Challenge
Sapporo was a brand with rich equity, but whose growth was limited by its Japanese heritage, lack of distribution and a small budget. Sapporo sought to better understand who their consumer was and who might be willing to adopt their brand.

We conducted nationwide qualitative research in the forms of ethnographies and focus groups to not only explore the brand’s perception, equities, and elasticity, but to also understand the greater dynamics of the category and any potential barriers for brand adoption. In taking Sapporo to an unexpected place we found an opportunity 20 years in the making.

Insight

When we asked consumers to identify the product, they consistently drew the 20oz silver can, unaided. This distinct product was found strictly outside the primary distribution of the restaurant, and hadn’t changed shaped in its 20 years on the market.

Strategy
Consumers expected to find the beer in hip and trendy places to match its aesthetic. We helped consumers bring their ideal nights to life with programs of discovery that seeded the product in culturally relevant experiences.

Idea
In the year following the events, the brand grew 11% and gained 2% category share, which was over 50%; double that of its nearest competitors combined.

We helped the world discover a fine Japanese beer.