Here and now with Mabel’s
Architecture and portfolio strategy to make a traditional Bolivian cracker brand more dynamic
Food - Nestlé Bolívia
Acquired by Nestlé, the traditional Bolivian cracker brand Mabel’s felt a need to reinvent itself. Despite counting on a positive perception weaved throughout the years, the brand realized that the amount of generic brands in its portfolio had weakened its performance.
For strengthening the brand’s value and keeping relevance to its consumers, CBA B+G was invited to project the brand’s architecture, build a strategy for the product portfolio and update its visual identity.
Driven by the goal of valorizing and repositioning Mabel’s brand, we went down a long path. We started the exploration by studying the category and the segmentation of its consumers, aiming to identify their habits and needs.
From that grasp on, we were able to build Mabel’s pillars and then get to the brand’s essence. It is directly related to the daily pleasures, a dose of excitement for those who daily deal with tasks and responsibilities and need some pleasant moments in order to carry on with the routine.
Translating that into a consumer’s vision, we got to the Mabelfulness concept – an allusion to the term “mindfulness” which means to be present, enjoying the moment. Through the Brand Senses methodology, which explores the brand’s five senses, we outlined its properties and then redefined its visual identity.
But how to revitalize Mabel’s history in a way to attain more relevance to Bolivian’s consumers? All the storytelling started off from the main concept of breaking monotony, the daily shot of pleasure. Adding to that, we analyzed the competitors’ visual codes and got to a new identity for the brand: more dynamic, showing more liveliness and movement.
Pillars and essence well-defined, revitalized identity, consuming segments identified: these were the basics for building up the brand’s architecture and developing each product’s strategies within Mabel’s vast portfolio.
Each SKU was then positioned in accordance to their features and potential for delivering their benefits. The work of reorganizing sub-brands and products within the mother brand’s architecture also revealed opportunities that were so far unseen, such as the optimization or elimination of a sub-brand within a specific pillar – another positive outcome when we evaluate the brand under a structure perspective.
With the architecture and the strategy for products and sub-brands outlined, we were able to set a system for implementing the visual identity on the packages and in all communication, on and offline, oriented by a consistent application of the brand guidelines.