Last update july 2011
:: Danone keeps pace with widely diverse national markets by favoring a decentralized structure. Our goal is to give teams enough exibility to use their direct contact with local markets to develop initiatives in sync with local habits and expectations—in short, to make every team a think tank. Take Danone France: to give fresh dairy and ultra-fresh sales a boost, the company studied in-store behaviors— how consumers approa ched displays and how long it took them to ll their carts. Using this data, Danone France re-designed its coldchain management, the structure and arrangement of displays, and even lighting. Outcome no. 1: existing ultrafresh displays, virtually unchanged for 40 years, were replaced with black shelves designed specifically to enhance the buying experience. In only one month, sales in a pilot store jumped 5.77%, up from previous monthly increases averaging 1.93%. Danone France proceeded to install the new shelves in some 100 stores, and Danone Spain has followed suit. Innovation has even more value as a path to international growth, as the most successful local experiments are replicated in other countries. Outcomes are communicated quickly through Danone’s “networking culture” and through group “marketplace” events where teams from different subsidiaries regularly trade notes. The Kiss (Keep It Simple and Safe) yogurt cup is a perfect example. In 2011 it was launched successfully in Spain, and in 2012 will be used in all of our yogurt ranges—and even more importantly, in multiple European countries. With its spoon-friendly rounded bottom, glossy exterior and distinctive design, the new packaging has reinvigorated Activia sales on the Iberian peninsula, despite the sluggish local economy.