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Case
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Reference no. IMD-5-0715
Subject category: Marketing
Published by: International Institute for Management Development (IMD)
Originally published in: 2008
Version: 14.02.2008

Abstract

This is part of a case series. Part of a case series on marketing innovation, the Nescafe Cafe a la Carte illustrates how Nestle turned around its stagnant soluble coffee business in one of its key European markets. The marketing team, armed with local consumer research, replicated a successful product launch from another market. Once they achieved success here, they created a new sub-brand and an innovative packaging to go with it. The sub-brand strategy was initially vetoed by the top management. But the local marketing team finally overcame the management's resistance by confidently arguing for their strategy and not taking 'no' for an answer. The case depicts how a series of small-step innovations can lead to a big results.
Location:
Size:
Nestle 2007 sales CHF107.6 billion, employees 276,050
Other setting(s):
1990-2006

About

Abstract

This is part of a case series. Part of a case series on marketing innovation, the Nescafe Cafe a la Carte illustrates how Nestle turned around its stagnant soluble coffee business in one of its key European markets. The marketing team, armed with local consumer research, replicated a successful product launch from another market. Once they achieved success here, they created a new sub-brand and an innovative packaging to go with it. The sub-brand strategy was initially vetoed by the top management. But the local marketing team finally overcame the management's resistance by confidently arguing for their strategy and not taking 'no' for an answer. The case depicts how a series of small-step innovations can lead to a big results.

Settings

Location:
Size:
Nestle 2007 sales CHF107.6 billion, employees 276,050
Other setting(s):
1990-2006

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