‘It’s how we connect’: How brands are using Britishness to drive effectiveness

What is Britishness? Ask one hundred people and you’ll no doubt come up with one hundred different answers. But whether you see Britishness as a cup of tea with a biscuit, beans on toast after school or a self-deprecating joke about the weather, it is a powerful emotional tool when used correctly.

For brands that have embedded themselves into these moments, Britishness isn’t just a label on a pack; it’s a set of cultural codes that shape tone, build trust and create enduring affection.

In today’s divided climate, however, that’s a delicate game. National identity can unite, but it can also exclude, and marketers will be aware of the risks of leaning too far into patriotism or nostalgia. Yet, when handled with subtlety, Britishness can deliver real results.

New research from Ipsos and Effie UK called ‘Banter like a Brit’ finds brands that successfully channel a British identity can increase their brand closeness metric by up to 43% – a cornerstone of long-term brand health – and something that has risen in importance over the past 15 years in driving brand desire.

The survey of 3,000 adults also finds the defining characteristics of British identity are ‘traditional’, ‘enduring’ and ‘witty’. Patterns that hold true regardless of generation.

Three household names – Specsavers, Heinz and McVitie’s – tell Marketing Week how they use Britishness with wit, warmth and authenticity. Each has its own approach, but the common lesson is clear: success comes not from flag-waving, but from understanding how people live, laugh and share their daily rituals.

Humour as a cultural code

Specsavers is the obvious case study for British humour – but that doesn’t mean the brand wants to lean too far into being overtly British. “We don’t ever want to wrap ourselves in the flag,” says head of media Ian Maybank. “For us, it’s about cultural codes – humour, understatement, empathy – not about asserting superiority.”

The brand’s long-running ‘Should’ve gone to Specsavers’ line has become a form of shorthand for self-deprecation, instantly recognisable as British in its dryness and understatement, something that the brand very much intended. “Humour creates mass accessibility,” Maybank adds. “It’s a way of speaking to everyone in a way that feels non-exclusive and authentic.”

That framing resonates with Heinz, which despite its American origins is often seen as a cultural touchstone thanks to its beans, sauces and soups. “British humour is a huge part of our personality,” says brand, innovation and portfolio director Caio Fontenele. “Whether it’s a cheeky twist in copy or a knowing wink in creative, that wit feels very British. It’s part of how we connect.”

Collaborate, share and embrace failure: Lessons from a day with Specsavers’ marketing teamKraft Heinz chief growth officer, Karen Owen, agrees, noting that humour doesn’t just entertain, it reassures. “Consumers in the UK often think Heinz is British because of how much our products are woven into daily life here. Beans on toast, ketchup with chips, those are national rituals. Humour is the tone that makes it feel like we belong.”

Humour also builds memorability. Ipsos’s analysis finds that campaigns tapping into humour score higher on distinctiveness and long-term brand equity.

As Maybank puts it: “If people smile, they connect. That’s the Britishness we want to capture.”

Heritage without nostalgia

If humour is one code, heritage is another. No brand embodies that more than McVitie’s. “We’ve got 180 years of heritage in the UK,” marketing director Benazir Barlet-Batada tells Marketing Week. “McVitie’s is a national institution, woven into the fabric of everyday life. From ration boxes in the war to royal wedding cakes, we’ve always been there.”

But she is quick to stress that heritage alone isn’t enough. “Britishness is powerful, but if you lean too heavily on the past, you risk being old-fashioned,” she says. “The balance is key: staying true to fundamentals while evolving with culture.”

That philosophy underpinned McVitie’s ‘True Originals’ campaign in 2023, which leaned into heritage while feeling witty and fresh – and even featured a cameo from Sir Trevor McDonald. The impact was striking. Purchase intent rose by 27% and retail sales value by 15.8% year-on-year.

‘You can never stand still’: McVitie’s on why brand legacy doesn’t guarantee successIn 2025, the centenary of the chocolate digestive offered another opportunity. McVitie’s launched a pop-up under Piccadilly Lights, with a timeline of its history alongside competitions, recipe tastings and influencer tie-ins. “People loved the nostalgia,” says Barlet-Batada, “but they also loved the modern elements that connected with younger generations.”

Heinz, too, uses heritage selectively. From unearthing Ringo Starr’s stint working in a Heinz factory to celebrating the Lionesses’ victory, its strategy has been to connect with moments that feel nationally significant but culturally current.

“It’s about rooting ourselves in moments that matter now, not just retelling the past,” Owen explains.

Guardrails and risks

With opportunity comes risk. National identity can tip into exclusion or stereotype if not handled carefully. Specsavers is clear about what it avoids. “In an age of political division, overt patriotism can turn people off,” Maybank says. “Our job is to connect with everyone, not wave a flag for one group.”

Heinz has built in checks. Its AI tool, Tastemaker, analyses ideas against brand values and potential pitfalls, while expert panels provide additional cultural guardrails. “It’s about avoiding missteps while still being bold,” Fontenele explains.

‘We’re partners in crime’: Heinz’s top marketers on becoming ‘liberated leaders’McVitie’s faces the challenge of adapting its innate Britishness abroad. “What feels cheeky here might not translate in Saudi Arabia,” Barlet-Batada says. “In France, our packaging even calls them ‘English biscuits’, and that works locally. It’s about flexing, not forcing.”

Humour, in particular, doesn’t always travel. “What feels clever in the UK can land very differently elsewhere,” she adds. “That’s why we collaborate, test, and adapt.”

A modern take on Britishness

All three brands emphasise that Britishness must evolve. It’s not about nostalgia for a lost past but about reflecting modern Britain: diverse, witty, community-oriented.

“Britishness gives us a foundation, but it’s not our main thing,” says Barlet-Batada. “It’s part of who we are, not all of who we are.”

For Owen, the key is empathy. “It’s about showing we understand the culture and rituals of this market – that’s what builds trust,” she says.

Maybank puts it more simply: “Britishness works when it reflects how people actually live and laugh, not when it tries to dictate identity.”

Ipsos makes the same point in its analysis. The most effective brands need to “be culture-first, but shape it rather than ape it”. That requires subtlety and leaning into cultural codes without reducing them to stereotypes. And not resorting to the lowest common denominator.

Handled with wit and empathy, Britishness remains one of the most enduring assets in the marketer’s toolkit. It’s not about flag-waving, but about reflecting the everyday quirks and comforts that continue to define how people in Britain connect with brands.