How an established beer brand identified the actions needed to capture growth

How an established beer brand identified the actions needed to capture growth
3 minutos de lectura
October 12, 2026
Robin de Rooij

As the mainstream beer segment continued to grow, this established beer brand* was not capturing its full share of that opportunity. The team wanted to understand which actions would help the brand win more consumers in this growing segment. 

By examining the role of price, pack format, brand perception, and availability, the team identified the actions most likely to influence consumer choice. The resulting strategy helped deliver double-digit growth and gave the team a clearer focus for future growth. 

Principales conclusiones

  • Start with evidence: understand where growth is happening and what drives choice in that segment.

  • Focus on what matters most: choose the actions that can make the biggest difference.

  • Make the brand easier to choose: improve the role of price, pack, visibility, and availability.

The challenge: winning in a growing mainstream segment

In a priority African market, the mainstream beer segment was growing, but this established beer brand was not capturing its full share of that opportunity. The question was clear: how could the brand become more relevant, easier to find, and easier to choose within this growing segment?

The company needed to understand what mattered most to consumers in this segment and where the team should act first. 

The team expected price and pack changes to be important in appealing to a broader consumer target, but wanted reliable evidence before making decisions for the brand. 

Working with SKIM to make focused choices

The company needed to understand which actions would have the greatest impact on growth in the mainstream segment. SKIM analyzed the combined impact of price, pack format, brand strength, and availability to identify where investment would have the biggest effect. 

Three questions shaped the work: 

  • What matters most when consumers choose beer? 
  • Which actions would have the greatest influence on consumer choice? 
  • Where should the company focus first to support growth while keeping the brand strong? 

The analysis revealed which factors had the greatest influence on consumer choice, helping the company focus investment on the actions most likely to drive growth. It also exposed gaps between what consumers said mattered and what actually influenced their behavior, giving the company a clearer view of where to act first. 

Where the brand had room to strengthen

The evidence showed that the brand had strong foundations, but those strengths could work harder in consumer choice.

In the growing mainstream segment, choice was strongly shaped by availability and familiarity. While competitive pricing was important to compete in the segment, the analysis showed that improving distribution and visibility would have a greater impact on growth than changing pack formats. This helped the company focus investment on the actions most likely to influence choice at the point of purchase. 

How the company turned insight into action

  • Execution at the point of purchase came first. Improving distribution helped make the brand easier to find and more visible.
  • Price management was important. The evidence helped the company balance price and value more effectively.
  • Pack format could stay the same. The work showed that changing the existing pack format was not the priority.

The result: double-digit growth and sharper focus

The brand delivered double-digit growth after focusing investment on the actions most likely to influence choice in the growing mainstream segment. Just as importantly, the company gained a clearer way to prioritize pricing, pack, brand, and distribution decisions in future growth initiatives.

“Growth is easier to support when teams understand how consumers choose and where the brand can become stronger. When pricing, pack, brand, and distribution decisions work together, teams can act with more confidence.”

Robin de Rooij, Global Lead, Revenue Management at SKIM

Work with SKIM to strengthen your next growth decision

If you’re looking to strengthen a brand’s position, SKIM can help you see what matters most and turn evidence into focused action.

Get in touch to talk about your next project.

* Client name withheld due to confidentiality agreements. 

Robin de Rooij

Escrito por

Robin de Rooij

Robin de Rooij es director sénior y responsable global Revenue Management Netos Revenue Management NRM) en SKIM. Destaca por ayudar a las marcas a optimizar sus estrategias de precios, cartera de productos y promociones, combinando diferentes fuentes de datos con técnicas de investigación personalizadas y su experiencia en el sector.

Más información sobre Robin de Rooij