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?

When you want to grow sales, you attack your most important competitor, right? For Nissin, no. The idea was to put the two biggest brands of their portfolio to fight and ask the consumer: who is better, Cup of Miojo? With that in mind, both brands would use their own platforms to confront their enemy and vice-versa. To build up the feeling of confrontation, we decided to share the strategy throughout the year, taking advantage of the different points of contact of the two brands.

Nissin Miojo and Cup Noodles are different in terms of product benefits. These differences are exactly what lead consumers to even adore or reject them and sounded like a great starting point to the next campaign.

Miojo is a classic. People feel free to increment it their own way. It’s a meal that has always been part of Brazilians’ life.

Cup Noodles is more recent in Brazil. It’s practical, it can be consumed anywhere and has a “younger” appeal.

And what do they have in common? The irreverence of Nissin, a brand whose DNA allows “crazy” ideas to be the best solution.

Putting these characteristics together and inspired by classic rivalry campaigns between big competitors (Coca-Cola x Pepsi, for example) we defined that this was the way out - putting Cup and Miojo as rivals, committed to criticize each other (friendly) and reinforce their benefits.

For 9 months, the campaign had different moments in several points of contact with our consumers, focused on the target of both brands. The starting point was the campaign for Cup Noodles in July 2019, when the “Cup is better than Miojo” statement gave the tone of what would be the next steps.

Following the strategy, activations in two events sponsored by Cup Noodles were made and also a TV campaign for Nissin Miojo to criticize Cup Noodles’ product.

In order to consolidate the dual strategy, the closing idea was a promotion which would take advantage of the awareness and good perception of the two brands we got over the months to guarantee sales, participation and engagement. Mechanics, as expected, were based on duality. In a film with a “backstage” format, we put the two characters into a final battle, with the tone of humor already familiar of Nissin's campaigns.

Nissin (company) surpassed the previous year with the best sales result for the period since the brands arrived in Brazil in 1965 (Miojo) and 1992 (Cup Noodles).

On digital, there were more than 435M impressions, 1.1M engagement and 40M views in the campaign's videos.

From the brand point of view, the campaign brought significant results for both Nissin Lámen / Miojo and Cup Noodles. Miojo, synonymous of category in Brazil, managed to have a 5pp increase in Brand Awareness, reaching 97%. Cup Noodles, still unknown to many, had an increase of 11pp in awareness reaching 70%, in addition to an increase of 38% in penetration and 42% in new consumers - a milestone for the consolidation of the product in Brazil.

Last but not least, in a very stable instant noodle category (1% growth), Miojo sales increased 8% and Cup Noodles sales increased 30% during the 9month campaign period.