Nina Hagman - Herrljunga Drycker

In a market dominated by large players and tight category conventions, standing out is no easy task—especially for a smaller, family-owned company. In this conversation, Nina Hagman, Marketing & Innovation Manager at Herrljunga Drycker, shares how the Swedish beverage company has carved out a distinct position through bold innovation, strong internal alignment, and a willingness to challenge category norms while staying true to its DNA.

From Idea to Market: Owning the Full Innovation Journey

At Herrljunga Drycker, innovation and marketing are not separate disciplines—they are deeply intertwined. This combination allows the company to take ideas all the way from conception to launch without losing momentum or intent along the way. “You often sit in marketing or insight and come up with a lot, and then you hand it over to someone else. There’s a risk that things get lost along the way.”

By keeping both functions closely connected, the team ensures that the original idea remains intact throughout development. This end-to-end ownership is a key advantage, particularly in a smaller organisation where speed and clarity of direction matter.

At the same time, the company’s size enables something larger competitors often struggle with: real-world testing. Rather than relying solely on controlled environments, Herrljunga Drycker can run full-scale production tests within a normal week, allowing them to validate whether an idea truly works in practice—not just in theory.

“If a product doesn’t solve a problem, it’s not real innovation—it’s just changing a blue cup into a white one.”

Challenging Categories to Create Growth

A defining characteristic of Herrljunga Drycker’s growth strategy is its willingness to challenge established categories. Instead of competing head-on in saturated segments, the company looks for gaps—often creating entirely new propositions in the process.

This mindset has led to unconventional launches, such as alcoholic versions of traditional soft drinks and new formats like lemonade mixers—products that don’t neatly fit into existing categories but open up new consumption occasions. “Lemonade is water, lemon and sugar, many products called lemonade aren’t actually that. So we’ve taken a different approach.”

Rather than following competitors, inspiration comes from outside the category—travel, food trends, social media, and everyday observations. The goal is not to copy what already works, but to identify what’s missing. “If you look at what’s not on the shelf, there’s no data for that.” This approach allows Herrljunga Drycker to punch above its weight, competing not through scale or budget, but through originality and relevance.

Balancing Courage with Credibility

Boldness is central to Herrljunga Drycker’s success—but it is carefully managed. The company actively encourages experimentation and accepts that not every product will succeed. “We don’t make such a big deal if it goes wrong, that has made us dare.”

However, there are limits. Too many failed launches can damage credibility, particularly in relationships with retailers and distributors. Knowing when to stop is just as important as knowing when to start. “You can’t have too many of those, then credibility gets worn down.”

This balance between courage and discipline is critical. Success comes not from avoiding risk, but from taking calculated risks, and being honest enough to discontinue products that don’t resonate.

“We don’t make such a big deal if it goes wrong; that has made us dare.”

Staying True While Pushing Boundaries

One of the more nuanced challenges Herrljunga Drycker navigates is how far to push innovation without diluting the brand. As a family-owned business with a long heritage, there is a strong emphasis on staying true to core values. “It has to feel right, not just look good on paper.”

This principle acts as a filter: not every opportunity is worth pursuing, even if it is commercially attractive. At the same time, the company recognises the need to evolve continuously to remain relevant.

To manage this tension, Herrljunga Drycker operates with a portfolio of six brands, each with its own framework, identity, and intended target audience. While the corporate brand provides the foundation, each sub-brand has clear boundaries regarding which products and occasions fit within its positioning. “Our size means we can set up a full-scale test in the middle of a normal week, larger companies don’t always have that flexibility.”

This allows the company to innovate freely without compromising the integrity of its main brand, a crucial strategy when operating across both non-alcoholic and alcoholic categories.

“Our size means we can set up a full-scale test in the middle of a normal week, larger companies don’t always have that flexibility.”

The Power of Internal Alignment

In a smaller organisation, internal culture plays a decisive role in success. At Herrljunga, Drycker innovation is not confined to a single department—it is a shared responsibility across the company. “Everyone is a consumer in the end, it’s important to involve everyone.”

Employees are encouraged to contribute ideas, whether through direct conversations or anonymous suggestions. Regular internal events celebrate successes and build excitement around upcoming launches, reinforcing a sense of shared ownership.

Rethinking Data: Beyond Numbers

While data plays a role in decision-making, Herrljunga Drycker takes a broader view of what “data” actually means. Alongside traditional metrics, the company places significant value on qualitative insights—observations, experiences, and conversations. “I would say we use soft data, feelings, impressions, experiences.”

This combination of “hard” and “soft” data reflects a pragmatic approach: structured where necessary, intuitive where useful. Importantly, it also acknowledges the limitations of traditional data sources, which often only capture existing behaviour, not future opportunities. “Traditional data shows what works, but not what doesn’t exist.”

Nina describes this as the difference between seeing the data and understanding the human behaviour behind it. Data might show when the highest number of children are born, but the real opportunity lies in interpreting what that means. More newborns may also mean more exhausted parents, creating opportunities for entirely different ideas or communication angles. In that sense, innovation is not just about reading statistics, but about understanding the real-life situations hidden beneath them.

“Traditional data shows what works, but not what doesn’t exist.”

Growing Smart in a Market of Giants

Operating as a smaller player in a market dominated by global giants presents clear challenges, particularly in terms of scale and investment. Herrljunga Drycker has, at times, had to turn down growth opportunities simply because it lacked the capacity to deliver at the required level.

Yet this constraint has also shaped a more disciplined and focused growth strategy. Rather than chasing rapid expansion, the company prioritises sustainable, organic growth aligned with its capabilities and values. “Be smart with small budgets; a smaller player needs a smarter approach to reach out. We want to grow through our own ability and strength.”

“Be smart with small budgets; a smaller player needs a smarter approach to reach out. We want to grow through our own ability and strength.”