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Utrecht, 5 May 2026 - DVJ Insights welcomes Jantine Cornel and Stefanie Pooyé as consultants in the Netherlands, further strengthening its local consultancy team and supporting continued growth in the region. Jantine brings over 10 years of experience in marketing research. She started her career at MetrixLab (now Toluna) as a researcher and, after around seven years, moved into a commercial role as Client Director. Throughout her career, she has developed a strong affinity for agency life and a deep passion for research. She specialises in brand and communication research, with extensive experience designing and managing large-scale brand and campaign tracking programmes. Jantine has worked with a wide range of clients across industries, helping them better understand and strengthen their brands. “After 11 years at the same agency, I felt it was the right time for a new challenge. DVJ stood out to me for its strong focus on learning and validation, as well as its commitment to sharing valuable industry knowledge. I’m particularly drawn to the emphasis on translating insights into real impact for clients, and I’m excited to be part of the team,” says Jantine Stefanie brings over 10 years of experience in market research, both on the agency and client side. She previously worked at MetrixLab as a researcher and consultant, as well as at Markteffect and Versuni (Philips Domestic Appliances), where she was part of the Global Consumer & Market Insights team. She also spent time teaching bachelor students, an experience that further strengthened her passion for the agency environment. She combines a strong research background with client-side experience, enabling her to translate insights into relevant and actionable recommendations. Her work is centred on understanding business challenges and supporting brands in making better-informed decisions. Stefanie: “I’ve always been passionate about combining consumer insights with innovation to drive growth for brands. With experience on both the agency and client side, I realised how much I enjoy the pace and diversity of agency work. DVJ immediately stood out to me because of its strong reputation, as well as its focus on quality, learning, and truly understanding behaviour. I’m really excited to be part of this team and to contribute to delivering impactful insights that help brands grow” “Jantine and Stefanie are great additions to our team in the Netherlands. With their experience and ambition, they strengthen our ability to support clients locally while staying closely connected to our global expertise. We are very happy to welcome them to the team,” says Sonja van den Berg, Managing Consultant, Netherlands.

In an increasingly competitive and digital-first insurance landscape, growth requires more than just strong branding or sharp performance marketing alone. In this conversation, Ron Adams, Tribe Lead Marketing & Sales at Allianz Direct, shares how the company approaches brand growth through a combination of data, agility, and customer-centric innovation. From building visibility in a crowded online environment to redefining the role of brand in an AI-driven world, Ron explains why success lies in balancing long-term brand building with short-term commercial impact. Growth as a Daily Proof Point For Allianz Direct, growth is not defined by a single metric, but by the interplay between brand strength and commercial performance. While traditional brand KPIs such as awareness, consideration, and preference remain important, they are complemented by more direct indicators like branded search and cost per order. “We believe that if you can build a strong brand, that growth will come over time,” Ron explains. “But you also need to see results in the short term. Our brand has to prove itself at the checkout every day.” Operating as an online retail insurer fundamentally shapes this mindset. Every investment, whether in branding or performance, is ultimately measured against its contribution to sales. “At the end of the day, everything needs to be earned back. That may sound blunt, but that’s how our business works.” “We believe that if you can build a strong brand, that growth will come over time. But you also need to see results in the short term. Our brand has to prove itself at the checkout every day.” Winning Through Visibility and Findability In a category where purchase journeys are increasingly digital, visibility is a decisive growth driver. According to Ron, success starts with being present at the exact moment consumers are searching. “If you’re not on the first page of Google, you simply don’t exist,” he says. “And with AI developments, it’s becoming even more about that top layer of visibility.” This reality has led Allianz Direct to adopt a highly dynamic approach to marketing, where performance is continuously monitored and optimised. Budgets are adjusted on a daily basis, and sometimes even throughout the day, reflecting the speed at which digital markets evolve. At the same time, campaigns play a critical role in shaping the brand. “It’s about who you are, what proposition you bring to the market, and how you build that over time,” Ron adds. The challenge lies in ensuring that both brand and performance efforts work together seamlessly. “If you’re not on the first page of Google, you simply don’t exist, and with AI developments, it’s becoming even more about that top layer of visibility.” Agility as a Cultural Advantage One of the defining characteristics of Allianz Direct is its ability to operate with the agility of a start-up, despite being part of a global organisation. With a relatively lean team, the company has maintained a culture that prioritises speed, curiosity, and continuous improvement. “We started as a start-up, and although we’re not one anymore, we still operate in a very compact way,” Ron explains. “That allows us to adapt quickly to changing consumer needs.” This agility is further enabled by a modern IT platform, which was rebuilt from the ground up. In an industry where legacy systems often slow down innovation, this provides a significant competitive advantage. “If you get the chance to redesign your platform with everything you’ve learned, you do things very differently. It makes you much more flexible.” The result is an organisation that can move faster than traditional insurers, particularly in areas such as pricing, where sophisticated risk models allow for highly personalised offers. “If you get the chance to redesign your platform with everything you’ve learned, you do things very differently. It makes you much more flexible.” From Reactive to Proactive Customer Engagement Traditionally, insurers have focused on key “moments of truth”, such as claims handling. However, Allianz Direct is expanding this perspective by engaging customers proactively throughout their lifecycle. “We try to be relevant even when nothing is wrong,” Ron says. Examples include weather alerts that warn customers of incoming storms and provide tips to prevent damage, as well as “premium alerts” that notify customers when their coverage may no longer be appropriate. “We might tell you that your car is now ten years old, and that your current insurance might not make sense anymore. That’s not something customers expect from insurers.” These initiatives reflect a broader shift towards adding value beyond transactions, positioning the brand as a helpful partner rather than just a service provider. “We might tell you that your car is now ten years old, and that your current insurance might not make sense anymore. That’s not something customers expect from insurers.” The Rising Importance of Brand in an AI-Driven World Despite the strong focus on data, pricing, and technology, Ron is clear that brand and communication are becoming increasingly important, not less. “There was even a discussion internally about whether we still need a brand in a world where AI can answer everything,” he recalls. “But I think brands will become even more important.” As consumers increasingly rely on platforms like ChatGPT and social media for information, brands serve as anchors of trust and recognition. This is particularly relevant when targeting younger audiences, who often struggle to relate to traditional insurance language. “Gen Z doesn’t understand terms like liability insurance,” Ron explains. “So we need to communicate differently, in their language, on platforms like TikTok and Instagram.” At the same time, while AI is transforming the execution of marketing, enabling faster production, testing, and personalisation, Ron believes that human creativity remains essential. “AI can help with efficiency, but the big idea still needs to come from people.” Navigating the Tension Between Short and Long Term Perhaps the most enduring challenge for Allianz Direct lies in balancing short-term performance with long-term brand building. The company’s rebranding from Allsecur to Allianz Direct illustrates how difficult this can be. “When you’ve built a brand for more than ten years and then have to start again, that’s tough,” Ron admits. “You need patience.” While pan-European campaigns initially offered efficiency and consistency, the company has since moved back towards more localised approaches to better reflect market differences. This highlights the constant trade-offs between scale and relevance. “It’s always a balance,” Ron concludes. “But we’re now seeing the brand grow steadily across markets. It just takes time.” “When you’ve built a brand for more than ten years and then have to start again, that’s tough. You need patience.” Building for Sustainable Growth Allianz Direct’s approach to growth is rooted in pragmatism. It recognises that no single lever, whether brand, performance, technology, or pricing, can drive success on its own. Instead, growth comes from combining these elements into a coherent system: a strong and visible brand, supported by data-driven performance, enabled by agile teams and modern technology, and brought to life through meaningful customer interactions. In a world where digital competition intensifies and consumer expectations continue to evolve, this balanced approach may prove to be the most sustainable path to long-term brand growth. Learn more about Allianz Direct: http://www.allianzdirect.nl/

In an industry shaped by uncertainty and rapid transformation, the role of brand building in insurance is being redefined. In this conversation, Rubén Gallardo, Marketing Director at Mapfre, shares his perspective on driving brand growth within Spain’s leading insurance company. With over eight years at Mapfre and recently stepping into a role that unifies digital and traditional marketing, Rubén reflects on how the organisation is evolving its positioning, capabilities, and customer approach to stay relevant in a changing landscape. Beyond Awareness: Rethinking Brand Metrics in a Community-Driven World For decades, brand growth has been measured using standard funnel metrics: awareness, consideration, and preference. Although these remain relevant, Rubén believes they are no longer sufficient on their own. “We’re all very used to managing the classic top-of-the-funnel indicators,” he explains, referring to awareness and consideration metrics. But he is clear that the future lies elsewhere: “where we want to evolve is toward understanding attributes and building communities.” This shift reflects a broader transformation in how influence is distributed. Brands no longer fully control their narratives. Instead, communities, peer opinions, and content creators increasingly influence perception. As Rubén points out, “the brand's success depends on the customer experience. Third-party opinions, especially those of influencers, are the most relevant to LLMs, which are the ones that will dominate recommendations.” For Mapfre, this means looking beyond so-called “vanity metrics” and investing in a deeper understanding: what relevance the brand holds within key communities, what attributes it possesses, and how these translate into real influence. “The brand's success depends on the customer experience. Third-party opinions, especially those of influencers, are the most relevant to LLMs, which are the ones that will dominate recommendations.” Data, talent, and technology as drivers of growth While the external environment is changing rapidly, Mapfre’s internal focus is proving equally transformative. When asked about the most impactful strategic decision in recent years, Rubén is unequivocal: “Without a doubt, data is key to improving the customer experience and service.” Significant investment in data capabilities, technology, and talent is enabling the company to become more customer-focused as well as forward-looking. This is a process that will accelerate in the coming months and years. It is not simply about measurement, but about building a foundation for smarter decision-making and long-term competitiveness. Alongside this, people remain central. Rubén underscores this, emphasizing the importance of combining existing expertise with new capabilities. This dual focus—on advanced data infrastructure and human capability—reflects a broader truth of modern marketing: technology enables growth, but it is the organization’s ability to interpret and act on insights that ultimately drives impact. “Without a doubt, data is key to improving the customer experience and service.” From claims management to customer support: a new brand positioning Perhaps the most significant change at Mapfre lies in the evolution of its brand positioning. Traditionally, insurance companies have focused on solving problems, stepping in when something goes wrong. But for Rubén, this approach is no longer enough. “The insurance industry has an opportunity to be relevant to its customers beyond the moment of a claim.” The challenge, therefore, is to redefine the role of insurance in people’s lives. Mapfre’s response is a repositioning strategy centred on support and empowerment. Rather than serving as a reactive safety net, the brand aims to become a proactive partner. “We want to be there not only when something bad happens, but to help you take steps forward in your life,” explains Rubén. This insight is based on a deep understanding of consumer psychology. Research revealed that many customers feel uncertain when making important life decisions. By addressing this emotional barrier, Mapfre seeks to create a more meaningful and positive relationship. As Rubén describes, “we want to be there so that people feel secure when they take that step.” This shift, from protection to empowerment, redefines the entire category. It transforms insurance from an unwanted purchase into a facilitator of life decisions, aligning the brand with moments of growth rather than moments of crisis. “The insurance industry has an opportunity to be relevant to its customers beyond the moment of a claim.” Creativity in a Data-Driven World In an era dominated by automation, personalisation, and performance marketing, creativity might seem at risk of being overshadowed. Yet for Rubén, it remains the most critical ingredient. “You can have the best technology in the world, but if the creativity and the message don’t connect, you will just be noise,” he states. This belief is reflected in Mapfre’s approach to communication. Rather than relying on abstract messaging, the brand draws directly from real customer experiences. Campaigns featuring actual employees and real-life assistance scenarios bring authenticity and credibility to the forefront. “It was the truth of Mapfre in action,” Rubén says, describing campaigns that showcased real service moments. Looking ahead, the challenge lies in maintaining this authenticity while scaling content across channels and audiences. With increasing segmentation and the rise of AI-driven personalisation, brands must balance efficiency with consistency. For Mapfre, this means ensuring that every touchpoint, from social media to physical assets, reflects the same core positioning. “All formats must breathe the same brand attributes,” Rubén emphasises. It is a delicate balance: scaling creativity without diluting it. “You can have the best technology in the world, but if the creativity and the message don’t connect, you will just be noise.” Building Emotional Relevance Through Sponsorship One of the most distinctive elements of Mapfre’s brand strategy is its longstanding commitment to sponsorship, particularly in sports. For Rubén, this is not merely a visibility strategy, but a strategic necessity. The nature of insurance poses a fundamental challenge: interactions with the brand are often linked to negative events. “You tend to associate insurance with when you have a mishap,” he explains. Sponsorship offers a powerful counterbalance. By associating with sport, Mapfre enters moments of joy, passion, and community. “It allows us to be close to our customers in moments that are positive,” says Rubén. Whether supporting national teams or grassroots competitions, these partnerships enable the brand to connect through shared values such as teamwork, effort, and aspiration. This emotional layer is essential for long-term brand growth. It broadens the brand’s meaning beyond its functional role and embeds it in the cultural fabric of consumers’ lives. “Sponsorship allows us to be close to our customers in moments that are positive.” A Sustainable Future, Internally and Externally Finally, sustainability plays a central role in Mapfre’s strategy, not only as a pillar of communication but as a business necessity. “At MAPFRE, sustainability isn’t just another initiative: it’s a pillar of the business that guides how we insure, invest, and grow to create long-term value for people and society,” Rubén states. This perspective extends beyond environmental considerations to include social impact and organisational culture. From community initiatives to operational efficiency, sustainability is embedded across the business. Importantly, these efforts also strengthen internal engagement. “It generates a very strong sense of pride and belonging among employees,” Rubén notes. In this sense, sustainability becomes both a driver of external trust and an internal source of motivation, reinforcing the brand from the inside out. “At MAPFRE, sustainability isn’t just another initiative: it’s a pillar of the business that guides how we insure, invest, and grow to create long-term value for people and society.” Navigating the Future of Brand Growth Rubén’s perspective reflects a broader evolution in marketing. Brand growth is no longer about isolated campaigns or single metrics. It is about orchestrating multiple dimensions: data and creativity, experience and communication, technology and human insight. At its core, however, one principle remains unchanged. “We are a company created for the customer,” he says. In a world of increasing complexity, this clarity may be the most powerful growth strategy of all.

As DVJ Insights celebrates its tenth anniversary of Brand Growth, this special edition takes a step beyond the practitioner perspective and into academia. In conversation with Dennis Herhausen, Professor of Marketing and Head of the Marketing Department at Vrije Universiteit Amsterdam, one thing becomes clear: while marketing tools and technologies evolve rapidly, the fundamentals of growth remain strikingly consistent, yet increasingly complex. Dennis brings a strategic and managerial perspective to marketing, with a growing focus on AI and its implications. His insights offer a valuable bridge between theory and practice, shedding light on how brands can grow in a world where both humans and machines are shaping decisions. Growth Starts with Real Customer Value For Dennis, brand growth is not an abstract concept, it is grounded in a simple but powerful principle: delivering genuine value to customers. “Brand growth is when you’re able to sell to more customers and more to your customers. And you can only do this if you have a good offer.” This definition may sound straightforward, but it carries significant implications. Growth is not driven by marketing tactics alone, nor by short-term optimisation strategies. Instead, it begins with a deep understanding of what customers are trying to achieve, and how a brand can help them get there. Dennis frequently draws on the “jobs to be done” framework in his work with companies. This approach shifts the focus from products to customer needs, encouraging organisations to identify the underlying problems or “jobs” customers are trying to solve. “You have to understand what the job is that your customer needs to be done and how you can help them.” This perspective also highlights the importance of identifying friction. Growth opportunities often lie in unmet needs or inefficiencies in the customer journey-areas where brands can create meaningful differentiation. However, not every friction point is worth solving. As Dennis notes, it must be relevant enough that customers are willing to pay for the solution. Ultimately, sustainable growth comes from consistently delivering a superior offer. Brand growth is driven by creating real customer value. A principle that underpins both academic theory and practical success. Acquisition and Loyalty: Two Sides of the Same Coin A second key theme in Dennis’s perspective is the interplay between acquisition and loyalty. Rather than viewing them as separate strategies, he sees them as deeply interconnected. “You have to do acquisition and loyalty. You have to orchestrate both” Attracting new customers is essential for expansion, but retaining existing ones strengthens the base of growth. Satisfied customers not only buy more, but also recommend the brand to others, creating a virtuous cycle. “It helps a lot to get new customers if you’re able to keep your existing customers happy.” This idea is captured in the concept of “earned growth”, which builds on the Net Promoter Score. Rather than focusing purely on revenue, it looks at how much growth comes from existing customers and their recommendations. “Are you able to grow with your existing customers? And are you able to grow with recommendations?” The distinction is important. Growth driven by heavy discounts or aggressive sales tactics may boost short-term results, but it rarely leads to long-term success. In contrast, growth driven by customer satisfaction signals a healthy and sustainable trajectory. So growth requires both acquisition and loyalty, and the real challenge lies in orchestrating the two effectively. Balancing Short-Term Push and Long-Term Pull One of the most pressing challenges for marketers today is balancing short-term performance with long-term brand building. Dennis frames this as the need to balance “push” and “pull”. On the one hand, brands must create pull through strong brand equity, customer loyalty, and positive word of mouth. These are long-term investments that build preference over time. On the other hand, they need push mechanisms-such as search optimisation, digital presence, and conversion tactics-to capture demand when it arises. It has to be a good balance. Not just digital, transactional, sales-driven, but also not only brand or long-term driven. However, this balance is often disrupted by organisational pressures. Many companies operate with a strong focus on short-term financial targets, leading to an overemphasis on immediate results. If companies are quarterly driven, they also tend to have short-term marketing activities and short-term success measures. ‘’The challenge is not to abandon short-term goals, but to ensure they do not dominate decision-making. Marketing, by its nature, is a long-term discipline.’’ Not every activity will deliver immediate returns, and expecting it to do so can undermine sustainable growth. This requires a shift in both mindset and incentives. Organisations need to create space for long-term thinking and recognise that not everything that drives growth shows up in next month’s numbers. Barriers to Growth: Letting Go of the Past Despite clear principles, many organisations struggle to achieve sustained growth. Dennis points to several recurring barriers, many of which are internal rather than market-driven. One common issue is a narrow view of the market. Companies often focus too heavily on existing segments or industries, limiting their ability to identify new opportunities. Growth, in many cases, requires looking beyond familiar boundaries. Another major barrier is inertia, which is the tendency to stick with strategies that have worked in the past. “Something that helped you to grow in the last five years, it’s not guaranteed that this will help you in the next five years.” Success can create a false sense of security. Companies become reluctant to change direction or to cannibalise their own offerings, even when the market is evolving. At the same time, growth requires continuous investment. “Whenever you want to gain a new customer, you have to be willing to invest first.” This investment is not a one-off effort, but an ongoing commitment. Companies that underinvest, whether in marketing, innovation, or customer understanding, will struggle to sustain growth over time. From Human to Machine: The Rise of the Agentic Audience Looking ahead, Dennis identifies one of the most significant shifts in marketing: the rise of AI-driven decision-making. As consumers increasingly rely on digital assistants, large language models, and AI agents, the nature of buying decisions is changing. “We have to think not only how to convince the human, but also how to convince the machine” This introduces the concept of an “agentic audience”, where algorithms act on behalf of consumers. These agents can process vast amounts of information, from product specifications and reviews to third-party validation, far beyond what a human would typically consider. The implications for marketing are profound. Persuasion becomes less about surface-level messaging and more about substance. “It’s much harder to fake anything. If what you do is not good and does not create value, you won’t convince.” In this environment, the fundamentals become even more critical. Brands must offer real value, provide credible proof, and ensure consistency across all touchpoints. At the same time, this shift expands the role of marketing. It is no longer just about communication, but about orchestrating the entire customer experience, from product to technology to service. AI agents will increasingly influence purchasing decisions, and Dennis sees this as a key area for future research, particularly the role of AI agents as decision-makers in both B2B and B2C contexts. Marketing as the Orchestrator of Growth This evolving landscape raises an important question: who is responsible for brand growth? For Dennis, the answer is clear, even if the execution is complex. While growth should be a shared responsibility across leadership, marketing plays a central role in orchestrating it. “Marketing is basically the logical choice for the middleman that orchestrates brand growth.’’ As organisations become more interconnected, marketing sits at the intersection of multiple functions: technology, data, customer experience, and communication. This makes it uniquely positioned to align efforts and ensure consistency. At the same time, this expanded role requires new capabilities. Marketers must understand not only customers, but also systems, data flows, and increasingly, algorithms. A Final Reflection: Back to the Fundamentals Despite the rapid pace of change, Dennis’s perspective ultimately brings us back to the fundamentals of brand growth. Growth starts with understanding what customers need and delivering real value. It requires balancing acquisition and loyalty, short-term and long-term efforts. It demands adaptability, continuous investment, and a willingness to challenge past success. And as the role of AI continues to grow, these fundamentals will only become more important. Or, as Dennis succinctly puts it: focus on what you do well, understand why customers value it, and explore where else that value can create impact. In an increasingly complex marketing landscape, that combination of clarity and discipline may be the most powerful growth strategy of all.

Copenhagen, 30 April 2026 - DVJ Insights welcomes Lars Brix Bendtsen as client consultant in Denmark, further strengthening its local consultancy team and supporting continued growth in the Nordic region. Lars brings almost 20 years of experience in insights, market research, and business development. He started his career at a GroupM media agency and has since worked as a Partner at Communication Research and as an independent consultant at Loyalty House. He also held roles at Pandora Global Consumer Insights and most recently led Insights at the media agency Orchestra, where he focused on turning data into actionable insights and informing strategic decision-making. He specialises in brand and communication research, innovation, and event and sponsorship measurement. Lars has worked across a wide range of sectors, including FMCG, technology, culture, finance, sports, and luxury. He combines strong quantitative expertise with a deep focus on understanding the client’s core business challenges, often starting with problem workshops to ensure insights are relevant and impactful. At DVJ Insights, Lars will focus on building strong client relationships and supporting further growth in the Nordic market. He is particularly motivated by helping clients translate insights into clear actions that drive both immediate impact and long-term brand growth. “What stood out to me about DVJ is the strong culture, its consistent growth, and the opportunity to help build a strong insights position in the Nordics. I’m particularly inspired by the academic and methodological foundation, combined with a clear focus on real client impact. I look forward to helping clients turn insights into meaningful actions that support both short- and long-term growth.” “Lars is a great addition to our team in Denmark. With his strong client focus and capacity to build trusted relationships, he strengthens our ability to support clients locally while staying closely connected to our global expertise,” says Elin Scotford, Nordic Market Lead at DVJ Insights.

“What we sell is only a good feeling.” That is how Saskia Divendal, Manager Brand & Marketing at the Netherlands Red Cross, describes the challenge of driving growth in a category where trust, emotion and reputation matter at least as much as visibility or conversion. In this Brand Growth Interview, she explains what that means in practice, from positioning and KPI management to creative choices that help the brand stay both credible and effective. When Your Brand Is The Product Because the Red Cross is not selling a tangible product, growth depends much more heavily on the strength of the brand itself. As Saskia puts it: “I can’t put anything on promotion. I really have to rely on a reputation and the feeling people have about our organisation, both emotionally and actually also rationally.” That is also why she pushes back on the assumption that charity marketing is somehow softer or less demanding than commercial brand building. In her view, the opposite is true. She and many of her colleagues came from commercial organisations before joining the Red Cross, and she sees far more overlap than many outsiders would expect. “People think that if you do marketing for a charity, then maybe you can all do it a bit without much effort. That everything moves a bit slower, that it is less dynamic. But there is nothing non-committal about it.” “I can’t put anything on promotion. I really have to rely on a reputation and the feeling people have about our organisation, both emotionally and actually also rationally.” Growth Is Harder When Results Are Less Direct One of the clearest differences with traditional businesses lies in how quickly marketing results become visible. In retail, those results tend to show up quickly. At the Red Cross, they are much harder to isolate. As Saskia explains: “In retail, you basically see the result of your marketing effort the next day when your revenue figures come in. For us, it is much harder to determine exactly what caused your income growth, your number of regular donors or the number of leads you bring in to show an upward or downward trend.” That is partly because giving is so strongly shaped by world events. In quieter periods, it becomes much harder to isolate what is really driving response. As Saskia puts it: “If there is an earthquake in Turkey, then I also know that the day after I launch the campaign, I will see a huge amount of money coming into the bank account. But in between those moments, it is often very difficult to estimate what actually caused you to get attention and also sympathy.” That makes long-term brand building essential. The Red Cross cannot rely on constant visibility in the way a major retailer can. It has to keep earning trust over time. “In retail, you basically see the result of your marketing effort the next day when your revenue figures come in. For us, it is much harder to determine exactly what caused your income growth, your number of regular donors or the number of leads you bring in to show an upward or downward trend.” The Right KPIs Still Drive Growth Although the category is different, the growth logic remains familiar. “The most important KPI is the number of donors and revenue, or at least donations.” But those figures only tell part of the story. Alongside those fundraising metrics, the Red Cross also tracks how visible and how well understood the brand is. As Saskia puts it, “We do have the Stakeholder Watch in which we continuously participate, which means we can really measure very well: how often are we in the media, how often are we present with campaigns, but also how the Red Cross is perceived and what that does to our reputation.” That broader awareness matters because it helps drive future growth. As Saskia puts it, “Those percentages form the basis for the influx of new donors. The moment you start declining in that, it also means that you have to make much more effort to get people loyal to the Red Cross.” In other words, brand health is not just a soft metric in the background. It directly affects the organisation’s ability to attract new supporters and keep them engaged over time. “The most important KPI is the number of donors and revenue, or at least donations.” Positioning Is Critical In A Crowded Category For Saskia, growth also depends on clearly owning the right space in people’s minds. That makes positioning a critical growth lever. “I think that what is going to be decisive anyway is: what is your share of voice in this whole charity environment?” For Saskia, that also means staying close to the organisation’s core. “We started doing a bit too much and were seen less as emergency aid, so we had to realign our focus.” That is also a competitive choice. In a crowded landscape, other charities are moving into similar territory, so the Red Cross has had to become more focused about the space it wants to own. Its answer is a positioning built around one central idea: unconditional help. As Saskia puts it, “We are the organisation of unconditional help. We help people, anywhere, anytime, for any reason. That is our core identity. That is our fundamental principle. That has to be felt in all our communication.” “We are the organisation of unconditional help. We help people, anywhere, anytime, for any reason. That is our core identity. That is our fundamental principle. That has to be felt in all our communication.” In Emergency Campaigns, Polished Can Work Against You One of the most striking parts of the conversation is Saskia’s view on creativity. She believes in strong creative work, but she also believes there are moments when too much polish can undermine trust. As she explains, “If you are talking about real emergency aid campaigns, then our principle is actually that it has to look as simple as possible. That sounds very strange, and sometimes it is not simple at all, but it does have to look simple.” What she means is not sloppy or low-quality work. It is about signalling restraint. When the Red Cross is asking people to donate money in response to a crisis, the communication has to feel immediate and proportionate. You should not unleash a whole campaign concept on something that needs to generate money in the short term, where people really want to feel they donate money to the people on the picture and not for the advertising agency working on it. The same logic shapes decisions behind the scenes too. Or, in her words: “It should not be a Rolls-Royce if a Renault Megane works as well in the end.” The balance between innovation and credibility also shapes how the Red Cross looks at new technology. Like many organisations, it is exploring how AI can support the work, but for Saskia the question is not just what technology can do, but how it can be used without undermining trust. As she says, “We are also looking into what AI can do for us, how to simplify our processes, and how it can help us in our work.” At the same time, she sees a clear boundary: “At the Red Cross, there is also a thin line, in the sense that it has to maintain the authenticity of the organisation, because that is what people trust.” “It should not be a Rolls-Royce if a Renault Megane works as well in the end.” Growth Comes From Many Smaller Wins When asked where future growth will come from, Saskia does not point to one breakthrough idea. Instead, she describes a more incremental model. “I find it terribly difficult, to be honest, to really figure out where you are going to find the holy grail. I actually no longer believe in one holy grail at all, but perhaps more in 20 high-quality ideas that, together have the potential to drive real impact.’’ That idea reflects a broader philosophy: meaningful growth is often the result of many smaller improvements working together. It is a pragmatic view, especially in a category where budgets are limited, trust is fragile and attention can shift overnight. Rather than waiting for one big answer, the Red Cross is building growth through continuous optimisation. ’’I actually no longer believe in one holy grail at all, but perhaps more in 20 high-quality ideas that, together have the potential to drive real impact.’’ A Commercial Mindset In Service Of Something Bigger Perhaps the clearest takeaway is that Saskia does not see charity marketing as a softer version of commercial marketing. If anything, she sees it as a discipline that demands the same rigour, but with even less room for error. “I think you have to be a damn good marketer to ultimately make sure you can sell something while using far lower budgets.” In the end, the Red Cross is not operating outside the world of brand growth. It is operating within it, but under a different set of constraints. It has to build awareness, distinctiveness and trust. It has to defend its position and make choices that support long-term growth. The difference is that every marketing decision is judged not only on effectiveness, but also on whether it feels worthy of the mission behind the brand. “I think you have to be a damn good marketer to ultimately make sure you can sell something while using far lower budgets.”

DVJ Insights has been nominated for Research Agency of the Year in the Netherlands by the Data & Insights Network. This award recognises agencies that have made a strong and visible impact on the Research & Analytics industry over the past year. It reflects hard work, a high standard of quality, and the ability to lead in innovation and growth. For DVJ Insights, this nomination reflects a strong 2025. The company achieved sustainable growth, maintained 100% client retention in long-term partnerships, and saw a clear increase in employee happiness - a strong indication that its strategy continues to deliver. The nomination also highlights DVJ Insights’ continued focus on innovation and thought leadership. This includes new solution developments such as Spenderlog, the integration of AI and new methodologies, and the company’s ongoing contribution to the industry through its Brand Growth platform and collaborations with academia. Most importantly, the nomination is a recognition of the people behind DVJ Insights. Their commitment to collaboration, continuous improvement, and a strong focus on quality and impact remains at the core of the company’s success. Young Talent of the Year Alongside our nomination for Research Agency of the Year, we are also proud to share that Dennis Hulsebos has been nominated for Young Talent of the Year by the Data & Insights Network. This recognition is for young professionals who show courage, think beyond the obvious, and bring fresh, creative ways to move our industry forward. Dennis represents exactly that. Through his work on new solutions and smarter processes, he contributes to how we want to evolve as a company; combining methodology and technology, staying open to new ideas, and making research smarter, stronger, and more future-proof. At DVJ, we believe in creating an environment where young talent can develop, challenge the status quo, and make a real impact early in their careers. Dennis is a great example of that. We are really proud of this nomination.

In a recent article, I argued that there is no such thing as a “right” or “wrong” segmentation — only those that are more or less useful for marketing. That point is worth reiterating. Because it leads to a second, equally important conclusion: There is no single best way to segment a market. The right segmentation depends entirely on the decisions it is meant to inform. Or, put differently: segmentation is not a model. It is a tool. And like any tool, its value lies in how well it fits the job.

In an era where retail is increasingly defined by omnichannel complexity, the instinct is often to expand: more channels, more touchpoints, more innovation. Yet according to Els Breugelmans, Full Professor at KU Leuven and expert in retail and consumer behaviour, this is not where true growth is found. Instead, the real driver of success is much more fundamental. Retailers grow not by doing more, but by doing what matters most for the customer. Reflecting on her research, Els returns to one core principle time and again: “For me, brand growth is very much tied to understanding the customer.” Customer-Centricity as the Foundation of Growth Customer-centricity is one of the most frequently used terms in marketing, yet Els makes clear that it is still not consistently applied in practice. Many retailers continue to think from within: from their product range, their formats, their channels, or their internal structures. However, the retailers that succeed are those that invert this logic. They start from the customer and build their strategy around what that customer needs, wants, values and truly cares about. “They look at opportunities from the customer’s perspective and can adapt their strategy much faster,” Els explains. This distinction becomes increasingly important in a world where consumer behaviour is constantly shifting. External factors such as inflation, changing household dynamics, or even major life events (such as finding or losing a job, or getting a serious health diagnosis) can significantly alter purchasing patterns. Retailers that rely purely on historical data or fixed strategies risk missing these shifts. By contrast, those that focus on understanding the “why” behind behaviour, not just the “what”, are better equipped to anticipate change. This deeper layer of insight enables brands to stay relevant, even as the context evolves. Ultimately, brand growth is not driven by reacting to change, but by understanding it early and acting on it decisively. “For me, brand growth is very much tied to understanding the customer.” Convenience vs Experience: A Category-Driven Strategy A key insight from Els’ research is that not all retail should be approached in the same way. The distinction between low- and high-involvement categories is critical. In food retail, purchases are frequent, routine and often low-risk. Here, convenience is the dominant driver. Consumers want to complete their shopping quickly, with as little effort as possible. Retailers should therefore reduce friction and support such (oftentimes habitual) behaviour. Consider for example prior research that shows that grocery shoppers spend only a few seconds in front of a typical shelf, and consider just one or two product options (out of the many on display). Often, these will be the brands with high mental availability: “If you’re not already in the consumers’ mind before they enter the store, they simply won’t look for you on the shelf,”  Els notes. When retailers then ensure that these products are also readily accessible in a physical sense (i.e., easy-to-find on the store’s shelves), grocery shoppers are able to shop in a convenient and smooth manner, thereby creating customer value. In non-food categories, however, the situation is fundamentally different. Purchases are less frequent and more considered, often involving higher financial or emotional stakes. In these contexts, consumers are more open to exploration and guidance. Though being able to shop without friction remains the baseline expectation for consumers, this is where consumer experience can become a key differentiator. (Physical) stores can play a crucial role in adding that experience for consumers, for instance by enabling discovery, offering personal advice and/or creating engaging environments. In such higher involved categories, the store then serves not just as a point of sale, but as a point of reassurance. The implication for brand growth is clear: retailers must align their proposition with the nature of the category. A mismatch between consumer expectations and retail experience can quickly erode value, while a well-aligned approach strengthens both brand perception and performance. “If you’re not already in the consumers’ mind before they enter the store, they simply won’t look for you on the shelf.” The Evolving Roles of Physical and Online Channels The growth of e-commerce has led to repeated predictions about the decline of physical retail. Els, however, strongly disagrees. “I fundamentally do not agree with the idea that the physical shop no longer has a role,” she states. Physical stores remain essential, particularly in food retail, where fully online shopping remains the exception rather than the rule. Still, they prove to be highly important for non-food products as well, albeit that their role within the customer journey is changing. Rather than being purely transactional spaces, stores are increasingly becoming places where additional value is created. They can enable discovery (of what products are available), provide personalisation, foster community, or deliver engaging experiences that cannot be replicated online. At the same time, online channels serve a different but equally important function. They are often used in the search and orientation phase of the customer journey. “I think it is very important to realise that an online channel is often used in the search phase,” Els explains. This means that online does not always need to convert directly to justify its existence. Even if it generates little immediate revenue, it can play a crucial role in influencing decisions that ultimately lead to offline purchases. However, online environments come with their own challenges. With competitors just one click away, providing a frictionless user experience is critical. Any difficulties in navigation, finding information or completing the checkout process can immediately drive customers elsewhere. In that sense, the digital channel is both a powerful enabler and an unforgiving environment. “I fundamentally do not agree with the idea that the physical shop no longer has a role.” From Channels to Journeys: Creating Synergy for Growth Perhaps the most important shift Els advocates is moving away from a channel-centric perspective altogether. “My advice would be: stop thinking in terms of channels,” she says. Instead, retailers should focus on the customer and the customer journey as a whole. Each channel can have its own role and purpose, and growth comes from how well these roles are aligned with consumer needs and wants. Online and offline should not compete, but complement each other. While online channels can inform, inspire and guide, physical stores can reassure, personalise and create experience. Together, they can form a cohesive system that supports the customer at every stage in his/her journey. A strong example of this synergy lies in the use of data. Insights from online behaviour can highlight purchase barriers or unmet needs, allowing retailers to design more effective in-store experiences aimed to solve these frictions. At the same time, in-store interactions can provide qualitative insights that enrich digital strategies. Still, while every channel should capitalise on its own strengths, overall consistency in brand positioning (across channels and over time) remains critical. That positioning should offer something that is unique and valued by consumers – but in reality, many retailers converge on the same messages in highly competitive markets, nowadays oftentimes around price. This makes differentiation increasingly difficult. “If every retailer competes on price, you end up in a race where no one truly stands out and consumers can’t tell the difference.” Els observes. To grow, retailers must make clear choices about what they stand for and communicate this consistently across all touchpoints. Short-term tactics may drive immediate results, but long-term growth depends on clarity, coherence and trust. Ultimately, Els’ perspective offers a clear direction for retailers navigating the complexities of today’s markets. Growth is not about adding more channels, but about understanding their purpose from the customers’ perspective. By putting the customer at the centre, recognising how behaviour differs across contexts, and aligning channels into a coherent journey, retailers can turn complexity into a competitive advantage. And in doing so, they evolve from places of transaction into brands that truly matter and that consumers care about. “If every retailer competes on price, you end up in a race where no one truly stands out and consumers can’t tell the difference.”

Madrid, 21 April 2026 , - DVJ Insights welcomes Ariane Längsfeld as a client consultant in Spain, further strengthening its local consultancy team and supporting continued growth in the region. Ariane brings more than 15 years of experience in market research. She has previously held roles at Kantar Insights, MetrixLab, EssenceMediacom and WPP Media, where she supported clients in translating consumer understanding into informed strategic decisions in dynamic and evolving environments. She specialises in consumer and brand insights, communication and media research, and has worked across sectors including entertainment, FMCG, technology and finance. Her work is centred on understanding human behaviour and applying these insights to help brands grow. At DVJ Insights, Ariane will work closely with clients to transform research and data into clear, actionable strategic direction, with a strong focus on driving measurable business impact and supporting better organisational decision-making. “I was looking for an environment where insights are treated as a strategic discipline, not simply as a support function. DVJ stood out to me because of its methodological rigour, its close connection to academia and its commitment to helping clients turn complexity into clarity. I’m excited to be joining the team and to support clients in making better decisions that drive sustainable growth.” “I am truly delighted to welcome Ariane to the team. Having worked together in the past, I know first-hand her strong strategic mindset, deep media expertise and collaborative spirit. She brings a great balance to the team, and I am confident she will make a real impact for both our clients and our culture.”, says Maria Sanchez, Market Lead Spain at DVJ Insights.

When Maaike Maagdenberg joined Go-Tan as Marketing Director, she stepped into a business already enjoying remarkable momentum. The Dutch family-owned brand had achieved strong double-digit growth in recent years, not through heavy marketing investment or sophisticated data systems, but through instinct, speed, and a deep connection to emerging food trends. Now, as Go-Tan sets its sights on further European expansion, Maaike’s challenge is clear: to build on that entrepreneurial success and translate it into long-term brand strength. Entrepreneurial Growth as a Foundation Go-Tan’s success story is anything but conventional. While many FMCG brands rely heavily on structured research and data systems, Go-Tan has grown by staying close to the market and acting quickly. “If you just look at the sales figures in the Netherlands, it’s quite remarkable how they’ve achieved double-digit growth,” Maaike explains. “That comes from being very close to trends and knowing how to respond to them entrepreneurially.”   Two drivers stand out in this growth: expanding distribution and launching relevant innovations at speed. By tapping into the rapidly growing Asian food category, Go-Tan has been able to ride a wave of consumer interest, ensuring its products are widely available and continuously refreshed. From Sales Growth to Brand Growth The next phase of growth is about strengthening brand equity. For Maaike, this means shifting focus from purely commercial KPIs towards mental availability and preference. “As a marketer, I look at how strong the brand really is,” she says. “Is there brand preference? When people think of a sauce, is Go-Tan the first brand that comes to mind?”   The goal is to ensure consumers choose Go-Tan regardless of price or promotion. “For me, real brand growth means that you are strongly embedded in the consumer’s mind. Regardless of competitors or price developments, people choose you.”   As competition intensifies in the booming Asian food category, this becomes increasingly critical. More brands are entering the space, and simply being present is no longer enough. The question shifts from visibility to meaning: why should consumers choose Go-Tan?   “For me, real brand growth means that you are strongly embedded in the consumer’s mind. Regardless of competitors or price developments, people choose you.”   Scaling Across Europe: Distribution First, Brand Second International expansion brings both opportunity and complexity. Unlike traditional food categories, Asian cuisine has become a global phenomenon, making it easier to scale across markets.   This creates a strong foundation for growth through distribution. Entering new markets and securing shelf space remains the first priority. But distribution alone is not enough. “Only once you have good distribution does it become interesting to invest in marketing and grow brand awareness,” she explains.   The challenge then becomes how to balance global consistency with local relevance. How do you build a brand that is recognisable across Europe, while still resonating in markets like Spain or Scandinavia?   “Only once you have good distribution does it become interesting to invest in marketing and grow brand awareness.”   Authenticity as a Competitive Edge Go-Tan’s heritage offers a powerful point of difference. “What makes Go-Tan different is its authenticity,” Maaike explains. “It’s not a brand invented by a marketer. It’s a real Asian family business.” This authenticity resonates with consumers, particularly in a world where many brands feel constructed or artificial. It provides a sense of credibility that cannot easily be replicated by competitors.   At the same time, authenticity alone is not enough. It must be translated into a clear brand positioning and consistently expressed through communication, design, and execution. “It’s about understanding what makes you different and making sure that is continuously reinforced,” she says.   “It’s about understanding what makes you different and making sure that is continuously reinforced.” Innovation at the Speed of Culture Innovation remains a key growth driver, particularly in a category shaped by fast-moving trends. A clear example is the rise of crispy chilli oil, which exploded in popularity almost overnight due to social media trends. “Through a TikTok trend, it suddenly grew enormously fast,” Maaike explains. “As a brand in this category, you need to be able to respond immediately.” This ability to act quickly is deeply rooted in the company’s DNA. The founders’ sons still travel extensively, spotting new trends and opportunities firsthand. “It’s really craftsmanship,” Maaike says. “They have a strong feeling for what’s coming and know how to act on it quickly.” At the same time, this instinctive approach is increasingly complemented by data and technology. Tools like AI can help prioritise ideas, test concepts, and identify which innovations are most relevant for European consumers. The combination of intuition and validation allows Go-Tan to remain agile while making smarter decisions at scale. “As a brand in this category, you need to be able to respond immediately.”   Balancing the Short and the Long Term Like many marketers, Maaike faces the constant tension between delivering short-term results and building long-term brand value. Promotions, for example, still play an important role, particularly in driving trial for new products. “For innovation, promotions can help lower the barrier for consumers to try something new and build penetration.”   But these short-term tools must fit within a broader strategic direction. Without a clear vision, there is a risk of constantly chasing trends and losing focus. “It helps enormously to have a clear point on the horizon,” Maaike explains. “Otherwise, you go from one trend to another without knowing where you are heading.”   In this sense, marketing’s role is not just to execute, but to guide, ensuring that every action contributes to a coherent long-term journey.   “For innovation, promotions can help lower the barrier for consumers to try something new and build penetration.”   Winning in the Mind: The Role of Brand, Insight and Direction Ultimately, growth is determined not just by distribution or innovation, but by what happens in the consumer’s mind. “Even with equal budgets, distribution, and innovation, some brands still win. That’s because of intangible factors, like distinctive brand assets, design, creativity, and emotional appeal.” This is where marketing plays a critical role: defining a clear brand direction and guiding decisions across the business. Without that, companies risk chasing trends without building lasting value.   At the same time, data and research are becoming increasingly important to support decision-making, especially as the business scales. But they are most powerful when combined with human understanding. “Data can tell you what is happening, but you still need to understand why consumers make certain choices.”   For Maaike, the path forward is clear: combine entrepreneurial speed with stronger brand building and insight. That balance is what will turn Go-Tan’s current momentum into sustainable, long-term growth.   “Data can tell you what is happening, but you still need to understand why consumers make certain choices.”

The Uncomfortable Truth: A Great Product Is Not Enough There is a widely held belief in product development: if you carefully craft a product – optimise its features, sharpen its proposition, fine-tune pricing and packaging – you are setting yourself up for success. And to a certain extent, that’s true. Robust product development processes –rooted in consumer insights, concept testing, iterative design optimisation, etc. – are indeed a necessary condition for success. They maximise the likelihood that consumers would buy the product.