Challenge

In 2006 Lindt was selling more than 300 product lines
during Easter. This was unmanageable and inefficient.
They had no idea which products cannibalised from
each other or what role each product should play.
Simply put, no portfolio strategy existed.

Approach

We discovered that the Lindt portfolio was structured by
manufacturing process – groupings included filled eggs,
shell eggs and countlines. We devised a consumer needs
driven portfolio architecture based on why people buy
Easter chocolate: premium gifts, indulgent impulse,
family treat. In so doing, we found huge cannibalization
in premium gifting. We culled some products, created
new ones based on new purchase occasions and we
reorganized many existing products into ranges to promote
brand trial. We launched twelve new products in time for
Easter, redesigned countless products and created four
new ranges.

Results

Lindt enjoyed a 39% year on year sales increase and the
competition was not pleased at all!