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Havas Unveils ‘The Science of Desire’ Global Study, Finds Desirable Brands Grow 2.4x Faster

Unveiled at the Cannes Lions International Festival of Creativity, Havas' new global study, The Science of Desire, draws on insights from over 87,500 respondents and 2,400 brands across 10 markets. The research finds that brands with high levels of consumer desire generate 2.4 times more sustained growth, 2.2 times greater fame and 87% more pricing power.

MM Desk by MM Desk
June 23, 2026
in Advertising
A A
Havas Unveils ‘The Science of Desire’ Global Study, Finds Desirable Brands Grow 2.4x Faster

At the Cannes Lions International Festival of Creativity, Havas unveiled The Science of Desire, a new global study and strategic framework aimed at helping brands better understand the factors that drive consumer preference, loyalty and long-term growth.

Building on more than a decade of the company’s Meaningful Brands research, the study shifts the focus from measuring brand relevance to understanding the forces that influence consumer choice. Havas argues that in an era defined by automation and abundant data, visibility alone is no longer enough; brands must create compelling reasons for consumers to choose them repeatedly over time.

The research is based on insights gathered from more than 87,500 respondents, over 2,400 brands across 10 markets and 1,000 AI-powered interviews. According to the findings, brand desire is shaped by three interconnected drivers—attraction, affinity and attachment—which together create a reinforcing cycle that strengthens over time.

The study found that brands that successfully build desire outperform their peers across key business metrics. Such brands generate 2.2 times more fame, enjoy 87% greater pricing power and deliver 2.4 times more sustained growth. Havas also found that desirable brands are up to four times more likely to be surfaced in AI-generated responses, suggesting that brand preference plays an increasingly important role in AI-driven discovery environments.

Despite these advantages, the study identified what it calls a widespread “desire deficit”, with 84% of brands occupying a middle ground of consumer indifference and achieving only 61% of their growth potential.

Alongside the study, Havas announced further developments within its Converged.AI ecosystem. The group revealed an increased investment in Vurvey Labs, an agentic intelligence company, and said it will serve as lead investor in the firm’s Series B funding round. The investment forms part of Havas’ previously announced commitment to invest €400 million in data, technology and AI by 2027.

The company also highlighted a series of AI-focused initiatives, including an expanded partnership with Akkio to strengthen Converged.AI’s agentic capabilities, continued development of its generative AI production platform Vermeer.ai, and wider deployment of AVA, its secure AI platform designed to support more than 23,000 employees across the group.

According to Havas, these developments are intended to combine human insight with intelligent technology, supporting its “Growth, Powered by Desire” positioning and helping clients drive long-term business growth.

“Being seen is not enough. You must be desired. In a world where optimization is increasingly automated, creativity is what creates connection, builds desire and drives growth. Technology may amplify brands, but desire gives them gravity,” added Mark Sinnock, Global Chief Strategy, Data and Innovation Officer at Havas Creative Network.

“At Havas, we believe growth starts with what truly moves people. In today’s AI-driven landscape, the most successful brands will be those that combine technological power with deep human understanding and creativity, to build lasting connections. With The Science of Desire and the continued evolution of our Converged.AI ecosystem, we are equipping our clients to unlock stronger, more sustainable growth,” said Yannick Bolloré, Chairman and CEO of Havas.

“From the beginning, we believed there was a missing layer in AI: a true understanding of people in motion. At Vurvey, we are building the world’s leading human AI company, helping organizations better anticipate how people think, feel and make decisions, well beyond static snapshots. Havas recognized that vision early, and this expanded investment reflects a shared ambition to build the next generation of human-centered AI,” said Chad Reynolds, Founder & CEO of Vurvey Labs.

“The opportunity with AI is not simply to optimize performance, but to elevate how we connect data, insight and decision-making. By combining human judgment with intelligent systems, we enable our clients to scale relevance, enhance creativity and build more relevant, desirable brand experiences,” said Dan Hagen, Global Chief Data & Technology Officer at Havas.

 

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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