Ideal Key Issues presentation

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Ideal Key Issues presentation

  1. 1. Case Study, using fictional “Gray’s Cookies” brand to complete a key issues, which is part of our Beloved Brands planning process. Key Issues Format Gray’s Cookies Case Study
  2. 2. We make brands stronger. We make brand leaders smarter. 1 432 Marketing Execution Plan The four phases of our Beloved Brands planning process: Brand Plan Brand Positioning Deep-dive business review Dig into every aspect of the brand: category, consumers, channels, competitors & brand. Summarize drivers, inhibitors, risks and opportunities. Decide on target consumer profile, rational & emotional benefits, narrow to a brand positioning statement, build a big idea to set up a brand concept. Building on business review, the plan lays out the brand vision, purpose, goals, key issues, strategies & tactics. Build 5-year brand road map and 1-year brand plan. Big idea map set up communication, innovation, purchase moment & brand experience. Develop brief, calendar, budgets, project plans (leader/timeline). Major brand challenge Brand Positioning Brand Concept Strategy Roadmap Brand Plan Creative Brief Project Plans
  3. 3. Case Study: Gray’s Cookies Gray’s Cookies is based on a 40-year-old family recipe that had been used for years in a local coffee shop in Stowe Vermont. Gray’s was a local favorite and even among tourists, famous for it’s Chocolate Chip and Peanut Butter flavors. No one realized it was also a healthy treat—low fat, low calories. With the growing health trend in the 1990’s, the Gray family decided to capitalize and launched Gray’s on a regional basis in New England and received moderate success. In 2005, one of Boston’s internationally known diet experts came out with a glowing review of Gray’s. Other dieticians backed Gray’s. The brand was now receiving national attention and demand. Robert Gray, grandson of the original founder took Gray’s national. Using the regional sales results, Gray’s was able to gain a national listing at Whole Foods in 2006. Other food retailers took notice and Gray’s secured listings at Safeway, Super-Valu, Kroger, Tops and A&P. Gray has a strong listing base at food, but limited in other channels. Gray’s launched one new product every second year, with Oatmeal in 2007, Peanut Butter in 2009 and Cranberry in 2011. Only Peanut Butter is meeting current sales thresholds. Gray’s success came from “proactive preventers” consumers, who claim to work out 3+ times per week and ‘read labels before eating’. Gray’s is loved among the very tight niche, but has yet to be embraced by mainstream consumers. The brand’s awareness is soft, trial is fair, and conversion to purchase is very strong because of the taste. Gray’s recently conducted a blind taste study shows Gray’s is as good as the market leaders. On top of that, watching what Special K was doing, they did a study that showed if you used Gray’s as a Desert replacement, consumers could lose 5lbs over 12 weeks. The current customer value proposition is targeting Healthy Proactive Preventers. Arguably, Gray’s is a beloved brand already among that niche target. Where else can they go, in order to get a broader mainstream audience? Main benefit is balance of taste and health. Emotional connection is the guilt-free zone; allowing consumers to cheat, yet stay in control of their diet. Reason to believe is one backing up of the taste and the other the health. Natural ingredient is a bit of a throw away re-enforcement, maybe for the packaging. The big question for Gray’s is how do you gain a broader audience for Gray’s? Or do we try to get current users to use more. How do we use Advertising to drive more awareness? What role does gaining a broader distribution play? And while there’s been mixed success using innovation, what’s the plan going forward?
  4. 4. 2016 Key Issues This is an example of an Ideal Key Issues presentation to follow as a potential format or tips at each part of the plan.
  5. 5. Key Issues 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 Goals
  6. 6. Key Issues 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 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
  7. 7. Key Issues 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”.
  8. 8. Key Issues 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
  9. 9. Key Issues Drivers • 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. Inhibitors • Brand Funnel scores show that we are still a niche player (low familiar), but have yet to turn our sales into strong following (low loyalty) • 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. Gray’s Cookies Drivers and Inhibitors
  10. 10. Key Issues Driver #1: Taste drives a high conversion of Trial to Purchase (65% vs. norm of 50%). • 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 option, they said they would make it their regular cookie. • In the market, Gray’s has a very high conversion to purchase beating 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 %, beating norm 40% to 25%. Conversion % to Purchase Repeat % Continue to look to opportunities to drive trial, because of the high conversion to purchase.
  11. 11. Key Issues • In the food channels, Gray’s has 90% distribution compared to 60% to Dad’s, our nearest ‘healthy’ cookie competitor. • However, Gray’s has an over-reliance on the Food channel, with 73% of the business coming from the Food channel, compared with 40% of Dad’s, who have a much more balanced distribution. The category norm is 38%. Driver #2: Strong Listings has driven strong Distribution in Food Channels (90%) Gray's Dad's Food Distribution Share of Business from Food Need to maintain strength at Food, even while looking at new distribution points.
  12. 12. Key Issues Driver #3: Exceptional brand health scores among Early Adopters (“Proactive Preventers”) make it a highly beloved brand Preventers Overall Norm • Gray’s is very healthy among “Preventers” with strong awareness at 80% and all related Brand Funnel scores significantly above norm. However, that strength has not carried over to the overall market, where Gray’s is significantly under-developed in the overall market. Brand Funnel Scores Preventers vs. Overall Explore ways to leverage Love from Preventers, as early adopters, to influence the rest of the market.
  13. 13. Key Issues Inhibitor #2: Brand Funnel scores show that we are still a niche player (low familiar), but have yet to turn our sales into strong following (low loyalty) • Skinny Brand Funnel shows a lot of gaps, pointing to the lack of marketing success in generating awareness, • Year 6, Gray’s still has very low Brand Awareness (33% vs. 60% norm). • Poor Ad tracking shows low Attention (30% vs. norm of 50%) and poor Brand Link ratio (.32 vs. . 55 norm) Both ends of funnel need fixing. Need to choose between either building awareness or driving loyalty.
  14. 14. Key Issues • While Gray’s is exceptionally strong in Food, it is equally weak in the Specialty channels, with only 16% distribution compared to Dad’s at 72%. • In Specialty, Gray’s focuses on national listings but there are very few national accounts. Dad’s uses 210 part time merchandisers to reach the Specialty channel. Inhibitor #3: Low distribution at specialty stores at only 16%. Poor sales coverage. Explore options to reach the specialty market, which could add incremental sales volume.
  15. 15. Key Issues Risks • 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”. Opportunities • 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%) • Specialty Sales Broker could specifically target Specialty Stores, which are in high growth mode (+15% per year) • Explore social media options as a vehicle for converting strong loyal following into a more mainstream mass appeal. Gray’s Cookies Risks and Opportunities
  16. 16. Key Issues 1. What’s the priority 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? Gray’s Cookies Key Issues
  17. 17. Key Issues Key Issue #1: What’s the priority for growth—find new users or drive usage frequency among loyalists? • Analysis shows there is more opportunity to drive trial in first two years, and then move to frequency strategy in year three. • Most motivated target is 35-40 female, proactive preventers, who work out 3x a week. • “Guilt free treat” is most motivating message and own-able for Gray’s. • Advertising helps drive awareness in the most efficient manner, but needs sampling to re-enforce trial. • Raise concern and re-look strategy if the frequency among the most loyal does not increase.
  18. 18. Key Issues Key Issue #2: Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? • Recommend a balanced marketing mix of advertising to drive positioning and sampling to drive trial. • Focus for sales is to close distribution gaps at specialty stores • R&D should focus on driving annual innovation to create an optimized portfolio mix. • Watch outs: trying to do too many activities, working/non-working marketing spend.
  19. 19. Key Issues Key Issue #3: How will we defend Gray’s against the proposed Q1 2014 ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? • Pre-launch (Q4) the sales team to shore up all distribution gaps. Leverage category data to close deals. • At launch defense plan includes heavy merchandising, locking up key ad dates and BOGO. • Marketing support includes 15s TV ads to muddy airwaves, couponing and in-store sampling. • Watch out is to stay aware of exact timing to ensure focused defense plan lines up.
  20. 20. Key Issues Key Issues and Proposed Brand 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 Proposed Strategies 1 2 3
  21. 21. Key Issues 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. 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. Game Plan must do’s for 2016 1. Continue to gain new users for Gray’s, driving trial from 15% to 20% and household penetration from 10% to 12%. 2. Hold Gray’s share during the two competitive launches and show 11% sales growth. 3. Increase Gray’s distribution from 61% to 72%, while increasing the footprint of “healthy cookies” at the shelf. Gray’s Cookies Plan Summary
  22. 22. We make brands stronger. We make brand leaders smarter. Brand Planning Process
  23. 23. At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We will help you create a BRAND POSITIONING and BRAND CONCEPT that will set up your brand to win in the market. We will help you find a BIG IDEA for your brand that can transform your brand’s soul into a brand reputation. We will help you write BRAND PLANS that will focus your resources and focus everyone in your organization. We will help focus your MARKETING EXECUTION to create a bond with consumers that will drive growth for your brand. We will make your team of BRAND LEADERS smarter, so they produce exceptional work that drives stronger brand results. 1 4 3 2 5 Brand Positioning • Brand Plans • Marketing Execution • Brand Team Training
  24. 24. We make brands stronger. We make brand leaders smarter. 1 432 Marketing Execution Plan The four phases of our Beloved Brands planning process: Brand Plan Brand Positioning Deep-dive business review Dig into every aspect of the brand: category, consumers, channels, competitors & brand. Summarize drivers, inhibitors, risks and opportunities. Decide on target consumer profile, rational & emotional benefits, narrow to a brand positioning statement, build a big idea to set up a brand concept. Building on business review, the plan lays out the brand vision, purpose, goals, key issues, strategies & tactics. Build 5-year brand road map and 1-year brand plan. Big idea map set up communication, innovation, purchase moment & brand experience. Develop brief, calendar, budgets, project plans (leader/timeline). Major brand challenge Brand Positioning Brand Concept Strategy Roadmap Brand Plan Creative Brief Project Plans
  25. 25. We make brands stronger. We make brand leaders smarter. Assess the company’s situation by looking at the Category, Customers, Competitors and Company with top analytical summary for each. 21 Summarize into SWOT ANALYSIS with drivers, inhibitors, risks and opportunities. Summarize STRATEGIC SITUATION by looking at competitive position, core strength, connectivity with customers and situation internally. 3 We will help you conduct a DEEP DIVE BUSINESS REVIEW that assesses the strategic situation and key issues 1
  26. 26. We make brands stronger. We make brand leaders smarter. Define a FOCUSED CONSUMER TARGET. Tell their story through insights, enemies and buying patterns. Use a BENEFITS LADDER to move from features to rational and emotional benefits The homework you do sets up a winning BRAND POSITIONING STATEMENT that is own-able and motivating to consumers. We will help you create a BRAND POSITIONING and BRAND CONCEPT that will set up your brand to win in the market. 2 Combine the brand positioning statement with Big Idea to create a BRAND CONCEPT Build a BIG IDEA that is supported by product, consumer views, brand character, brand role & internal beacon. 2 4 31 5
  27. 27. 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 We will help you write BRAND PLANS that will focus your resources and focus everyone in your organization. 3
  28. 28. We make brands stronger. We make brand leaders smarter. Build brand experience by influencing the CULTURE and creating a BRAND CREDO that frames the purpose, values and sets up service behaviors. 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 focuses CREATIVE and MEDIA on building a brand story that establishes a unique own-able positioning and moves consumer to think, feel and act. We will help focus your MARKETING EXECUTION to create a bond with consumers that will drive growth for your brand. Influence 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. 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. 4 2 4 3 1 5 6 Develop INNOVATION PLAN with a stage- gate process that move ideas, concepts, testing, launches through the system.
  29. 29. We make brands stronger. We make brand leaders smarter. Our Credo At Beloved Brands, we promise to make your brand stronger and your team of brand leaders smarter. We believe that big ideas, focus and passion matter. The more loved a brand is by consumers, the more powerful and profitable that brand can be. We will challenge you to think differently, because the thinking that got you this far may not get you to the next level. Our Promise: We will make your brand stronger and your brand leaders smarter. We will unleash the full potential of your business and people. Brand Coaching: We will help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We will help create Brand Plans that everyone in your organization can follow and focus your Marketing Execution. We bring a new way to look at Brand Management, with a provocative approach that align your brand to the sound fundamentals of brand management. Brand Training: We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. About Beloved Brands We help make brands stronger and brand leaders smarter.
  30. 30. Graham is one of the voices of the modern Brand Leader. He started Beloved Brands knowing he could make brands stronger and brand leaders smarter. Beloved Brands will challenge you to think strategically so you can create a Brand Positioning, a Brand Concept and a Big Idea for your brand. Graham will help write Brand Plans that focus everyone who work on the brand and make your team of Brand Leaders smarter so they can produce better work that drives stronger brand results. 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 up to VP Marketing. Graham played a major role in helping Pfizer win Marketing Magazine’s Marketer of the Year. His public speaking appearances inspire brand leaders to love what they do. Over 4 million marketers have visited his website, beloved-brands.com with the desire to become smarter. Graham Robertson at Beloved Brands A NEW WAY to look at Brand Management We make brands stronger. We make brand leaders smarter.
  31. 31. We make brands stronger. We make brand leaders smarter. Work History • Beloved Brands, President, 2010- Present • TD Bank, Head of Advertising, 2009-10 • Johnson and Johnson Consumer, VP Marketing, 2005-08 • Johnson and Johnson Consumer, Group Brand Director, 1999-2005 • Johnson and Johnson Consumer, Senior Brand Manager, 1997-99 • General Mills, Associate Brand Manager, 1994-96 • Coca-Cola, Summer Marketing Intern, 1993 • General Electric, Marketing Training Program, 1989-92 Education • MBA, Ivey School of Business, Western University, 1994 • Bachelor of Commerce, Carleton University, 1989 Graham Robertson at Beloved Brands EXPERIENCE in Brand Management
  32. 32. We make brands stronger. We make brand leaders smarter. LOVE IT INDIFFERENT BELOVED LIKE IT We believe that the more LOVED a brand is by consumers, the more POWERFUL and PROFITABLE that brand will be. 1 Brands move along the BRAND LOVE CURVE increasing the bond with consumers 2 Consumers connect with the BIG IDEA re-enforced with 5 touch-points that support the big idea 3 Consumer bond creates POWER that the brand can leverage with all key stakeholders 4 From the brand power comes 8 ways to drive PROFIT through price, cost, share and market size Promise Experience Purchase Moment InnovationStory Big Idea Media Consumers Influencers Channels Competitors Suppliers New Entrants Employees BrandConsumer Power CostPrice Market SizeShare Higher Margin % Higher Volume
  33. 33. 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
  34. 34. We would love the opportunity to help you unleash the full potential of your brand and your brand leaders. Graham Robertson • 416 885 3911 • graham@beloved-brands.com

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