The document discusses Nestle's revitalization of their Kit Kat brand through the launch of Kit Kat ChunKy. It describes how:
1) Kit Kat sales were declining as the brand lacked excitement for younger consumers. Market research found 12-20 year olds saw the traditional Kit Kat as irrelevant.
2) Project Tyson created a new "super size" Kit Kat ChunKy finger to attract novelty-seeking youth. Research showed young people preferred a single chunky finger over multiple thinner ones.
3) The Kit Kat ChunKy launch was a great success, meeting sales and distribution goals. It revitalized interest in Kit Kat among 12-20 year olds and had limited negative
Rebranding an already established product within the marketsandrapgreaney
Rebranding an existing product which is a cash cow can be tricky and also a delicate process. It's vital that the customer base and the market share is not lost in the process of rebranding.
Rebranding an already established product within the marketsandrapgreaney
Rebranding an existing product which is a cash cow can be tricky and also a delicate process. It's vital that the customer base and the market share is not lost in the process of rebranding.
Brand Point Management: Creating Compelling and Consistent Brand ExperiencesSchawk, Inc.
Brand point management is a category that helps businesses produce consistent brand experiences providing a compelling motivator for the consumer to purchase a brand. Brand point management touches all phases of a product’s life – from ideation to design to market implementation – ensuring that whenever a consumer interacts with a brand, the experience remains consistent throughout.
Creating compelling and consistent brand experiencesBrandSquare
Brand point management synthesizes multiple stages of a brand’s lifecycle for agility, efficiency and compelling and consistent brand experiences. It’s Schawk’s specialty. We explain it here.
An IMC Plan for my Marketing Communication Project in Sunway College Johor Bahru (Aug - Dec 2010).
Completed in a team of 5, act as a Marketing Communication Manager in this Project.
Instructed by Mr. Peter Tan
Analysis of a Harvard Business School case study on Procter & Gamble: Marketing Capabilities.
The analysis and the corresponding evidences from statistics will help one to understand how P&G continued to evolve and innovate as the world's largest marketer.
Vegemite is a salty spread made out of yeast extract. It is a nutritious product, one of the richest known sources of Vitamin B.
The brand is a leader for Kraft foods (alongside Philadelphia Cream Cheese) and has long been an iconic breakfast spread for Australians, but also a brand leader across the globe according to IBM’s brand index.
It has its own story to tell and for Australians they have built it into a big part of their culture.
But as a brand it had also not changed in decades. We all know that people don’t like change but it is vital for brands to continue to evolve, even if ever so slightly. Even changing your marketing and approach to selling to your target audience can help. But for Vegemite, they kept everything the same.
So when sales started to fall (Vegemite household penetration had fallen from 80% to 72%), you can understand the apprehension of now wanting to change a brand to try and turn it around.
Brand Point Management: Creating Compelling and Consistent Brand ExperiencesSchawk, Inc.
Brand point management is a category that helps businesses produce consistent brand experiences providing a compelling motivator for the consumer to purchase a brand. Brand point management touches all phases of a product’s life – from ideation to design to market implementation – ensuring that whenever a consumer interacts with a brand, the experience remains consistent throughout.
Creating compelling and consistent brand experiencesBrandSquare
Brand point management synthesizes multiple stages of a brand’s lifecycle for agility, efficiency and compelling and consistent brand experiences. It’s Schawk’s specialty. We explain it here.
An IMC Plan for my Marketing Communication Project in Sunway College Johor Bahru (Aug - Dec 2010).
Completed in a team of 5, act as a Marketing Communication Manager in this Project.
Instructed by Mr. Peter Tan
Analysis of a Harvard Business School case study on Procter & Gamble: Marketing Capabilities.
The analysis and the corresponding evidences from statistics will help one to understand how P&G continued to evolve and innovate as the world's largest marketer.
Vegemite is a salty spread made out of yeast extract. It is a nutritious product, one of the richest known sources of Vitamin B.
The brand is a leader for Kraft foods (alongside Philadelphia Cream Cheese) and has long been an iconic breakfast spread for Australians, but also a brand leader across the globe according to IBM’s brand index.
It has its own story to tell and for Australians they have built it into a big part of their culture.
But as a brand it had also not changed in decades. We all know that people don’t like change but it is vital for brands to continue to evolve, even if ever so slightly. Even changing your marketing and approach to selling to your target audience can help. But for Vegemite, they kept everything the same.
So when sales started to fall (Vegemite household penetration had fallen from 80% to 72%), you can understand the apprehension of now wanting to change a brand to try and turn it around.
Group Project Part 1 Delivery 1By Zachary Toupin, C.docxshericehewat
Group Project Part 1 / Delivery 1
By: Zachary Toupin, Chaewon Lee, Takudzwa Mushosho, Paramvir Bajwa and Synclaire Ocici
MKT 3230 Consumer Behaviour
Instructor: Marcio Coelho
January 21, 2020
Group Project Part 1 Example
1: Original Brand Name of Product: KitKat
Product Class: chocolate bar / candy
Description: chocolate bar (wafer covered with milk chocolate)
2: Current Target Market: people of all ages and chocolate lovers
Are of all ages
People who like chocolate
Busy people who need a break
Need: having a snack, quick convenient way to eat
3: Currently Sold: Across Canada, in grocery stores, corner stores, convenience stores, etc
4: Price Range: $1 – $4
5: Three Major Environmental Factors are:
Demographics (ages / busyness)
Natural: ethical sourcing of ingredients (cocoa)
Political: ethical sourcing of ingredients again
6: Product Extension: Caffeinated KitKat (KitKat with caffeine added)
Same as original KitKat bar, but with added caffeine, helps those taking breaks to “recharge their batteries” or get a boost of energy, instead of coffee or energy drink
Group Project Part 2 / Delivery 2
By: Zachary Toupin, Chaewon Lee, Takudzwa Mushosho, Paramvir Bajwa and Synclaire Ocici
MKT 3230 Consumer Behaviour A01
Instructor: Marcio Coelho
February 2, 2020
This is our group’s chosen advertisement for Kit Kat. This ad for Kit Kat appeals to the large target market Kit Kat has chosen to advertise towards. Since Kit Kat is a food item, it tries to appeal to the public and consumers in general, although more consumers will be attracted if Kit Kat offers them something of value. Kit Kat has cemented itself as a snack you have when you need to take a break, or if you are feeling anxious or overwhelmed. Thus, Kit Kat also targets busy people who need a break, giving them that extra reason to purchase a Kit Kat over its competitors. The ad shows how anxiety will diminish when a person consumes a Kit Kat, giving those busy consumers a reason to try Kit Kat.
Chapter 1
As a group we decided that our target audience is anyone in general that likes chocolate. But to be more specific, our target audience could be people in the workforce, or people in general, that need a break – hence Kit Kat’s famous quote “Have a break, have a Kit Kat.” This is reflected in our chosen ad, as breaks are featured in the advertisement.
Since our product is a chocolate bar, we are not limited in the age groups we are targeting. The ages of our audience vary from toddlers all the way up to seniors. Our younger audience will be more attracted to our product for the sole reason that it is a chocolate bar, but our older audience may be more inclined to eat a Kit Kat as opposed to other brands because they associate having a break to having a Kit Kat.
Chocolate is a very diverse product that brings people from around the world together. The custo ...
Nielsen Global New Product Innovation Report- June 2015Aidelisa Gutierrez
Innovation matters. It can drive profitability and growth, helping
companies succeed even during tough economic times. Nielsen’s
Breakthrough Innovation research found that the top innovations
launched in the U.S. generate more than $50 million revenue their first
year; in fact, the 2015 winners generated, on average, more than twice
this amount, $119 million. In Europe, the top innovations produce
upwards of £/€10 million in their launch year. Innovation also helps
companies stay relevant to shoppers, and it can build long-term loyalty
Module 16 Brand Building for the Senior's Market.pptxcaniceconsulting
Innovative marketing is a set of innovative processes and activities that market and communicate new products and services to a targeted group of consumers.
Innovation in marketing is an activity that involves new ideas that have a positive impact on a new product and service.
Marketing is a process that involves marketers communicating product and service information to consumers.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Digital Transformation and IT Strategy Toolkit and Templates
Nestle ciclo-de-vida-del-producto compress
1. www.businesscasestudies.co.uk
The life-cycle
of a Product
Marketing departments are expect-
ed to ensure that products do not go
into decline. Mature products need
new life injected into them, to keep the
buying public interested and aware of
the product’s benefits.
This case study provides a classic
example of how to put new life into a
favourite, leading brand: Kit Kat.
Why Kit Kat
needed revitalising
Kit Kat is the UK’s best-selling choco-
late bar. However, in the competitive
modern world consumers’ tastes
continually change. As a result, even
the most popular icons have to
re-invent themselves from time to time
in order to keep their appeal and stay
‘on top’. For example, pop stars adjust
their image, film animators amend their
favourite cartoon characters, and car
designers re-design old favourites such
as the VW Beetle and the Mini. One
secret of success is to retain enough of
the old image to keep the loyalty of
present enthusiasts for the product,
whilst making sufficient innovations to
attract a whole new group of consumers.
In the world of popular chocolates and
sweets, there has been in recent years
an ongoing revolution in modifying
products. In previous times, sweets and
chocolate bars remained in more or
less the same form for many years. Today,
however, modern sophisticated con-
sumers constantly seek novelty and
change, and consumers have become
the driving force behind product
modification.
Take Smarties, for example, which have
undergone a series of changes in recent
years. Until the late 1980s, Smarties
came in well-established standard
flavourings, colours and packaging.
Then:
1989 Nestlé introduced blue Smarties
1991 Printing on sweets was introduced
1992 Green chocolate arrived
1995 The standard range of Smarties
was relaunched with colourful
new packets
1997 Giant Smarties were launched
1999 Smarties ice cream was launched
2000 Mini Smarties came on the scene
2001 Tetrahedon pack for Mini Smarties
Every alert, market-focused producer
recognises the need for regular change.
This is required because:
• consumers want and demand change
• rival firms are constantly re-invent-
ing themselves and their products
• innovation and inventiveness keep
an organisation flexible and able to
respond to further change.
Although Kit Kat continued to be the
Number 1 confectionery brand, by the
late 1990s its volume sales were falling.
Faced with several increasingly attrac-
tive competitive offerings, consumers
began to see Kit Kat in its traditional
form as lacking in excitement and inter-
est, with purchases being driven more by
habit than positive choice. Although the
four-finger Kit Kat continued to be
highly popular with its core target
market of 25-40 year olds, it was losing
popular appeal with younger consumers.
The image problem was most evident
among core countline consumers ie 12-
20 year olds. In this important age group,
while Kit Kat had been part of ‘growing
up’ and may also have made regular
appearances in lunch boxes, it was hardly
relevant to their lifestyle. The traditional
four-finger Kit Kat did not seem relevant
to them. In 1999 therefore, Nestlé felt it
was time for some re-invention. The
company decided to develop a new
format of Kit Kat whilst still retaining
the four-finger variety with which
consumers are so familiar.
Project Tyson
Project Tyson resulted in the launch of
Kit Kat ChunKy, a super size Kit Kat
finger with a real mouthful of chunky
milk chocolate. This ‘heavyweight’
idea assumes that younger consumers
are looking for novelty, interest and
even excitement when they buy a
chocolate bar. While most of us are
loyal to the chocolate products we buy
regularly, we also seek novelty.
Project Tyson, as with all Nestlé
projects, followed Nestlé’s internal
advertising code of conduct, which
reflects the industry position on
advertising to children. The project
team ensured, for example, that the pro-
motional campaign would not encour-
age children to pester their parents for
products nor would it encourage
children to eat confectionery frequently
throughout the day, in preference to
properly balanced meals.
To find out exactly what consumers
were looking for, Nestlé carried out
detailed market research, including
detailed qualitative research. Many
pairs of young people were invited to
give their views on different formats for
the new product eg whether they pre-
ferred one or two fingers, what flavours
they preferred (caramel, peanut butter,
orange jelly, chocolate layers etc).
Researchers also considered the most
appropriate form of packaging to add
further interest and attraction to the
product. Other forms of market
research included group discussions
with young people who, typically, were
regular consumers of chocolate bars. A
survey group might consist of, for
example, males and females who were:
• 17, 18, 19 or 20 years old
• of different ethnic origin
• from different parts of the UK
• a mix of students and non-students.
All products have a life-cycle. It starts with preparations
for the product’s launch, followed by the launch itself.
Some products are an immediate success; they
capture public imagination. Often this results
from well targeted, exciting promotional and
advertising activity and from careful market
research that has identified a genuine gap in
the market. Other products take longer to
come to consumers’ attention, and longer still
to become popular. Some new products flop,
and soon disappear from sale.
The growth stage comes next. Growth can
take weeks or months (eg the latest
fashion clothes) or years (eg the typical
packet or canned food and drinks
found in supermarkets). Eventually
the maturity stage is reached, where
sales of the product and
consumers’ level of product
awareness are both high. At
this stage, products risk going
into decline, largely because
they have become too
familiar and are seen as
less exciting than recently
launched alternatives.
Introduction
Kit Kat: Revitalising a Brand Leader
The Life-cycle of a Product
Sales
Time
Launch
Growth
Maturity
Decline