Typeform, the AI engagement platform used by more than 150,000 businesses, has launched Growth Flow — a customer lifecycle solution that converts every form submission into the starting point of an automated workflow, connecting lead capture, data enrichment, nurturing, and conversion without requiring a separate tool for each step.

The launch targets a structural inefficiency familiar to most growing businesses: the gap between the moment a customer signals interest and the moment a business responds. That gap, typically the product of fragmented tools and manual handoffs, is where leads go cold and revenue opportunities quietly disappear.

Also Read: The CIO Who Says Governance Can Actually Speed Up AI

What Growth Flow Does

Growth Flow is built on a straightforward premise. A form submission is not the end of a customer interaction — it is the beginning of one. The platform uses AI to interpret each response in context and automatically trigger the appropriate next action, without delay or data loss between systems.

In practice, that means a prospect can book a meeting, sign an agreement, or complete a payment directly within the form, at the moment of peak intent, without being routed to a separate platform. Sales teams receive instant Slack alerts. Meetings are booked via Google Calendar. Multi-step nurture campaigns launch automatically across email, SMS, and integrated tools, including Klaviyo, from a single submission.

Every response also generates a dynamic customer profile, automatically enriched with third-party data on company size, industry, job title, and demographic signals. The enrichment layer operates within a security-first architecture aligned to GDPR and CCPA requirements, reaching match rates of up to 92 percent for business-to-business contacts and 71 percent for business-to-consumer. Teams gain immediate segmentation and routing context without manual research.

Typeform says its conversational form design already helps businesses collect up to 3.5 times more data than conventional form tools. Growth Flow extends that data advantage into automated action, surfacing real-time conversion signals and audience patterns that allow teams to adapt workflows as customer behavior evolves.

Also Read: Three Myths That Are Keeping Brands Away From AI

The Broader Shift

“For decades, forms have been treated as the end of a conversation — a place where customer intent gets captured and then handed off, disconnected from everything that happens next,” said Aleks Bass, Chief Product and Technology Officer at Typeform. “What used to take ten tools and a lot of manual effort now takes one platform and a single prompt. Typeform is no longer just the form, but the engine that turns responses into revenue.”

The launch reflects a broader consolidation trend in marketing technology, as businesses under resource pressure look to reduce the number of point solutions required to manage the customer journey. Growth Flow’s pitch is that the form — historically a data collection endpoint — can serve as the operational hub for the entire early customer lifecycle, provided the automation and enrichment layers behind it are sufficiently capable.

For small and growing teams running lead generation, sales capture, or customer onboarding, the commercial argument is direct: fewer tools, less manual coordination, and a shorter path from customer intent to customer action.

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Nectar has launched a new partnership with Merlin Entertainments, giving the loyalty scheme’s members a way to redeem points at more than 20 attractions across the United Kingdom — including Alton Towers Resort, Thorpe Park, LEGOLAND Windsor Resort, Chessington World of Adventures, the London Eye, SEA LIFE aquariums, Warwick Castle, and Cadbury World.

The partnership, live from Wednesday, is available through the Nectar app and includes a points-doubling offer: members who swap £5 worth of Nectar points receive £10 off Merlin ticket prices — effectively doubling the redemption value for those who choose to use it.

How to Redeem

The redemption process has been designed to minimize friction. Members open the Nectar app, select the Merlin partner offer, book through the dedicated Merlin-Nectar booking page, choose how many points to apply at checkout, and receive tickets by email. No separate account registration or third-party redirect is required.

“Making it easy for customers to spend their points is really important,” said Amir Rasekh, Managing Director of Nectar360. “By stripping out unnecessary steps, we’ve created a faster, more intuitive redemption experience — one that’s much better for our Nectar members.”

Also Read: Your CX Partner Is a Revenue Engine. Treat It Like One.

The Commercial Logic

For Nectar, the partnership extends the utility of its loyalty currency beyond grocery spending — historically the scheme’s primary redemption context — into leisure and family experiences. For Merlin, it opens access to Nectar’s membership base as a new acquisition and demand-generation channel at a time when the company is investing in new attraction launches.

“We know our Nectar members want great value and real rewards,” said Mark Given, Sainsbury’s Chief Technology, Marketing and Data Officer. “It’s all about giving families fun days out for less and making every point count towards something special.”

Stan Swinton, Merlin’s Chief Growth Officer, pointed to the launch timing as particularly relevant, given that new attractions have recently opened at several sites. “With Bluey the Ride: Here Come the Grannies at Alton Towers and World of PAW Patrol at Chessington World of Adventures, now is an ideal time for Nectar customers to enjoy the benefits of Merlin attractions,” he said. The full list of participating Merlin attractions is available through the Nectar app.

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Avaya has announced that avatarin, a Tokyo-based robotics and AI startup spun off from Japanese airline holding company ANA Holdings, has selected Avaya Infinity as the platform underpinning its customer experience operations — a deployment that connects AI-powered social robots, phone agents, and chat support into a single, unified intelligence layer.

The partnership is among the more concrete early examples of what the industry is beginning to call physical AI: artificial intelligence that operates not within a screen or speaker, but through robots moving through physical spaces — airline reservation desks, local government service counters, retail floors — engaging customers in person while remaining connected to the same real-time data infrastructure that serves digital channels.

The Problem Being Solved

The central challenge avatarin faced was one of fragmentation. A customer who began an interaction with a phone agent, continued via chat, and then engaged with an on-site robot would, in a conventional system, effectively be starting over at each handoff — their history, context, and unresolved needs lost in the transition between channels.

Avaya Infinity, integrated with Model Context Protocol, addresses this by preserving and passing the full context of each customer interaction across every channel in real time. Whether the next touchpoint is a human agent, a chat interface, or a social robot navigating a physical environment, the conversation history travels with the customer.

“Our objective is to create ‘One Intelligence,’ where AI, robotics, and contact centers function as a single unit,” said Akira Fukubari, chief executive of avatarin. “We place a strong emphasis on AI that enhances human capabilities rather than replacing them. While AI handles scalability and responsiveness, human experts continue to provide the empathy, sophisticated decision-making, and complex problem-solving that customers demand.”

Also Read: Your CX Partner Is a Revenue Engine. Treat It Like One.

New Avaya Infinity Capabilities

The avatarin deployment is built on three new capabilities within the Avaya Infinity platform.

The first, Tandem Care, pairs human agents with agentic AI for self-service and automation, using Model Context Protocol to connect to enterprise systems, including billing and customer relationship management platforms for secure, real-time context and task execution. The underlying data intelligence layer is powered by Databricks, providing a central control layer for AI governance and compliance.

The second, Out-of-the-Box Real-Time Insights, combines customer interaction data with enterprise business data from systems such as CRM and ERP to give customer experience managers immediate visibility not just into what happened during an interaction, but why, and what action is recommended in response.

The third, Delta Sharing, uses an open standard for zero-copy data access to feed real-time interaction insights directly from the contact center into the broader enterprise data environment, eliminating the complex extract, transform, and load processes that have historically created operational blind spots for enterprise AI initiatives.

The Physical AI Context

The avatarin partnership arrives amid accelerating physical AI adoption. According to Deloitte’s 2026 State of AI in the Enterprise report, global adoption of physical AI — robotics and autonomous systems operating in real-world environments — is projected to reach 80 percent by 2028. The Asia-Pacific region is currently leading the adoption, with 71 percent of organizations already implementing these technologies, compared with 56 percent in both the Americas and EMEA.

Seventy-four percent of organizations surveyed by Deloitte expect to deploy agentic AI within the next two years, with AI agents increasingly described as force multipliers that allow human workers to shift into more strategic roles — the precise dynamic that avatarin’s hybrid model is designed to operationalize.

“Avaya Infinity was born in the AI age and is specifically designed to meet the broad and diverse needs of companies like avatarin,” said Marylou Maco, Chief Revenue and Customer Experience Officer at Avaya. “Seeing them bring to life ‘One Intelligence’ is truly a testament to the power of innovation at the speed of AI.”

Also Read: Three Myths That Are Keeping Brands Away From AI

Beyond the Contact Center

The broader significance of the Avaya-avatarin partnership lies in what it suggests about the future architecture of customer experience infrastructure. As AI moves from screens into physical spaces, the systems that manage customer context, route interactions, and preserve conversation history must extend beyond the traditional contact center perimeter.

Avaya Infinity’s hybrid cloud design — supporting private, on-premises, and cloud environments without requiring organizations to choose between flexibility and data sovereignty — positions it as infrastructure for exactly that expanded perimeter. The avatarin deployment is an early proof-of-concept. The market it points toward is considerably larger.

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Monzo, the British digital bank with more than 15 million customers, is launching in Spain — its second market in the European Union — as it accelerates a continental expansion strategy that follows its withdrawal from the United States earlier this year.

The neobank has established offices in Barcelona and Madrid, with a staff of more than 50 employees, and plans to grow the team over the coming year. Francisco Sierra, a banking executive with prior experience at Western Union and the German digital bank N26, has been appointed country manager for Spain. He will report to Michael Carney, Monzo’s European chief.

License in Hand, Ambitions Broadened

The expansion was made possible by a European banking license granted by the European Central Bank and the Central Bank of Ireland in December last year — regulatory approval that allows Monzo to hold customer deposits across the EU and opens the door to additional revenue streams, including loans and mortgages.

Ireland, where Monzo is headquartered for its European operations, became its first EU market in April, attracting thousands of customers onto its waitlist at launch. Spain has now become the second.

On its product offering for the Spanish market, Monzo struck a deliberately cautious note, saying it would “start by listening to customers to better understand how to solve their pain points and create a localized offering.” All product launches will be subject to regulatory approval.

Also Read: The Organizations That Survive Disruption Never Had to Recover From It

A Crowded Arena

Spain presents Monzo with a competitive digital banking landscape. Its principal rivals will include Openbank, the digital arm of Santander; Revolut, the London-based fintech giant; and N26, the German neobank — three established players with significant local footholds.

The Spanish entry also arrives in the shadow of Monzo’s exit from the United States, a market the company had pursued for several years before retreating in April. The pivot to Europe signals a sharper geographic focus and a bet that the continent’s regulatory environment and consumer appetite for digital banking represent a more viable path to international scale.

“At Monzo, we are passionate about making money work for everyone,” said Carney. “After a hugely successful launch in Ireland, Spain is the latest milestone in our European expansion. We can’t wait for other markets across Europe to experience that.”

Sierra, speaking at the announcement of his appointment, said he looked forward to working closely with future customers to understand how Monzo “can best serve the Spanish market and solve their everyday banking pain points.”

Further EU market entries are expected, though Monzo has not disclosed a timeline or named additional target countries. 

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Revolut, the UK-based fintech valued at $75 billion, is opening its first physical retail location — a permanent store in Barcelona that the company says will bring its digital ecosystem to life in an immersive, high-visibility space.

The store, called Revolut Store, will be located in central Barcelona and will employ more than 20 people. According to Spanish media reports, it is expected to open at the end of 2026 or in early 2027 and will operate under a lease agreement. Spanish newspaper La Vanguardia, which first reported the details, described the store as comparable in scale to an Apple retail location.

Revolut said the store would not function as a bank branch. A spokesperson described it as a space where customers can discover and explore the company’s products and services, rather than conduct standard banking transactions. “This will not be a temporary pop-up, but a permanent space,” the spokesperson said. “A high-visibility, immersive space that will bring our ecosystem to life.”

The company framed the move as a deliberate attempt to add a human dimension to a brand that has operated entirely online. “We decided to open a physical space to engage with consumers as any other lifestyle brand would do,” the spokesperson said. “We also believe physical presence builds trust by putting a human layer on top of the digital experience.”

Also Read: Your CX Partner Is a Revenue Engine. Treat It Like One.

Barcelona is a meaningful choice for Revolut beyond geography. The company employs around 700 people in the city and previously used it as the launch market for its first ATMs. Antoine Le Nel, Revolut’s global marketing director, told La Vanguardia that Barcelona had long served as a testing ground for the company. “It’s an innovative city where we can find both local and international customers,” he said. If the store performs well, Le Nel said Revolut plans to replicate the model in other markets.

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Snickers is running two simultaneous marketing pushes around its peanut butter products — one built on a longstanding creative platform about hunger-induced bad decisions, the other timed to the NFL Draft and anchored by a college football star expected to go in the first round.

The first, a campaign called “Stuck,” extends the brand’s existing creative territory around hunger as the source of human irrationality. In the lead spot, a rock climber in distress spends his crisis composing the perfect text message for help, until his companion hands him a Snickers and delivers the line: “You’re indecisive when you’re hungry.” Separate spots use self-aware humor to poke fun at the campaign’s own voice-overs. The ads are running across television and social platforms, including YouTube, Meta, Snapchat and TikTok.

Mars says the campaign is designed to highlight the textural qualities of the peanut butter variant — citing survey data from ingredient company Puratos indicating that 71% of consumers globally identify texture as a meaningful part of their eating experience.

“With ‘Stuck,’ we’re adding a new, hilarious chapter by exploring the world of hunger-fuelled indecisiveness,” said Ashley Gill, vice president of brands and content at Mars Snacking. “It’s a creative platform that allows us to playfully show how the satisfying, creamy and crunchy texture of Snickers Peanut Butter is the perfect solution to that all-too-familiar feeling of being caught in between.”

Also Read: Your CX Partner Is a Revenue Engine. Treat It Like One.

The second activation centers on the brand’s ice cream line and former Ohio State wide receiver Carnell Tate, who is widely projected to be selected in the first round of the NFL Draft, which begins April 23. Through a dedicated microsite, Snickers is distributing limited-edition ice cream bars with packaging bearing the word “Chill” — a message aimed at fans and commentators caught up in the speculation-heavy draft season. Tate will also wear a custom jewel-encrusted Snickers Ice Cream Chill Chain at the draft event, which fans can enter a sweepstakes to win.

“The passion surrounding the NFL Draft is what makes it so exciting, but the non-stop speculation can turn up the heat quickly,” said Chanel Gant, marketing director at Mars Ice Cream. “We wanted to give fans a fun and delicious way to chill the hot takes.”

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Most enterprises have no problem handing off customer service to an outside partner. Billing disputes, tech support, and returns are all fair game when it comes to outsourcing. Yet, the moment the conversation shifts to revenue-generating functions like sales, leaders become more cautious. Sales is often perceived to be too close to the brand, too strategic, and too important to trust to anyone outside the building.

That logic is costing companies growth.

A recent IDC InfoBrief, “From Efficiency to Excellence: Driving Enterprise Value Through Customer Experience Partnerships,” sponsored by TELUS Digital, draws on survey data from 287 enterprise decision-makers on their business priorities and CX partnership strategies. The results show a striking imbalance in modern outsourcing. 

The Trust Gap Is the Real Bottleneck

Organizations are comfortable delegating customer friction, but they remain tethered to an outdated belief that revenue-generating functions must stay strictly in-house to maintain control. That mindset is holding enterprises back. 

According to IDC’s InfoBrief, customer analytics is now the most outsourced function to CX partners, cited by 27% of respondents. Inbound B2B sales trail at 17%, inbound B2C sales at 9%, and outbound sales functions rank even lower.

The disparity is telling. Enterprises are willing to hand over the data and insight layer of the customer relationship, but they still hesitate at the transactional moment. Modern CX outsourcing has evolved from transactional labor to high-fidelity brand extension. The barrier isn’t a lack of partner capability. It’s a legacy mindset that treats sales as ‘core identity’ and service as a ‘utility.’ When enterprises mistake proximity to the office for quality of the outcome, they inadvertently limit their own scale.

Same Tools, Different Silos

Consider this: the same AI and predictive analytics that enterprises deploy to resolve support tickets are perfectly suited for identifying upsell triggers, forecasting churn, and surfacing expansion opportunities.

The IDC data shows that 34% of enterprises rank improving operational efficiency as their top priority over the next 12 to 24 months, with 31% prioritizing improved customer experience and 21% focused on revenue growth. Most companies chase these with separate budgets and separate teams. But think about what actually happens in a single customer interaction: an AI tool resolves an issue faster, and that’s efficiency. The customer walks away satisfied, and that’s experience. And because the system flagged a cross-sell opportunity during that same conversation, the agent closes an expansion, and that’s revenue. One interaction, one platform, three outcomes. The only reason companies don’t see it that way is that they’ve organized themselves not to.

Technology and talent are commercially agnostic. Only internal silos prevent a service tool from becoming a revenue engine. CX partners, by nature, sit outside organizational walls. The best among them have spent years perfecting the science of hiring, training, and scaling the specific skill sets required for consultative, high-conversion interactions.

When Procurement Undermines Growth Strategy

The most significant insight from the IDC InfoBrief concerns how enterprises buy CX partnerships. Contract pricing and flexibility are the top vendor selection factors at 28%, and 72% of enterprises expect 10% to 19% cost savings from their CX partner. Cost discipline matters, of course. But when pricing is commoditized, partners are forced into a defensive posture, focusing on baseline service level agreements (SLAs) rather than proactive growth.

In a revenue partnership, the conversation must shift from cost per head to return on investment. In a service-only model, success is often measured by how quickly you can get off the phone. In a revenue partnership, success is measured by conversion rates, pipeline contribution, and account expansion. 

Enterprise leaders need to think beyond the cost of a partner, considering how effectively they can accelerate outcomes and shorten the sales cycle. IDC’s data shows that 22% of enterprises already view revenue growth as a quantifiable outcome of their CX partnerships. That number should be much higher. You cannot expect a vendor to drive strategic growth if the contract is designed only to manage tactical costs. A true revenue partnership transforms the CX provider from a defensive cost center into an offensive growth engine that pays for itself.

Agentic AI Changes the Math

The emergence of agentic AI accelerates all of this. According to IDC, 32% of enterprises have already deployed agentic AI use cases in their outsourcing operations, and only 6% report no interest in the technology. This is no longer about chatbots deflecting routine inquiries. Agentic AI analyzes behavior in real time to trigger next-best-action recommendations, ensuring expansion opportunities aren’t missed during a service interaction. It moves CX from manual task execution to autonomous revenue orchestration.

For CX partners already managing both the data layer and the customer interaction, agentic AI can be the connective tissue that turns a support conversation into a qualified pipeline event.

The Full-Lifecycle Imperative

The enterprises that will pull ahead are the ones that stop treating acquisition, retention, and expansion as separate workstreams managed by separate vendors. Deploying a single partner across the full customer lifecycle ensures data continuity, with the sales team informed by support data and the support team staying aligned with the original value proposition. IDC’s data reinforces this: 25% of enterprises say the highest satisfaction driver is alignment of service delivery with their business. A fragmented customer journey is a silent revenue killer. A unified lifecycle is a force multiplier

Time to Rethink the CX Partner Relationship

The CX outsourcing market has matured well beyond transactional staffing models. The partners, the technology, and the talent models exist today to drive measurable revenue impact. What hasn’t caught up is the enterprise mindset. The risk isn’t in outsourcing sales, but in the cost of not scaling it.

For leaders still treating their CX partner as a cost center, the IDC InfoBrief sponsored by TELUS Digital offers a clear direction: the same partnership you’re using to manage friction could be the engine that drives your next phase of growth.

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Nearly eight in ten Gen Z and Millennial Americans are using what researchers call “survival spending” to get by — relying on short-term financial strategies like Buy Now, Pay Later for essential purchases, turning to AI for budgeting guidance, and increasingly abandoning long-term financial planning altogether.

That is the central finding of new research released Monday by Beyond Finance, in partnership with financial literacy nonprofit Operation HOPE, based on a survey of 2,000 Millennial and Gen Z adults conducted in March.

Almost half — 45% — say they would put a tax refund toward bills or debt. Just under 4% would spend it on travel or leisure. More than 70% say supplemental income from side hustles is now necessary simply to keep up, and 59% say spending on meaningful experiences today feels more practical than saving for long-term goals that feel increasingly out of reach. Nearly two-thirds say they are uncertain whether traditional retirement planning will deliver real security.

Also Read: Protecting Loyal Customers From Your Own Return Policies

The findings also reveal a generational shift in where young people turn for financial guidance. Gen Z is now more likely to consult social media influencers (24%) than their own parents (21%) when refining money strategies. And financial transparency is increasingly entering the dating conversation: 73% of respondents say they want to know someone’s exact financial situation before the third date.

AI is playing a growing role as well. Some 39% say they are already using AI tools to budget or inform financial decisions, often running hypothetical scenarios before taking action. A smaller share — 16% — use apps that gamify saving and spending to reinforce financial habits.

“Gen Z and Millennials aren’t failing at money. The system they inherited has changed, and they’re responding in real time,” said Dr. Erika Rasure, chief financial wellness advisor at Beyond Finance. “What we’re seeing is a generation shifting from long-term financial ideals to daily financial practices — using windfalls to stabilize, leaning on AI to make decisions, and prioritizing what’s immediately within their control. That adaptability isn’t a weakness. It’s a new form of financial resilience.”

Also Read: The Invisible Infrastructure Behind Every Great App

John Hope Bryant, founder, chairman and CEO of Operation HOPE, framed the findings in broader terms. “Gen Z and Millennials are not walking away from success,” he said. “They are searching for a model that speaks to their lived reality, their struggle, and their hope. At Operation HOPE, we believe financial literacy is the new civil rights issue of our time — and our calling is to help this generation move from uncertainty to confidence, from surviving to thriving, and from financial stress to lasting wealth.”

The survey was conducted by QuestionPro on behalf of Beyond Finance and Operation HOPE between March 16 and 18, 2026. Respondents included 2,000 American Millennials, defined as those born between 1981 and 1996, and Gen Z adults, born between 1997 and 2008.

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U.S. Bank has struck a multiyear deal to become the official bank and wealth management sponsor of the NFL, filling a sponsorship gap in the league’s retail banking rights that had gone unfilled for more than 30 years.

The agreement, announced Tuesday, makes U.S. Bank the presenting sponsor of the Super Bowl MVP Award and a top-tier sponsor of the NFL Flag Championships. The bank will also integrate NFL intellectual property and player talent into its existing “Power of Us” brand campaign — the first fruits of which arrived Monday, when two 30-second spots featuring Minnesota Vikings wide receiver Justin Jefferson and U.S. Women’s National Flag Football team quarterback Izzy Geraci began airing across television, digital video, and connected TV. The ads were produced by agency Supergood.

The NFL’s retail banking rights had most recently been held by Truist since 2021, as part of a pass-through arrangement tied to Visa’s broader financial services sponsorship, which expired after last season. U.S. Bank, the largest American bank outside the Big Four, has banked the Minnesota Vikings since the franchise’s inaugural 1961 season and has maintained a relationship with the league itself for more than two decades.

Also Read: Merchandisers Are Drowning in Data and Still Flying Blind

“It’s a generational opportunity to become an NFL sponsor,” said Michael Lacorazza, executive vice president and chief marketing officer at U.S. Bank. “We were at a place where our brand was ready to take on a bigger stage in its evolution.”

At the center of the deal is a new financial education initiative called U.S. Bank Financial Edge, a customized guidance program for NFL players covering cash flow, charitable giving, long-term wealth, and entrepreneurship — topics the bank describes as critical both during and after a professional football career. The program is part of the NFL’s broader effort to modernize how it supports players financially.

The face of the program is Fernando Mendoza, the Heisman Trophy-winning Indiana University quarterback widely projected to be the first overall pick in the NFL Draft on April 23. Mendoza, who graduated from the University of California’s Haas School of Business and is pursuing an MBA at Indiana, was described by Lacorazza as an unusually strong fit.

“He probably has more knowledge and acumen, relative to his age, than most others coming out of college,” Lacorazza said. “For him to play a central role in helping to launch our Financial Edge program made a ton of sense — especially given his visibility as the number one player in the draft.”

Also Read: Push Notifications Are Broken. Here Is What Comes After Them

The NFL deal is the latest in a series of high-profile cultural integrations pursued by U.S. Bank under Lacorazza, who joined the company in 2023. Last year, the bank served as a top sponsor of the fictional Tour Championship in Netflix’s sports comedy “Happy Gilmore 2.”

“This is the next step in our evolution of leaning into culture, and it’s a big one for us,” Lacorazza said of the NFL partnership.

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Axe is joining a growing roster of brands angling for visibility around the FIFA World Cup 2026, launching a TikTok sweepstakes that offers match tickets to fans willing to ask someone out on camera while dressed in an over-the-top soccer outfit.

The promotion, which began April 15 and runs through the end of May, asks entrants to post a video of themselves making their boldest move while wearing conspicuous fan gear, tagging Axe’s account and adding designated hashtags. The stunt is designed to reinforce the brand’s longstanding confidence messaging — the idea being that if Axe can carry someone through that level of public awkwardness, it can carry them through anything.

In total, the brand is giving away 82 tickets across seven matches, including two seats in a private suite at the Miami Quarterfinal. Sweepstakes winners will also receive $2,000 toward travel and accommodation. This year’s tournament, co-hosted by the United States, Mexico, and Canada, spans 104 matches over five weeks, with opening matches beginning in mid-June.

“The social energy of the tournament creates moments that bring people together,” said Dolores Assalini, head of Axe U.S. “Through this sweepstakes, Axe is helping fans put themselves out there and show up with confidence, a sense of humor, and the boldness to make a connection.”

To amplify the campaign, Axe has partnered with The Pointer Brothers, a content duo who will explain the sweepstakes mechanics across their channels. The effort also launches alongside a limited-edition World Cup product collection, available exclusively at Walmart with themed packaging.

Also Read: Push Notifications Are Broken. Here Is What Comes After Them

The activation is part of a broader repositioning Axe has undertaken to connect with Gen Z consumers. The brand introduced a Fine Fragrance Collection in 2023 and, earlier this year, launched a campaign called “The History of Overdoing It” that gently mocked the body spray’s reputation for heavy-handed application. Last April, the brand enlisted comedian Pete Davidson to help young men, in the brand’s parlance, improve their “rizz” — a slang term for romantic appeal.

Axe is not alone in chasing World Cup momentum. Mondelēz, Modelo, and Coca-Cola are among the other marketers running campaigns timed to the tournament.

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