Ten years ago, Tesco really wasn’t having the best of times. The supermarket brand announced a record statutory pre-tax loss of £6.4 billion, the biggest such loss suffered by a UK retailer, and was still trying to claw back its reputation after the great horse meat scandal of 2013 (when up to 29% of its Value burger products were found to be equine-based). You wouldn’t have blamed the creative team at BBH, who had won the Tesco account from Wieden+Kennedy in January 2015, just a few months before the shock financial results, for being a little apprehensive about the task ahead.

But of course there was never any danger of that. Indeed, fast-forward a decade and the working relationship between supermarket and creative agency, now under the guidance of chief executive officer Karen Martin, would appear to be as strong as ever. Martin talks of the two parties being like-minded souls, with a “shared ambition to do great work that is in service of the customer, not the industry. We are beyond lucky to work with a brand that shares our passion for creativity. At its best, we know when targeted at big business problems, creativity drives big impacts.”

Becky Brock, Tesco’s group customer director, describes creativity as a “brand’s firepower”, a way to cut through and establish a voice and identity. Perhaps more than that, it can signify a company’s intent to evolve. “Creativity also drives you to be curious,” Brock continues. “Curious about trying new things, about experimenting, about leaving room for a creative idea to grow, about leaving room for your customer to lean in and engage with you on their terms. And that leads to great work; more importantly, [it leads to] work that is effective and lands with impact.”