In the UK, tap water isn’t just acceptable, but a point of pride. Scottish tap water is famously excellent<\/a>, and many Brits are genuinely proud of their municipal water quality.<\/p>\n
2. The Marketing-Behavior Mismatch<\/strong><\/h2>\nPeople in the UK fall into two camps: loyal tap water drinkers, or price-sensitive bottled water buyers. Asking either group to buy premium canned water was fighting deeply ingrained habits.<\/p>\n
As Agnew points out, when Red Bull came to market, they weren’t asking people to drink soda for the first time. But Liquid Death was trying to get Brits to buy canned water, something they just don\u2019t do.<\/p>\n
This challenge was compounded by a channel mismatch. Liquid Death\u2018s social media prowess didn\u2019t align with UK purchasing behavior. Brits don’t buy water online. They grab it at stores while shopping for other items.<\/p>\n
\u201cThere’s something slightly perverse in trying to sell it online when the sale point is actually in person,\u201d Agnew notes.<\/p>\n
3. No One’s Drinking The Kool-Aid (or Water)<\/strong><\/h2>\nDespite killer marketing that made the brand stand out in a \u201csea of sameness,\u201d UK-based Agnew points out a crucial flaw: \u201cI have not seen a single person drinking Liquid Death.\u201d<\/p>\n
This matters more than you might think. Studies show we’re significantly more likely to order coffee on a plane if we see someone else drinking it. We follow the herd \u2014 but there was no herd of Liquid Death drinkers for Brits to follow.<\/p>\n
4. Too Much, Too Soon<\/strong><\/h2>\nLiquid Death tried going mass market too quickly, spreading themselves thin across the UK. Their distinctiveness (what Agnew calls the \u201cVon Restorff effect\u201d) made them memorable online, but this advantage evaporated without in-person visibility.<\/p>\n
Contrast this with Joe & The Juice, which placed 15 stores within a small area of West London.<\/p>\n
\u201cAn economist might call this mad,\u201d says Agnew, \u201cbut a psychologist and a marketing scientist would call it genius.\u201d<\/p>\n
When customers see multiple locations in quick succession, they assume popularity and success.<\/p>\n
Not A Culture Clash<\/strong><\/h2>\nInterestingly, the failure wasn’t about British resistance to American marketing, or Liquid Death\u2019s style of humor. Brits happily consume American products daily, from Coca-Cola to Heinz baked beans. Many even watch the Super Bowl purely for the commercials.<\/p>\n
The problem wasn\u2018t that British consumers didn\u2019t get the joke \u2014 it’s that they never saw it in contexts where they make purchasing decisions.<\/p>\n
The Right Way To Go Global<\/strong><\/h2>\nFor brands considering international expansion, the lesson isn’t to completely overhaul your marketing for each market. Instead:<\/p>\n
\n- Consider targeted saturation rather than wide distribution<\/li>\n
- Match marketing channels to actual purchase behavior<\/li>\n
- Consider partnerships with premium retailers or exclusive venues<\/li>\n
- Target consumers at the point of sale where they can try the product<\/li>\n<\/ul>\n
Agnew suggests that Liquid Death could sponsor Wimbledon to reach young professionals with disposable income in the UK (they likely attend Wimbledon every year). They\u2019re the crowd most likely to adopt its product.<\/p>\n
Remember: 80% of product launches fail<\/a>, according to Harvard Business Review. Liquid Death\u2018s struggle isn\u2019t unusual. It’s just more visible because their marketing was so damn good.<\/p>\n
Despite killer marketing that made the brand stand out in a \u201csea of sameness,\u201d UK-based Agnew points out a crucial flaw: \u201cI have not seen a single person drinking Liquid Death.\u201d<\/p>\n
This matters more than you might think. Studies show we’re significantly more likely to order coffee on a plane if we see someone else drinking it. We follow the herd \u2014 but there was no herd of Liquid Death drinkers for Brits to follow.<\/p>\n
4. Too Much, Too Soon<\/strong><\/h2>\nLiquid Death tried going mass market too quickly, spreading themselves thin across the UK. Their distinctiveness (what Agnew calls the \u201cVon Restorff effect\u201d) made them memorable online, but this advantage evaporated without in-person visibility.<\/p>\n
Contrast this with Joe & The Juice, which placed 15 stores within a small area of West London.<\/p>\n
\u201cAn economist might call this mad,\u201d says Agnew, \u201cbut a psychologist and a marketing scientist would call it genius.\u201d<\/p>\n
When customers see multiple locations in quick succession, they assume popularity and success.<\/p>\n
Not A Culture Clash<\/strong><\/h2>\nInterestingly, the failure wasn’t about British resistance to American marketing, or Liquid Death\u2019s style of humor. Brits happily consume American products daily, from Coca-Cola to Heinz baked beans. Many even watch the Super Bowl purely for the commercials.<\/p>\n
The problem wasn\u2018t that British consumers didn\u2019t get the joke \u2014 it’s that they never saw it in contexts where they make purchasing decisions.<\/p>\n
The Right Way To Go Global<\/strong><\/h2>\nFor brands considering international expansion, the lesson isn’t to completely overhaul your marketing for each market. Instead:<\/p>\n
\n- Consider targeted saturation rather than wide distribution<\/li>\n
- Match marketing channels to actual purchase behavior<\/li>\n
- Consider partnerships with premium retailers or exclusive venues<\/li>\n
- Target consumers at the point of sale where they can try the product<\/li>\n<\/ul>\n
Agnew suggests that Liquid Death could sponsor Wimbledon to reach young professionals with disposable income in the UK (they likely attend Wimbledon every year). They\u2019re the crowd most likely to adopt its product.<\/p>\n
Remember: 80% of product launches fail<\/a>, according to Harvard Business Review. Liquid Death\u2018s struggle isn\u2019t unusual. It’s just more visible because their marketing was so damn good.<\/p>\n
Interestingly, the failure wasn’t about British resistance to American marketing, or Liquid Death\u2019s style of humor. Brits happily consume American products daily, from Coca-Cola to Heinz baked beans. Many even watch the Super Bowl purely for the commercials.<\/p>\n
The problem wasn\u2018t that British consumers didn\u2019t get the joke \u2014 it’s that they never saw it in contexts where they make purchasing decisions.<\/p>\n
The Right Way To Go Global<\/strong><\/h2>\nFor brands considering international expansion, the lesson isn’t to completely overhaul your marketing for each market. Instead:<\/p>\n
\n- Consider targeted saturation rather than wide distribution<\/li>\n
- Match marketing channels to actual purchase behavior<\/li>\n
- Consider partnerships with premium retailers or exclusive venues<\/li>\n
- Target consumers at the point of sale where they can try the product<\/li>\n<\/ul>\n
Agnew suggests that Liquid Death could sponsor Wimbledon to reach young professionals with disposable income in the UK (they likely attend Wimbledon every year). They\u2019re the crowd most likely to adopt its product.<\/p>\n
Remember: 80% of product launches fail<\/a>, according to Harvard Business Review. Liquid Death\u2018s struggle isn\u2019t unusual. It’s just more visible because their marketing was so damn good.<\/p>\n
Agnew suggests that Liquid Death could sponsor Wimbledon to reach young professionals with disposable income in the UK (they likely attend Wimbledon every year). They\u2019re the crowd most likely to adopt its product.<\/p>\n
Remember: 80% of product launches fail<\/a>, according to Harvard Business Review. Liquid Death\u2018s struggle isn\u2019t unusual. It’s just more visible because their marketing was so damn good.<\/p>\n
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