yoplait

Case study

YoplaitYoplait

Replacing the core product in the yoghurt portfolioyoghurt portfolio

3.3.2010 www.idealisti.eu 1

Replacing the core product in the Replacing the core product in the yoghurt portfolio

ChallengeYoplait Košík has established itself over the years as the core

d f h l l Y l i

Yoplait is the second largest dairy products company in the world. Unlike Danone ‐ the worldwide leader ‐ it relies

Product brand renovation can

make the product of the local Yoplait portfolio. It had considerable marketing support which, however, wasn't reaching the level of the top players Yoplait

heavily on local alliances and respects the enterpreneurial cultures of their joint‐venture partners. Yoplait product

f f

company remember the

very essence of level of the top players. Yoplait wasn't keen to introduce agressive price discount strategies typical for most local producers either Yoplait Košík

portfolio reflects this: it varies a lot country to country. While this approach has many advantages, it also creates a lot of pressure on local marketing

its mission and values.

producers, either. Yoplait Košík thus became very much a me‐too product: without any major deficiency it ceased to perform on the crowded market.

of pressure on local marketing resources. Innovation needs to be driven locally ‐ as well as marketing support and communicationcommunication.


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which ‐ in a series of workshops, group activities, online discussions and presentations ‐ led to a brand

The task was to revitalize the brand, differentiate it against competitve offers and make it a star in the local fruit yoghurt

“Revitalize the brand,

differentiate it pproposition for a new flagship product ‐ JO (jogurt + ovoce). The product is the first mainstream fruit yoghurt on

y gportfolio of Yoplait.

SolutionWe revisited all available

ffagainst

competitive offers and

the local market without any conservants or additives. What's more, the brand taps into the emerging consumer trend of prefering simple

We revisited all available historical data on Yoplait Košík. We spoke to trade partners, consumers, producers, top management other internal

make it a star in the local

fruit yoghurt trend of prefering simple, wholesome, and local products. In the process, we used a number of creative and facilitation techniques

management, other internal brand stakeholders ‐ even competition! ‐ and realized that the best way to save the brand is ‐‐ to kill it.

portfolio of Yoplait.”

facilitation techniques ‐assembled into a disciplined process.

We designed, steered, moderated, captured and reported a three month internal process in Yoplait


p pContinued on the next page >


About Idealisti

Today's ideas will become tomorrow's world

Not only we (still) have ideals but also we

The challenges of internal processes which try to identify effective innovation are manyfold: lack of project

believe that most of what we experience today and what makes up our world has been here yesterday in a form of an idea.

We believe in the transformative power of thoughts (in the form of brands, for example) in their power to move also

y p jmanagement resources, absence of professional facilitation, lack of consensus on how to work with data,

example), in their power to move also very material and sometimes heavy things like pianos, buildings, cars, jars of face care lotions or even people.

We help create and steer brands – ideas which have the ability to animate

failure to distill knowledge out of large quantities of data, absence of creative leadership and so forth. Our proprietary

h dd ll f yorganizations, infuse consumption with meaning and bring about good things to life. We always do it in dialogue with those in charge of brands (which is just about anyone who has ever heard of the brand) and with the notion that all the id b d ill h t t f

approach addressess all of these issues by offering the process participants at once a firm structure, the tools, and the freedom to develop ideasbrands will have to compete for

their existence in the free arena.the freedom to develop innovative and marketable concepts.


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