How to Manage Your Careers

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A look at all four levels of marketing from ABM to BM to Marketing Director up to VP/CMO. Advice from a Senior Executive on what it takes to be a great assistant brand manager and a great brand …

A look at all four levels of marketing from ABM to BM to Marketing Director up to VP/CMO. Advice from a Senior Executive on what it takes to be a great assistant brand manager and a great brand manager. It's a great career and I hope some of the information can inspire you to be as great as you can.

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  • 1. We Make Brands better and we make Brand Leaders better™ Managing Your Career in Brand Management
  • 2. Learning Workshop Options 1. Strategic Thinking 2. Brand Plans 3. Positioning Statements 4. Creative Briefs 5. Brand Analysis 6. Better Advertising 7. Media Plans 8. How to Run Your Brand 9. Managing your Marketing Career 10. Motivational Lunch and Learns Brand Leadership Center Customized interactive Brand Leadership Workshops 1 2 3 4 5 6 7 8 9 10 At Beloved Brands, we run training sessions on everything a Brand Leader needs to be successful. This presentation talks about how to manage your career
  • 3. Advice from a former CPG Marketing Executive
  • 4. Love What You do. If you don’t love the work, how do you expect the consumer to fall in love with your brand?
  • 5. Great marketers #1: Have a way to get what they need. #2: What they need is the right thing to do. Great marketers get both. Bad marketers fail on 1 or 2.
  • 6. Expected Behaviors in Marketing • Hit the Deadlines: Don’t look out of control or sloppy. We have enough to do, that things will just stockpile on each other. • Know Your Business: Don’t get caught off-guard. Make sure you are asking the questions and carrying forward the knowledge. • Open Communication: No surprises. Keep everyone aware of what’s going on. Present upwards with an action plan of what to do with it. • Listen and Decide: While it’s crucial that we seek to understand, it’s equally important that we give direction or push towards the end path. • We must get better: When we don’t know something, speak in an “asking way”, but when we know, speak in a “telling way”. • We control Our Destiny: We run the brands, they do not run us. Be slightly ahead of the game, not chasing your work to completion. • Regular Feedback for Growth: You should always take feedback, good or bad, as a lesson for you. Not a personal attack or setback. 6
  • 7. Leading and Managing in Marketing • Hold your team to a consistently high standard of work in strategic thinking, planning, execution in the market. Consistency in the Quality of marketing outputs: Advertising/Media, Innovation/New Products and In-store/Promotion • People Leadership: your team knows the team vision and is consistently motivated by where you want to go. Seen as actively interested in helping your team to manage their careers. • Processes: you organize, challenge and manage the processes so your team can execute. Your team gets things done on time. Deadlines, on budget, on forecast. • Coaching: Teach, guide and direct your team members for higher performance. Training and Development: provides on-going skills development to make the team better. Motivation and Recognition: you are seen to actively provide positive commentary to team players, one on one and in public. • Consistent Communication: Both written and spoken, big and small. Easily approachable and makes time to wander. Actively Listens to Team: asks the big strategic questions, not the small tactical details • Leadership during times of pressure: results, ambiguity, change and deadlines. 7
  • 8. Brand Stewardship in Marketing • Crafted a Team Vision to help align & motivate team. Stewart of the Direction of the Brand and Gatekeeper to all things strategic • Takes the time to engage in deeper Strategic Thinking to ensure it’s not just about execution. Challenges Team to stay on strategy, yet provides motivation for creative solutions. • Consistently in the relationships you’ve built with the Sales Team and agencies. Influence beyond your team with core stakeholders: R&D, Finance, HR, global. • Need For Speed: We don’t do things fast for the sake of it; we do things fast so we can take advantage of opportunities that have a window. • Focus: One target, one message, one strategy at a time. Three strategies with three tactics per. Do something big each morning and each afternoon. • Follow Your Instincts: Listen to your inner thoughts: too many times people fail because “they went along with it”. 8
  • 9. • In the first 90 days of a new job, you normally get a bit dumber before you get smarter. You over think things, you stop using your instincts and you feel pressure to perform. • While you can try to fight the “idiot curve”, sometimes it’s just better to realize it’s there. At every level, the Idiot Curve Shows Up 9 Use the Idiot Curve to your advantage for using that first 90 days to ask as many Q’s as you can. leadership.
  • 10. Think of your career in terms of SKILLS, BEHAVIORS and EXPERIENCES. Managing your career is about building on your strengths and closing on your gaps.
  • 11. I’ve outlined a Checklist of 30 Core Skills for a Brand Leader that can be used to highlight potential gaps that some of our Brand Leaders may have. These 30 core skills fall under the areas of: • Analytics • Brand Planning • Briefs • Advertising • New Products & Claims • Go-To-Market • Leadership • Management Core Skills Needed for Success
  • 12. These 12 leader behaviors fall under the areas of: • Accountability to Results • People Leadership • Strategic Thinker • Broad Influence • Authentic Style As we look at the various levels under marketing, you’ll see these same themes show up Leadership Behaviors Needed for Success
  • 13. Mapping your Career From ABM to VP
  • 14. Let’s look at the four levels of Brand Management Assistant Brand Manager Brand Manager Marketing Director VP of Marketing
  • 15. #1 ANALYTICAL STORY TELLING • A great ABM is able to tell stories, where others just see data. #2 BE PRO-ACTIVE • A great ABM can get what they want. • A great ABM takes action and moves before being asked. • A great ABM puts their strategic thoughts forward. • A great ABM is accountable in the ownership of their work. #3 MAKE IT HAPPEN #4 CONTRIBUTE STRATEGICALLY #5 ACCOUNTABILITY Achieving Success as an Assistant Brand Manager Before an ABM is promoted, we usually need to see all five, and we need to see you start to act like a Brand Manager. 16
  • 16. #1 OWNERSHIP • A great BM takes ownership of the brand. #2 STRATEGIC DIRECTION • A great BM spends the effort to make their ABM as good as can be. • A great BM provides a vision & strategies to match up to. • A great BM gets what they need. • A great BM Can Handle Pressure: ambiguity, results, relationship and time pressure. #3 MANAGING OTHERS #4 WORKING THE SYSTEM #5 DEALING WITH PRESSURE Achieving Success as a Brand Manager The Best ABMs do not always make the best BMs. It’s time to start over again, and challenge yourself on ownership. 17
  • 17. #1 SET A CONSISTENT STANDARD • A great director holds their team to a consistently high standard of work #2 BE CONSISTENT • A great director is Consistent in People Leadership and Management. • A great director is consistency and predictable in their thinking and decision making • A great director consistently shows up to the sales team. • A great director can consistently deliver the results. #3 BE A CONSISTENT PEOPLE LEADER #4 CONSISTTENTLY SHOW UP TO THE SALES TEAM #5 CONSISTENTLY DELIVER THE RESULTS Achieving Success as a Marketing Director The biggest challenge for directors is stop being a BM. Everything for Directors is about showing up consistently. 18
  • 18. #1 PEOPLE COME FIRST • A great VP understands better people make better work and deliver better results. #2 BRING A VISION TO THE ROLE • A great VP isn’t the super-duper Brand Manager. has to be about them, not you. • A great VP creates a team vision that everyone can follow to go to the next level. • A great VP makes it comfortable enough to approach and share good and bad. • A great VP runs the P&L and marketing processes so your people can execute. #3 PUT THE SPOT LIGHT ON YOUR TEAM #4 BE A CONSISTENT APPROACHABLE LEADER #5 RUN THE PROCESS Achieving Success as a VP/CMO Learn to use “asking” instead of “telling” to move your team. The best VPs realize they don’t really do anything. 19
  • 19. Associate Brand Manager Role 5 Key Areas You Should Focus on
  • 20. 1. Analytical Story Telling A great ABM is able to tell stories, where others just see data. • There is tons of data all over—share results, tracking, test scores, etc. One of the most critical skill an ABM can work on is developing stories with the data. It’s one thing to have the data point, but another to have thought it through and know what it means, and what action you will take on this data. Look for patterns or data breaks, ask questions, start putting together stories and challenge the stories. • Use stories backed up by data to sell your recommendations. Never give a data point without a story or action. You risk letting someone else take your data and run with it or tell a story different from yours. 21 ABM SUCCESS
  • 21. 2. Be Pro-Active A great ABM takes action and moves before being asked. • Most of the projects for ABMs are already set by your manager. When you are new, it’s comfortable to wait for your projects. But don’t get in the habit of waiting for someone to create your project list. • But a great ABM starts to push ideas into the system and create their own project list. Some of the best ideas come with a fresh set of eyes and we need a continual influx of new ideas. • We also start to see the ABM making good decisions, on their own, and communicating to their boss. Not asking permission but telling what they want to do and look for the head nod. Know what’s in your scope and align with your manager. 22 ABM SUCCESS
  • 22. 3. Make It Happen A great ABM can get what they want. • Instead of just functionally managing the steps of the project, great ABM’s “make it happen”: faster, bigger and better. • Faster means you understand what are the important milestones that need to be hit. Manage the bottle necks: the task that have the longest completion time, that impact the entire project. Sometimes you need to push with an inflexible but motivating fist to get it done. • Bigger means you want to do more than is required. You find that magic to make it even have a bigger impact. Creative solutions or motivating others to do more. • Better means you have to take the same people and get them to give their best ideas or their best effort or their best work. Guaranteed you will meet many points of resistance. Every project will. Solving these and still getting the most you can, is what separates the great ABMs from the rest. 23 ABM SUCCESS
  • 23. 4. Contribute Strategically A great ABM puts their strategic thoughts forward. • You need to be a strategic thinker—asking the right questions to ensure you are focused on the right area, where you can gain a positional power that leads to higher growth and profit for your brand. • Ensure you are staying strategic and not just falling in love with some execution not aligned to your brand’s strategy. It’s so easy to be lost in your own “cool” projects. At the ABM level, showing that you can keep things aligned to the strategic is just as important as being strategic. • Speak up and represent your strategic thinking. Standing up for your thoughts shows that you are in the game, that you are thinking, and that you believe in your strategic thoughts. Silent ABMs never last. 24 ABM SUCCESS
  • 24. 5. Accountability A great ABM is accountable in the ownership of their work. • Accountability is the stepping stone to ownership. And the ownership of the brand is a sign you can be a Brand Manager. We need to see that before giving you your own brand. • Great ABMs motivate but don’t delegate If you have to step in, then jump in. You cannot let things slip or miss. You have to stay on top of the timelines and lead those on your project teams. You have to be action oriented, and solution focused. You can never allow your team to get stuck. • Be the hub of communication to all team members, and to key stakeholders, including upwards to your manager. 25 ABM SUCCESS
  • 25. How to Fail as an ABM 1. Can't do the analytical story tell. 2. Struggle to deal with the ambiguity of marketing. 3. Slow at moving projects through. 4. Selfishly think about themselves. 5. Don't work well through others. 6. Miss answers by not being flexible. 7. Fall for tactical programs that are off strategy. 8. Hold back from making contributions to the team strategy. 9. Settle for "good" rather than pushing for "great". 10. Poor communicators, with manager, senior management or partners. 26
  • 26. Great ABMs LISTEN to the subject matter experts that they are supposed to be leading. You will LEARN more from them than you will from your manager.
  • 27. Brand Manager Role 5 Key Areas You Should Focus on
  • 28. 1. Ownership A great BM takes ownership of the brand. • Many BMs struggle with the transition from being the helper to being the owner. As you move into the job, you have to get away the idea of having someone hand you a project list. Not only do you have to make the project list, you have to come up with the strategies from which the projects fall out of. • A great Brand Manager talks in ideas in a telling sense, rather then an asking sense. It’s great to be asking questions as feelers, but realize that most people are going to be looking to you for decisions. They’ll be recommending you’ll be deciding. • When managing upwards be careful of asking questions—try to stick to solutions. You just gave up your ownership. Your director wants you to tell them what to do, and debate from there. 29 BM SUCCESS
  • 29. 2. Strategic Direction A great BM provides a vision & strategies to match up to. • Bring a vision to the brand. Push yourself to a well-articulated 5-10 year brand vision great. But a vision can be as simple as a rallying cry for the team. But you have to let everyone know where you want to go. • The strategy that matches up to the vision becomes the road map for how to get there. As the brand owner, you become the steward of the vision and strategy. Everything that is off strategy has to be rejected. • Communication of strategy is a key skill. Learn to think in terms of strategic pillars, with 3 different areas to help achieve your overall strategy. Having pillars constantly grounds you strategically, and is an easy way for communicating with the various functions. Each function may only have 1 strategic pillar but seeing how it all fits in is motivating. 30 BM SUCCESS
  • 30. 3. Managing Others A great BM spends the effort to make their ABM as good as can be. • Most BMs struggle with their first five direct reports. The key is to keep self evaluating and looking for ways to improve with each report. • Most BMs struggle to shift from “do-er” to “coach. They think they can do it faster, so they may as well do it. They just become the “super ABM”. • Many BMs fail to share the spot light, so it becomes hard to showcase the ABM. But the work of your ABM reflects 100% of how good of a manager you are. • ABMs need feedback to get better—both the good and bad. I see to many BMs not giving enough feedback. And so many afraid of “going negative” so the ABM is left in the dark or left thinking they are doing a good job. • Great BMs take the time to teach up front, give the ABM some room to try it out and then give hands-on feedback in real time. Use weekly meetings to give both positive feedback and address gaps. • Brand Mangers should do QUARTERLY sit down performance reviews with their ABMs, who have the capacity to learn faster than annual reviews allows for. 31 BM SUCCESS
  • 31. 4. Working the System A great BM gets what they want and need. • The organization is filled with groups, layers, external agencies, with everyone carrying a different set of goals and motivations. You can see how the organization works and appreciating what are are the motivations of various key stakeholders. You then use that knowledge to begin to work the system. • You are starting to see key subject matter experts giving you their best. You understand their personal motivations and find a way to tap into those motivations as a way to to ask people for their best. It might be an odd step, but from my experience a really motivating step. Very few people ask for “your best”. 32 BM SUCCESS
  • 32. 5. Dealing with Pressure A Great BM Can Handle Pressure: ambiguity, results, relationship and time pressure. • Ambiguity is one of the hardest pressures. As a leader, patience and composure help you sort through the issues. The consequences of not remaining composed are a scared team and choosing quick decisions with bad results. • If the Results don’t come in, it can be frustrating. Reach for your logic as you re- group. Force yourself to course correct, rather then continuing to repeat and repeat and repeat. Challenge team to “this is when we are needed” • Relationships. Be pro-active in making the first move to build a relationship. Try to figure out what motivates and what annoys the person. Understand and reach for common ground, which most times is not that far away. • Time Pressure. It’s similar to the ambiguity. Be organized, disciplined and work the system so it doesn’t get in your way. Be calm, so you continue to make the right decisions. Use time to your advantage. 33 BM SUCCESS
  • 33. How to Fail as a Brand Manager 1. Struggle to Make Decisions 2. Not Analytical Enough 3. Can't Get Along 4. Not good with Ambiguity 5. Too slow and stiff 6. Bad people Manager 7. Poor communicators, with manager, senior management or partners 8. Never Follow Their Instincts 9. Can't Think Strategically or Write Strategically 10. They Don't Run the Brand, they Let The Brand Run Them. 34
  • 34. Great Brand Managers WORK THE SYSTEM, get buy-in as to what they want and then go get what they want.
  • 35. Marketing Director Role 5 Key Areas You Should Focus on
  • 36. 1. Set a Consistently High Standard • Hold your team to a consistently high standard of work: Rather than being the leader by example, I'd rather see you establish a high standard and hold everyone and yourself to that standard. • Shift your style to a more process orientation so you can organize the team to stay focused, hit deadlines, keep things moving and produce consistent output. Consistent quality of brand plans, execution and interactions with everyone. • It’s about how to balance the freedom you give with the standard you demand. Delegate so you motivate your stars, but never abdicate ownership of how your overall team shows up. 37 DIRECTOR SUCCESS
  • 37. 2. Be the Consistent Voice on the Team • A great Marketing Director becomes the consistent voice of reason to any potential influencers, acting on behalf of the brand team. • The director becomes the usual point person that the VP, sales team, agency, each turn to offering their thoughts on the brands. Yet the Director has to allow their BM to own the brand. • As the team’s voice of reason, a great marketing director must continue to ground all potential influencers in the brand plan with the strategy choices, consistently communicate the brand's direction and back up any tactical choices being made by the team. 38 DIRECTOR SUCCESS
  • 38. 3. Consistent People Leader • Newly appointed directors have to stop acting like a "Senior Senior Brand Manager" and let your team breathe and grow. We know you can write a brand plan, roll out a promotion super fast and make decisions on creative. But can you inspire your team to do the same? • It becomes the director's role to manage and cultivate the talent. Most Brand Managers have high ambitions--constantly wanting praise, but equally seeking out advice for how to get better. Be passionate about people's careers--anything less they'll see it as merely a duty you are fulfilling. • A great Marketing Director should be meeting quarterly with each team member one on one to take them through a quarterly performance review. Waiting for year-end is just not enough. 39 DIRECTOR SUCCESS
  • 39. 4. Consistently Show Up to the Sales Team • Marketing Directors become the go to marketing person for the sales team to approach. Great sales people challenge marketers to make sure their account wins. I've seen many sales teams destroy the Marketing Director because they don't listen, and they stubbornly put forward their plan without sales input. • Be the director that consistently reaches out and listens. They'll be in shock, and stand behind your business. If sales people feel they've been heard, they are more apt to follow the directors vision and direction. • A great Marketing Director should informally meet with all key senior sales leaders on a quarterly basis, to get to know them and listen to their problems. This informal forum allows problems to bubble up of problems and be heard, before they become a problem. 40 DIRECTOR SUCCESS
  • 40. 5. Consistently Delivers the Results • A great marketing director makes the numbers. They have a knack for finding growth where others can’t. And yet when they don’t, they are the first to own the miss and put forward a recovery plan before being asked. • Great Directors have an entrepreneurial spirit of ownership, create goals that “scare you a little but excite you a lot”. They reach out for help across the organization, making those goals public and keep the results perfectly transparent. And everyone will follow you. 41 DIRECTOR SUCCESS
  • 41. Great Marketing Directors are CONSISTENT in setting high standards, staying strategic, managing talent, dealing with Sales and delivering results.
  • 42. Vice President/CMO Role 5 Key Areas You Should Focus on
  • 43. VP’s Have to Deliver • Quintessentially, rule #1 is you have to Make the Numbers. As the VP, your main role is to create demand for your brands. What’s expected of you is to gain share and drive sales growth to help drive profit for the company. • The results come from making the right strategic choices, executing at a level beyond the competitors and motivating your team to do great work. But how you do it, and the balances you place in key areas are choices you need to make. • Making the numbers gives you more freedom on how you wish to run things. Without the numbers, the rest might not matter. 44 VP SUCCESS
  • 44. 1. People Come First • Focus on the People and the Results will come: The formula is simple: the better the people, the better the work and in turn the better the results. You should have a regular review of the talent with your directors. I'd encourage you to ensure there’s a systemic way to get feedback to everyone on the team, preferably on a quarterly basis. • Invest in training and development. Marketing Training is not just on the job, but also in the classroom to challenge their thinking and give them added skills to be better in their jobs. • Marketing fundamentals matter. And the classic fundamentals are falling, whether it is strategic thinking, writing a brand plan, writing a creative brief or judging great advertising. People are NOT getting the same development they did in prior generations. Investing in training, not only makes them better, but it is also motivating for them to know that you are investing in them. 45 VP SUCCESS
  • 45. 2. Be the Visionary • You are the Mayor of Marketing: Bring a vision to the role. Look at what needs fixing on your team, and create your own vision statements that relevant to your situation. • Bring a human side to the role. Get up, walk around and engage with everyone on your team. It will make someone's day. Your role is to motivate and encourage them to do great work. • Influence behind the scenes to help clear roadblocks. Know when you need to back them up, whether it’s an internal struggle, selling the work into your boss or with a conflict with an agency. • Do they love it? When they put their great work up for approval, and it’s fundamentally sound, approve it. Don’t do the constant spin of pushing for better, because then you look indecisive. 46 VP SUCCESS
  • 46. 3. Put the Spotlight on Your People • Let them own it and let them Shine: It has to be about them, not you. • Don’t be the super-duper Brand Manger. It’s not easy to balance giving them to freedom to lead you and yet knowing when to step in and make a decision. By making all the decisions, you bring yourself down a level or two and you take over their job. • Instead of telling, you need to start asking. Ask good questions to challenge or push your team into a certain direction without them knowing you’re pushing them is more enlightening than coming up with statements of direction. • Challenge your team and recognize the great work. It might be my own thing, but I never said “thank you” because I never thought they were doing it for me. Instead I said “you should be proud” because I knew they were doing it for themselves. 47 VP SUCCESS
  • 47. 4. Be a Consistent, Approachable Leader • People have to know how to act around you. You have to set up an avenue where they are comfortable enough to approach you, and be able to communicate the good and bad.  A scary leader discourages people from sharing bad results, leaving you in the dark. Open dialogue keeps you more knowledgeable.  If you push your ideas too far, you could be pushing ideas from a generation too late. Get them to challenge you.  Inconsistent behaviour by a leader does not “keep them on their toes”. It inhibits creativity and creates tension. Be consistent in how you think, how you act in meetings and how you approve.  Leadership assumes "followership”. Creating a good atmosphere on the team will make people want to go the extra mile for you.  Knowledge makes you a great leader, and it starts with listening. You’ll be surprised how honest they’ll be, how much they’ll tell you. 48 VP SUCCESS
  • 48. 5. Run the Process • While your people run the brands and the execution, you should run the P&L and essentially run all the marketing processes. You have to run the P&L and make investment choices. Bring an ROI and ROE (Return on Investment and Effort) mind set to those decisions. These choices will be one of the essentials to making the numbers and gaining more freedom in how you do the job. • In terms of process, it’s always been my belief that great processes in place—brand planning, advertising, creative briefs—is not restrictive but rather provides the right freedom to your people. Get your people to drive all their creative energy into great work that gets in the marketplace, not trying to figure out what slide looks really cool in the brand plan presentation. 49 VP SUCCESS
  • 49. The VP role can be a rather lonely job. • I remember when I first took the job as VP, I found it surprisingly a bit lonely. Everyone in marketing tries to be “on” whenever you are around. And you don’t always experience the “real” side of the people on your team. That’s ok. Just be ready for it. • The distance from your new peers (the head of sales, HR, operations or finance) is far greater than you’re used to. And it might feel daunting at first. Your peers expect you to run marketing and let them run their own functional area. And the specific problems you face, they might not appreciate or even understand the subtleties of the role. • Your boss also gives you a lot of rope (good and bad) and there’s usually less coaching than you might be used to. It’s important for you to have a good mentor or even an executive coach to give you someone to talk with that understands what you’re going through. 50
  • 50. The more genuine guidance you put into you’re the careers people, the more loyalty you’ll see.
  • 51. The better the people, the better the work and the better the results.
  • 52. If you don’t love what you do, how do you expect your customers to love your brand?
  • 53. Who are we? We Help Brand Leaders reach their full potential.
  • 54. At Beloved Brands we focus our energy on doing two things right: Brand Coaching: We promise to make your Brand better by listening to the issues, providing advice that challenges you, and coaching you along a strategic pathway to reaching your Brand’s full potential. 1 2 Brand Leader Training: We promise to make you a better Brand Leader, by teaching you the fundamentals and challenging you to push yourself for greatness so that you can unleash your full potential.
  • 55. Grays Cookie is the… To… That … That’s Because … (category frame of reference) Tasty low fat cookie (Target Market) Healthy Proac ve Preventers, 25-40, who want to do as much for overall health as they can (Ra onal/emo onal benefit/promise) gives you the best tas ng yet guilt free pleasure so you can stay in control of your health. • In blind taste tests, Grays Cookies matched the market leaders on taste, but only has 100 calories and 2g of fat. (Reasons to believe) With the target, benefit and reason to believe, you’ve created a great Posi oning Statement. • In a 12 week study, consumers using Grays once a night as a desert were able to lose 5lbs. • Grays uses all natural ingredients. Posi oning Try the new Visa Card, it gives the power back to you. • Are you red of black outs and seat restric ons from all those points you’ve earned?. • No Other Card Beats the x Visa. X Visa is the card that lets you use your points on more travel ac vi es! Use your points on any travel ac vity, anywhere you want and whenever you want to go. x helps you “beat the old, red travel points system”. Unlike most other travel credit cards, if you can charge it on your x Visa, you can redeem it with your points. With the new Visa, you can go wherever and whenever you want. Concept Positioning Statement Brand Positioning We coach Brand Leaders on creating a Brand Idea and Positioning that will help you win in the market. Ask us how we can help create a Brand Idea that separates you from competitors. Where We Can Help You • Brand Positioning Statement • Brand Concepts for Testing • Creative Briefs ready for agency • Brand DNA and the Big Idea Beloved Brands Inc. 55 Bridewell Cres., Richmond Hill, ON Canada L4C 9C3 T: 416-885-3911 E: CREATIVE BRIEF FOR GRAY’S COOKIES 1. Why Are We Advertising · Drive awareness and consideration of the new Grays Cookies as “The Healthy Choice to Snacking” brand positioning. 2. What’s the Consumer Problem We are Addressing · Cookies are my enemy. I’m always watching what I eat. And then BAM, I see a cookie and I’m done. As much as I look after myself, I still like to sneak a cookie now and then. 3. Who are you talking to? · “Proactive Preventers”. They do whatever it takes to stay healthy, they run, workout and eat right. Women, 25-45 with bulls-eye target of 35-40. For many, Food can be a bit of a stress-reliever and escape even for people who watch what they eat. 4. Consumer Insights · “I have tremendous will-power. I work out 3x a week, watch what I eat and maintain my figure. But we all have weaknesses and cookies are mine. I just wish they were less bad for you” · “I read labels of everything I eat. I stick to 1500 calories per day, and will find my own ways to achieve that balance. If I eat a 400 calorie cookie, it may mean giving something up.” · “I shop at Whole Foods and love to explore the new items. The last few years, there have been some tremendous advances in making great tasting options—in a healthy package.” 5. What does our consumer think now? · I’ve never heard of Grays Cookies. But I’d likely need to try it and see if I like it. If it really does taste that good, it’s something I might consider as a snack. 6. What do you want your consumer to think/feel/do? (Desired Response) · We want them to try Grays and see if they like the great taste. 7. What should we tell them? (Stimulus: benefit) · Grays Cookies are the best tasting yet guilt-free pleasure so you can stay in control of your health. You have to try it to believe it. 8. Why should they believe us? · Grays combines the great taste in a low fat and calorie sensible cookie. In blind taste tests, Grays Cookies matched the market leaders on taste, but only has 100 calories and 2g of fat. · In a 12 week study, consumers using Grays once a night as a desert were able to lose 5lbs. · Grays uses all natural ingredients. 9. Tone and Manner · Successful. Motivated. Reliable. In Control. Natural. 10. Media Options · Main creative will be in specialty health magazines, event OOH signage and in-store. Want to carry the idea into digital, social media and a microsite. 11. Mandatories · The line: “best tasting yet guilt-free pleasure” must be included in the spot. · 25% of Print must carry the Whole Foods logo as part of our listing agreement. · Legal disclaimer on the taste test and the 12-week study. Vision & DNA Creative Brief Brand Concep t
  • 56. Brand Planning We coach Brand Leaders to build Strategic Plans that everyone in your organization can follow Strategic Road Map Brand Assessment Where We Can Help You • Deep Dive Brand Assessments • Brand Strategic Road Maps • Brand Plans • Marketing Execution Ask us how we can help map out a plan that guides your brand for the future. Brand Plan
  • 57. Advertising Coach We coach Brand Leaders to get better Advertising from your Ad Agency Where We Can Help You • Review advertising process • Assess briefs, insights, strategy • Voice at creative meetings • Agency Selection Process • Advice at every stage Advice through production Ask us how we can help your brand get better advertising. Provocative Voice at Creative Meetings Advertising Audit Agency Search
  • 58. Our view: Love = Power + Growth + Profit The more love you create for your brand means more power and profit
  • 59. Brands we have coached We bring our Brand Experience to your Table “Beloved Brands assisted us in the transformation of our brand positioning and company culture. Graham helped steer people towards finding their own solutions and owning them, as opposed to just giving people the answers.” Keith Gordon President, NFL Players Inc. What our Clients have to say “Beloved Brands has been a tremendous asset to Earls. They helped us to uncover a new vision, brand DNA and strategic business plan. We were so pleased with the results, we used Beloved Brands to develop Earls’ cultural brand service values which were rolled out to all 6000+ employees.” Monique Gomel VP Marketing, Earls Restaurants “To say that Graham is a talented marketer is an understatement. Graham is a remarkably gifted leader who brings excellent strategic discipline and a fresh way of looking at any business challenge.” Wes Pringle GM, Pfizer Consumer Healthcare
  • 60. Meet Graham Robertson, President of Beloved Brands Graham is the voice of the modern Brand Leader. He started Beloved Brands, knowing he could “Make Brands better and Brand Leaders better™”. His Beloved Brands blog has 2 million views, and his public speaking appearances inspire Brand Leaders to love what they do. The idea behind Beloved Brands is the more love you can generate with your consumers, the more power you have in the market which drives higher growth and profits for your brand. As a brand coach, Graham helps to find growth where others couldn’t, creating Brand ideas consumers love and Brand Plans everyone can follow. For Brand Leaders wanting to reach their full potential The Brand Leadership Center offers workshops on strategic thinking, analytics, planning, positioning, creative briefs, judging advertising and media. Graham spent 20 years leading some of the world’s most beloved brands at Johnson and Johnson, Pfizer, General Mills and Coke, rising through the ranks up to VP Marketing. Graham played a major role in helping Pfizer win Marketing Magazine’s Marketer of the Year award. Love what you do. Live why you do it. ™Love what you do, Live why you do it.
  • 61. 62 This presentation is solely for the use of students, client personnel or attendees of the presentation. No part of it may be circulated, quoted, or reproduced for distribution without prior written approval from Beloved Brands Inc. This material was developed by Beloved Brands Inc, for the sole purpose of an oral presentation; it is not a complete record of the discussion. The Brand Love Curve is a Trademark owned by Beloved Brands Inc. © Beloved Brands Inc.