A global branded food company knew South Asian Canadian consumers were important to its future growth, but the segment was still treated as a niche target for their brand.
Internally, the opportunity was constrained by three issues:
Leadership needed to move from “We know this consumer segment matters” to “We know exactly how and where to grow with them.”
They engaged SIVO to build that clarity.
SIVO designed an engagement that moved the organization fromscattered ideas to a focused, multi‑year plan—without reinventing the entireportfolio.
At a high level, our team:
Across these steps, SIVO translated rich insight into clear, practical direction that could be used by marketing, sales, innovation, and customer teams.
The engagement fundamentally changed how the organization saw and served this potential target and how it invested behind them.
First, South Asian Canadian consumers were reframed from a small “add‑on” audience to a core growth engine with a defined roadmap and investment ideas. This shift gave leadership a clearer business case for sustained focus, rather than one‑off multicultural campaigns.
Second, SIVO’s behavior‑led segmentation and prioritization created alignment across functions. Marketing, innovation, and customer teams now share a common view of the key segments, which ones to prioritize first, and the occasions where the company’s existing brands have the strongest right to win. That shared lens has reduced internal debate and accelerated decision‑making.
Third, the company moved from chasing isolated ideas to operating with a sharper, more disciplined focus. Immediate activation opportunities are now concentrated in a small number of high‑potential platforms that fit current brands and capabilities, while innovation efforts are guided by a short list of clearly defined spaces for future development. This has helped concentrate resources where they are most likely to drive incremental growth.
Finally, because the approach is rooted in real behaviors rather than cultural assumptions, the client now has a repeatable model it can adapt to other high‑growth consumer communities and channels. What began as a brief to “understand South Asian Canadians” became a broader blueprint for building measurable, multicultural growth across the business.
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