Nissin Foods Holdings, the Japanese food giant behind instant noodle brands like Top Ramen and Cup Noodles, has announced a major organisational restructuring of its US operations. The restructuring aims to enhance the company's management capabilities and drive growth in the critical North and Central American markets. As part of the restructuring, Nissin will establish a new regional headquarters company, Nissin Foods Americas, which will serve as an intermediate holding company overseeing the company's three existing US operating subsidiaries. "This organisational change will allow us to make quicker decisions and strengthen our product and marketing efforts in the Americas," said Koki Ando, president and representative director, CEO of Nissin Foods. "The US market is of paramount importance as we continue to globalise our business." The three US operating companies – Nissin Foods (USA), Myojo USA and Kanzen Meal USA – will become wholly-owned subsidiaries of the new regional headquarters. This move will give the regional HQ greater control and oversight of Nissin's American operations. Yukio Yokoyama, who currently serves as Nissin's Chief Representative of the Americas, will take on the role of CEO for the new regional headquarters company. The organisational restructuring comes as Nissin seeks to capitalise on growing consumer demand for its diverse product portfolio, which includes instant noodles, chilled foods and frozen meals. The company's flagship Nissin Top Ramen brand has long been a staple in American pantries, but the firm has also been expanding its presence in the fresh and frozen food aisles. "Establishing a dedicated regional headquarters for the Americas underscores Nissin's commitment to this critical market," said industry analyst Mei Tanaka of Tokyo-based research firm Foodcast. "This move should help the company respond more nimbly to evolving consumer preferences and intensifying competition." The restructuring is expected to be completed by the end of the 2025 fiscal year, with Nissin increasing the capital of the new regional HQ to $122 million through an in-kind contribution of shares from its existing US subsidiaries. While the organisational changes are significant, Nissin maintains that the impact on the company's overall business performance will be minimal. The firm will continue to provide technical assistance, product warehousing and land leasing support to its American operations.

Yakult Singapore has unveiled Y1000, its most concentrated probiotic drink to date, as part of its ongoing commitment to gut health. The latest product launch expands Yakult's offerings in Singapore, where the demand for effective health beverages continues to rise. Y1000 contains over 100 billion live probiotics per bottle, significantly enhancing the company's existing range, which includes Yakult Ace Light and Yakult Gold. The introduction of this drink is backed by extensive research and development, highlighting Yakult's focus on science-based innovation in the probiotic sector. Originally launched in Japan, Y1000 has gained notable traction, selling approximately 3 million bottles daily. The product features Yakult's proprietary Lacticaseibacillus paracasei strain Shirota (LcS), a probiotic strain designed to survive the digestive process and reach the intestines intact. LcS is associated with various health benefits, including good digestion and enhanced immune function. Sunami Masaaki, managing director of Yakult Singapore, highlighted the significance of this launch in the context of the brand's history and market presence. "As we celebrate our 90th anniversary, the introduction of Y1000 provides consumers with a new option for supporting their gut health," he said. The launch comes at a time when gut health is increasingly recognised as crucial for overall welbeing. In Singapore, conditions such as irritable bowel syndrome affect a significant portion of the population, underscoring the need for accessible probiotic solutions. Y1000 will be available from October 1, 2025, at selected FairPrice supermarkets and Japanese retailers, priced at S$3.50 per bottle. This strategic placement aims to enhance availability for consumers seeking high-quality probiotic products. With the addition of Y1000, Yakult's product line-up now includes: Yakult Ace Light: Offering 30 billion LcS per bottle with fewer calories, catering to health-conscious consumers. Yakult Gold: Contains 10 billion LcS per bottle, fortified with vitamin D and recognised with the Healthier Choice Symbol. Y1000: The most concentrated option, designed for those looking for maximum probiotic support.

Andrew MacPherson Cargill has appointed Andrew MacPherson as the new chief executive officer of Teys, a key player in the Australian beef processing sector. MacPherson's appointment comes as Cargill prepares to finalise its acquisition of Teys , a transition expected to enhance the operational capabilities of the business and expand its market reach. MacPherson, who will be based in Brisbane, brings a wealth of experience to the role, having previously served as Teys' CEO from 2021 to 2023. During his tenure, he guided the company through significant transformations, focusing on diversification and sustainable growth. His extensive background in the global food and agribusiness sector, particularly within the Australian beef industry, positions him well to lead Teys into its next chapter. The leadership transition follows the announcement of Cargill’s acquisition of Teys, which was made public in June 2025, pending regulatory approvals. Until the ownership change is finalised, Brad Teys will continue to serve as CEO. Teys has enjoyed a successful 14-year partnership with Cargill, which has seen the company evolve into a globally recognised brand known for high-quality Australian beef products. Jon Nash, executive vice president and leader of Cargill’s Food Enterprise, said: “Under Brad’s guidance, we have built Teys into a leading processor and exporter of premium Australian beef. With Andrew at the helm, I am assured that Teys will continue to thrive as a world-class beef processing business, committed to our customers and employees alike.” Brad Teys, the outgoing executive chairman, reflected on his tenure, adding: “It has been an honour to lead Teys and work alongside our dedicated people and partners. I am confident that under Cargill’s stewardship, Teys will continue to uphold the values that have defined us.” Teys currently employs approximately 5,000 individuals across its two main operations: Teys Australia and Teys USA. The company is known for its commitment to delivering beef products, catering to both domestic and international markets.

PepsiCo’s Gatorade sports drink brand has unveiled Gatorade Lower Sugar, a new variant containing 75% less sugar than the classic Gatorade Thirst Quencher. The new launch was revealed this week alongside a string of other announcements from PepsiCo, including its Q3 2025 earnings results, the appointment of a new CFO , and a new portfolio strategy for 2026 centred around protein. Gatorade Lower Sugar, slated to hit US retailers nationwide in spring 2026, will be introduced in four flavours: Fruit Punch, Lemonade, Glacier Cherry and Rain Berry – a previous favourite flavour within Gatorade’s line-up. Catering to an increasingly health-conscious market, the drink will contain no artificial flavours, sweeteners or colours in addition to the lower sugar content, while still delivering the bright colours the brand is known for. This aligns with the growing shift toward more natural ingredients, particularly in the US, where many brands are reformulating and phasing out artificial ingredients following a push from health secretary Robert F. Kennedy Jr. Gatorade Lower Sugar will be available at a suggested retail price of $1.89-$3.39, and will be available in 28-fl oz, 20-fl oz and 12-fl oz bottles.

PepsiCo has revealed a new portfolio strategy for 2026, centered around multifunctional protein innovation across several brands. The F&B giant revealed the strategy in its Q3 2025 financial earnings report yesterday (9 October 2025). The strategy aims to ‘redefine the conversation around protein’ as the category becomes increasingly crowded – rather than focusing solely on amount of protein in grams, PepsiCo is shifting the narrative toward multifunctional health benefits and tailored support to meet unique consumer needs. According to the company, its new protein innovations for next year are science-backed and ‘rooted in consumer insights’ to meet the growing demand for enhanced offerings in the space. These innovations are set to hit the market in early 2026, and they span three brands: Propel, Muscle Milk and Starbucks. Propel PepsiCo’s Propel hydration brand will enter the protein category in 2026 with Propel Clear Protein, a new offering for the active nutrition market. The new powdered beverage mix will feature a proprietary blend of electrolytes, protein and fibre, designed to deliver efficient hydration and healthy lifestyle support. The three-in-one benefit stack includes 20g of whey protein to help maintain muscle mass, 3g of fibre for digestive health support, and electrolytes to support hydration. Notably, the product is also positioned as a convenient option for GLP-1 medication users, who often benefit from supplemental protein, fibre and electrolytes due to factors such as reduced appetite and thirst, and gastrointestinal side effects. The product contains no artificial colours or flavours, and no sweeteners. It is launching in three flavours: pear apple, watermelon mint, and peach ginger. Muscle Milk Muscle Milk, a protein drink designed for athletes and active people focused on muscle building, is set for an overhaul as part of the 2026 strategy. PepsiCo said the beverage will be completely reformulated, integrating ultra-filtered milk for an enhanced taste and a smoother, shake-like experience. According to the company, it will also become the only major RTD protein drink brand in the US without any artificial flavours or sweeteners, and no added colours. The Muscle Milk Base will offer 26g of protein, while Muscle Milk Pro will provide 42g. The drinks feature 3g of sugar, 200 kcal per serving, and provide a source of calcium and vitamins A and D. Starbucks Through its North American partnership with the coffee brand, PepsiCo is launching Starbuck Coffee + Protein, integrating protein into the morning coffee occasion. The line aims to extend coffee’s benefits beyond energising consumers in the morning, designed to help fuel both performance and wellness goals in a convenient option that does not require compromise of consumers’ daily rituals. It features 100% Arabica coffee, 22g of protein, 5g of prebiotic fibre, five essential vitamins and minerals, and 2g of sugar. Flavours will include Classic Caffé and Caffé Mocha. Tara Glasgow, global chief science officer at PepsiCo, commented on the strategy: “Most people don’t realize that it’s not just how much protein you consume – it’s when and what type of protein that matters”. “Your body can only use so much at once, so spreading protein throughout the day helps maximise its benefits. That’s why our innovations are designed to deliver protein and other functional ingredients in the right form, at the right time, for the right person.”

Mars Wrigley is expanding its M&M'S brand with the introduction of M&M'S Pop'd Caramel, marking the company's first foray into freeze-dried candy. The new product aims to tap into the growing consumer demand for unique textures and novel snacking experiences, following the launch of Skittles Pop'd in 2024 . M&M'S Pop'd Caramel features the beloved caramel flavour that consumers have come to expect from the brand, now presented in a light, crispy and crunchy form. “With M&M'S Pop'd Caramel, we're giving fans a whole new way to enjoy the classic caramel flavour that has been a fan-favourite in our line-up for years,” said Martin Terwilliger, vice president of marketing for Mars Wrigley North America. The new texture is designed to enhance sharing moments, aligning with the company’s marketing slogan, 'It’s More Fun Together'. The product will initially launch in a 5.5oz small stand-up pouch available on TikTok Shop and MMS.com starting November 3, 2025, followed by availability in M&M'S Stores on November 10. Nationwide distribution is set for January 2026, with additional sizes planned for later in the year. The introduction of M&M'S POP'd Caramel is strategically timed to align with consumer preferences for bold and exciting flavours, as well as innovative snack formats. Freeze-dried products have gained popularity across various categories, appealing to consumers seeking lighter, crunchier alternatives to traditional candies.

Arla Foods has made strides in reducing dairy supply chain emissions through the implementation of high-temperature electric heat pump technology at its AKAFA milk powder site in Svenstrup, Denmark. This implementation represents a key advancement in the dairy industry’s efforts to electrify energy-intensive processes traditionally reliant on natural gas. Historically, spray drying, a crucial method for transforming liquid milk into powder, has posed substantial challenges for electrification due to its high energy demands and the extreme temperatures required – often exceeding 120 degrees Celsius. Conventional electric heat pumps have struggled to operate efficiently under these conditions. However, Arla’s innovative approach uses CO2 as both a heating and cooling agent, enabling stable performance and energy efficiency at elevated temperatures. With this new technology, Arla Foods anticipates a reduction of more than 1,500 tonnes of CO₂ emissions annually from its operations at AKAFA. “This is a milestone in reducing emissions from our supply chain. Spray drying has long been one of the toughest processes to electrify, and by cracking that challenge, we are taking a pioneering step towards more sustainable dairy,” said Line Brandt Pedersen, director of supply chain sustainability. The successful deployment of this high-temperature heat pump is the culmination of years of collaboration with technology partners, culminating in a full-scale installation that showcases the potential for broader application across Arla’s production facilities. “With the strong performance we are seeing, we will now be exploring the potential roll-out of the technology more broadly across our production,” Pedersen added. Arla is committed to ambitious sustainability goals, having set a Science Based Targets Initiative-approved target of achieving a 63% reduction in Scope 1 and 2 emissions by 2030, compared to 2015 levels. Currently, the cooperative has achieved a 37% reduction, and investments in energy efficiency and electrification are expected to contribute an additional 18 percentage points towards this target. “Electrification of our supply chain is undoubtedly a key part of reaching our target. It requires innovative technology, upskilling our employees, and, of course, investments," Pedersen noted. "But as the heat pump at AKAFA shows, sustainability and performance can go hand in hand.” In recent years, Arla Foods has invested over DKK 600 million (approx. $93 million) in electrifying its dairies in Denmark, with additional projects underway in the UK and Germany.

Morgan Zanotti, a known figure in the food and beverage industry and co-founder of the successful Primal Kitchen brand, is making waves again with the launch of her new venture, Waay. This line of protein-infused sparkling waters is scheduled to hit the shelves of Whole Foods this month, marking Zanotti's return to the grocery aisle, this time in the beverage sector. Waay aims to fill a growing consumer demand for healthier, on-the-go snack options. Each can contains 10 grams of protein, 0 grams of sugar and just 45 calories, positioning it as a nutritious alternative for health-conscious consumers. The canned drinks will be available in three flavours: Grapefruit, Lemon Raspberry and Orange. Zanotti's vision for Waay is to provide a refreshing and convenient way for individuals to incorporate protein into their busy lifestyles. Zanotti's entrepreneurial journey is notable. She co-founded Primal Kitchen in 2015 alongside Mark Sisson, where they aimed to transform the condiment market with avocado oil-based mayonnaise and other health-focused products. Under her leadership, Primal Kitchen experienced rapid growth, culminating in a successful sale to Kraft Heinz for $200 million in 2019. This exit not only solidified Zanotti's reputation as a savvy entrepreneur but also provided her with the resources and insights to embark on her next venture. With Waay, Zanotti is leveraging her extensive experience in the food industry, including her background as a marketing executive prior to founding Primal Kitchen. She has been transparent about her journey in launching Waay, actively documenting her experiences on social media platforms like Instagram and TikTok. By sharing her insights on finding manufacturers and navigating the complexities of legal compliance, she aims to inspire and connect with other entrepreneurs. Featured image: © Drink Waay

Olivia Gautier After several years of strong growth, some suggest that the low and no alcohol category is slowing. Initial consumer enthusiasm was driven by a surge in health consciousness and the rise of mindful drinking trends, yet recent data suggests that demand has plateaued or even declined in some markets. Saturation, limited innovation and a disconnect between consumer expectations and product experience may be contributing factors. Olivia Gautier, senior principal at Verlinvest explores how brands can maintain the trend. As global consumers increasingly embrace mindful consumption, innovation is happening across all beverage categories beyond just no and low alcohol (nolo) alternatives. Consumers are redefining their drinking habits and embracing a broader range of health-conscious, functional and adult-oriented alternatives. This transformation is blurring the lines between alcohol substitutes, soft drinks and functional beverages, introducing challenges around consumer education, retail strategy and market positioning. To stay relevant and build mainstream appeal, zero-proof alternatives must elevate beyond just being alcohol-free and become aspirational brands in their own right: creating unique flavours, storytelling and rituals which resonate with consumers. The next generation of nolo and adjacent beverage brands will need to adopt a similar mindset – not just removing alcohol but adding something deeper and more interesting to the experience. Blurred lines: The challenge for nolo brands The growing focus on self-optimisation, balance and intentional consumption is redefining social drinking, with younger consumers increasingly prioritising function over form. Late nights are giving way to early evening gatherings and mindful social activities, forcing brands to reconsider their role in these moments. The opportunity for innovation is significant – not just for No/Lo brands but across the entire beverage industry: Functional soft drinks with adaptogens, nootropics and botanicals are blurring the line between wellness and indulgence, creating new ways for consumers to unwind. Adult sodas are evolving from mere mixers into sophisticated standalone drinks that rival traditional non-alcoholic aperitifs. Energy drinks are becoming popular among younger consumers seeking a boost on a sober curious night out. Speciality coffee brands are targeting early-evening consumption, with decaf, matcha and functional coffee blends. However, as categories converge, brands face increasing challenges around positioning and consumer perception: Retailers struggle with placement: Should these drinks be categorised alongside soft drinks, alcohol, or a dedicated nolo section? Consumers are unsure where these drinks fit: Are they a treat, a wellness product or a direct replacement for alcohol? The value-for-money equation is unclear: Why should consumers pay a premium for a non-alcoholic option when sophisticated, flavour-led soft drinks are readily available? Without clear positioning, many no-alcohol replacement brands risk lacking both mainstream relevance and premium appeal. Success will come from creating distinct, compelling brands that consumers actively want, rather than just accepting as a substitute. The value equation: More than just alcohol-free   When a consumer buys a premium spirit, they are paying for far more than just the alcohol – it is about the brand’s heritage, craftsmanship, sensory experience and cultural significance. The same must be true for nolo brands. Simply removing alcohol isn’t enough; these drinks need to offer something compelling, memorable and desirable. A report by Club Soda and Boldspace reinforces this point, advising No/Lo brands to move away from labels like 'alcohol free' or 'mocktail,' which imply they are secondary to their alcoholic counterparts. Instead, nolo brands must define themselves on their own merits, crafting a unique identity that isn’t tied to the idea of replacement. This is particularly important for standalone No/Lo brands, which lack the recognition of an established alcoholic parent trademark. The future of nolo is not about taking something away, it’s about adding something new.  Winning strategies for nolo brands   So, how can No/Lo brands differentiate themselves and win? Instead of defining themselves by what they lack, No/Lo brands should focus on what they bring to the table: distinctive sensory experiences, cultural relevance and new drinking rituals that fit evolving social habits.   Own the occasion, not just the product:  Nolo brands must establish what function they serve in key consumption moments. Take Vita Coco  – by positioning itself as a hydrating companion for yoga sessions, post-workout recovery and tropical-inspired mixology, it sidestepped direct competition with sugary sports drinks or juices and transformed coconut water from a niche health product into a $2.4 billion lifestyle staple. The key to brands like Vita Coco is meeting consumers where they are: whether in their health-conscious moments with the original product or in an indulgent mood with Vita Coco Treats. Identify and own key drinking occasions – whether it is celebrations, casual socialising, pairing with food, at home unwinding of high-tempo events – and define what solutions your product brings to these occasions (eg, hydration, energy, relaxation or a social buzz). Shape new consumption habits through compelling storytelling, strategic partnerships and consumer education, ensuring your brand becomes an indispensable part of these moments.   Build an aspirational brand:  The strongest brands go beyond the product. They become social badges and lifestyle choices. For example, Tony’s Chocolonely  didn’t just market itself as fair trade chocolate  – it built an entire movement around sustainability, ethics and quality, making it a cult-favourite brand with mainstream appeal.   Set the bar with unique blends and flavour profiles. Smaller brands have the unique ability and freedom to innovate in more daring and bold ways that established brands cannot. Create an emotional connection through sustainability, craftsmanship or a strong mission. Brands that stand for something resonate more deeply.   Create compelling rituals & experiences:  This adds depth to the drinking experience. Nolo brands should seek to elevate everyday moments into something special by crafting unique rituals and experiences. Inject 'specialness' and a sense of exclusivity into the drinking experience – through a distinctive signature serve and ritual, special glassware or garnishes – but also through sensory-evocative language and imagery on pack, limited editions or seasonal flavours. Connect the product back to a story, an experience or a brand home to discover. Sula, for example, successfully created a wine-drinking culture in India where wine consumption was traditionally low, by leaning into brand and experimental tourism through vineyard tours, wine-tasting sessions and the SulaFest music festival, successfully transforming the brand into a premium lifestyle experience.   Future of nolo: Function over ABV   As we look towards 2026 and beyond, traditional beverage categorisations between alcoholic and non-alcoholic will become increasingly irrelevant. Instead, the consumer is moving towards a holistic view of beverages as functional tools for different occasions and needs  – whether that's energy, relaxation, celebration, social connection or health optimisation. In this evolving landscape, the future success of nolo brands will depend not on merely substituting alcohol but on redefining how people engage with beverages across different occasions. The brands that achieve mainstream relevance will be those that go beyond replicating alcoholic drinks and which instead craft unique experiences and rituals, establishing themselves as aspirational choices in their own right.

Suntory Beverage & Food France has confirmed the impending closure of its La Courneuve production facility as part of a strategic restructuring initiative aimed at enhancing operational efficiency and competitiveness in the challenging French market. This decision is part of a broader plan that includes an investment of over €170 million by 2030 to adapt to market dynamics and address rising production costs. The La Courneuve plant, a longstanding site for Suntory since the 1970s, has faced operational constraints due to its urban location, which limits its capacity to meet modern production demands. The plant primarily produced a variety of beverages, including popular brands such as Orangina and Schweppes. These products typically encompass carbonated soft drinks, fruit beverages and other non-alcoholic drinks that cater to the French market. The facility has been a significant part of Suntory's production network, contributing to the company's overall output of beverages consumed domestically in France. The closure is set to take place by the end of 2026, with production gradually shifting to the Donnery plant, as well as reallocations to other facilities in Meyzieu and Châteauneuf-de-Gadagne. Alexis Daems, CEO of Suntory Beverage & Food France, highlighted the necessity of this move: “The decision to close La Courneuve reflects the need to resize our industrial network to better serve our customers and ensure sustainable development in a market that has seen declining sales since 2022”. The company has been grappling with significant challenges, including inflation and increased taxation on sugary drinks, which have adversely impacted consumer purchasing power and overall sales. The transition will affect approximately 56 jobs, with management committed to supporting employees through this process. Daems assured that the company will prioritise employee mobility and development opportunities, adding: “Throughout the project, our priority will be to support every employee affected, particularly our teams in La Courneuve”. The restructuring plan is currently subject to a consultation process with employee representatives, with a focus on facilitating a smooth transition for those impacted. The company aims to implement the changes over a 15-month period, allowing for adequate support and dialogue with stakeholders. Suntory Beverage & Food France produces a range of popular beverages, including Orangina and Schweppes, with 97% of its products consumed in France manufactured domestically.

Premier Foods is set to delight UK consumers this winter with the introduction of Mr Kipling Mince Pie Ice Cream, a limited-edition product that brings the beloved festive flavour of mince pies to the frozen food aisle. This latest offering is designed to cater to the growing consumer demand for unique and seasonal ice cream flavours, positioning Mr Kipling as a key player in the competitive frozen dessert market. The new Mince Pie Ice Cream features a creamy dairy base infused with spiced fruit and delectable sweet pastry pieces, providing shoppers with a novel way to enjoy the traditional taste of mince pies. This launch reflects Premier Foods' commitment to expanding its ice cream range, which has already successfully integrated several of its iconic treats into the frozen dessert category. Dan Jalalpour, marketing director for desserts at Premier Foods, said: "Our Mr Kipling Ice Cream range has already seen us bring some of our most loved treats into the frozen aisle. Mr Kipling Mince Pie Ice Cream will provide shoppers with the chance to enjoy the festive flavour they know and love in a whole new way with our exceedingly good ice cream." The product will be available exclusively at Asda starting October 13 2025, in a 475ml tub, with a manufacturer’s recommended selling price of £3.00. As a limited-time offering, this seasonal ice cream is expected to attract both loyal Mr Kipling fans and new customers looking for festive indulgences. Premier Foods, one of the UK's largest food producers, operates with a portfolio of well-known brands including Ambrosia, Batchelors, Bisto and Oxo.

Death Wish Coffee Co has initiated a trademark infringement lawsuit against Liquid Death, a brand known for its edgy marketing of canned water and beverages. The suit, filed in federal court in California, aims to prevent Liquid Death from launching a new line of coffee products that Death Wish claims infringes on its established 'Death' trademarks. Death Wish, founded in 2012 and based in New York, argues that Liquid Death's proposed coffee products, including a 'Deathuccino,' would confuse consumers and dilute its brand identity. The complaint highlights the "nearly identical aesthetic" shared by the two brands, both of which leverage a "death-themed" branding strategy that has garnered significant media attention. Death Wish's legal filing states that the similarities in trade dress and branding could lead to consumer confusion, particularly as both brands may appear on retail shelves side by side. The controversy arises as Liquid Death, which has gained popularity for its unique marketing approach to canned mountain water and sparkling beverages, recently filed trademark applications for "Liquid Death" and "Liquid Death Deathuccino" to enter the coffee market. Death Wish contends that this expansion into coffee represents a direct threat to its business, which has established a strong foothold in the ready-to-drink coffee segment, selling products through major retailers such as Walmart, Target and Kroger. In its 20-page complaint, Death Wish asserts that it has long held trademark registrations for various coffee-related products and has cultivated a distinct brand synonymous with high-caffeine coffee offerings. The company’s filings note that it has successfully coexisted with Liquid Death thus far due to their differing product lines – until now. Death Wish claims that Liquid Death's venture into coffee could lead to "reverse confusion," where consumers might mistakenly believe that Death Wish's products are affiliated with or inferior to those of Liquid Death. Before pursuing legal action, Death Wish says it attempted to negotiate with Liquid Death to abandon its trademark applications, but the latter reportedly expressed intentions to move forward with its coffee launch. The lawsuit not only seeks to block Liquid Death from using any 'Death'-formative marks in connection with its coffee products but also demands punitive damages and reimbursement for legal fees. Death Wish's legal representation includes the firm BraunHagey & Borden LLP. In response to the lawsuit, Liquid Death issued a statement asserting that it has no current plans to launch a ready-to-drink coffee product, although it is exploring future innovations within its brand. The company highlighted its view that no single brand can corner the term 'Death,' pointing to the existence of multiple brands using similar themes in various markets. This legal battle underscores the complexities of brand identity in the beverage market, particularly as companies increasingly explore cross-category expansions.