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