Crafting a Global Leadership Position for a Major Snack Food Brand
Client Situation
Our client was experiencing declining profitability and sales amid intense price competition in its largest global markets. They were focusing on a supply-based, country-by-country strategy that was not generating the revenues they desired. Many of their small-to-medium brands lacked meaningful differentiation and the company had become a follower rather than an innovator.
Demand Strategy Approach
We defined a Demand Landscape that identified key need states and motivational segments driven by consumers' underlying attitudes towards snacking. We identified an emotively evocative positioning platform and a new brand strategy that was aligned with more emotional needs and allowed for greater differentiation. We also developed a portfolio of future innovations.
Results
One year after completing the strategy:
- Client was managing business and allocating resources based on shared understanding of demand
- Initial lead market sales results increased 19% behind new positioning, advertising and innovation
- Defined global portfolio that addressed the most profitable opportunities across all countries
- Identified specific country level variations driven by
- Local brand strengths
- Local market need states
- Identified specific country level variations driven by
- Organized global council to oversee brand growth strategy and innovation