From Idea to Can: How Research Helps a New Innovation Succeed 

Great ideas still need evidence 

Research is what turns a bold idea into a product people actually buy. Most new products don’t fail because the idea was bad. They fail because nobody checked whether enough people wanted it, at that price, in that pack, on that shelf. 

Good research doesn’t kill creativity. It gives founders the confidence to back their instincts, and the early warning to change course before the money runs out. 

To make this concrete, we’ll use a local example: Nawty Water Hard Seltzer, a South African brand that entered a crowded drinks market with a clear point of view. We’ll walk through where research can help an innovation like this, from first idea to life on shelf. 

Nawty Water is a premium South African hard seltzer built around one promise: big flavour without the calories. It launched in late 2024 as a bold, flavour-forward alternative to the bland seltzers its founders felt the category was full of. 

Feature	Nawty Water
Flavours	Strawberry, Lychee, Passion Fruit
Alcohol	4%–5% ABV, depending on variant
Calories	About 72 per can
Sugar	Zero or very low
Ingredients	Carbonated water, distilled alcohol, natural fruit flavours, citric acid
Pack	Slim ready-to-drink cans
Target drinker	Adults aged 20–55 who want taste without the calorie load

The brand leans hard into personality: edgy, playful and lifestyle-led. It sells online through drinks retailers and is building retail partnerships across South Africa. 

Every one of those choices, from the flavours to the name, is a decision research can inform. Here’s how. 

1. Before launch: is there a real gap? 

The first job of research is to prove the opportunity is real, not just exciting. For a brand like Nawty Water, that means answering three questions. (Please note- the Brand Surgeon did not do research for this brand, we are merely using it as an illustration OF WHAT RESEARCH CAN DO!) 

Is the category growing? Desk research on ready-to-drink (RTD) sales, retailer data and global trends shows whether hard seltzer is a passing fad or a lasting shift. The wider move towards lower-calorie, lower-sugar drinking gives a new seltzer a tailwind, but only if South African drinkers are part of it. 

What’s wrong with what’s already there? Focus groups and in-depth interviews with seltzer drinkers, and with people who tried seltzer and gave up, uncover the frustration a new brand can solve. If consumers keep saying existing seltzers taste “like fizzy water with a hint of something”, that’s a gap. Nawty Water’s whole proposition of bold flavour rests on exactly this kind of insight. 

Who exactly is the buyer? Segmentation research separates the health-conscious gym-goer from the social weekend drinker and the person switching from sugary ciders or spirit coolers. Each wants something slightly different, and a launch can’t speak to everyone at once. 

2. Shaping the product: getting what’s in the can right 

Once the gap is clear, research helps fine-tune the product itself. Small details decide whether someone buys a second time. 

• Flavour selection. Strawberry, Lychee and Passion Fruit are a deliberate mix: one familiar, one exotic, one with a local, tropical feel. Concept screening and sensory testing show which flavours excite people and which they’d actually drink a six-pack of. 

• Taste versus calories. The hardest trade-off in seltzer is delivering bold taste at around 72 calories and almost no sugar. Blind taste tests against competitors tell a brand whether it has truly cracked this, or just thinks it has. We know from previous research in many categories that, although South Africans CLAIM they want health, they in fact prioritise TASTE! 

• Alcohol strength. A 4%–5% ABV range sits in the light, sessionable zone. Research checks whether that matches how and when the target drinker wants to drink. 

• Pack and format. Slim cans signal premium, modern and portable. Shelf tests and pack research measure whether the can stands out next to dozens of RTDs, and whether it says “premium” or just “expensive”. 

A central location test (CLT), where consumers taste products side by side in a controlled setting, is one of the most useful tools at this stage. It turns opinions inside the founding team into real consumer scores. 

3. Shaping the brand: personality that lands 

A product can be excellent and still disappear if the brand doesn’t connect. Research tests whether the personality a founder imagines is the one consumers actually see. 

The name. “Nawty Water” is cheeky and memorable, and it tells you this isn’t a wellness drink taking itself seriously. A bold name is a calculated risk. Name testing reveals whether people find it fun, confusing or off-putting, and whether it works across age groups and cultures in a market as diverse as South Africa. 

The tone. An edgy, playful voice can win fans fast, but the line between “cheeky” and “too much” differs between a 22-year-old and a 50-year-old. With a target of adults aged 20–55, research helps find a tone that stretches across that range, or shows where to focus first. 

The story. Consumers buy into why a brand exists. Testing messages such as “more flavour, more personality” against alternatives shows which one people remember and repeat to friends. 

4. Getting to market: price, place and promotion 

Even a loved product needs to be in the right place at the right price. This is where research protects margins and opens doors. 

• Pricing. Premium positioning only works if drinkers agree it’s worth more. Price-sensitivity research finds the point where people still say “yes” without hesitation, and where they start reaching for a cheaper cider. 

• Channels. Nawty Water sells online through drinks retailers and runs deals as it is growing its retail footprint. Shopper rsearch shows where the target drinker actually buys RTDs: liquor chains, independent bottle stores, bars, events or online. 

• The retail pitch. Buyers at big chains want evidence, not enthusiasm. Strong consumer data, such as purchase intent scores and repeat-trial results, gives a young brand a far more convincing case for shelf space. 

• Promotion. Testing ads, social content and sampling activations before rolling them out stops a brand spending its launch budget on messages that don’t move people. 

5. After launch: keep listening 

Launch day is the start of research, not the end. The first year in market is when a brand learns the most, if it is paying attention. 

• Brand tracking measures awareness, trial and repeat purchase over time, so the team knows whether growth is coming from new drinkers or loyal ones. 

• Social listening and reviews show what people say when the brand isn’t in the room: favourite flavours, complaints, and the occasions they drink it. 

• Range decisions become evidence-based. Should the next flavour be another fruit, a local twist, or a zero-alcohol version? Consumer feedback answers that before a cent goes into production. 

• Competitor watch tracks new entrants and price moves so the brand can respond early rather than react late. 

The bottom line 

Research doesn’t replace a founder’s gut. It sharpens it. Nawty Water shows how many decisions sit behind one slim can: the flavours, the calorie promise, the cheeky name, the price and the shelf it lands on. Each is a bet, and research is how you improve the odds. 

If you’re bringing something new to market, start with three simple steps: 

1. Prove the gap with real consumers before you build. 

2. Test the details (taste, pack, name, price) before you commit to production. 

3. Keep listening after launch, so the brand grows with its drinkers. 

Bold ideas deserve a fighting chance. Research gives them one. The Brand Surgeon partners with many FMCG and beverage brands to improve their offering and help them succeed in this increasingly competitive market!