Green Works
Situation
The Clorox Company, a $5B packaged goods company and leaders in the Home Cleaning category, were facing slow growth and needed new innovation.
Project
GameChanger CEO Larry Popelka and President Sandy Brawley (working for Clorox) used our Disruptive Idea Sourcing approach to identified safe/natural cleaning as an emerging opportunity.
The Challenge
While there were many natural/green products already, they were all small. Using our Real-Time Co-Creation process, Popelka and team identified critical insights around personal safety (no chemical fumes) and performance (need to work better than “tree hugger” brands) and developed product positioning, packages and messaging within 8 weeks. We also helped Clorox source outside technology to allow the products to perform up to expectations.
Result
Green Works was launched nationally in January, 2008. The line has been expanded recently, consistent with our original road map, to include Dish Soap and Laundry Detergent. While Clorox does not disclose actual sales, analysts are estimating that this is a $200M new brand platform.
KY Revitalization
Situation
Johnson & Johnson, makers of KY Jelly were looking for ways to update and expand this mature, one-product brand. The product and package were dated, and little had been done with the brand for several years.
Project
GameChanger Partner Anne French performed several levels of deep consumer insights work to and utilized Disruptive Idea Sourcing to “reimagine” the brand.
The Challenge
KY was a functional single item brand with limited natural expandability. However, French and team identified a new set of higher-level benefits around “Intimacy” that offered big potential.
Result
KY was relaunched in 2008 with several new, premium products, such as “Yours & Mine” and a new advertising campaign around the Intimacy platform. While J&J does not disclose sales, the business has reportedly more than doubled in size.
Kern’s Nectars
Situation
This brand was divested from Nestle in 2004, due to 10% annual revenue declines. GameChanger Partner partner Bob Hill was brought in by the new owners to lead a turnaround.
Project
Using the Brand Optimization approach, Hill and his team evaluated all aspects of the Kern’s line and identified a number of opportunities to make the equity work harder.
The Challenge
Kern’s was viewed as an inferior product, and was losing consumers to newer, more exciting beverages. However, Hill and team were able to identify a number of easy-to-implement solutions to make Kern’s relevant again. These included better consumer targeting (Hispanics and Culturally Adventuresome), value-added flavors in gable-top cartons (with better appeal to the target), PET bottles and a new positioning and marketing approach.
Results
Following the changes, Kern’s reversed its 10% annual declines and grew 25% as the changes were implemented. It achieved these results, while reducing media support by 50% and refocusing on target consumers.
