Consumer-driven Snellman

Strategy anchored in food moments

In Snellman’s group strategy, consumer-centricity is one of the three focus areas. To strengthen this, Snellman wanted to explore people’s relationship with food and move away from traditional category-based thinking. This required creating insights, guiding frameworks and operating models that center around food moments. For this, Miltton conducted extensive insight and research and facilitated a strategy process.  

Strategy consulting

Client: Snellman Group

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What was done

Miltton designed and conducted a study to identify consumers’ food moments and the underlying phenomena using qualitative, quantitative, and semiotic research methods. Following this, Miltton facilitated a strategy process in which, together with Snellman, they defined the strategic choices, goals, and required capabilities for how Snellman will take ownership of the most attractive food moments for growth. 

Insights

  1. Food moments were explored through a human-centered approach

    using food diaries, observational in-depth interviews, a broad survey, and semiotic analysis.  

  2. For each food moment,

    in addition to demographic characteristics, emotions, motivations, and barriers were identified, providing a comprehensive view of consumer behavior and needs.  

  3. In the strategy workshops,

    goals, strategic choices, and required capabilities were defined for Snellman Group and its business units to take ownership of the most relevant food moments.  

Thank you to the Miltton team for the excellent work! The project progressed swiftly and clearly had a strong sense of purpose and positive energy. We gained new insights and a very well-articulated summary of the group’s consumer-centric growth priorities. This is where the work begins within each business area. We will certainly return to this work many times in our everyday operations! 

Juuso Reinikainen

Director, Strategy and marketing, Snellman Group

Results

  • Extensive insight on consumers’ food moments
  • Strategic choices, objectives and required capabilities for making the consumer-driven strategy happen
  • Shared framework to guide consumer-centricity in innovation, product and concept development, and commercial processes 

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