Strategic Thinking Workshop

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Workshop on How to Think Strategically.

We teach brand leaders to think strategically. We show them how to ask the right questions before seeing solutions, how to map out a range of decision trees that intersect and connect by imagining how events will play out. We take them through the 7 elements of good strategy: vision, opportunity, focus, speed, early win, leverage and gateway. We look at strategy from a competitive position, consumer connectivity, core strength and situational

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Strategic Thinking Workshop

  1. 1. Workshop to help brand leaders to Think Strategically, so they can focus their marketing efforts and unleash the potential of their brands. Strategic Thinking
  2. 2. We make brands stronger. We make brand leaders smarter. Brand Positioning • Brand Plans • Marketing Execution • Brand Team Training
  3. 3. We make brands stronger. We make brand leaders smarter. Get Smarter about Marketing Visit beloved-brands.com Over 4 million views from marketers getting smarter
  4. 4. How to think strategically Write smarter Brand Plans Create winning Brand Positioning Statements Write smarter Creative Briefs Be smarter at Brand Analytics Get better Marketing Execution How to build Media Plans How to run your Brand Managing your Marketing career Motivational lunch and learns 1 2 6 4 5 3 7 8 9 10 We teach brand leaders to think strategically. We show them how to ask the right questions before seeing solutions, how to map out a range of decision trees that intersect and connect by imagining how events will play out. We take them through the 7 elements of good strategy: vision, opportunity, focus, speed, early win, leverage and gateway. We look at strategy from a competitive position, consumer connectivity, core strength and situational Beloved Brands training programs are designed to make your team of BRAND LEADERS smarter
  5. 5. We make brands stronger. We make brand leaders smarter. Strategic thinkers see “what if” questions before seeing solutions, mapping out a range of decision trees that intersect and connect by imagining how events will play out. • At Beloved Brands, we believe that strategic thinking is one of the foundations from which all marketing is built upon. • We start with the seven elements of good strategic thinking: vision, opportunity, focus, speed, early wins, leverage and a gateway to gain bigger results. • We use four questions to help frame your brand’s strategy, looking at your competitive position, what is your brand’s core strength, how tightly connected is your brand with your consumer and what is the internal situation your brand faces. • We look at the role of brand strategy in creating a bond, power and profit. • We will lead you through a hands-on workshop that lets you try out concepts on your own brands with hands-on coaching to help you improve. How to think strategically Turning focus into bigger gains for your business Workshop Strategic Thinking
  6. 6. Strategic Thinking We make brands stronger. We make brand leaders smarter. Strategic thinkers see questions before answers. Non strategic leaders see answers before questions.
  7. 7. We make brands stronger. We make brand leaders smarter. Strategic thinkers see “what if” questions before seeing solutions, mapping out a range of decision trees that intersect and connect by imagining how events will play out. They take time to reflect and plan before acting, helping you move in a focused efficient fashion. They think slowly, logically, always needing options, but if go too slow, you will miss the opportunity window. Action thinkers see answers before even knowing the right questions, using instincts and impulse. Any delays will frustrate them, believing that doing something is better than nothing at all. This “make it happen” mode gets things done, but if you go too fast, your great actions will be solving the wrong problem. The best Brand Leaders know when to be a strategic thinker and when to be an action thinker. Find your balance by thinking slowly with strategy and thinking quickly with your instincts. Think Go
  8. 8. There are two kinds of success—initial success, which many achieve, and ultimate success, which only a handful achieve.   Winston Churchill We make brands stronger. We make brand leaders smarter.
  9. 9. We make brands stronger. We make brand leaders smarter. Are you a fast thinker or slow thinker? Fast Thinkers:   • Instinctual, automatic, emotional, subconscious, reaction Slow Thinkers:   • Logical, deeper thinking, effortful, calculating, conscious Your brain might move fast, but sometimes you need to change speeds. Marketers need to be both FAST and SLOW, but in the right places. Use your instincts on execution, but find ways to slow things down on strategy
  10. 10. Think slowly with strategy. Think fast with instincts.
  11. 11. We make brands stronger. We make brand leaders smarter. Five ways to slow down your thinking so that you actually move faster 1. Find your own thinking time. Go for walks at lunch or a drive somewhere to get away from it all. Block hour long “thinking meetings” with yourself. 2. Organize your week to fit your thinking pace. For instance, maybe talk “big ideas” on a Friday morning so you can take the weekend to think, yet schedule quick updates on Monday afternoon that clears your mind for the week. 3. Do the deep thinking before the decision time comes. Always be digging deep into the analytics to prepare yourself, no matter your level. 4. Next time in a meeting, spend your energy asking the best questions. Too many leaders try to impress everyone with the best answers—next time stump the room with the best question. 5. Proactively meet your partner team. Get to know their needs, rather than wait for a problem or conflict. Come to them proactively with possible solutions so you both win.
  12. 12. My best thinking always happens when I am away from the desk. Where does your best thinking happen?
  13. 13. Can you focus your brain to   think strategically?   
 What makes good brand management strategy?
  14. 14. We make brands stronger. We make brand leaders smarter. 7 elements of good strategic thinking Break through point where you see a SHIFT IN MOMENTUM towards your vision. Proof to everyone this strategy will work maintains focus. Aspirational STRETCH GOAL for future, linked to a well-defined purpose. It should scare you a little, but excite you a lot.   Turn the early win into TIPPING POINT where you achieve more in return than you put in. Shift in POSITIONAL POWER that allows you to achieve your vision. Seize opportunity quickly BEFORE OTHERS REACT or it is closes. 1 2 3 4 5 6 7 Vision Early Win Speed An OPENING IN THE MARKET, based on a potential change in the market (consumer needs, technology change, new channels) Leverage Gateway ALIGNS LIMITED RESOURCES to a distinct point you can break through on a path to your vision. Opportunity
  15. 15. We make brands stronger. We make brand leaders smarter. Marketers have limited resources… Financial Time People Partnerships …to apply against unlimited choices Target Market Brand Positioning Strategic Options Execution Activities
  16. 16. We make brands stronger. We make brand leaders smarter. When Marketers come to a decision point that requires focus, they try to justify a way to do both. The best brand leaders force themselves to focus by using the word “or” more than they use the word “and” Don’t tell yourself that you are good at making decisions if you come to a decision point and you always choose BOTH. Strategic thinkers never DIVIDE and conquer. They make choices to FOCUS and conquer.
  17. 17. We make brands stronger. We make brand leaders smarter. When you focus, 5 great things happen to your brand: 1. Better return on investment (ROI) 2. Better return on effort (ROE) 3. Stronger reputation 4. More competitive 5. More investment behind brand
  18. 18. We make brands stronger. We make brand leaders smarter. Focus makes you matter most to those who care the most. • Don’t blindly target consumers: target the most motivated. Focusing your limited resources on those consumers with the highest motivation and propensity to buy what you are selling will deliver the highest return on investment.   In a competitive category, no one brand can do it all: Brands must be better, different or cheaper to survive. • Giving the consumer too many messages will confuse them as to what makes your brand unique. Trying to be everything to everyone is the recipe for being nothing to anyone.   Return on Effort (ROE) is a great tool for focusing your activity. • Doing a laundry list of activity spreads your limited resources so thin that everything you do is “ok” and nothing is “great”. In a crowded fast economy, “ok” never breaks through enough to get the early win and tipping point to open up the gateway to even bigger success.  Focus on your target consumer, your main message, your strategy and mobilize your activities
  19. 19. We make brands better. We make brand leaders better. "Fire must be concentrated on one point, and as soon as the breach is made, the equilibrium is broken and the rest is nothing.” Napoleon on strategic focus We make brands stronger. We make brand leaders smarter.
  20. 20. Borrowing  from  Napoleon’s  warfare  strategies X X X X X X
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 X X X X X X X Strategy # 1: Where there is opportunity to win against their strength, ATTACK THEIR STRENGTH, then the weak area will be that much easier. X X Napoleon talks about pin-pointed attacks, deployment and efficiency of resources. How can you apply these rules to your brand? First attack their strength by focusing all resources to out-number them at the point of attack, using added element of speed/surprise Then easily go after remaining weak points. Once the strength is broken, it will be easier to win against the weaker parts. 1 2 1 Competitor 2
  21. 21. Borrowing  from  Napoleon’s  competitive  warfare  strategies X X X X X X
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X X X X X X X Strategy #2: Where there is limited opportunity to win against their strength ATTACK THEIR WEAKNESS, as they mobilize their strength as it comes to help. X X Napoleon took pride in a confused opponent, mapping out every possible scenario, knowing what opponents would do even before they did. Do you know what your competitor will do next? Pin-pointed attack of their weak area Then launch a 2nd attack on the dispersed strength using speed and situational adjustments before your opponent can adjust. 1 2 1 2 Competitor 1 Forces your opponent to spread out their strength in an attempt to defend.
  22. 22. We make brands stronger. We make brand leaders smarter. • At a crucial point of World War 2, while Germany was fighting a war on two fronts (Russia and Britain), the Allied Forces planned D-Day for 2 years and joined in full force (Great Britain, US, Canada, Australia) to focus all their attention on one beach, on one day.  • Prior to the attack, there was debate, do we attack in one place that could be penetrated or in multiple spots where the Germans would have to fight many battles? The smart decision started with focus. Case Study: D-Day focuses war effort on one beach. Option 1 Focused Attack Option 2 Multiple Attacks
  23. 23. We make brands stronger. We make brand leaders smarter. The 7 elements of strategy with D-Day • Win World War II, with a goal to re-claim Europe and stop Germany. Spread democracy. • All of the Allied forces of 156,000 soldiers, landing on the Beaches of Normandy on the morning of June 6th, 1944. • Planned excessively, debated options, looked for unguarded beaches. Russia was attacking from east weakening Germany. • Navy Seals quickly went in before the ships arrived with underwater detonation task that enabled warships to get up on the beaches. • Despite heavy casualties, Allies captured the beaches and within 5 days of D Day they put 325,000 soldiers  on mainland Europe. • Re-claiming Paris pushed back the German Army, turned the momentum to the Allied Forces side. The allies took the positional power to where Germany was now defending on their soil • A year later, the allies defeat Germany in Berlin. The US was now able to focus and fight the Pacific war and defeat Japan. Vision Early Win Speed Leverage Gateway Opportunity 1 2 3 4 5 6 7
  24. 24. We make brands stronger. We make brand leaders smarter. • Vision: Win World War II, spread ideals of democracy.   • Goals: Re-claim Europe, maintain troops.   • Key Issues: How do we turn the tide in the war effort in Europe? Where would the best attack point be to get on  continental Europe? What are the defense technology investments needed?   • Strategy: pin-pointed attack to gain a positional power on continental Europe.   • Tactic: D-Day, taking all our troops and attack the Beaches of Normandy to get back on mainland Europe and battle Germany on an equal footing.  What would the D-Day Brand Plan look like? Strategic Lesson: Focusing your resources will only strengthen your chance to breakthrough and make an impact.
  25. 25. We make brands stronger. We make brand leaders smarter.     • In 2003, Starbucks creates their own recording company, winning 8 Grammy’s 2 years later. In 06, they launched their own movie, started partnership with William Morris to scout for music, books, films. Opens “entertainment” office in LA. • By 2008, Starbucks cuts 18k jobs, closes 977 stores, sales down 7%. Stock price falls to $7.83, down from $39.63 in 2008. The brand was in a complete free fall. People wondered “Is it the next Benetton?” • How did Starbucks refocus? They rebuilt everything back around the coffee routine. They closed their stores for an entire day to re-train every barista. They created snacks and pastries to gain more share of requirements around coffee, launched sandwiches to stretch the coffee routine to lunch and created new versions of coffee to deepen love affair with the most loyal users. Is this a good strategy or bad? Strategic Case Study: Starbucks loses focus only to regain it.
  26. 26. Starbucks builds everything around the brand experience they create. The  organizational culture and brand have become one. The brand’s big idea becomes the internal beacon to create a culture and operation that builds the experience that over-delivers the brand promise. We make brands stronger. We make brand leaders smarter.
  27. 27. We make brands stronger. We make brand leaders smarter. The 7 elements of strategy with Starbucks • Cherished quick service food needs that becomes a favorite moment of the day. Be the Dominant coffee brand.   • Build around the coffee ritual, look to shift coffee routine to lunch. Broaden portfolio around coffee–deserts, snacks, sandwiches. • Had under-utilized stores almost un-used past 11am. Broader portfolio helps share of requirements. Higher same store sales. • Once they moved away from movies/music, they closed every store for a day to re-focus on coffee. • New products improved perception that they were innovative, including sandwiches, wraps, pastries and cookies, all high quality, successfully connecting with most loyal Starbucks fans. • Turning coffee routine into a breakfast/lunch routine, expanding life ritual so that it’s now a broad-based meeting place.  • Starbucks is no longer seen as just for morning coffee, but rather an escape at any point in the day. Double-digit growth for 5 years. Vision Early Win Speed Leverage Gateway Opportunity 1 2 3 4 5 6 7
  28. 28. We make brands stronger. We make brand leaders smarter. • Vision: Cherished meeting place for all your quick service food needs   • Goals: Increase same store sales, greater share of requirements from Starbucks loyalists   • Key Issue: How do we get back on track? How do we drive significant growth of same store sales? How do we build smartly beyond coffee? • Strategy: Move Starbucks loyalists to lunch with an expanded lunch menu.   • Tactic: Exotic refreshing coffee choices, light lunch menu, increase desert offerings. What would Starbucks Brand Plan look like Strategic Lesson: Building everything around the experience helped separate Starbucks from the pack.
  29. 29. We make brands stronger. We make brand leaders smarter.     • In 2005, Avril’s career was flat, after some early success, which is a normal path for young musicians.  Her concert attendance falling, airplay down. • To kick off her album, she did a series of free mall concerts—and was criticized as desperate. She was desperate and not everyone understood the logic of the free concerts.  Case Study: Avril’s turnaround plan Is this a good strategy or bad?
  30. 30. We make brands stronger. We make brand leaders smarter. The 7 elements of strategy for the Avril turnaround • Be a pop superstar, #1 album, sold out concerts. • Focused everything on 11-17 year old females, and shopping malls are exactly where they hang out. Positioned as good will gesture to her fans.  • Avril was the first star ever to give free concerts. She had a new album coming out. There were still record stores in malls. • Timing of the execution perfectly lined up to the release of her new album. • Attracted 5k screaming 13-year-olds per mall creating a new momentum and perceived success. Local news covered the story giving her added exposure. Everyone (mom/kids) happy with “free” gesture. • Leveraged goodwill and energy to get loyal fans to go buy her album in the mall record stores which helped her album debut at #1 on the charts. • Getting to #1 on the charts led to bigger mass audiences–more radio play, iTunes downloads and more talk value. Months later, she had a sold-out concert series charging $150 per ticket. The comeback complete. Vision Early Win Speed Leverage Gateway Opportunity 1 2 3 4 5 6 7
  31. 31. We make brands stronger. We make brand leaders smarter. • Vision: Recording superstar • Goals: New Album Sales, increase popularity, new recording contract   • Key Issue: How do we drive album sales for a slumping Avril?    • Strategy: Reconnect with core teen fans to create momentum to trigger album sales   • Tactic: Free Mall tour to get most loyal fans to reconnect and buy the new album. This is a great lesson of a turnaround strategy, that showcases the importance of gaining the early win, helping mobilize her most loyal fans to buy in and get closer, enabled everything to happen in her come back. What would Avril’s Brand Plan look like:
  32. 32. We make brands stronger. We make brand leaders smarter. What is your current COMPETITIVE position? Product Promise Experience Price Continue Momentum Turn Around Re- Focus Start Up Indifferent Like It Love It Beloved How tightly CONNECTED is your consumer to your brand? What is the CORE STRENGTH your brand can win on? What is the current business SITUATION your brand faces? 4 questions that challenge your strategic thinking Strategic Thinking Power Player Challenger Island Brand Rebel Brand 1 2 4 3
  33. 33. The four types of strategy we will look at: Competitive Strategy Focused Brand Strategy Consumer Driven Strategy Situational Strategy 1 2 3 4
  34. 34. What is your current competitive position? We outline the four situations you face, whether you are a power player, challenger brand, island brand or rebel brand. You might find yourself in the cluttered brand, typically stuck in competitive dog-fights with no defined point of difference, nothing to own, nothing that connects. We will show you how your strategy changes based on which situation you face. 1 Competitive Strategy
  35. 35. We make brands stronger. We make brand leaders smarter. 1. Power Players: This is reserved for the leader of the category. These brands have a power over the category and over competitors. They can defend their territory by attacking itself or even attacking back at an aggressive competitor. 2. Challenger Brand: Challenger’s attack on the leader to exploit a weakness or build on your own strength. The best offensive attack is to actually find weakness within the leader’s strengths. One very powerful strategy is to turn a perceived strength of the leader around by making it a weakness. 3. Island Brand: Goes into the unknown areas: An attack in an open area where the Leader is not that well established. Island Brands go to uncontested areas, in the safety where the leader is not competing. 4. Rebel “Craft” Brand: Goes against the category: Going into an area where it’s too small for the Leaders to take notice or are unable to attack back. Pick a segment small enough that it won’t be noticed and you’ll be able to defend it. What is your current COMPETITIVE position? Cluttered Brands are typically stuck in competitive dog-fights with no defined point of difference, nothing to own, nothing that connects.
  36. 36. Brands need to stand out from the pack! We make brands stronger. We make brand leaders smarter.
  37. 37. We make brands stronger. We make brand leaders smarter. What consumers want What your competitor does best What your brand does best Brands have to be better, different, cheaper… or else not around for very long. Winning zone: your brand’s clear difference matters to consumers Losing zone: competitor meets consumers needs better than you Risky zone: equally meet consumer needs. You win through speed, innovation and emotional connection Dumb zone: Competitive battle where consumer doesn’t care at all
  38. 38. We make brands stronger. We make brand leaders smarter. Establishing your brand’s Competitive Positioning Focus on the winning zone where you are better than your competitor. Find a way through creative marketing to extrapolate that benefit’s importance while diminishing what your competitor does best. Make what you do seem bigger Diminish what they do
  39. 39. We make brands stronger. We make brand leaders smarter. Power Players: Dominate the win and the tie Power Players own what they are best at, as well as where they are parity with competitors, by winning with emotion, speed, innovation or creating experiences. Make what you do seem bigger Conquer where there is parity
  40. 40. We make brands stronger. We make brand leaders smarter. Power Players: Dominate the win and the tie Evaluate your own strengths against the threat of your attacker and choose one of the defensive options. Power Play Hold onto customers by emphasizing your brand’s natural strengths— perceived and real. Neutralize Hold onto customers by matching blunting, neutralizing the perceived strengths of your attacker. Slow them down Downplay attackers strengths and slow defection down until you can address your gaps. Leverage your own Strengths Mitigate your Competitors Strengths Retain Customers Slow Customer Losses Entrench Realizing you might lose some, focus on those most capable of loving you for your strengths.
  41. 41. We make brands stronger. We make brand leaders smarter. McDonald’s, under attack by Subway’s weight loss claims and the movie “Super Size Me”, launched a full array of salads & sandwiches, changed their happy meal to appeal to healthy moms, and voluntarily put calorie counts on their menu. Since Super Size me, they’ve seen double-digit growth when everyone thought it was in trouble. Blackberry forgot to defend their Castle. In 2009, Blackberry dominated the B2B executive market. But they wanted to be more like Apple than like themselves. They launched a bad touch screen phone, an undifferentiated tablet, sponsored rock concerts and launched BBI for young teens. They never attacked themselves by improving the flaws of their current product or defended their strength with corporations. Pretty soon, executives were switching to the iPhone. The best leaders attack themselves before they are at risk from attack Power Players: Good and bad case studies
  42. 42. We make brands stronger. We make brand leaders smarter. Challenger Brands: Re-position your competitor Turn your competitor’s strength into a weakness, pushing them outside of what consumers want, while creating a new consumer problem for which your brand becomes the solution Make what you do the best solution Move your competitor outside what consumers want
  43. 43. Re-position your brand by transforming your competitor’s strength into a weakness. We make brands stronger. We make brand leaders smarter.
  44. 44. We make brands stronger. We make brand leaders smarter. McDonald’s attacked Starbuck on the super price premium and an aggressive call out that “four bucks is dumb” that tapped into the indulgence of Starbucks in a tough economy. (McDonald’s coffee is not much cheaper than Starbucks) The Pepsi Challenge was a direct offensive attack on Coke. Without the strength of the Coke brand name and all that went with it, people picked Pepsi in blind taste tests, preferring the sweeter taste. Challenger Brands: Case studies
  45. 45. We make brands stronger. We make brand leaders smarter. Avis created the “We try harder” campaign that openly said “we are #2, so we have to try harder” which turned the strength of Hertz #1 market share into a slight weakness, making consumers wonder if the #1 brand Hertz was resting on its laurels. They layered in reasons to believe saying they couldn’t’ afford to provide unwashed cars, low tire pressure and dirty ashtrays which made consumers start to wonder if Hertz did those things.  Case Study: Apple’s “I’m a Mac”  The “I’m a Mac” campaign was brilliant in not only defining the Mac brand as smooth, confident and cool, but defining the PC brand as old, uptight and awkward. Apple has done a great job in separating themselves from the competitor, whether it’s the white headphones on the iPod, the number of apps for iPhone and iPad or the cool sleek designs of the Mac. Challenger Brands: Case studies
  46. 46. We make brands stronger. We make brand leaders smarter. Island brands are so different, they are alone
  47. 47. We make brands stronger. We make brand leaders smarter. Island Brands: Become so different you are alone Game changer, responsive to changing consumer needs, leaving traditional competitors unresponsive to consumers. What consumers want What competitor B does best What your brand does best What competitor A does best As you draw consumers to the new space, you pull consumers away from current competitors, leaving them unattached to consumers needs. Game changing new space Make what they do appear unattached to consumers
  48. 48. We make brands stronger. We make brand leaders smarter. Volvo: As car brands focused on speed, style, features, Volvo focused on safety in the 1940s/ 50s. As the brand owned that niche, and as safety became a more important car feature, Volvo was able to grow along with the trend. Special K Challenge: As most cereal was targeting families, facing complaints of high sugar and calories, Special K established itself as a lower calorie and weight loss option. Island Brands: Case studies
  49. 49. We make brands stronger. We make brand leaders smarter. Rebel brands move against against the norm, finding their own niche
  50. 50. We make brands stronger. We make brand leaders smarter. Rebel “Craft” Brands: Better to be loved by a few Rebel Brands own a small niche far enough away from the competitors. Better to be loved by a few than play with power players. Small Niche Let power players dominate traditional space
  51. 51. We make brands stronger. We make brand leaders smarter. Dollar Shave: With a multi-billion dollar shaving market dominated by two players, and a big consumer complaint about the cost of razors, Dollar Shave found a nice niche on line where they send out cheap razors through a prescription model. Makes $50 million per year, not worth it for Gillette to bother. In-N-Burger or 5 Guys Burgers and even gourmet local burger places. Avoid taking on the big fast food chains directly, preferring to go into the high quality, fresh ingredients at a super premium price ($8-10 for a burger) Rebel “Craft” Brands: Case Studies
  52. 52. We make brands stronger. We make brand leaders smarter. Cluttered Brands: Lost in the middle Cluttered Brands are typically stuck in competitive dog-fights at risk of being disconnected from consumers, with no defined point of difference, nothing to own, nothing that connects.
  53. 53. We make brands stronger. We make brand leaders smarter. • You have to realize that speed of attack matters. Surprise attacks, but sustained speed in the market is a competitive advantage. • Be organized and efficient in your management. To operate at a higher degree of speed, ensure that surprise attacks work without flaw, be mobile enough. • Focus all your resources to appear bigger and stronger than you are. Focus on the target most likely to quickly act, focus on the messaging most likely to motivate and focus on areas you can win. • Drawn out dogfights slow down brand growth. Never fight two wars at once. • Use early wins to keep momentum going and gain quick positional power you can maintain and defend counter-attacks. • Execution matters. Quick breakthrough requires creativity in your approach and quality in execution. Expect the unexpected. • Think it through thoroughly. Map out potential responses by competitors. Lessons for Marketing War Games Focus, speed, smart, self-confidence.
  54. 54. What is your core strength that your brand can win on? We outline the four options to focus on, whether that is product, promise, experience or price. We will show you how your strategic focus changes based on which situation you face. 2 Focused Brand Strategy
  55. 55. We make brands stronger. We make brand leaders smarter. What is the CORE STRENGTH your brand can win on? Cluttered Brands are typically stuck in competitive dog-fights with no defined point of difference, nothing to own, nothing that connects. 1. Product: your main strategy should focus on being better. You have to invest in Innovation to stays ahead of competitors, remaining the superior choice in the category. 2. Promise: your strategy should focus on being different. To tell that story, you need to invest in emotional brand communication. You want to connect consumers on a deep emotional level with the concept. 3. Experience: your strategy and organization should focus on linking culture very closely to your brand. After all, your people are your product. As you go to market, invest in influencer and social media that can help support and spread the word of your experience. 4. Price: focus on efficiency and drive low-cost into the products you sell and high turns and high volume. You have to be better at the fundamentals around production and sourcing.
  56. 56. We make brands stronger. We make brand leaders smarter. Line up strategy behind your brand’s core strength PromiseProduct Price Experience Highly Competitive Medium LowFocus on what you are best at. Let go what matters the least. We give 4 chips, forcing one at the high, two at the middle to support the strength, and let go of one at the low.
  57. 57. We make brands stronger. We make brand leaders smarter. Examples of brands with the various core strengths PromiseProduct Price Experience
  58. 58. We make brands stronger. We make brand leaders smarter. How your brand’s core strength helps guide strategy • Establish reputation for superiority • Invest in Innovation to stay ahead of competitors • Rational selling and product focused communication, directly calling attention to differences. • Challenge yourself to evolve and grow by creating an emotional connection. • Own low price, attack any challengers. • Focus on efficiency with low cost & volume. • Invest time in production/sourcing, using power to win negotiations. • Need good solid products, consumers willing to accept lower experience. • Call to action style communication • Focus on building Big Idea and everything (product, experience) lined up under it. • Invest in brand communication that connects with motivated audience. Leverage brand lovers to influence. • Emotional selling and advertising. • Know where price matters or does not. • Focus on building a culture and organization with the right people. • Invest in training the face of the brand. • Use purpose and values to inspire & guide team. • Word of mouth, earned media, social media, key influencers, testimonials. PromiseProduct Price Experience
  59. 59. What is your brand’s shout from the mountain? We make brands stronger. We make brand leaders smarter. What is your brand’s Big idea?
  60. 60. We make brands stronger. We make brand leaders smarter. Brand Management has changed, not because of the change in media, but the change in the consumer. 1. Consumers see more brand messages than their brains can handle. 2. Consumers are tired of being burned by faulty brand promises. 3. Consumers now take control over the buying process. 4. Consumers connect with brands that they believe in. 5. Consumers reward amazing experiences over products alone. Brand Leaders need to change The most loved brands are driven by big ideas, focus and passion. The smartest brands are managed with sound fundamentals.
  61. 61. We make brands stronger. We make brand leaders smarter. Everything starts with a focused consumer target • Instead of figuring out who you want, focus on who wants you!!! • Pick the target that is most motivated by what you do. Target Everyone NotNot A good target not only decides who is in your target but who is not in your target.
  62. 62. We make brands stronger. We make brand leaders smarter. Consumer insight comes to life when it is told and demonstrated in such a captivating way that makes consumers stop and say “I thought I was the only one who felt like that.”
  63. 63. While 
 PRODUCTS 
 solve small problems 
 we didn’t know we had… …BRANDS  beat down the enemies that torment us every day. We make brands stronger. We make brand leaders smarter.
  64. 64. We make brands stronger. We make brand leaders smarter. Target and insights  What do consumers want? Brand features  What does your brand do? Rational benefits  What do consumers get? Emotional benefits  How does that make them feel? Consumer Define target, need states, enemies and insights. Functional In consumer’s voice, answer, “so, what do I get?” Find benefits using a Consumer Benefits Ladder Features Product-focused strengths, claims, differences or unique offerings. 1 3 2 Emotional Look at rational benefit, asking, “so how does that make me feel?” 4
  65. 65. We make brands stronger. We make brand leaders smarter. Target: “Proactive Preventers”. Suburban working women, 35-40, who are willing to do whatever it takes to stay healthy. They run, workout and eat right. For many, Food can be a bit of a stress-reliever and escape. Consumer Enemy: Guilt, failure, out of control diet, temptation. Insights: 1) “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” 2) “I read labels of everything I eat. I stick to 1500 calories per day, and will find my own ways to achieve that balance.” Emotional Benefits: 1) I feel in control of my health. 2) I feel more confident in my diet. 3) I feel more knowledgeable about what I am putting in my body. 4) I feel comfortable with my appearance. Rational Benefits: 1) I get a great tasting cookie, as good as my current cookie 2) I get a low calorie snack to make my diet easier. 3) I get a new favorite cookie I can turn to when I’m hungry. Features: 1) In blind taste tests, Grays matched the market leaders on taste, but only has 100 calories and 2g of fat. 2) In a 12 week study, consumers using Grays once a night as a desert were able to lose 5lbs. 3) Made of all natural ingredients. 1 3 2 4 Target and insights   What do consumers want? Brand features   What does your brand do? Rational benefits   What do consumers get? Emotional benefits   How do consumers feel? Gray’s Cookies Consumer Benefits Ladder Worksheet
  66. 66. We make brands stronger. We make brand leaders smarter. I’m curious for knowledge I feel optimistic I want to be in control I am comfortable I want to be myself Motivated Special Successful Inspired Interesting Alive Cool Playful Popular Trendy Like-­‐able Friendly Intimate Happy Easy-­‐ going Nurtured Compassion Down-­‐to-­‐-­‐earth Relaxed Honest Family Trust Safe Respect Reliable Informed Wisdom Smarter Competent I want to feel liked I want to feel free I want to be noticed Excited Emotional Cheat Sheet: The 8 consumer emotions Consumer
  67. 67. We make brands stronger. We make brand leaders smarter. Stop telling consumers what you do and start telling them what they get and how it will make them feel. Features What do you do? Rational Benefits What do i get? Emotional Benefits How do I feel? Gray’s is the fastest working headache medication. Gray’s helps you to get on with your day. With Gray’s, you can feel optimistic that nothing will get your way today. Gray’s Bank stays open till 8pm. Gray’s Bank works around your life instead of you working around our life. With Gray’s Bank, you can be comfortable you can get to the bank when you need to. Gray’s cereal is a great tasting low calorie cereal. Using Gray’s twice a day, you can lose 5 pounds in two weeks. With Gray’s, you can feel inspired to stay in control of your weight.
  68. 68. We make brands stronger. We make brand leaders smarter. Tie it all together by creating a winning brand positioning statement Target Benefit Reason to believe Category Reference Gray’s Cookies Live free in a guilt free world
  69. 69. We make brands stronger. We make brand leaders smarter. What is it that creates a bond between the consumer and the brand? Consumer Brand
  70. 70. We make brands stronger. We make brand leaders smarter. Modern consumer world sets up case for a Big Idea After decades of being burned by false promises, modern consumers are naturally cynical and constantly doubting brands. They test the brand by asking detailed questions. 7 second brand 60 second brandIn today’s crowded branded marketplace, the modern consumers see 7,000 brand messages a day. The fastest thing our brains do is reject brand messages. Modern consumers like to take control over their buying process as they move from consideration to search and finally to a purchase moment. 30 minute brand Lifetime brand As the modern consumer experiences the brand, they either accept or reject the promise. Consumers are more loyal to brands they share a common purpose and shared values. Brands need to move with consumers through to the purchase moment Brands need to create experiences that match the brand story Brands need an entry point to gain permission to the consumer’s brain. Brands need a solid story that closes off any doubts consumers may have Can you describe your brand to CONSUMERS in 7 seconds, 60 seconds, 30 minutes and over the lifetime of the brand, always telling the same story? 1 2 34 Consumer
  71. 71. We make brands stronger. We make brand leaders smarter. Complex brand organization affirms case for Big Idea The people of an organization deliver the brand story, innovation, purchase moment and experience Together, they create a bond with consumers. Everyone needs a common understanding and talking points of the brand. 7 second brand60 second brand The organizational support behind brands can be complex. Various departments have differing motivations and misaligned goals. Organizations need to break down silos to ensure various groups move in the same direction, each with unique solutions that line up with other groups 30 minute brand Lifetime brand It is the culture of the organization who deliver the experience the brand. People are the face of the brand, and will be the source of creating loyalty with consumers Brands need a plan that gets everyone on the same page with strategics, tactics and project plans. The culture under the brand is quickly becoming the new product that consumers connect with. Brands need an internal beacon to rally the motivations of their employees Brands need to lay out the detail so everyone can know the impact they have Can you describe your brand to YOUR TEAM in 7 seconds, 60 seconds, 30 minutes and over the lifetime of the brand, always telling the same story? 1 2 3 4 Brand
  72. 72. We make brands stronger. We make brand leaders smarter. 7 second brand 60 second brand 30 minute brand Lifetime brand Decision Point Experience Point Entry Point Testing Point BIG IDEA ensures consistency over time in the consumers mind as they notice, test, decide and experience the brand. Consumer
  73. 73. We make brands stronger. We make brand leaders smarter. Consumers first connect with a brand’s BIG IDEA, which should be an outer reflection of the BRAND SOUL Big Idea Consumer Brand BIG IDEAS that help simplify brand messages that makes it easily understood and remembered. The idea must be unique, own-able and motivating. It must gain a quick entry, be layered easily and have longevity over the life of the brand.
  74. 74. We make brands stronger. We make brand leaders smarter. Apple makes technology so simple that everyone can be part of the future. Can you explain your brand in 7 seconds? Special K inspires and empowers women to take control and maintain their healthy body. Starbucks provides a personal moment of escape from a hectic life, between work and home. Rolex stands for performance and prestige. Assembled with scrupulous attention to detail to meet the most exacting standards. BIG IDEAS that help simplify brand messages that makes it easily understood and remembered. The idea must be unique, own-able and motivating. It must gain a quick entry, be layered easily and have longevity over the life of the brand.
  75. 75. We make brands stronger. We make brand leaders smarter. Products & Services Consumer Reputation Brand Role Internal Beacon Big Idea Brand Character The Big Idea blue print model to help come up with your brand’s Big Idea Internal ViewExternal View The Bridge
  76. 76. We make brands stronger. We make brand leaders smarter. Discovering your brand SOUL by creating a BIG IDEA 34 12 1. Product: start by figuring out exactly what you do, in the most passionate words that would excite you and your consumers. 2. Reputation: assess how your most engaged and loyal consumers would view your offering, to ensure it attracts, excites and engages them in a way that changes their behavior. 3. Beacon: Create an internal rallying cry for everyone to follow that reflects the purpose, values, motivations to deliver the brand you created. 4. Character: Use the emotional characteristics, and personality traits that help consumers connect passionately with the brand. 5. Role: Assume a role for how you can ensure consumers can get the most from what you do. This is the bridge between the internally driven soul and the externally driven reputation. After you summarize everything, the internal view with your products and culture, matched to the external view through the eyes of your consumer. The Big Idea should come to you as everything you do surrounds it. 5 Building the Big Idea Blueprint
  77. 77. We make brands stronger. We make brand leaders smarter. Big Idea Blueprint Focused point of difference that your brand can win on, because it meets consumer needs, while separating your brand from competitors. Products & ServicesConsumer Reputation Desired outward reputation of the brand, that attracts, excites, engages and motivates consumers to think, feel and purchase. Brand Role Internal rallying cry that reflects your purpose, values, motivations helping to inspire, challenge and guide the culture, including everyone’s focus and daily behaviors. Internal Beacon The link between consumer and brand, reflecting the way we service, support and enable our consumers to ensure they make the most of our brand offering. Big Idea has to accurately express the brand’s soul, so it is simply understood, engaging, own-able and moves consumers to purchase. Set of emotional characteristics, and personality traits that help consumers connect passionately and identify with the brand on a deeper self-reflective level. Brand Character Internal ViewExternal View The Bridge
  78. 78. We make brands stronger. We make brand leaders smarter. Apple uses surprising technology that changes the world. We make every product stylish, simple, easy to use. Essential to stay at the fore-front of technology. Products & ServicesConsumer Reputation Apple is an inspiring and enabling coach that teaches you easy ways to unlock modern technology so you can avoid any intimidation or frustration Brand Role At Apple, we are a consumer driven company that starts with the consumer experience and then works back to the technology, to eliminate consumer frustrations. Internal Beacon At Apple, we think like consumers. We make it so easy to use modern electronics, so that you will feel smarter and at the leading edge of technology Apple makes technology so simple that everyone can be part of the future.Apple is optimistic and excited for what the future has to offer, wanting to make a dent in the universe, motivating and inspiring Brand Character Big Idea Blueprint
  79. 79. We make brands better. We make brand leaders better. Build an escape around the coffee ritual. The best coffee, incredible deserts. Constant surprises. Regular favorites. Personal meeting place with friends or alone. Products & ServicesConsumer Reputation Personal escape, urban and European in style. Modern slightly edgy, never satisfied drives constant innovation. Brand Role To create the best moments, we need the highest quality products, highest personal touch service and best atmosphere. Internal Beacon We create moments. Little escape where you can get away from it all. We know your name and exactly how you want your drink. Special K provides a smarter way to be in control of your body. Make informed choices backed by knowledge. Brand Character Big Idea Blueprint Starbucks provides a personal moment of escape from a hectic life, between work and home.
  80. 80. We make brands stronger. We make brand leaders smarter. Nike’s Big Idea Nike pushes your athletic boundaries beyond what you thought was possible, so you can win on your own terms. Amazing slogan. But not a big idea. Big Idea focuses entire organization, from what type of shoes you make, who you hire, how you design stores to the “Just Do It” slogan. A slogan never drives your brand strategy. The brand strategy drives your slogan.
  81. 81. We make brands stronger. We make brand leaders smarter. • Create a simple brand promise that separates your brand from competitors, based on being better, different or cheaper. • Use your brand story to motivate consumers to think, feel or act, while beginning to own a reputation in the mind and hearts of consumers. • Fundamentally sound product, staying at the forefront of trends and using technology to deliver on your brand promise. • The moment of truth as consumers move through the purchase cycle and use channels, messaging, processes to make the final decision. • Turn the usage of your product into an experience that becomes a ritual and favorite part of their day. Brand Promise Purchase Moment Innovation Experience 5 consumer TOUCH-POINTS need to align under the BIG IDEA to re-enforce the soul of a beloved brand All 5 touch points work under the brand’s big idea and together they create a soul that consumers can love. Brand Story
  82. 82. We make brands stronger. We make brand leaders smarter. Use big idea to connect and separate brand from competitors Use your brand’s differences to move consumers Keep your brand fresh and on top of trends Move consumers through buying system Consistently over-deliver the promise Consumer Brand To ensure a consistent brand delivery, line up all 5 consumer TOUCH-POINTS underneath the BIG IDEA Promise Brand Story Innovation Purchase Moment Experience Big Idea Positioning Communication Product Development Selling Operations & Culture
  83. 83. We make brands stronger. We make brand leaders smarter. Consumer Social Media Home PageEarned Media SearchPaid Media Purchase MediaExperiential Make brand newsworthy to help decisions. Enlist lovers as advocates to influence others. Tell brand story in own-able, breakthrough, moving way. Help consumers make smarter decisions. Knowledge, influence to close the sale or sell brand. Bring brand to life to replicate ideal brand experience Manage consumer through entire purchase cycle. Big Idea Brand To ensure consistency in the MARKETING execution, everything should line up underneath the BIG IDEA
  84. 84. We make brands stronger. We make brand leaders smarter. BIG IDEA allows consistent delivery of the brand story with a big CREATIVE idea and MEDIA execution BIG IDEA should guide CREATIVE IDEA that sets up the Master Brand as well as sub brands or sub messages… …the MEDIA PLAN should also leverage BIG IDEA to balance how to execute the Master Brand and sub brands or other mediums. Creative  Big  Idea Master  Brand   Anthemic  Campaign Sub  Brand   Campaign Sub  Brand   Campaign Sub  Brand   Campaign J F M A M J J A S O N D  TV  TV  TV Facebook Event Event Sampling Digital Twitter In  Store  Displays  PR  PR  Facebook FacebookWeather  Twitter YouTube Big Idea
  85. 85. We make brands stronger. We make brand leaders smarter. BIG IDEA simplifies the brand message with an outward expression of the BRAND SOUL, which is the purpose, values and motivations. Big Idea Consumers EXPERIENCE the brand, either accept or reject idea Consumers who are continually satisfied become loyal and develop a BOND with brand BIG IDEA for your brand transforms your internal BRAND SOUL into an external BRAND REPUTATION. CONSUMERS only have 7 seconds to CONNECT with the big idea Idealized state is when the expressed BIG IDEA drive the brand REPUTATION perfectly matches up to the brand SOUL Soul Reputation= Consumers transform their BRAND LOVE into a REPUTATION they spread 1 2 3 4 5 6 =Big Idea Brand Soul Consumer
  86. 86. We make brands stronger. We make brand leaders smarter. Customer Big Idea External story of the brand which creates a position in the mind/heart Internal story of the brand which creates the customer experience Logo/Packaging Sales Materials Communications Values/Culture Innovation Service The external and internal story are of equal importance to the experience you create.
  87. 87. We make brands stronger. We make brand leaders smarter. Brand Story Brand Positioning Strategic Plan Retail Selling Organization Culture Driving Profits Vision& Purpose& Goals& Key& Issues& Strategies& Tac7cs& Calendar& Budget& Target& Insights& Consumer& Enemy& Features& Ra7onal& Benefits& Emo7onal& Benefits& Statement& Winning& Concept& Social& Media& Digital& Look&and& Feel& Communica7ons& Strategy& Brief& Crea7ve& Idea& Paid& Media& Earned& Media& Trends& Direct& Interac7on& Voice&of& Consumer& Consumer& Experience& Consumer& Insights& Behaviors& Talent& Hiring& Training& Values& Revenue& CAGR& P&L&Mgmt.& COGS& ROI& Priori7es& Investment& Forecasts& Share& Data& NPD& Produc7on& PorOolio& Mgmt.&& R&D& Plan& Brainstorm& NPD& Investment& Launch& Plan& Customer& Priori7za7on& Key&Accounts& Distribu7on& In&store&& Message& In&store& Experience& Buyer& Rela7ons& Budget& Home&& Media& Consumer Focus Program& Tracking& Pricing&&& Promo7on& Customer& Analy7cs& Program& Budgets& Org&& Structure& Leadership& Mo7va7on& Brand&Story& NPD& Research& Product Innovation Diagnos7c& Tracking& Our&& Consumers& Service& Systems& Service& Values& Media&& Customer& Innova7on& Claims& The! Big Idea! BIG IDEA WHEEL drives every part of your ORGANIZATION Big Idea
  88. 88. We make brands stronger. We make brand leaders smarter. Brand Soul A brand finds equilibrium when the BRAND SOUL, BIG IDEA and REPUTATION are all the same. Big Idea
  89. 89. We make brands stronger. We make brand leaders smarter.     • In 1996, the Apple brand was bordering on bankruptcy. They were basically just another computer company, without any real point of difference. Years of overlooked opportunities, flip-flop strategies, and a mind-boggling disregard for market realities caught up with Apple, Windows 95 has seriously eroded the Mac's technology edge. Apple was rapidly becoming a minor player in the computer business with shrinking market shares, price cuts and declining profits. • This was the year before even contemplating the return of Steve Jobs, really showcasing how badly Apple was run through the 1990s. Bad decisions, inconsistent strategies and most importantly....no big idea. Everything Jobs did was built around the big idea of "making technology so simple that everyone can be part of the future." He took a consumer first approach in a market that was all about the gadgets, bits and bytes. Is this a good strategy or bad? Strategic Case Study: Apple builds everything around a Big Idea
  90. 90. We make brands stronger. We make brand leaders smarter. The 7 elements of strategy with Apple • Apple wants everyone to be part of technology in the future. • Focus on building everything around simplicity and design. Take a consumer first mentality to technology, to transform great technologies into “consumer accessible” technology to give Apple the perception of an innovative leader. • Capitalize on consumer frustration with technology, that was preventing the mass consumers from experience everything technology can offer. • While a fast follower on technology, by making it consumer friendly and easy to use, Apple was the fastest to create consumer friendly laptops, phones, tablets. • Each new product provided a major early win. Leveraged high profile launch events to generate excitement, and transform those early adopters into vocal Apple activists that spread the word. • With each new launch, Apple transformed their success into building under the idea of “making  technology  so  simple  that  everyone  can  be  part  of  the  future.”  They have continued to leverage their brand fans to help enter new categories. • Apple is now the most beloved consumer driven brand, with premium prices, stronger market share, sales and profits. Vision Early Win Speed Leverage Gateway Opportunity 1 2 3 4 5 6 7
  91. 91. We make brands stronger. We make brand leaders smarter. • Vision: Apple wants everyone to be part of technology in the future. • Goals: Continue 10% sales growth, Double market share in Asia, Launch 5 new technology enhancements per year • Key Issue: How do we battle Samsung/Google in smart phones? How do expand beyond our saturated North American market? What technology platform will the next round of surprising innovation come from? How do we strengthen and leverage our bond with our most loyal Apple users? • Strategy: Regain leadership in smart phone technology. Geographic focus into China. Build community around cloud technology. Higher service to tighten Apple community • Tactic: Continue to improve technologies on current products. Launch into the wearables. Specific Chinese products. New retail space. Build e-commerce China program. Integrate retail purchasing. Explore automated cars. Explore acquisition into social media programs. Increase courses for Apple U. What would Apple Brand Plan look like The strategic lesson here is the power of a Big Idea and how you can build every touch point and your entire organization around the Big Idea.
  92. 92. We make brands stronger. We make brand leaders smarter. We make technology so simple so that everyone feels smarter Technology should not be frustrating. We make it easy to do more/get more. Surprising leap- frog technology around simplicity Allow consumers to try, touch, feel in a soft sell retail store. Launch hysteria. Enable consumers to get the most from your Apple. Apple Brand Promise Brand Story Innovation Purchase Moment Experience Big Idea Positioning Communication Product Development Selling Operations & Culture At APPLE, we make technology so simple that everyone can be part of the future. Consumer
  93. 93. We make brands stronger. We make brand leaders smarter. Apple Brand Big Idea At APPLE, we make technology so simple that everyone can be part of the future. Consumer All in one for work & creativity at work or family at home. The original brand. Do everything anywhere. Creative functional, durable, portable. Ubiquitous connectivity to your world as you go. Mail, phone, music, photos. iTunes, Apple music, Beats The fun of music, movies, books Escape to explore the world of social, entertainment and connectivity. Home/Office Portable Mobile SocialEntertainment
  94. 94. We make brands stronger. We make brand leaders smarter. At APPLE, we make technology so simple that everyone can be part of the future. Genius Bar where you can get one-on-one tech support Training Courses on any Apple products. Take any Apple product on a test drive. Or just casually play around. Accessories to help personalize your Apple products and experience. Apple stores are a gathering place for brand lovers to help “simplify” learning and make for “simple” purchase moments
  95. 95. We make brands stronger. We make brand leaders smarter. At APPLE, we make technology so simple that everyone can be part of the future. For 40 years, Apple’s brand story has been about challenging the status quo of the category in a way that expresses “simplicity”
  96. 96. How tightly connected is your brand to your consumer? We created a Brand Love Curve, where brands move from Indifferent to Like It to Love It and finally to the Beloved Brand stage. As we move along the curve, we see that brands become more powerful and profitable. The goal is to increase the amount of love you and generate that and use that to your competitive advantage. 3 Consumer Driven Strategy
  97. 97. We make brands stronger. We make brand leaders smarter. How tightly CONNECTED is your consumer to your brand? 1. Indifferent: Consumers are either not aware, confused or not interested in your product. You treat your brand like a commodity, and your consumer treats you the same way. Promotional pricing and selling effort becomes your only weapons. 2. Like It: Consumers use it to satisfy a basic need. They see it as a functional, rational choice. Lack of connection means no relative power. To survive without emotion, you must have a better product or service offering. If you are leapfrogged with something better, your brand dies a quick death. 3. Love It: Brands build loyalty with consumers, based on an emotional connection, becoming a favorite brand, possible building into routines. We see more power, as the brand can use their emotional connection to charge premium prices, enter new categories and build added volume through heavier usage frequency. 4. Beloved: Consumers become fans of the brand, un-relenting in their conviction, personal, possessive and outspoken in their choice. Brand becomes a ritual and a favorite part of the day. These brands do everything right, eliminating flaws. They align their brand promise, strategy, story, innovation and experience behind the big idea they stand for. 
  98. 98. We make brands stronger. We make brand leaders smarter. LOVE IT INDIFFERENT BELOVED LIKE IT We believe that the more LOVED a brand is by consumers, the more POWERFUL and PROFITABLE that brand will be. 1 Brands move along the BRAND LOVE CURVE increasing the bond with consumers 2 Consumers connect with the BIG IDEA re-enforced with 5 touch-points that support the big idea 3 Consumer bond creates POWER that the brand can leverage with all key stakeholders4 From the brand power comes 8 ways to drive PROFIT through price, cost, share and market size. Promise Experience Purchase Moment InnovationStory Big Idea Media Consumers Influencers Channels Competitors Suppliers New Entrants Employees BrandConsumer Power CostPrice Market SizeShare Higher Margin % Higher Volume
  99. 99. We make brands stronger. We make brand leaders smarter. As consumers move along the Brand Love Curve with certain brands, the bond tighten and their behaviors change INDIFFERENT LIKE IT LOVE IT BELOVED No opinion Crave Brand It will do Outspoken fan Consumer
  100. 100. We make brands stronger. We make brand leaders smarter. Beloved'Brands'Survey'Tracker' ©'Beloved'Brands'Inc.''' It will do Unfamiliar Other Brand Basic Needs Easily Switch Use It Functional Enjoy It Rational Random Loyal Emotional Connected Favorite Routine Un-relenting Personal Possessive Outspoken Ritual INDIFFERENT LIKE IT LOVE IT BELOVED As consumers move along the Brand Love Curve with certain brands, the bond tighten and their behaviors change
  101. 101. We make brands stronger. We make brand leaders smarter. Brand analytics can help indicate where your brand sits on the Brand Love Curve INDIFFERENT LIKE IT LOVE IT BELOVED Voice of Consumer Market Indicators Strategic Focus No opinion, low interest, low importance. Don’t care, have doubt or anger. Skinny brand funnel, share squeeze, low unaided awareness, shrinking margins. Focus on the MIND, to separate brand, drive consideration & purchase. New positioning or re- positioning. Have basic idea what it stands for, but no connection. See it as ordinary, not different. Low conversion to sales, high % bought on deal, low loyalty, strong private label share. Focus on moving FEET, by create an idea, layered with emotional benefits, to connect and build a following. See it as better, high loyalty and satisfaction and willing to recommend to a friend. Robust brand funnel, healthy tracking scores, share gains, share of requirements. Focus on the HEART, to drive deeper emotional bond, turning the experience into a ritual. Close every brand leak. Outspoken fans who see everything about the brand (product, experience, service) as better. Dominant share, net promoter scores, usage frequency and recommendations Focus on the SOUL, mobilize outspoken loyalists to sell brand. Broaden audience and offering. Attack yourself.
  102. 102. We make brands stronger. We make brand leaders smarter. Consumers first connect with a brand’s BIG IDEA, which should be an outer reflection of the BRAND SOUL Big Idea Consumer Brand BIG IDEAS that help simplify brand messages that makes it easily understood and remembered. The idea must be unique, own-able and motivating. It must gain a quick entry, be layered easily and have longevity over the life of the brand.
  103. 103. We make brands stronger. We make brand leaders smarter. Take that brand love you generate and transform it into brand power that you can wield in the marketplace. Brand Love Brand Power
  104. 104. We make brands stronger. We make brand leaders smarter. Porter’s 5 forces model, plus 3 new power forces shows how a beloved brand is more competitively powerful Outspoken fans who think less and feel more Consumers Channels Competitors Suppliers New Entrants Consumers will switch stores before brands Willing to cut costs to be part of the brand. Can’t duplicate emotional connection Struggle to break bond and momentum Employees Proud, fully engaged, motivated, outspoken fans. Strong culture. Key Influencers Media Outspoken fans carry an influence over the purchase All types of media—paid, earned, search, social, home —all favor beloved brands
  105. 105. We make brands stronger. We make brand leaders smarter. The economics and accounting of how beloved brands turn power into stronger growth and profit Price& Quan+ty& Supply& Demand' Increased' Demand' $400$ $250$ 10M$ 15M$ Quan%ty( Current'Users' using'more' Find'New' Uses' Penetrate' New'Users' Enter'New' Categories' Market( Share( Expand' Category'Size' Market( Size(Margin' Premium' price' Cost'of' Goods' Over' head' Selling' Price' Trading'' Consumers'Up' Marke;ng' Costs' Selling' Costs' Costs' Driving demand gives your brand the ability to drive the price up, and higher quantities gives better economies of scale. Profitability = Margin x Quantity
  106. 106. We make brands stronger. We make brand leaders smarter. The 8 ways brand leaders can drive brand profit Brand&Profit&=&(Price&–&Cost&)&x&(Market&Share&x&Market&Size)& Price Market SizeShare Cost 1 Premium Pricing 2 Trading Up 3 Lower cost of goods 4 Efficient Program Spending 5 Stealing Share 6 Get loyal users to use more 7 Enter new markets 8 Find new uses Higher Margin % Higher Volume
  107. 107. We make brands stronger. We make brand leaders smarter. Beloved brands use their bond and power to increase price, lower costs, gain share and enter new markets Price Costs Share Market Size Premium Price • Perceived quality allows you to command price pricing Trading up/down • Take loyalists up to a better premium-priced version of brand Lower cost of goods • Economies of scale and use your power over suppliers. Efficient marketing • Higher volume helps spend ratios, use the media power. Stealing Share • Use brand momentum to gain tipping point. Higher usage • Get loyal users to use more, building routines/rituals. Enter new markets • Take brand idea to new products, getting loyalists to follow. Find new uses • Increase the ways that your brand can fit into the consumers life. Higher Margins % Higher Volumes
  108. 108. We make brands stronger. We make brand leaders smarter. We believe that the more consumers love a brand, the more powerful and profitable that brand will be. Brand Love Brand Power Brand Profit
  109. 109. We make brands stronger. We make brand leaders smarter. Where you are on the Brand Love Curve focuses your brand on what strategy to guide your next move. LIKE IT BELOVED INDIFFERENT LOVE IT Establish your brand in the consumer’s mind Separate your brand from the pack to create a following Continue magic and get loyalists to speak on your behalf Tug at heartstrings to tighten bond with your most loyal
  110. 110. We make brands stronger. We make brand leaders smarter. Establish your brand in the consumer’s mind Separate your brand from the pack to create a following Tug at heartstrings to tighten bond with your most loyal Continue magic and get loyalists to speak on your behalf 1. Mind Shift: drive new position or re- enforce current 2. Mind Share: more attention than competitors 3. New News: launch something new. 4. Turnaround: focus energy on gaps, leaks 5. Drive Penetration: new consumers 6. Drive Usage: get consumers to use more/ differently 7. Consolidation: get consumers to use for everything 8. Cross Sell: get current customers to try other products 9. Experience: shift from product to experience 10. Maintain: re- enforce Brand equities. 11. Deeper love: consolidation or broader usage 12. New Reasons to Love: target most loyal user. 13. Magic: continue surprising and delighting loyalists. 14. Leverage Power: drive value from source of power. 15. Attack yourself: continue to improve 16. Use loyalists: to influence others. INDIFFERENT LIKE IT LOVE IT BELOVED Use the Brand Love Curve to focus your strategy
  111. 111. We make brands stronger. We make brand leaders smarter. Strategic flaw of most brand plans is trying to drive penetration & usage frequency at the same time. We make brands stronger. We make brand leaders smarter. Penetration Strategy gets someone with very little experience with your brand to likely consider dropping their current brand to try you once and see if they like it. Usage Frequency Strategy gets someone who knows your brand to change their behavior in relationship to your brand, either changing their current life routine or substituting your brand into a higher share of the occasions.
  112. 112. We make brands stronger. We make brand leaders smarter. Consider Aware Fan Loyal Repeat Satisfied Buy Search Awareness Ads Invest in mass media to establish position in consumer’s mind PR/Content/SEO Use information to teach those seeking to learn more pre decisions Retail/Home Page Close the deal during purchase moment, separate brand from competition. Post Purchase Help Create experience to re-enforce promise, after sales help for new users to get the most from the brand. Indifferent Like ItLove It Beloved Love those who love you most Surprise & delight rewards to drive ritual among your most loyal users Use emotions to build frequency Using reasons for usage to turn into routine. Leverage emotional bond Drive repeat Turn trial into an experience, reward happy customers, emotionally re-enforce reasons purchase makes sense Outspoken Army Create club, leverage loyalists to influence friends, especially through social media Consumer Buying System matches marketing execution to where your consumer stands with your brand Consumer
  113. 113. We make brands stronger. We make brand leaders smarter. The Head The Feet The Heart The Soul Indifferent Like It Love It BelovedWhere are you now? Where should you focus? The Brand Love Curve should also focus your team’s marketing execution Get Consumers to THINK differently about your brand Drive ACTION to get consumers to buy and create a following. Get Current Loyal users to connect emotionally and LOVE you more Get those who love the brand to FEEL a part of the Brand
  114. 114. We make brands stronger. We make brand leaders smarter. Deploy one touch-point to move a target profile to take a focused action along buying system Launch innovative water filtration (a) to coffee shops (b) moving them from aware to buy (c) to successfully enter water filtration market. (e) Create in-store Apple training experience (a) to young seniors 55-60 yrs old (b) to tighten their bond with Apple (c) creating a new user market for Apple. (e) To harness your brand’s power OR drive one of 8 profit drivers Promise Purchase Moment Innovation Experience Brand Story Premium Pricing Trading Up Consumers Lower cost of goods Efficient Spend Target Consumer Tool for writing better brand strategy statements a b c d e Stealing Share Users to use more Enter new markets Find new uses Media Consumers Influencers Channels Competitors Suppliers New Entrants Employees Power First Example Second Example A + B + C and either D or E
  115. 115. We make brands stronger. We make brand leaders smarter.     • in the 1990’s Special K just sat there with a very small and dying share. Basically, it was just the one flavor of cereal. Zero innovation. It was just Rice Krispies crushed differently. Special K was clearly an Indifferent Brand, with very little consumer opinion, and for those who did buy Special K, they weren’t exactly the most ardent fans of the brand. Not only was the original flavor fairly bland, but everything about the brand was bland. Special K needed to stand for something. It needed an idea. • Special K built everything around the Big Idea of “Empowering Women to take control of their weight”. To separate themselves in the mind of consumers, they launched the special K challenge with a very simple message: “With Special K, just twice a day for 2 weeks, you can lose 6 pounds or better yet, drop a jean size.” Special K then built a series of tasty new products across categories of cereal, snacks, water and shakes—each bulldog around the big idea. They have gained share in the cereal category and taken the loyal consumers into all the new categories, and they are now 5x the sales and a beloved brand.. Strategic Case Study: Special K moves from Indifferent to Beloved
  116. 116. We make brands stronger. We make brand leaders smarter. Smart, healthy, low calorie and most of all equally great tasting alternatives to your conventional food choices, especially in areas women need the most help. Products & ServicesConsumer Reputation Helpful hand to make smart food choices, when it’s easy to make mistakes. We inspire, challenge, and support you to be your best. Brand Role With Special K, we believe healthy can taste great. Push for innovation across any food option that can help women maintain their healthy weight. Internal Beacon We are on the side of women. We make amazing tasting, surprisingly creative and healthy low calorie product options. Special K provides a smarter way to be in control of your body. Make informed choices backed by knowledge. Brand Character Big Idea Blueprint Special K inspires and empowers women to take control and maintain their healthy body.
  117. 117. We make brands stronger. We make brand leaders smarter. Big Idea Using Special K for two meals a day, we promise you will lose 6 pounds. Evolving from “lose weight” to the “own it” Love the body you have and make the most of it Healthy can taste great. Broad line up, consistently delivering lower calorie options to maintain weight. Surprising moment of discovery that healthy can taste so good. Help where women need healthier options. Seeing personal success and building a community of successful stories. Promise Brand Story Innovation Purchase Moment Experience Positioning Communication Product Development Selling Operations & Culture Special K Brand At SPECIAL K, we inspire and empower women to take control and maintain their healthy body. Consumer
  118. 118. What is the current business situation your brand faces? It’s crucial that you do a deep dive review to fully understand the business situation your brand is facing so you can apply the right strategic plan to the right situation. We look at four situations, whether that is continuing momentum, facing a need for a turnaround or realignment. And finally, looking at the start up situation that brands face. If you mis-diagnose your situation, you will fail. 4 Situational Strategy
  119. 119. We make brands stronger. We make brand leaders smarter. What is the current business SITUATION your brand faces? 1. Continued Momentum: Sales growth and profitability in good shape, team is aligned on direction for the future. Underlying brand metrics and relationships beyond organization are strong. Keep business going strong. 2. Turnaround: Continuing decline in sales, being attacked by competitors or category shrinking. Margin squeeze, either due to price/cost or the shrinking sales line. Downward momentum over 2-3 years. Lack of alignment, internally or externally, on future solutions. Get business back on track. 3. Re-Focus: Circumstances on business have changed, driven through either external market forces or internal dynamics to the point where there is now a lack of alignment on the direction or next steps for the brand. 4. Start Up: Getting a new brand into he market, or launching a current brand into new categories of innovation. Organization needs setting up (team, culture, structure, values, behaviors) Need focused strategic Investment choices to get brand going.
  120. 120. We make brands stronger. We make brand leaders smarter. To determine where are we, you need to look at health, as a signal to the future wealth of the Brand. Brand Health WEALTH measures what you can easily see. HEALTH are those measures you can’t easily see. Looking deeper uncovers new questions. Brand Wealth Sales Market Share ROI Profit Stock Prices Growth Rate Price Premium Share Position Brand Funnel Competitive Advantages Voice of Customer Regulatory Satisfaction Scores New Products Internal Alignment Market Trends
  121. 121. We make brands stronger. We make brand leaders smarter. Internal Health: What is the internal beacon that helps all employees understand and live the brand? How much has been communicated about the strategy? The idea of the brand has to be embedded right into the culture in a consistent manner. They have to realize their impact of the brand on the end customer. Internal Wealth: Everyone focused on Profit and Value. Assets, IP, culture, contracts, ownership. Lining up and delivering the brand promise to a clear set of objectives, helps employees see that they are contributing to and sharing in the brand wealth. Everyone should understand where and how they impact profitability. External Wealth: Healthy win in the marketplace. Beloved Brands can leverage success into power and drive wealth. Beloved Brands are more efficient, higher sales, lower costs, better margins, higher over all profits. External Health: Connecting with consumers is a source of power for brands. Understand the brand funnel and how your consumer sees your brand, going through the brand funnel through awareness, trial, repeat to brand loyalty. Build on your strengths and attack your weaknesses Brand Wealth Brand Health Assess situation, looking at health and wealth of the brand, both internally and externally Internal External
  122. 122. We make brands stronger. We make brand leaders smarter. Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. The driving factors could be related to brand assets, successful programs working, favorable market trends. New products, advertising, channels. Keep fueling Factors of weaknesses or friction that slows your brand down, or a leak that needs fixing. Achilles heal, competitive pressure, unfavorable market forces, channels, specific segments. Minimize going forward. Opportunities Threats Areas you could take advantage that would accelerate growth. They are real, or exploratory areas. No pipe dreams. Unfulfilled needs, new technologies, regulation changes, new channels, any removal of trade barriers. They are real, but have not yet happened. If they did, they would be an inhibitor. No laundry lists. Changing consumer needs, threat of substitutes, barriers to trade, customer preference, potential channel actions. We use a force field type analysis to summarize drivers, inhibitors, opportunities and threats Helps set up the Key Issues for brand plan. Happening now Could happen
  123. 123. We make brands stronger. We make brand leaders smarter. “Where you are” helps to set up what you need to do, to get where you want to go? Continue/Enhance • Stay focused on things going right, accelerate against them. Continuous improvement. Minimize/Reverse • Close the leaks, develop turnaround plans or re-focus the team against the trend. Take Advantage of • Build plans to mobilize the brand to see if the opportunity is a winning space for the brand. Avoid/Contingency • Identify and measure the risk, explore plans to avoid. Fill the gap before a competitor. What’s driving the growth? What are the threats? What are the untapped opportunities? What’s inhibiting the growth?
  124. 124. We make brands stronger. We make brand leaders smarter. Continuing the momentum behind your brand 1. Do not make quick changes: prior leader likely revered/promoted, your team may not respond/may resist any need for change. 2. You have to adjust to the culture and team: use the time to learn the ways behind the success. Resist temptation to change because it does not match to what you are used to. Don’t make them adjust to you. 3. Leverage strong growth/profit to attack competitors: Use your brand power options to your advantage to accelerate the momentum. 4. Continue to fuel what’s working: Invest behind the drivers of the business and make adjustments to market dynamics 5. Attack small weaknesses: Continuing momentum does not mean be blind to your gaps. Now is a time to close them. Fuel growth drivers, while resisting temptation for wholesale change
  125. 125. We make brands stronger. We make brand leaders smarter. Need for a turnaround on the brand to fix the results 1. Right people in place: Before even creating the plan, you need to get the right leadership talent in place. Talent, motivation, alignment. 2. Look to close leaks on the Brand: Use brand funnel to assess, using leaky bucket tool to close leaks. 3. Cut the fat, re-invest: go through every investment decision, invest only in programs that give you an early break through win. 4. 3 stage plan: In stage 1, find early/obvious win, halts slide, helps motivation. In stage 2, invest behind new positioning/new plan, focused decisions, take risks. In stage 3, make adjustments to plan, build innovation behind new ideas that fit plan. 5. Motivating a demotivated team: Losing can be contagious to a culture/team. Recognize wins to fuel performance driven culture. Change the business direction: New people, new plan, new ideas, new attitude.
  126. 126. We make brands stronger. We make brand leaders smarter. Leaky Bucket helps match the brand experience up to the buying system to discover brand problems to address Unaware Noticed Interested Bought Satisfied Repeater Fan Outspoken I have never heard of the brand before. I have heard of brand but do not know much about it I’m impressed and will consider buying in the future. I recently bought the brand. Seems cool. Hope I made the right decision. I like it so far, will likely buy it again. I have had good luck with brand and will keep buying it. I’m a big fan of the brand. I own multiple products and love them all. I love the brand and I’m always telling my friends about it. Your brand is not the one for me. I’ll stick to my current brand. I have heard of the brand but I was uncertain, so I went for my more trusted brand. I bought your brand but I wasn’t satisfied so I won’t buy it again. I was a big fan, but the brand hasn't kept up with technology so I switched my brand. INDIFFERENT Like It Love It Beloved Consumer views Reasons for rejection Establish brand in the consumers mind through high awareness programs. Focus on specific benefits— both rational and emotional. Improve product quality and service innovation to get back lost customers. Focus on improving product technology and build a VIP program for long term users. Plan for closing the leak
  127. 127. We make brands stronger. We make brand leaders smarter. 1. Get everyone on the same page: deep dive analysis to gain agreement on issues, create brand positioning, develop plan everyone can follow and make investment decisions based on fact/ opportunity. 2. Alignment of the team: establish values and benchmarks for behavior to achieve the results. 3. Return behind our strengths: look to past successful strategies, positioning, and execution. Validate to see if they still hold true. 4. A return to the fundamentals: make fundamentals a key norm in the behavior of the team. Invest in training to make sure talent has skills. 5. Smart decisions, smart execution: Instill focus into decision-making. Simplify the execution, aligned to strategy, zero waste. Re-alignment to get everyone on the same page Re-focus the team: Align the Brand (positioning, plan) and the Culture. (values, behaviors)
  128. 128. We make brands stronger. We make brand leaders smarter. 1. Create a big Idea, instead of just a product: the first mistake most start ups make is believing product alone is good enough. Consumers connect with ideas more than products—especially in a crowded market. 2. Build team: always crucial to build the right team based on the right timing. Fit people to the strategy, not strategy to the people. 3. Building capabilities: acquire skills, relationships, capacity to fit the brand plan and execution. 4. Blowfish marketing: focused decisions make you look bigger than you are. Resist temptation to do everything all at once and focus on what is needed at the right timing. 5. Learn and adjust: new brands need to be constantly maneuvering, without leaving their overall vision or strategy. Make sure you start right on a start up Moving from blank slate to big idea, plan and team. Focus Focus Focus!
  129. 129. We make brands stronger. We make brand leaders smarter. Does your strategy have: ✓ An end in mind vision, pathway that has milestones, specific goals for your program. ✓ Opportunity that creates an opening for your brand to quickly take advantage of.  ✓ Pin-pointed focus of your resources (effort, investment, time, partners) ✓ An early win as the breakthrough point. ✓ Game changing Leverage point, where there is a change in positional power and you’re able to turn a small win into something big. ✓ Gateway to something bigger, defined as a win for the brand that translates into an increase in power or value. Strategy is about choices, not chances. Strategy move towards your vision.
  130. 130. We make brands stronger. We make brand leaders smarter. 5 questions to ask when mapping out your Strategy 1. Where do you want to be in 5-10 years? • If you woke up in 10 years, what did you achieve? What is your vision? Why are you doing this? Long term goals? 2. Where will you win? Playing field? • Who is the consumer target? Defined Positioning? What Channel or customers? Competitive space? 3. How will you win? Choices. • Mapping out choices you will make to connect with consumers through the brand promise, story, innovation, purchase moment, experience. 4. How will you mobilize and focus your resources to win? • Every brand is constrained by resources: time, people, money, partners. Yet faces unlimited choices. The choices you make drive the biggest return on investment and return on effort. 5. What will you do to execute in order to achieve success? • Execution aligned to strategy, speed to market, precision, design, operations, culture and service.
  131. 131. We make brands stronger. We make brand leaders smarter. Summary of Learning on Strategic Thinking • Strategic thinkers see questions before answers. Non strategic leaders see answers before questions. Strategic thinkers see “what if” questions before seeing solutions, mapping out a range of decision trees that intersect and connect by imagining how events will play out. • Seven elements of good strategy. There should be a stated vision to an aspirational goal, there is a focus of all your resources against an opportunity. You move with speed to gain an early win that you can leverage into a bigger gateway that matches up to your vision. • We use 4 questions to set up your strategic thinking: 1) What is your current competitive position? 2) What is the core strength your brand can win on? 3) How tightly connected is your consumer to your brand? 4) What is the current business situation your brand faces? • Competitive Strategy outlines four types of players, the Power Player is the leader in the category, the Challenger Brands who take on the leader, Island Brands are so different they are alone and Rebel Brands go against the category norms. • Focused Brand Strategy builds on your lead strength as a brand, whether that is the product, promise, experience or price. • Consumer Strategy builds on the idea that the more loved a brand is by consumers, the more powerful and profitable that brand will be. Brands move from Indifferent to Like It to Love It and finally to the Beloved stage. We recommend unique strategies at each stage. • Situational Strategy starts with understanding where your brand sits. We look at four situations, whether that is continuing momentum, facing a need for a turnaround or realignment. And finally, looking at the start up situation that brands face. If you mis-diagnose your situation, you will fail.
  132. 132. We make brands stronger. We make brand leaders smarter.
  133. 133. At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We will help you find a BIG IDEA for your brand that can transform your brand’s soul into a brand reputation. We will help you create a BRAND POSITIONING and BRAND CONCEPT that will set up your brand to win in the market. We will help you write BRAND PLANS that will focus your resources and focus everyone in your organization. We will help focus your MARKETING EXECUTION to create a bond with consumers that will drive growth for your brand. We will make your team of BRAND LEADERS smarter, so they produce exceptional work that drives stronger brand results. 1 4 3 2 5 Brand Positioning • Brand Plans • Marketing Execution • Brand Team Training
  134. 134. We make brands stronger. We make brand leaders smarter. We will make your team of BRAND LEADERS smarter, so they produce smarter work that drives stronger brand results. We can customize training programs to the needs of your team with a strong menu of interactive brand leadership workshops How to think strategically Write smarter Brand Plans Create winning Brand Positioning Statements Write smarter Creative Briefs Be smarter at Brand Analytics Get better Marketing Execution How to build Media Plans How to run your Brand Managing your Marketing career Motivational lunch and learns 1 2 6 4 5 3 7 8 9 10 “Graham makes Brand Leaders. His boot camp style instruction is perfect for the development of anyone in brand management. He challenges you to be better, makes you question your decisions with rigor and provides the right level of coaching to bring you to the next level.” Program Participant
  135. 135. We make brands stronger. We make brand leaders smarter. Strategic thinkers see “what if” questions before seeing solutions, mapping out a range of decision trees that intersect and connect by imagining how events will play out. • At Beloved Brands, we believe that strategic thinking is one of the foundations from which all marketing is built upon. • We start with the seven elements of good strategic thinking: vision, opportunity, focus, speed, early wins, leverage and a gateway to gain bigger results. • We use four questions to help frame your brand’s strategy, looking at your competitive position, what is your brand’s core strength, how tightly connected is your brand with your consumer and what is the internal situation your brand faces. • We look at the role of brand strategy in creating a bond, power and profit. • We will lead you through a hands-on workshop that lets you try out concepts on your own brands with hands-on coaching to help you improve. How to think strategically Turning focus into bigger gains for your business Workshop 1: Strategic Thinking
  136. 136. We make brands stronger. We make brand leaders smarter. Before you dive into strategy, you have to dive into the brand’s performance metrics and look at every part of the business—category, consumers, competitors, channels and brand. • At Beloved Brands, we show how to turn data into strategic stories that help express opinions backed by fact.   • We start with good analytical principles and show how to assess category, consumer, channels, brand, competitors to tell health & wealth of Brand • We use the analysis to turn fact into insight and data breaks sets up strategic choices. • We show you how to turn analytical thinking into projections extrapolating data into the future, starts with what you are see in the current. • We summarize how to write analytical stories for management, with a hands-on workshop to develop a Business Review presentation using your own brands. How to do brand analytics Turning data into analytical story telling Workshop 2: Analytical Thinking Specialty" Overall"" 16" 62" 72" 62" Gray's' Dad's' %"By"Channel" 0' 20' 40' 60' 80' Gray's" Dad's" Category" 73" 40" 38" Share"of"Business"from"Food"
  137. 137. We make brands stronger. We make brand leaders smarter. A good Brand Plan provides a road map for everyone in the organization to follow: sales, R&D, agencies, senior leaders, even the Brand Leader who writes the plan. • At Beloved Brands, we explain and then show Brand Leaders how to write each element of their Brand Plans, looking at brand vision, purpose, values, goals, key Issues, strategies and tactics. • We’ll show how your strategic options get executed in terms of media, R&D or the brand experience the culture creates behind the promise. • With each key term, we’ll take it on a test run using your brand for the example, giving feedback on the spot. We’ll use a hands-on workshop to put the Brand Plan into a presentation for management and a very tight one page Brand Plan summary document for all to follow. How to write a brand plan Creating a brand plan that everyone can follow Workshop 3: Brand Plans
  138. 138. We make brands stronger. We make brand leaders smarter. How to write Positioning Statements The promise the brand makes to the consumer The brand positioning statement sets up the brand’s promise to the consumer, impacting both external communication (advertising, PR or in-store) as well as internally with employees who deliver that promise. • At Beloved Brands, we explain and show brand leaders how to write classic brand positioning statements with the target market, key benefits and reason to believe (RTBs). • We start with the consumer and build a customer value proposition. We’ll teach how to define the target market and build insights to bring their story to life. • We show you the difference between features and benefits, looking at rational benefits (what do I get?) and emotional benefits (how does it make me feel?) • We will show how to turn positioning into a brand concept that can be ready for research testing. • Our hands-on workshop helps you write your brand’s positioning statement with live coaching. Workshop 4: Brand Positioning Target and insights! What do consumers want?! Brand features! What does your brand do?! Rational benefits! What do consumers get?! Emotional benefits! How does that make them feel?! Target All Buyers Not Not

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