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.

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Brand Plan Workshop

  1. 1. Workshop to help Brand Leaders write a Brand Plan that everyone in your organization can follow Brand Plans
  2. 2. We make brands stronger. We make brand leaders smarter. Brand Positioning • Brand Plans • Marketing Execution • Brand Team Training
  3. 3. We make brands stronger. We make brand leaders smarter. Get Smarter about Marketing Visit beloved-brands.com Over 4 million views from marketers getting smarter
  4. 4. How to think strategically Write smarter Brand Plans Create winning Brand Positioning Statements Write smarter Creative Briefs Be smarter at Brand Analytics Get better Marketing Execution How to build Media Plans How to run your Brand Managing your Marketing career Motivational lunch and learns 1 2 6 4 5 3 7 8 9 10 Workshop for brand leaders to help create the annual brand plan, including situation analysis, key issues, vision, purpose, strategies, tactics, goals and measurements. Beloved Brands training programs are designed to make your team of BRAND LEADERS smarter
  5. 5. We make brands stronger. We make brand leaders smarter. Marketing Process Think PlanAssess Inspire Define
  6. 6. We make brands stronger. We make brand leaders smarter. 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, why is it so difficult to write a good plan? Brand Plan Positioning Execution
  7. 7. “Planning is what you do before you do something, so that when you do it, it is not all mixed up.” A. A. Milne
  8. 8. We make brands stronger. We make brand leaders smarter. STRATEGY ROADMAP lays out long term vision, purpose, values, goals, strategies and tactics. KEY ISSUES what is current competitive position, core strength, brand connectivity, internal situation. Summarize WHERE ARE WE looking at growth drivers, inhibiters, threats and opportunities 1-YEAR BRAND PLAN allocates resources aligns company, decides on strategies, tactics, execution briefs. 2 4 3 1 Write BRAND PLANS that will focus your resources and focus everyone in your organization
  9. 9. We make brands stronger. We make brand leaders smarter. 1. Where could we be? 2. Where are we? 3. Why are we here? 4. How can we get there? 5. What do we need to do? Before getting started on your Brand Plan, map out your strategic thinking by asking 5 simple strategic questions Vision/Purpose/Goals Situation Analysis Key Issues Strategies Execute & Measure Questions to ask Planning elements 1 2 3 4 5 6
  10. 10. 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 own- able. 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. Forecast P&L Situation Analysis Brand Vision Strategic Initiatives Executional Tactics Key Issues Goals This is how the 5 questions show up on your Brand Plan 2 3 1 4 5 6 6
  11. 11. We make brands stronger. We make brand leaders smarter. 5 strategic questions worksheet 1. Where could we be? • 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. • Want double digit annual growth rates. 2. Where are we? • Successful launch into the mass market, but time to transition Gray’s from a product-led brand into an idea-led brand • Need to connect with consumers by owning idea of “guilt free” snacking, rather than just selling a great tasting cookie. • Begin to dominate and lead the “good for you” cookie segment 3. Why are we here? • We have not figured out the priority choice for growth: find new users or drive usage frequency among loyalists. • We need to drive our awareness and share needs for Gray’s. • There is a high risk of ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? 4. How can we get there? • Continue to attract new users to Gray’s • 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. 5. What do we need to do? • Use awareness to drive trial of the new Grays Cookies as “The Healthy Choice to Snacking” brand positioning. • Use in-store and event sampling to drive trial of the new Grays Cookies • Leverage key results, planogram recommendations and in-store specialty store merchandising team Before starting your plan, use a strategic worksheet as an outline First step in planning is to answer these 5 questions with 2-3 bullet points for each line, providing an outline to ensure flow for the overall plan.
  12. 12. Brand Plan workshop agenda Vision/Purpose/Goals Situation Analysis Key Issues Strategies Execute Measure 1 2 4 5 6 3
  13. 13. 1 “Where could you be” puts a stake in the ground that inspires and pushes you, while motivating others. The vision helps to steer the entire plan, knowing where you want to go helps you choose the strategies for how to get there. Vision and Purpose
  14. 14. An inspiring BRAND VISION should SCARE you a little, but EXCITE you a lot!
  15. 15. We make brands stronger. We make brand leaders smarter. Does a Vision statement pay off? Companies that have Vision Statements have a better sense of where they are going. And the proof is there that it pays off for companies with a Vision. • Harvard Study that looked across 20 industries showed that that companies with a Vision Statements saw four-times revenue and seven-times job creation. The companies with a vision saw their stock price grow 12 times faster and their profit 750% higher. • Newsweek looked at 1000 companies with Vision Statements had an average return on stockholder equity of 16.1%, while firms without a vision statement had only a 7.9% average return. • “Built to Last” showed that for companies with Vision Statements, that a $1 investment in 1926 would have returned $6,350 compared to only a return of $950 for comparable companies without a Vision. 1 Vision Brand
  16. 16. We make brands stronger. We make brand leaders smarter. How to build a vision statement Vision is the end-in-mind achievement, when you will be fully satisfied What do you want the brand to become? Challenge yourself to think 10 years out: if you became this one thing, you would know that you are successful and completely satisfied. Ideally it is Qualitative (yet grounded in something) and quantitative (measurable). It should be motivating and enticing to get people focused. An inspiring vision should scare you a little, but excite you a lot. Things that make a good vision: 1. Emotional and motivating for all employees and partners to understand and rally around. 2. Describe what you feel, hear, think say and do in trying to achieve your dream. 3. Said in the words that are plain words and might already be common within the company. 4. Should last last 5-10 years or more, helps paint a picture of where could we be. 5. Balance between aspiration (stretch) and reality (achievement) 6. It’s ok to embed a financial ($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!!! 1 Vision Brand
  17. 17. We make brands stronger. We make brand leaders smarter. Princess Margaret Hospital To conquer cancer in our lifetime. Great examples of vision statements to inspire you 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." Lexmark Printers Customers For Life. To earn our customers’ loyalty, we must listen to them, anticipate their needs and act to create value in their eyes. 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 companyIkea Create a better everyday life for the many people. Facebook Give people the power to share and make the world more open and connected. Listerine Become part of the consumers brushing routine Facebook Give people the power to share and make the world more open and connected. Listerine Become part of the consumers’ brushing routine. Ford in early 1900s Democratize the automobile Honda To be the company that society wants to exist Patagonia Build the best product, cause no unnecessary harm and use business to inspire Dove Our vision is a world where beauty is a source of confidence, not anxiety. 1 Vision Brand
  18. 18. Where could we be? Imagine that it is ten years from now. You wake up in the most amazing mood because your business is the exact position you hoped it would be. What is it that would have you in such a great mood? Write down the 2-3 most important things you want to achieve, and begin brainstorming a vision for the future. Begin thinking about the language that will inspire, lead and steer your team towards that vision.
  19. 19. Brand Plan 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 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 Vision and Goals1 Vision Brand
  20. 20. We make brands stronger. We make brand leaders smarter. What How Why A well-defined purpose can help explain and connect based on “why you do what you do” The most successful brands start with a purpose driven vision (why) and match the strategies (how) and the execution (what) to the purpose. WHY do you exist? Purpose or Cause? At Apple, we believe in challenging the status quo. We believe in thinking differently. We want to make a dent in the universe. HOW do you deliver against the purpose? To challenge the status quo, we make sure our products are beautifully designed, simple to use and consumer friendly. WHAT do you you do to deliver the purpose? We sell computers, cell phones, tablets, watches that highly designed, simple to use and consumer friendly. Purpose Driven Strategy 1 Vision Brand
  21. 21. Values: What are the core beliefs of the brand that shape the organization as to the standards, behaviors, expectations. The brand has to be able to stand up to and consistently deliver each value.
  22. 22. 2 Before planning where to go next, you need to understand “where are you” today. We recommend a deep-dive business review that looks at everything connected to the business including the category, consumer, competitors, channels and the brand. Situation Analysis
  23. 23. We make brands stronger. We make brand leaders smarter. 1. Category: You should start by looking at the overall category performance to gain a macro view of all major issues. Dig in on the factors impacting category growth, including economic indicators, consumer behavior, technology changes, shopper trends, political regulations or whats happening in other related categories that could impact your own category. 2. Consumer: The review should define your consumer target, knowing the consumer’s underlying beliefs, buying habits, growth trends and key insights. We use a consumer buying system analysis and leaky bucket analysis to uncover how they shop the category and your brand. You need to uncover consumer perceptions through tracking data or market research. 3. Channels: Look at the performance of all potential distribution channels and every major customer in the category. It is important that you understand your channel customer’s strategies, as well as the available tools and programs, so your brand can align your brand with the customer and be more successful in each channel. 4. Competitors: Dissect your closest competitors by looking at their performance indicators, brand positioning, innovation pipeline, pricing strategies, distribution and the perceptions of the consumers. Map out a strategic Brand Plan for all major competitors to help predict what they might do next, and know how you might counter in your own brand plan. 5. Brand: Understand the view of your brand through the lens of consumers, customers and employees. Use brand funnel data, market research, marketing program tracking results, pricing analysis, distribution gaps and financial analysis. We recommend that you look at the internal health and wealth as well as the external health and wealth of the brand. Deep Dive Assessment Before starting your brand plan, do a deep dive Business Review, looking at everything connected to the brand 2 Analysis Situation
  24. 24. We make brands stronger. We make brand leaders smarter. How we build the Business Review Presentation For each of the five sections, we take the major brand challenge you created and move those to an overall summary document With a conclusion for each of the 5 sections on the summary page, we draw a major brand challenge from the review 2 Analysis Situation
  25. 25. Brand Plan 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 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 Major Brand Challenge Example 2 Analysis Situation
  26. 26. We make brands stronger. We make brand leaders smarter. Use consumer tracking to set up your strategies Penetration: % of households who purchased a product, shopped in a certain channel or retailer at least once during the measured period. 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. Purchase frequency or trips per buyer: number of times the 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) Purchase size or sales per trip: Average amount of product purchased on a single shopping trip by your average buyer. Like the buying rate, purchase size can be calculated in terms of dollars, units or EQ volume. 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 2 Analysis Situation
  27. 27. We make brands stronger. We make brand leaders smarter. Brand funnels help measure brand love, determining the love, power and profit progress of the brand • Brand funnel becomes thicker as the brand becomes more loved. It’s not just about driving particular numbers but about moving them from one stage to the next. • To drive TRIAL you need to gain CONSIDERATION first (the brain) and then you need to move the consumer towards purchase and through the experience. To drive LOYALTY (the heart) you need to create experiences that deliver the promise and use tools to create an emotional bond with the consumer. • AWARENESS is never enough, anyone can get that. But consideration is the point you start to see that your brand idea starts to connect and move the consumer. Use the brand funnel to measure health Awareness Familiar Consider Purchase Repeat Loyal 2 Analysis Situation
  28. 28. We make brands stronger. We make brand leaders smarter. Brand analytics can help indicate where your brand sits on the Brand Love Curve Indifferent Like It Love It Beloved Voice of Consumer Market Indicators Strategic Focus No opinion, low interest, low importance. Don’t care, have doubt or anger. Skinny brand funnel, share squeeze, low unaided awareness, shrinking margins. Focus on the MIND, to separate brand, drive consideration & purchase. New positioning or re- positioning. Have basic idea what it stands for, but no connection. See it as ordinary, not different. Low conversion to sales, high % bought on deal, low loyalty, strong private label share. Focus on moving FEET, by create an idea, layered with emotional benefits, to connect and build a following. See it as better, high loyalty and satisfaction and willing to recommend to a friend. Robust brand funnel, healthy tracking scores, share gains, share of requirements. Focus on the HEART, to drive deeper emotional bond, turning the experience into a ritual. Close every brand leak. Outspoken fans who see everything about the brand (product, experience, service) as better. Dominant share, net promoter scores, usage frequency and recommendations Focus on the SOUL, mobilize outspoken loyalists to sell brand. Broaden audience and offering. Attack yourself. 2 Analysis Situation
  29. 29. We make brands stronger. We make brand leaders smarter. Leaky Bucket analysis matches the brand experience up to the buying system to discover problems you must address Unaware Noticed Interested Bought Satisfied Repeater Fan Outspoken I have never heard of the brand before. I have heard of brand but do not know much about it I’m impressed and will consider buying in the future. I recently bought the brand. Seems cool. Hope I made the right decision. I like it so far, will likely buy it again. I have had good luck with brand and will keep buying it. I’m a big fan of the brand. I own multiple products and love them all. I love the brand and I’m always telling my friends about it. Your brand is not the one for me. I’ll stick to my current brand. I have heard of the brand but I was uncertain, so I went for my more trusted brand. I bought your brand but I wasn’t satisfied so I won’t buy it again. I was a big fan, but the brand hasn't kept up with technology so I switched my brand. Indifferent Like It Love It Beloved Consumer views Reasons for rejection Establish brand in the consumers mind through high awareness programs. Focus on specific benefits— both rational and emotional. Improve product quality and service innovation to get back lost customers. Focus on improving product technology and build a VIP program for long term users. Plan for closing the leak 2 Analysis Situation
  30. 30. We make brands stronger. We make brand leaders smarter. Look at Gross Margins % by dividing the overall gross margin by the overall sales. • We can see the gross margin is down from 43% to 37%. Either overall pricing has been cut or the costs are up. Dig in deeper. 1 3 2 It’s important to do a quick assessment of Brand Finances 2008 2009 2010 Sales 21978 24616 27569 Gross Margin 9482 9862 10225 Gross Margin % 43% 40% 37% Look at Contribution Margins % by dividing overall contribution income by overall sales. • We can see the % falling from 26% to 17%. Not only is there is there a problem at the top line margin, but gross margin is not covering off the increase in spend. 2008 2009 2010 Sales 21978 24616 27569 Contribu=on Income 5763 5244 4772 Contribu=on Margin % 26% 21% 17% One other quick tool is to compare the sales growth versus the spend growth. • We can see here that sales are growing at a healthy 12%, however total spend is outpacing sales growth with 22% spend increase. We are now seeing two issues with profits: Above the falling gross margin plus the high increases in below the line spend. 2008 2009 2010 Growth % Sales 21978 24616 27569 12% Total Spend 3444 4202 5127 22% 2 Analysis Situation
  31. 31. We make brands stronger. We make brand leaders smarter. 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& ConMnue&to&look&to&opportuniMes&to&&drive&trial,& because&of&the&high&conversion&to&purchase.& Best practice for writing an analytical slide AnalysisAnalysis Your analytical conclusion The story in 2-3 key points What you recommend doing as a result of the analysis Supporting visuals to tell the story 2 Analysis Situation
  32. 32. We make brands stronger. We make brand leaders smarter. To determine “where are we”, we think about how brand health can be a signal of future brand wealth Brand Health WEALTH measures what you can easily see. HEALTH are those measures you can’t easily see. Looking deeper uncovers new questions. Brand Wealth Sales Market Share ROI Profit Stock Prices Growth Rate Price Premium Share Position Brand Funnel Competitive Advantages Voice of Customer Regulatory Satisfaction Scores New Products Internal Alignment Market Trends 2 Analysis Situation
  33. 33. Brand Plan Analysis can help show the 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 2 Analysis Situation
  34. 34. We make brands stronger. We make brand leaders smarter. Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. The driving factors could be related to brand assets, successful programs working, favorable market trends. New products, advertising, channels. Keep fueling Factors of weaknesses or friction that slows your brand down, or a leak that needs fixing. Achilles heal, competitive pressure, unfavorable market forces, channels, specific segments. Minimize going forward. Opportunities Threats Areas you could take advantage that would accelerate growth. They are real, or exploratory areas. No pipe dreams. Unfulfilled needs, new technologies, regulation changes, new channels, any removal of trade barriers. They are real, but have not yet happened. If they did, they would be an inhibitor. No laundry lists. Changing consumer needs, threat of substitutes, barriers to trade, customer preference, potential channel actions. We use a force field type analysis to summarize drivers, inhibitors, opportunities and threats Helps set up the Key Issues for brand plan. Happening now Could happen 2 Analysis Situation
  35. 35. Brand Plan 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 • Mainstream cookie brands could enter the ‘health’ segment through R&D or Acquisition. Rumors that Pepperidge Farms will launch in Q1 2014, and Nabisco Q3 2014. • De-listing of our 2 weakest skus (Oatmeal and Cranberry) because of POS thresholds, could weaken our in-store presence down to 3 skus. • Legal Challenge to “tastes as good as your favorite cookie”. 2 Analysis Situation
  36. 36. We make brands stronger. We make brand leaders smarter. Knowing “where you are” helps to set up what you need to do next, to get where you want to go Continue/Enhance • Stay focused on things going right, accelerate against them. Continuous improvement. Minimize/Reverse • Close the leaks, develop turnaround plans or re-focus the team against the trend. Take Advantage of • Build plans to mobilize the brand to see if the opportunity is a winning space for the brand. Avoid/Contingency • Identify and measure the risk, explore plans to avoid. Fill the gap before a competitor. What’s driving the growth? What are the threats? What are the untapped opportunities? What’s inhibiting the growth? 2 Analysis Situation
  37. 37. 3 Key Issues summarizes “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. While we brainstorm all the issues in the way of the vision, we narrow the list down to the top 3 issues. These set up the brand strategies. Key Issues
  38. 38. We make brands stronger. We make brand leaders smarter. What is your current COMPETITIVE position? Product Promise Experience Price Continue Momentum Turn Around Re- Focus Start Up How tightly CONNECTED is your consumer to your brand? What is the CORE STRENGTH your brand can win on? What is the current business SITUATION your brand faces? 4 questions that help guide your strategic thinking Strategic Thinking Power Player Challenger Island Brand Rebel Brand 1 2 4 3Indifferent Like It Love It Beloved 3 Issues Key
  39. 39. We make brands stronger. We make brand leaders smarter. 1. Power Players: This is reserved for the leader of the category. These brands have a power over the category and over competitors. They can defend their territory by attacking itself or even attacking back at an aggressive competitor. 2. Challenger Brand: Challenger’s attack on the leader to exploit a weakness or build on your own strength. The best offensive attack is to actually find weakness within the leader’s strengths. One very powerful strategy is to turn a perceived strength of the leader around by making it a weakness. 3. Island Brand: Goes into the unknown areas: An attack in an open area where the Leader is not that well established. Island Brands go to uncontested areas, in the safety where the leader is not competing. 4. Rebel Brand: Goes against the category: Going into an area where it’s too small for the Leaders to take notice or are unable to attack back. Pick a segment small enough that it won’t be noticed and you’ll be able to defend it. Cluttered Brands are typically stuck in competitive dog-fights with no defined point of difference, nothing to own, nothing that connects. 1. What is your current COMPETITIVE position?3 Issues Key
  40. 40. We make brands stronger. We make brand leaders smarter. 2. What is the CORE STRENGTH your brand can win on? Cluttered Brands are typically stuck in competitive dog-fights with no defined point of difference, nothing to own, nothing that connects. 1. Product: your main strategy should focus on being better. You have to invest in Innovation to stays ahead of competitors, remaining the superior choice in the category. 2. Promise: your strategy should focus on being different. To tell that story, you need to invest in emotional brand communication. You want to connect consumers on a deep emotional level with the concept. 3. Experience: your strategy and organization should focus on linking culture very closely to your brand. After all, your people are your product. As you go to market, invest in influencer and social media that can help support and spread the word of your experience. 4. Price: focus on efficiency and drive low-cost into the products you sell and high turns and high volume. You have to be better at the fundamentals around production and sourcing. 3 Issues Key
  41. 41. We make brands stronger. We make brand leaders smarter. How your brand’s core strength helps guide strategy • Establish reputation for superiority • Invest in Innovation to stay ahead of competitors • Rational selling and product focused communication, directly calling attention to differences. • Challenge yourself to evolve and grow by creating an emotional connection. • Own low price, attack any challengers. • Focus on efficiency with low cost & volume. • Invest time in production/sourcing, using power to win negotiations. • Need good solid products, consumers willing to accept lower experience. • Call to action style communication • Focus on building Big Idea and everything (product, experience) lined up under it. • Invest in brand communication that connects with motivated audience. Leverage brand lovers to influence. • Emotional selling and advertising. • Know where price matters or does not. • Focus on building a culture and organization with the right people. • Invest in training the face of the brand. • Use purpose and values to inspire & guide team. • Word of mouth, earned media, social media, key influencers, testimonials. PromiseProduct Price Experience 3 Issues Key
  42. 42. We make brands stronger. We make brand leaders smarter. 2. How tightly CONNECTED is your consumer to your brand? 1. Indifferent: Consumers are either not aware, confused or not interested in your product. You treat your brand like a commodity, and your consumer treats you the same way. Promotional pricing and selling effort becomes your only weapons. 2. Like It: Consumers use it to satisfy a basic need. They see it as a functional, rational choice. Lack of connection means no relative power. To survive without emotion, you must have a better product or service offering. If you are leapfrogged with something better, your brand dies a quick death. 3. Love It: Brands build loyalty with consumers, based on an emotional connection, becoming a favorite brand, possible building into routines. We see more power, as the brand can use their emotional connection to charge premium prices, enter new categories and build added volume through heavier usage frequency. 4. Beloved: Consumers become fans of the brand, un-relenting in their conviction, personal, possessive and outspoken in their choice. Brand becomes a ritual and a favorite part of the day. These brands do everything right, eliminating flaws. They align their brand promise, strategy, story, innovation and experience behind the big idea they stand for.  3 Issues Key
  43. 43. We make brands stronger. We make brand leaders smarter. Strategically, you want to move consumers move along the Brand Love Curve, to tighten the bond, drive power and profits Indifferent Like It Love It Beloved Consumer No opinion Crave Brand It will do Outspoken brand fan 3 Issues Key
  44. 44. We make brands stronger. We make brand leaders smarter. 3. What is the current business SITUATION your brand faces? 1. Continued Momentum: Sales growth and profitability in good shape, team is aligned on direction for the future. Underlying brand metrics and relationships beyond organization are strong. Keep business going strong. 2. Turnaround: Continuing decline in sales, being attacked by competitors or category shrinking. Margin squeeze, either due to price/cost or the shrinking sales line. Downward momentum over 2-3 years. Lack of alignment, internally or externally, on future solutions. Get business back on track. 3. Re-Focus: Circumstances on business have changed, driven through either external market forces or internal dynamics to the point where there is now a lack of alignment on the direction or next steps for the brand. 4. Start Up: Getting a new brand into he market, or launching a current brand into new categories of innovation. Organization needs setting up (team, culture, structure, values, behaviors) Need focused strategic Investment choices to get brand going. 3 Issues Key
  45. 45. We make brands stronger. We make brand leaders smarter. 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. 5-step process to get right key issues and strategies 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. 3 Issues Key
  46. 46. We make brands stronger. We make brand leaders smarter. 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 guideline, 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 Too Low Too High Just Right 3 Issues Key
  47. 47. We make brands stronger. We make brand leaders smarter. How do we drive usage among most loyal consumers? Turn our most loyal consumers’ regular usage into a ritual by creating an elevated, VIP experience to tighten their bond with our brand. Key issue Strategy Asking the best questions with key issues leads to the best strategic answers What’s the priority choice for growth: find new users or drive usage frequency among loyalists? Advertise Gray’s “guilt free” promise to proactive preventers, driving trial and strengthening Gray’s market share 3 Issues Key
  48. 48. Brand Plan Key Issues Facing the Brand 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 3 Issues Key
  49. 49. 4 “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. Strategy
  50. 50. Strategic marketers ask questions before finding answers. Non-strategic marketers see answers before asking questions.
  51. 51. We make brands stronger. We make brand leaders smarter. 7 elements of good strategic thinking Break through point where you see a shift in momentum towards your vision. Proof to everyone this strategy will work maintains focus. Aspirational stretch goal for future, linked to a well-defined purpose. Should scare you a little, but excite you a lot.   Turn the early win into tipping point where you achieve more in return than you put in. Shift in positional power that allows you to achieve your vision. Seize opportunity quickly before others react or it is closes. 1 2 3 4 5 6 7 Vision Early Win Speed An opening in the market, based on change in the market (consumer needs, technology change, new channels) Leverage Gateway Align your limited resources to distinct point you can break through on a path to your vision. Opportunity 4 Strategy Brand
  52. 52. We make brands stronger. We make brand leaders smarter. Marketers always have limited resources… Target Market Brand Positioning Strategic Options New Product Ideas Execution Activities Financial Time People Partnerships …to deploy against an unlimited list of choices We need to make decisions to limit the choices to match the limited resources we can deploy against those choices. We need to pick the ones that will provide biggest return. 4 Strategy Brand
  53. 53. We make brands stronger. We make brand leaders smarter. When you FOCUS, 5 great things happen to your brand: 1. Better return on investment (ROI) 2. Better return on effort (ROE) 3. Stronger reputation 4. More competitive 5. More investment behind brand 4 Strategy Brand
  54. 54. We make brands stronger. We make brand leaders smarter. Use big idea to connect and separate brand from competitors Use your brand’s differences to move consumers Keep your brand fresh and on top of trends Move consumers through buying system Consistently over-deliver the promise Consumer Brand Promise Brand Story Innovation Purchase Moment Experience Big Idea Positioning Communication Product Development Selling Operations & Culture Build your brand strategies to align all 5 consumer TOUCH-POINTS under the BIG IDEA 4 Strategy Brand
  55. 55. We make brands stronger. We make brand leaders smarter. Where you are on the Brand Love Curve focuses your brand strategy to guide your next move LIKE IT BELOVED INDIFFERENT LOVE IT Establish your brand in the consumer’s mind Separate your brand from the pack to create a following Continue magic and get loyalists to speak on your behalf Tug at heartstrings to tighten bond with your most loyal 4 Strategy Brand
  56. 56. We make brands stronger. We make brand leaders smarter. Establish your brand in the consumer’s mind Separate your brand from the pack to create a following Tug at heartstrings to tighten bond with your most loyal Continue magic and get loyalists to speak on your behalf 1. Mind Shift: drive new position or re- enforce current 2. Mind Share: more attention than competitors 3. New News: launch something new. 4. Turnaround: focus energy on gaps, leaks 5. Drive Penetration: new consumers 6. Drive Usage: get consumers to use more/ differently 7. Consolidation: get consumers to use for everything 8. Cross Sell: get current customers to try other products 9. Experience: shift from product to experience 10. Maintain: re- enforce Brand equities. 11. Deeper love: consolidation or broader usage 12. New Reasons to Love: target most loyal user. 13. Magic: continue surprising and delighting loyalists. 14. Leverage Power: drive value from source of power. 15. Attack yourself: continue to improve 16. Use loyalists: to influence others. INDIFFERENT LIKE IT LOVE IT BELOVED Use the Brand Love Curve to focus your strategy4 Strategy Brand
  57. 57. We make brands stronger. We make brand leaders smarter. Strategic flaw of most brand plans is trying to drive penetration & usage frequency at the same time. 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.
  58. 58. We make brands stronger. We make brand leaders smarter. Consider Aware Fan Loyal Repeat Satisfied Buy Search Awareness Ads Invest in mass media to establish position in consumer’s mind PR/Content/SEO Use information to teach those seeking to learn more pre decisions Retail/Home Page Close the deal during purchase moment, separate brand from competition. Post Purchase Help Create experience to re-enforce promise, after sales help for new users to get the most from the brand. Indifferent Like ItLove It Beloved Love those who love you most Surprise & delight rewards to drive ritual among your most loyal users Use emotions to build frequency Using reasons for usage to turn into routine. Leverage emotional bond Drive repeat Turn trial into an experience, reward happy customers, emotionally re-enforce reasons purchase makes sense Outspoken Army Create club, leverage loyalists to influence friends, especially through social media Marketing execution choices have to move consumers to think, feel or do as they move along consumer buying system Consumer 4 Strategy Brand
  59. 59. We make brands stronger. We make brand leaders smarter. Smart strategic choices should make your brand more POWERFUL in the market. Outspoken fans who think less and feel more Consumers Channels Competitors Suppliers New Entrants Consumers will switch stores before brands Willing to cut costs to be part of the brand. Can’t duplicate emotional connection Struggle to break bond and momentum Employees Proud, fully engaged ,motivated, outspoken fans. Strong culture.Key Influencers Media Outspoken fans carry an influence over the purchase All types of media—paid, earned, search, social, home— all favor beloved brands Brand Power 4 Strategy Brand
  60. 60. We make brands stronger. We make brand leaders smarter. Strategy uses that POWER to drive 8 ways for more PROFIT Brand&Profit&=&(Price&–&Cost&)&x&(Market&Share&x&Market&Size)& Price Market SizeShare Cost 1 Premium Pricing 2 Trading Up 3 Lower cost of goods 4 Efficient Program Spending 5 Stealing Share 6 Get loyal users to use more 7 Enter new markets 8 Find new uses Higher Margin % Higher Volume 4 Strategy Brand
  61. 61. Brand strategy must change the positional power of your brand to make your brand healthier and wealthier. We build strategies by FOCUSING your resources on one of the consumer touch-points, that will have the greatest IMPACT on moving a target through the consumer buying system with an OUTCOME that harnesses your brand’s health/power and drives your brand’s wealth/profits.
  62. 62. We make brands stronger. We make brand leaders smarter. Deploy one touch-point to move a target profile to take a focused action along buying system To harness your brand’s power OR drive one of 8 profit drivers Promise Purchase Moment Innovation Experience Brand Story Premium Pricing Trading Up Consumers Lower cost of goods Efficient Spend Target Consumer a b c d e Stealing Share Users to use more Enter new markets Find new uses Media Consumers Influencers Channels Competitors Suppliers New Entrants Employees Power How to write strategic statements Good strategy takes one of EACH of a + b + c and then one of EITHER d or e or 4 Strategy Brand
  63. 63. We make brands stronger. We make brand leaders smarter. Advertise Gray’s “guilt free” promise (a) to proactive preventers (b), driving trial (c) and strengthening Gray’s market share (e) Win the retail purchase moment (a) with working Moms (b), driving trial (c) and strengthening our shelf position in the Food channel (d). Build defense plan (a) against new entrants (b) that maintains our loyal consumer base (c), holding market share (e) and shelf position. We make brands stronger. We make brand leaders smarter. Deploy one touch-point to move a target profile to take a focused action along buying system To harness your brand’s power OR drive one of 8 profit drivers Promise Purchase Moment Innovation Experience Brand Story Premium Pricing Trading Up Consumers Lower cost of goods Efficient Spend Target Consumer a b c d e Stealing Share Users to use more Enter new markets Find new uses Media Consumers Influencers Channels Competitors Suppliers New Entrants Employees Power How to write strategic statements One of EACH of a + b + c and then one of EITHER d or e or Tool to help write better strategic statements4 Strategy Brand
  64. 64. Brand Plan Key Issues and Strategies Advertise Gray’s “guilt free” promise to proactive preventers, driving trial and strengthening Gray’s market share 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 Win the retail purchase moment with working Moms, driving trial and strengthening our shelf position in the Food channel. Build defense plan against new entrants that maintains our loyal consumer base, holding market share and shelf position. Key Issues Strategies 4 Strategy Brand
  65. 65. We make brands stronger. We make brand leaders smarter. Mapping out the strategies For each strategy, we recommend that you lay out the specific goal of the strategy and list the main tactical programs. Also list potential watch outs to show that you are planning for what could go wrong. 4 Strategy Brand
  66. 66. 5 “What do we need to do to get there” matches up marketing execution activity to the brand strategy, looking at communicating the brand story, managing the consumer towards the purchase moment, launching new product innovation and delivering the brand experience. Marketing Execution
  67. 67. MARKETING EXECUTIONhas to impact CONSUMERS to make your brand STRONGER. It has to establish your brand’s long-term REPUTATIONbased on a unique, own-able and motivating POSITIONINGthat matches up to the BRAND’Spurpose-driven SOUL. It has to ENGAGEand INFLUENCEconsumers to THINK, FEELor ACTdifferently, leading to higher SALES, SHAREand PROFIT.
  68. 68. We make brands stronger. We make brand leaders smarter. Develop INNOVATION PLAN that uses a stage-gate process to drive new ideas, concepts, testing, launches through the system. Build brand experience by Influencing the CULTURE by creating a BRAND CREDO that frames the purpose, values and sets up the service behaviors. 2 4 5 3 1 CREATIVE(BRIEF(( 1.""Why(Are(We(Adver3sing( Drive&trial&of&the&new&Grays&Cookies&as&“The&Healthy&Choice&to&Snacking”&brand&posi>oning.&&& 2.#What’s(the(Consumer(Problem(We(are(Addressing( I’m&always&watching&what&I&eat.&&And&then&BAM,&I&see&a&cookie&and&I’m&done.&&As&much&as&I&look&aHer& myself,&I&s>ll&like&to&sneak&a&cookie&now&and&then.&&" 3.((Who(are(you(talking(to?( “Proac>ve&Preventers”.&Suburban&working&women,&35L40,&&who&are&willing&to&do&whatever&it&takes&to& stay&healthy.&&They&run,&workout&and&eat&right.&For&many,&Food&can&be&a&bit&of&a&stressLreliever&and& escape&even&for&people&who&watch&what&they&eat.&&&&" 4.((Consumer(Insights( L&“I&have&tremendous&willLpower.&&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”& L&&“I&read&labels&of&everything&I&eat.&&I&s>ck&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.”& 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?((S3mulus:((benefit)( With&Grays&Cookies&you&can&s>ll&have&a&great&tas>ng&cookie&without&the&guilt,&so&you&can&stay&in& control&of&your&health.&& 8.((Why(should(they(believe(us?( 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.&&& 9.((Brand(Posi3oning(Statement( For&“Proac>ve&Preventers”,&Women&30L45,&Grays&Cookies&are&the&best&tas>ng&yet&guiltLfree&pleasure# so&you&can&stay&in&control&of&your&healthy&lifestyle.&&That’s&because&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.&&& 10.((Tone(and(Manner( Successful,&Mo>vated,&Reliable,&In&Control,&Natural.& 11.((Media(Op3ons( Main&crea>ve&will&be&in&specialty&health&magazines,&event&OOH&signage&and&inLstore.&&Want&to&carry& the&idea&into&digital,&social&media&and&a&microsite.&&& 12.((Mandatories( The&line:&“best&tas>ng&yet&guiltLfree&pleasure”&is&on&the&packaging.&25%&of&Print&must&carry&the&Whole& Foods&logo&as&part&of&our&lis>ng&agreement&and&include&the&Legal&disclaimer&on&the&taste&test&and&the& 12&week&study.&&& COMMUNICATIONS BRIEF helps focus decisions on CREATIVE and MEDIA focus on build a brand story that establishes a unique own-able positioning that moves consumer to think, feel and act. 6 Focus your MARKETING EXECUTION to create a bond with consumers to drive growth for your brand. Influencing the PURCHASE MOMENT with channels, merchandising and e-commerce At Beloved Brands, we promise to make your brand stronger and your brand leaders smarter. We believe big ideas, focus and passion matter, because the more loved a brand is by consumers, the more powerful and profitable that brand will be. We will challenge you to think different, because the thinking that got here may not get you to the next level. Our Credo Own-able Motivating High High Low Low Use the BIG IDEA MAP to lay out the brand promise, story, innovation, purchase moment and experience for the brand. Promise Experience Purchase Moment InnovationStory Big Idea BrandConsumer Align execution to CONSUMER BUYING SYSTEM to focus on moving consumers from awareness to purchase to repeat and to loyalty. 5 Execution Brand
  69. 69. We make brands stronger. We make brand leaders smarter. Social Media Home PageEarned Media SearchPaid Media Purchase MediaExperiential Turn brand story into news, to make consumer consider Enlist brand lovers as advocates to influence others. Tell brand story in own-able, breakthrough, moving way. Make consumers smarter to make better decisions. Provide knowledge, outline services, customize and close the sale Bring brand to life to replicate the ideal brand experience Manage the consumer through the path to purchase journey. Big Idea Brand Align all MARKETING EXECUTION under the BIG IDEA Consumer
  70. 70. We make brands stronger. We make brand leaders smarter. Brainstorm marketing activities to support the strategies, prioritizing on return on investment and effort (ROI and ROE) For each strategy, you want to find 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 Brand
  71. 71. We make brands stronger. We make brand leaders smarter. Promise Brand Story Innovation Purchase Moment Experience Build MARKETING EXECUTION PLANS around the 5 consumer touch points that support overall strategies 5 Execution Brand Advertising Copy Packaging Content Strategy Home Page Messages Paid Media Earned Media Social Media Events & Sponsorship New Product Launches Format Line Extensions Claims R&D Exploration Point of Purchase Sales Materials Account Management E-Commerce Sampling and Trial Service Values VIP Loyalty Programs Active User Influencers Once you have mapped out each strategy with an executional plan, you want to create separate one page plans for specific marketing executions that are most relevant to your brand. We’d recommend 3-5 separate execution plans, that match up to the most relevant consumer touchpoint including the brand promise, brand story, purchase moment, innovation and brand experience.
  72. 72. We make brands stronger. We make brand leaders smarter. In the tactical section of the plan, you should develop mini- Marketing Execution plans for each major tactical area Once you have mapped out each strategy with an executional plan, you want to create separate one page plans for each consumer touchpoint including the brand story, purchase moment, innovation and brand experience. This might include brand communications plan that helps guide ad agencies, retail execution plan for the sales team, innovation plan for R&D, or creating a brand experience that helps HR build a culture and organization to support that experience. 5 Execution Brand
  73. 73. We make brands stronger. We make brand leaders smarter. Think of each Executional mini-plan as a beacon that aligns those working on that specific area. For each mini-plan, we recommend that you have a specific goal and strategy to help frame your intentions. Then list out details that are more relevant to that specific plan. 5 Execution Brand
  74. 74. We make brands stronger. We make brand leaders smarter. BIG IDEA allows consistent delivery of the brand story with a big CREATIVE idea and MEDIA execution The BIG IDEA should guide CREATIVE IDEA that sets up the Master Brand as well as sub brands or sub messages… …the MEDIA PLAN should also leverage BIG IDEA to balance how to execute the Master Brand and sub brands or other mediums. Creative Big Idea Master Brand Anthemic Campaign Sub Brand Campaign Sub Brand Campaign Sub Brand Campaign J F M A M J J A S O N D TV TV TV Facebook Event Event Sampling Digital Twitter In Store Displays PR PR Facebook FacebookWeather Twitter YouTube Big Idea 5 Execution Brand
  75. 75. We make brands stronger. We make brand leaders smarter. 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 PRIDE, being part of the Brand The Head The Feet The Heart The Soul Indifferent Like It Love It Beloved Where are you now? Where should you focus? Where your brand sits on the Brand Love Curve should focus your team’s marketing execution focus 5 Execution Brand
  76. 76. We make brands stronger. We make brand leaders smarter. 7 questions of a Brand Communications Strategy Who is in the consumer target?  (Who is the most motivated to buy what you do?) What are we are selling?  (What is your main benefit (rational/emotional)?) Why should they believe us?  (Support points to back up what you say) What’s the long range feeling the brand evokes? (What is the Big Idea and Soul for the brand?) What do we want the advertising to do?  (Strategic Choices) What do want people to think, feel or do?  (Desired Response) Where will you deliver the message? (Media Plan) 1 2 3 4 5 6 7 Positioning Brand Plan 5 Execution Brand
  77. 77. We make brands stronger. We make brand leaders smarter. CREATIVE(BRIEF(( 1.""Why(Are(We(Adver3sing( Drive&trial&of&the&new&Grays&Cookies&as&“The&Healthy&Choice&to&Snacking”&brand&posi>oning.&&& 2.#What’s(the(Consumer(Problem(We(are(Addressing( I’m&always&watching&what&I&eat.&&And&then&BAM,&I&see&a&cookie&and&I’m&done.&&As&much&as&I&look&aHer& myself,&I&s>ll&like&to&sneak&a&cookie&now&and&then.&&" 3.((Who(are(you(talking(to?( “Proac>ve&Preventers”.&Suburban&working&women,&35L40,&&who&are&willing&to&do&whatever&it&takes&to& stay&healthy.&&They&run,&workout&and&eat&right.&For&many,&Food&can&be&a&bit&of&a&stressLreliever&and& escape&even&for&people&who&watch&what&they&eat.&&&&" 4.((Consumer(Insights( L&“I&have&tremendous&willLpower.&&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”& L&&“I&read&labels&of&everything&I&eat.&&I&s>ck&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.”& 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?((S3mulus:((benefit)( With&Grays&Cookies&you&can&s>ll&have&a&great&tas>ng&cookie&without&the&guilt,&so&you&can&stay&in& control&of&your&health.&& 8.((Why(should(they(believe(us?( 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.&&& 9.((Brand(Posi3oning(Statement( For&“Proac>ve&Preventers”,&Women&30L45,&Grays&Cookies&are&the&best&tas>ng&yet&guiltLfree&pleasure# so&you&can&stay&in&control&of&your&healthy&lifestyle.&&That’s&because&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.&&& 10.((Tone(and(Manner( Successful,&Mo>vated,&Reliable,&In&Control,&Natural.& 11.((Media(Op3ons( Main&crea>ve&will&be&in&specialty&health&magazines,&event&OOH&signage&and&inLstore.&&Want&to&carry& the&idea&into&digital,&social&media&and&a&microsite.&&& 12.((Mandatories( The&line:&“best&tas>ng&yet&guiltLfree&pleasure”&is&on&the&packaging.&25%&of&Print&must&carry&the&Whole& Foods&logo&as&part&of&our&lis>ng&agreement&and&include&the&Legal&disclaimer&on&the&taste&test&and&the& 12&week&study.&&& A well written creative brief takes everything you know about the brand and strategically desire, and distills it down to 1-page. And the main brief should drive every other brief within your brand, giving you consistency from the core of the brand’s communication strategy. For Advertising led brands, we recommend that you include a CREATIVE BRIEF in your brand plan 5 Execution Brand
  78. 78. We make brands stronger. We make brand leaders smarter. Use your brand plan to lay out your innovation plan to help steer your R&D team For the Innovation Plan we recommend that you have a specific goal and strategy to help frame your intentions. Then list out the focus, internal beacon and programs. 5 Execution Brand
  79. 79. We make brands stronger. We make brand leaders smarter. Continuous generation of ideas to build a war-chest of potential solutions to meet consumer needs. Assess opportunities using criteria: breakthrough, own- able, strategic fit, consumer motivation, potential size. Plan your Product Innovation Identify New Opportunities Build Innovation Pipeline Go-to-market launch Plan 2 3 Build out potential concept to test breakthrough, own- ability and sales potential. Build robust innovation schedule with volumetrics, investment, sourcing and production timeline. Stage-gate decisions to approve execution plans and milestones from production to launch. 4 5 6 Backend plan includes final naming, logos, packaging, production and channel plan. Build marketing support; advertising, presentations, in-store support. Hand over to launch team, including marketing, sales, operations. 7 8 9 Observations and Identifying trends and new consumer need states 1 Winning ideas go to market Move best ideas to testing 5 Execution Brand
  80. 80. We make brands stronger. We make brand leaders smarter. Product Extensions • Identifies new consumer need states, occasions where your brand can easily handle. • Broader portfolio helps neutralize competitive advantages or use to gain share of shelf. • Continuous news keeps brand momentum going with new benefits, flavors, sizes. Product Improvements • Use the “leaky bucket” analysis to identify where you are losing consumers, helping isolate flaws and gaps in your brand that need fixing. • Either moves ahead or catches up to competitors. New Formats • Stretches the brand into new subcategories/adjacencies or parts of the value chain. • Helps drive added usage frequency or new usage occasions with consumers. • Gets brand into new parts of the store, new distribution channels or new usage points with consumers. Exploratory Product Innovation Brand Stretching • Take the assets of the brand and move them into other categories—bringing your loyal user base and brand reputation. Game Changing Technology • R&D driven invention needs to be matched up a consumer driven need and re-presented back tot he consumer in a consumer centric idea. Blue Ocean Exploratory Areas • Completely exploratory ideas that combine your open technical capabilities, matched to pure un- explored consumer need states to create game changing launches that move into fully protected Island type competitive positions. 5 Execution Brand
  81. 81. We make brands stronger. We make brand leaders smarter. 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. Your brand’s INNOVATION PLAN should be driven by how connected your brand is with your consumers 5 Execution Brand
  82. 82. We make brands stronger. We make brand leaders smarter. You can use an In-Store Plan, or Category Management Plan that lays out specific goal and strategy to help frame your intentions. Then list out the focus, internal beacon and programs. Use your brand plan to guide the sales team on how to manage the brand’s purchase moment5 Execution Brand
  83. 83. We make brands stronger. We make brand leaders smarter. Pricing Waterfall analysis StatedPrice InvoicePrice ActualPrice Gross Margin Retailer program discounts Off-Invoice Discounts or Rebates Prom otional Price discounts Cost of Freight Custom Packaging or displays Cost of Programs Package Returns Cost Cost of Goods Sold Service Costs Volum e Discount Transactional and cost to serve the customer Target Price to the customer BasePrice Segm ent Geography/Regions Channel Base value of product sold Marketing Sales Stated Price on the customer’s invoice Actual Price (less discounts and cost to serve) Actual Gross Margin 5 Execution Brand
  84. 84. We make brands stronger. We make brand leaders smarter. Define your Pricing Strategy in alignment with your business strategy and business objectives and based on a deep understanding of your own competitive position, customer insight and cost-to-serve 1. Pricing Strategy Implement Pricing Strategy and Price Determination framework into daily sales activities and transactional processing 3. Price Execution Operationalize Pricing Strategy in marketing activities and generate all required input for Price Execution 2. Price Determination Define pricing capabilities and skill sets, establish pricing organization and assure consideration of legal requirements 4. Governance Enable pricing capability by monitoring and provision of tools, systems and processes related to pricing in an integrated manner 5. Monitoring and System Support Pricing Management System5 Execution Brand
  85. 85. We make brands stronger. We make brand leaders smarter. Customer Big Idea External story of the brand which creates a position in the mind/heart Internal story of the brand which creates the customer experience Logo/Packaging Sales Materials Communications Values/Culture Innovation Service The external and internal story are of equal importance to the experience you create.
  86. 86. We make brands stronger. We make brand leaders smarter. Brand Story Brand Positioning Strategic Plan Retail Selling Organization Culture Driving Profits Vision& Purpose& Goals& Key& Issues& Strategies& Tac7cs& Calendar& Budget& Target& Insights& Consumer& Enemy& Features& Ra7onal& Benefits& Emo7onal& Benefits& Statement& Winning& Concept& Social& Media& Digital& Look&and& Feel& Communica7ons& Strategy& Brief& Crea7ve& Idea& Paid& Media& Earned& Media& Trends& Direct& Interac7on& Voice&of& Consumer& Consumer& Experience& Consumer& Insights& Behaviors& Talent& Hiring& Training& Values& Revenue& CAGR& P&L&Mgmt.& COGS& ROI& Priori7es& Investment& Forecasts& Share& Data& NPD& Produc7on& PorOolio& Mgmt.&& R&D& Plan& Brainstorm& NPD& Investment& Launch& Plan& Customer& Priori7za7on& Key&Accounts& Distribu7on& In&store&& Message& In&store& Experience& Buyer& Rela7ons& Budget& Home&& Media& Consumer Focus Program& Tracking& Pricing&&& Promo7on& Customer& Analy7cs& Program& Budgets& Org&& Structure& Leadership& Mo7va7on& Brand&Story& NPD& Research& Product Innovation Diagnos7c& Tracking& Our&& Consumers& Service& Systems& Service& Values& Media&& Customer& Innova7on& Claims& The! Big Idea! BIG IDEA WHEEL drives every part of your ORGANIZATION Big Idea
  87. 87. We make brands stronger. We make brand leaders smarter. Big Idea Company INTERNAL MESSAGING aligns all employees to deliver the BIG IDEA ensuring BRAND CULTURE meets customer needs. Experience Delivery Problem Solvers Customer Service Top-to-top servicing Sales Team Back room team ShippingR&D Brand Communication Everyone that works for the brand should understand the Big Idea and their role is in delivering that idea to consumers and customers. Consumer 5 Execution Brand
  88. 88. We make brands stronger. We make brand leaders smarter. The BRAND LOVE CURVE drives how to set up your ORGANIZATION INDIFFERENT Focus on building an organization that aligns and supports your Big Idea: Hold the culture up the lens of the brand Big Idea and ensure the right team is in place to deliver against the needs of the brand. Don‘t force culture too much, but use a purpose driven vision and stated values as a guiding principle. LIKE IT Instill a consumer centric (customer first) philosophy into the organization. Use your people to help separate your brand in the market Use Leaky bucket analysis to address weaknesses. Make sure that everyone is aligned to your brand’s point of difference the team must project in the market. LOVE IT The people deliver the ideal brand experience. Consumers consumers connect with the people. Use a purpose-driven vision, beliefs and values to challenge the team to create and deliver an experience that exceeds the brand promise. Begin using power of a loved brand to attract and retain the best people for the future. BELOVED The culture and brand are one and the same. The Brand becomes an internal beacon that guides the culture who project themselves as the most outspoken brand fans, willing to spread the brand’s virtues. Big Idea
  89. 89. We make brands stronger. We make brand leaders smarter. Good idea to include a PLANNING CALENDAR to align everyone working on the brand 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! 5 Execution Brand
  90. 90. We make brands stronger. We make brand leaders smarter. A plan is not complete without Project Management Plans to make sure things happen. Projects with owners, deadlines and budgets are more likely to become reality and get executed. Project Direct Sampling Strategy Sampling moms to drive trial and convert to sales. Owner Ryan Jones Team Ryan, Stephanie, Stuart Sponsor Steve Smith Goals Drive aware and Trial for new product, $1.5 million in sales for Q2, re-enforce brand message in store. Deadline In market March 20th Milestones • Retail calls Oct 5 • Select sampling vendor Oct 15 • Develop store list Dec 1st • Sample production and shipping to stores Hurdles • Gaining retail acceptance • Achieving added display • Lining up sampling with advertising Budget $500,000 5 Execution Brand
  91. 91. 6 Measurement This will help assess “how well are we doing?”. Once the plan is set, it’s crucial to measure brand health scores, performance measures of tactics, in market goals and financial goals. Measure the milestones on the way to the vision, financial results to support the brand, brand funnel data, in market consumer data and any executional tracking.
  92. 92. We make brands stronger. We make brand leaders smarter. S 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. 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. Setting S.M.A.R.T. goals for your plan 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. 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. 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 Measurement Plan M A R T
  93. 93. We make brands stronger. We make brand leaders smarter. Using the S.M.A.R.T. goals to create a Brand Dashboard for your team to monitor 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 Trial 34% 37% New flavors have helped drive trial 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 6 Measurement Plan
  94. 94. We make brands stronger. We make brand leaders smarter. Using LOVE and POWER to drive PROFITS with increased prices, lower costs, share gains and entering new markets Price Costs Share Market Size Premium Price • Perceived quality allows you to command price pricing Trading up/down • Take loyalists up to a better premium-priced version of brand Lower cost of goods • Economies of scale and use your power over suppliers. Efficient marketing • Higher volume helps spend ratios, use the media power. Stealing Share • Use brand momentum to gain tipping point. Higher usage • Get loyal users to use more, building routines/rituals. Enter new markets • Take brand idea to new products, getting loyalists to follow. Find new uses • Increase the ways that your brand can fit into the consumers life. Higher Margins % Higher Volumes 1 2 3 4 5 6 7 8 6 Measurement Plan
  95. 95. Brand Plan Example of how you fill out the 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% 6 Measurement Plan
  96. 96. Brand Plan Example of the Marketing Budget Breakout Activities 2014 2015 2016 Comments Merchandisers Artwork 68 55 50 Merchandising went up significantly in 2015, we are expecting it to hold through 2016. Signage 200 300 300 Fees 300 500 500 TV Advertising Production 350 0 350 We make a new TV spot every 2 years, needs re-fresh behind new message for 2016 Talent 50 50 50 Media 800 850 800 TV media holding at 800, as we shift some spend to on line. Print Production 155 200 150 Major part of plan. Decline is more that we are shifting to on line version of same magazines. Talent 100 100 100 Media 1100 850 750 On Line Production 50 100 100 Talent 15 20 80 Media 100 260 520 On line continues to grow as we look to online to target Healthy Proactive Preventers Social Media 20 100 200 Using social media to connect to our most loyal users and creating a following for Gray’s. Sampling Sample costs 100 300 350 Supplier 100 100 125 Both events and retailer sampling shown to drive a high conversion of trial to usage and Event Costs 100 400 425 becoming a Loyal user. This will be a major part of our defense plan to tie up sampling events Retailer Costs 200 400 500 In Q1 to thwart the competitive launch. Research Tracking 100 150 250 Significant increase due to tracking of two new competitors plus ensuring Gray’s is healthy. Testing 100 150 250 Other Marketing Packaging 133 100 50 Sponsorship 100 500 0 Sponsorship did not pay out so it was cut to fund increases in sampling and on line. PR costs 59 77 200 Display Artwork 80 150 150 Display up significantly Signage 200 350 400 Fees 150 700 850 Trade Marketing Coop/Display 750 1200 1350 MARKETING BUDGET 5480 7962 8850 Increased in line with sales growth. Contingency defense spend. 6 Measurement Plan
  97. 97. We make brands stronger. We make brand leaders smarter. As you make investment decisions on your portfolio of brands, first look EXTERNALLY to the market to help judge How strong is your brand’s competitive position in the market? Major Investment to grow brand Invest strengthen the brand Investment to grow category Leverage power of leadership Maintain brand performance Focus on niche you can own Re-focus around niche stance Divest, milk or exit Maintain share, milk brand How attractive is the market? High Medium Low HighMediumLow Invest Maintain Divest 6 Measurement Plan
  98. 98. We make brands stronger. We make brand leaders smarter. As you make investment decisions on your portfolio of brands, then look INTERNALLY to the profitability to help judge How healthy are the profit margins? Invest to leverage growth Invest to grow brand Invest to grow brand Maintain share and growth level Maintain, smartly manage costs Increase prices to drive up margins Reduce costs, consider price Milk brand with minimal spend How strong is the brand growth? High Medium Low HighMediumLow Invest Maintain Divest Divest, milk or exit 6 Measurement Plan
  99. 99. We make brands stronger. We make brand leaders smarter. The Stake in the Ground: A Comparison Measure • Find a comparative stake in the ground, which will help you to make comparisons—either above or below that stake in the ground. • Examples could include last year’s sales, a competitive brand, a similar program or contract from the past, or a different geography extrapolated to the size of the market, market research projections The + or – Analysis • Put together a chart that shows how it might be 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. Put a stake in the ground: Map reasons why it’s bigger or smaller than the stake. 6 Measurement Plan
  100. 100. We make brands stronger. We make brand leaders smarter. Example of Making Projections Brand X is a new molecule in the medical market It is a new brand that brings new hope for doctors and pharmacists Stake in the Ground: Brand X could be as big as Y in Year 1 which was an 8% share and $80 Million in Sales Bigger Impact Lower Impact • Expected to get 25% more A&P support then what Brand Y got • It has 24 hour claim while Brand Y was only 12 hours • Doctor recommendation should add 25% more in sales • A 4% dollar share in month two, ahead of the 2% share Brand Y got. • Market is a lot more crowded than it was in 2005 when Y launched • Launching in March, which means we missed the Q1 sell in • While it’s a new molecule, it really has very little to say (congestion) • Launching at a significant price premium Conclusion: Brand X will be slightly bigger than Brand Y in Year 1. It will be 10% share and $100 Million in Sales 6 Measurement Plan
  101. 101. Brand Plan Example of building blocks making up a Sales Projection Forecast for 2015 $27,354 Current LE for the year. Forecasted Gains Comments Added Awareness $6,565 New consumers become aware of Grays Higher Trial Rate 2,000 Using awareness and sampling to drive trial Walmart listing 340 New food listing C store Listing 200 Based on success of last year's test New Innovation 1,500 Two new flavors in Q3 Forecasted Declines Two New Launches 4,500 Ipsos predicted impact on Gray's Lost spring displays 630 Cancelled displays to pay for defense plan Discontinued flavors 430 Cutting two worst performers Net Forecast for 2016 $30,385 Expected gain for 2016 will be +11% growth. 6 Measurement Plan
  102. 102. Putting together your Brand Plan 5-year Brand Strategy Road Map: You should start with a 5-year Brand Strategy Road Map to outline where you want to go with both the brand and the strategy. That combines the longer term brand planning (vision, purpose, goals, strategies, tactics) plus the brand Big Idea mapping. Annual Brand Plan: Only then should you do a specific 10-year brand plan that involves a deep dive review, summation of the key issues and then the annual brand plan with goals, strategies, tactics for the year plus the resource allocation needed to pay back.
  103. 103. We make brands stronger. We make brand leaders smarter. Purpose Strategy 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. Values: core beliefs of the brand that shape the organization as to the standards, behaviors, expectations. The brand has to be able to stand up to and consistently deliver each value. 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. 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, the most efficient way to drive a high ROI. Definition Summaries Vision Values Goals Key Issues Tactics
  104. 104. We make brands stronger. We make brand leaders smarter. Put together the parts of your Brand Strategy Road Map Idea Map Plan rough copy
  105. 105. We make brands stronger. We make brand leaders smarter. Purpose Strategy Build a rough draft worksheet of the brand strategy Vision Values Goals Key Issues Tactics Apple wants everyone to be part of technology in the future. At Apple, we have to remind ourselves to think differently. We will make a dent in the universe as we change the status quo of our consumers. • Consumer first • Simplicity and ease of use • Stylish designs for living • Continue 10% sales growth, double market share in Asia, launch 5 new technology enhancements per year 1. How do we battle Samsung/Google in smart phones? 2. How do expand beyond our saturated North American market? 3. What technology platform will the next round of surprising innovation come from? 4. How do we strengthen and leverage our bond with our most loyal Apple users? • Increase size options • Improve tech experience • Win on design • Launch watch to catch up to competitors Regain leadership in smart phone technology Higher service to tighten Apple community Build community around cloud technology Geographic focus into China • Specific Chinese products • Brand building program • New retail space • Build e-commerce China program • Integrate retail purchasing. • Explore automated cars. • Explore acquisition into social media programs • Take more services online, face to face. • Increase courses for Apple U • Increase retail footprint. • Fast to market to stay ahead • Create and build a community
  106. 106. We make brands stronger. We make brand leaders smarter. We make technology so simple so that everyone feels smarter Technology should not be frustrating. We make it easy to do more/get more. Surprising leap- frog technology around simplicity Allow consumers to try, touch, feel in a soft sell retail store. Launch hysteria. Enable consumers to get the most from your Apple. Apple Brand Promise Brand Story Innovation Purchase Moment Experience Big Idea Positioning Communication Product Development Selling Operations & Culture At APPLE, we make technology so simple that everyone can be part of the future. Consumer
  107. 107. We make brands stronger. We make brand leaders smarter. Promise: Experience:Innovation Purchase MomentStory: Vision: Purpose: Values: Brand strategy road map for the future Strategies: Tactics: The Big Idea: Apple makes technology so SIMPLE that everyone can be part of the future © Beloved Brands Inc. • Increase size options • Improve tech experience • Win on design • Launch watch to catch up to competitors Regain leadership in smart phone technology Higher service to tighten Apple community Build community around cloud technology Geographic focus into China • Specific Chinese products • Brand building program • New retail space • Build e-commerce China program • Integrate retail purchasing. • Explore automated cars. • Explore acquisition into social media programs • Take more services online, face to face. • Increase Apple U courses • Increase retail footprint. Apple wants everyone in the world to be part of the future. 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. Consumer first, simplicity and ease-of-use, stylish designs, fast-to-market, community. Goals: Issues: Continue 10% sales growth, double market share in Asia, launch 5 new technologies per year. 1. How do we battle Samsung/Google in smart phones? 2. How do expand beyond our saturated North American market? 3. What technology platform will the next round of surprising innovation come from? 4. How do we strengthen and leverage our bond with our most loyal Apple users? We make technology so simple so that everyone feels smarter Technology should not be frustrating. We make it easy to do more/get more. Surprising leap-frog technology around simplicity Allow consumers to try, touch, feel in a soft sell retail store. Launch hysteria. Enable consumers to get the most from your Apple.

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