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Case study




    Yoplait

    Replacing the core product in the
    yoghurt portfolio




    3.3.2010       www.idealisti.eu     1
Replacing the core product in the 
yoghurt portfolio
     Product brand     Yoplait is the second largest 
                       dairy products company in the 
                                                               Challenge
    renovation can     world. Unlike Danone ‐ the              Yoplait Košík has established 
          make the     worldwide leader ‐ it relies            itself over the years as the core 
                       heavily on local alliances and          product of the local Yoplait 
                                                                   d      f h l lY l i
           company                                             portfolio. It had considerable 
                       respects the enterpreneurial 
      remember the     cultures of their joint‐venture         marketing support which, 
    very essence of    partners. Yoplait product               however, wasn't reaching the 
                       portfolio reflects this: it varies a 
                            f       f                          level of the top players. Yoplait 
                                                               level of the top players Yoplait
    its mission and                                            wasn't keen to introduce 
                       lot country to country. While 
             values.   this approach has many                  agressive price discount 
                       advantages, it also creates a lot       strategies typical for most local 
                       of pressure on local marketing 
                       of pressure on local marketing          producers, either. Yoplait Košík 
                                                               producers either Yoplait Košík
                       resources. Innovation needs to          thus became very much a me‐
                       be driven locally ‐ as well as          too product: without any major 
                       marketing support and                   deficiency it ceased to perform 
                       communication.
                       communication                           on the crowded market. 




                                                                                           Continued  on the next page >


16.4.2008                      www.idealisti.eu                                                 2
Replacing the core product in the 
yoghurt portfolio
   “Revitalize the      The task was to revitalize the       which ‐ in a series of 
                        brand, differentiate it against      workshops, group activities, 
             brand,     competitve offers and make it a      online discussions and 
   differentiate it 
     ff                 star in the local fruit yoghurt 
                                                y g          p
                                                             presentations ‐ led to a brand 
            against     portfolio of Yoplait.                proposition for a new flagship 
                                                             product ‐ JO (jogurt + ovoce). 
      competitive                                            The product is the first 
         offers and 
                        Solution                             mainstream fruit yoghurt on 
                        We revisited all available 
                        We revisited all available           the local market without any 
    make it a star      historical data on Yoplait Košík.    conservants or additives. 
        in the local    We spoke to trade partners,          What's more, the brand taps 
    fruit yoghurt       consumers, producers, top            into the emerging consumer 
                        management, other internal 
                        management other internal            trend of prefering simple, 
                                                             trend of prefering simple
        portfolio of    brand stakeholders ‐ even            wholesome, and local products. 
           Yoplait.”    competition! ‐ and realized that 
                                                             In the process, we used a 
                        the best way to save the brand 
                                                             number of creative and 
                        is ‐‐ to kill it.
                                                             facilitation techniques ‐
                                                             facilitation techniques
                        We designed, steered,                assembled into a disciplined 
                        moderated, captured and              process. 
                        reported a three month 
                        internal process in Yoplait
                                   p           p
                                                                                       Continued  on the next page >


16.4.2008                      www.idealisti.eu                                             3
Replacing the core product in the 
yoghurt portfolio
            The challenges of internal          About Idealisti
            processes which try to identify     Today's ideas will become 
                                                tomorrow's world
            effective innovation are 
            manyfold: lack of project 
                 y              p j             Not only we (still) have ideals but also we 
                                                believe that most of what we experience 
            management resources,               today and what makes up our world has 
            absence of professional             been here yesterday in a form of an idea. 
            facilitation, lack of consensus     We believe in the transformative power 
            on how to work with data,           of thoughts (in the form of brands, for 
                                                example), in their power to move also 
                                                example) in their power to move also
            failure to distill knowledge out    very material and sometimes heavy 
            of large quantities of data,        things like pianos, buildings, cars, jars of 
                                                face care lotions or even people. 
            absence of creative leadership 
            and so forth. Our proprietary       We help create and steer brands – ideas 
                                                                       y
                                                which have the ability to animate 
            approach addressess all of 
                      h dd           ll f       organizations, infuse consumption with 
            these issues by offering the        meaning and bring about good things to 
                                                life. We always do it in dialogue with 
            process participants at once a      those in charge of brands (which is just 
            firm structure, the tools, and      about anyone who has ever heard of the 
                                                brand) and with the notion that all the 
            the freedom to develop 
            the freedom to develop              ideas­brands will have to compete for 
                                                id     b d ill h         t         t f
            innovative and marketable           their existence in the free arena.
            concepts.




16.4.2008        www.idealisti.eu                                                       4

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Yoplait

  • 1. Case study Yoplait Replacing the core product in the yoghurt portfolio 3.3.2010 www.idealisti.eu 1
  • 2. Replacing the core product in the  yoghurt portfolio Product brand Yoplait is the second largest  dairy products company in the  Challenge renovation can world. Unlike Danone ‐ the  Yoplait Košík has established  make the worldwide leader ‐ it relies  itself over the years as the core  heavily on local alliances and  product of the local Yoplait  d f h l lY l i company portfolio. It had considerable  respects the enterpreneurial  remember the cultures of their joint‐venture  marketing support which,  very essence of partners. Yoplait product  however, wasn't reaching the  portfolio reflects this: it varies a  f f level of the top players. Yoplait  level of the top players Yoplait its mission and wasn't keen to introduce  lot country to country. While  values. this approach has many  agressive price discount  advantages, it also creates a lot  strategies typical for most local  of pressure on local marketing  of pressure on local marketing producers, either. Yoplait Košík  producers either Yoplait Košík resources. Innovation needs to  thus became very much a me‐ be driven locally ‐ as well as  too product: without any major  marketing support and  deficiency it ceased to perform  communication. communication on the crowded market.  Continued  on the next page > 16.4.2008 www.idealisti.eu 2
  • 3. Replacing the core product in the  yoghurt portfolio “Revitalize the  The task was to revitalize the  which ‐ in a series of  brand, differentiate it against  workshops, group activities,  brand,  competitve offers and make it a  online discussions and  differentiate it  ff star in the local fruit yoghurt  y g p presentations ‐ led to a brand  against  portfolio of Yoplait. proposition for a new flagship  product ‐ JO (jogurt + ovoce).  competitive  The product is the first  offers and  Solution mainstream fruit yoghurt on  We revisited all available  We revisited all available the local market without any  make it a star  historical data on Yoplait Košík.  conservants or additives.  in the local  We spoke to trade partners,  What's more, the brand taps  fruit yoghurt  consumers, producers, top  into the emerging consumer  management, other internal  management other internal trend of prefering simple,  trend of prefering simple portfolio of  brand stakeholders ‐ even  wholesome, and local products.  Yoplait.” competition! ‐ and realized that  In the process, we used a  the best way to save the brand  number of creative and  is ‐‐ to kill it. facilitation techniques ‐ facilitation techniques We designed, steered,  assembled into a disciplined  moderated, captured and  process.  reported a three month  internal process in Yoplait p p Continued  on the next page > 16.4.2008 www.idealisti.eu 3
  • 4. Replacing the core product in the  yoghurt portfolio The challenges of internal  About Idealisti processes which try to identify  Today's ideas will become  tomorrow's world effective innovation are  manyfold: lack of project  y p j Not only we (still) have ideals but also we  believe that most of what we experience  management resources,  today and what makes up our world has  absence of professional  been here yesterday in a form of an idea.  facilitation, lack of consensus  We believe in the transformative power  on how to work with data,  of thoughts (in the form of brands, for  example), in their power to move also  example) in their power to move also failure to distill knowledge out  very material and sometimes heavy  of large quantities of data,  things like pianos, buildings, cars, jars of  face care lotions or even people.  absence of creative leadership  and so forth. Our proprietary  We help create and steer brands – ideas  y which have the ability to animate  approach addressess all of  h dd ll f organizations, infuse consumption with  these issues by offering the  meaning and bring about good things to  life. We always do it in dialogue with  process participants at once a  those in charge of brands (which is just  firm structure, the tools, and  about anyone who has ever heard of the  brand) and with the notion that all the  the freedom to develop  the freedom to develop ideas­brands will have to compete for  id b d ill h t t f innovative and marketable  their existence in the free arena. concepts. 16.4.2008 www.idealisti.eu 4