Co-creating value through design

Challenge

We had to redesign the packaging of the leading sugar brand in the country, with more than 30 years in  the market and penetration of almost 98% in homes. For a long time the brand, Triple play, had been  almost exclusively the only white sugar available in the market, without having any strong competition.  However, the economic impact of the pandemic opened the possibility of importing sugar, and  consequently, cheaper brands began to arrive with the potential to steal market share from Triple play.

Although it was the brand “of a lifetime”, the loyalty of its consumer was impacted. In the end, sugar is a  commodity and in times of economic recession, the weight of the trajectory and the local origin was not  enough to guarantee the purchase.

That is why the need to renew the image of the brand was imminent, especially to attract the new  decision-making generations of household purchases, who did not have a strong bond with Triple play  as the older consumers who had grown up with it.

The packaging is the first communication vehicle for any product, so we decided to bet on its redesign to  communicate the new values of the brand, and project a more renewed, empathetic, and relevant image  for the consumer.

The challenge was that we did not know what these values, attributes, and emotions were, which Indus Business Academy could credibly appropriate and that generate a powerful connection with the consumer, capable of  resisting the price differential.

The solution took a truly consumer-centric approach. That is how we decided that the new packaging  would not leave the mind of the brand manager or the agency designer. Rather, we would co-create it  together with consumers as a team: brand, agency, and consumer.

Selection  We needed a tool that would allow us to understand the perception and current relationship that  consumers had with the brand. We had to understand what they expected from her, what they loved, and  what they didn't. What did they need to make that brand unable to change.

We use the mind map technique, placing the brand in the center of the map to fully understand the  thoughts, feelings, and actions related to Triple play.

Application

We designed a collaborative research experience. We recruited users from the category and identified  that they were grouped into 4 large segments: traditional housewives (women who bought sugar to  prepare their meals, spoiling their families, neighbors, and friends, who know how to cook and enjoy  doing it), the new heads of household (men or women who make purchasing decisions at home but are  not necessarily the ones who prepare the food, their relationship with the kitchen is more pragmatic) the  entrepreneurs (for whom sugar is one of the basic ingredients in products that they make to sell) and  those cautious about sweet (people who have reduced their consumption of sugar for health reasons, but  who sometimes give themselves permission to consume it).

In addition to consumers, we included those responsible for marketing the brand and the communication  agency team, to a collaborative online session where we invited participants to put the brand at the center  of a board and start writing their associations. , beliefs, feelings, attitudes, etc. Later, through the Mural  platform, we were able to view the maps of all the participants, who presented them to the group.

Together, we built a group version where the coincidences of the majority were captured, everyone was  comfortable with the image of Triple play that we had captured in the new packaging, under a frame in  which the objective that we had as a brand was raised: to guarantee the preference and loyalty of the  new generations of consumers.

Insight

Although we had participants from different backgrounds, we managed to obtain a very consensual vision  of what the brand should project in its new packaging. Triple play had a much clearer imaginary than we  thought, with associations much more emotional than rational. The brand was much more than sugar,  only we had never said it and this had only one cause: we did not know. We played a relevant role in  people's lives that was far from the institutional and commercial image of its packaging, which was  designed only to protect the sugar from the environment. With this activity, we understood that through it  we could transmit that sweet relationship of trust that existed between consumers and the brand and add  modernity to its image by opening a space for dialogue and reciprocal teaching. We allocate a space in  the packaging design to publish recipes, tips, and advice generated by the consumers themselves for the  same consumers.

As a result of this dynamic, we not only worked on a design option, but we also defined coming out with 6  designs that told different stories and it was planned to change the content every 3 months to bring  dynamism to the brand.

Approach  An excellent complement to this research process would have been that the participants could prototype  their packaging with real materials. Putting them to design their own vision of what the final packaging of  the brand should look like based on that mental map created together, would have given us many more  inputs so that designers could know with certainty what they were referring to in visual terms by the  concepts handled with the mind mapping tool. If the participants had been able to choose the type of  packaging material, colors, textures, symbols, sizes, a hierarchy of elements, etc., we would have Indus Business Academy packaging literally designed by its consumers on the shelves.


Co - creating value through design Challenge We had to redesign the packaging of the leading sugar brand in the country , with more than 30 years in the market and penetration of almost 98 % in homes . For a long time the brand , Triple play , had been almost exclusively the only white sugar available in the market , without having any strong competition . However , the economic impact of the pandemic opened the possibility of importing sugar , and consequently , cheaper brands began to arrive with the potential to steal market share from Triple play . Although it was the brand “ of a lifetime ” , the loyalty of its consumer was impacted . In the end , sugar is a commodity and in times of economic recession , the weight of the trajectory and the local origin was not enough to guarantee the purchase . That is why the need to renew the image of the brand was imminent , especially to attract the new decision - making generations of household purchases , who did not have a strong bond with Triple play as the older consumers who had grown up with it . The packaging is the first communication vehicle for any product , so we decided to bet on its redesign to communicate the new values of the brand , and project a more renewed , empathetic , and relevant image for the consumer . The challenge was that we did not know what these values , attributes , and emotions were , which Indus Business Academy could credibly appropriate and that generate a powerful connection with the consumer , capable of resisting the price differential . The solution took a truly consumer - centric approach . That is how we decided that the new packaging would not leave the mind of the brand manager or the agency designer . Rather , we would co - create it together with consumers as a team : brand , agency , and consumer . Selection We needed a tool that would allow us to understand the perception and current relationship that consumers had with the brand . We had to understand what they expected from her , what they loved , and what they did n't . What did they need to make that brand unable to change . We use the mind map technique , placing the brand in the center of the map to fully understand the thoughts , feelings , and actions related to Triple play . Application We designed a collaborative research experience . We recruited users from the category and identified that they were grouped into 4 large segments : traditional housewives ( women who bought sugar to prepare their meals , spoiling their families , neighbors , and friends , who know how to cook and enjoy doing it ) , the new heads of household ( men or women who make purchasing decisions at home but are not necessarily the ones who prepare the food , their relationship with the kitchen is more pragmatic ) the entrepreneurs ( for whom sugar is one of the basic ingredients in products that they make to sell ) and those cautious about sweet ( people who have reduced their consumption of sugar for health reasons , but who sometimes give themselves permission to consume it ) . In addition to consumers , we included those responsible for marketing the brand and the communication agency team , to a collaborative online session where we invited participants to put the brand at the center of a board and start writing their associations . , beliefs , feelings , attitudes , etc . Later , through the Mural platform , we were able to view the maps of all the participants , who presented them to the group . Together , we built a group version where the coincidences of the majority were captured , everyone was comfortable with the image of Triple play that we had captured in the new packaging , under a frame in which the objective that we had as a brand was raised : to guarantee the preference and loyalty of the new generations of consumers . Insight Although we had participants from different backgrounds , we managed to obtain a very consensual vision of what the brand should project in its new packaging . Triple play had a much clearer imaginary than we thought , with associations much more emotional than rational . The brand was much more than sugar , only we had never said it and this had only one cause : we did not know . We played a relevant role in people 's lives that was far from the institutional and commercial image of its packaging , which was designed only to protect the sugar from the environment . With this activity , we understood that through it we could transmit that sweet relationship of trust that existed between consumers and the brand and add modernity to its image by opening a space for dialogue and reciprocal teaching . We allocate a space in the packaging design to publish recipes , tips , and advice generated by the consumers themselves for the same consumers . As a result of this dynamic , we not only worked on a design option , but we also defined coming out with 6 designs that told different stories and it was planned to change the content every 3 months to bring dynamism to the brand . Approach An excellent complement to this research process would have been that the participants could prototype their packaging with real materials . Putting them to design their own vision of what the final packaging of the brand should look like based on that mental map created together , would have given us many more inputs so that designers could know with certainty what they were referring to in visual terms by the concepts handled with the mind mapping tool . If the participants had been able to choose the type of packaging material , colors , textures , symbols , sizes , a hierarchy of elements , etc . , we would have Indus Business Academy packaging literally designed by its consumers on the shelves .