A new product, introduced 4 years previously, was now under-performing.
Unclear whether consumers considered the product a new brand or a 3rd variation on the original brand.
Despite heavy investment, evidence of cannibalisation of other brands within the portfolio.
Internal debate on whether to stick with original plans or reposition, with a gradual transition to a new brand proposition.
Findings were not a complete surprise, and were well grounded in hard evidence, but the buy-in process to a new positioning would require a significant organisational change.
Over the following 12 months, however, recommendations were taken on board with a revised communication strategy in selected countries.
The original approach and significant contribution of Sevendots has led to subsequent projects for the same company across countries and across internal areas of the business.