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Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
Brand Plan Workshop
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Brand Plan Workshop

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Help for the Brand Manager with tips on how to write a brand plan, including vision, mission, strategies, tactics, execution, and the overall writing and flow of the plan.

Help for the Brand Manager with tips on how to write a brand plan, including vision, mission, strategies, tactics, execution, and the overall writing and flow of the plan.

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  • Great document. Please can you share ? sroland@groupeaos.info
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  • Hi Graham. I would love to have a copy. docu35@hotmail.com
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  • Hi Graham, would you be kind enough to send me a copy please? mj_sut@yahoo.com Thanks
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  • 1. Workshop to help brand leaders write brand plans that everyone in the organization can follow
  • 2. We make brands better. We make brand leaders better. As a brand coach, we make brands better and brand leaders better, by provoking you to think differently about your future.
  • 3. We make your team of brand leaders better We can customize programs to the needs of your team with a strong menu of interactive brand leadership workshops 1. Strategic Thinking 2. Brand Plans 3. Positioning Statements 4. Creative Briefs 5. Brand Analysis 6. Better Advertising 7. Media Plans 8. How to Run Your Brand 9. Managing your Marketing Career 10. Motivational Lunch and Learns 1 2 3 4 5 6 7 8 9 10 The Brand Leadership Center We make brands better. We make brand leaders better. Workshop for brand leaders to help create the annual brand plan, including situation analysis, key issues, vision, purpose, strategies, tactics, goals and measurements.
  • 4. “Planning is what you do before you do something, so that when you do it, it is not all mixed up.” A. A. Milne We make brands better. We make brand leaders better.
  • 5. Target Market Expected Result Big Idea Main Message Support Points We make brands better. We make brand leaders better. Do you suffer from Brand Leader writer’s block? If you have ever just sat there looking at these Brand Plan words and gotten writer’s block, you are not alone. Vision Purpose Goals Key Issues Strategies Tactics Budget Advertising Stimulus Response Media Channels
  • 6. We make brands better. We make brand leaders better. We have some long term thoughts on where the brand can go and and an inspiration that keeps us going. Those thoughts help shape the things we want to achieve with our brand. To get started, there are things that are getting in the way of us achieving our goals. The brand has various options for how to get there. And we apply our resources against the best options. We try to find a slice of the population to get them to take an action that makes our brand bigger/better/stronger. We then find out what to say and how to talk to them to trigger that action We need to re-enforce why we can do it and others can’t. We then create the most motivating stimulus to get them to take action and put it in part of their life where they are most likely to hear it and act on it. Marketing made easy in about 150 words Describing the entire Planning process sounds pretty simple. Yet, how come it’s so difficult to write a good plan? 6Page
  • 7. We make brands better. We make brand leaders better. We have some long term thoughts on where the brand can go (vision) and and an inspiration that keeps us going (purpose). Those thoughts help shape the things we want to achieve (goals) with our brand. To get started, there are things that are getting in the way (key issues) of us achieving our goals. The brand has various options for how to get there. We apply our resources (budget/people) against the best options. We try to find a slice of the population (target) to get them to take an action (expected result) that makes our brand bigger/better/stronger (big idea). We then find out what to say (main message) and how to talk to them to trigger that action We need to re-enforce why we can do it and others can’t. (support) We then create the most motivating stimulus (product, ad, promotion, experience) to get them to take action and put it in part of their life where they are most likely to hear it and act on it. (medium/channel/service) Describing the entire Planning process sounds pretty simple. Yet, how come it’s so difficult to write a good plan? Brand Plan Positioning Execution 7Page
  • 8. We make brands better. We make brand leaders better. 1. Where are we? 2. Why are we here? 3. Where could we be? 4. How can we get there? 1. What do we need to do? Five simple questions that are great to ask before getting started on your Brand Plan. Situation Analysis Key Issues Vision/Purpose/Goals Strategies Execute & Measure Questions To Ask Planning Areas 1 2 3 4 5 6 8Page
  • 9. Gray’s Cookies Plan on a Page Analysis Issues and Strategies Executional Tactics P&L forecast • Sales $30,385 • Gross Margin $17,148 • GM % 56% • Marketing Budget $8,850 • Contribution Margin $6,949 • CM% 23% Drivers • Taste drives a high conversion of Trial to Purchase • Strong Listings in Food Channels • Exceptional brand health scores among Early Adopters. Highly Beloved Brand among niche. Inhibitors • Low familiar yet to turn our sales into loyalty • Awareness held back due to weak Advertising • Low distribution at specialty stores. Poor coverage. • Low Purchase Frequency even among most loyal. Risks • Launch of Mainstream cookie brands (Pepperidge Farms and Nabisco). • De-listing 2 weakest skus weaken in-store presence • Legal Challenge to tastes claims Opportunities • R&D has 5 new flavors in development. • Sales Broker to create gains at Specialty Stores • Explore social media to convert loyal following. Key Issues 1. What’s the priority choice for growth: find new users or drive usage frequency among loyalists? 2. Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? 3. How will we defend Gray’s against the proposed Q1 2014 ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? Strategies 1. Continue to attract new users to Gray’s 2. Focus investment on driving awareness and trial with new consumers and building a presence at retail. 3. Build defense plan against new entrants that defends with consumers and at store level. Goals • Increase penetration from 10% to 12%, specifically up from 15% to 20% with the core target. Monitor usage frequency among the most loyal to ensure it stays steady. • Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Drive trial from 15% to 20%. Focus for sales is to close distribution gaps going from 62% to 72%. • Hold dollar share during competitive launches and continue to grow 11% post launch gaining up to 1.2% share. Target zero losses at shelf. Advertising • Use awareness to drive trial of the new Grays. Target “Proactive Preventers”. Suburban working women, 35-40.Main Message of “great tasting cookie without the guilt, so you can stay in control of your health”. Media includes 15 second TV, specialty health magazines, event signage, digital and social media Sampling • Drive trial with In-store sampling at grocery, Costco, health food stores and event sampling at fitness, yoga, women’s networking, new moms. Distribution • Support Q4 retail blitz with message focused on holding shelf space during the competitive launches. Q2 specialty blitz to grow distribution at key specialty stores. Innovation • Launch two new flavours in Q4/15 & Q4/16. Explore new diet claims, motivating and ownable. Competitive Defense Plan • Pre Launch sales blitz to shore up all distribution gaps. At launch, heavy merchandising, locking up key ad dates and BOGO. TV, Magazine, couponing and in-store sampling. • Use sales story that any new “healthy” cookies should displace under-performing and declining unhealthy cookies. Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. Make Gray’s a $100 Million brand by 2020. How a good Brand Plan comes together in the end Forecast P&L Situation Analysis Brand Vision Strategic Initiatives Executional Tactics Key Issues 3 6 1 2 4 5 We make brands better. We make brand leaders better. 9Page Goals 6
  • 10. We make brands better. We make brand leaders better. Deep-dive business review Key issues Brand positioning Brand plan The Beloved Brands planning process includes four key phases: 1 2 3 4
  • 11. We make brands better. We make brand leaders better. Conduct a deep dive business review We teach brand leaders good analytical principles about telling stories with data to gain more support for your analysis. We look at every part of the health and wealth of a brand looking at the category, consumer, channels, brand, competitors. We teach how analysis turns fact into insight and how data breaks set up strategic choices. We look at how to turn analytical thinking into projections. And then we help to build an analytical story and presentation that’s ready for management review. •factors of strength or iner a that are helping to accelerate your brand’s growth. •Could be something within the brand’s make up or control, or it could be a factor of the market place. •What are the things that are directly driving your brand growth? Drivers •Weaknesses or fric on that is slowing your brand down, or a leaky hole that needs fixing. These are things that are happening right now. •What is holding you back or ge ng in your way from achieving the growth? •A leak in your Brand Funnel. Where are you exposed, Achilles heal? Inhibitors •Areas you could take advantage, which would accelerate our growth. They have to be real, or exploratory areas. No pipedreams! Unfulfilled needs, new technologies, regula on changes, removal of trade barriers. Opportunities •Outside of your control. They are real, but have not happened yet. If they did, they would be an inhibitor. No laundry lists. •Changing consumer needs, threat of subs tutes, barriers to trade, customer preference, or a acking your weaknesses. Threats Is happening Now Could happen Allergy Category $ Share 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00% PE Dec 29 01 PE Feb 23 02 PE Apr 20 02 PE Ju ne 15 02 PE Aug 10 02 PE O ct 05 02 PE Nov 30 02 Ja n 25 2003 M ar 22 20 03 M ay 17 20 03 Ju ly 12 2003 Sept 06 20 03 Nov 01 2003 Dec 27 2003 Feb 21 20 04 Apr 17 20 04 Ju ne 12 200 4 Aug 07 2004 Oct 02 20 04 Nov 27 2004 Ja n 22 2005 M ar 20 20 05 M ay 14 20 5 Ju l 9 20 05 Sep 3 20 05 Oct 29 20 05 Reactine Benadryl Claritin Aerius Allegra Chlor-Tripolon C/L 0 20 40 60 80 100 Food Drug Mass Specialty Overall 90 72 70 16 6260 72 44 72 62 Gray's Dad's Distribu on % By Channel 0 20 40 60 80 Gray's Dad's Category 73 40 38 Share of Business from Food 0 20 40 60 80 100 Food Drug Mass Specialty Overall 90 72 70 16 6260 72 44 72 62 Gray's Dad's Distribu on % By Channel 0 20 40 60 80 Gray's Dad's Category 73 40 38 Share of Business from Food How many HH’s are buying my brand? (Penetra on) How much is each HH buying? (Buying Rate) How much do they buy each me? (Sales per trip) How o en does each HH buy? (Frequency) What’s driving the sales of my brand? A DC B Make what you do best seem bigger 24.9% 27.9%28.5% 24.6% 23.6% 21.3% 24.2% 27.8% 25.7% 24.7% 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Competitive assessment Tracking Results Gray’s Norm Aided Recall 38 62 Unaided Recall 30 46 Brand Recogni on 10 23 Brand Link .33 .50 Main Message 64 60 Uniqueness 38 22 Purchase Intent 10 9 Ad Tracking 2008 2009 2010 Growth % Net Sales 21,978 24,616 27,569 12% Cost of Goods Sold 12,866 14,925 17,313 Gross Margin 9,482 9,862 10,256 43% 40% 37% Research Development 346 352 360 Total SG&A 3,444 4,202 5,127 22% Ad Merch 568 858 1,296 TV - - 175 On Line 28 70 175 Print 57 75 100 PR 59 77 100 Sampling 3 13 50 Sponsorship 132 73 40 Research 200 100 5 Packaging 133 100 75 Display 4 29 200 Trade 426 400 376 Other SG&A 2,172 1,433 989 Contribu on Income 5,763 5,244 4,772 26% 21% 17% 1 2 3 Driver #1: Taste drives a high conversion of Trial to Purchase (65% vs. norm of 50%). 19 • In a blind taste test, Gray’s performed equal to the consumer’s regular cookie. When Consumers found out it was a low fat, low calorie op on, they said they would make it their regular cookie. • In the market, Gray’s has a very high conversion to purchase bea ng the norm (65% to 50%) and considerably higher than the other two ‘healthy’ cookies (Dad’s and Sarah’s) • Gray’s taste helps drive a high repeat %, bea ng norm 40% to 25%. 19 Conversion % to Purchase Repeat % 0 20 40 60 80 Gray's Norm Dad's Sarah's 65 50 38 33 0 10 20 30 40 Gray's Norm Dad's Sarah's 40 25 22 33 Con nue to look to opportuni es to drive trial, because of the high conversion to purchase. Coaching on review presentationFinancial assessment Analytical summary tools We make Brands Better. We make Brand Leaders better. Ask “so what does that mean” 5 mes and your analysis moves from unsubstan ated opinion to ac onable insight that align. Gray’s Cookies needs be er distribu on at health food stores (HFS) Gray’s only has 22% distribu on at HFS, whereas Dad’s has 73%. If we got our distribu on up to 60%, we’d add $6M in sales It would take 30 reps to get 60% distribu on, sales of $6M Cost of 30 reps is $3M to generate a profit margin of $2M per year. Mass is a more efficient channel, with a faster payback. 5 reps at a $500K cost, generate $5.4M in sales, and a gross margin of $1.8M Reco going a er Mass because it generates strong growth, faster payback against a less expensive op on and a smaller sales team. 1st So What 2nd So What 3rd So What 4th So What 5th So What Opinion at the Surface level Deeper fact based reco 8Page Business Review Category review Channel performance Underlying brand indicators 1
  • 12. We make brands better. We make brand leaders better. Completing a key issues presentation We leverage the summation of the business review to frame the drivers, inhibitors, risks and opportunities. From there we set a “straw dog” brand vision, then brainstorm all the issues in the way of achieving that brand vision. We begin to see key issues themes and use strategic summation tools to ensure we’ve looked at all parts of the business. We coach on the writing of a key issues deck for management approval. Con$nue/Enhance,,, • Stay%focused%on%things%going%right,%accelerate% against%them.%%%Con7nuous%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/Con$ngency, • Iden7fy%and%measure%the%risk,%explore%plans%to% avoid.%%%Fill%the%gap%before%a%compe7tor.% What’s,Inhibi$ng, the,Growth?, What,are,the,, untapped,, Opportuni$es?, What,are,, the,Threats?, What’s,Driving,, the,Growth?, Brand& Vision& Brainstorm&all& the&issues&in& the&way&of&the& vision& Narrow&down& the&list&of& issues&to&the& top&385& Frame&top& issues&in& ques<on& format& Layer&in&the& Strategy&as&an& answer&the& key&issue& 1.Where'are'we?'' 2.Why'are'we''here?'' 3.Where'could'we'be?' 4.How'can'we'get'there?' ' 5.What'do'we'need'to'do?' Situa<on'Analysis' Key'Issues' Vision/Purpose/Goals' Strategies/Tac<cs' Execute'&'Measure' Ques<ons'To'Ask' Planning'Areas' 1 2 3 4 5 6 Driver #1: Taste drives a high conversion of Trial to Purchase (65% vs. norm of 50%). 21 • In a blind taste test, Gray’s performed equal to the consumer’s regular cookie. When Consumers found out it was a low fat, low calorie op on, they said they would make it their regular cookie. • In the market, Gray’s has a very high conversion to purchase bea ng the norm (65% to 50%) and considerably higher than the other two ‘healthy’ cookies (Dad’s and Sarah’s) • Gray’s taste helps drive a high repeat %, bea ng norm 40% to 25%. 21 Conversion % to Purchase Repeat % 0 20 40 60 80 Gray's Norm Dad's Sarah's 65 50 38 33 0 10 20 30 40 Gray's Norm Dad's Sarah's 40 25 22 33 Con nue to look to opportuni es to drive trial, because of the high conversion to purchase. Inhibitor #1: Awareness among mainstream target (20%) held back due to weak Adver sing scores. Low A en on scores and Brand Link scores. 2424 33% 20% 10% 2% 0.5% 20% 75% 66% Awareness Familiar Consider Purchase Repeat Loyal12% • Skinny Brand Funnel shows a lot of gaps, poin ng to the lack of marke ng success in genera ng awareness, • Year 6, Gray’s s ll has very low Brand Awareness (33% vs. 60% norm). • Poor Ad tracking shows low A en on (30% vs. norm of 50%) and poor Brand Link ra o (.32 vs. .55 norm) 15% 66% 33 20 15 10 4 40% Gray’s 66% 60 48 40 20 83% 50% 5 25%80% 75% 66% Aware Familiar Consider Purchase Repeat Loyal 0.5 12% 2 40% - 14 - 8 +16 +20 -28 Poor execu on on adver sing holding back Awareness. Low emo onal connec on holding back repeat/loyalty. Norm 24 Brand Funnel Ra os Both ends of funnel need fix i ng. Need to choose between either building awareness or driving loyalty. •factors of strength or iner a that are helping to accelerate your brand’s growth. •Could be something within the brand’s make up or control, or it could be a factor of the market place. •What are the things that are directly driving your brand growth? Drivers •Weaknesses or fric on that is slowing your brand down, or a leaky hole that needs fixing. These are things that are happening right now. •What is holding you back or ge ng in your way from achieving the growth? •A leak in your Brand Funnel. Where are you exposed, Achilles heal? Inhibitors •Areas you could take advantage, which would accelerate our growth. They have to be real, or exploratory areas. No pipedreams! Unfulfilled needs, new technologies, regula on changes, removal of trade barriers. Opportunities •Outside of your control. They are real, but have not happened yet. If they did, they would be an inhibitor. No laundry lists. •Changing consumer needs, threat of subs tutes, barriers to trade, customer preference, or a acking your weaknesses. Threats Is happening Now Could happen Strategic summation Drivers & inhibitors risks & opportunities Issues arising from analysis Brainstorm issues in the way of vision Set a “straw dog” vision Key issues themes Writing key issues deck What is your current compe ve posi on in the market? Leader Challenger Flanker Guerilla Product Concept Idea Service/ Experience Price/Value Con nue Momentum Turn Around Re-Focus Start Up Indifferent Like It Love It Beloved How ghtly connected is your consumer to your brand? What is the core strength your brand can win on? What is the current business situa on that your brand faces? 1 4 2 3 Brand Strategy Alignment of your limited resources to a dis nct strategic point you wish to penetrate, crea ng posi ve momentum on a pathway towards your vision. Break through point where you see a shi in momentum towards your vision. It offers poten al proof to everyone that this strategy will work, helping rally others–the team, agency and even your boss. An aspira onal stretch goal for future, linked to a well-defined purpose. It should push you. It should scare you a li le, but excite you a lot. Something happening in the market, as a poten al strategic opening based on trends in the market (e.g. consumer behavior, technology impact). Ability to turn the early win into crea ng a momentum, that leads to the pping point where you achieve more in return than the effort put in. Realiza on point where you see a shi in posi onal advantage or power that allows you to believe your vision is achievable. Key Issues 2
  • 13. We make brands better. We make brand leaders better. Create a winning brand positioning Beloved Brands Inc. 55 Bridewell Cres., Richmond Hill, ON Canada L4C 9C3 T: 416-885-3911 E: graham.robertson@beloved-brands.com CREATIVE BRIEF FOR GRAY’S COOKIES 1. Why Are We Advertising · Drive awareness and consideration of the new Grays Cookies as “The Healthy Choice to Snacking” brand positioning. 2. What’s the Consumer Problem We are Addressing · Cookies are my enemy. I’m always watching what I eat. And then BAM, I see a cookie and I’m done. As much as I look after myself, I still like to sneak a cookie now and then. 3. Who are you talking to? · “Proactive Preventers”. They do whatever it takes to stay healthy, they run, workout and eat right. Women, 25-45 with bulls-eye target of 35-40. For many, Food can be a bit of a stress-reliever and escape even for people who watch what they eat. 4. Consumer Insights · “I have tremendous will-power. I work out 3x a week, watch what I eat and maintain my figure. But we all have weaknesses and cookies are mine. I just wish they were less bad for you” · “I read labels of everything I eat. I stick to 1500 calories per day, and will find my own ways to achieve that balance. If I eat a 400 calorie cookie, it may mean giving something up.” · “I shop at Whole Foods and love to explore the new items. The last few years, there have been some tremendous advances in making great tasting options—in a healthy package.” 5. What does our consumer think now? · I’ve never heard of Grays Cookies. But I’d likely need to try it and see if I like it. If it really does taste that good, it’s something I might consider as a snack. 6. What do you want your consumer to think/feel/do? (Desired Response) · We want them to try Grays and see if they like the great taste. 7. What should we tell them? (Stimulus: benefit) · Grays Cookies are the best tasting yet guilt-free pleasure so you can stay in control of your health. You have to try it to believe it. 8. Why should they believe us? · Grays combines the great taste in a low fat and calorie sensible cookie. In blind taste tests, Grays Cookies matched the market leaders on taste, but only has 100 calories and 2g of fat. · In a 12 week study, consumers using Grays once a night as a desert were able to lose 5lbs. · Grays uses all natural ingredients. 9. Tone and Manner · Successful. Motivated. Reliable. In Control. Natural. 10. Media Options · Main creative will be in specialty health magazines, event OOH signage and in-store. Want to carry the idea into digital, social media and a microsite. 11. Mandatories · The line: “best tasting yet guilt-free pleasure” must be included in the spot. · 25% of Print must carry the Whole Foods logo as part of our listing agreement. · Legal disclaimer on the taste test and the 12-week study. Creative BriefThe Big Idea We use a workshop style process that helps your team find a winning brand positioning, pushing the emotional benefits. We can validate with consumers through a testable brand concept. We’ll work to create a Big Idea that frames the external and internal promise of your brand. We’ll leave you with an execution ready creative brief to hand to your agency. Customer Value Proposition Positioning Statement I’m curious for knowledge I feel optimistic I want to be in control I am comfortable I want to be myself Our consumer Mo vated Special Successful Inspired Excited Interes ng Alive Cool Playful Popular Trendy Likeable Friendly In mate Happy Easy-going Nurtured Compassion Down-to--earth RelaxedHonest Family Trust Safe Respect Reliable Knowledge Wisdom Smarter Competent I want to feel liked I want to feel free © Hotspex Inc “Emo onal cheat sheet” for brands I want to be noticed Emotional Cheat Sheet Brand Concept Mapping 5 Connectors Brand Positioning 3
  • 14. We make brands better. We make brand leaders better. Write a brand plan everyone can follow We use a workshop style process to help your team lay out a long range strategic road map and brand plan that everyone in your organization can follow. We’ll help your team prepare brand plans for review. We then work with your team to create actionable project plans for each tactic with goals, milestones and budget. Purpose Worksheet Summary for wri ng of a Brand Plan Goals Values Tac cal Plan Strategy Key Issues • At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. • We believe equally in art and technology. • Apple wants everyone in the world to be part of the future. • Consumer first • Simplicity and ease-of-use • Stylish designs • Fast-to-market • Community • Con nue 10% sales growth • Double market share in Asia, • Launch 5 new technologies per year. Regain Leadership in Smart Phone technology Geographic focus into China Build around Cloud technology High service to ghten Apple community • Size op ons • Win on design • Launch watch • Specific products • Brand Building • New retail space • Launch into TVs • Integrate retail purchasing • Take services online • Increase courses • New retail spaces • How do we ba le Samsung/Google in smart phones? • How do we expand our growth beyond a fla ening North American market? • Where will the next round of innova on come from? • How do we strengthen bond with our most loyal Apple users? Using Apple as an Example Promise: We make it so easy to use electronics, that you will feel smarter and at the leading edge of technology Experience: Apple starts with the consumer experience & works back to the technology, elimina ng frustra ons. Story: Technology shouldn’t be in mida ng or frustra ng. We make it simple enough so you can be engaged right away. Freshness: Surprising technology that changes the world. Every product is stylish, simple, easy to use & leap frogged compe tors. Strategy: Technology with stylish designs made simple & consumer friendly stretching across a broad array of electronics products. Purpose: At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. We believe equally in art and technology. Brand Vision: Apple wants everyone in the world to be part of the future. Brand Strategy Road Map for the Future Values: Consumer first, simplicity and ease-of-use, stylish designs, fast-to-market, community. Goals: Con nue 10% sales growth, double market share in Asia, launch 5 new technologies per year. Strategies: Regain Lead in Smart Phone Technology Geographic focus into China Build around Cloud technology High service to ghten Apple community Tac cs: • Size op ons • Win on design • Launch watch • Specific products • Brand Building • New retail space • Launch into TVs • Integrate retail purchasing • Take services online • Increase courses • New retail spaces The Big Idea: Apple makes technology so SIMPLE that everyone can be part of the future © Beloved Brands Inc. Brand assessment Con nue/Enhance • Stay focused on things going right, accelerate against them. Con nuous 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/Con ngency • Iden fy and measure the risk, explore plans to avoid. Fill the gap before a compe tor. What’s Inhibi ng the Growth? What are the untapped Opportuni es? What are the Threats? What’s Driving the Growth? Defining key issues Strategy worksheet Idea evaluation Strategic road map 1-year brand plan Project plans 4 Brand Plan
  • 15. We make brands better. We make brand leaders better. The Brand Plan
  • 16. We make brands better. We make brand leaders better. Situation analysis Key Issues Vision and purpose Strategic choices Executional tactics Goals/Budgets/Measures Putting the final plan together The elements of the brand plan 1 2 3 4 5 6 7
  • 17. Situation Analysis Before planning where to go next, you need to understand “where are you” today. We recommend a deep-dive look at everything connected to the business. 1 We make brands better. We make brand leaders better.
  • 18. We make brands better. We make brand leaders better. To determine where are we, you need to look at health, as a signal to the future wealth of the Brand. Brand Health Think of WEALTH as the measures you can easily see, and the HEALTH as 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 18Page 1 Situation Analysis
  • 19. We make brands better. We make brand leaders better. Assess situation, looking at health and wealth of the brand, both internally and externally Internal 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 External Brand Health 19Page 1 Situation Analysis
  • 20. 20Page Brand Plan Example Assessment on Gray’s brand health and wealth Internal Health: Divided team on whether to go after new users or drive frequency among core users. Advertising programs has not created awareness. Channel strength has not reached beyond Food. Innovation has not been consistent. External Health: Gray’s is a beloved brand among a core niche (“Preventers”) but relatively indifferent and unknown among broader audience. Even among loyalists, frequency is very weak. Gray’s is a special treat rather than a usual brand. Internal Wealth: Gray’s has a unique recipe. With marketing investment, profit margins have fallen from 12% to 9%, without seeing the growth ROI from the programs. Debate on whether Gray’s should focus on channel growth vs. marketing led programs. External Wealth: Gray’s has a strong growth rate at +20% CAGR. Sales of $25Million with a 48% gross margins, above category norm of 42%. Gray’s has achieved a 3.3% share at grocery but only 0.4% in the other channels. Internal Brand Wealth External Brand Health
  • 21. We make brands better. We make brand leaders better. Conduct a deep dive Business review Category: factors impacting growth, trends, economic, changes happening in demographics, behaviors, consumption. Look at related categories. Consumer: define segments, buying habits, growth trends, key insights for each segment, buying system analysis, leaky bucket, consumer perceptions through tracking data and research Channels: look at each channel’s performance, major customers, sales performance, tools for winning used in each channel Competitors: dissect competitors looking at positioning, pipeline, pricing, distribution differences, consumer perception, strategies. Complete a brand plan for each competitor. Brand: look at internal and external health and wealth of brand. Use financial analysis, brand funnel data, market research perceptions. Look at advertising results, pricing strategies, distribution gaps and do a complete leaky bucket analysis. We make brands better. We make brand leaders better. 1 Situation Analysis 1 2 3 4 5 21Page
  • 22. Gray’s Cookies Business Review summary • Consumer: New consumers attracted to Gray’s “guilt free” positioning, but conversion to loyalty is due to the great taste. • Category: As America’s eating habits are changing the cookie category is shrinking, while the good-for-you segment thrives. • Channels: Gray’s has many distribution gaps, but needs to be mindful of choices, to maintain investment in driving consumer demand. • Competitors: Grays has an opportunity to dominate the good for you competitors before traditional brands enter segment. • Brand: Growth has come from product quality, but new “guilt free” position will connect deeper and fuel demand 22Page It is time to transition Gray’s from a product-led brand into an idea-led brand by connecting with consumers by owning the idea of “guilt free” snacking, rather than just selling a great tasting cookie. Begin to dominate and lead the “good for you” cookie segment. Themes each section from the review Brand Plan Major Brand Challenge Example
  • 23. We make brands better. We make brand leaders better. Use brand funnels to look beneath the surface and see the health of the brand B A Ratio Scores Absolute Scores • First take a look at the absolute brand runnel scores, compare them to last year, compare to competitors and versus the category norms. • Then you want to look the brand funnel ratios, finding the percent conversion from one stage to the next. To create the ratios, divide the absolute number by the number above it on the funnel. A B Process 23Page 1 Situation Analysis
  • 24. We make brands better. We make brand leaders better. Look at the comparison ratios of the stages of brand funnel as well as the gaps vs competitors What’s most useful is to compare the Ratios of your Brand to the Ratios of your nearest competitor. In this second part of the analysis, the ratio becomes the focus. Compare the ratios, finding the gap at each of the stages. You will start to see where your ratio will either be stronger or weaker than the comparison brand. Analyzing the difference between the 2 brands finds the biggest gaps and tells a strategic story for the gap. Process C D E Ra o Scores C D E Comparison of Ra os Highligh ng the Gaps 24Page 1 Situation Analysis
  • 25. Use consumer tracking to set up your strategies Penetration: % of households that have purchased a product, or shopped in a certain channel or retailer. If annual penetration of your Brand in the market is 56%, it means that 56% of all households in the market purchased your Brand at least once during the year. Buying rate or sales per buyer: Total amount of product purchased by the average buying household over an entire analysis period, expressed in dollars, units or EQ volume. If annual buying rate for your Brand is $15.53, it means that each household who bought your Brand, spent on average, a total of $15.53 on it over the course of the year. Purchase frequency or trips per buyer: number of times your average buying household purchases your product over a whole time period (usually a year). Purchase Frequency remains the same regardless of which sales measure is used (dollars, units or EQ volume. If annual purchase frequency for your Brand is 4.2, it means that each household who bought your Brand, on average, bought it 4.2 times over the course of the year. Purchase size or sales per trip: Average amount of product purchased on a single shopping trip by your average buyer. Like Buying Rate, Purchase Size can be calculated in terms of dollars, units or EQ volume. If annual purchase size for your Brand is 1.1 units, it means that Brand X buyers purchased an average of 1.1 units each time they bought your Brand during that year. How many HH’s are buying my brand? (Penetration) How much is each HH buying? (Buying Rate) How much do they buy each time? (Sales per trip) How often does each HH buy? (Frequency) What’s driving the sales of my brand? Sales = (Total Number of HH x Penetration) x Buying Rate A DC B A D C B We make brands better. We make brand leaders better. 25Page 1 Situation Analysis
  • 26. We make brands better. We make brand leaders better. Higher Margin % Brand Profit = (Price – Cost ) x (Market Share x Market Size) Look at brand wealth through 8 ways 1 2Premium Price Trading Up Stealing share Get loyal Users to use more 5 6 3 Lower Cost of Goods Efficient Spend4 7 8 Enter New Markets Find New Uses Price Cost Share Market Size Higher Volume 1 Situation Analysis 26Page
  • 27. We make brands better. We make brand leaders better. We use a force field type analysis to summarize drivers, inhibitors, opportunities and threats • Factors of strength or inertia that are helping to accelerate your brand’s growth. • Could be something within the brand’s make up or control, or it could be a factor of the market place. • What are the things that are directly driving your brand growth? Drivers • Weaknesses or friction that is slowing your brand down, or a leaky hole that needs fixing. These are things that are happening right now. • What is holding you back or getting in your way from achieving growth? • A leak in your brand funnel. Where are you exposed, Achilles heal? Inhibitors • Areas you could take advantage, which would accelerate our growth. They have to be real, or exploratory areas. No pipedreams! Unfulfilled needs, new technologies, regulation changes, removal of trade barriers. Opportunities • They are real, but have not happened yet. If they did, they would be an inhibitor. No laundry lists. • Changing consumer needs, threat of substitutes, barriers to trade, customer preference. Threats Helps frame what brand is facing as well as set up the Key Issues for brand plan. Is happening now Could happen 27Page 1 Situation Analysis
  • 28. Gray’s Cookies summary analysis Drivers Inhibitors • Taste drives a high conversion of Trial to Purchase (65% vs. norm of 50%). • Strong Listings has driven strong Distribution in Food Channels (95%) • Exceptional brand health scores among Early Adopters (“Proactive Preventers”) making it a highly Beloved Brand among the niche. • Awareness among mainstream target (20%) held back due to weak Advertising scores. Low Attention scores and Brand Link scores. • Low distribution at specialty stores at only 16%. Poor sales coverage. • Low Purchase Frequency (2.2 boxes/yr vs. 7.3 norm) even among most loyal early adopters. Opportunities Threats • R&D has 5 new flavors in development. Could launch Peanut Butter in Q4 of 2013 (top 15% in testing), Chocolate Chunks in Q2 of 2014 (top 50%) • Sales broker could specifically target specialty stores, which are in high growth (+15%/year) • Explore social media to convert strong loyal following into more mainstream mass appeal • Awareness among mainstream target (20%) held back due to weak Advertising scores. Low Attention scores and Brand Link scores. • Low distribution at specialty stores at only 16%. Poor sales coverage. • Low Purchase Frequency (2.2 boxes per year vs. norm of 7.3) even among the most loyal early adopters. 28Page Brand Plan Example
  • 29. We make brands better. We make brand leaders better. Laying out your story in an analytical Slide Driver #1: Taste drives a high conversion of Trial to Purchase (65% vs. norm of 50%). 19 • In a blind taste test, Gray’s performed equal to the consumer’s regular cookie. When Consumers found out it was a low fat, low calorie op on, they said they would make it their regular cookie. • In the market, Gray’s has a very high conversion to purchase bea ng the norm (65% to 50%) and considerably higher than the other two ‘healthy’ cookies (Dad’s and Sarah’s) • Gray’s taste helps drive a high repeat %, bea ng norm 40% to 25%. 19 Conversion % to Purchase Repeat % 0 20 40 60 80 Gray's Norm Dad's Sarah's 65 50 38 33 0 10 20 30 40 Gray's Norm Dad's Sarah's 40 25 22 33 Con nue to look to opportuni es to drive trial, because of the high conversion to purchase. Your analytical conclusion The story in 2-3 key points Supporting visuals To tell the story Analysis Analysis What you recommend Doing as a result of the analysis 29Page
  • 30. Key Issues Key Issues should summarize “why are we here”, which takes the deep dive analysis and begins to draw conclusions as to what are the major issues that need to be addressed. 2 We make brands better. We make brand leaders better.
  • 31. What is your current competitive position? Product Concept Idea Service/Expe rience Price/Value 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 that your brand faces? Why are we here? Here’s 4 questions to help focus your brand strategy 1 4 2 3 Brand Strategy We make brands better. We make brand leaders better. Leader Challenger Flanker Guerilla 31Page 2 Key Issues
  • 32. We make brands better. We make brand leaders better. Q1: What is your current competitive position? Leader (defensive): Leader of category or sub- category defending their territory by attacking itself or even attacking back at an aggressive competitor. Challenger (offensive): Challenger’s attack on the leader to exploit a weakness or build on your own strength. Flanking: An attack in an open area where the Leader is not that well established. Guerilla: Go to an area where it’s too small for the Leaders to take notice or are unable to attack back. 1 2 3 4 2 Key Issues 32Page
  • 33. Question 2: What is the core strength your brand can win on? Model forces you to pick one core strength, two at the middle point and forces you to have one that falls to the Low level. • Focus on superiority • Invest in Innovation • Rational advertising • Focus on being different • Invest in Communication • Emotional advertising • Focus on people/culture • Invest in training/values • Influencer/Social Media • Focus on efficiency/low cost/volume • Invest in production/sourcing • Call to Action Advertising We make brands better. We make brand leaders better. Product Concept/Idea ExperienceLow Price L M H 2 Key Issues 33Page
  • 34. We make brands better. We make brand leaders better. Question 3: How tightly connected is your consumer to your brand? LOVE IT INDIFFERENT BELOVED LIKE IT No real Opinion Meets the Basic Needs Crave the Brand Outspoken Fan © Beloved Brands Inc. I’m curious for knowledge be ed I want to be in Control I am Comfortable I want to be myself Our Consumer Likeable Friendly In mate Happy Easy Going Nurtured Compassion Down to Earth Relaxed Honest Family Trust Safe Respect Reliable Knowledge Wisdom Smarter Competent I want to feel liked © Hotspex Inc mo onal Cheat Sheet for Brands 2 Key Issues 34Page
  • 35. We make brands better. We make brand leaders better. Question 4: What is the current business situation that your brand faces? 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. 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. 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. 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. 2 Key Issues 35Page
  • 36. We make brands better. We make brand leaders better. “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 inhibiting the growth? What are the untapped opportunities? What are the threats? What’s driving the growth? 36Page 2 Key Issues
  • 37. We make brands better. We make brand leaders better. We start off with a straw-dog brand vision. Brainstorm all the issues that are in the way of the vision. Narrow down the list of issues to the top 3- 5 key issues. Frame the top issues in question format. Layer in the strategy as an answer to the key issue. We recommend a 5-step process for getting to the right key issues for your brand 2 Key Issues Key Issues should be asked in question format. Think of key issues in terms of a “rhetorical strategic question” which means that the question should be a bit leading, and have a proposed strategy almost as the solution. Spend time on these questions with deep thinking because the better the strategic question you ask, the better the strategic answer you will get. 37Page
  • 38. We make brands better. We make brand leaders better. The crucial part of key issues is getting to the right level. If you have less than 3, you are likely not detailed or specific enough, and if you have more than 5 you should try to elevate some up or group in themes to see if you can capture the bigger picture. As a guide, we recommend 3-5 key issues to make sure you are asking the most important questions How do we get consumers to use more coupons? This is too specific, tactical and likely too small. Think about it, if there are other ways to get to the same goal (e.g. more sampling) then the issue is too small. How do we become #1? This is aspiration and visionary, but too broad. It doesn’t really lead you to pin-pointed strategy. How do we drive usage among loyal? This talks closer to the overall objective…but with enough room to give strategic alternatives 38Page 2 Key Issues Too Low Too High Just Right
  • 39. We make brands better. We make brand leaders better. How do we drive usage among most loyal consumers? Turn regular usage into a ritual by creating an elevated, VIP experience for the connected consumers Key issue Strategy We make brands better. We make brand leaders better. Asking the best questions with key issues leads to the best strategic answers 2 Key Issues 39Page
  • 40. Vision and Purpose “Where could you be” should be a stake in the ground that inspires and pushes you, while motivating others. It should scare you a little, but excite you a lot. 3 We make brands better. We make brand leaders better.
  • 41. We make brands better. We make brand leaders better. Vision: End-in-mind Achievement. What do you want the brand to become? Think 10 years out: if you became this one thing, you would know that you are successful. Ideally it is Qualitative (yet grounded in something) and quantitative (measurable) It should be motivating and enticing to get people focused. Vision helps to Frame “Where could we be?” Things that make a good vision: 1) Easy for employees and partners to understand and rally around 2) Think about something that can last 5-10 years or more 3) Balance between aspiration (stretch) and reality (achievement) 4) It’s ok to embed a financial ($x) or share position (#1) element into it as long as it’s important for framing the vision. The watch outs for vision statements: 1. It’s not a positioning statement 2. Make sure we haven’t achieved it already 3. Don’t put strategic statements 4. Try to be single minded: tighten it—don’t include everything!!! 3 Brand Vision 41Page
  • 42. Great Examples of Vision Statement Princess Margaret Hospital To conquer cancer in our lifetime. John F. Kennedy "I believe that this nation should commit itself to achieving a goal, before this decade is out, of landing a man on the moon and returning him safely to earth." Facebook Give people the power to share and make the world more open and connected. Nike in the 1960s Crush Adidas!!! General Electric 1980s Become #1 or #2 in every market we serve and revolutionize this company to have the strengths of a big company combined with the leanness and agility of a small company City Bank 1915 Become the most powerful, most serviceable, most far-reaching world financial institution that has ever been Listerine Become part of the consumers brushing routine 3 Brand Vision We make brands better. We make brand leaders better. NFL Players Inc. The NFL Players are the fuel and the beneficiaries of our success. 42Page
  • 43. We make brands better. We make brand leaders better. A purpose driven vision can help explain and connect based on “why you do what you do” Why How What Strategy Apple Why do you exist? What’s your Purpose or Cause? At Apple, we believe in challenging the status quo, we believe in thinking differently. Making a dent in the universe. How we deliver against the Purpose or Cause? To challenge the status quo, at Apple, we make sure our products are all beautifully designed, simple to use and user friendly. What do you do to deliver the purpose? Sell computers, laptops, cell phones, tablets that are highly stylized and consumer friendly. Start with what’s in you: The most successful brands start with a purpose driven vision (why) and match the strategies (how) and the execution (what) to the purpose. 3 Brand Vision 43Page
  • 44. We make brands better. We make brand leaders better. How the purpose driven brand vision drives through the organization Why How What Executive Team Management Staff of Subject Matter Experts Strategy Organization The Why is the Vision, Mission and Values. It is owned by executive teams. The How is the Strategy and Tactics in the plan, and is owned by Management. The What is the Execution and Delivery of the Vision. It’s owned by front line employees and culture. 3 Brand Vision 44Page
  • 45. 45Page Brand Plan Example Brand Vision To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. Make Gray’s a $100 Million brand by 2020. 2016 Goals Gray’s Cookies Vision and Goals for 2016 Goals 2015 2016 Comments Sales $27.5M $30.38M 11% growth rate Share 0.8% 1.2% New triple chocolate 0.5% share Distribution 62% 72% Increase coming mainly from fixing specialty. Awareness 33% 42% Below norm, 80% among niche, < 20% overall Purchase 10% 12% Brand promise & sampling helps drive trial. Repeat 4% 5% High quality Taste converts high repeat
  • 46. Strategic Choices “How can we get there” starts to focus your limited resources of money, time, people, against an array of unlimited choices, so that you drive the highest return on investment (ROI) and effort (ROE) to push your brand into a better zone. 4 We make brands better. We make brand leaders better.
  • 47. We make brands better. We make brand leaders better.
  • 48. Six elements needed for good strategy 1 2 3 4 5 6 We make brands better. We make brand leaders better. 4 Strategic Choices
  • 49. Alignment of your limited resources to a distinct strategic point you wish to penetrate, creating positive momentum on a pathway towards your vision. Break through point where you see a shift in momentum towards your vision. It offers potential proof to everyone that this strategy will work, helping rally others–the team, agency and even your boss. An aspirational stretch goal for future, linked to a well-defined purpose. Itshould push you. It should scare you a little, but excite you a lot. Something happening in the market, as a potential strategic opening based on trends in the market (e.g. consumer behavior, technology). Ability to turn the early win into creating a momentum, that leads to the tipping point where you achieve more in return than the effort put in. Realization point where you see a shift in positional advantage or power that allows you to believe your vision is achievable. We make brands better. We make brand leaders better. 49Page Six elements needed for good strategy4 Strategic Choices 1 2 3 4 5 6
  • 50. • 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 We make brands better. We make brand leaders better. 4 Strategic Choices 50Page
  • 51. We make brands better. We make brand leaders better. When you focus, five 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. Bigger and better P&L We make brands better. We make brand leaders better. 4 Strategic Choices
  • 52. We make brands better. We make brand leaders better. At a crucial point of World War 2, while Germany was fighting a war on two fronts (Russia and Britain), the Allied Forces (Britain, US, Canada, Australia) planned D-Day for 2 years, deciding 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 4 Strategic Choices 52Page
  • 53. We make brands better. We make brand leaders better. D-Day delivers on the six elements of strategy 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 beaches unguarded by Germans. Russia was attacking from the East weakening/distracting Germany. Despite heavy casualties, the Allies were able to capture the beaches and within 5 days of D Day, and were able to put 325,000 soldiers on mainland Europe. Re-claiming Paris, pushing back the German Army, turned the momentum into the Allied Forces side. The allies were able to take the Positional Power and shift it to where Germany was now defending on their own territory. A year later, the allies defeat Germany in Berlin. The US was now able to focus and fight the Pacific war and defeat Japan. 1 2 3 4 5 6 4 Strategic Choices 53Page
  • 54. We make brands better. We make brand leaders better. • 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: True test of the Strategy: Will it explain free mall concerts by Avril Lavigne? Is this a good strategy or bad? 4 Strategic Choices 54Page
  • 55. We make brands better. We make brand leaders better. Be a pop superstar, #1 album, sold out concerts. Malls are exactly where her target (11-17 female) hangs out, allowing her to focus all her energy on her core target. Positioned as giving back to her fans. First star ever to give free concerts. She had a new album coming out. There were still record stores in malls. Attracted 5k screaming 13-year-olds per mall which created an early win among her most loyal of fans: those who loved and adored her. Local news covered the story giving her added exposure. Everyone (mom/kids) happy with “free” gesture. Avril delivers on the six elements of strategy Able to leverage 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. Everyone knows the charts are the gateway to bigger mass audiences–more radio play, iTunes downloads and more talk value. The comeback complete. 1 2 3 4 5 6 4 Strategic Choices 55Page
  • 56. 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. We make brands better. We make brand leaders better. Classic strategic flaw is driving penetration & usage frequency at the same time
  • 57. Tug at the Heart: Tighten Connection using emotion Continue the Magic: Maintain the Love with your most loyal users Create Following by Separating Yourself: Drive rational & emotional benefits to close sale Where your brand sits on the Brand Love Curve sets up your strategic choices.… We make brands better. We make brand leaders better. LOVE IT INDIFFERENT BELOVED LIKE IT © Beloved Brands Inc. I’m curious for knowledge I want to be Noticed I feel Optimistic I want to be in Control I am Comfortable I want to be myself Our Consumer Mo#vated) Special) Successful) Inspired) Excited) Interes#ng) Alive) Cool) Playful) Popular) Trendy) Likeable) Friendly) In#mate) Happy) Easy)Going) Nurtured) Compassion) Down)to)Earth) Relaxed) Honest) Family) Trust) Safe) Respect) Reliable) Knowledge) Wisdom) Smarter) Competent) I want to feel liked I want to feel Free ©)Hotspex)Inc) An#Emo' onal#Cheat#Sheet#for#Brands# Beloved'Brands' 57Page Establish in the Mind: Drive Awareness & Consideration with new users 4 Strategic Choices
  • 58. We make brands better. We make brand leaders better. Indifferent Like It Love It BelovedWhere are you now? Where your brand sits on the Brand Love Curve sets up your strategic choices.… Establish your brand in the consumer’s mind Tug at heartstrings to tighten bond with your most loyal Continue magic and get loyalists to speak on your behalf Separate your brand from the pack to create a following 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 Acquisition: new consumers Drive Penetration: get consumers to use more/ differently 6. Consolidation: get consumers to use for everything 7. Cross Sell: get current customers to try other products 9. Experience: shift from product to experience 10. Maintain: re- enforce Brand equities. 11. Deeper: 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. Your strategic theme should be Then pick one of 16 possible strategies 58Page 4 Strategic Choices
  • 59. We make brands better. We make brand leaders better. The Head The Feet The Heart The Soul 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 Indifferent Like It Love It Beloved Where are you now? Where should you focus? 59Page 4 Strategic Choices Where your brand sits on the Brand Love Curve sets up your strategic choices.…
  • 60. 60Page Brand Plan Example Key Issues and Strategies Continue to attract new users to Gray’s What’s the priority choice for growth: find new users or drive usage frequency among loyalists? Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? 1 2 How will we defend Gray’s against the proposed Q1 2014 ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? 3 Focus investment on driving awareness and trial with new consumers and building a presence at retail. Build defense plan against new entrants that defends with consumers and at store level. Key Issues Strategies
  • 61. 61Page Brand Plan Example Strategies and Tactics Continue to attract new users to Gray’s 17Page • Goal: Increase penetration from 10% to 12%, specifically up from 15% to 20% with the core target. Monitor usage frequency among the most loyal to ensure it stays steady. • Program: Target the “Proactive Preventer” target, who is 35-40 female, who work out 3x a week. Use “guilt free treat” message which has tested as the most motivating and own-able message for Gray’s. Recommend a balanced consumer marketing mix of advertising to drive positioning and sampling to drive trial. More details are outlined on the next strategy. • Watch out: At this point, we believe the product taste and consumer habits around healthy eating can help drive frequency of use. Brand Plan Strategy #1 Focus investment to drive awareness and trial with new consumers and building a presence at retail. 18Page • Goal: Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Drive trial from 15% to 20%. Focus for sales is to close distribution gaps going from 62% to 72%. • Program: 1) Mass TV Advertising and specialty Health Magazines helps to drive awareness in the most efficient manner, focused on appointment and specialty TV. 2) Increase amount of digital, using Facebook, Pinterest and Instagram to catch young moms. Build social media network of core loyal users. 3) In store and even sampling to re-enforce trial. Use in-store sampling to secure end aisle displays. 4) Sales Team to secure added distribution at Specialty stores. 5) R&D should focus on driving annual innovation to create an optimized portfolio mix. • Watch outs: Trying to do too many activities overloads the team, watch the working/non-working marketing spend. Brand Plan Strategy #2 Build defense plan against new entrant that defends with consumers and at store level. 19Page Brand Plan • Goal: Hold dollar share during competitive launches and continue to grow 11% post launch gaining up to 1.2% share. Target zero losses at shelf. • Program: 1) Pre-launch (Q4) the sales team to shore up all distribution gaps. Leverage category data to close deals. 2) At launch defense plan (Q1) includes heavy merchandising, locking up key ad dates and BOGO. 3) Marketing support (Q1) includes 15s TV ads and high frequency magazine 1/3 page ads to muddy airwaves, couponing and in-store sampling. 4) Use sales story that any new “healthy” cookies should displace under-performing and declining unhealthy cookies. • Watch outs: Stay aware of exact timing to ensure focused defense plan lines up. Cannot lose our shelf space. Hold $2 Million contingency defense plan for Q2/Q3 timing, depending on performance of the competitive launches. Strategy #3 Map out each strategy with a goal, the lay out of the tactical programs and a possible watch out.
  • 62. Execution tactics The “what will you do” to be successful must fall directly out of the “how” in order to stay on strategy. At this point, you want to find the most efficient execution to make the most of your limited resources. 5 We make brands better. We make brand leaders better.
  • 63. Consumers Connect with brands based on a Big Idea and the 5 connectors must align to that Big Idea How well does the brand concept connect to consumers? How well does the brand experience live up to and consistently deliver the promise? How well does the brand communicate their differences and move consumers? How well does the brand stay fresh and on top of trends with consumers? Promise ExperienceBrand Story Freshness Positioning InnovationCommunication What focused choices does the brand make to drive growth and profits? Strategy Brand Plan I’m curious for knowledge I want to be Noticed I feel Optimistic I want to be in Control I am Comfortable I want to be myself Our Consumer Mo vated Special Successful Inspired Excited Interes ng Alive Cool Playful Popular Trendy Likeable Friendly In mate Happy Easy Goin Nurtured Compassion D Honest Family Trust Respect Reli Knowledge Wisdom Smarter Competent I want to feel liked I want to feel Free © An Emo onal Cheat Sheet for Brands Beloved Brands The Brand Big Idea We make brands better. We make brand leaders better. 63Page Brand Idea Mapping Culture & Operations 5 Execution Tactics
  • 64. Promise ExperienceBrand Story Freshness Positioning Innovation Culture & Operations Communication Strategy Brand Plan Big Idea We make brands better. We make brand leaders better. 64Page Big Idea: Apple makes technology so SIMPLE, so that everyone can be part of the future Consumer Technology so simple everyone can feel a bit smarter. Starts with the end consumer experience and works back to the technology. Technology shouldn’t be frustrating. You can be engaged right away, do more and get more. Surprising technology that changed the world, appeared to leap frog competitors. Take existing technology and stylize and simplify functionality. Brand Idea Mapping 5 Execution Tactics
  • 65. We make brands better. We make brand leaders better. Big Idea should manage every part of your organization with a consistent internal brand story to every employee. The brand’s BIG IDEA should connect with the consumer and guide the promise, strategy, story, Innovation & Culture… …and everyone on the Brand should look to the BIG IDEA as a beacon for how to perform in their jobs. We make brands better. We make brand leaders better. Promise Experience Brand Story Freshness Posi oning Innova on Culture & Opera ons Communica on Strategy Brand Plan I’m curious for knowledge I want to be Noticed I feel Optimistic I want to be in Control I am Comfortable I want to be myself Our Consumer Mo#vated) Special) Successful) Inspired) Excited) Interes#ng) Alive) Cool) Playful) Popular) Trendy) Likeable) Friendly) In#mate) Happy) Easy)Going) Nurtured) Compassion) Down)to)Earth) Relaxed) Honest) Family) Trust) Safe) Respect) Reliable) Knowledge) Wisdom) Smarter) Competent) I want to feel liked I want to feel Free ©)Hotspex)Inc) An#Emo' onal#Cheat#Sheet#for#Brands# Beloved'Brands' The Brand Big Idea 65Page Brand Story Brand Positioning Strategic Plan Retail Selling Organization Culture Driving Profits Vision Purpose Goals Key Issues Strategies Tac cs Calendar Budget Target Insights Consumer Enemy Features Ra onal Benefits Emo onal Benefits Statement Winning Concept Social Media Digital Look and Feel Communica ons Strategy Brief Crea ve Idea Paid Media Earned Media Trends Direct Interac on Voice of Consumer Consumer Experience Consumer Insights Behaviors Talent Hiring Training Values Revenue CAGR P&L Mgmt. COGS ROI Priori es Investment Forecasts Share Data NPD Produc on Por olio Mgmt. R&D Plan Brainstorm NPD Investment Launch Plan Customer Priori za on Key Accounts Distribu on In store Message In store Experience Buyer Rela ons Budget Home Media Consumer Focus Program Tracking Pricing & Promo on Customer Analy cs Program Budgets Org Structure Leadership Mo va on Brand Story NPD Research Product Innovation Diagnos c Tracking Our Consumers Service Systems Service Values Media Customer Innova on Claims The Big Idea Big Idea Brand Idea Mapping 5 Execution Tactics
  • 66. We make brands better. We make brand leaders better. Big Idea allows consistent delivery of brand story over time, across various mediums and through sub brands. The brand’s BIG IDEA should guide the Advertising Creative Idea and the Master Brand as well as sub brands or sub messages… …the Media Plan should also leverage the BIG IDEA to balance how to execute the Master Brand and sub brands or other mediums. Creative Big Idea Master Brand Anthemic Ad Sub Brand Ad Sub Brand Ad Sub Brand Ad J F M A M J J A S O N D TV TVTV TV Print Print Print Digital Digital Radio Radio Radio Facebook FacebookWeather Twitter YouTube We make brands better. We make brand leaders better. 66Page Big Idea Brand Idea Mapping 5 Execution Tactics
  • 67. We make brands better. We make brand leaders better. Vision/Purpose Positioning Big Idea Promise and Concept Objectives/Strategies/Tactics Advertising Strategy Creative Brief Creative Expectations Advertising Big Idea Script Tone/Feel Production Execution Planning (Brand Plan) Communicating (Briefing) Execution (Aligning w/strategy) Market Feedback (Brand Review) Need to consistently stay on strategy from planning to briefing and through execution. 5 Execution Tactics 67Page
  • 68. We make brands better. We make brand leaders better. Focus your marketing activities by prioritizing on return on investment and effort (ROI and ROE) Finding the “Big Easy” • Put all of the ideas on to post it notes, then map each idea onto the grid as to whether they will have a BIG versus SMALL impact on the business, and whether they are EASY versus DIFFICULT. • The top ideas will be in the BIG EASY top right corner. JUST DO IT Brainstorm ways to make these ideas even bigger THE BIG EASY Big Wins, Easy to do AVOID Bad ROE, drain on resources MAKE EASIER Brainstorm easier ways to get it done Easy Difficult Small Win Big Win Implementation Business Impact Idea Idea Idea Idea Idea Idea Idea Idea Idea Idea Idea Idea Idea 5 Execution Tactics 68Page
  • 69. We make brands better. We make brand leaders better. I’m curious for knowledge I want to be Noticed I feel Optimistic I want to be in Control I am Comfortable I want to be myself Our Consumer Mo vated Special Successful Inspired Excited Interes ng Alive Cool Playful Popular Trendy Likeable Friendly In mate Happy Easy Going Nurtured Compassion Down to Earth Relaxed Honest Family Trust Safe Respect Reliable Knowledge Wisdom Smarter Competent I want to feel liked I want to feel Free © Hotspex Inc An Emo onal Cheat Sheet for Brands Beloved Brands Awareness Ads to announce brand position to separate your brand BELOVED INDIFFERENT LIKE ITLOVE IT Search Engine & PR for those looking for learning, prior to deciding Retail & Home page to separate your brand from others during the decision makingEmotional Ads/Events to drive emotional connection to turn usage into routine Experience Ads to turn trial into Experience to go beyond the pure product On-line club to surprise & delight to passionately connect with the most loyal consumer Social Sharing Reward Exclusivity & leverage influence over friends Post Purchase Help to re-enforce brand position, create an experience & help ease first time usage Use a Buying System to match your marketing execution to where your consumer 5 Execution Tactics 69Page
  • 70. We make brands better. We make brand leaders better. LOVE IT INDIFFERENT BELOVED LIKE IT © Beloved Brands Inc. I’m curious for knowledge to be ticed el ic I want to be in Control I am Comfortable I want to be myself Our Consumer ul) Likeable) Friendly) In#mate) Happy) Easy)Going) Nurtured) Compassion) Down)to)Earth) Relaxed) Honest) Family) Trust) Safe) Respect) Reliable) Knowledge) Wisdom) Smarter) Competent) I want to feel liked ©)Hotspex)Inc) n#Emo' onal#Cheat#Sheet#for#Brands# - Mass Advertising - Events & PR - Ads at first consideration - Key Influencers: experts - Targeted Digital Ads - Web Page & Links - Ads at Search Point - Experts, Partners - Consistent Display - Sales Influence - Pricing & Promotion - Tagging Options - Customer Service - Product Quality - Continuous Innovation - Cross Sell Brand - Advocacy & Influence - Loyalty Marketing - Social Networking - Transaction Options - Ease of Purchase Execution at various stages of Love Curve5 Execution Tactics 70Page
  • 71. We make brands better. We make brand leaders better. When getting into execution mode, think about the desired response before planning the stimulus Too many Brand Leaders start with the stimulus. But, you should start with the response and let that guide what you’re going to tell them. What should we tell them? What do we want our consumer to think, feel or do? I’m curious for knowledge I want to be Noticed I feel Optimistic I want to be in Control I am Comfortable I want to be myself Our Consumer Mo vated Special Successful Inspired Excited Interes ng Alive Cool Playful Popular Trendy Likeable Friendly In mate Happy Easy Going Nurtured Compassion Down to Earth Relaxed Honest Family Trust Safe Respect Reliable Knowledge Wisdom Smarter Competent I want to feel liked I want to feel Free © Hotspex Inc An Emo onal Cheat Sheet for Brands Beloved Brands 5 Execution Tactics 71Page
  • 72. We make brands better. We make brand leaders better. To break through clutter you must be get comfortable being “different” How you manage both product development and advertising, you must be BOTH good and different. Good Not Good DifferentNot Different 5 Execution Tactics 72Page
  • 73. We make brands better. We make brand leaders better. LOVE IT INDIFFERENT LIKE IT Product Focus: Either one core product or line extensions, use innovation to help explain purpose, idea or concept as well as a real point of difference versus current offerings to break through and solve an unmet need. Separate Yourself: Use innovation to stay ahead, address gaps or flaws in the category. Use claims or build support points to separate yourself on quality, performance, experience or value. Focus on better. Create Experiences: Use innovation to become part of the consumer’s life, connecting emotionally and into their current life rituals. Explore peripheral products around routines. Keep investing to stay ahead of challengers. BELOVED Broaden Offering: Extend brand beyond core product. Use innovation to surprise and delight and support the love. Use innovation to attack current offering, but be aware your consumer might not want change. Big Idea should drive the freshness with consumers and match up to product development 5 Execution Tactics 73Page
  • 74. We make brands better. We make brand leaders better. Focus on organizational alignment: Hold culture up the lens of the brand and ensure the right team in place to deliver against the needs of the brand. Don‘t force culture too much, but use a purpose driving vision as a guiding principle. Culture stands out on some unique dimension of quality: Be more consumer centric (customer first) Begin to push the culture to create a unique delivery of the product experience. Use Leaky bucket analysis to address weaknesses. Set up forums for innovation—take risks on the best ideas. Big idea should be an internal beacon to creating experiences through culture and organization Culture is backbone to deliver the ideal experience: Use purpose driven vision, beliefs and values to challenge team to create and deliver that experience. Begin using power of a loved brand to attract and retain the best. Culture and brand are one: Brand becomes an internal beacon for culture—the brand’s people are the strongest most outspoken fans who spread the brand’s virtues. To move along the Brand Love Curve, aligning the culture to the brand becomes crucial 5 Execution Tactics LOVE IT INDIFFERENT LIKE IT BELOVED 74Page
  • 75. 75Page Brand Plan Example Executional Plan Once you have mapped out each strategy with an executional plan, you want to create separate one page plans for each area that touches the brand: consumer communications, retail execution, competitive plans, R&D innovation and for service businesses consider a culture and operations plan, Advertising & Communications Plan 20Page Brand Plan • Goal: Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Drive trial from 15% to 20%. • Strategy: Use awareness to drive trial of the new Grays Cookies as “The Healthy Choice to Snacking” brand positioning. • Target: “Proactive Preventers”. Suburban working women, 35-40, who are willing to do whatever it takes to stay healthy. • Desired Response Try Grays to see if they like the great taste. • Main Message: With Grays Cookies you can still have a great tasting cookie without the guilt, so you can stay in control of your health. In blind taste tests, Grays Cookies matched the market leaders on taste, but only has 100 calories and 2g of fat. In a 12 week study, consumers using Grays once a night as a desert were able to lose 5lbs. • Media Options Main creative will be TV 15 second spot, with specialty health magazines, event signage and in-store sampling. Want to carry the idea into digital, social media and a microsite. Execution Plan Brand Sampling Plan 23Page • Goal: Drive trial from 15% to 20%. • Strategy: Use in-store and event sampling to drive trial of the new Grays Cookies as “The Healthy Choice to Snacking” brand positioning. • Target: “Proactive Preventers”. Suburban working women, 35-40, who are willing to do whatever it takes to stay healthy. • Desired Response Try Grays to see if they like the great taste. • Main Message: With Grays Cookies you can still have a great tasting cookie without the guilt, so you can stay in control of your health. In blind taste tests, Grays Cookies matched the market leaders on taste, but only has 100 calories and 2g of fat. In a 12 week study, consumers using Grays once a night as a desert were able to lose 5lbs. • Location Options: In-store sampling: grocery, Costco, health food stores. Event Sampling: Fitness Shows, Yoga events, Women’s networking and new Mom groups. Brand Plan Execution Plan In-Store Plan 25Page • Goal: Drive fair share of shelf, merchandising and leverage in-store sampling events for added distribution and display. Hold distribution and shelf placement during the defense plan. • Strategy: Leverage key results, planogram recommendations and in-store specialty store merchandising team to build displays, manage shelf sets. • Focus: Gain added distribution points at specialty stores. Hold shelf space at grocery, health stores during the competitive launches. • Key Message: Healthy Cookies should be the growth focus for the overall cookie category. Gray’s is the current leader of the healthy cookie segment, with high growth rates and meeting the needs of a core group of proactive preventer consumers that spend 32% more in store than average. • Programs: Support Q4 retail blitz team with signage and display materials. Support the Q2 specialty blitz team Brand Plan Execution Plan Innovation Plan 26Page Brand Plan • Goal: Leverage 2 new innovations to build the Gray’s line up around key flavor trends among our “proactive preventer” target. Continue to push the taste profile to ensure we are as good as the non-healthy cookies. • Strategy: Continually launch new flavors, pushing out the under-performing flavours and expanding the Gray’s line up. With taste as our main discriminator, we must push for taste performance and claims related to taste and diet performance. • Focus: Push to launch two new flavors per year. • Internal Beacon: In blind taste tests, Grays matched the market leaders on taste, but only has 100 calories and 2g of fat. In a 12 week study, consumers using Grays once a night as a desert were able to lose 5lbs. • Programs: Expecting to launch two new flavours in Q4 of 2015 and Q4 of 2016. Leverage stage gate process to gain approvals and consumer acceptance at key stages. Explore new diet claims that are motivating and ownable for Gray’s. Execution Plan Competitive Defense Plan 27Page Brand Plan • Goal: Hold dollar share during launch and continue to grow 11% post launch gaining up to 1.2% share. Target zero losses at shelf. • Strategy: Build defense plan against new entrant that defends with consumers and at store level. • Target: Current heavy users of Gray’s, so we can hold on to them during the first few months of the launch. Leverage the excitement of two new launches to gain new users. • Desired Response Try Grays to see if they like the great taste. • Program: 1) Pre-launch (Q4) the sales team to shore up all distribution gaps. Leverage category data to close deals. 2) At launch defense plan (Q1) includes heavy merchandising, locking up key ad dates and BOGO. 3) Marketing support (Q1) includes 15s TV ads and high frequency magazine 1/3 page ads to muddy airwaves, couponing and in-store sampling. 4) Use sales story that any new “healthy” cookies should displace under-performing and declining unhealthy cookies. Execution Plan
  • 76. 76Page Brand Plan Example Executional Plan Gray’s Cookies Plan Calendar Activities J F M A M J J A S O N D TV Adv. (15 sec) Print in Health Magazines (full page) Digital Ads Social Media Hits PR in health Magazines In-store Sampling Event Sampling Retail Blitz Special Store Blitz In store BOGO Display Program FSI Couponing Programs Communications Sampling In store Coupons Execution Plan
  • 77. We make brands better. We make brand leaders better. A plan is not complete without project management plans to make sure things happen. 5 Execution Tactics Projects with owners, deadlines and budgets are more likely to become reality and get executed. 77Page
  • 78. Goals and Measurement 6 We make brands better. We make brand leaders better.
  • 79. We make brands better. We make brand leaders better. Setting S.M.A.R.T. goals for your plan S Specific: State exactly what you want to accomplish, including who, what, where, when, why? Focus on specific external results (sales, market share, performance tracking, rating scores etc.) or major milestones towards the vision. M Measurable: How will you demonstrate and evaluate the extent to which the goal has been met. Usually tracked versus last year, versus competitors, versus norms or versus a milestone towards the end goal. A Achievable: Stretch and challenging goals with ability to achieve outcome. Use action oriented verbs. We always say that the setting of major goals should scare you a little, but excite you a lot. R Relevant: How does the goal fit your responsibilities as well as fitting with your strategy? Each strategy should have a goal linked to it, as well as a 5-10 year goal tied to the vision, that can have year bound milestone goals. T Time-Bound: Set target “by when” dates that linked to major milestones or completion deadlines. The should be broken out quarterly, annually or even 5 year goals. Deadlines for projects, on air, in market, stage-gate timing. 6 Goals & Measures 79Page
  • 80. We make brands better. We make brand leaders better. Using the S.M.A.R.T. goals to create a Brand Dashboard for your team to monitor 6 Goals & Measures Goal 2015 2016 Comment Sales $25MM $30MM Continue 20% growth rate Share 0.8% 1.2% New triple chocolate 0.5% share Distribution 62% 72% Increase coming mainly from fixing specialty. Awareness 33% 42% Below norm, 80% among niche, < 20% overall Share 0.8% 1.2% New triple chocolate 0.5% share Repeat 4% 5% High quality Taste converts high repeat Gross Margin % 55% 57% Launching new premium line up. Profit % 19% 15% Increased marketing spend in year 1 of launch Ad Brand Link 62% 70% Building on current brand equity in TV ad Purchase Intent 70% 70% Should hold strong as we trade up. Customer Satisfaction 58% 60% Halo impact from new premium line up. Freshness Index 12% 20% Increasing % sales from new launches. You have to measure what matters 80Page
  • 81. Doing some very simple math shows three potential major problems right away. • Gross Margin is falling each year—problem with either price or COGs? • Contribution Margin falling—Gross Margins, Spend Increases. • Spend growing faster than sales. Investment mode? 1 3 2 1 2 3 We make brands better. We make brand leaders better. 2008 2009 2010 Net Sales 21,978 24,616 27,569 Cost of Goods Sold 12,866 14,925 17,313 Gross Margin 9,482 9,862 10,256 Research Development 346 352 360 Total SG&A 3,444 4,202 5,127 Ad Merch 568 858 1,296 TV - - 175 On Line 28 70 175 Print 57 75 100 PR 59 77 100 Sampling 3 13 50 Sponsorship 132 73 40 Research 200 100 5 Packaging 133 100 75 Display 4 29 200 Trade 426 400 376 Other SG&A 2,172 1,433 989 Contribution Income 5,763 5,244 4,772 12% 22% 81Page Use P&L management to drive the brand wealth… 6 Goals & Measures
  • 82. We make brands better. We make brand leaders better. …there are 8 ways that a brand leader can drive profits Premium and Inelastic: Loyal consumers, weakened channels pay premiums, and trading up where offered. More engaged employees deliver better experience—even more premiums. Efficient and Powerful: Economies of scale. Suppliers cut costs due to volume & wanting brand in portfolio. Efficient media spend, free media through search, earned and social. Gov’t willingly subsidize. Partners give favorable terms. Price Costs 1 2 3 4 Higher Margin % Lower COGs & Expenses Price Level Trading Up/Down Product Costs Marketing Costs 82Page 6 Goals & Measures
  • 83. We make brands better. We make brand leaders better. Momentum and Tipping Point: Crowds draw crowds. Power of media (search + social + earned) keeps brand in the conversation with heavy influence. Competitors can’t respond to the momentum. Loyalists Will Follow Wherever: Loyal users will follow where brand goes, and doors will open to new ventures. The idea of brand no longer tied to product, but to how brand makes you feel. Market Share Market Size 5 6 7 8 Share Gains New Markets Stealing Others Get Users to use more Enter New Category Find New Uses 83Page …there are 8 ways that a brand leader can drive profits 6 Goals & Measures
  • 84. We make brands better. We make brand leaders better. As you re-focus a portfolio of brands, look externally to the market to judge investment decisions. • Look at your portfolio of brands and see where your brand fits. Compare market attractiveness versus the brand’s competitive strength. • Brands that are in an attractive market and have a strong share position should be high growth brands (green). Market Attractiveness Brand’s Competitive Strength 84Page 6 Goals & Measures
  • 85. We make brands better. We make brand leaders better. Then look Internally with an ROI based on sales growth rates and contribution margin rates • The second way to look at your brand is the projected 5 year growth rate against the brand’s contribution margins. • Brands that high growth and high margin position should be high growth brands (green). Brand Growth Percent Brand Margin Percent 85Page 6 Goals & Measures
  • 86. We make brands better. We make brand leaders better. The Stake in the Ground: A Comparison Measure • The first thing to do is to find a comparative stake in the ground, which will help you to make comparisons—either above or below the comparison. • you can make a comparison from. It could be something from our own past, a competitor’s past, another brand in the company…or even a different geography that could be extrapolated to Canada. The + or – Analysis • Put together a chart that shows how your expectations of what you are trying to measure in relative nature to the stake in the ground. Think things in your own market, that might make it bigger or smaller then the stake in the ground projection. Bigger Impact Lower Impact Examples: We have a relatively bigger share More advertising dollars Consumers like that flavor better It has a unique positioning More doctor support Example: We are last in the market. Pricing is lower. Not as much consumer appeal. Canadians don’t like that flavor. We are 4th in market. Making Projections by putting a stake in the ground, alter with + or - 86Page 6 Goals & Measures
  • 87. 87Page Brand Plan Example Profit Projections 2014 2015 2016 $ g% $ g% $ g% Comments Net Sales 21,978 44% 27,354 24% 30,385 11% With 2 competitors launching, growth will slow to +11% Cost of Goods Sold 10,333 40% 12,606 22% 13,237 5% New plant production has given lower cost of goods. Gross Margin 11,645 49% 14,748 27% 17,148 16% Gross margins continue to make efficiency gains. GM % 53% 54% 56% R&D 346 3% 352 2% 360 2% Holding steady R&D flavor innovation budget. Marketing Budget 5,528 22% 7,962 44% 8,850 11% Spending up in line with the sales forecast. Ad Merchandisers 568 22% 855 51% 850 -1% TV 1200 42% 900 -25% 1200 33% Increased budget as part of defense plan On Line 233 3% 480 106% 900 88% Staying competitive with shift to on line. Print 1355 22% 1050 -86% 1000 -100% Continued use of specialty health magazines PR 59 15% 77 31% 200 160% Sampling 500 4% 1200 140% 1400 17% Sampling is part of the mix to drive trial. Defense Plan. Sponsorship 100 33% 500 400% 0 -100% Research 200 55% 300 50% 500 67% Added tracking of two competitive launches. Packaging 133 66% 100 -25% 50 -50% Display 430 44% 1300 202% 1400 8% Lock up displays during the competitive launches. Trade 750 1200 60% 1350 13% Increased trade spend to stay competitive. Other SG&A 2,000 22% 289 -86% 989 242% Contribution Income 3,771 22% 6,145 63% 6,949 13% Gains coming from production efficiencies. CI % 17% 22% 23%
  • 88. We make brands better. We make brand leaders better. Putting together the final brand plan 7
  • 89. Gray’s Cookies Plan on a Page Analysis Issues and Strategies Executional Tactics P&L forecast • Sales $30,385 • Gross Margin $17,148 • GM % 56% • Marketing Budget $8,850 • Contribution Margin $6,949 • CM% 23% Drivers • Taste drives a high conversion of Trial to Purchase • Strong Listings in Food Channels • Exceptional brand health scores among Early Adopters. Highly Beloved Brand among niche. Inhibitors • Low familiar yet to turn our sales into loyalty • Awareness held back due to weak Advertising • Low distribution at specialty stores. Poor coverage. • Low Purchase Frequency even among most loyal. Risks • Launch of Mainstream cookie brands (Pepperidge Farms and Nabisco). • De-listing 2 weakest skus weaken in-store presence • Legal Challenge to tastes claims Opportunities • R&D has 5 new flavors in development. • Sales Broker to create gains at Specialty Stores • Explore social media to convert loyal following. Key Issues 1. What’s the priority choice for growth: find new users or drive usage frequency among loyalists? 2. Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? 3. How will we defend Gray’s against the proposed Q1 2014 ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? Strategies 1. Continue to attract new users to Gray’s 2. Focus investment on driving awareness and trial with new consumers and building a presence at retail. 3. Build defense plan against new entrants that defends with consumers and at store level. Goals • Increase penetration from 10% to 12%, specifically up from 15% to 20% with the core target. Monitor usage frequency among the most loyal to ensure it stays steady. • Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Drive trial from 15% to 20%. Focus for sales is to close distribution gaps going from 62% to 72%. • Hold dollar share during competitive launches and continue to grow 11% post launch gaining up to 1.2% share. Target zero losses at shelf. Advertising • Use awareness to drive trial of the new Grays. Target “Proactive Preventers”. Suburban working women, 35-40.Main Message of “great tasting cookie without the guilt, so you can stay in control of your health”. Media includes 15 second TV, specialty health magazines, event signage, digital and social media Sampling • Drive trial with In-store sampling at grocery, Costco, health food stores and event sampling at fitness, yoga, women’s networking, new moms. Distribution • Support Q4 retail blitz with message focused on holding shelf space during the competitive launches. Q2 specialty blitz to grow distribution at key specialty stores. Innovation • Launch two new flavours in Q4/15 & Q4/16. Explore new diet claims, motivating and ownable. Competitive Defense Plan • Pre Launch sales blitz to shore up all distribution gaps. At launch, heavy merchandising, locking up key ad dates and BOGO. TV, Magazine, couponing and in-store sampling. • Use sales story that any new “healthy” cookies should displace under-performing and declining unhealthy cookies. Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. Make Gray’s a $100 Million brand by 2020. How a good Brand Plan comes together in the end Forecast P&L Situation Analysis Brand Vision Strategic Initiatives Executional Tactics Key Issues 3 6 1 2 4 5 We make brands better. We make brand leaders better. 89Page Goals 6
  • 90. We make brands better. We make brand leaders better. Vision: What do you want your brand to be in the next 5-10 years? Vision gives everyone on the brand a clear direction, it should be measurable (quantitative) and motivating (qualitative). It should push you so much that it scares you a little, but excites you a lot. Purpose: Why does your brand exist? Keep asking yourself why you do this, to find the personal motivation hidden in the brand. Articulating your purpose can be a very powerful way to connect with both employees and consumers, giving your brand a soul. Goals: What do you need to achieve? Specific measures of brand health and wealth, related to consumer/customer behavioral changes, metrics of key programs, performance targets or milestones on the pathway to the vision. It’s the brand scoreboard. Financial Forecasts: sales, A&P spending, margins, profits, market share. We make brands better. We make brand leaders better. Purpose Goals Financials The future outlook for the brand plan7 Final Plan 90Page
  • 91. We make brands better. We make brand leaders better. Key Issues: What is getting the way from achieving your vision/goals? Deep analysis highlights what’s driving and holding brand back, as well as future risks and untapped opportunities. Issues are asked as a question to provide the problem to which strategies become the solution. Strategies: How can we get there? Strategies are the “How” you will win the market. Choices based on market opportunities, using consumers, competitors or situational. Strategies should have a pin-pointed focus providing a breakthrough on the pathway to the brand vision. Tactics: What do we need to do to execute the strategy? Framed completely by strategy, tactical choices deploy your limited resources against brand projects in the most efficient way to drive a high ROI. Marketing Budget to achieve Results: broken out by trade spend, communication, consumer promo, new products, research. We make brands better. We make brand leaders better. Tactical Plan Strategy Key Issues Budget Plan of attack component of the Plan7 Final Plan 91Page
  • 92. We make brands better. We make brand leaders better. Putting together the parts of your brand strategy road map Promise: We make it so easy to use electronics, that you will feel smarter and at the leading edge of technology Experience: Apple starts with the consumer experience & works back to the technology, elimina ng frustra ons. Story: Technology shouldn’t be in mida ng or frustra ng. We make it simple enough so you can be engaged right away. Freshness: Surprising technology that changes the world. Every product is stylish, simple, easy to use & leap frogged compe tors. Strategy: Technology with stylish designs made simple & consumer friendly stretching across a broad array of electronics products. Purpose: At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. We believe equally in art and technology. Brand Vision: Apple wants everyone in the world to be part of the future. Brand Strategy Road Map for the Future Values: Consumer first, simplicity and ease-of-use, stylish designs, fast-to-market, community. Goals: Con nue 10% sales growth, double market share in Asia, launch 5 new technologies per year. Strategies: Regain Lead in Smart Phone Technology Geographic focus into China Build around Cloud technology High service to ghten Apple community Tac cs: • Size op ons • Win on design • Launch watch • Specific products • Brand Building • New retail space • Launch into TVs • Integrate retail purchasing • Take services online • Increase courses • New retail spaces The Big Idea: Apple makes technology so SIMPLE that everyone can be part of the future © Beloved Brands Inc. Purpose Worksheet Summary for wri ng of a Brand Plan Goals Values Tac cal Plan Strategy Key Issues • At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. • We believe equally in art and technology. • Apple wants everyone in the world to be part of the future. • Consumer first • Simplicity and ease-of-use • Stylish designs • Fast-to-market • Community • Con nue 10% sales growth • Double market share in Asia, • Launch 5 new technologies per year. Regain Leadership in Smart Phone technology Geographic focus into China Build around Cloud technology High service to ghten Apple community • Size op ons • Win on design • Launch watch • Specific products • Brand Building • New retail space • Launch into TVs • Integrate retail purchasing • Take services online • Increase courses • New retail spaces • How do we ba le Samsung/Google in smart phones? • How do we expand our growth beyond a fla ening North American market? • Where will the next round of innova on come from? • How do we strengthen bond with our most loyal Apple users? Using Apple as an Example We make brands better. We make brand leaders better. 92Page Big Idea + 5 Connectors Worksheet plan summary 7 Final Plan
  • 93. Promise: We make it so easy to use electronics, that you will feel smarter and at the leading edge of technology Experience: Apple starts with the consumer experience & works back to the technology, eliminating frustrations. Story: Technology shouldn’t be intimidating or frustrating. We make it simple enough so you can be engaged right away. Freshness: Surprising technology that changes the world. Every product is stylish, simple, easy to use & leap frogged competitors. Strategy: Technology with stylish designs made simple & consumer friendly stretching across a broad array of electronics products. Purpose: At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. We believe equally in art and technology. Brand Vision: Apple wants everyone in the world to be part of the future. Brand strategy road map for the future Values: Consumer first, simplicity and ease-of-use, stylish designs, fast-to-market, community. Goals: Continue 10% sales growth, double market share in Asia, launch 5 new technologies per year. Strategies: Regain lead in Smart Phone Technology Geographic focus into China Build around cloud technology High service to tighten Apple community Tactics: • Size options • Win on design • Launch watch • Specific products • Brand Building • New retail space • Launch into TVs • Integrate retail purchasing • Take services online • Increase courses • New retail spaces The Big Idea: Apple makes technology so SIMPLE that everyone can be part of the future © Beloved Brands Inc. We make brands better. We make brand leaders better. 93Page 7 Final Plan
  • 94. We make brands better. We make brand leaders better. Who are you trying to rescue? Who is enemy the brand fights? What is their cry for help? Why do you do what you do? What would a better future on your brand look like? What is your secret weapon What do people get from you and how do they feel? How do you define the hero? Where do you put your focus? What choices do you have to make? How do you define right and wrong? Who helps you achieve your goals? How do you allocate your resources? Vision Purpos e ValuesBig Idea Target Benefits Strategy Organization ExecutionPlan How do you deliver the promise? ExperienceInsights How do you stay ahead of your enemy? Innovation Unique Consumer Problem Telling your brand story in a creative way (The strategic substance behind each question) This is an effective tool to use with team building exercise at the beginning stages of your planning or in presenting to a broad group. 7 Final Plan 94Page
  • 95. We make brands better. We make brand leaders better. Plan Consistency and Flow: “Finding Tubas” • A good brand plan should have a consistency from the vision all the way down to the execution. Think of a band playing in perfect harmony. When you write something that doesn’t fit, it should stand out like a “Tuba” player, trying to play his own song. It’s misfit to the plan. • Go through your document and see if you can spot misfits. Is your mission to drive trial and you aren’t sampling? If you want to be the “category leader in innovation”, then why are we not launching any new products till 2015? If your mission is “become #1”, why do we not have a growth or share objective? • Make sure things don’t “die a quick death” in the document….or that they don’t “come from out of no where”. Senior Managers are skilled at finding Tubas—find them before they do. Vision GoalsTacticPurpose Strategy 7 Final Plan 95Page
  • 96. We make brands better. We make brand leaders better.
  • 97. We make brands better. We make brand leaders better. We create a winning brand positioning for your brand. We write brand plans that everyone can follow. We find advertising that drives growth for your brand. We will make your team of brand leaders better. 1 2 3 4 As a brand coach, we make brands better and we make brand leaders better, by provoking you to think differently about your future.
  • 98. We make brands better. We make brand leaders better. We create a winning brand positioning for your brand Beloved Brands Inc. 55 Bridewell Cres., Richmond Hill, ON Canada L4C 9C3 T: 416-885-3911 E: graham.robertson@beloved-brands.com CREATIVE BRIEF FOR GRAY’S COOKIES 1. Why Are We Advertising · Drive awareness and consideration of the new Grays Cookies as “The Healthy Choice to Snacking” brand positioning. 2. What’s the Consumer Problem We are Addressing · Cookies are my enemy. I’m always watching what I eat. And then BAM, I see a cookie and I’m done. As much as I look after myself, I still like to sneak a cookie now and then. 3. Who are you talking to? · “Proactive Preventers”. They do whatever it takes to stay healthy, they run, workout and eat right. Women, 25-45 with bulls-eye target of 35-40. For many, Food can be a bit of a stress-reliever and escape even for people who watch what they eat. 4. Consumer Insights · “I have tremendous will-power. I work out 3x a week, watch what I eat and maintain my figure. But we all have weaknesses and cookies are mine. I just wish they were less bad for you” · “I read labels of everything I eat. I stick to 1500 calories per day, and will find my own ways to achieve that balance. If I eat a 400 calorie cookie, it may mean giving something up.” · “I shop at Whole Foods and love to explore the new items. The last few years, there have been some tremendous advances in making great tasting options—in a healthy package.” 5. What does our consumer think now? · I’ve never heard of Grays Cookies. But I’d likely need to try it and see if I like it. If it really does taste that good, it’s something I might consider as a snack. 6. What do you want your consumer to think/feel/do? (Desired Response) · We want them to try Grays and see if they like the great taste. 7. What should we tell them? (Stimulus: benefit) · Grays Cookies are the best tasting yet guilt-free pleasure so you can stay in control of your health. You have to try it to believe it. 8. Why should they believe us? · Grays combines the great taste in a low fat and calorie sensible cookie. In blind taste tests, Grays Cookies matched the market leaders on taste, but only has 100 calories and 2g of fat. · In a 12 week study, consumers using Grays once a night as a desert were able to lose 5lbs. · Grays uses all natural ingredients. 9. Tone and Manner · Successful. Motivated. Reliable. In Control. Natural. 10. Media Options · Main creative will be in specialty health magazines, event OOH signage and in-store. Want to carry the idea into digital, social media and a microsite. 11. Mandatories · The line: “best tasting yet guilt-free pleasure” must be included in the spot. · 25% of Print must carry the Whole Foods logo as part of our listing agreement. · Legal disclaimer on the taste test and the 12-week study. Creative BriefThe Big Idea 1 We use a workshop style process that helps your team find a winning brand positioning, pushing the emotional benefits. We can validate with consumers through a testable brand concept. We’ll work to create a Big Idea that frames the external and internal promise of your brand. We’ll leave you with an execution ready creative brief to hand to your agency. Customer Value Proposition Positioning Statement I’m curious for knowledge I feel optimistic I want to be in control I am comfortable I want to be myself Our consumer Mo vated Special Successful Inspired Excited Interes ng Alive Cool Playful Popular Trendy Likeable Friendly In mate Happy Easy-going Nurtured Compassion Down-to--earth RelaxedHonest Family Trust Safe Respect Reliable Knowledge Wisdom Smarter Competent I want to feel liked I want to feel free © Hotspex Inc “Emo onal cheat sheet” for brands I want to be noticed Emotional Cheat Sheet Brand Concept Mapping 5 Connectors We coach brand leaders on creating a brand idea and brand positioning that will help your brand win in the market.
  • 99. We make brands better. We make brand leaders better. We work with your team to dig deep to uncover the key issues. We use a workshop style process to help your team lay out a long range strategic road map and brand plan that everyone in your organization can follow. We then work with your team to create actionable project plans for each tactic with goals, milestones and budget. Purpose Worksheet Summary for wri ng of a Brand Plan Goals Values Tac cal Plan Strategy Key Issues • At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. • We believe equally in art and technology. • Apple wants everyone in the world to be part of the future. • Consumer first • Simplicity and ease-of-use • Stylish designs • Fast-to-market • Community • Con nue 10% sales growth • Double market share in Asia, • Launch 5 new technologies per year. Regain Leadership in Smart Phone technology Geographic focus into China Build around Cloud technology High service to ghten Apple community • Size op ons • Win on design • Launch watch • Specific products • Brand Building • New retail space • Launch into TVs • Integrate retail purchasing • Take services online • Increase courses • New retail spaces • How do we ba le Samsung/Google in smart phones? • How do we expand our growth beyond a fla ening North American market? • Where will the next round of innova on come from? • How do we strengthen bond with our most loyal Apple users? Using Apple as an Example Promise: We make it so easy to use electronics, that you will feel smarter and at the leading edge of technology Experience: Apple starts with the consumer experience & works back to the technology, elimina ng frustra ons. Story: Technology shouldn’t be in mida ng or frustra ng. We make it simple enough so you can be engaged right away. Freshness: Surprising technology that changes the world. Every product is stylish, simple, easy to use & leap frogged compe tors. Strategy: Technology with stylish designs made simple & consumer friendly stretching across a broad array of electronics products. Purpose: At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. We believe equally in art and technology. Brand Vision: Apple wants everyone in the world to be part of the future. Brand Strategy Road Map for the Future Values: Consumer first, simplicity and ease-of-use, stylish designs, fast-to-market, community. Goals: Con nue 10% sales growth, double market share in Asia, launch 5 new technologies per year. Strategies: Regain Lead in Smart Phone Technology Geographic focus into China Build around Cloud technology High service to ghten Apple community Tac cs: • Size op ons • Win on design • Launch watch • Specific products • Brand Building • New retail space • Launch into TVs • Integrate retail purchasing • Take services online • Increase courses • New retail spaces The Big Idea: Apple makes technology so SIMPLE that everyone can be part of the future © Beloved Brands Inc. Brand Assessment Con nue/Enhance • Stay focused on things going right, accelerate against them. Con nuous 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/Con ngency • Iden fy and measure the risk, explore plans to avoid. Fill the gap before a compe tor. What’s Inhibi ng the Growth? What are the untapped Opportuni es? What are the Threats? What’s Driving the Growth? Defining Key Issues Strategy Worksheet Idea Evaluation Strategic Road Map 1 Year Brand Plan Project Plans We coach Brand Leaders to build highly focused strategic brand plans that everyone in your organization can follow We write brand plans that everyone can follow2
  • 100. We make brands better. We make brand leaders better. Advertising AdviceProvocative Voice Agency SearchAdvertising Audit We work with your brand team and agency to find advertising that drives growth on your brand. We conduct advertising audits to help uncover better processes for your team. With a provocative voice, we provide advice at every stage of the advertising process from assessing creative briefs through judging advertising ideas to final production. We also provide agency evaluation and lead search processes. We coach brand leaders and agencies at every stage so they can to create better advertising to drive growth on your brands We find advertising that drives growth for your brand3
  • 101. We make brands better. We make brand leaders better. Strategic Thinking Brand Plans Positioning Statements Creative Briefs Brand Analysis Better Advertising Media Plans How to Run Your Brand Managing your Marketing Career Motivational Lunch and Learns 1 2 3 4 5 6 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 Here is the menu of workshops that we provide: We can customize training programs to the needs of your team with a strong menu of interactive brand leadership workshops We will make your team of brand leaders better4
  • 102. We make brands better. We make brand leaders better. We like that our clients speak on our behalf “Beloved Brands assisted us in the transformation of our brand positioning and company culture. Graham helped steer people towards finding their own solutions and owning them, as opposed to just giving people the answers.” Keith Gordon President, NFL Players Inc. “Beloved Brands has been a tremendous asset to Earls. Graham helped us to uncover a new vision, big idea for the Earls brand and strategic business plan. We were so pleased with the results, we used Beloved Brands to develop Earls’ cultural brand service values which were rolled out to all 6000+ employees.” Monique Gomel VP Marketing, Earls Restaurants “The knowledge base of Beloved Brands is quite vast and practical, he literally helped to upgrade my strategy team significantly. He took our planning team through several modules from strategic thinking to creative briefs and overall brand management. Graham is a great developer of people, and I would love to work with him again.” Feyi Olubodun Head of Planning, Grey Advertising, Nigeria
  • 103. Graham is one of the voices of the modern brand leader. He started Beloved Brands, knowing he could make brands better and brand leaders better. Graham believes passion matters in marketing, because the more loved a brand is by consumers, the more powerful and profitable that brand will be. Graham spent 20 years in brand management leading some of the world’s most beloved brands at Johnson and Johnson, Pfizer, General Mills and Coke, rising through the ranks up to VP Marketing. Graham played a major role in helping Pfizer win Marketing Magazine’s Marketer of the Year award. He has an MBA from the Ivey Business School, ranked the #1 International business school by Business Week. As a Brand Coach, he can help you create a winning positioning statement for your brand, write a brand plan everyone can follow, find advertising that drives growth and train your team of brand leaders to reach their full potential. The client list for Beloved Brands includes the NFL Players Association, Reebok, Pfizer Capital One, 3M, Sun Products and Earls. Graham’s weekly blog (beloved-brands.com) has a vast following with over 3 million views, and his public speaking appearances inspire brand leaders to love what they do. Graham Robertson • Beloved Brands We make brands better. We make brand leaders better.
  • 104. We make brands better. We make brand leaders better. At Beloved Brands, we promise to make your brand better and make your brand leaders better. We believe passion matters, because the more loved a brand is by consumers, the more powerful and profitable that brand will be. We will challenge you to think differently about your future, because the thinking that got you here may not get you to the next level. Our Credo Brand Personality Products & Services Internal Beacon Consumer Views We create winning a brand positioning, brand plans that everyone can follow and find advertising that drives brand growth. With 20 years of CPG Marketing experience, it’s like having a VP Marketing in the room. We bring a sound planning process with provocative tools that make you think different. We will provoke you to think different. We coach when you feel stuck and when you want to push when you want to push to reach your full potential. Big Idea: We make brands better. We make brand leaders better. Passion in marketing Matters. We believe the more loved a brand is by consumers, the more powerful and profitable that brand will be. The Big Idea behind Beloved Brands We make brands better and we make brand leaders better, by provoking you to think differently about your future.
  • 105. We make brands better. We make brand leaders better. LOVE IT INDIFFERENT BELOVED LIKE IT Brands move along Love curve1 Promise Experience Story FreshnessStrategy Connect to build love in 5 ways Brand Consumer 2 Brand Power Media Consumers Influencers Culture Channels Competitors Suppliers New Entrants Love creates sources of power3Power drives profit in 8 ways4 We believe passion matters, because the more loved a brand is by consumers, the more powerful and profitable that brand will be. Higher Margin % 1 2Premium Price Trading Up Stealing share Get loyal Users to use more 5 6 3 Lower Cost of Goods Efficient Spend4 7 8 Enter New Markets Find New Uses Price Cost Share Market Size Higher Volume
  • 106. We would love the opportunity to help you to make your brand better. We love what we do and we know that it shows at every stage of the project. Graham Robertson • Beloved Brands • 416 885 3911 • graham@beloved-brands.com

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