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SJU Skincare by Mibelle
Mibelle Group

Validating FMCG business models through innovation processes

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In the “Fast moving consumer goods” (FMCG) market, numerous successful direct-to-consumer (DTC) business models have been growing for years. A good example of this is the Mibelle Group. Next to classic business models entailing both manufacturers and retailers, merged models in the DTC segment are increasingly coming to the fore. In these models, manufacturers reach their consumers directly through their own sales channels and direct customer acquisition, thereby gaining valuable data. At the same time, margins are optimized in this way. In the following, we will explain how we implemented such an innovative model together with Mibelle and which aspects needed our special attention.


As a 100% subsidiary of the Swiss retail group Migros, Mibelle AG traditionally manufactures products for the sectors of personal care & beauty, home care and nutrition. The sale of its products is primarily effected through Migros’ own brands. Mibelle AG is one of the largest and most important private label manufacturers in Europe.

The company offers its customers innovative concepts and high-quality solutions along the value chain. Mibelle is the third biggest private label manufacturer in the European market. The group employs around 1,250 people across six locations in Switzerland, France, Great Britain and South Korea and generates sales of around CHF 650 million.

SJU Skincare by Mibelle

Successful market establishment

CREATION OF A
PROJECT PLAN

As part of their company-wide transformation and innovation processes, Mibelle AG developed a new direct-to-consumer business model for the beauty segment. The aim was to develop new sources of revenue and to address new customer segments both at home and abroad. In order to successfully implement and establish such a model in the market, good planning and digital expertise are required. Particularly in the FMCG market, it is important to always pay special attention to the competitive environment.

In close coordination with the marketing and development department at Mibelle AG, a project plan had to be drawn up first. In this context, it was essential to discuss all the resulting tasks in terms of requirements and time frames with all the people involved. The main focus of our work was the creation and optimization of marketing measures, as well as the further development of the user experience (UX) and the user interface (UI).

The main points in brief:

  • Creation of image and text content for the website and advertising measures
  • Which marketing channels/placements should be used – and with what focus and rhythm?
  • Organic and paid search results must be optimally adjusted in order to achieve good rankings
  • Define UI/UX requirements with respect to the target audience. How should the site be structured? What trends are there in the market? How can we pick up on these trends and use them for our benefit?

Overall, our consulting service / managing support of the project amounted to 9 months. A few weeks were spent on developing and implementing the project (innovation sprints). The rest of the time was spent on maintaining and constantly optimizing the social media channels / ads and Google Ads.


WORKING WITH
SPECIALISTS

In order to create a coherent web presence as well as suitable advertising material, provisions have been made so that experts from the fields of digital transformation, web design and marketing communicated regularly and openly with each other. Since our target market was in the United Kingdom, a detailed market and target group analysis was carried out, among other things, in order to optimally tailor the website and advertising material to the potential customers in the best possible fashion. Particular country-specific restrictions were also paid special attention to, as these can bring down entire projects.

In order to keep the implementation as transparent and efficient as possible, the Digital Transformation team developed a 5-point plan with the following measures:

  • Implementation of 2-week sprints for iterative optimizations
  • Comprehensive restructuring of the Google and Facebook Ads accounts
  • Implementation of KPI tracking and definition of key figures
  • Best-practice implementations
  • Isolated UX / UI adjustments

The implementation of these measures was checked at regular intervals and evaluated together with the client.
The following measures were also implemented in 2-week sprints:

  • Implementation of Google Optimize for carrying out A/B tests
  • Adjustments along the user journey (funnel)
  • Changes to advertising material for better customer targeting

The steady implementation of dynamic project optimizations as well as regular KPI tracking made it possible for us to react quickly to changes and feedback and to adapt measures directly. These continuous optimizations led to a significantly increased conversion rate and created high levels of user interaction with the target page.


Conclusion: Especially in the context of larger international projects, it is absolutely crucial to consult and work with specialists from different fields. When implementing measures, a certain degree of flexibility should be provided for to make it possible to react dynamically to changed market conditions, trends or target groups. The constant tracking of all relevant key figures is essential, especially when starting a new project.

If you need help with the implementation of your project, we will be happy to support and advise you!

SJU Skincare by Mibelle
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+31 % Interaction
+38 % Traffic

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