Variables such as category competition, consumer needs and wants and the benefit of taking on this rebellion vary and so being a challenger can come in many forms – some more extreme than others.

In 2026, ‘challenger’ isn’t a label you can earn once and keep forever. This world view must be endemic in the brand’s operation, not just within its marketing communications. Supply chain, physical presence, consumer experience, and sometimes pricing. This mode of operations asks questions of the entire operating model. It is not for the faint hearted.

For founders building startups that aim to disrupt categories or existing advertisers willing to rewrite the rules, this evolution is where the real challenge begins.

Stage one: breaking through the noise

In their early days, challenger brands live and breathe rebellion. They’ve identified a gap in the market, spotted a flaw in the system, or simply decided the way things are done isn’t good enough. Their marketing is designed to make people sit up and take notice – to provoke, question, and inspire.

At this stage, being hyper focused, almost maniacal, about understanding the audience who you seek to serve is critical. Then it’s about nailing the brand story. Great challengers use creativity as a force multiplier. Think about how Oatly took a sleepy category like oat milk and turned it into a cultural conversation – using humour, humility, and a touch of chaos to get noticed. Or how Monzo made banking feel human by putting transparency and community at the heart of everything it said and did.

The key here is clarity. Challenger brands succeed when they can answer one simple question: what are we challenging?

The challenger manifesto fuels every decision. That’ll be different for advertisers but this will be true from the product you make to the tone you use in your communications. It’s what helps you punch above your weight, build loyalty, and attract an audience that believes in what you’re doing.

Stage two: growth and the temptation to blend in

The irony of success is that it can make you look like everyone else. As a challenger starts to scale, new pressures appear. Bigger teams, investors, and customer expectations can all push the brand toward conventional norms. The risk? Losing the edge that made it special in the first place.

This is the point where marketing has to evolve – you’ve proven that your idea works; now you have to show that it’s built to last.

To do that, your comms strategy needs to be anchored in something deeper than disruption. The mission remains your north star. The most resilient challengers – from Innocent Drinks to Tony’s Chocolonely – are those that have built their marketing around a mission that can flex as the business grows.

This is also where alignment matters. Challenger energy can’t just live in the brand voice; it needs to show up in your operations, your pricing, your customer experience. If you claim to challenge an industry’s waste problem but your packaging tells another story, your marketing loses credibility. The real power of a challenger brand lies in coherence – when what you say and what you do are inseparable.

Strategically, this is the shift from disruption to definition. The brand’s job is no longer to simply shout louder; it’s to stand taller. To communicate not just that you’re different, but why that difference matters to people’s lives.

Stage three: staying a challenger as you scale

For the few that make it this far, a new paradox emerges: how do you stay a challenger when you’re part of the establishment? When your startup becomes a scale up – or even a market leader – how do you keep that fire alive?

The answer lies in constant renewal. The best challenger brands don’t just fight the industry; they learn to challenge themselves. Patagonia is the standout example here – turning its focus from outdoor apparel to systemic environmental change, proving that scale doesn’t have to mean selling out.

As markets shift and consumer expectations evolve, so must your narrative. A challenger brand’s story is never finished. Whether it’s embracing sustainability, championing inclusivity, or rethinking your tech stack, the challenge must always evolve. That’s how you keep your audience engaged – not through gimmicks, but through genuine progress.

From a marketing perspective, this means leaning into authenticity and participation. Your audience doesn’t just want to buy your product – they want to be part of your mission. Brands that build communities, invite input, and share the journey will always have an advantage over those that only broadcast messages from the top down.

And as marketing investments grow, so does responsibility. Scale gives you reach – but it also gives you the opportunity to set new standards. Use it wisely. The smartest brands use their platforms to amplify difference, not dilute it.

A challenger mindset, not just a marketing strategy

At its core, being a challenger isn’t a phase. It’s a way of operating. It’s about creating a culture where curiosity, courage, and contrarian thinking are baked into every part of the business – not just the marketing team.

That means being comfortable with discomfort. It means asking the hard questions, even when things are going well. It means viewing growth not as a finish line, but as a new arena for innovation.

Because in a world where everyone wants to look like a challenger, the true differentiator is authenticity. The brands that endure – and inspire – are the ones that never stop challenging assumptions: about their industry, their audience, and themselves.

So, if you’re building a challenger brand today, remember: rebellion gets you noticed, but conviction keeps you relevant. Stay restless, stay uncomfortable.