage, then it will never get beyond saying ‘hello’ – a conversation with a potential purchaser simply won’t start and as a consequence no transaction will take place.

Just as when we meet people for the first time we share our ‘story’, successful 21st century brands must also have their story. Whether they be new brands or legacy brands they must have a compelling ‘reason for being’ that resonates with their audience.

Creating the ‘why’ starts with insight and a deep understanding of the various brand attributes including differentiation, positioning and proposition. Forensic target audience identification follows leading to a precisely articulated reason for being and for whom.

And indeed, fledgling brands destined for success understand that being able to communicate their mission and vision is gold dust in creating a super-engaging competitive edge which can boost their sales – rather than a hollow vessel in which few consumers believe.

Culture and ethics are also important attributes of a brand and it has never been more critical for the reason for being of a brand to radiate through every element of its packaging, marketing communication, staff and supplier relationships and customer interaction.

But why is this important? 21st century consumers are both shrewd and savvy – and they quickly reject the ‘pseudo’ get up of hollow brands created to exude ‘family, natural and artisan values’ without any substance.

So how do great brands do it?

They use insight, they forensically understand their audience, their market sector dynamics, where the brand is now and where it’s going to be in one, three and five years’ time, what is happening competitively and what is happening culturally.

They employ people with the same passion and wants who will work for the business with their hearts, not just for the pay cheque.

They motivate their staff by sharing their vision and their ‘why’. These are brands that people believe in because their owners do, and this resonates with every member of their team and manifests in every aspect of their product and brand.

Hence, defining the reason for being is critical therefore as it gives the business purpose and direction within a complex and ever changing society and market place.

By doing so, they positively reinforce the 80% sub-conscious engagement that takes place in the first few seconds of brand/consumer interaction.

And they convey why their food brand exists through every touch point with their team and their audience, creating an emotional resonance through its tone of voice and personality – equities that consumers recognise, value and pay for, and critically, that build brand loyalty too.

With the average purchase decision process taking just ten seconds, winning over customers in store relies on packaging communicating quickly and effectively. So how does the semiotics of brand packaging influence consumer purchase behaviour?

Effective packaging has inherent attributes which enables ‘instant dialogue’ creation with a potential purchaser.

If it’s a regular buy, the packaging shape, form and colour act as a visual shorthand, enabling the consumer to quickly identify their favoured product on shelf.

For a new product the task is more complex. Just as we have to work harder when communicating with someone we have met for the first time, unfamiliar packaging has to use its own ‘body language’ to communicate key product attributes, define expectations and achieve engagement.

As only 20% of the purchase decision process takes place consciously and rationally, the brand identity and packaging graphics play a crucial role, connecting sub-consciously and on an emotional level with the consumer.

Let’s place ourselves in a supermarket trying to make a choice between similar products from two different manufacturers. The first is a brand we’re familiar with, the second is one we don’t recognise.

We continue to look at them comparing the information on the packaging.

After a brief comparison, whilst we cannot distinguish any significant difference between them, the majority of us will choose the brand we’re most familiar with. But why do we react like this?

What is it about familiar brands that make us favour them?

Let’s think about this process in a human context. When you walk into a room full of strangers you instinctively look around for someone you recognise.

After a while you see an old friend and start to walk towards them. As you do so, a stranger approaches and starts to talk to you.

The chances are you’ll exchange pleasantries with the stranger and then walk on to talk to the person that you know.

Throughout our lives, we gain reassurance from things that are familiar to us – people, places and experiences that are predictable and consistent.

In the supermarket, we want reassurance when we make our choice. As a consequence, the majority of us will choose the brand we know rather than the brand we don’t.

So to change this fixed behaviour, new brand packaging has to work harder and smarter than its established competitors.

To achieve success, it is essential that it has the visual strength to arrest the consumer in that all-important, ten-second purchase decision process and rapidly convey the inherent brand attributes to create a unique personality for the product.

In this respect, the various facets of the brand get-up play a crucial role within the packaging design and there are a number of techniques we can use to make consumers readily accept new products.

And in the extreme, this manifests as a ‘copycat’ brand. A new brand is so similar to an existing brand that it may even be confused with its long-standing competitor. It uses all the visual cues and language style of the existing brand.

Use of similar names, colours, graphics and shapes all play a role in the acceptance of the copycat brand.

This approach does have considerable weaknesses however – the most crucial of which is that the brand will never develop its own personality and standing. It will always live in the shadow of the brand it has chosen to imitate.

More sophisticated approaches will analyse the key elements of the brand leader identity and packaging design and mimic them.

Comparatively, they may look very different visually, but on a sub-conscious level they evoke all the necessary emotions of familiarity and acceptance through a similar communication style.

In practise, this results in us believing we have seen a new brand before, even though we are seeing it for the first time.

But again, the brand will have inherent weaknesses as its identity may easily be confused with its established competitor and from the consumer perspective, product and value differences will be perceived as negligible.

The real quest is to create a new brand for a ‘me too’ product with exceptionally strong brand attributes that enable it to quickly achieve success by establishing a higher rate of sale than its competitors.

With every product sector highly competitive, winning over customers in store represents the biggest challenge.

Successful brands have the ability to create a powerful dialogue with us on an individual level and create strong emotive connections, just like our relationship with friends.

They use a language we like and understand and are familiar with. We recognise them even when we see them in unfamiliar surroundings. We feel comfortable in their company. And just as we buy into a person, we buy into a brand.

We engage with the personality, we understand them, we know what they stand for, we know what to expect each time we meet them.

A successful brand will immediately engage a consumer at point of sale. But once the consumer has been persuaded to examine a product more closely, it is vital that the product then communicates all the key information simply and succinctly.

Delivering a well-defined communication hierarchy can make the difference between a product being successful or failing.

It is important to condense all the product information to the minimum, to present it logically and clearly and minimise the amount of work the eyes of the potential purchaser has to do.

Information should be presented in a logical order and left to right and top to bottom.

And just as with a story, the information should be structured to have a beginning, middle and end and presented in a way which allows it to be speed-read – the consumer able to identify the product attributes which are most important to their choice quickly and easily.

I frequently meet clients and entrepreneurs looking for a food brand consultant to help them with new product creation or innovation.

Innovation covers so many aspects of both ideation and delivery and my expertise is in helping clients develop an optimised product, brand and commercial strategy – ready for translation into a fabulous, innovative product, an exciting and engaging brand idea and accompanied by robust commercial planning.

I often have an initial meeting with a client where the focus rapidly moves to product, brand and packaging creation but I gently guide them back to the ‘why, the how, the what, and the where’. Without a real understanding of these fundamentals and agreement on how they shape the opportunity, it’s both dangerous and inappropriate to progress further.

Core to my work is defining how the holistic combination of brand and product can change existing audience behaviour,  persuading consumers to move away from their existing purchasing habits and to try something new. And in this respect, brands play a key role, and they are somewhat special.

Brands are an intangible entity – you can’t touch, smell, or hear them and brand perception is both individual and complex, being a collection of thoughts and emotions in our brain in relation to the experience of seeing what is in front of us.

Only 20% of the product purchase decision is conscious and our brain is remarkably clever at evaluating intangible emotive attributes presented simultaneously by the brand alongside tangible product benefits – both communicated by a combination of symbols, graphics, colours and words. Our brain analyses the emotive appeal of the brand much faster than it interprets the product information and hence, it typically achieves less ‘conscious’ attention in terms of dwell time than other aspects of the communication.

I always describe the first interaction of a brand as the introductory dialogue between two strangers. If neither says hello, then a conversation cannot start!

There has to be an attraction, a reason to want to communicate and the promise of an enjoyable experience.

In this respect,  a positive new brand engagement experience is like a tick against the first item on a list – and it has to be ticked before consumer engagement can continue. If the brand doesn’t engage instantly, consumers will very often move on. 

But brand creation activity also has to be grounded in real products with real opportunities which present an exciting alternative to the norm – and doing this by leading not following so focusing on the product sector fundamentals is key in optimising a concept or idea for success.

The emphasis I place on market knowledge, trends, competitors, price points, sales distribution and full cost model analysis is crucial in giving a new market entrant the strength to rapidly gain a competitive positioning based on sound strategic thinking – not a brief overview, supposition or gut instinct.

With strong foundations in place, identifying if innovation can add real value becomes clear, as does the precise focus of that innovation – is the task inventing, re-engineering re-positioning or value engineering?

Looking at these dynamics in relation to the entrant sector along with societal trends and high-growth areas is so important in ensuring that the product and creative briefs that manifest from this initial phase of work are robust and provide a stimulus for exciting differentiation.

Innovation isn’t always about disruption or inventing new of course, it can be about making simple changes for the better – how to create stronger product benefits or stronger emotional connections for a brand that will gain new consumers and engender long-term loyalty.

As we enter the last quarter of the year, I’ve started work on my annual and highly awaited Food & Drink Trends 2025 trends report: what’s hot and the ones to watch.

If you’d like to be amongst the first to see my full presentation in January, subscribe to my newsletter by clicking here.

It’s so important to optimise your brand and packaging for success. A visit to any mainstream retailer demonstrates just how competitive every product category has become and how, now more the ever, impactful and effective packaging design must enable a brand to stand-out against its competitors.

One of my key abilities is being able to place myself in the position of a consumer and to evaluate potential brand identities and designs during the formulation stages – carefully analysing each element of the communication as a consumer would see them in real-time.

Here are the elements that I consider to ensure that brands and packaging designs are optimised for success.

1. Overall Visual Appeal

Both the brand and packaging design should be visually differentiated and eye-catching to stand out from competitors. Brand-centric colourways, fonts, patterns, illustrations and imagery all play a role as components within a unique visual shorthand. This aids the speed of recognition and contributes to a positive first impression that resonates with the target audience.

2. Shelf Impact

Since consumers make purchasing decisions quickly, typically within 5 seconds, the design needs to grab their attention instantly. Bold, uncluttered, impactful designs score higher in benchmark tests than recessive designs, me-too packaging solutions and those over-loaded with front-of-pack messaging.

3. Emotional Appeal

Only 20% of the decision-making process is conscious so brands and packaging which evoke emotions and create a sense of desire or aspiration repeatedly perform better in benchmark research tests. Storytelling, tone of voice, evocative imagery and using design elements that resonate with the target audience’s desires, aspirations and values all work towards creating powerful, visual engagement. And think about your ‘why’ rather than your ‘what’ in creating your brand story.

4. Target Audience Understanding

It’s vital to know who you are targeting with your product. If you try to appeal to everyone, you will very likely fail to attract anyone. To engage your audience you must forensically understand their preferences, needs, values, beliefs and lifestyles. By doing so, both the equities of the brand and its expression within the packaging design can be optimised to resonate with your target consumer demographic, appropriately considering factors such as age, gender, cultural background, needs thinking and desires, income levels and general purchasing behaviour.

5. Differentiation and Unique Selling Points

Highlight the unique selling points (USPs) and benefits of the product – and importantly what makes it different, not the same. Whether it’s emphasising superior quality, convenience, innovative features or eco-friendly materials can all showcase what sets the product apart and can help attract the target consumer. And remember, product benefits are perceived rather than known at the first time of purchase, so it’s worth carefully considering every single word to ensure the overall communication is as powerful as possible.

6. Clear Communication

Effective packaging communicates essential information clearly and concisely, and in the English-speaking Western world, this should be presented top to bottom and left to right. The front-of-pack content should be limited to key elements only, with other parts of the communication presented on the sides or reverse.

Transparent and informative packaging builds trust and credibility with consumers, but don’t be tempted to try and present everything on the front face. Think carefully about which elements are going to clearly say ‘hello’ to the consumer and engage them so that they want to find out more by picking up the item and reading the secondary information on the pack sides or reverse.

7. Cultural Relevance and Localisation

Another important aspect is the consideration of cultural differences and local contexts. Semiotics can help here in understanding the cultural significance of symbols and signs in different regions or markets. By adapting packaging elements to align with local cultural codes, packaging can resonate more strongly with the target audience and enhance brand acceptance. By aligning with cultural codes and semiotic conventions, packaging can create a positive perception, generate interest, and facilitate easier comprehension of the product.

8. Packaging Functionality

Convenience and functionality are crucial factors that attract consumers. Packaging that is easy to open, use, and store can enhance the overall user experience and create a positive perception of the product.

9. Sustainability

With increasing consumer awareness and concern for the environment, eco-friendly and sustainable packaging designs are gaining traction. Packaging that demonstrates sustainable practices, such as using recycled materials or being easily recyclable, appeals to the increasing numbers of environmentally conscious consumers.

10. Interactive Elements

Incorporating interactive elements, coupons or ‘playful’ features into the packaging can engage consumers and encourage them to interact with the product.  Intelligent structural solutions can play a big part here as an unusual or engaging tactile experience can generate curiosity and increase the likelihood of product acceptance and purchase.

Insight and ideation are key disciplines in identifying opportunities for exciting food and drink product innovation. With every food and drink category hyper-competitive, developing and investing in me-too products based on a snap-shot look at current market trends and high-flyers can result in the creation of products with limited potential for success.

The process starts with robust foundation research of both macro and micro trends relating to the concept and, in particular, to determine whether category value growth is running ahead of volume growth. Entering a category where volume growth is running ahead of value growth means it’s super-competitive with price depression, making it difficult for new entrants to achieve a competitive price point.

Insight and ideation play crucial roles in building on the foundation of macro and micro research and the shaping of forward-looking innovative concepts. This is achieved by identifying and analysing consumer needs, desires, and preferences within the context of overall societal trends – what is hot and what is not:

• Understanding changing dietary preferences, health and wellness concerns, sustainability concerns, and cultural shifts.
• Identifying emerging consumer preferences such as changes in dietary habits, interest in specific ingredients, or demand for certain flavours or cuisines within the context of evolving consumer tastes.
• Anticipating health and wellness trends such as the growing interest in plant-based diets, clean label products, functional foods, gut health or sustainable sourcing.
• Addressing sustainability concerns by responding to the demand for eco-friendly packaging, reducing food waste, or supporting local and ethical sourcing practices, thereby contributing to a more sustainable future.
• Leveraging technology advancements in food processing, packaging, or delivery methods that align with the preferences of tech-savvy consumers.
• Analysing cultural shifts such as changing demographics, multicultural influences, and new dining experiences leading to the creation of concepts that resonate with diverse consumer segments and cater to their specific needs.

• Exploring new formats and experiences such as dining experiences, or food and drink rituals that are gaining popularity. This could include concepts like grab-and-go meals, interactive food experiences, personalized nutrition, or subscription-based services.
• Monitoring global and regional trends to deliver insights into overarching consumer behaviours, regional trends and the needs of diverse consumer segments.
• Analysis of consumer preferences including taste preferences, flavour profiles, texture preferences, and overall nutritional and dietary requirements.
• Solving consumer problems by identifying pain points and challenges that consumers face, and by doing so shape products that address specific consumer needs. This could include creating convenient meal options for busy individuals, allergen-free alternatives, or sustainable packaging solutions.
• Developing unique value propositions by understanding consumer desires and unmet needs, enabling the development of products that offer something new and exciting. For example, the inclusion of novel ingredients, the creation of unique flavour combinations, or developing innovative packaging or delivery methods.
• Enhancing consumer experience by gaining an understanding of consumer behaviours and preferences, thus enabling the design of packaging, labels, and brand presentations that will engage the identified target audience. Insight can also inform decisions regarding product positioning, pricing, and marketing strategies to effectively engage consumers and build brand loyalty.
• Anticipating future demands enabling the creation of products that are aligned with future needs. This proactive approach can give businesses a competitive advantage and position them as sector leaders.

Insight and ideation are super-valuable tools for shaping successful, future-proofed food and drink product concepts, enabling companies to position themselves ahead of the curve by developing products that are designed to meet emerging and future consumer demands rather than those of today. 

By utilising these disciplines into the product development process, companies can shape concepts that are future-proofed to withstand evolving consumer preferences and that resonate with consumers in a dynamic marketplace.