espite being a market leader with 50% share, the brand stood for generic category values, was undifferentiated and had no specific ‘reason why’ for choice other than being a ‘blind choice’. It was not future facing.
Rather than simply understand the present, studying ’emergent futures’ would create a more provocative and disruptive strategy. The design aimed to anticipate our people’s future crisis and dishwashing’s role in that. Our methods included: generational interviews, a Provocation target group that included ‘extreme users of dishwashing’ (both hyper involved and under-involved), and engaging Gen Z.
Our core insight came from identifying that the target group had made significant shifts, from ‘Strivers to Thrivers’, and that ‘chores’ were not value adding in their life. This enabled the brand to re-craft the role of the category in a more future facing way urging consumers to ‘keep moving in life beyond dishes’. This led to significant success, growth and strengthening of equity and distinctiveness for the brand