Scott Mason, head of strategy at brand design agency Stormbrands, looks at how food and beverage brands can make their products succeed across all marketing touchpoints – even in heavily regulated sectors. It might sound a little counterintuitive, but regulatory constraints can often unlock creative freedom and exploration when it comes to strategic brand design, which can have a positive impact on consumer appreciation and business growth. We’re seeing mandatory health warnings come in for alcohol brands in Ireland in May 2026 – a move that other home nations will surely follow. Last October saw the introduction of a fresh set of restrictions on foods that are high in fat, salt and sugar (HFSS). New policies on where these items can be displayed in shops ruled out high-footfall areas, including checkouts, end-of-aisle units, entrances and queueing sections. And this October, promotions such as ‘buy-one-get-one-free’ and ‘50% extra’ will be phased out in the UK. At first glance, it might all seem a bit gloomy and restricting for brands. But for strategic brand designers, shifting parameters present exciting new challenges and opportunities to move away from accepted tropes and think outside the box. Navigating new brand territory Measures like these can come across as top-down, as though the government is stepping in to mitigate damage to the population and control food, beverage and retail companies’ behaviour. The other side of the story is that ordinary people are driving the changes and the powers that be are simply reflecting societal shifts in thinking. For brand owners and their design partners, it’s about navigating that new terrain, and understanding, recognising and balancing all sides of the issue. We have to work with our partners to take on board the practical considerations and opportunities to rethink relevance and engagement. Without that perspective, new regulatory mandates can feel like a one-way street. Brand owners often feel a sense of loss and deep concern when new regulations come in. Their intellectual property has been compromised and they face a host of new challenges: additional complexities in touchpoints, channels, scalability and brand guardrails. Consumers may reconsider their choices and reassess a brand’s values unless reasons to believe are restored or new ones are created. And traders and retailers will be looking to brands to find out how they are futureproofing. How does all this affect the food and beverage manufacturer and their brand agency partner? In simple terms, when you limit a brand’s ability to communicate, everything that remains must work harder to drive trial, sustain loyalty and create advocacy. Facets of a brand or category experience that may have been neglected in the past have an opportunity to come into sharper focus when the ability to express and differentiate is compromised elsewhere. Responding to new regulations We’re seeing myriad strategies come to the fore. Take Unilever. It promised to stop advertising its products to under-16s altogether. A self-imposed move that positions it as a champion of responsible consumption and ally to parents. Other brands have redeveloped their ranges to lower fat, salt and sugar content. Kettle Chips Bread Bites carry less fat, Mr Kipling’s Deliciously Mr Kipling range contains 30% less sugar than traditional lines, and Kellogg’s has cut sugar and salt across several of its products, for example. As well as these moves, in order to meet policy requirements and continue to appeal to target consumers there are other areas for food and beverage manufacturers and their brand agency partners to consider. Contextual association Think about what’s memorable about a brand. Formats, haptics, sound and aroma are all powerful sensory signals that make a lasting impression. In a restricted market you need to turn them up. It’s an opportunity to elevate a brand’s most iconic assets, creating disruptive ways to generate recall and association. Take the use of the iconic Coca-Cola ribbon – on its own it’s enough for everyone to recognise the brand, proving simplicity doesn’t mean sacrificing high brand salience. An identifiable graphic form, with no text to scale up or down, also makes life a lot easier when you think about zooming in and out of thumbnails on mobiles. And it shows product confidence. Building connections Amazon founder and CEO, Jeff Bezos, famously said: “Your brand is what other people say about you when you’re not in the room.” What are the truths, barriers, urban legends? How does your brand make people feel? Most of us enjoy random facts more than perfectly curated stories – in restricted markets there’s an opportunity to focus on the more unconventional left-field details to drive the journey from trial to loyalty to advocacy. So why not channel your eccentricities? By aligning with relevant events, activities or online platforms, brands can initiate conversations, encourage user-generated content and foster brand advocacy. Route to market, placement, promotion, rewards and loyalty programmes all offer opportunities for disruption – and in restricted markets, they need to be exploited. A brand’s agency partner can curate that roll-out so that it’s consistent and builds meaningful traction. Balancing agility and consistency It’s important to consider markets and geography, too. Legislative environments vary wildly around the world, which means the scalability and adaptability of brand platforms is complex. Having a well-thought-out brand localisation strategy ensures every aspect of a company’s branding is in the good graces of that global market. All of these considerations help to connect every brand encounter the consumer has, building up a stronger set of mental associations. The more coherent these are, the more easily the brand comes to mind at key moments to influence purchase decisions. Of course, when new rules come into practice there’s bound to be concern. But with strategic creative thinking, there’s no reason why brands shouldn’t thrive in regulated sectors. Far from being a downer – these can be some of the most exciting times for brands.

SmartSoda has entered into the ready-to-drink category with the launch of Brilliant Life Drink. SmartSoda's Brilliant Life Drink line, which features vitamin-infused alkaline water, is available in three functional offerings: Brilliant Sparkling Water, Optimize Plus Immunity and Quantum Energy and Focus. Brilliant Sparkling Water includes three flavours: Wild Passionberry, Limone Dream and Bright Citrus Sunshine. Meanwhile, the Optimize Plus Immunity series – designed to support daily immune function with zinc, turmeric, ginger, magnesium and elderberry – offers three flavours: Yuzu-Currant Noir, Posh Gran-Limone and Pomelo Breeze. Quantum – infused with l-theanine to provide natural energy and paired with ginseng, guayusa and guarana to enhance focus – boasts flavours like Peachberry Lust, Lush Berry and Blackcurrant Affair. SmartSoda's CEO, Lior Shafir, said: “Today marks an exciting milestone in our journey to redefine the wellness beverage category with the launch of our Brilliant Life Drink. Now you can enjoy SmartSoda both in the office and on the go”. SmartSoda's VP of business development, Alex Garson, added: “Over the past two years, we made it our mission to perfect a sparkling, functional beverage that was crafted with clean ingredients, didn’t sacrifice taste and delivered on health benefits. We analysed the market to develop a beverage that stays true to SmartSoda standards and meets consumers' demands for a better functional beverage option." SmartSoda Brilliant Life Drink is available on Amazon this autumn and other foodservice distribution channels.

The Coca-Cola Company has reported a 6% rise in second-quarter net revenue to $12 billion, surpassing analyst estimates. The drinks giant recorded organic revenue growth of 11%, and revenue performance included 10% growth in price/mix. Meanwhile, the company's operating income grew 3% in the quarter, driven by currency headwinds and items impacting comparability. Unit case volume remained steady in Q2, with both developing/emerging markets showing even performance. In developed markets, the growth experienced in Mexico was offset by declines in the US and Spain. Similarly, the growth seen in India and Brazil was offset by the suspension of business operations in Russia during 2022 and a decline in Pakistan. In Q2, the unit case volume of sparkling soft drinks was even. The positive performance in Asia Pacific and Latin America contributed to this stability. However, the growth in these regions was offset by a decline in Europe, Middle East & Africa, primarily due to the suspension of business in Russia. Meanwhile, the unit case volume of juice, dairy and plant-based beverages was also steady, as strong growth of the Fairlife brand in the US and Minute Maid Pulpy in China was also offset by the suspension of business in Russia. Water was even as growth in Latin America was offset by Europe, Middle East & Africa and North America. Coffee grew 5%, primarily driven by the strong performance of Costa coffee in the UK and China, and tea grew 1%, led by growth in Latin America. Meanwhile, sports drinks declined 3%, primarily driven by Bodyarmor and Powerade in the US. James Quincey, chairman and CEO of The Coca-Cola Company, said: “I am encouraged that our all-weather strategy, working together with our bottling partners, has delivered strong second-quarter results. We are executing efficiently and effectively on a local level, while maintaining flexibility on a global level. The strength of our first half results and the resiliency of our business give us the confidence to raise our 2023 guidance.”

Latin American beverage technology company, Beliv, has acquired a 78% stake in High Brew, a ready-to-drink cold brew coffee brand based in the US. With a portfolio boasting over 40 brands, and a presence in 30 countries, the latest acquisition builds on Beliv’s global expansion strategy and its consumer-centric vision. It enables the company to strengthen its position in the US, where it is already present with its OCA, Güitig, Petit and Big Easy brands. Beliv operates in China, Europe and Latin America, offering a wide range of beverage options that include natural energy drinks, functional and carbonated waters, s well as juices and nectars. The company noted that citrus juices “holds a prominent position in Argentina, Uruguay, Chile and the Asian market”. High Brew is well-positioned in the cold brew coffee ready-to-drink market. The cold extraction process ensures the product naturally contains more antioxidants, enhancing its original flavour and reducing the acidic characteristic – a common result of traditional heat-induced brewing methods. Avaialble in 8oz cans, High Brew is 100% natural, low in sugar and currently available in 11 flavours: Double Espresso, Mexican Vanilla, Dark Chocolate Mocha, Black Triple Shot, Black & Bold, Creamy Cappuccino + Protein, Nitro Caramel Cold Brew, Nitro Cold Brew, Nitro Sweet Cold Brew, Peppermint Mocha and Espresso Triple Shot. The remaining 22% share of High Brew will continue to be held by David Smith, who founded the comapny in 2013, as well as current investors in the brand. Smith joins Beliv as a consultant, bringing his knowledge and experience of the F&B industry to the portfolio as it expands in the coming years. Carlos Sluman, founder, CEO and partner of Beliv, said: “The entrepreneurial spirit is our point of connection, and we have a strong desire to build together our growth in the US, which is one of the strategic markets for the expansion of Beliv’s business. This acquisition is essential to continue developing a well-positioned and solid portfolio, backed by a consumer-centric vision.” He continued: “With High Brew, we are adding a disruptive product in a booming category, through its distribution to 15,000 sale points in the US and the collaboration with 54 strategic partners”. High Brew founder Smith commented “Undoubtedly, we share the same identity, commitment and vocation,” adding that “sustainability will continue to be a differential value in the operation since High Brew needs the best beans to make the best coffee, and this means supporting all those who participate in the value chain”.

PepsiCo has announced that its Walkers Max crisp brand has teamed up with Pizza Hut to launch two new non-HFFS, pizza-inspired flavours in the UK. The two new permanent flavours, Pepperoni Feast and Texan BBQ, are available now in grocery and convenience stores across the UK (MSRP £1 per 50g single bag, £1.25 per 70g RRP PMP, £2.50 MSRP per 140g sharing bag). The Pepperoni Feast flavour also comes as part of a 5x27g multipack (£2 MSRP). Walkers Max said the flavours are tailored toward Gen Z consumers that are looking for more intense flavours from their snacks. They will also be the first SKUs to showcase a new pack design rolling out across the wider Walkers Max range from the end of August, which aims to visually highlight the range’s intense flavours. Part of the partnership also includes an on-pack promotion across both SKUs, allowing consumers a two-for-one pizza deal at Pizza Hut. Lynn Grant, marketing manager for Walkers Max, said: “Pepperoni is Pizza Hut’s number one flavour and its Texan BBQ is iconic with a loyal following. By offering younger shoppers the indulgent taste of these flavours on the well-loved ridged crunch of Walkers Max, we hope to create excitement, and offer younger consumers maximum flavour.”

Coca-Cola Europacific Partners (CCEP) has entered into a letter of intent to jointly acquire Coca-Cola Beverages Philippines (CCBPI) from the Coca-Cola Company for $1.8 billion with Aboitiz Equity Ventures (AEV). CCEP and AEV have signed a non-binding Term Sheet regarding the acquisition of CCBPI, which CCEP said would offer a “great opportunity to co-acquire an established, well-run business”. The non-binding letter of intent with the Coca-Cola Company implies an enterprise value (or CCBPI of $1.8 billion. CCEP would be the majority owner (60%), and it is expected to consolidate CCBPI on the acquisition date to establish a “non-controlling interest” representing AEV’s 40% minority interest. The proposed acquisition would build on CCEP’s expansion into Australia, Pacific and Indonesia in 2021. CCBPI would be managed by a board of five members – three appointed by CCEP and two by AEV. The acquisition is subject to the satisfactory completion of due diligence, the parties concluding definitive agreements and the receipt of regulatory approvals.

Coffee subscription brand Pact Coffee has introduced new packaging across its range of coffee blends. The packaging is fully recyclable and made from 70% recycled materials – said to be plastics commonly disposed of in recycling bins. Additionally, it funds the collection of ocean-bound plastic bottles from Asian rivers. According to Pact Coffee, for every 1,000,000 bags created the equivalent of 53,000 600ml plastic bottles will be collected from rivers in the Philippines and Indonesia by the ethical recycling program Plastic Bank. Paul Turton, Pact Coffee’s CEO, said: “If climate change continues at its current trajectory, it’s estimated that we’ll see a significant impact on 75% of Arabica supply, which has already fallen short of demand for the past two years. Plastic pollution significantly reduces ecosystems’ ability to adapt to climate change, so reducing our usage, promoting a circular economy and funding schemes like this bag saves is exactly what we need to do to protect the future of coffee and the planet. Turton added that there had been the option for the brand to choose ‘compostable’ packaging instead. However, “around 90% of people don’t have the means to compost at home, and the growing data shows that lots of this packaging is ending up in landfill or blocking the food recycling process”, he added. #PactCoffee #UK

Coffee subscription brand Pact Coffee has introduced new packaging across its range of coffee blends. Coffee subscription brand Pact Coffee has introduced new packaging across its range of coffee blends. The packaging is fully recyclable and made from 70% recycled materials – said to be plastics commonly disposed of in recycling bins. Additionally, it funds the collection of ocean-bound plastic bottles from Asian rivers. According to Pact Coffee, for every 1,000,000 bags created the equivalent of 53,000 600ml plastic bottles will be collected from rivers in the Philippines and Indonesia by the ethical recycling program Plastic Bank. Paul Turton, Pact Coffee’s CEO, said: “If climate change continues at its current trajectory, it’s estimated that we’ll see a significant impact on 75% of Arabica supply, which has already fallen short of demand for the past two years. Plastic pollution significantly reduces ecosystems’ ability to adapt to climate change, so reducing our usage, promoting a circular economy and funding schemes like this bag saves is exactly what we need to do to protect the future of coffee and the planet. Turton added that there had been the option for the brand to choose ‘compostable’ packaging instead. However, “around 90% of people don’t have the means to compost at home, and the growing data shows that lots of this packaging is ending up in landfill or blocking the food recycling process”, he added.

Mondelēz International has raised its full-year outlook for organic net revenue growth after posting a 17% increase in second-quarter sales, compared to 9.5% in the year-ago period. The owner of Cadbury and Toblerone reported revenue of $8.51 billion in Q2, compared with the $7.27 billion figure recorded in Q2 last year. Organic net revenue growth stood at 15.8%. The company continued its efforts to refocus, reshape and narrow its portfolio, announcing plans to shutter its Enjoy Life Foods baked goods factory in Indiana, US, during the quarter. During the same period, Mondelēz announced it had appointed Carlsberg’s CEO, Cees ‘t Hart, to its board of directors. In Q2, the snacks giant recorded net revenue growth of 17.8% for its emerging markets business. Meanwhile, the company’s developed markets posted net revenue growth of 16.4%, a significant increase on the 2.7% figure reported in the prior-year period. In Europe, Mondelēz witnessed an 11.4% increase in sales to $2.93 billion, while its North America region saw 22.7% growth to $2.74 billion. In Latin America, the company’s second-quarter revenue grew 40.2% to $1.23 billion, whereas its Asia, Middle East & Africa net revenue stood at $1.61 billion, representing a 4.8% increase. Dirk Van de Put, Mondelēz’s chairman and CEO, said: “I am pleased with our second quarter results, which demonstrate broad-based strength across our business, with strong, profitable top-line growth in all regions and categories. Continuous reinvestment in our brands and capabilities, combined with ongoing price execution, cost discipline and strong volume/mix performance drove these results.” He added: “We continue to drive robust consumer demand in our core categories across the vast majority of our businesses, and our teams continue to make significant progress against our portfolio reshaping initiatives as we remain focused on accelerating strong, sustainable growth. Our strong first-half performance and category resilience provides confidence to raise both our net revenue and earnings outlooks for the year.” Mondelēz has raised its organic net revenue and adjusted EPS growth outlook for the full year to 12%.

SharkNinja’s kitchen appliances brand, Ninja, is venturing into the beverage category with the introduction of the Ninja Thirsti drink system. Ninja Thirsti offers customers the option to customise their beverages. They can choose between still or sparkling water and have the choice to enhance their drinks by adding flavour, vitamins, electrolytes or caffeine according to their preferences. In addition, the system offers over 20 flavoured water drops across four lines: Splash, water with a hint of fruit flavour; Vitamin, contains vitamins B3, B6 and B12; Hydrate, flavoured and sweetened beverages that are hydrating; and Energy, has 50mg of caffeine per 12oz serving. The flavoured water drops are sugar- and calorie-free. Neil Shah, chief commercial officer at SharkNinja, said: “We are excited to introduce the Ninja Thirsti and officially join the fast-growing beverage category. Through significant consumer research, we identified the challenge of many households to find better drink options that meet their family needs and wants without having to buy a shopping cart full of drinks.” Shah continued: “By delivering a better beverage experience with our newest innovation, consumers have the freedom to create their own personalised drink by function, flavour, carbonation and size. With thousands of different combinations and flavour fusions, the Ninja Thirsti possibilities are endless.” Ninja Thirsti is currently available for pre-order for $179.99 at the company’s website. It will also be available for purchase at major retailers, including Amazon, Walmart, Best Buy and Kohls soon.

Beverage giant Britvic has announced the acquisition of UK-based ready-to-drink iced coffee brand Jimmy’s Iced Coffee. According to Britvic, Jimmy’s Iced Coffee is “the fastest growing RTD iced coffee brand in the segment,” generating a retail sales value of £17 million in the year to June 2023, a 43% increase from the previous year. Jimmy’s coffees have fewer calories per serving than the category average, come in fully recyclable packaging and are HFSS-compliant. Simon Litherland, Britvic’s CEO, said: “We are thrilled to welcome Jimmy’s Iced Coffee to our portfolio of much-loved Britvic brands...We have a long track record of acquiring and developing brands, and I am confident in our ability to quickly expand our position in the iced coffee category – which is an exciting and fast-growing market segment.” Britvic intends to accelerate the growth of Jimmy’s by leveraging its customer relationships to drive new listings and increase distribution while increasing cost efficiency through Britvic’s supply chain expertise and procurement capability. Jim Cregan, co-founder of Jimmy’s Iced Coffee, added: “We are so delighted with this deal which is the culmination of twelve years of monumental hard work by my sister and I. We have poured our heart and souls into making this business what it is today, and we feel so fortunate that Britvic is now able to take Jimmy’s to places about which we could only dream. We are excited to watch the next chapter of the journey unfold and look forward to Jimmy’s Iced Coffee becoming even more well-known and enjoyed.” Jimmy’s founders, brother and sister Jim Cregan and Suzie Owen, will continue to be involved in the business as ambassadors for the brand, helping to support the transition while providing advice on brand direction and future innovation, to ensure that Jimmy’s core values and ethos continue to drive the brand. Financial terms of the deal were not disclosed.

Monster Beverage has won US bankruptcy court approval to acquire Bang Energy owner Vital Pharmaceuticals (VPX Sports) out of Chapter 11 for $362 million. Monster and VPX Sports entered into an asset purchase agreement on 3 July 2023 under which a Monster subsidiary would acquire all of Bang Energy’s assets. The acquisition includes Bang’s performance beverages and related businesses and a beverage production facility located in Phoenix, Arizona, US. The sale means Bang will survive bankruptcy, however, it follows VPX Sports’ plans to make more than 450 of its employees redundant. VPX Sports filed for Chapter 11 bankruptcy in Florida, US, in October 2022 to help the company recover from multiple lawsuits that had impacted its “short-term outlook” and a cost impact of “reconstituting the company’s national distribution network that resulted in a summer revenue gap”. Bang told FoodBev: “As we move forward with this transaction, we are required to comply with the federal WARN (Worker Adjustment and Retraining Notification) Act to inform a group of our employees that they may be impacted by a future workforce reduction. We are communicating with our teams openly and transparently.” It also said that it welcomed the Federal Trade Commission’s decision to end its merger review process early on 3 July. The judgement is subject to further customary closing conditions.