In late 2008 Nestle in Taiwan was on the brink of collapse contending with a melamine crisis that started in China. The spiking of milk in China became big world headlines. ArrowLine was called to work on the recovery programme. The issue was catastrophic for Nestle as one event after the another compounded mis-trust with consumers on brands that had long been held iconic.New products were essential as was a major new communications campaign for the KLIM milk brand and for NESCAFE; the latter was also effected by virtue of the fact that the core product contained creamer that people came to distrust. The end result was a business bigger than before.New foundations were laid for KLIM itself enabling expansion into new categories. The exercise was a 10 week programme
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