Liquid Death, the Los Angeles-based canned water brand hailed for its viral appeal among younger consumers, is stepping back from the UK market after less than two years of trading. The brand’s decision to refocus on its home territory underscores the difficulties that even well-capitalised startups can face when attempting to replicate domestic success abroad, particularly amid heightened cost-of-living pressures.
Entering the UK: Ambitious beginnings
Launched in the UK in spring 2023 on the back of a valuation of $1.4bn, Liquid Death initially gained traction through edgy marketing. Its blunt “murder your thirst” slogan, darkly comic imagery and tongue-in-cheek social media content were widely credited with securing a robust US fanbase. By 2023, the company claimed annual US sales of more than $250m, with investors betting on its capacity to carve out a dedicated following among Gen Z and millennials.
Yet attempts to replicate that popularity in Britain proved less fruitful. Although the brand secured listings with retailers including Tesco, Co-op, Iceland and Nisa, it never progressed beyond niche positioning. Liquid Death’s four-packs of 500ml sparkling or still water commanded a recommended retail price of £5.50 – a stark premium compared with other branded waters, let alone supermarket own-label products.
Price-sensitive Consumer
Industry data from NIQ indicates Liquid Death posted UK sales of around £2m over the 52 weeks to 7 September 2024, up 761% year on year according the The Grocer, albeit from a small base. Despite that fast growth in percentage terms, it was insufficient to breach the top 30 water brands, signalling that the product’s “cool factor” had not translated into broader market adoption.
The brand struggled to replicate its West Coast cool in British stores and the vast gulf between California’s edgy festival circuits and the more traditional demands of UK supermarket aisles. Foremost among Liquid Death’s struggle to break Britain is the cost-of-living crisis, which has intensified consumer scrutiny of discretionary spending. While Liquid Death’s irreverent marketing resonated with some festival-goers – the company sponsored events such as Download Festival in 2024 – many shoppers were less inclined to pay a premium for what they viewed simply as water in an unusual can.
One Tesco customer left this Liquid Death review, “It's not terrible. But paying this price for something that does not taste better (perhaps worse) than something that we can make at home does not seem ideal.”
Another Tesco customer said, “Found this drink at Download Festival and been a fan ever since. Great if you're on a diet or trying to stay sober as they look like beer cans but are just different flavours of water. Nice hint of lime and very refreshing. Nice to see an 'alternative' product available at a massive supermarket like Tesco too! Rock and roll.”
Pitfalls of Generational Marketing
Britain is passing through a time when, as The Telegraph puts it, “Nearly half a million more young people are living at home with their parents now than almost 20 years ago as renting and buying homes becomes more expensive.”
A 2024 feature in The Guardian touted Liquid Death as “killing it with Gen Z,” underscoring the brand’s success with a youthful American customer base. However, its difficulties in the UK highlight the risks of relying too heavily on simple generational labels. Price sensitivity can cut across age groups, while brand loyalty and purchasing habits are often shaped by cultural nuances rather than neat demographic categories.
Liquid Death attempted to localise its product appeal partly through music festival tie-ups and social media campaigns, retaining the distinctive metal-inspired visuals and sardonic humour that helped it stand out in the US. Yet these efforts largely followed the same brash playbook, leaving the brand vulnerable to questions around value for money and sustainability, especially when shipping from North America.
Liquid Death's Supply Chain Strain
Alongside these marketing challenges, the company cited operational hurdles. Liquid Death previously produced some of its stock in Austria, but the closure of that facility last summer left the brand reliant on US-based production. International shipping times, logistical costs and environmental scrutiny added to the strain. A company spokesperson framed the UK pullback as a “temporary pause” until production and supply chains can better support overseas demand.
The move nonetheless raises wider questions about the brand’s international growth strategy. Surplus stock has reportedly ended up in discount chains, selling for as little as 39p per can – a steep contrast to the premium price point seen in major supermarkets.
Liquid Death’s short-lived foray into the UK highlights a broader tension in the consumer goods sector. Even in an era when online virality can quickly transform a niche label into a household name, winning over a price-conscious new market typically requires careful calibration of brand identity, authenticity, localised marketing and competitive pricing.
The departure of Liquid Death’s managing director for international markets earlier this year underscores the scale of the retreat. Although the company says it may return to the UK once operational hurdles are cleared, its experience underscores the perils of assuming that a strong performance at home and high investor valuations will secure traction elsewhere – especially in a market coping with subdued spending power.
Ultimately, consumer behaviour rarely falls neatly along generational lines, and premium branding thrives only when buttressed by coherent pricing and robust local engagement.
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