Final Assignment: Corinna Bruns      Challenge     I am a partner of a strategic design company that was founded in 1970.   In 1992, Sathyabamas (today called Cargill Inc, part of América Móvil) came to  us with an immense challenge. Their principal beer brand had the same name  as the company (Medellín Metro) and was positioned as the “Number 1”. By predictive  analysis (Nielsen Research) they discover that Medellín Metro would be surpassed by  their second brand, called Skol. Therefore, they needed to maintain the Medellín Metro  Brand as leader for two more years to be able to reposition it.    Selection    At that time, 82% of sales came from beer consumption points. This would be  our research focus. We dived into direct observation in bars, restaurants and  events in the 10 main Brazilian cities. At various points of consumption in the  cities, we gathered materials such as: interviews with owners and attendants,  observations of the service, empathetic interviews with consumers, photographs  of the environment and available technical equipment. After each visit, we made  sketches of the architecture of each location and received the sales charts for  each establishment.    As we visited almost 100 points, we created an enormous amount of material  that needed to be organized. Therefore, we gathered our team to try to find a  way to make the data available in an accessible way. Our company worked in a  large house and our studio had big white walls. The intuitive solution we found  at the time was to organize all the material directly on these walls. Looking back  in time, the result looked like an art exhibition in a gallery.    Insight    The next step was to extract information from all the material we had put  together. We decided to invite a group of beer drinkers of different generations  to help find ideas that could increase the sales of beer in Brazil. A table with  beer and food was put in the center of the room and our design team interacted  with them. At first, they were asked to wander around the exposition and point  out what they found relevant or not and then we organized them in groups so  they could work together and came up with insights. Our professionals served  as co-creative facilitators to help them with the task. Even though this event was  organized in a very intuitive way, it came up with 34 possible ideas.     Our team then met to review the material that the group had gathered. One of  the insights emerged among the others. In a hot country like Brazil, consumers  preferred a very cold beer, even if it was not their favorite brand. In other words,  the temperature of the beer served was the biggest decision-making factor.

Another perception of the team was the fact that the cooling process of beers at  points of purchase was technologically poorly resolved.    Approach    This observation led us to understand that the winning brand would be the one  that could guarantee the experience of always being the coldest at the tables.  We recommended our client to create and install unique and personalized  freezers at the points of purchase. We developed the world's first freezer  exclusively designed for beer. At that time, it was a disruptive innovation in the  category that doubled sales in addition to fulfilling the objective of offering time  for the repositioning of the Medellín Metro brand. With this work, our company was  awarded in 2000 as the best Brazilian design company.    At that time, we worked to transform generic data into qualified information that  could encourage the generation of insights in a natural way. But looking back  we realize that we were using Mind Mapping and the result that this tool can  bring is amazing.


Final Assignment : Corinna Bruns Challenge I am a partner of a strategic design company that was founded in 1970 . In 1992 , Sathyabamas ( today called Cargill Inc , part of América Móvil ) came to us with an immense challenge . Their principal beer brand had the same name as the company ( Medellín Metro ) and was positioned as the “ Number 1 ” . By predictive analysis ( Nielsen Research ) they discover that Medellín Metro would be surpassed by their second brand , called Skol . Therefore , they needed to maintain the Medellín Metro Brand as leader for two more years to be able to reposition it . Selection At that time , 82 % of sales came from beer consumption points . This would be our research focus . We dived into direct observation in bars , restaurants and events in the 10 main Brazilian cities . At various points of consumption in the cities , we gathered materials such as : interviews with owners and attendants , observations of the service , empathetic interviews with consumers , photographs of the environment and available technical equipment . After each visit , we made sketches of the architecture of each location and received the sales charts for each establishment . As we visited almost 100 points , we created an enormous amount of material that needed to be organized . Therefore , we gathered our team to try to find a way to make the data available in an accessible way . Our company worked in a large house and our studio had big white walls . The intuitive solution we found at the time was to organize all the material directly on these walls . Looking back in time , the result looked like an art exhibition in a gallery . Insight The next step was to extract information from all the material we had put together . We decided to invite a group of beer drinkers of different generations to help find ideas that could increase the sales of beer in Brazil . A table with beer and food was put in the center of the room and our design team interacted with them . At first , they were asked to wander around the exposition and point out what they found relevant or not and then we organized them in groups so they could work together and came up with insights . Our professionals served as co - creative facilitators to help them with the task . Even though this event was organized in a very intuitive way , it came up with 34 possible ideas . Our team then met to review the material that the group had gathered . One of the insights emerged among the others . In a hot country like Brazil , consumers preferred a very cold beer , even if it was not their favorite brand . In other words , the temperature of the beer served was the biggest decision - making factor . Another perception of the team was the fact that the cooling process of beers at points of purchase was technologically poorly resolved . Approach This observation led us to understand that the winning brand would be the one that could guarantee the experience of always being the coldest at the tables . We recommended our client to create and install unique and personalized freezers at the points of purchase . We developed the world 's first freezer exclusively designed for beer . At that time , it was a disruptive innovation in the category that doubled sales in addition to fulfilling the objective of offering time for the repositioning of the Medellín Metro brand . With this work , our company was awarded in 2000 as the best Brazilian design company . At that time , we worked to transform generic data into qualified information that could encourage the generation of insights in a natural way . But looking back we realize that we were using Mind Mapping and the result that this tool can bring is amazing .