Case Study, using fictional “Gray’s Cookies” brand to complete a key issues,
which is the second stage of our overall Belo...
We make your team of brand leaders better
We can customize programs to the needs of your team with a
strong menu of intera...
We make brands better.
We make brand leaders better.
Deep-dive business review
Key issues
Brand positioning
Brand plan
The...
Key Issues
March 1, 2015
Case Study: Gray’s Cookies
This is an example of how to do a Key Issues presentation.
Case Study: Gray’s Cookies
Using the regional sales results, Gray’s was able to gain a national listing at Whole Foods in ...
Summary themes coming from Review
• Consumer: New consumers attracted to Gray’s “guilt
free” positioning, but conversion t...
Summary Analysis
Drivers Inhibitors
• Taste drives a high conversion of Trial to Purchase
(65% vs. norm of 50%).
• Strong ...
8Page
Key
Issues
Brand Health and Wealth
Internal Health:
Divided team on whether to go after new users or
drive frequency...
Brand Vision
• To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a
mainstream cookie. Make...
Drivers
• Taste drives a high conversion of Trial to Purchase (65% vs. norm of 50%).
• Strong Listings has driven strong D...
Driver #1: Taste drives a high conversion of Trial to Purchase
(65% vs. norm of 50%).
• In a blind taste test, Gray’s perf...
• In the food channels, Gray’s has 90% distribution compared to 60% to Dad’s, our nearest ‘healthy’
cookie competitor.
• H...
Driver #3: Exceptional brand health scores among Early Adopters
(“Proactive Preventers”) make it a highly beloved brand am...
Inhibitor #1: Brand Funnel scores show that we are still a niche
player (low familiar), but have yet to turn our sales int...
Inhibitor #2: Awareness among mainstream target (20%) held
back due to weak Advertising scores. Low Attention scores and
B...
• While Gray’s is exceptionally strong in Food, it is equally weak in the Specialty channels, with only
16% distribution c...
• Gray’s is under-developed on usage frequency, vs. the category norm and vs. Dad’s the nearest
competitor. If we could ma...
Risks
• Mainstream cookie brands could enter the ‘health’ segment through R&D or
Acquisition. Rumors that Pepperidge Farms...
1. What’s the priority for growth?
• Drive usage frequency among loyalists or find new users to broaden
Gray’s consumer ba...
We make brands better. We make brand leaders better.
We make brands better.
We make brand leaders better.
Brand Coaching
We promise to make your brand better by digging deep o...
We make brands better.
We make brand leaders better.
Create a winning brand positioning.
Write plans that everyone can fol...
We make brands better.
We make brand leaders better.
Create a winning brand positioning
Beloved Brands Inc.
55 Bridewell C...
We make brands better.
We make brand leaders better.
Write brand plans everyone can follow2
We work with your team to dig ...
We make brands better.
We make brand leaders better.
Find advertising that drives brand growth
Advertising AdviceProvocati...
We make brands better.
We make brand leaders better.
Make your team of brand leaders better4
Strategic Thinking
Brand Plan...
We make brands better.
We make brand leaders better.
We like that our clients speak on our behalf
“Beloved Brands assisted...
Graham is one of the voices of the modern brand leader. He started Beloved
Brands, knowing he could make brands better and...
We make brands better.
We make brand leaders better.
At Beloved Brands, we promise to
make your brand better and make
your...
We make brands better.
We make brand leaders better.
LOVE IT
INDIFFERENT
BELOVED
LIKE IT
Brands move along Love curve1
Pro...
We would love the
opportunity to help you to
make your brand better.
We love what we do and we
know that it shows at every...
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Brand Key Issues template

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An example of what a best in class key issues deck looks like.

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Brand Key Issues template

  1. 1. Case Study, using fictional “Gray’s Cookies” brand to complete a key issues, which is the second stage of our overall Beloved Brands planning process.
  2. 2. We make your team of brand leaders better We can customize programs to the needs of your team with a strong menu of interactive brand leadership workshops 1. Strategic Thinking 2. Brand Plans 3. Positioning Statements 4. Creative Briefs 5. Brand Analysis 6. Better Advertising 7. Media Plans 8. How to Run Your Brand 9. Managing your Marketing Career 10. Motivational Lunch and Learns 1 2 3 4 5 6 7 8 9 10 The Brand Leadership Center We make brands better. We make brand leaders better. Case study for the key issues part of the planning process, that includes four phases: business review, key issues, positioning and creating the annual brand plan.
  3. 3. We make brands better. We make brand leaders better. Deep-dive business review Key issues Brand positioning Brand plan The Beloved Brands planning process includes four key phases: 1 2 3 4
  4. 4. Key Issues March 1, 2015 Case Study: Gray’s Cookies This is an example of how to do a Key Issues presentation.
  5. 5. Case Study: Gray’s Cookies 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? 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? 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.
  6. 6. Summary themes coming from Review • 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 6Page 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 Key Issues
  7. 7. 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 per year vs. norm of 7.3) even among the most loyal early adopters. Opportunities Threats • 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. • 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 7Page Key Issues
  8. 8. 8Page 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. 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 and Gray’s is considered 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. 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. 2013 Goals Gray’s Cookies Vision and Goals for 2013 Goals 2012 2013 Comments 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 Purchase 10% 12% Brand promise & sampling helps drive trial. Repeat 4% 5% High quality Taste converts high repeat 9Page Key Issues
  10. 10. 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 10Page Key Issues
  11. 11. 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 % 0 50 100 Gray's Norm Dad's Sarah's 65 50 38 33 0 20 40 Gray's Norm Dad's Sarah's 40 25 22 33 Continue to look to opportunities to drive trial, because of the high conversion to purchase. 11Page Key Issues
  12. 12. • 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%) 0 50 100 Gray's Dad's 90 60 Gray's Dad's 0 50 100 Gray's Dad's Category 73 40 38 Food Distribution Share of Business from Food Need to maintain strength at Food, even while looking at new distribution points. 12Page Key Issues
  13. 13. Driver #3: Exceptional brand health scores among Early Adopters (“Proactive Preventers”) make it a highly beloved brand among the niche. 0 20 40 60 80 Awareness Familiar Consider Purchase Repeat Loyal 80 70 50 40 15 7 33 20 15 10 2 0.5 60 48 40 20 5 2 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. 13Page Key Issues
  14. 14. Inhibitor #1: 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. 14Page Key Issues 33% 20% 10% 2% 0.5% 20% 75% 66% Awareness Familiar Consider Purchase Repeat Loyal12% 15% 66% 33 20 15 10 4 40% Gray’s 66% 60 48 40 20 83% 50% 5 25%80% 75% 66% Aware Familiar Consider Purchase Repeat Loyal 0.5 12% 2 40% - 14 - 8 +16 +20 -28 Poor execu on on adver sing holding back Awareness. Low emo onal connec on holding back repeat/loyalty. Norm Brand Funnel Ra os
  15. 15. Inhibitor #2: Awareness among mainstream target (20%) held back due to weak Advertising scores. Low Attention scores and Brand Link scores. • The latest Ad (“Back Home Again”) failed to break through (Aided Recall of only 38% vs. 62% norm). • The Brand Link was considerably off at only 33% vs. 50% norm. • On the positive, the brand appears highly unique suggesting the concept is strong. • For those who are engaged, the purchase intention scores in line with norms. Need better execution of Advertising. Focus on driving stronger recall and brand link to push awareness. 15Page Key Issues Tracking Results Gray’s Norm Aided Recall 38 62 Unaided Recall 30 46 Brand Recogni on 10 23 Brand Link .33 .50 Main Message 64 60 Uniqueness 38 22 Purchase Intent 10 9 Ad Tracking
  16. 16. • 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. 16Page Key Issues 0 20 40 60 80 100 Food Drug Mass Specialty Overall 90 72 70 16 6260 72 44 72 62 Gray's Dad's Distribu on % By Channel
  17. 17. • Gray’s is under-developed on usage frequency, vs. the category norm and vs. Dad’s the nearest competitor. If we could match the norm, we could triple our business. Even amongst the most loyal consumers, most use it as a treat (4x per year) rather than a usual brand. Inhibitor #4: Low Purchase Frequency (2.2 boxes per year vs. norm of 7.3) even among the most loyal early adopters. Usage Frequency 0 2 4 6 8 Gray's Norm Dad's 2.2 7.3 6.8 Gray's Norm 5 18 45 32 weekly monthly 4x per year 1x per year Frequency among Loyalists Leverage Brand love among loyalists to drive frequency. Achieving category norm would triple the business. 17Page Key Issues
  18. 18. 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 18Page Key Issues
  19. 19. 1. What’s the priority for growth? • Drive usage frequency among loyalists or find new users to broaden Gray’s consumer base? 2. Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? • Marketing: Advertising, Sampling, Innovation • Sales: Closing Distribution Gaps at Specialty Stores • R&D: optimized portfolio mix 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 19Page Key Issues
  20. 20. We make brands better. We make brand leaders better.
  21. 21. We make brands better. We make brand leaders better. Brand Coaching We promise to make your brand better by digging deep on the issues, challenge your thinking on strategies, lead the team towards creating a plan everyone can follow and adding wisdom and magic in finding a winning brand positioning that unleashes your brand’s full potential. We make brands better. We make brand leaders better. Brand Leader Training We promise to make your team of brand leaders better, by using sound marketing fundamentals that are shown in a modern way. We will push your team to reach for greatness and unleash their full talent potential.
  22. 22. We make brands better. We make brand leaders better. Create a winning brand positioning. Write plans that everyone can follow. Find advertising that drives brand growth. Make your team of brand leaders better. Beloved Brands can help you in four ways 1 2 3 4
  23. 23. We make brands better. We make brand leaders better. Create a winning brand positioning Beloved Brands Inc. 55 Bridewell Cres., Richmond Hill, ON Canada L4C 9C3 T: 416-885-3911 E: graham.robertson@beloved-brands.com CREATIVE BRIEF FOR GRAY’S COOKIES 1. Why Are We Advertising · Drive awareness and consideration of the new Grays Cookies as “The Healthy Choice to Snacking” brand positioning. 2. What’s the Consumer Problem We are Addressing · Cookies are my enemy. I’m always watching what I eat. And then BAM, I see a cookie and I’m done. As much as I look after myself, I still like to sneak a cookie now and then. 3. Who are you talking to? · “Proactive Preventers”. They do whatever it takes to stay healthy, they run, workout and eat right. Women, 25-45 with bulls-eye target of 35-40. For many, Food can be a bit of a stress-reliever and escape even for people who watch what they eat. 4. Consumer Insights · “I have tremendous will-power. I work out 3x a week, watch what I eat and maintain my figure. But we all have weaknesses and cookies are mine. I just wish they were less bad for you” · “I read labels of everything I eat. I stick to 1500 calories per day, and will find my own ways to achieve that balance. If I eat a 400 calorie cookie, it may mean giving something up.” · “I shop at Whole Foods and love to explore the new items. The last few years, there have been some tremendous advances in making great tasting options—in a healthy package.” 5. What does our consumer think now? · I’ve never heard of Grays Cookies. But I’d likely need to try it and see if I like it. If it really does taste that good, it’s something I might consider as a snack. 6. What do you want your consumer to think/feel/do? (Desired Response) · We want them to try Grays and see if they like the great taste. 7. What should we tell them? (Stimulus: benefit) · Grays Cookies are the best tasting yet guilt-free pleasure so you can stay in control of your health. You have to try it to believe it. 8. Why should they believe us? · Grays combines the great taste in a low fat and calorie sensible cookie. In blind taste tests, Grays Cookies matched the market leaders on taste, but only has 100 calories and 2g of fat. · In a 12 week study, consumers using Grays once a night as a desert were able to lose 5lbs. · Grays uses all natural ingredients. 9. Tone and Manner · Successful. Motivated. Reliable. In Control. Natural. 10. Media Options · Main creative will be in specialty health magazines, event OOH signage and in-store. Want to carry the idea into digital, social media and a microsite. 11. Mandatories · The line: “best tasting yet guilt-free pleasure” must be included in the spot. · 25% of Print must carry the Whole Foods logo as part of our listing agreement. · Legal disclaimer on the taste test and the 12-week study. Creative BriefThe Big Idea 1 We use a workshop style process that helps your team find a winning brand positioning, pushing the emotional benefits. We can validate with consumers through a testable brand concept. We’ll work to create a Big Idea that frames the external and internal promise of your brand. We’ll leave you with an execution ready creative brief to hand to your agency. Customer Value Proposition Positioning Statement I’m curious for knowledge I feel optimistic I want to be in control I am comfortable I want to be myself Our consumer Mo vated Special Successful Inspired Excited Interes ng Alive Cool Playful Popular Trendy Likeable Friendly In mate Happy Easy-going Nurtured Compassion Down-to--earth RelaxedHonest Family Trust Safe Respect Reliable Knowledge Wisdom Smarter Competent I want to feel liked I want to feel free © Hotspex Inc “Emo onal cheat sheet” for brands I want to be noticed Emotional Cheat Sheet Brand Concept Mapping 5 Connectors We coach brand leaders on creating a brand idea and brand positioning that will help your brand win in the market.
  24. 24. We make brands better. We make brand leaders better. Write brand plans everyone can follow2 We work with your team to dig deep to uncover the key issues. We use a workshop style process to help your team lay out a long range strategic road map and brand plan that everyone in your organization can follow. We then work with your team to create actionable project plans for each tactic with goals, milestones and budget. Purpose Worksheet Summary for wri ng of a Brand Plan Goals Values Tac cal Plan Strategy Key Issues • At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. • We believe equally in art and technology. • Apple wants everyone in the world to be part of the future. • Consumer first • Simplicity and ease-of-use • Stylish designs • Fast-to-market • Community • Con nue 10% sales growth • Double market share in Asia, • Launch 5 new technologies per year. Regain Leadership in Smart Phone technology Geographic focus into China Build around Cloud technology High service to ghten Apple community • Size op ons • Win on design • Launch watch • Specific products • Brand Building • New retail space • Launch into TVs • Integrate retail purchasing • Take services online • Increase courses • New retail spaces • How do we ba le Samsung/Google in smart phones? • How do we expand our growth beyond a fla ening North American market? • Where will the next round of innova on come from? • How do we strengthen bond with our most loyal Apple users? Using Apple as an Example Promise: We make it so easy to use electronics, that you will feel smarter and at the leading edge of technology Experience: Apple starts with the consumer experience & works back to the technology, elimina ng frustra ons. Story: Technology shouldn’t be in mida ng or frustra ng. We make it simple enough so you can be engaged right away. Freshness: Surprising technology that changes the world. Every product is stylish, simple, easy to use & leap frogged compe tors. Strategy: Technology with stylish designs made simple & consumer friendly stretching across a broad array of electronics products. Purpose: At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. We believe equally in art and technology. Brand Vision: Apple wants everyone in the world to be part of the future. Brand Strategy Road Map for the Future Values: Consumer first, simplicity and ease-of-use, stylish designs, fast-to-market, community. Goals: Con nue 10% sales growth, double market share in Asia, launch 5 new technologies per year. Strategies: Regain Lead in Smart Phone Technology Geographic focus into China Build around Cloud technology High service to ghten Apple community Tac cs: • Size op ons • Win on design • Launch watch • Specific products • Brand Building • New retail space • Launch into TVs • Integrate retail purchasing • Take services online • Increase courses • New retail spaces The Big Idea: Apple makes technology so SIMPLE that everyone can be part of the future © Beloved Brands Inc. Brand Assessment Con nue/Enhance • Stay focused on things going right, accelerate against them. Con nuous improvement. Minimize/Reverse • Close the leaks, develop turnaround plans or re-focus the team against the trend. Take Advantage of • Build plans to mobilize the brand to see if the opportunity is a winning space for the brand. Avoid/Con ngency • Iden fy and measure the risk, explore plans to avoid. Fill the gap before a compe tor. What’s Inhibi ng the Growth? What are the untapped Opportuni es? What are the Threats? What’s Driving the Growth? Defining Key Issues Strategy Worksheet Idea Evaluation Strategic Road Map 1 Year Brand Plan Project Plans We coach Brand Leaders to build highly focused strategic brand plans that everyone in your organization can follow
  25. 25. We make brands better. We make brand leaders better. Find advertising that drives brand growth Advertising AdviceProvocative Voice Agency Search 3 Advertising Audit We work with your brand team and agency to find advertising that drives growth on your brand. We conduct advertising audits to help uncover better processes for your team. With a provocative voice, we provide advice at every stage of the advertising process from assessing creative briefs through judging advertising ideas to final production. We also provide agency evaluation and lead search processes. We coach brand leaders and agencies at every stage so they can to create better advertising to drive growth on your brands
  26. 26. We make brands better. We make brand leaders better. Make your team of brand leaders better4 Strategic Thinking Brand Plans Positioning Statements Creative Briefs Brand Analysis Better Advertising Media Plans How to Run Your Brand Managing your Marketing Career Motivational Lunch and Learns 1 2 3 4 5 6 7 8 9 10 “Graham makes Brand Leaders. His boot camp style instruction is perfect for the development of anyone in brand management. He challenges you to be better, makes you question your decisions with rigor and provides the right level of coaching to bring you to the next level.” Program Participant We created the Brand Leadership Center to address the core marketing fundamentals that a brand leader needs to be successful. We can customize training programs to the needs of your team with a strong menu of interactive brand leadership workshops
  27. 27. We make brands better. We make brand leaders better. We like that our clients speak on our behalf “Beloved Brands assisted us in the transformation of our brand positioning and company culture. Graham helped steer people towards finding their own solutions and owning them, as opposed to just giving people the answers.” Keith Gordon President, NFL Players Inc. “Beloved Brands has been a tremendous asset to Earls. They helped us to uncover a new vision, big idea for the Earls brand and strategic business plan. We were so pleased with the results, we used Beloved Brands to develop Earls’ cultural brand service values which were rolled out to all 6000+ employees.” Monique Gomel VP Marketing, Earls Restaurants
  28. 28. Graham is one of the voices of the modern brand leader. He started Beloved Brands, knowing he could make brands better and brand leaders better. Graham believes passion matters in marketing, because the more loved a brand is by consumers, the more powerful and profitable that brand will be. Graham spent 20 years in brand management leading some of the world’s most beloved brands at Johnson and Johnson, Pfizer, General Mills and Coke, rising through the ranks up to VP Marketing. Graham played a major role in helping Pfizer win Marketing Magazine’s Marketer of the Year award. He has an MBA from the Ivey Business School, ranked the #1 International business school by Business Week. As a Brand Coach, he can help you create a winning positioning statement for your brand, write a brand plan everyone can follow, find advertising that drives growth and train your team of Brand Leaders on everything marketing. The client roster for Beloved Brands includes the NFL Players Association, Reebok, Pfizer Capital One, 3M, Sun Products and Earls. Graham’s weekly blog (beloved-brands.com) has a vast following with over 3 million views, and his public speaking appearances inspire brand leaders to love what they do. Graham Robertson • Beloved Brands We make brands better. We make brand leaders better.
  29. 29. We make brands better. We make brand leaders better. At Beloved Brands, we promise to make your brand better and make your brand leaders better. We believe passion matters, because the more loved a brand is by consumers, the more powerful and profitable that brand will be. We will challenge you to think different, because the thinking that got you here may not get you to the next level. Our Credo Brand Personality Products & Services Internal Beacon Consumer Views We create winning a brand positioning, brand plans that everyone can follow and find advertising that drives brand growth. With 20 years of CPG Marketing experience, it’s like having a VP Marketing in the room. We bring a sound planning process with provocative tools that make you think different. We will provoke you to think different. We coach when you feel stuck and when you want to push when you want to push to reach your full potential. Big Idea: We make brands better. We make brand leaders better. Passion in marketing Matters. We believe the more loved a brand is by consumers, the more powerful and profitable that brand will be. The Big Idea behind Beloved Brands We started Beloved Brands knowing that we could make brands better and brand leaders better.
  30. 30. We make brands better. We make brand leaders better. LOVE IT INDIFFERENT BELOVED LIKE IT Brands move along Love curve1 Promise Experience Story FreshnessStrategy Connect to build love in 5 ways Brand Consumer 2 Brand Power Media Consumers Influencers Culture Channels Competitors Suppliers New Entrants Love creates sources of power3Power drives profit in 8 ways4 We believe passion matters, because the more loved a brand is by consumers, the more powerful and profitable it will be. Higher Margin % 1 2Premium Price Trading Up Stealing share Get loyal Users to use more 5 6 3 Lower Cost of Goods Efficient Spend4 7 8 Enter New Markets Find New Uses Price Cost Share Market Size Higher Volume
  31. 31. We would love the opportunity to help you to make your brand better. We love what we do and we know that it shows at every stage of the project. Graham Robertson • Beloved Brands • 416 885 3911 • graham@beloved-brands.com

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