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Häagen-Dazs | Case Studies | Disney Institute

Häagen-Dazs is an international manufacturer and marketer of super-premium ice cream. But despite its reputation as a "luxury" ice-cream experience, not all of Häagen-Dazs employees could appreciate the company's heritage.

• Many Häagen-Dazs employees were not familiar with the company's history, rich culture and the importance of communicating these attributes to customers.
• Häagen-Dazs had plans to implement a new training and brand-awareness program. However, many of the franchisee employees were inexperienced new hires and lacked motivation.
• Company management and franchise owners knew they needed to spark excitement in their employees when introducing a new program if they were going to give it any chance to succeed.

Häagen-Dazs International franchisees reported across-the-board increases:

• Higher Sales Revenue
• Rise in Growth
• Increased Customer Approval
• Greater Employee Satisfaction

The Disney Institute Approach

After consulting with the Häagen-Dazs team, Disney Institute advisors recommended a carefully tailored series of programs incorporating content from Disney's Approach to Quality Service and Disney's Approach to Employee Engagement .

Our advisors explored the links between employee satisfaction, customer satisfaction and operational results. They also emphasized the importance of hiring for attitude as well as aptitude.

The Häagen-Dazs team saw firsthand how Disney effectively communicates with its Cast Members (employees) in the park, using specific and memorable visuals, such as:

• Photographs of clever ways to greet and interact with Guests
• Posters featuring examples of good and bad grooming habits
• A video about Disney's rich heritage and longstanding traditions

They couldn't wait to get back to their countries and implement many of the practices they'd learned.

Lessons Learned

Häagen-Dazs came to realize they needed to train their employees about the things not necessarily directly related to their specific jobs, but to the company as a whole. Said Guillermo, "We learned that we needed to tell our employees a lot more of what we expected of them."

Inspired by what they discovered through Disney Institute, Häagen Dazs produced a video: The Häagen-Dazs Essentials Program, which details the company history and culture, as well as management expectations. "We realized we weren't connecting emotionally with new hires; this video will do that and help raise our employee retention rates," said Guillermo.

Related Case Studies

Minneapolis-based Multiband is one of the largest DIRECTV home service providers and master system operators in the U.S. With help from Disney Institute, Multiband leadership seized an opportunity to differentiate itself in a highly competitive industry by providing an excellent customer experience.

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Case Study 7: Häagen-Dazs China: The Luxury Icing on the Cream

• First Online: 09 September 2016

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• David Newlands 4 &
• Monali Hota 4  

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Häagen-Dazs is a brand that operates in the premium ice cream category and was the first explicitly to focus on adults rather than children. Reuben and Rose Mattus created the Häagen-Dazs brand of ice cream in 1961 in Brooklyn, NY. Since Denmark had a strong reputation for dairy products at that time, the name Häagen-Dazs was invented by the Mattuses composed of two made-up words that gave the brand Scandinavian mystique. The company began with just the three basic ice cream flavors—chocolate, vanilla and coffee. The company rapidly adopted the franchise model of business to grow exponentially throughout the 1970s. This enabled the corporation to multiply the number of flavors and expand the portfolio of retail outlets without the capital investment or risk. Since then, ownership of Häagen-Dazs Company has changed several times. The company was first acquired by Pillsbury in 1983, and then by General Mills when it acquired Pillsbury in 2001.

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Dilip S. Mutum

Department of Marketing, East China University of Science and Technology, Shanghai, China

Bang Nguyen

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Newlands, D., Hota, M. (2017). Case Study 7: Häagen-Dazs China: The Luxury Icing on the Cream. In: Roy, S., Mutum, D., Nguyen, B. (eds) Services Marketing Cases in Emerging Markets. Springer, Cham. https://doi.org/10.1007/978-3-319-32970-3_9

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HÄAGEN-DAZS

HÄAGEN-DAZS BRAND RESET

• Brand Strategy & Design
• Identity Design
• Packaging Design

RECOGNITION - DBA Silver Design Effectiveness Awards

When Häagen-Dazs needed to recapture young consumers’ attention, we saw that taking a step back to revisit the brand’s founding principles could turn into a major leap forward.

THE CHALLENGE

Häagen-Dazs was once the go-to luxury ice cream. But in 2017, while the product itself remained peerless in terms of quality ingredients, the brand’s packaging and wider identity was looking out of touch with modern consumers and the Instagram era. Our challenge was simple: get Häagen-Dazs back to its accessible luxury best.

OUR RESPONSE

We revisited the brand’s roots in 1960s New York and discovered the story of a Polish immigrant turned entrepreneur who dreamed big. Really big. Obsessed with quality ingredients and inspired by the elegance of Scandinavian design, founder Reuben Mattus had set a course we wanted to follow.It was time to reintroduce the core design principles of simplicity, balance and proportion to the Häagen-Dazs brand identity.

The flavour experience

We felt the brand had become a little… well, vanilla. Our aim was to make every Häagen-Dazs pack an object of desire. We commissioned artists and designers from around the world to interpret the flavour experience of each product, challenging them to bring those extraordinary textures, colours and sensations to life in a unique pattern. More than 50 flavours were taste tested (well, somebody had to do it) before we paired artists with the flavours that best suited their style.  

These bespoke patterns, created by artists including Santtu Mustonen and Kustaa Saksi, became the core feature of all Häagen-Dazs packaging. In the spirit of Scandinavian restraint, we simplified the brand’s iconic logo from a two-colour black and gold mark to an elegant mono burgundy version. 

Read all about it

The new look and tone of voice was enshrined in a large-format, ‘lookbook’-style brand bible to inspire the global marketing team.Everything you need to know about the best ice cream in the world.

The retail revolution

Häagen-Dazs’ shops were also in need of a refresh. Using the brand story to inform every design element, we developed a global retail scheme to create the kind of ice cream shops our audience would want to see – and be seen in. Spaces fully connected to the packaging identity, reflective of Scandinavian design and full of Instagram-ready moments. The scheme was designed to flex across six different shop formats, covering 850 outlets globally.

Taste appeal

To support the renovation of the retail estate, we also carried outa complete menu design overhaul. In came fresh, minimal product photography, a sharper tone of voice and a new functional format for both physical and digital outputs.

Stand out to sell out 

Häagen-Dazs immediately saw sales increase by 66% after the packaging redesign launch. Over the first 12 months, the brand reported a 37% uplift in annual UK sales, resulting in a +1.7% jump in UK market share. 

In 2018, our retail redesign began its rollout across Europe and Latin America, with refurbished stores showing average sales growth of 22.9%. In just six months, sales grew from $150m to $184m. 

UK Sales Increase

Ireland sales increase, social media grew, brand growth, related projects.

Identity Design / Packaging Design

HÄAGEN-DAZS LIMITED-EDITION

Brand Strategy & Design / Identity Design / Packaging Design

Botanic Lab

Brand Strategy & Design / Packaging Design / Comms / Activations

POCKET SCOTCH

• Follow LOVE. on Twitter
• Follow LOVE. on Instagram
• Watch LOVE. on YouTube
• Call LOVE. on +441619715050
• Email LOVE.

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2009 GOLD SNACKS & DESSERTS UNITED STATES

Haagen-dazs haagen-dazs loves honey bees, ran in: united states, haagen-dazs.

Katty Pien, Brand Dir. Dori Bailey, Consumer Comm. Dir.

Goodby, Silverstein & Partners *Lead Agency

Jeff Goodby, Co-Chrmn., Part. John Thorpe, Dir.-Brand Strategy, Assoc. Part. Christine Chen, Group Communication Strategist Robert Riccardi, Mngng. Part. Margaret Johnson, Group Creative Dir. Jim Elliott, Group Creative Dir. Leslie Barrett, Acct. Dir. Erin Fromherz, Acct. Mgr.

Zenithmedia

Haagen-Dazs needed a big idea to reanimate the brand, in light of stalled sales and declining revenues. In 2008, Haagen-Dazs launched this campaign, recognizing the threat that disappearing honey bee populations would have on the brand's all-natural proposition. Haagen-Dazs raised awareness and money for bees through a fully integrated marketing and PR campaign. The results? Increased revenues and brand awareness, talk value and even an opportunity to testify on behalf of these unsung heroes in Congress.

Language: English

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Case study: häagen-dazs love honey bees.

In 2007, with sales slow and consumer interest low, Häagen-Dazs (HD) decided they had to do something big to revamp their brand. Instead of launching a crazy ad campaign or completely rebranding their company, HD simply decided to take on a cause and created their campaign, HD Loves HB (PRweek). Realizing that honey bees (HB) were huge contributors to many of the ingredients in their ice cream recipes, HD decided to take on the issue of Colony Collapse Disorder. With Colony Collapse Disorder making a detrimental population on the honeybee population, the existence of nearly 40 percent of HD’s natural ingredients was being threatened. The campaign was wildly successful and the company earned themselves an award for the Best Cause-Related Campaign of the Year in 2009.

Häagen-Dazs created their campaign, Häagen-Dazs Loves Honey Bees: Let’s Lick This Problem , after realizing that their once iconic brand had lost relevance with their consumers. The company wanted to earn back that brand image and they decided to do so by emphasizing their all-natural positioning. HD prides themselves in using all-natural products, many of which are reliant on pollination by honeybees. Many of these ingredients were threatened, however, by the increase of Colony Collapse Disorder (CCD). HD decided to use this issue in their new campaign to connect their consumers to a cause, especially a cause that was so new to the public. In the wake of the campaign, HD started putting special logos on their ice cream flavors that threatened by CCD. They also created a consumer education website, produced print and TV advertisements, formed an expert advisory board, directed donations toward research for CCD, and engaged their customers by sending packets of seeds to be planted to create bee-friendly habitats. At the end of the campaign HD experience their highest sales increase in 12 months, achieved more than 227 million impressions, attained $1.5 million in advertising equivalencies, and increased consumer brand advocacy to 69 percent (Hendrix 263-4).

SWOT ANALYSIS

Coming into the campaign HD has a number of strengths . Those strengths had much to do with the company’s already established consumer base. HD already had a fairly large consumer base at the time of the campaign, so while sales were slowing they had a good place to start. These consistent HD buyers already have a preference for their brand and therefore, would be more attentive to the threat that CCD posed against the company’s ability to continue making their products.

There were also a number of opportunities presented to HD in this situation. Most importantly is the fact that HD was the first company to “own” the issue of CCD (PRweek). This opportunity allowed the company to present the issue of CCD to their consumers for the first time. By having their audience first hear about this issue from HD, the company is already associating their brand with a good cause. This issue presented the perfect opportunity for HD to present their company as one that cares about the issue of CCD and it’s threat to agriculture, the community, and the environment as a whole.

Many weaknesses were apparent in the relationship between CCD and Häagen-Dazs. With the cause of CCD, unknown there is no way to prevent the deaths of honey bees. Without a resolution, the bee population could become extinct and HD, as well as many other food companies, is dependent on honey bees to pollinate the necessary crops for their products.

There were also a number of threats present during the time of the HD Love HB campaign. CCD poses a huge threat to the honey bee population and if it were to wipe out the population completely, it was cause a huge detriment to the food supply and the ingredients needed for HD to make many of their ice cream flavors (Hendrix).

Strategic Plan

Both primary and secondary research was done before the start of HD’s campaign, so that they could better understand consumer awareness of Colony Collapse Disorder and attitude toward their company. They also used this research as a way to better their own understanding of the issue of CCD and other companies’ involvement with CCD.

For primary research HD conducted a number of focus groups to find out consumer awareness, engagement, and attitude toward the CCD issue with honeybees. They also used their focus groups to gauge consumers’ thoughts on their company’s involvement with the cause. Through their focus groups Häagen-Dazs was able to make three major findings:

• When consumers see HD supporting the cause and educating people about the issue, they feel positive about the brand and its involvement
• Creating awareness about the issue makes consumers feel that the brand truly cares and is not just interested in sales
• The cause helps consumers feel more connected to the brand; there is a sense of “we’re in it together”

All of these findings helped HD to better understand how effective this campaign would be in connecting with consumers (Hendrix, 264).

Häagen-Dasz used their secondary research efforts to determine the most effective communication strategy to use in their campaign. Through this research, they were able to determine that at that point in time, no other major food brands had adopted the issue of Colony Collapse Disorder. HD also came to the conclusion that their campaign had to aim to raise awareness, educate, and engage consumers and community groups. Taking advantage of being the first to own the bee issue was integral in the successful of the campaign, that they determined would be targeted toward males and females ages 35-54 (Hendrix, 265). HD also wanted to focus on people within this age range who are active, have children, are highly educated, and are affluent in the urban and suburban areas. HD determined that these target consumers care about what they eat and where their food comes from. This target audience cares about what they are putting into their mouths as well as their family’s so they will be interested in HD all-natural ingredients, as well as their cause in helping the bee population to thrive. This audience was seen to care most about contributing to a “sustainable society,” especially in a way that is pretty simple and easy seeing as they are busy with their jobs, families, etc. (Hendrix, 265).

Campaign Execution

            Haagen-Dazs’s goal in all of this was to create an emotional appeal to their consumers in order to make the brand more approachable. HD wanted to make the campaign engaging toward their cause, but they also wanted it to relate back to their brand and get consumers excited about their products. HD knew the issue was perfect for their campaign because honeybees are responsible for pollinating more than 40 percent of their ice cream and 1/3 of all foods in general.

To start off their campaign execution Häagen-Dasz donated $250,000 to Pennsylvania State University (PSU) and the University of California, Davis (UCD) in order to fund sustainable pollination and CCD research. The company also gave $10,00 to the Pollinator Partnership, which is an organization that works to preserve honey bee health. HD also put together an advisory board of scientists from both universities as well as beekeepers from the east and west coasts, to ensure that their campaign remained authentic and factual. Members of the advisory board also served as expert spokespeople for the campaign.

In honor of the campaign, Häagen-Dasz created a brand new flavor called Vanilla Honey Bee. The new flavor as well as all other bee-dependent flavors were adorned with a special logo and pledged a percentage of sales to CCD research. There was also information about CCD under the lids of all of these flavors as well. These tactics ensured that consumers were educated on the cause that HD felt so passionately about and made sure that their customers had a direct hand in supporting the cause, encouraging sales of those special products.

Häagen-Dasz worked stepped outside of the food industry to promote the kick-off of their campaign. They reached out to the beekeeping and scientific communities prior to their campaign launch and received much excitement from the industries over the upcoming campaign. Experts from both industries were so excited about the campaign, that many served as brand ambassadors from HD and they helped to spread awareness of the campaign throughout the industry and further.

Media was another huge contributor in helping Häagen-Dasz to spread awareness for their campaign. HD went through CNNMoney.com to initially announce their plans and from there numerous other outlets picked up the story and helped to spread the word throughout the United States of HD’s work with CCD.

Häagen-Dasz also implemented some crazier ideas to help promote their campaign for CCD. First was their Million Seeds Challenge. HD reached out to online supporters of their campaign on sites such as Craigslist and Meetup.com and asked them to help plant one million seeds so that they could help build bee-friendly habitats in the community. In order to do this, HD sent out seed packets to those interested that said “HD love HB.” After receiving these seed packets, consumers were supposed to plant them in the backyard, creating bee-friendly environments all across the country.

Being very passionate about the issue of CCD, Häagen-Dasz took their campaign to Capitol Hill. They hosted an ice cream social on Capital Hill, where the HD Brand Director, Katty Pien, talked to the Subcommittee on Horticulture and Organic Agriculture about CCD. HD put on this event to raise awareness for CCD and to encourage legislators and decision makers to stand in favor of the issues involving honey bees. This also allowed for HD to receive multiple national news stories across the country (Hendrix, 265-7).

Häagen-Dasz hoped that with their honey bee campaign they could simultaneously raise awareness for the CCD issue and disappearing Honey Bees, as well as improve sales of their products and restore it’s annual sales growth. They hoped to do this by having robust media coverage that would bring awareness to their cause as well as their brand (Hendrix, 264).

Häagen-Dasz had a number of goals for their campaign that fell into three categories: business, awareness/comprehension, and behavior. All of these goals related to making improvements in their brand recognition as well as raising awareness for CCD among their consumers.

Business Goals:

• Drive sales of HD’s new Vanilla Honey Bee and products carrying the honey bee “cause” symbol.
• Increase 2008 revenue growth by 1 percent over 2007.

Awareness/Comprehension Goals:

• Increase awareness of the honey bee issue and the HD love HB Campaign.
• Increase consumer media impressions on the HD brand by 25 percent over 2007 levels (total media goal: 125 million impressions in year one).

Behavior Goals:

• Convince consumers to plant bee-friendly habitats. Achieve HD’s first-year goal of planting one million bee-friendly flowers.
• Drive unique visitors to helpthehoneybees.com (Achieve industry average of five page views per visit.)
• Increase consumer recommendations of HD over Q1 levels.

(Hendrix, 264)

Evaluation of Success

In it’s first year the HD Love HB campaign went above and beyond achieving all goals the Häagen-Dazs has set for themselves. HD wanted to increase sales of their bee-dependent flavors by 1 percent in their first year in the campaign and within their first year they did more than that, increasing sales by 5.3 percent. They also sustained 4 percent growth throughout 2008. HD was also very focused on media coverage and raising awareness. They wanted to increase media impression by 25 percent and attain 125 media impression within the first year. HD did more than that and received more than 277 million media impressions, worth almost $1.5 million in advertising equivalencies. The HD Loves HB campaign was included in more than 1,097 outlets where the HD brand was mentioned in the headline or the lead. Over 93 percent of media coverage surrounding the campaign was positive and 100 percent of all stories about the campaign included HD’s desired key PR messages. The campaign also earned HD a 12-point increase and honey bee awareness a 6-point increase in the level PR and “buzz.” As far as behavior goes, HD was also very successful in achieving their goals. They surpassed their goal of planting one million seeds, with consumers helping to plant more than 1.2 million bee-friendly flowers. HD had 469,798 unique visitors to the helpthehoneybees.com and visitors viewed an average of 8 pages per visit. The campaign earned HD a 13 percent increase in brand advocacy rating, earning the highest spot in their category. The campaign also promoted more than 950 consumers and organization to reach out to HD with suggestions, collaboration offers, requests for additional information, and praise for their campaign (Hendrix, 267-8).

The results from the HD Loves HB campaign show that Häagen-Dasz was more than successful in turning around their brand image as well as raising awareness for Colony Collapse Disorder. They exceeded all of their goals and put themselves in the top spot in their industry. The HD Love HB campaign was the right move for the company and brought them much success in bringing awareness to their company.

Similar Campaigns

            A company that is comparable to Häagen-Dazs as far as their efforts to raise money for a cause, while also serving to be successful for the company itself, is the company Love Your Melon. Love Your Melon is an apparel company, which sells knit beanies and baseball caps. The company has a “buy one, give one” program in place, so they ensure that for every hat sold, they give a hat away to a child with cancer. These hats have become wildly popular, with a number of their hats being completely sold out.

Another similar company with similar strategies to the HD Loves HB campaign is TOMS. TOMS is a shoe company that gained its popularity through their philanthropy. Just like Love Your Melon does with hats, TOMS give a pair of shoes to a child in need for every pair of shoes that they sell. Since the start of the company, TOMS has also added a few more philanthropy’s to their work like improved access to water, safe birth, sight, and bullying prevention.

Both of these companies are similar to HD in the fact that they are trying to raise awareness for a cause while simultaneously letting their customers contribute to the cause by purchasing their products. While HD is different in the fact that they didn’t do a buy one, give one type of program, they gave back in the form of giving a portion of their sales to CCD. These companies also didn’t have the issue of needing to revamp their images, but they used a similar type of business strategy to launch their companies into success right off the bat. This just goes to show that consumers are receptive to charitable companies, where their purchases help to benefit a cause.

Newspaper Articles

Below are the titles and sources of a number of news clips that talk about the HD Loves HB campaign. These articles take a couple of different angles on the campaign; some talk about the campaign itself and others talk about how people were inspired by the campaign to talk matters into their own hands. These few clips show just how much of an impact that HD’s campaign had in raising awareness and creating a newsworthy campaign.

• Häagen-Dazs Loves Honey Bees: com (Mar. 21, 2009)
• Bee-Friendly Haagen-Dazs(R) Brand Supports Proposed Overturn of New York City Beekeeping Ban: Haagen-Dazs loves Honey Bees(TM) Campaign Highlights Critical Need for Backyard Beekeepers: PR Newswire (Feb. 24, 2010)
• Haagen-Dazs; Haagen-Dazs Ice Cream Announces New Partnerships for Haagen-Dazs Loves Honey Bees Campaign: com (Jun. 24, 2008)
• The Haagen-Dazs(R) Brand Redoubles Efforts to Help the Honey Bees: PR Newswire (Feb. 26, 2009)
• Thirteen-Year-Old Boy Scout Petitions Boy Scouts of America to Reinstate the Beekeeping Merit Badge: Scout receives more than 6,000 Letters in Support of Petition: PR Newswire (Sep. 14, 2010)
• The Young Bee Crusaders: Working to Save the Honey Bees: PR Newswire (Jan. 23, 2009)

What is Happening Now?

Häagen-Dazs is no longer doing the special packaging for their bee-dependent flavors and they have since discontinued their Vanilla Honey Bee flavor, but that does not mean that HD has stopped supporting the issue of Colony Collapse Disorder. HD has a section on their website dedicated to their efforts in conserving the bee population. Häagen-Dazs has donated over $1 million to honey bee research since 2008 and they are still working to help the cause. HD has helped to create the Häagen-Dazs Honey Bee Haven, which is a bee-friendly garden built at the University of California, Davis. The bee haven is meant to provide honey bees with a year-long source of food to support their population. Most recently, HD has been working with the Xerces Society for Invertebrate Conservation, a non-profit that works to protect bees and other insects and their habitats. The society has the largest pollinator conservation team in the world. HD is working with the Xerces Society on many projects to maintain the health of bee populations.

Personal Evaluation

            After reading about Häagen-Dazs’, HD Loves HB campaign I can confidently say that it was a major success for the company. People want to feel like they are a part of a cause and Häagen-Dazs allowed for them to do that with the HD Loves HB campaign. HD set a precedent by being the first to own the issue of Colony Collapse Disorder and just by the numbers you can tell that they were successful. I was also very impressed by the feedback that HD received and the offers for collaboration that they got. Numbers are one thing, but people genuinely wanted to have a direct hand in the cause and that is exactly what HD wanted.

I think that the techniques Häagen-Dazs used were extremely effective, creative, and original. HD picked a cause close to their hearts and their industry, which is what I believe, made the campaign particularly effective. They made something as simple as buying a pint of ice cream into a way to benefit an extremely important environmental cause. If other companies used a similar technique, choosing a cause close to their company, that they could see similar success.

Campaign Print Ads

Print article that reads: Nature needs honey bees. We all do. After all, they’re responsible for pollinating one third of all the foods we eat, like the cherries and pears that make our all-natural ice cream so delicious. But they’re disappearing at an alarming rate. Learn how to help at helpthehoneybees.com

A print ad from the HD Love HB campaign printed on seed paper, which could be ripped out and buried in backyards, gardens, etc. to grow bee-friendly flowers.

Campaign TV Ads

Cause-related campaign of the year 2009. (2009, Mar 09).  PRweek, 12 , 1. Retrieved from http://search.proquest.com.ezaccess.libraries.psu.edu/docview/232023982?accountid=13158.

Hendrix, Jerry A.; Hayes, Darrell C.; Kumar, Pallavi Damani (2012-01-01). Public Relations Cases (Page 265). Cengage Textbook. Kindle Edition.

Love Your Melon Mission Page: http://www.loveyourmelon.com/pages/mission

CELEBRATING 60 YEARS OF HÄAGEN-DAZS

There’s ice cream, and then there’s Häagen-Dazs. The legendary brand came to us with a simple proposition: help them celebrate their 60-year anniversary and make it culturally relevant and significant for their Millennial target. As lead agency among a multi-agency team of all-stars, we pivoted an anniversary into a festive birthday celebration worthy of the iconic ice cream brand. It was full of interactive AR storytelling, Birthday Edition packages, epic sweepstakes prizes, and more, all leading to groundbreaking results — in a chaotic pandemic year, no less!

STYLE POINTS

BIRTHDAY FLAVORS

AUGMENTED REALITY

SWEET SIGNS

ICE CREAM TRUCK

Where you can find us.

4 STUDEBAKER

IRVINE, CA 92618

[email protected]

1285 SIXTH AVE.

NY CITY, NY 10019

1999 BRYAN ST.

DALLAS, TX 75201

©2023 ALCONE MARKETING GROUP ALL RIGHTS RESERVED  |   PRIVACY POLICY

Häagen Daz #HDMoment CASE STUDY

Campaign Goal

An expansion of a successful prior year Carusele program, the goal was to elevate awareness of Häagen-Dazs® Ice Cream at Walgreens and Duane Reade in NYC, Chicago, and Northern California.

With the celebration of summer approaching, carefully selected influential content creators produced original #HDMoment social shops, blog posts, and social shares that positioned Häagen-Dazs ice cream from Walgreens or Duane Reade as a must-have for any celebration. Additionally, influencers were able to promote a limited time BOGO offer throughout their content for audiences to use. To broaden the reach of the program, content was syndicated through social networks using secondary influencer and paid media targeting. The campaign also supported a branded sweepstakes, and geo-targeted ads.

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Yext for Food Case Study

Häagen-dazs uses yext to level-up its organic search strategy.

With Yext, Häagen-Dazs boosts discoverability, drives foot traffic, and empowers franchise owners with the tools they need to manage their online presence.

year-over-year growth in website clicks

incremental lift in seasonal foot traffic

updates made to business information

Iconic brand Häagen-Dazs has been delighting ice cream fans since it opened its first location in 1976. It now delivers extraordinary moments to its customers in over 900 shops worldwide with unique recipes, exclusive pastry creations, and a wide variety of ice cream flavors. Its shops, perhaps better described as 'temples of indulgence', have been the cornerstone of its legendary brand experience. Like all successful brands, Häagen-Dazs has had to adapt its location-based business to reach new audiences throughout its decades of operation.

Häagen-Dazs determined that it would focus on building a search strategy to significantly increase its organic performance across search engines. "We wanted to invest in a global solution that would help us organically increase our presence throughout the digital ecosystem," says Aurélie Lory, Managing Director EUAU-LATAM Häagen-Dazs shops at General Mills (parent company of Häagen-Dazs). "In order to expand our reach and target the key millennial market, we knew that we needed a partner to help us to manage our online experience in a consistent way across search endpoints."

The business chose Yext to manage its business listings, develop location and menu pages, and efficiently manage its online reputation across a network of over 200 integration partners. "Most of our shops across Europe and Latin America are franchised, meaning that before Yext, it was extremely difficult and time-consuming to make even one important update across multiple platforms," says Lory. Hundreds of individual users now leverage the Yext platform to make updates, and each has received unique training to optimize the use and understanding of Yext solutions.

Yext has allowed us to provide our franchisees with greater control over their shops online and also gives our internal teams a wider, more holistic level of monitoring.

Aurélie Lory

Managing Director EUAU-LATAM Häagen-Dazs shops at General Mills (parent company of Häagen-Dazs)

To match the exceptional experience that customers receive in-store, Häagen-Dazs invested in Yext SEO Landing Pages to maximize conversions and boost discoverability in local search. "With Pages, we are able to truly customize and control what appears for our shops online, and we've seen a significant increase in site traffic," says Lory. "With the ability to display shop-specific menus and other content on each page, we can deliver the same great experience online that customers get in our stores. Thanks to Yext, we know that customers are getting the best Häagen-Dazs experience at every stage of the customer journey."

With the challenges of a distributed franchise model, Häagen-Dazs was also on a mission to identify a scalable solution for reputation management. "We wanted to give our franchisees the tools to efficiently manage their reviews strategy," says Lory. "With Yext Reviews, franchisees can now quickly respond to customer feedback and receive instant notifications for reviews with 3 stars or less. Since enabling our franchisees with Yext, our volume of reviews has gone up by 40%."

The year 2020 was challenging for all businesses, but working with Yext allowed Häagen-Dazs to take control of their digital experience so customers had the right information at their fingertips when and where it mattered most. "Yext was a huge help at the beginning of the lockdown, when we needed to update our customers efficiently and at scale about shop closures, safety protocols, and changing business hours. We have really seen the benefit of using Yext when making updates from a single platform and take comfort in knowing that our brand's information will be accurate everywhere online," continues Lory.

We have really seen the benefit of using Yext when making updates from a single platform and take comfort in knowing that our brand's information will be accurate everywhere online.

The brand expects to adopt new Yext products and solutions based on its initial success. "We have a clear roadmap for the next couple of months, and are excited to roll out Conversion Tracking and additional training for our franchisees," says Lory. As warm weather approaches, Häagen-Dazs will also use Yext to share its popular summer menu across the digital ecosystem — undoubtedly delighting its thousands of customers in the process.

The Results

Altogether, Häagen-Dazs saw 75% YoY growth in website clicks for all locations and markets. During peak season, shops with Yext Pages saw a 25% incremental lift in foot traffic and a 45% incremental lift in website clicks. These locations also experienced 236% fewer phone calls than expected during the same period, suggesting that consumers were able to find the information they were searching for without resorting to a costly phone call.

Between July 2019 and December 2020, 123 total users made 170k approved updates to information in Content. This includes 45k field updates to core business information like addresses and hours, 113k updates to enhanced content like menu items, and 12k updates to branding assets, like names, descriptions, and location photos.

Häagen-Dazs is now able to get information directly into the hands of the consumer without relying on inefficient support from call centers. A comprehensive Yext-driven digital strategy attracts more business and serves up a delightful — and delicious — experience to individuals at every stage of the customer journey.

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PESTEL Analysis - Häagen-Dazs

PESTEL Analysis , Häagen-Dazs, gelato, ice cream, Reuben Mattus, dairy product, Nestle , milkman, GMO products, Love Creative

In the 1920s Reuben Mattus worked for his mother's ice-cream business, he would go around on a horse-drawn wagon in the streets of the Bronx, New York, selling ice cream and fruit ice pops. He continued to do this as the business expanded and in 1960, along with his wife Rose, they decided to create a new company which would allow him to realise his vision of creating the finest ice cream in the world. The motto of the company is "We find the purest and finest ingredients in the world and craft them into the best ice cream". In 1961 they offered only three ice cream flavours vanilla, chocolate and coffee; today the popular brand has more than 50 different flavours to choose from. Reuben's aim was to create a unique ice cream experience for its customers by offering innovative flavours and providing a premium frozen dessert experience. It took a further six years for this ice cream connoisseur to find just the right strawberries to launch his latest flavour.

• Presentation of the company Häagen-Dazs
• Industry and market data
• Presentation of PESTEL Analysis
• Social and Cultural
• Technological
• Environmental
• Conclusion and Strategic Recommendations

[...] In the same year, the company began phasing out GMO ingredients. Currently, the products containing non-GMO ingredients include vanilla, vanilla bean, strawberry, rum raisin, chocolate, chocolate chips, pineapple coconut, coffee, chocolate and chocolate peanut butter. F. Legal The main legal aspect affecting any company in the food industry will be the regulations regarding food safety. While these regulations may differ from country to country and sometimes from region to region within some countries, the basic premise remains the same, to provide consumers with safe food. [...]

[...] Product type would be things like hard or soft ice cream, specialised ingredients to accommodate dietary requirements, for example, gluten-free or vegan. Shape covers how the product is presented and packaged, for example, single serve, bucket or stick. The sale market is divided into a take-home, impulse purchase and artisanal ice cream. C. Presentation of PESTEL Analysis PESTEL is an acronym which stands for political, economic, social, technological, environmental and legal. This analysis is a simple yet powerful tool which can be used by management to help companies build effective strategies to maintain their competitive edge. [...]

[...] After all, what is not to love about your favourite creamy Häagen-Dazs ice cream coated in delicious milk chocolate served on a stick. In order to progress with the times and retain their more health-conscious customers, the company released their indulgent frozen yoghurt line in 1991 followed by their deliciously fruity sorbets in 1993 and have more recently introduced sugar- and dairy-free options. Today Häagen-Dazs is world-renowned for several unique flavours, for example, Dulce de Leche caramel which was discovered in 1998 in South America and adapted to hold up in their creamy ice cream. [...]

[...] The company needs to take these factors into account when deciding where to set up its operations. The unemployment rate and government-imposed minimum wage and working conditions regulations will also be a factor in making these decisions. C. Social and Cultural Globally consumers are becoming more and more health-conscious and this affects the choices they make when purchasing consumables. Customers are looking for products that will enable them to indulge themselves with their favourite treat but still allow them to feel they are making healthy choices. [...]

[...] Brands need to be aware of this trend and ensure that they are making use of this dynamic tool. A well thought out and user-friendly website can be a valuable marketing tool in any industry, this linked to mobile app, which makes finding stores, purchasing and paying simpler, is the future of business in any industry. The company started working with Love Creative, a Manchester- based agency which is tasked with refreshing the Häagen-Dazs brand, revamping its packaging, communications strategy and improving its in-store experiences in their 800 shops across the globe. [...]

• Number of pages 5 pages
• Language English
• Format .doc
• Publication date 10/11/2020
• Read 1 times
• Updated on 10/11/2020

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