Nissin’s two main brands Miojo (Nissin Lámen) and Cup Noodles had different goals for the year. Miojo is considered a synonymous of the category, a premium price for the category brand, in a segment that is stable (growing less than 1% per year) whose biggest driver for consumers is price. Cup Noodles, on the other hand, is a product that still has a lot to grow in Brazil, it faces a strong cultural barrier and it has a higher price, which turns trial a difficult task.

How to create newness for Miojo consumers once again and bring more people to a consolidated brand? At the same time, how to increase sales and share of Cup Noodles, a more expensive product that is an indirect competitor within our own family of products?