A new leadership team had been tasked to transform the portfolio amid changing consumer tastes for food and health and well-being.
Working directly with the Vice President, Insights, Strategy & Innovation, Sense Worldwide established the foundations for the transformation strategy of the foodservice division by prioritizing focus in what to sell (categories), where to sell it (channel segments) and how to sell it (solution selling) and prioritize focus areas.
We mapped the trade offs between convenience and involvement, health and taste, quality and value. We explored provenance, sustainability, brand, form, packaging formats, claims and sensory experiences. Perceptions of freshness for packaged goods vs perimeter and across channels.
As we focused on the future, we looked beyond the mainstream consumer. We went to the edges of culture and collaborated with non-traditional, multi-generational, single-parent, and multicultural households to understand attitudes and behaviors towards mealtime occasions. Our objective: to identify the met and under-met needs and segment contemporary American families.
An number of outcomes emerged:
Following this research, Campbell’s annual revenue grew by x% between 20xx and 20xx (£x to £x).
Powered by a relentless focus on the consumer and a radically different approach to innovation, we are extending our product platforms into new mealtime occasions and packaging formats, and responding directly to new consumer expectations.
CEO Denise Morrison, Campbell’s
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