TAXI DELIVERS KNOCKOUT PUNCH - Strategy

Juniper Park’s prescription
Frito-Lay North America – Portfolio Marketing Challenge
PEOPLE BELIEVED A COMPANY THAT
CARED ABOUT THE ENVIRONMENT
WOULD ALSO MAKE
HEALTHIER PRODUCTS
The challenge
As Americans began eschewing
chips for carrots, Frito-Lay
North America needed to
counter negative perceptions
about its brands – and quickly.
Based on the results of a
continent-wide Juniper Park
campaign highlighting the
farm-grown ingredients of
Frito-Lay brands earlier in the
year, the company asked its
Toronto-based agency to assess
its brands and marketing
initiatives to determine how it
could better meet these health
challenges. What was the ideal
structure? What brands should
be prioritized? Did they have the
right messages?
ronze
Gail is always thinking about that next big idea.
That’s why we promoted her to Vice President, Marketing and Product
Development, Enhancement Services. With years of DM experience,
Gail Ryan has always been about cutting-edge product development
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that a big idea can come from the smallest inspiration. Imagine that.
www.strategymag.com
B!GAWARDSB!GIDEASB!GIMPACT
The insight
Research uncovered a big a-ha!:
people believed a company that
cared about the environment
would make healthier products.
Following this logic, Frito-Lay’s
separate initiatives around health
and sustainability could work
more effectively if combined.
The B!G idea
Juniper Park recommended a
complete overhaul of
Frito-Lay’s strategy. The
agency deconstructed the
role each brand needed to
play, starting with the fl agship,
Lay’s. SunChips, the company’s
healthiest and greenest brand,
would epitomize the future
direction of the company.
On a broader level, company
initiatives such as corporate
sustainability would face out
to consumers and be better
leveraged. Juniper Park
also recommended that the
necessary brands and corporate
initiatives all be combined
into one group that shared
the same goals. And internal
communication to employees
was needed to rally the company
around the new direction.
The impact
Frito-Lay restructured its
200-person marketing
department so that everything
worked seamlessly together.
The new portfolio approach has
become a fi lter for all marketing
decision-making: individual
brands now justify their tactics
not just for their specifi c needs,
but also for their contribution to
Frito-Lay’s goals. It’s also driven
marketing investment priorities.
Internally, Frito-Lay initiated
company-wide employee
communication to reinforce
this direction; the new internal
magazine even took its title from
the tagline Juniper Park created
for Frito-Lay, “Good Fun.”
Judges’ comments
Salah Bachir: Laying the
groundwork for internal
acceptance for a change of
this magnitude was key and
certainly outside of an agency’s
typical mandate. The fact
that Frito-Lay implemented
the recommendation with
signifi cant re-organization and
strong accolades from the North
American marketing team
demonstrates huge impact for
this big idea.