We’ve spoken before about differentiation and specialization, but I’d like to revisit the issue in light of some new information, which represents something of the opposite approach. This new information, believe it or not, comes in the form of soy sauce-flavored Kit-Kat bars. Let’s read all about it, courtesy of AdAge:
Western marketers are adept at catering to the tastes of Japanese consumers, with quirky products such as McDonald’s Filet-O-Shrimp burgers and a cucumber-flavored soft drink by Pepsi.
But Nestle has upped the ante for the most creative only-in-Japan product by creating 19 unique flavors for Kit Kat, one of the best-selling chocolate candy bars in the world and the No. 1 brand confectionery brand in Japan.
Besides the regular chocolate variety, which must seem mundane to Japanese by now, Nestle has come up with variations that reflect the local produce and palate of each region. There are some staple flavors like miso, soy sauce and green tea, but the list doesn’t end there.
Kit Kat varieties now range from yubari melon and baked corn from Hokkaido island to green beans and cherries from Tohoku in northeastern Japan to yuzu fruit and red potatoes from Kyushu island at the southern-most tip of the country. The Kanto region, including Tokyo, contributed the sweet potato, blueberry and kinako (soybean) flavors.
Nestle shows an impressive willingness to experiment with one of the world’s strongest candy brands. And remember, the company is not just making cosmetic changes: they’re changing the flavor itself, the core identity of any food item. That’s some bravery on display.
I find this a really fascinating project because it seems like the trend now is on consolidation and focused excellence. Nestle, admittedly isn’t branching off into a wholly unrelated field, but the company is taking something of a risk here by experimenting by a core product. Apparently, even something as deliciously simple as a chocolate-covered wafer might not make everyone salivate. It’s the company’s job to find ways to broaden that appeal, even if it means departing from a proven winner. Not every consumer shares the same tastes and needs, and a truly nimble business will recognize that by adjusting where necessary to broaden the value of a product or service. Notice though–maybe expressed most clearly in the last excerpted paragraph above–that these flavor changes are deliberate and specific. I don’t know much about regional Japanese culinary expectations, but there’s a variety of different regional flavors available here, and Nestle obviously didn’t rush into this haphazardly.
What have you done to broaden the appeal of your business? What type of research is necessary to make that step?
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