• “I’m launching Sol in my market in the next 90 days—here’s my bet.”
• Publicly advocates Sol internally (“this is our rebel growth play”) and externally (“here’s why it fits our consumers”).
• Allocates something real: a named budget line, 2–3 activation moves, and a customer list for sell-in.
• Shares proof back to the community (progress updates, wins, learnings) and nudges peers to act.

Entering Behaviour

• Deprioritises Sol vs. other brands; treats it as “not worth it.”
• Questions distinctiveness; compares it to Corona.
• Withholds budget/time; avoids being accountable for Sol results.

Pains

• High perceived effort, low perceived reward.
• Lack of local relevance story + lack of confidence.
• Fear of standing alone if they champion it.

Expectation

• Expects a corporate “rah-rah” meeting with slides and pressure to “sell more.”
• Expects no real budget solution and no permission to break rules.

Exiting Behaviour

• Commits to a specific launch bet (date, channel, customer targets, activation moves).
• Speaks about Sol with conviction and a clear distinctive angle (no longer “like Corona”).
• Mobilises local allies (sales/commercial, distributor, on-trade champions) and acts within 2 weeks.

Gains

• A story that is usable: rebel spirit translated into local cultural codes and activation triggers.
• Social proof: “I’m not alone—178 peers are taking the bet too.”
• Clear permission: Sol is the exception that allows entrepreneurial action.

Satisfaction

• “This was different; I felt trusted; I left with a plan and a tribe.”
• Pride: belonging to a visible “movement,” not attending another meeting.
• Confidence because actions are concrete and publicly supported.

Commitment

• 1 day (co-located) plus pre-work: bring 1 local insight + 1 customer reality + 1 constraint to challenge.
• Publicly signs/declares a launch bet (reputational commitment).

Return

• A ready-to-execute 90-day launch sprint kit (assets, rituals, and a minimum viable launch model).
• Access to peer benchmarks and “stealable” ideas.
• A direct line to the Global Marketing Director for removing blockers.

Cost (for stakeholder)

• Time away from local priorities + reputational risk of backing a “last chance” brand.

Revenue (for stakeholder)

• Indirect: increased portfolio performance + career capital (being seen as entrepreneurial).
• Potential local P&L upside if Sol becomes a growth lever.

Jobs To Be Done

• Protect local results while keeping the portfolio fresh and relevant.
• Win customer attention with differentiated stories and activations.
• Build personal credibility as a marketer who can grow brands.

Promise (tweetable)

“Join the Espiritu Libre movement: one bold bet, one market proof, 90 days to make Sol real.”

Experience Journey (before / during / after)

• Before: invitation framed as “last chance / no dogmas” + pre-work “Bring one local truth.”
• During: rebel narrative immersion + hands-on market labs + public declaration moment + peer pacting.
• After: 90-day sprint cadence (check-ins, scoreboard, proof-sharing).

Instructional Design

• Attitude learning: shift from scepticism → belief via identity (“I am the rebel who makes it happen”).
• Knowledge learning: what makes Sol distinctive + what minimum launch mechanics work.
• Skills learning: build a market-ready bet (sell-in story, activation, resource ask).
• People learning: meet peers who will keep them accountable and share proof.

A Local Marketing Manager lives in a world of trade-offs. Every week there is another “priority,” another safe brand that protects the plan. Sol arrives like a ghost: a brand with a story on paper, but no gravity in the market—and no political cover to bet on it. The LMM enters expecting the usual corporate persuasion.

Instead, they are invited into a rebellion with consequences: if Sol is to live, it must be adopted. The event doesn’t ask them to believe; it asks them to prove. In a room of peers, they translate Espíritu Libre into a local market truth, choose a minimum viable launch, and sign their name under a public bet—joining a visible minority that is willing to act. This is not a promise to “try.” It is a commitment to launch, learn, and show proof in 90 days—together.

1. From avoiding Sol in portfolio decisions
   To placing Sol in portfolio and scheduling launch go-live
   Design goal: Move from “not in my plan” to “go-live in 90 days with a dated launch plan.”
   Measure: number of markets with signed launch bet + verified activation/live listing within 90 days (target: +10 markets).
2. From saying “Sol isn’t distinctive / it’s like Corona”
   To articulating a clear local distinctive angle + using it in customer sell-in
   Design goal: Replace comparison talk with a local Sol story that can be pitched.
   Measure: pre/post belief score + % of LMMs delivering a 60-second customer-ready pitch; number of customer meetings logged in first 2 weeks.
3. From not allocating resources
   To committing minimum viable resources (budget/time/activation slots)
   Design goal: Convert intention into a minimum spend/time commitment.
   Measure: % of markets submitting a 90-day sprint plan including a named budget line or reallocation + 2–3 activation moves.

• “We have a signed movement: here are the 90-day launch bets and the scoreboard.”
• Removes blockers rapidly (approvals, assets, governance) and celebrates proof publicly.
• Uses the event outcome as a leadership narrative: “We changed behaviour, not slogans.”

Entering Behaviour

• Treats Sol as a fragile “last chance” portfolio issue.
• Attempts to persuade markets via strategy/brand frameworks that don’t land.
• Lacks a scalable belief-to-action mechanism.

Pains

• Internal scepticism; low local prioritisation.
• Risk of a costly initiative with no follow-through.
• Needs results that leadership will respect.

Expectation

• Expects resistance, eye-rolling, and “commitment theatre.”
• Expects that budgets will be the easy excuse.

Exiting Behaviour

• Runs a visible 90-day governance cadence (scoreboard, rituals, unblockers).
• Publicly backs the rebel movement and protects it politically.
• Makes it easy to act: provides the minimum global assets + fast approvals.

Gains

• Clear proof that belief shifted into action (bets, launches, metrics).
• A narrative of leadership courage: “no dogmas” produced outcomes.
• A scalable internal model for reviving other orphan brands.

Satisfaction

• “It was measurable, different, and it created ownership—not compliance.”
• Confidence to tell the board: “This is what changed and how we’ll sustain it.”

Commitment

• Shows up fully (not delegating), plays the role of “permission-giver.”
• Commits to 90 days of follow-through governance and visibility.

Return

• A portfolio of market launch bets; a ranked pipeline; early proofs.
• A mobilised community of LMM champions; internal momentum.

Cost (for stakeholder)

• Budget €150k + leadership attention + political risk if it fails.

Revenue (for stakeholder)

• Indirect: Sol growth + improved portfolio credibility + leadership confidence.

Jobs To Be Done

• Trigger growth in under-leveraged brands across markets.
• Align a global system (178 markets) around a shared bet.
• Build a culture where marketers take entrepreneurial risk responsibly.

Promise (tweetable)

“One last chance: 178 markets, one rebellion—prove Sol in 90 days.”

Experience Journey (before / during / after)

• Before: sets stakes + invites markets into a “movement,” not a meeting.
• During: grants permission, witnesses commitments, and elevates early adopters.
• After: leads the 90-day sprint cadence, celebrating proof and removing blockers.

Instructional Design

• Attitude: shift from “they won’t” to “they can, and I will enable them.”
• Knowledge: what levers actually unlock local launches (assets, approvals, proof).
• Skills: run a lightweight governance cadence and storytelling loop.
• People learning: strengthen direct ties to LMM champions for rapid scaling.

The Global Marketing Director has an orphan brand and a credibility problem. Not in the market—inside the company. The global story exists, but it doesn’t move the people who must make it real. The GMD enters the moment knowing persuasion is exhausted; only proof remains.

The event becomes a leadership instrument: a designed turning point where the GMD grants permission to break patterns, witnesses public commitments, and then turns the energy into a 90-day execution system. The value is not the show; it is the mechanism: belief becomes bets, bets become launches, launches become proof. If Sol survives, it survives because the organisation acted differently.

1. From relying on persuasion frameworks to drive adoption
   To running a proof-based commitment system (bets + scoreboard)
   Design goal: Replace “convince” with “prove + publish proof.”
   Measure: launch bet registry completeness (178/178) + weekly update cadence compliance.
2. From allowing excuses (budget/time) to stall action
   To removing blockers within defined SLA (fast approvals/resources)
   Design goal: Make action easier than delay.
   Measure: % of blocker tickets resolved within 5 business days; number of markets progressing week-on-week.
3. From one-off event thinking
   To 90-day follow-through governance as standard practice
   Design goal: Sustain behaviour change beyond the event moment.
   Measure: 90-day sprint completion rate; number of markets live (+10 target) and early turnover trendline.