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Reduction of 80% of the environmental footprint with a new industrial model
The Innovation team of this international premium pet food manufacturer called upon Stim with a clear mission in mind: creating radically new products coupled with new production models that allow a reduction of 80% of the environmental footprint in comparison to the current product lines and production models.
There are several reasons that lead to this collaboration:
First of all, through the analysis of the Marketing team, there is an increasing expectation from the customers regarding the carbon and environmental footprint of the products. Despite being the leader of the premium pet food industry, they still don’t have all the solutions to answer more demanding needs in the future. It is, therefore, important to keep exploring more daring solutions.
In parallel, from the regulatory perspective, laws and norms on carbon footprint will be stricter, leading to a carbon offset price that is too high to compensate in the future. Our client, therefore, needs to find another pathway to reduce their carbon footprint in a more durable and meaningful way.
At the same time, the employees and COMEX are personally committed to this vision of sustainability. As a matter of fact, being a premium pet food manufacturer, their “raison d’être” is centred around the well-being of pets and animals. This leads to a great determination to become the pioneer player around sustainability in their industry.
The last element has especially led to an interesting shift of mindset and dynamic when it comes to tackling the environmental shift. The shared vision of COMEX and the employees, coupled with the big innovation ambition that Stim helped build for the whole company, paves the way to an enormous playground in which teams can explore and rethink and redesign their existing models, with multidisciplinary teams working towards the same goal.
This dynamic proves that with a shared ambition and convictions, a complex and difficult topic such as the environmental shift can be conducted with joy, hope and determination, instead of being treated as a constraint or an obligation.
The challenge
Creating radically new industrial models that allow a reduction of 80% of the environmental footprint
Understanding the phenomenon of “The invisible wall” - in which the optimisation of existing systems will no longer be sufficient to obtain a new height of environmental performance, the COMEX and the Innovation team opt for Reinvention, an attempt to create radically new systems.
After the first discussions of our collaboration, Stim has helped raise the ambition towards exploring and creating a new industrial model to replace the existing one, whose 70% of emissions is SCOPE 3. This requires the rethinking of their entire supply chain, raw material sourcing, partnerships with external contractors, waste management, etc.
This high ambition is particularly interesting. Because at the moment, the majority of consumer goods companies would opt for the introduction of new product lines that are more environmentally-friendly, while keeping the current flagship products and existing production process exactly the same, let alone tackling SCOPE 3 emissions.
Stim, on the other hand, believes that the replacement of non-optimal existing systems (i.e. products, processes, and the entire supply chain) with better-designed, more environmentally efficient ones, is what needs to be done to lead the environmental shift in an industry.
Our solution
C-K Explore: design environmentally efficient and highly feasible models to replace existing ones by 2030
Our work started with an Exploration in three phases: Mapping, Generating and Designing & Planning in order to scan all possible concepts and relevant knowledge regarding the environmental performance and the premium quality of our client's products:
Phase 1 - Mapping: share the current knowledge on the challenge and build the identity of the object
Phase 2 - Generating: generate new innovation paths and prioritize the ones to explore
Phase 3 - Designing & Planning: design high-potential solutions and build a “test & learn” roadmap so that the concepts are tested rapidly
At the end of the 3-month exploration, 3 big concepts were drafted, with a full description of their business models, value propositions, functions, techniques, and industrial feasibility. These 3 concepts are judged to be sufficiently credible to replace the existing products and processes by 2030.
In the next 6 to 9 months, our client will follow through with the testing described in Phase 3 - Designing and Planning, in order to validate the viability of these three concepts on the market, both on the technical and market aspects (value proposition and perception, supply chain, distribution, etc.)
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