CASE STUDY
Building and measuring a GenZ go-to-market strategy for a premium consumer technology business.
A premium consumer technology brand was losing ground with GenZ and struggling to convert the segment into customers. The leadership team suspected the problem was significant but had not quantified its scale or identified how to reverse what they believed was a declining share.
We supported them end-to-end: sizing the challenge, designing the share-growth strategy, building a multi-year GenZ go-to-market channel and measuring its long-term commercial impact.
AT A GLANCE
The results
P&L drag identified.
market share in year 1.
attributable incremental revenue in year one.
oUR APPROACH
What we did
Challenge quantification
Commercial analysis to establish the brand's true share position and the drag that underperformance was placing on the P&L.
Audience intelligence
A full 360 market assessment, combining first- and third-party research, to understand GenZ behaviours, attitudes and needs both within the category and beyond it.
Playbook and principles scaffold
A clear, implementable playbook with executional principles for winning in the GenZ market.
Strategy & invest case
Defined the strategy with the UK leadership team, alongside the required investment, expected return and a supporting KPI scorecard.
Multi-year GTM plan
Built a new go-to-market model with the leadership team and its agencies, anchored in GenZ-relevant partnerships and activity.
Measured the impact
Quarterly reporting upwards to senior leadership on commercial performance against the scorecard, and downwards to executional teams with detailed analysis and in-flight optimisation.
THE OUTCOME
Insight built for decisions
Senior leadership buy-in
Secured through commercial scenario modelling that set out the cost of inaction against three investment-led scenarios for reversing share decline.
Mid-management alignment
Driven by an eight-lever growth playbook, grounded in data and case evidence and designed to be intuitive to implement.
A future-proofed strategy
The programme ran for more than three years in an organisation historically wedded to one-and-done product launch cycles.
A GTM that punched above its weight
Quarterly scorecards and benchmarking showed results matching, and in places exceeding, internal programmes with significantly larger budgets.
Full-funnel gains
Improvement at every stage of the funnel: awareness, consideration (+9pp), purchase intent (+6pp) and post-exposure purchase (+17pp).
A global centre of excellence
The UK programme became the global blueprint for tackling GenZ share growth.
Ready when you are