A new approach to culinary excellence
Office: São Paulo
At a time where customers place great value on health, access and sustainability, Cargill is paving the way forward. The global food corporation is taking on the duty of innovating and educating its customers and retailers.
The food industry is undergoing a rapid revolution. We lived in a time where mass-distribution, commoditization and efficient supply chains made agricultural and food business prioritize low cost, low nutritional value foods – to the detriment of our health.
But today, the paradigm has since changed. At a time where customers place great value on health, access and sustainability, Cargill is paving the way forward. The global food corporation is taking on the duty of innovating and educating its customers and retailers.
The brand grew after recently expanding its product portfolio and focusing on the opportunity areas in its existing supply chain. But with great growth, comes great responsibility. It created a portfolio of brands and products that wasn’t necessarily aligned to its customer’s needs.
Facing pressure from the expectations of customers, its regulators and competitors, Cargill partnered with Interbrand São Paulo to develop a more customer-centric solution: move from being a commodity brand to a brand that meets (or stays ahead of) customer expectation.
Together with Cargill’s team, customers and opinion makers, we reorganized the company’s Dressings & Oils portfolio to increase management efficiency, clarify the role of each brand and identify market opportunities. Based on the suggested changes, we assessed the growth areas, and restructured the packaging and positioning of its entire of portfolio of Dressings & Oils brands.
Seeking to uncover the deeper human truths, we identified three customer personas: people that see food as a medium to find belonging, people that seek convenience and people that choose health and natural foods.
We mapped these needs against Cargill’s brand and product categories to shape the new positioning. For example, we saw that Purilev – a healthy oil brand – had an opportunity to extol its virtues and give customers the freedom to make delicious, healthy food.
Customers were looking for a more conscientious, honest and transparent relationship with food – even with the low-cost categories. We created a new identity and packaging system that brought this need to life – reflecting the customer’s perspective and ensuring they feel empowered that every oil they purchase makes them feel like a healthy and savvy shopper.
The project is still being developed, but it has the potential to increase the market value of Cargill’s Dressing & Oil portfolio by 40%. Furthermore, the expectation is that Cargill initiates a movement that will promote relevant changes in the D&O market, which still has a long way to go in reassuring customers that they can find quality products at a low price.