Jägermeister's growth across more than 100 markets had left individual countries positioning, communicating and activating the brand in their own ways. Vivaldi Group developed a Global Brand Leadership Model that defines how the brand is positioned, governed and activated everywhere, with room for local adaptation, and supported its implementation. The model earned global senior management sign-off, brought Marketing Directors in key markets into active collaboration and is now rolling out worldwide.
Jägermeister's international success brought market fragmentation, inconsistent brand expression across geographies and a changing consumption landscape. Individual markets were executing independently, so the brand was positioned, communicated and activated differently around the world.
Vivaldi developed and supported the implementation of a Global Brand Leadership Model, a framework defining how Jägermeister should be positioned, governed and activated consistently in every market while leaving room for appropriate local adaptation.
The model earned global senior management sign-off and sparked active collaboration among Marketing Directors in key markets. A globally aligned brand governance and activation system is now in place and continues to roll out worldwide.
| Client | Jägermeister (Mast-Jägermeister) |
|---|---|
| Industria | Alcohol, spirits |
| Region | More than 100 markets |
| Vivaldi scope | Global Brand Leadership Model, brand governance and playbooks, activation system, implementation support with Marketing Directors |
| Outcome | Global senior management sign-off; active collaboration among Marketing Directors; a governance and activation system rolling out worldwide |
Jägermeister’s success had made it a truly global brand, and scale brought familiar problems. Markets executed independently, so the brand looked, sounded and behaved differently from one country to the next, while the way people drink was also changing.
Without a shared model, every market reinvented the brand, effort was duplicated and the consistency that builds a global icon was at risk. Jägermeister needed a more structured approach to brand governance that still respected local realities.
Vivaldi developed a Global Brand Leadership Model: a strategic framework defining how the Jägermeister brand should be positioned, governed and activated consistently across all markets, while allowing appropriate local adaptation.
Vivaldi then supported implementation, working with Marketing Directors in key markets so the model became a shared way of working rather than a document from headquarters. Vivaldi’s view on the brand strategy operating model explains why this step matters.
For making brand tools stick, read Vivaldi’s guide to building a brand playbook people actually use.
Jägermeister, el emblemático licor de hierbas que vende más de 100 millones de botellas al año en más de 100 mercados, contrató a Vivaldi para desarrollar el modelo global « Brand Leadership » (La experiencia de la marca), necesario para aportar coherencia a la expresión y la activación de la marca a medida que esta se expandía a nivel internacional. Vivaldi diseñó el modelo, obtuvo la aprobación de la alta dirección global, impulsó la colaboración activa entre los directores de Marketing en los mercados clave y puso en marcha un sistema global de gobernanza y activación de la marca que sigue implantándose en todo el mundo.
Jägermeister is an iconic German herbal liqueur produced by Mast-Jägermeister SE, headquartered in Wolfenbüttel, Lower Saxony. Made from a secret recipe of 56 herbs, fruits, roots, and spices, Jägermeister is one of the world’s best-selling liqueurs, selling more than 100 million bottles annually across more than 100 countries. The brand is particularly strong in the US market, where it has cultivated a distinct lifestyle identity around communal consumption and nightlife culture.
A Global Brand Leadership Model defining how the brand is positioned, governed and activated across markets, plus support for its implementation. It earned global senior management sign-off and is rolling out worldwide.
By involving Marketing Directors in key markets in implementing the model, so it became a shared way of working rather than a mandate from headquarters. The model sparked active collaboration among them.
Spirits are sold through very different local markets, regulations and drinking cultures, so countries naturally drift apart in how they present the brand. Governance has to keep the core consistent while allowing local adaptation.
It is a framework that sets out who decides what about the brand, how it should be positioned and how it is activated in each market. It turns brand strategy into an operating system for a global organization.