Short List
Category D01. Strategic Transformation
Entrant MARCEL Paris, FRANCE
Idea Creation MARCEL Paris, FRANCE
Media Placement ARENA MEDIA Paris, FRANCE
Production 2 FAVORITE Paris, FRANCE
Post Production PRODIGIOUS Paris, FRANCE
Post Production 2 MIKROS IMAGE Paris, FRANCE
Additional Company CARREFOUR Massy, FRANCE
Name Company Position
Elodie Perthuisot Carrefour Direction of Strategic Marketing & Brand - Carrefour
Béryl Fleur Carrefour Direction of Strategic Marketing & Brand - Carrefour
Jennifer Peyre Carrefour Direction of Strategic Marketing & Brand - Carrefour
Christian Verger Publicis Conseil Co-CEO, Publicis Communications France
Valérie Henaff Publicis Groupe Chief Strategy Officer, Publicis France and President, Publicis Worldwide
Pascal Nessim Marcel CEO
Charles Georges-Picot Marcel CEO
Anne de Maupeou Marcel Chief Creative Officer, Publicis France
Gaëtan du Peloux Marcel Executive Creative Director
Youri Guerassimov Marcel Executive Creative Director
Jean-François Goize Publicis Conseil Creative Director
Martin Rocaboy Marcel Copywriter
Clément Séchet Marcel Art Director
Sophie Larivière Marcel Art Director Assistant
Alice Drapanaski Marcel Art Director Assistant
Mathieu Andrieu Marcel Graphic Designer
Karine Poussel Marcel Graphic Designer
Stéphane Gaillard Publicis Conseil World Advertising Director Carrefour
Fabrice Derrien Publicis Conseil Executive Managing Director
Aurélie Fossoux Marcel Account Supervisor
Olivier Quivigier Publicis Conseil Client Services Director
Eric Guillod Marcel Account Supervisor
Olivia Baranes Marcel Account Manager
Elodie Caron Publicis Conseil Account Manager
Elsa Segalen Publicis Conseil Account Manager
Angela Rallo Publicis Conseil Account Manager
Elise Briane Marcel Project Director
Marine Borreil Marcel Project Manager
Nicolas Levy Marcel CSO & Managing Partner
Sarah Lemarié Marcel Strategic Planner
Olivier Bailloux Publicis France Head of Strategic Planning, Publicis France
Julien Petit Marcel Lead Social Media
Gautier Rennes Publicis Conseil Social Media Manager
Cléo Ferenczi Prodigious TV Prod
Cécile Vic Prodigious Print Producer
Carole Menke Prodigious Print Producer
Carine Cottereau Prodigious Print Producer
Luis Cervero Control Films Director
Jacques-Etienne Stein Control Films Producer
Stephen Keith-Roach Control Films DOP
Carl Cohen Control Films Production Director :

Why is this work relevant for Creative Strategy?

Facing one of the most pressing environmental and economic issues, the collapse of our global food production system, this case study shows how a strategic platform transformed the Carrefour company in ten countries all the way through, impacting its products, services and operations, giving back consumers a reason to prefer the brand, and driving long-term growth.


The greatest challenge of the century is the ecological transition. But it won’t happen without a food transition. As conventional agriculture is the #1 cause of global warming and biodiversity loss. In addition to this heavy environmental cost, there are health and social consequences. Obesity is increasing. And the condition of farmers is more precarious than ever. There are also, unexpectedly, business costs. The distribution model based on price wars, low-quality food products at low prices, is becoming increasingly unprofitable for the players who set it up. As margins are getting lower and field yields keep declining. Everybody is losing. The planet, consumers, farmers and retailers. As the inventor of the hypermarket in France, we have historically been part of the problem. We had to accelerate the transformation of the company from a price war model to a food quality one, not only for the planet, but for our business.

Interpretation (30% of vote)

We had to accelerate the transformation of the company from a price war model to a food quality one. - We had to transform the culture internally, - And transform our image in the consumer’s eye. But it is no small feat when you’re a historic retail leader. Carrefour suffered from the « big bad wolf syndrome” . As a retail leader, consumers frequently associated Carrefour with everything that went wrong with the hypermarket model, starting with the standardisation of our food system and agriculture. When you’re big, you’re bad in the consumer’s mind. You’re just fighting for your revenue, at the expense of consumers. To win back consumers, we had to reframe what it meant to be a leader. We had to spin the power of Carrefour into a positive, by putting our leadership power at the service of bettering food quality.

Insight / Breakthrough Thinking (30% of vote)

When you’re as big as Carrefour, actions do speak louder than words. Observation #1: Our speeches were no longer heard. Before ActforFood, we had made a first advertising attempt to reposition Carrefour on food quality. But it performed no better or worse than any other retailer campaign. Thanks to post-tests, we have learnt that for people every retailer basically says the same thing. Consumers don't believe in it and therefore quickly forget the ads. We didn't emerge at all, as did most of our competitors in2016: advertising recall was low for retailers, and most ad attributed to every other competitors. Observation #2: In focus groups, consumers spontaneously talked about our concrete actions, not our campaigns. They talked about our actions: like the « organic islands » (organic-only displays) deployed in supermarkets. They felt these actions didn’t come from a big faceless company, but from people, who cared about food quality.

Creative Idea (20% of vote)

We launched Act for Food, a worldwide program of brand actions for the food transition, in which every one of our campaigns is an Act for the food transition. We started by tackling the heart of the problem: the agrochemical lobby’s attack on our food freedom. With a founding act, the Black Supermarket, we fought against an unfair law that forbade sale and cultivation of farmers’ seeds, destroying 90% of the agricultural biodiversity. It changed the law, and public opinion on Carrefour. This founding act deeply influenced the company, and encouraged us to go further and pursue the most important transformation of our history. From then on, all of our campaigns became brand acts for food. Acts to improve consumers’ health, to make our food system better for farmers and the planet. Because it’s only through actions that we’ll eat better tomorrow, not with words.

Outcome / Results (20% of vote)

Corporate impact: Our main goal was achieved as the creative idea of Act for Food succeeded in transforming the company by putting CSR at the heart of its strategy, impacting its business strategy, products, services and operations, in 10 countries. Impact for farmers, planet and health: We launched hundreds of Acts for Food in 10 countries. Notably contributing to change 2 laws on agricultural biodiversity (BlackSupermarket) and slaughterhouse video surveillance, fight against food price inflation in Brazil, convert 2,000 farmers to organic agriculture, finance 60,000 farmers in our quality program… Consumer behaviour impact: Our customers’ buying behaviour started to change as sales of fruits & vegetables worldwide rose by 5% and organic sales by 28%. Image Impact: +8pts brand preference. Business impact: Carrefour’s stock value increased by 9%. As worldwide sales rose by 3.1%, worldwide online sales boomed by 30%, and we became the leader in organic food in France.