+100
Countries
Redesign to Value Boosts Customer Satisfaction and Reduces Costs
To refocus investments on features that matter most, an international food group embarked on a structured Redesign to Value (RtV) journey with EFESO. Through consumer insights, cross-functional collaboration, and systematic cost-to-value analysis, the Group improved product relevance, and unlocked substantial, validated savings.
Food & Beverage
Industrial Strategy, Operating Model & Transformation
Operational Excellence
Supply Chain
Our Client
An international food group active in more than 100 countries with a strong portfolio across supermarkets and superstores. The company prioritizes innovation, differentiation, and continuous value delivery to its consumers.
“Very effective exercise with a strict but necessary methodology that allowed to obtain significant results quickly.
“
The Challenge
Despite a robust brand portfolio, the company faced a critical strategic issue: internal assumptions about product features no longer matched consumer expectations. This gap led to investments in attributes that consumers did not significantly value.
To realign product strategy, the company needed a structured, consumer-driven approach to identify:
• Value-adding features: what consumers actually care about
• Non-value features: where costs could be optimized without compromising satisfaction
• Future trade-offs: how consumer preferences are evolving
• Savings opportunities: through redesign, ingredient optimization, packaging simplification, and more
The goal was clear: redesign iconic products based on objective consumer value, optimize costs, and build internal capability to replicate the methodology independently.
Real Results Achieved Together
The Redesign to Value program generated measurable financial impact, improved perceived quality, and reinforced a consumer-centric culture across brands and functions.
€1.3M
Projected annual savings for one brand
-11%
annual cost savings identified
+20
People trained on RtV methodology
Transformation Impact
• Environmental responsibility: reduced manufacturing losses, optimized packaging material usage, and lowered energy consumption
• Consumer-perceived quality: increased sourcing of local/labeled ingredients, recipe proportion improvements, and reduction of excess fats, sugar, and salt
• Operational efficiency: improved machine efficiency, reduced subcontracting needs, and modernized production tools
• Cultural alignment: cross-functional teams adopted a shared language and fact-based decision-making approach
Our Approach
EFESO partnered with the Group to design a multi-brand Value Analysis and Redesign program executed over a two-month cycle per product group.
The methodology followed six structured steps:
- Kick-off and scope definition — Aligning objectives, mobilizing cross-functional teams, and onboarding Marketing, Quality, R&D, Purchasing, Production, and Maintenance.
- Functional interviews — Identifying key product features and collecting internal perceptions.
- Consumer panel testing — Validating feature prioritization based on real expectations and benchmarking competitor products.
- Cost allocation to features — Mapping cost distribution against consumer value hierarchy.
- Lever identification and feasibility assessment — Highlighting quick wins and strategic development ideas, with risk, feasibility, and resource evaluation.
- Management validation and implementation roadmap — Aligning Corporate and Business Unit teams around the final redesign choices.
The process co-created solutions with client teams while building internal capability. Following early successes, the Group began rolling out the methodology across additional brands and business units.
Related Services
Supplier complexity obscures 70% of your value creation. We strengthen networks through supplier development programs, risk mitigation strategies, and collaborative innovation platforms.
Ready to Align Your Products With What Consumers Actually Value?
- Reallocate costs to features that drive real customer satisfaction and loyalty
- Stop investing in product attributes that don’t resonate with your target market
- Join leading food and beverage brands who’ve transformed their portfolios through redesign to value
Discover More Clients Results
>98.5%
Delivery readiness level consistently maintained despite inflation, sustainability investments and 12% volume growth
Food & Beverage
An eight year journey hardwired a common way of thinking and working into the organization, enabling Bell Food Group to sustain delivery performance above 98.5% despite rising costs and market complexity.
10%
CAGR in assembly labor productivity in participating plants
Automotive and Commercial Vehicles
EFESO implemented a global award-based operational excellence program for a leading automotive OEM, boosting productivity, cost efficiency, employee engagement, and sustainability across the factory network.
+$10M
Annual margin improvement through better loss control and operational routines
Oil & Gas, Sustainable Energy
A major refinery embed lean practices, improve operational performance, and strengthen cultural engagement, generating significant financial and organizational impact.
+5–6%
EBITDA expected in 5 years
Life Sciences
EFESO supported a major cosmetics supplier in redesigning operations across six factories and optimizing the supply chain, targeting improved productivity and long-term profitability.
90%
Average OTIF achieved in under two years
Life Sciences
A mid-sized pharmaceutical company achieved measurable efficiency, cost, and delivery improvements at four European sites through EFESO’s Operational Excellence and Digital Transformation programs.
Consumer Goods and Luxury
A leading bicycle manufacturer's shift from a supplier-driven model to a customer-centric operating model.
13%
Reduction in release time for high-value APIs
Chemicals
Life Sciences
A QC lab optimization framework helps a multinational chemical-pharmaceutical company achieved simultaneous gains in productivity, service level, and resource efficiency, delivering measurable improvements in release time, productivity, and FTE requirements without compromising quality.
12
"Golden Rules" implemented for production planning
Industrial Manufacturing
Creating a solid, structured plan for the material flow of its production and validated the static forecast, enabling the factory to increase the output with the existing machinery.