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    Food, Beverage & Specialty CPG work

    Engagements and capability models in food, beverage & specialty cpg. Each entry sets out the situation we found, what we diagnosed, the system we built and how it was sequenced.

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    3 entries

    Verified ResultReal client work. Every figure is measured in a named system and carries the window it was measured over.Food, Beverage & Specialty CPG

    Positioning a specialty roaster for buyers who order by the kilo and reorder by the calendar

    A Swiss specialty coffee roaster selling into B2B wholesale engaged us on positioning and buyer-side outreach. The scope was narrow and the documentation is thin. This entry records what the engagement actually was, what wholesale buying in this category rewards, and what we'd insist on before taking work of this shape again. No channel result, client quote or measured outcome is claimed.

    PositioningOutbound    Project ShowcaseReal client work that shipped. No performance figures are published, because none have been verified and approved for release.Food, Beverage & Specialty CPG

    A buyer pack built around case packs, lead times and shelf life — not brand story

    A food & beverage buyer's first questions are entirely operational, and most brand packs answer none of them until page eleven. This asset set is built the other way round: one product record, a line sheet that opens with the specification, and a sample-request route that still works when the pack is forwarded to someone who wasn't on the call.

    Content SystemsDesignPositioning    Capability ModelA modelled capability, not a client account. Figures illustrate what the model produces and are labelled as modelled wherever they appear.Food, Beverage & Specialty CPG

    The first order doesn't pay for itself at any published margin — so it's a repeat-purchase business by arithmetic

    Food and beverage consumer packaged goods run a 28 to 42% gross margin. The published cost per acquisition for the category is $49 against a $63 average order value. Those three numbers do not leave a positive first order anywhere in the band, which makes this a repeat-purchase business by arithmetic rather than by strategy.

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