We work with brand and category teams in organizations of all sizes. A worry we hear again and again is that “others” are getting the growth, and they are not.
It is tempting to write off these newer brands as plucky underdogs or cool start ups, but Bain’s latest work is a reminder that something notable is happening. These brands are delivering real volume in flat categories, they are not just playing with price and mix - they are taking share.
Here's what they're doing differently. The choice for brands is simply which of these habits you’re genuinely prepared to adopt… and which you’re not. At Oxford we use the SHARPER model: it’s all behavior that big brands can choose, if they’re willing to work differently:
The strongest new brands start from a real, everyday conflict. People feel that current options are a bit of a trade off. Often it sounds like this: “I want the same joy and ritual of soda, cereal, crisps or tortillas, without feeling gross or guilty afterwards.”
They do not invent a new need, they answer a need people already talk about with friends, family or online. The category has tried to fix it, but only halfway, so these brands close the gap.
They prove that people really want the product before they chase reach. That might mean a few outlet, a few hero products and a strong rate of sale.
This gives retailers confidence and avoids the pattern we see so often e.g. sold everywhere one year, gone the next. Big brands can do this as well - it just means resisting the urge to go national on day one and focusing on proof first.
They assume the most powerful media will be what shoppers post and say about them. So they design packs, names and formats that are easy to photograph, easy to explain and fun to recommend.
Some almost work like physical memes: e.g. the can you want in a selfie, the patch you want in a GRWM video. They do not wait for community to appear - they build for it from the start.
They spend their time and money on a small number of combinations that really move the needle: a few products, a few channels, a few occasions.
There is very little that is just nice to have. Most things have to earn their place in the basket and on the shelf. For big brands, the hard part is saying “not yet” to everything else. Yes, it feels risky but in reality, spreading bets too widely is often the bigger risk.
Instead of starting with “we need broad reach”, they start with a very clear “who” and “when”, then they design everything around that.
So they might look to parents who scrutinize every bite, people who live in the gym, commuters who always eat on the go. By over‑serving one group in one moment, they become “my snack” or “my breakfast”, not just “a better option”.
Their approach is to matter deeply to someone, somewhere specific.
They stand out on shelf and in communication. Colors, tone of voice, product feel. But the boldness always serves a simple idea. For example, “We make this familiar category more fun, more flavorful, more ‘you’ than the old guard.”
From product to pack and price, the experience lines up behind that promise and people can feel what the brand is about without needing a long explanation.
They keep adjusting in market so it means very little is fixed for long.
Short test and learn cycles replace long internal debates. They put something good enough into the world, watch what happens, then improve it. We know it's tough in big systems with complex processes and approvals, but not impossible. It usually starts with a few small teams who are given room to move faster.
So the real question for big brands is not “why are these underdogs winning?”
The question is what are you are ready to lean into in your next growth plan, and which parts will you keep doing the old way?