oreo china case study

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How Kraft Foods made Oreo a global brand

For most of its 100-year existence, oreo was america's best loved cookie. faced with stagnation in the domestic market, kraft foods moved it into emerging markets where it made some mistakes, learnt from them and ultimately triumphed..

• Print Edition: Mar 31, 2013

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Rethinking The Oreo For Chinese Consumers

Robert Smith

Kraft Foods has reinvented the Oreo for Chinese consumers. Its latest offering in China: straw-shaped wafers with vanilla-flavored cream filling. Kraft Foods hide caption

Kraft Foods has reinvented the Oreo for Chinese consumers. Its latest offering in China: straw-shaped wafers with vanilla-flavored cream filling.

Everyone knows what an Oreo cookie is supposed to be like. It's round, black and white, and intensely sweet. Has been for 100 years. But sometimes, in order to succeed in the world, even the most iconic product has to adapt.

In China, that meant totally reconsidering what gives an Oreo its Oreoness.

At first, though, Kraft Foods thought that the Chinese would love the Oreo. Who doesn't? The company launched the product there in 1996 as a clone of the American version.

Lorna Davis, who is in charge of the global biscuit division at Kraft, says the Oreo did OK. But it wasn't a hit. It was almost pulled out of China.

But before the cookie was declared a failure, Kraft thought that maybe a little research was in order. And so a decade after it was introduced, Kraft finally asked the right question of Chinese consumers. A question unthinkable in the United States:

What's the problem with an Oreo cookie?

The answer was surprising. Chinese consumers liked the contrast between the bitter cookie and the sugary cream, but, "they said it was a little bit too sweet and a little bit too bitter," Davis explained.

It turns out that if you didn't grow up with Oreos and develop an emotional attachment to the cookie, it can be a weird-tasting little thing. And this started a whole process in the Chinese division of Kraft of rethinking what the essence of an Oreo really is.

Kraft changed the recipe and made the cookie more chocolatey. The cream less cloying.

"So they said this is a better balance," Davis said.

And it started to sell. But once the Kraft team began to tinker with the classic features of an Oreo, why not go all the way?

They started to ask other provocative questions.

Why does an Oreo have to be black and white? Davis sent us an Oreo with green tea filling. Another had a bright orange center divided between mango and orange flavor.

And why should an Oreo be round? They developed Oreos shaped like straws. In China, you can buy a long rectangular Oreo wafer, the length of your index finger.

Impossible to twist apart, but Davis points out that it makes it easier to dunk in milk.

It almost became a philosophical question.

If an Oreo isn't round and black and white and crazy sweet, is it still an Oreo? What is the essence of Oreoness?

What the Chinese team at Kraft figured out is that an Oreo is an experience. You pry it apart, scrape out the filling with your teeth and plop it into a glass of milk. Their shorthand for the concept: "Twist, Lick, Dunk." All the wild new shapes and flavors of Oreo wouldn't work in China, unless they could somehow share that same experience.

"In the early days people said there's no way that Chinese would twist, lick, and dunk because that's a strangely American habit," says Davis.

But luckily for the Oreo team, the Chinese consumer was just starting to respond to emotional advertising. Oreo launched a series of TV ads where cute children demonstrate to their parents and other adults how to eat an Oreo cookie in the American style.

Davis says they saw sales of Oreos double in China, then double again, and again. Its now the best-selling cookie in China. But more important, Davis says they learned a lesson about global business.

"Any foreign company that comes to China and says, 'There's 1 1/2 billion people here, goody goody, and I only need 1 percent of that' ... [is] going to get into trouble. You have to understand how the consumer operates at a really detailed level."

Sometimes the results surprise you. That rectangular wafer Oreo is no longer just in China. You can buy it in Canada and Australia. By the time the Oreo finishes its world travels and come back home, Americans might not recognize it.

Oreo In China by Chi T. Le

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• 1. in China Chi T. le Case Studies Prof. Theresa Bauer
• 2. CONTENT • Introduction • The company • The product • Challenges • Strategy • Solutions • Results • Conclusion
• 3. NABISCO & KRAFT FOODS • In 1898, Nabisco founded - America cookies & snacks manufacturer • In 1912, announced The ‘Trio’: Mother Goose Biscuits, Veronese Biscuits and Oreo Biscuits • In 1980s, merged with Kraft Foods by Philip Morris Companies, Inc. • In 2000, whole Nabisco is merged with Kraft Introduction The company The product Challenges Strategy Solutions Results Conclusion
• 4. OREO • Born on March 6th, 1912  100-year existence • “Two beautifully embossed chocolate- flavored wafers with a rich cream fillling at 30 cents per pound” • “America’s best loved cookie”, now Global brand • "Oreo Biscuit” (1913)." "Oreo Sandwich" (1921) and "Oreo Creme Sandwich” (1948) • Launched in China in 1996  2005 failed  market research implemented… Introduction The company The product Challenges Strategy Solutions Results Conclusion
• 5. OREO’s Problems in CHINA • China: Not cookie eaters but WAFER EATERS • Oreo: • A little bit too sweet and a liitle bit too bitter  alien taste • 72cents/14 oreos = expensive • Company: • Kraft Food paid little attention to Chinese consumers (Tastes according to producers, not to consumers) • US centric-mindset and approach: • Existing US product • US formulation & specifications • US-inspired advertising Introduction The company The product Challenges Strategy Solutions Results Conclusion
• 6. Strategy Introduction The company The product Challenges Strategy Solutions Results Conclusion Become #1 Sweet Snack brand in China Vision Formulate for Chinese consumers Quality Appeal to different purchase occasions Channels Reframe to be more than just sandwich cookies Innovation Localized to drive relevance, Boost advertising & promoting Awareness
• 7. Introduction The company The product Challenges Strategy Solutions Results Conclusion Quality: Formulate for Chinese consumers  Smaller package Lower price Wider customer range  Cooling Oreo Double fruits Oreo Different flavours
• 8. New price points and channels Christmas Package Introduction The company The product Challenges Strategy Solutions Results Conclusion Lunar New Year Package Channels: Appeal to different purchase occasions
• 9. “OREOless” Introduction The company The product Challenges Strategy Solutions Results Conclusion Innovation: Reframe to be more than just sandwich cookies Oreo Wafer Oreo Straw-shaped Wafer
• 10. Introduction The company The product Challenges Strategy Solutions Results Conclusion Awareness: Localized to drive relevance
• 11. Interactive “Twist, Lick, Dunk” Lottery Prizes YaoMing as Representative Introduction The company The product Challenges Strategy Solutions Results Conclusion Awareness: Localized to drive relevance OREO rocks!
• 12. Commercial Power Awareness: Boost advertising & promoting Introduction The company The product Challenges Strategy Solutions Results Conclusion
• 13. “Twist, Lick, Dunk” – “???” Awareness: Boost advertising & promoting Introduction The company The product Challenges Strategy Solutions Results Conclusion
• 14. Results • Oreo’s sales doubled in China, then doubled again, and again. • 2011 became the best-selling cookie in China. • Market share grew by 10 times over the past five years. • Oreo model in China has become the company’s model for all its other products. • “Fantastic beef stew” and “very spicy chicken” Ritz crackers • different formulation for Chips Ahoy cookies which has been tripled over the last few years • Most important lesson! Introduction The company The product Challenges Strategy Solutions Results Conclusion
• 15. Understand how cultural differences influence your business “Any foreign company that comes to China and says, ‘There’s 1 1/2 billion people here, goody goody, and I only need 1 percent of that’ … [is] going to get into trouble. You have to understand how the consumer operates at a really detailed level.” Lorna Davis, head of the global biscuit division at Kraft Introduction The company The product Challenges Strategy Solutions Results Conclusion
• 16. References • S. Clements, T. Jain, S. Jose, B. Koellmann. (March 31, 2013). Smart cookie. http://businesstoday.intoday.in/story/how-kraft-foods-won-over-customers-in-china-and- india/1/193162.html • Jeff Beer. (Nov 22, 2012). Marketing to China: Oreo’s Chinese twist. http://www.canadianbusiness.com/business-news/industries/marketing-to-china-oreos-chinese- twist/ • R. Smith. (January 27, 2012). Rethinking The Oreo For Chinese Consumers. http://www.npr.org/blogs/money/2012/01/27/145918343/rethinking-the-oreo-for-chinese- consumers • Wikipedia, Google Image & Google Translate
• 17. THANK YOU FOR YOUR ATTENTION! Any questions?

Editor's Notes

• Born on March 6th, 1912  100-year existence “Two beautifully embossed chocolate-flavored wafers with a rich cream fillling at 30 cents per pound” “America’s best loved cookie”, now Global brand "Oreo Biscuit” (1913)." "Oreo Sandwich" (1921) and "Oreo Creme Sandwich” (1948) Launched in China in 1996  2005 failed  implemented Not a hit for almost a decade, almost pulled out of the market 2005, market research is implemented
• So in 2006, Kraft launched the Oreo wafer stick with white crème of Oreo but in the form of a rectangle wafer and coated in chocolate. It was a home run, putting Oreo into the popular wafer category, extending its reach to consumers who before never gave it a glance. “It completely changed what an Oreo looked like,” says Warren. ”But it made the brand a lot more relevant to the Chinese market.” http://www.canadianbusiness.com/business-news/industries/marketing-to-china-oreos-chinese-twist/

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Product details

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'Play Together' with OREO creates moments of connection in China

• Bread, cake, biscuits
• Greater China

Campaign details

Brand owner: Mondelēz China Lead agency: Carat China Contributing agency: Isobar China and Posterscope China Brand: OREO Country: China Industry Bread, cake, biscuits Channels used: Earned media, buzz, Internet - general, Mobile and apps, Outdoor, out-of-home, Packaging and design, Social media Media budget: 5 - 10 million

Executive summary

Oreo worked with China's biggest social and mobile platform, WeChat, to create 'Emojies', animated digital templates that allowed people to play with their own face and the face of...

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The Oreo in China: Time to Get it Right or to Get Out, Teaching Note

By: Srinivas K. Reddy, Kevin Sproule

Teaching note for case SMU101.

• Length: 16 page(s)
• Publication Date: Sep 12, 2012
• Discipline: Strategy
• Product #: SMU102-PDF-ENG

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Singapore Management University

SMU102-PDF-ENG

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The Real Difference Between Oreos In China And The US

Describing Oreo as famous probably doesn't quite do it justice. Famous would be suitable to describe a footballer or an actor, someone who is highly respected by the people who actually know who they are. Given that YouGovAmerica has found that the Oreo brand is recognised by 98% of people, iconic would definitely be a more appropriate word.

It could well be the quantity and, in some cases, bizarreness of flavors that make Oreos so irresistible to hungry customers. Research revealed by Pattern shows that of the recorded 85 Oreo varieties released through the years (including such wonders as the taste of Hot Chicken Wing), Classic Oreo is considered the queen of them all, closely followed by Chocolate Creme and Most Stuf.

However, even in times of uncontrollable global commercialism, it turns out that Oreo may not be quite so popular outside the U.S. According to NPR , Oreo was a massive flop when it was first released in China, leading to an incredible makeover that left the cookies looking almost unrecognizable.

Chinese people were unimpressed with the look and taste of Oreos

Although everyone across America may recognize Oreos as crunchy circles of chocolate perfection, the cookies were initially less appealing in China. Chinese consumers found Oreos to be far too sweet for their liking, leading Oreo bosses to revamp the cookie's signature flavor for the first time in its history (via Financial Times ).

As the Financial Times explains, this triggered the invention of an Oreo flavor that was less sweet, called LightSweet Oreo, as well as allowing local tastes to influence different Oreo creations. Canadian Business reports that even the legendary Oreo shape was axed in favor of a long wafer chocolate stick filled with crème.

Ultimately, Oreo's unrelenting efforts to succeed in China paid off, leading to the country becoming the company's second-largest market after the U.S. (via Baking Business ). Fascinating Oreo flavors have spread across China, including creations filled with the tastes of green tea, peach and grape, and tiramisu (via Mondelez ).

Oreo’s new ‘Art of Play’ campaign via Leo Burnett Shanghai aims to bring playfulness back to China

In a nation known for over-work, over-studying and pressure to achieve, Oreo is bringing back China’s 5,000-year-old culture of play with a platform called ‘Art of ‘Play’. To remind people of China’s rich playful heritage, Oreo teamed up with Leo Burnett Shanghai to create ‘Art of Play’ – an ongoing platform that brings playfulness back into the collective consciousness.

Playfulness has been part of China’s DNA for thousands of years, as evidenced by the invention of some of the world’s most popular games. But in modern China, play is in decline. Chinese kids have an average play time of just one hour per day – the lowest in the world. Playtime has been replaced by stress, study and competition, and this pressure carries through into adult life when working 996 (9am to 9pm, 6 days per week) is commonplace. Where did Chinese playfulness go?

To launch ‘Art of Play’, Oreo first took over the busiest subway in Shanghai with the recreation of a famous 1,000-year-old artwork in which ancient toys are controversially replaced with study tools and symbols of academic pressure. The installation sparked a debate about why 5,000 years of playfulness is now forgotten, and the importance of creating more balance in life, in a more sustainable way.

Then, to bring back the long-lost art of play, toy designer Lao Wang redesigned three iconic Chinese toys: the Luban Lock (2,500 years old), the Kong Zhu (1,800 – 1,900 years old), and the Tangram (1,000 years old). Reimagined in Oreo’s signature black and white, each toy was selected for its ability to unlock kids’ creativity and the endless possibilities that come with it, reminding parents and teachers that creativity is just as important as self-discipline and academic diligence.

“China is the nation that brought board games, soccer and playing cards to the world, but these days, we have forgotten how to play. Oreo’s vision is in our tagline, ‘Stay Playful’: as the world’s most playful cookie, our mission is to unlock playfulness in everyday life. Using toys as our medium, we are reconnecting China with its playful past and starting a conversation about creating a more balanced world for kids,” says Grace Zhu, Vice-President of Marketing and Growth at Mondelēz China.

Natalie Lam, Chief Creative Officer at Publicis Groupe APAC, adds: “Modern China gives the world a serious image of hyper competitiveness, technological innovation, and manufacturing prowess at breakneck speed. The lighter, optimistic side of the culture is often forgotten, yet it is a deeply-ingrained truth that has existed for over 5,000 years. If you look at classic Chinese art, the subjects led very enviable leisurely lives – they’re always playing music, appreciating the moon, enjoying nature, fishing, or playing games. We wanted to bring some of that balance back into stressful modern life.”

Oreo’s redesigned toys are available for purchase as limited-edition kits on Tmall together with packs of Oreo cookies. Oreo is donating ‘Art of Play’ toys to schools around the country, helping teachers to incorporate playfulness into their daily routines.

A national influencer campaign reached 40 million fans across social platforms Weibo, Douyin and Xiaohongshu, sparking a debate about China’s lost playfulness and a reappraisal of the country’s long study and work hours. The platform has received widespread support from parents, educators and wellness experts, who are now pledging to ‘Stay Playful’.

The launch of “Art of Play” marks the start of a long-term platform that aligns Oreo’s playfulness with China’s rich history, starting with toy design but extending to music, literature, art and sport over the coming months.

Credits Client: Mondelez China Brand: OREO Vice-President of Marketing and Growth Mondelēz China: Grace Zhu Title: Art of Play Agency: Leo Burnett Shanghai Chief Creative Officer, Publicis Groupe APAC: Natalie Lam Group Executive Creative Director: Kit Koh Senior Creative Director: Young Yang Creative Group Head: Mio Wang Senior Art Director: Cetus Zhang Illustrator: Tong Li Senior Producer: Nico Yang Chief Experience Officer: Brian Ng Head of Planning: Davy Chau General Manager: Pauline Lin Senior Account Manager: Roy Qin Head of Creative Excellence, Publicis Groupe APAC: Jason Williams Creative Director, Publicis Groupe APAC: Kelvin Leong Client Partner, Zenith: Arthur Sun Chief Client Officer, Publicis Communications Shanghai: Sandy Wu Toy Designer: Lao Wang

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Case Analysis – Kraft Food’s Oreo and China

Case Analysis

Kraft Food ‘s Oreo and China

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In order for a concern to be successful in another state besides the state that their concern is based out of, a concern must understand the market conditions of the peculiar state they are looking at puting their merchandises in. A market conditions that a concern must see when doing a move to another state includes that of how good their merchandise will make in another state. If a concern has non to the full analyzed this construct, so their merchandise may non make every bit good as they hoped for in that peculiar state and in all will hold an consequence on the overall gross for the concern. In this peculiar assignment, I will analyse the instance of the Oreo cooky manufactured by Kraft Foods and it acceptance into the state of China. The instance analysis of the Oreo cooky manufactured by Kraft Foods and it acceptance into the state of China will include a sum-up of the basic state of affairs described in the instance, a treatment of China’ market, a treatment of the alterations in China’s market place over the last 20-30 old ages, an account of the attempts by Kraft Foods to come in China’s market place, and a treatment of the of import factors that make entry into China’s market place challenging and potentially hazardous for Kraft Foods.

Basic Situation

Kraft Foods is one of the universe leaders in the production of drinks, bite nutrients, dairy merchandises, and nutrient ( Kraft Foods, 2011 ) . Kraft Foods began its company in the twelvemonth of 1903 in Chicago, Illinois ( Kraft Foods, 2011 ) . Kraft Foods has expanded its concern from Chicago to New York to international over the twelvemonth which has contributed much to the success of their concern ( Kraft Foods, 2011 ) . Kraft Foods began the fabrication of the Oreo cooky in 1912 ( Clement, S. , Jain, T. , Jose, S. , Koellmann, B, 2013 ) .

The basic state of affairs in the instance of the Oreo cooky manufactured by Kraft Foods and it acceptance into the state of China is how Kraft Foods did non expect the credence of their Oreo cooky in China to be unfavourable. Kraft Foods merely marketed their Oreo cooky in the United States until the twelvemonth of 1996 ( Clement, S. , Jain, T. , Jose, S. , Koellmann, B, 2013 ) . In the twelvemonth of 1996, Kraft Foods decided to market their Oreo cooky globally get downing in China ( Clement, S. , Jain, T. , Jose, S. , Koellmann, B, 2013, para 3 ) . However, Kraft Foods discovered that over the last 10 old ages, their Oreo cooky was non as favourable in China as it was in the United States ( Clement, S. , Jain, T. , Jose, S. , Koellmann, B. , 2013, para 4 ) .

The cause of this unfavourable accpetance of Kraft Foods Oreo cooky in China was chiefly due to the concern scheme of Kraft Foods. Kraft Foods decided it would be acceptable if they used the concern scheme of their Oreo cooky merely like what they used in the United States. However, this concern scheme was non every bit successful as Kraft Foods would hold hoped it would be. The concern scheme of Kraft Foods and their Oreo cooky in the United States was that of a sweet and acrimonious cooky which was non accepted good in China ( Clement, S. , Jain, T. , Jose, S. , Koellmann, B. , 2013, para 6 ) . In add-on to the Oreo cooky being to sweet and bitter for China, the monetary value for a bundle of Oreo cookies was high which was non accpeted by China ( Clement, S. , Jain, T. , Jose, S. , Koellmann, B. , 2013, para 7 ) . This led to Kraft Foods measuring how it could alter their concern scheme to accommodate to the demands of China. After measuring the Oreo cooky to the demands of China, Kraft Foods discovered that the Oreo cooky needed to do the Oreo cooky to incorporate more cocoa and less sugar in the pick filling ( Clement, S. , Jain, T. , Jose, S. , Koellmann, B. , 2013, para 8 ) . Kraft Foods besides found that they needed to do the pricing of a bundle of Oreo cookies more sensible to the Chinese market. Kraft Foods reduced their pricing of their Oreo cooky bundles to $ 0.29 with less cookies in the bundle which is more sutiable for the demands of China’s people ( Clement, S. , Jain, T. , Jose, S. , Koellmann, B. , 2013, para 8 ) . With these accommodations to Kraft Foods Oreo cooky, may the credence of the Oreo cooky more favourable in China.

China’s Market

It is indispensable for Kraft Foods to understand the market and retail market for cookies in China prior to carry oning concern in their state. However, Kraft Foods went into China with a mentality that their Oreo cooky would be good accepted without any alterations to their market and retail scheme. Soon Kraft Foods discovered that this was non the instance and needed to do accommodations to their market and retail scheme in order for their Oreo cooky to be successful in China.

The United States market for cookies is favourable whereas in China it is in the center. The people of the United States typically like their cookies more sweet and acrimonious whereas in China they do non care for that type of cooky. In order for the Oreo cooky to be every bit successful in China as it was in the United States, Kraft Foods needed to measure the spirit and type of cookies that the people of China cared for in which Kraft Foods complied excessively. In add-on to measuring the spirit and type of cooky the people of China cared for, Kraft Foods needed to measure the packaging and pricing of their Oreo cookies to run into the demands of the people of China. After measuring the demands of the people in China for the packaging and pricing of their cookies, Kraft Foods discovered that they needed to cut down the sum of cookies in a bundle every bit good as cut down the monetary value for a bundle of cookies. Once Kraft Foods was able to do these accommodations to their Oreo cookies to run into the demands of the people of China, so the credence and gross revenues of the Oreo cooky increased in China.

The market and retail market of cookies in China was rather different than that of the United States which Kraft Foods was non prepared for. In the United States, the Oreo cooky is more recognized as a Sweet and acrimonious cooky alternatively of more cocoa and less sugar in the pick type of cooky in which the people of China prefer. In add-on to the type of cooky preferred, Kraft Foods is able to box more cookies in a bundle and charge more for the bundle compared to that of China. Once Kraft Foods was cognizant of these differences between the United States penchant in an Oreo cooky and that of the penchant of the Oreo cooky in China, Kraft Foods was able to resile back from their hapless credence of their Oreo cooky in China.

Changes in China’s Marketplace

China’s market place has increased over the last 20-30 old ages which has led to an increasing economic system for China. Changes to Torahs and ordinances by the Chinese authorities every bit good as altering their economic system to more of a free market are what have contributed to the addition in China’s market place over the last 20-30 old ages ( Berry, 2010, p.5, para 1 ) .

China is considered an agricultural state in which it is expected to take the universe in agricultural in the following 10 to 20 old ages ( Berry, 2010, p. 3, para 1 ) . The agricultural goods that China is known for include that of tea, murphies, rice, peanuts, wheat, cotton, millet, apples, oil-rich seed, barley, fish, cotton, and porc ( Berry, 2010, p. 16, para 4 ) . In murphy production and consumer, China is the universe leader ( Berry, 2010, p. 16, para 4 ) .

Attempts by Kraft Foods to Enter China’s Marketplace

Kraft Foods decided to come in China’s market place with no alterations to their Oreo cooky. Kraft Foods learned that this was non the ideal attack in doing no alterations to their Oreo cooky for the Chinese market. Kraft Foods discovered non merely did they need to do the Oreo cooky with more cocoa and less sugar pick to run into the demands cookie demands for the people of China but besides subsequently discovered extra alterations needed for their Oreo cooky ( Jargan, 2008 ) . Kraft Foods decided to orient the Oreo cooky to run into the demands of the people of China a measure farther. In 2006, harmonizing to Jargan ( 2008, para 16 ) , Kraft Foods decided to orient the Oreo cooky to run into the demands for the people of China to “consist of four beds of crispy wafer filled with vanilla and cocoa pick, coated in chocolate.” With this orienting to the demands of the people of China, the Oreo cooky became China’s top cooky marketer in 2006 ( Jargan, 2008, para 19 ) . The new Oreo cooky in China was outselling the original Oreo cooky in China which led to Kraft Foods sell them in Canada, Asia, and Australia ( Berry, 2008, para 19 ) . Once Kraft Foods decided to do alterations to their Oreo cooky in China, it led to the success of their merchandise in China.

Important Factors

The two most of import factors that I feel do the entry into a host country’s market place challenging and potentially hazardous for a United States company includes that of non understanding the demands of the host country’s demands and non holding a specific concern scheme in topographic point prior to come ining a host country’s market place. It is indispensable for a company to understand the civilization and demands of the host state prior come ining that peculiar state with their merchandise. States may differ from each other based on their civilizations in which a company needs to understand in order to be successful in that peculiar state. Companies need to hold a concern program tailored to that peculiar state prior to carry oning concern in that state. A concern scheme that works for one state may non needfully work for another state. Having a concern scheme that is tailored to a peculiar state, can help in the success of that company when come ining into a state to carry on concern.

Berry, B. ( 2010, June ) . Agri-Food Past, Present, Future China. Retrieved December 18, 2013, from Ats-sea.arg.gc.ca: hypertext transfer protocol: //www.ats-sea.agr.gc.ca/asi/pdf/3833-eng.pdf

Clement, S. , Jain, T. , Jose, S. , Koellmann, B. ( 2013, March 31 ) . Smart cooky. Retrieved December 18, 2013, from Businesstoday.com: hypertext transfer protocol: //businesstoday.intoday.in/story/how-kraft-foods-won-over-customers-in-china-and-india/1/193162.html

KraftFoods. ( 2011, September 6 ) . Brief History of Kraft Food ‘s. Retrieved December 18, 2013, from Kraftblogr.blogspot.com: hypertext transfer protocol: //kraftblogr.blogspot.com/2011/09/brief-history-of-kraft-foods.html

Jargon, J. ( 2008, May 1 ) . Kraft Reformulates Oreo, Scores in China. Retrieved December 18, 2013, from Wsj.com: hypertext transfer protocol: //online.wsj.com/news/articles/SB120958152962857053

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CASE STUDY: How Oreo turned animated emoji into sales growth

CHINA - With Carat China and WeChat, Oreo let people create and share Oreo emoji—animated digital images of themselves and loved ones—sparking a significant sales increase.

The campaign grew out of an insight that Chinese parents and the younger generation find it more and more difficult to spend quality time with the ones they love in today’s busy world. “Even when we are physically together, we can be emotionally apart,” said Rasheed Zhao, associate marketing director, IMC & Digital Media at Mondelēz China.

The 'Play together' campaign created childlike moments to bring people closer.

The campaign gave people an opportunity to play together simply by using their mobile phones to create and share the animated characters. In addition, the brand and agency turned bus stops into 'Oreo Play Zones', where people could use WeChat as a remote control to display their emoji and print them as stickers. Redemption codes on packages of Oreo unlocked extra emoji, driving sales.

The initiative became a craze, making it onto TV entertainment news after celebrities shared their personal Oreo emoji. In just five weeks, people created 25 million emoji, out of which 3 million were shared with friends and family directly from WeChat.

The initiative generated 1.7 billion impressions across all the leading social networks in China, including WeChat and Weibo.

The brand recorded 50 per cent sales growth within the five weeks after the launch of the campaign, and saw 330,000 redemptions worth US$1 million.

“We are always finding new ways to engage consumers on and offline, and recognize the fundamental importance for clients to create advertisements that are not only eye-catching but also meet the expectations of consumers who demand emotional resonance,” said Adil Zaim, CEO of Carat China.

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Why MIT Researchers Are Studying Oreos

Fluid dynamics experts find that it’s nearly impossible to split the black-and-white cookie’s sweet filling evenly in half

Daily Correspondent

Since childhood, Crystal Owens has been stymied by a lingering question about one of her favorite snack foods: Is it possible to twist an Oreo cookie and split the sweet, creamy filling evenly in half between both chocolate wafers? Now, Owens and other fluid dynamics experts at the Massachusetts Institute of Technology (MIT) think they finally have an answer.

Per a new paper published this week in the journal Physics of Fluid , the researchers suggest that it’s nearly impossible to split Oreo’s famous creme so that half ends up on each wafer.

“In essentially all possible twisting configurations, the creme tends to delaminate from one wafer, resulting in one nearly bare wafer and one with almost all the creme,” Owens tells Vice ’s Becky Ferreira. “In the case that creme ends up on both wafers, it tends to divide in half so that each wafer has a ‘half-moon’ of creme rather than a thin layer, so there is no secret to get creme evenly everywhere just by twisting open—you have to mush it manually if that's what you want.”

The results were surprising, as Owens and her colleagues fully expected to be able to split the creme with some experimental techniques in the lab. To understand the scientific underpinnings of the iconic black-and-white cookie made by Nabisco, they used an instrument known as a rheometer , which twisted the cookie between two plates.

They tested a variety of Oreo filling quantities (such as “Double Stuf” and “Mega Stuf” cookies), tried dipping the cookies in milk and even tweaked the device’s rotation rate, but nothing made a difference: The creme still stuck primarily to one wafer. The researchers attribute this to the Oreo production process, which creates one “creme-heavy side” of each cookie, they write in the paper.

“It turns out there’s not really a trick to it,” Owens tells Popular Science ’s Philip Kiefer. “Everything you try to do will get mostly a clean break. It’s a bit disappointing that there’s not some secret twist.”

In addition to detailing the results of their experiments, they also coined a new field of study: Oreology, which is a mashup of “Oreo” and the Greek phrase “rheo logia,” which means “flow study.” The new field is officially “the study of the flow and fracture of sandwich cookies,” according to the paper.

Importantly for citizen scientists and Oreo-lovers alike, the researchers also developed and tested a new Oreometer that uses rubber bands and coins. They published the instructions for building this 3-D-printed device online.

“When you want to study the fluid mechanics of food, or ‘Fooid Mechanics,’ with scientific rigor, you need a tool to make quantitative measurements,” the researchers write in an introduction to the instructions .

Though studying Oreo cookies may seem trivial, the research could be an important tool for explaining complex fluid dynamics principles used in fields like 3-D printing and a potential gateway for getting new individuals interested in science more broadly.

"When we talk about the physics of complicated materials, and there are many, the Oreo cookie creme is one that is accessible to many people immediately," Randy Ewoldt, a mechanical engineer at the University of Illinois Urbana-Champaign who was not involved in the study, tells CNN ’s Madeline Holcombe. "To bring people into a much more complicated world, this may serve as an entryway for that."

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Sarah Kuta is a writer and editor based in Longmont, Colorado. She covers history, science, travel, food and beverage, sustainability, economics and other topics.

ORIGINAL RESEARCH article

Measuring and improving public space resilience to the covid-19 pandemic: chongqing-china as a case study provisionally accepted.

• 1 Chongqing University, China

The final, formatted version of the article will be published soon.

The COVID-19 pandemic emphasized the importance of public spaces. Accessing public spaces during the pandemic improves physical health, reduces feelings of loneliness, and lessens depression. However, not all public spaces can provide an effective response during the pandemic. The public spaces' ability to respond to the pandemic varies depending on their resilience level, which refers to the capability of those spaces to adapt to the challenges posed by the COVID-19 pandemic and maintain functionality to meet users' needs during this crisis. By investigating the response of existing public spaces to the COVID-19 pandemic and identifying and examining the criteria of pandemic resilience, this study aims to explore and improve public spaces' capability to respond effectively during the pandemic. 169 public spaces in three regions in Chongqing City in China are studied. Four main criteria involving 9 sub-criteria of pandemic resilience that can be integrated into public spaces' planning and design are studied. Three questionnaire surveys are used in this study to examine how public spaces adapt to the pandemic and evaluate the pandemic resilience criteria. The questionnaire data is analyzed using the Statistical Package for Social Sciences (SPSS) software. The pandemic resilience criteria are assessed and analyzed using a Geographic Information System (GIS). The study utilized the analytic hierarchy process (AHP) to assign weights to the criteria of pandemic resilience. Weighted overlay analysis (WOA) is applied to assess the pandemic resilience level in public spaces. Results indicate various possibilities for pandemic resilience depending on the characteristics of the area. However, these resilience levels are inadequate to respond effectively to the pandemic, resulting in diminished utilization of public spaces during the COVID-19 pandemic across all studied regions compared to the periods preceding the pandemic and after the complete reopening. This study presents a remarkable source for strengthening the resilience of cities against pandemic emergencies.

Keywords: Chongqing, COVID-19 pandemic, Planning and design, preparedness, public space, resilience, response, Sustainable cities

Received: 08 Feb 2024; Accepted: 13 May 2024.

Copyright: © 2024 ALAWI, Chu and Rui. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY) . The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

* Correspondence: Prof. Dongzhu Chu, Chongqing University, Chongqing, 400030, China

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