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.”

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.”

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.

Hamburg, 21 April 2026  - DVJ Insights welcomes Timon Seidelmann as Client Consultant in Germany, further strengthening its local consultancy team and supporting continued growth in the region.   Timon brings close to 20 years of experience in market research. Most recently, he worked at Ipsos Creative Excellence, where he led a team of nine researchers across different seniority levels. Previously, he held roles at Harris Interactive (Toluna) and Partner Research (Mindline).   He is specialised in brand and communication research, with broad expertise across areas such as innovation, shopper, and pricing, working with both B2C and B2B clients. Throughout his career, Timon has supported national and international clients across FMCG, OTC, services, and durable goods. He strongly believes that making the voice of the customer heard is key to achieving sustainable brand growth.   At DVJ Insights, Timon will join the growing German team, focusing on delivering actionable insights that go beyond data and help clients address real business challenges.   "I am excited to join DVJ in Hamburg. I am looking forward to an agile, fast-growing environment with a focus on holistically understanding and supporting our clients with all their needs. Tearing down silos for a better understanding will help us make brands grow."   “Timon is a great addition to our team in Germany. With his extensive experience, he strengthens our ability to support clients locally while staying closely connected to our global expertise. We are very happy to welcome him to the team,” says Martin Hellich, Market Lead Germany and Global Head of Innovation.

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.

Ferrero is one of the world’s largest sweet packaged food companies, with iconic brands such as Nutella, Kinder, Tic Tac and Ferrero Rocher enjoyed in more than 170 countries. Fabrizio Testa, Senior Insights Manager at Ferrero UK & Ireland, has spent over eleven years working across different markets and roles within the company, from testing new products directly in-market to leading consumer and shopper insights. In this conversation, he shares his perspective on what truly drives brand growth at Ferrero: delivering exceptional product experiences while ensuring brands remain visible and accessible to consumers. Experience and Exposure as the Drivers of Brand Growth For Fabrizio, brand growth ultimately comes down to two key elements: product experience and consumer exposure. “For us, when we talk about brand growth, the first two words that come to my mind are experience and exposure,” he explains. “We must guarantee a good balance between brand equity and commercial exposure.” Ferrero’s brands are built on the belief that if consumers experience the product, they will love it. This conviction stems from the company’s strict product development philosophy. “When the consumer has the possibility to experience our product, the performance delivery is always excellent. That’s part of our DNA,” Fabrizio says. “We take a lot of time to test and experiment with any product because we want to be sure that when we launch something, it’s not just to make the shelf crowded. We want to send a champion to the market.” Yet even the best products cannot succeed if consumers do not encounter them in-store. According to Fabrizio, visibility and accessibility remain essential parts of the growth equation. “The problem is that in some markets we are not that visible to the average consumer,” he explains. “If I don’t see you, I don’t buy you.” “When we talk about brand growth, the first two words that come to my mind are experience and exposure. We must guarantee a good balance between brand equity and commercial exposure.” Different Brands, Different Growth Challenges Ferrero’s diverse portfolio means that growth strategies vary significantly across brands and categories. Some products, such as Nutella or Kinder Bueno, already enjoy exceptionally high awareness levels. In these cases, the challenge is not awareness but maintaining penetration in an increasingly price-driven market. “For Nutella, the problem is completely different,” Fabrizio says. “The level of awareness is very high, but we are losing penetration in favour of competitors who may have more aggressive pricing.” Other products face the opposite challenge. For example, Ferrero’s chilled Kinder products in the UK struggle primarily with awareness and visibility. “The problem we have there is basically a problem of awareness. Few people know us, and we are not that visible on shelf,” he explains. Interestingly, the situation is very different in other European markets, where the category enjoys much stronger visibility. “In countries like Italy, France or Germany, when you enter the chilled area, you see the brand everywhere; brand blocking, a lot of stock,” Fabrizio says. “Here in the UK, when I go grocery shopping myself, I struggle to find our product.” This illustrates how the same brand can require completely different growth strategies depending on the market context. Quality and Trust as the Foundation of Long-Term Growth While shelf visibility and distribution are crucial drivers of growth, Fabrizio emphasises that Ferrero’s strongest advantage lies in its product quality and brand trust. Product excellence is built into the company’s process long before a product reaches the shelf. “When we want to launch a new product, we always validate it with the consumer before,” he explains. Once the product is launched, we are confident in the taste delivery.” In fact, Ferrero rarely changes product recipes after launch, even when faced with rising costs for key ingredients such as cocoa or hazelnuts. “The recipe is almost like a kind of dogma for us,” Fabrizio notes. This unwavering commitment to quality helps explain why Ferrero brands consistently rank among the most loved in consumer equity studies. “Whenever we do brand equity tracking, Ferrero brands are always in the top three, if not number one,” he says. “It’s rare to see brands that are so loved across so many countries.” “When we want to launch a new product, we always validate it with the consumer” ‘La Valeria’: Consumer-Centric Thinking Ahead of Its Time Ferrero’s consumer-first philosophy is deeply embedded in the company’s history. Fabrizio points to an anecdote from founder Michele Ferrero that still resonates within the organisation today. “Michele Ferrero used to say: ‘I’m not your boss. Your boss is La Valeria,’” Fabrizio explains. “La Valeria” referred to the archetypal Italian mother responsible for household grocery shopping — the real decision-maker in the purchasing process. “It was a romantic way to say that our boss is the consumer,” Fabrizio says. “Now every company says they are consumer-centric, but the foundations for Ferrero were laid more than sixty years ago.” The philosophy remains highly relevant today. According to Fabrizio, maintaining the trust of this everyday consumer remains the company’s most important priority. “If we lose her trust, we are done,” he says. “That trust is something we can never compromise.” “If we lose the consumer’s trust, we are done. That trust is something we can never compromise.” Point of Sale: The New Battleground for Brand Growth While brand equity and product quality remain Ferrero’s foundations, the company is currently facing new challenges in the UK market. One of the most significant is the impact of HFSS (High Fat, Salt and Sugar) regulations, which restrict how brands can advertise and what they can show in communications. “These regulations limit the biggest channels to create awareness,” Fabrizio explains. As a result, the competitive battleground is shifting increasingly toward retail environments. “I think the real battle now is at the point of sale,” he says. In-store visibility, shelf presence and pack architecture are therefore becoming even more important. Ferrero is focusing on strengthening brand blocking, developing effective POS materials and optimising product formats and price architecture. “We need to understand how to play with formats and price architecture so that we can be winning with both the trade and the consumer,” Fabrizio explains. The goal is not simply to increase visibility, but to ensure that products remain accessible to a broad range of shoppers. “We need to understand how to play with formats and price architecture so that we can be winning with both the trade and the consumer.” Looking Ahead: Winning the Shelf and Embracing AI Looking to the future, Fabrizio sees two major areas where insights and analytics will shape brand growth. The first is continuing to win the battle at the point of sale. The second is learning how to integrate artificial intelligence effectively into the insights process. “The next big challenge for us will be how to master AI and how to win on the point of sale,” he says. But despite technological advances, Fabrizio believes the core principles of brand growth will remain the same. “The best advice I would give is to guarantee two things: the experience and the exposure,” he concludes. “You need to deliver a great product experience, but it’s equally important to be accessible and visible to the consumer.” Because in the end, even the most loved product cannot grow if consumers never see it.

Fernando Cobos leads Consumer Insights, Growth Planning and Digital Insights at Essity, a global hygiene and health company operating across both consumer and professional markets. In this conversation, he shares how Essity approaches brand growth through a structured global framework that combines data, investment discipline, and local market flexibility. From managing penetration and product mix to navigating growth in commoditised categories, Fernando explains why consistent brand investment and actionable measurement are essential to turning strong brands into winning competitors. From Building the Car to Winning the Race At Essity, brand growth is approached with the precision of a strategic system rather than a single marketing tactic. Strong brands need the right foundations, but they also require the right strategy to compete in the market. Fernando describes Essity’s approach to brand growth using a motorsport analogy. “I was thinking of the brand-building principles as building a car. And then this growth mindset and growth planning are the strategy to make the car win the competition.” At the heart of Essity’s framework lies a simple but powerful growth logic: brands grow by increasing penetration and by managing the product mix effectively. “Growth is coming from focusing efforts on gaining mostly two things. One is penetration, and the other one is managing the product mix.” Penetration ensures that more consumers enter the brand’s funnel, while managing the product portfolio allows brands to win across different segments and occasions. The right balance between these levers depends heavily on the brand’s situation within a specific market. This is why Essity’s approach begins with a careful analysis of the market context before deciding which growth levers to prioritise. “Growth is coming from focusing efforts on gaining mostly two things. One is penetration, and the other one is managing the mix.” Why Investment Remains the Biggest Growth Barrier Despite the sophistication of growth frameworks, Fernando believes that the biggest barrier to brand growth remains surprisingly simple: underinvestment. Insufficient investment creates a negative cycle. Without investment, brands struggle to remain visible in consumers’ minds, making it harder to compete at the moment of purchase. “If you are not investing enough, then you are not bringing your brand into the mind of the consumer in the moment of purchase.” Breaking this cycle requires commitment from the top of the organisation. Growth programmes succeed most when senior leadership supports sustained investment and allows markets the time needed to see results. “Those programmes work when they come from top to bottom, and top management is really engaged and committed.” Fernando also emphasises that investment decisions must be strategic. Companies cannot invest everywhere at once, so they need to prioritise the markets and brands with the greatest potential for traction. “If you are not investing enough, then you are not bringing your brand into the mind of the consumer in the moment of purchase.” Growth in Commoditised Categories Essity operates in categories such as toilet paper and kitchen roll, categories that are considered commoditised. Yet Fernando is convinced that growth remains possible even in these environments. “The challenge is maybe greater in some categories, such as toilet paper.” In such categories, price sensitivity can be higher and product differentiation smaller. As a result, the growth strategy often requires a more balanced marketing mix that combines promotions, distribution, product quality, and brand communication. “You need to find the ways to be visible, to have the proper product, and place the right mix depending on the competitive context.” Even when brands achieve strong market positions, Fernando warns against reducing investment. Consumers are rarely loyal for long, and brand equity can erode quickly if investment stops. “You cannot stop investing even if your brand has already grown.” This dynamic is the well-known “leaking bucket” effect in marketing. Brands must continuously bring in new consumers simply to maintain their current level of penetration. “You need to find the ways to be visible, to have the proper product, and place the right mix depending on the competitive context.” A Framework That Combines Global Direction with Local Freedom One of the most distinctive aspects of Essity’s growth model is its structure: a global framework combined with strong local autonomy. Rather than imposing rigid plans from the centre, the framework provides markets with tools and guidance to build their own strategies. “It’s a framework, but within this framework, they can play whatever they want to do.”   This balance ensures that global learning and consistency coexist with local relevance. Markets can choose the KPIs and levers most appropriate to their competitive situation while still operating within a shared strategic structure. For Fernando, this is where the real power of the model lies. Growth frameworks must not only provide clarity but also enable action. “If you cannot manage the conversation end-to-end, it’s not actionable. And if you cannot measure, you cannot act upon the measurements.” Ultimately, the framework reflects a broader philosophy: growth does not happen by chance. It requires disciplined measurement, strategic investment, and a clear understanding of which levers to pull in each market. And when those elements align, even brands in the most mature or commoditised categories can find ways to accelerate. “If you cannot manage the conversation end-to-end, it’s not actionable. And if you cannot measure, you cannot act upon the measurements.”

New book by DVJ Insights explores why sustainable brand growth is a leadership decision London, 14 April 2026, For decades, we have known how brands grow. Increase penetration, build mental availability, invest consistently over time. The principles are well established and widely accepted. Yet many organisations still struggle to achieve sustainable growth. According to DVJ Insights, the problem is not a lack of knowledge, tools, or data but how organisations are structured to make decisions over time. Today, DVJ Insights announces the publication of The Growth Decision: Leadership, Strategy and the Architecture of Sustainable Brand Growth , written by CEO Lucas Hulsebos  and published by Warden Press . Rather than introducing new frameworks or theories, the book challenges a more fundamental issue: Most companies are not designed to deliver growth even if they know how it works.   From marketing problem to leadership challenge For years, marketing science has provided clear evidence on what drives growth. Despite this, many organisations continue to prioritise short-term results, fragment decision-making, and disconnect brand-building from commercial execution. The Growth Decision  argues that growth should not be seen as a marketing challenge, but as a leadership and organisational one.   It introduces the concept of the Strategic Growth Gap : the structural difference between companies that grow and those that stagnate.   The book shows that growth does not emerge from isolated activities such as innovation, promotions, or creative campaigns. Instead, it is the result of how these elements are connected, prioritised, and consistently applied over time.   Built on large-scale research and real-world experience The perspective presented in the book is grounded in one of the largest global research programmes among marketing professionals, combining: 10 years of research with insights from more than 20,000 marketing professionals Over 500 in-depth interviews with marketing leaders More than 10 years of continuous research for clients In addition, the book reflects DVJ Insights’ own experience as a company that has achieved consistent growth over the past decade, operating in a market where many competitors face stagnation or decline.   This combination of academic insight, large-scale data, and practical application forms the foundation of the book’s central argument: Growth is not a knowledge problem. It is a decision-making and organisational challenge.   A system perspective on growth Rather than focusing on individual marketing techniques, The Growth Decision reframes growth as a system. It challenges widely held assumptions around innovation, Moments of Truth, promotions, creative effectiveness, and data-driven decision making. The book demonstrates that none of these element’s work in isolation. Sustainable growth emerges from how organisations align around long-term demand creation and make consistent decisions under pressure.   About the author Lucas Hulsebos  is CEO and owner of DVJ Insights and has over 30 years of experience in marketing and market research. Through the Brand Growth Platform  and collaborations with leading organisations and academic partners, DVJ Insights has been at the forefront of translating marketing science into practical growth decisions.   “Growth is not accidental. It is the result of how organisations are designed to make decisions over time.” – Lucas Hulsebos   Lucas is available for interviews, podcast appearances and expert commentary  on sustainable brand growth, leadership, marketing effectiveness and the Strategic Growth Gap.   Book details Title:   The Growth Decision: Leadership, Strategy and the Architecture of Sustainable Brand Growth Author:   Lucas Hulsebos Publication date:  14 April 2026 Publisher:   Warden Press Format:  Hardback, 176 pages Recommended retail price:  €29.95   The book is available from 14 April 2026 at Centraal Boekhuis, Managementbook.nl , and Amazon.com for international delivery.