The Brand Planning Leader


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How to write a brand review and brand plan.

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The Brand Planning Leader

  1. 1. 1Think bigger then the analysis brand centric. Every part of our thinking shouldJust because it’s not in the data, doesn’t mean it’s start and end with the consumer in mind. Somenot an issue. For instance, Crest, UCB or Champix people didn’t even mention the consumer.are not in the data, but they are major issuesimpacting the brands. Ability to layer your answers Listen to the question, and then answer the rightStart with the consumer in mind question. What I find really works, is starting big,We need to be more consumer centric and less going deeper and then coming back up to big.Feedback on TheReviewsThey always talk about Marketers as Decision Analysis Part events. The related events give substance toMakers. The one thing that separates a good the story and help the listener see yourdecision maker from a bad one is the ability logic analyze what’s going on. Even with all the information in the world, you willFor me, the key to analytics is finding the still end up at the What Do You Think stage.Data Break…where is there a significantchange in the numbers, and then explain why. 7 Types of Analysis You Can Try:You need to search for the patterns in things.Absolute numbers are useless it’s the relative 1. Find the Data Breaksnature of a number that gives it meaning. As we 2. Cause, Effect, Cause, Effect, Conclusionwork on businesses seeking incremental growth… 3. Point, Proof, Discuss, Conclusionwe want the numbers that are moving in the right 4. The Two x Two Matrix.direction—how high is high? 5. Thinking Time: a) What do we Know?The key to analytics is in Building Stories. You What do we Think?are like a detective trying to piece together b) Force Field: Drivers and Inhibitorsthe story of what happened. I always try to c) Where are We?make sure the story flows and many times build 6. SWATS and PESTSthe story around the convergence of 3 related 7. Making Projections
  2. 2. 2Finding TheData BreaksYou have to dig around til you see the points in which Keep the breaking points, see if they add up in yourthe data actually breaks. Building stories around the story. You need to then try to put them togetherbreaking points is much more interesting and much to build the story.more action-oriented. Distribution on 16s at C&G went from 44% to 58% inYou have to keep digging around until you find the last 2 months. The “Buy 1 get 1” deal in Dec sawsomething—you may not find it…which means you Retail Acceptance jump by 35%.go deep and give up…then go sideways. Conclusion: It appears the Promo deal worked.How to find the break?Distribution held at 82% throughout the year.Distribution on 16s climbed from 72% to 74%.Distribution on 16s at C&G went from 44% to 58%in the last 2 months.Distribution on 16s at C&G in Ontario was flat at 44%.Data Breaks 3 Reliable SourcesToo many times, I see people building their fact alone, is just that…one fact. 2-3 facts start tostrategies around one piece of data—they either tell a story, and allows you to draw a conclusion…over-rely on it and it goes away, or they don’t and surrounds the issue.dig deep enough to find the real causal effectand relationships. Think in pure logical terms: building an argument using the “premise premise conclusion” whichI always try to dig around until I can find a can be a gut check for whether you have anconvergence of data that leads to an answer. One argument that makes sense. Bad Logic Good Logic Share down among “new moms” Share down among “new moms” Only one data point. No Story. Kellogg’s “kids” product up to a 10% share. “New Moms” prefer Post Kids 2-1 vs us. Need to Improve Kids Line. Share down among “new moms” Share down among “new moms” Need to do better with “new moms” “New Moms” is only 1% of our sales. Makes a big assumption. Continue with our core Teen Target. Share in Dec down among “new moms” Share in Dec down among “new moms” Do new ad to “new moms” Share in Jan for “new moms” back to norm. Point in time data. Keep monitoring to see data trend break.
  3. 3. 3Data Breaks Theory of RelativityOn the weekend of the Rodney King riots, did something that is grounded—vs last year, vs lastyou know that there were 45 murders that month, vs another brand, vs norm or vs England’sweekend. Without a relative nature, that could share etc. Is it up, down, or flat? The key toscare you into writing a story of Armageddon. analytics is to find breaks or patterns in the data,But if you know that the average number of but that break or pattern is more meaningfulmurders is 60, what does that say, everyone when put in context.stayed in? Never give a number without a relative natureEvery time you talk about a number, you have to or your listener will not have a clue what you aretalk about it in relative terms—comparing it to talking about. Bad Writing Good Writing “fights gingivitis” score is at an amazingly “fights gingivitis” score has doubled in the past high 83%. 2 years from 41% to 83%. Benylin distribution at C stores is only 44%. Benylin just launched at C stores and has 44% after only 8 weeks, twice as fast as the Buckley’s launch from last year. Tests show that LPP Citrus expected to LPP Citrus forecast of $18MM is far below the deliver $18MM in the US which is great. hurdle rate of $50MM.What do we usually make comparisons with? Other Brands Last Plan Year Or LE Data Point Prior vs Month Norm CategoryYou might want to look at all these things and like start to tell a story. If no data break, then no needan investigator, start to see if there are breaks that to blindly keep telling the story using that anchor.
  4. 4. 4The Basics Development Index AnalysisThe Power of Ratios: Everything in life on the road. Dig a little deeper and find out the homecan have a development index. If 64% of stay at run fence at home is 333 feet, where as the majorhome moms love Martha Stewart, compared to league average is 400 feet and you might stop thinking44% of working moms, you could say that stay at about Barry Bonds, but rather move on the facthome moms love Martha more. (64/44) that San Francisco is easy to hit Home Runs. You might then dig and find out that the away team hitsJust like searching for the data breaks, try 3.2 home runs at SF vs only 2.4 elsewhere anddividing any number you see by another number it supports this. Dig down more and find out thatyou see and see if it shows you anything. If you Chris Bagwell hit 39 home runs on the road last yearstart to see something, you likely have a story. compared to Bonds at 30, who’s the better home runAny number that is over-indexed starts to tell hitter… something. It might sound overly simplistic,but it starts to get you good at thinking in terms It’s simple division all over the place, until you pieceof stats. It might not draw a conclusion—you still together your conclusions. Be careful you don’t giveneed more work, but you’ll be surprised that you half the story to someone that is good at this, orare off to a good start in your sleuthing. keep dividing past your story conclusions so you know the answer in case they ask….what if BagwellIf Barry Bonds hits 55 home runs at home, and played in SF?30 on the road it says his hitting is over-indexedStory TellingExample Cause, Effect…Cause, Effect…ConclusionOnce you find places where you start to see Why this works, is to help showcase to yourthe data breaks, you want to start to think listener that you have dug around and done yourabout organizing your story in terms of “cause and homework, and that your conclusions make logicaleffect”. Start piecing together the cause (analysis sense. A good senior manager can easily find flawsbreaks) and seeing if you can show the effect (the in the logic, so the tighter your cause and effect, theimpact on the brand). better accepted your conclusions will be.Once you start to piece together 2-3 “causeand effect” situations, you can start to drawfirm conclusions.A Good Example: LMW in 20031. Ownable Advertising With a Positive ImpactNow in the 4th year, the “Action Hero” campaign Consumers view the ads as having a positive impactconsistently delivers high brand link scores (75-89% on the brand—they feel better about the brandvs norm of 54%). after having seen the ads.
  5. 5. 5Consumers connect the ads to Listerine…And they feel better about the brand after 40 35 the ads. 30 25 Brand Link Norm 20 2000 75% 54% 15 2001 87% 54% 10 5 2002 77% 54% 0 2003 89% 54% 2000 2001 2002 2003 NormASI tracking: % of consumers who feel better after seeing the ad minus % of consumers who feel worse.2. Ownable Advertising That Makes the Brand Seem Different.The ads have steadily been above the norm on making “the brand seem different” ason “the ads are seen as different”. But as the we continue to see builds against the “gingivitis”campaign enters its 4th year, it continues to grow main message.The ads are different… And make the brand seem different 70 60 60 50 50 40 40 30 30 20 20 10 10 0 0 2000 2001 2002 2003 Norm 2000 2001 2002 2003 NormASI tracking: % of consumers who feel the ads are different and % who feel the ads make the brandseem different.3. Ownable Advertising that Repositions LMWIn 1999, Listerine and Scope scored similarly breath; all 3 attributes which Scope would usuallyon image ratings for healthy mouth, gingivitis win. After 3 years, Listerine’s image scores have alland kills germs. Both brands were seen the same, gone up, effectively separating the brand fromwhich meant they were judged on price, taste or Scope, giving LMW a clear point of differentiation.Impact Ratings for Listerine Listerine Scope 1999 2002 1999 2002 Helps fight gingivitis 44% 80% 36% 36% Promotes a Healthy Mouth 52% 84% 55% 52% Kills Germs in your Mouth 52% 84% 58% 8% Is the Only Brand For Me 27% 57% 40% 36%
  6. 6. 64. Ownable Advertising With a Positive ImpactWith a new focused positioning against “healthier steady gains across awareness, trial, P3M usage,mouth” breaking through to the consumer, LMW brand used most often and purchase intent. Scopeis separating itself as the most chosen brand, with has fallen in each measure. Listerine Scope 1999 2002 1999 2002 Unaided Awareness 42% 52% 47% 34% Ever Tried 83% 86% 76% 68% Used In Past 3 Mths 53% 62% 47% 37% Used Most Often 39% 49% 39% 29% Future Purchase Intent 61% 71% 58% 51%5. Ownable Advertising Translates Into PurchasesWith steady equity gains on key therapeutic benefits, the last 5 purchases has gone from 1.8 to 2.3, whilethe ads are separating LMW from Scope and giving Scope’s has fallen.the consumer a reason to believe. Our share of 2.3 2.1 1.8 1.8 1.7 1.6 1.3 1.2 1999 2000 2001 2002 1999 2000 2001 2002 Listerine Scope
  7. 7. 7Story TellingExample Point, Proof, Discuss, ConclusionIn writing a summary or recommendation report, Once you have your point and proof, it enables youalways start off with a clean statement of your to go through a brief Discussion of the optionsPoint, which is either something you are trying to of how to support your point. While the proofsell as a reco or instill as knowledge that can be shows you have done the reasonable logic check,helpful to your cause. the discussion enables the reader to see that you have thought out the various options, and how youThe Proof, is usually the back up facts that help to narrowed down to your final and tell the story. Like the cause and effecttechnique, the proof can help to ground the reader The Conclusion should be a repeat of yourin your story. original point.The Two ByTwo MatrixOne of the most simplified approaches is to things seem, feel a bit foggy. It puts things intofigure out the two most important elements a conceptual perspective.of your analysis and map it out on a classic2x2 matrix. This is the great separation when Great SPECIAL K WITH BERRIES FROOT LOOPS OATMEAL CRISP Taste LIFE ALL BRAN Poor Poor Great
  8. 8. 8ThinkingTime What Do We KnowOne of the best ways to separate your analysis is your reader to separate fact (the back groundto divide things into: information) from opinion (where you are trying 1.What do we know? This should be fact to take them). based and you know it for sure. 2 .What do we assume? Your educated/ Example: knowledge based conclusion that helps us W hat do we know? LPP purchase bridge between fact, and speculation. frequency has decreased. 3.What do we think? Based on W hat do we assume? Consumers are facts, and assumptions, you should starting to use it less and less. be able to say what we think W hat do we think? Price is a barrier to will happen. regular purchases. 4 .What do we need to find out? There may W hat do we need to find out? If a smaller be unknowns still. pack size could drive frequency. 5 .What are we going to do? It’s the action W hat are we going to do? Launch 8 count that comes out of this thinking. test market.It forces you to start grouping your learning, forces Going through this exercise helps frame the issue inyou to start drawing conclusions and enables fact and opinion. It allows you to see if your logic makes sense.Force FieldAnalysisThe simplest analytical model can help to give you a This model helps you do a few things: 1) helps topoint in time look at the issues. There are only two give you a simple assessment of how well the brandthings: things that drive, and things that inhibit. or project is doing 2) helps you to islolate where your issues lay and 3) gives you a simple list of what you need to fix. Drivers Inhibitors New flavours provide variety Poor CG Distribution New advertising drives usage Price Point too high FDM front end distribution doing ok Young target very fickle The simplicity is that you want to stop doing or overcome the inhibitors, and you want to keep doing the drivers.
  9. 9. 9Where Are We?One of the best analysis you can do is the simple when compared to other gums mints at the“where are we” page. It has 5 simple questions that front-end rack. This acts as an impediment tomake you think: increasing usage. While the brand has made inroads 1. Where are we? in gaining “overall” distribution in Drug, Grocery, and 2. Why are we here? Mass channels, coverage at the front end remains 3. Where could we be? weak, with only 33% of checkouts in the Food 4. How can we get there? Drug channels being covered. Further efforts are 5. Are we getting there? also required to close the distribution gap in the Convenience channel.This page can be very useful at the start of yourbrand planning—while it forces your thinking, it also A Good Example: LPP in 2003focuses your writing of the document. Where could we be?My challenge to you: update it every 3-6 months, Listerine PocketPaks could be the ultimate portableor every time you do something major. You’ll be clean mouth brand, that is #1 in the Portable Breathsurprised that doing something can actually alter Freshener Category. With moderate investment,where we are? LPP could growth at 8% CAGR reaching FVNS $14.8MM by 2006.Where are we?Three years after launching, LPP has established How can we get there?itself as a successful line extension for Listerine, In 2004, the brand needs to focus on repairingcapturing $14MM in incremental sales for the key levers while focusing on continued longparent brand. The brand has established a loyal term growth. Specifically, new flavours should begroup of consumers among the Mouth Sanitizers, launched to create excitement to drive incrementalwho account for 60% of sales, and exhibit an 83% sales, while assisting the brand increasing in-storerepurchase to purchase ratio. Advertising has exposure. Increasing the quality of distribution atsustained purchase intent at 52%, in the absence the front end (high percentage of checkouts, fixedof new news, and has communicated the germ kill locations) will help loyal consumers easily locate theimage. Nevertheless, share and consumption of brand and drive incremental purchases. To enableLPP are flat, while awareness and trial are starting long term growth, the brand should carve a uniqueto taper off. Purchase frequency is also declining, as niche within the breath needs state, to encouragea result of flavour intensity, absolute price point and usage loyalty within “ownable LPP moments”.falling distribution Are we getting there?Why are we here? Yes! Despite lack of new news since the launch ofLPP has not created any significant new news since Cool Mint Listerine PocketPaks in 2000, the brandits launch in 2000. As a result, some consumers has grown trial and awareness and established a(especially the younger breath fresheners) may loyal consumer base. Canada is the first countryhave exited the franchise in pursuit of variety to launch LPP and has acted as lead marketor other innovations. Consumers continue to for the global team. The milder Fresh Burstperceive the brand’s price point as being high, flavour launched 2003, and captured consumers
  10. 10. Strengths Weaknesses What are the things you have going for you? What is your achilles heel? Where are you better than the competition? Where are you exposed Patents, brand name, reputation, cost advantages, Same issues around lack of patent, reputation etc. distribution advantages, product advantages. For drug brands, we either have a weakness of10 efficacy, side effects, a sub performance measures or exposure against something we can’t do. Opportunities Threats What can you take advantage of? What could someone do to you? What options are available? What risks are on the horizon? Unfulfilled needs, new technologies, regulation Changing consumer needs, threat of substitutes, changes, removal of trade barriers. Think about barriers to trade, customer preference, or the target groups you haven’t yet capturd. attacking of one of your weaknesses. One big threat is the exposure of your brand’s side effects.who rejected LPP because of its strong flavour. end of Food, Drug Mass, and the Gas Brokers are being Political cover the front deployed to Economic Convenience channels.SWOT Gov’t impact: regulatory, tax charges, trade restrictions, political climate. Economic factors, like employment inflation, exchange rates.Analysis Strengths, Weaknesses, Opportunities, Threats For us, it’s Health Canada, CDA or restrictions in how we do business (comparative advertising) or PMBRB. The key one for us is PL cost cutting vs our premium priced brands during tough economic periods. We’ve also had bad luck keeping pace with inflation because the trade resists price increases. Social Technology Trends, Age Demographics, change in consumer RD...for us, it’s new molecules, new formats mindset, or even shifts in what’s important. and deliveries. Also, new media, new distribution points.PEST Political, Economical, Social, Technology
  11. 11. 11MakingProjections Stake the + or -The Stake in the Ground: How big is Aerius?A Comparison Measure Aerius is a new molecule in the OTC marketThe first thing to do is to find a comparative It is a new brand that brings new hope for thestake in the ground, which will help you allergy make comparisons—either above or belowthe comparison. Stake in the Ground: Aerius could be as big as Allegra in Year 1 (9% share).You can make a comparison from.—It could besomething from our own past, a competitor’s past, Bigger Impactanother brand in the company, or even a different E xpected to get more AP support thengeography that could be extrapolated to Canada. what Allegra got I t has 24 hour claim while Allegra was onlyThe + or – Analysis 12 hoursPut together a chart that shows how your Strong HCP recos—especially pharmacistsexpectations of what you are trying to measure in A lready has a 4% dollar share, pre-launch relative nature to the stake in the ground. Think ofthings in your own market, that might make it biggeror smaller then the stake in the ground projection. Lower Impact Market is a lot more crowded thanBigger Impact it was in 97Examples: Launching in March, missed Q1 sales We have a relatively bigger share W hile it’s a new molecule, it really has very More advertising dollars little to say (congestion) Consumers like that flavour better L aunching at a significant price premium It has a unique positioning More doctor support Conclusion: Aerius will be slightly bigger then Allegra in Year 1Lower Impact (10% share).Examples: We are last in the market. Pricing is lower. Not as much consumer appeal. Canadians don’t like that flavour. We are 4th in market.
  12. 12. 12Feedback on TheReviews Strategic ThinkingStay strategic Watch the TacticsThere’s temptation to talk about all of the data If it’s a strategic meeting, you owe your audiencethat you’ve uncovered. But really, what we want is strategic direction. Watch how tactical you get. It’sto understand what it means for the business and very tempting to get excited about tactics. Save thatwhat we should do about it. I figure, because it’s a for the step review, you think you’re supposed to tellme ALL the facts. Once you get into the data, it’s soeasy to get lost in the mounds of data, and it’s hardto get back out to get back on track.How to ThinkStrategically Simplifying ThingsEveryone seems to want to be a strategic thinker. Here are Six ways to help you think strategically:But too many times, people think “strategic 1. How Does Your Brand Makes Its Money?thinking” is a testament of your IQ. It’s not. It’s 2. Focus tightly on the “gateway lever”a way of thinking…it’s not smarter or dumber…it’s 3. e Able to Match Up Your Brand Assets Bjust a way of thinking. to External NeedsAre you able to understand the spatial relationships 4. Understand the impact of triggersbetween triggers and events, see opportunity 5. Sort through the issues—down to A or Bbeyond what others see, and most importantly are 6. Execution Stays On Strategyyou able to focus your energy and attention on thethings that provide the greatest potential pay back.
  13. 13. 131.0 STRATEGY The Profitability EquationWhile the PL always looks the same, each brand is to match up what you want with the strengths andgoing to have a different pathway to success. Think assets that your brand has to offer.of your PL as a strategic weapon, where you start Price Unit Margins Minus Net income Cost Time Return on Divided by investments Market Assets share management Unit Margins Times Market size Once you figure out this path, you’ll understand your business model—it’s the way your brand makes its money.
  14. 14. 14 The Profitability Equation Internal Focus INTERNAL FOCUS These are choices you can make within your Increase PL. They are partly driven by internal pressures Price which sometimes makes it feel like “what you can Price get away with”. Trade up You need to make sure the external market Minus pressures are aligned to any changes you make (eg pricing). Product Costs Cost POTENTIAL DRIVERS WHEN TO USE THE WATCH OUTS Price Simply put, if the market allows Difficult to execute because it you. Will you make more has to go through retailers. Your money by increasing or decreasing competitors will (over) react. So the price? your assumptions you used to go by will change right after. Trade Up Can you carve out a meaningful Premium skus, can feel orphaned difference that goes beyond your in the retail world—missing ads or current brand? Does your brand displays. Managing 2 levels can be image/ratings allow it? difficult—what to support, price differences etc. Product Costs What can you do to alter—either You need to understand the cut costs without making a change consumer impact these costs have to value—or add costs that help on your brand’s performance drive price even faster? and image. Marketing Costs Cut spending, if another lever (e.g. price) could better drive sales or if Always be in an ROI mindset: You additional dollars do no pay back. should manage your marketing costs Increase spending if you have a lever as though every DOLLAR has to (e.g. advertising) that drives sales or efficiently drive sales. invest for future.
  15. 15. 15 EXTERNAL FOCUS Steal Think of your PL as a strategic weapon, where other users you start to match up what you want or need to Market do, with the strengths and assets that your brand Share has to offer. Get Current users to use more Once you figure out this path, you’ll understand your business model—it’s the way your brand Times makes its money. Find New users Market Size Create New usersPOTENTIAL DRIVERS WHEN TO USE THE WATCH OUTSSteal Other Users When a competitors’ consumer Attacking competitors can be is unknowingly unsatisfied, and difficult. Brand loyalty, trade-offs you know your brand can meet beyond the unsatisfied area or those new needs. just habit.Get Current Users to When trial might be capped out, Driving routines is a challenge.Use More. or when there is a big opportunity Even with “life saving” medicines, to turn trial into usage/routines. the biggest issue is compliance. There has to be a real benefit Find something in their current connected to using more. routines to help either ground it or latch onto. (brushing routine) A trial generating strategy implies There should be somethingGain New Users you’ve got something consumers within your product/brand…that want—and you have the helps fuel the brand post trial. confidence that once in, they’ll Trial without repeat, means you’ll stay. (repeat) get the spike but then bust. Format Line Extensions that Make sure your current brandCreate New Uses take your experience or name is in order before you divert elsewhere (eg LPP) attention, funding and focus on expansion area.
  16. 16. 16That only leaves 8 ways to really impactyour Profitability: 1. Changing your Price 5. Stealing other users 2. Trading consumers up 6. Getting current users to use more 3. Changing your product costs 7. Gaining new category/brand users 4. Changing your marketing costs 8. Create new uses/markets Which one are you most focused on? How many can you really try to do in one calendar year?Focus Tightly on a “Gateway Lever”The key to great strategic thinking is focus. Tight of free mall concert tours. That’s exactly where herstrategic FOCUS is where we direct all our energy target (11-17 female) hangs out. She attracted 5-and attention towards a particular point or purpose. 7k fans per mall creating an early win among loyalBy LEVERAGING everything against that one point, fans. These loyal fans bought her, and her albumwe hope to gain a positional advantage or power rocketing up on the chart—which is the gatewaythat can be used to exert even greater pressure. to the masses.While it gives us an easy early win, the ideal point foryour pressure should be a GATEWAY point, which George W Bush: In 2004, every poll showed thatis the entrance or a means of access to something the most he could get was 49%. Instead of goingeven bigger. after more voters, which seemed impossible, they put all his effort into making sure all of his loyal 49%Examples in History showed up to vote—his early win. But the way theD-Day: While Germany was fighting a war on two numbers work, it also meant he was able to get upfronts, the allied forces joined in full force focusing to 52% of the electoral vote—enough for a win inall their attention on one beach, on one day. The the key states he needed.surprise gave them an early win. Getting on themainland of europe gave them the gateway theyneeded to steamroll through on a town by townbasis and defeat the Germans.Avril Lavigne: To kick off her album, she did a series
  17. 17. 172.0 STRATEGY: Early Wins to the GatewayWhat you want to do: The Hollow Early Wins:You want to match your current brand assets and You can find very easy, and early wins that offerto potential pressure points you think you can break nothing beyond that win. Given our need for athrough. (early wins). The path you want to choose gateway, these options should be rejected. Whatis which of the pressure points you can build future you need to do is try to map out all the potentialreturns behind (the gateway). wins, try to understand what’s behind that win, and if there is something bigger…go for it, but if there“Early Wins” are about slicing off parts of the isn’t, then you should reject this path.population where you can build around or findingways to change mindsets (alter opinion). The Examples“Gateway” is more about the big opportunity of LPP: People on the Atkins diet end up with stinkygetting to the masses or changing a behaviour “meat breath”. While a great opportunity, what(get to take action). more beyond the 1-2% of the population on the Atkins diet, do you really get out of it? Plus, theExamples diet only lasts 6 weeks. That means every 6 weeks,LMW: Consumers want to do more for their you have to find a new bunch of Atkins consumers.mouth—LMW has added healthy benefits of There’s no real gateway for this option.gingivitis/tartar/fluoride. The early win is the “healthymouth” positioning (early win) which opens up the Reactine: The strip or Chewables technology. Whiledoor to connecting to the brushing routine (+20% you might get a quick and small share bump becausegrowth rate). people think it’s a cool technology, there’s really no reason for using a strip for allergies. The problemReactine: Consumers are dissatisfied with the is that because consumers use allergy products incurrent brands. We know consumers who try a proactive way, they sense they can always findReactine will experience a difference and are more a glass of water. Efficacy for them, far outweighslikely to return. Trial is the strategy for early wins, but convenience. So the portable versions offer verythe gateway is fulfilled by Reactine’s high product little gateway to future growth.satisfaction rate. LMW: Listerine is a well known gardening cure forLPP: When we launched, we targeted the 15-24 getting rid of weeds, but while that’s a few hundredyear old population through Theatre Advertising thousand, there’s nothing really beyond that. Itand Sampling, who became our early adopters, might end up a lot of work to find new distributiongiving us a huge explosion (the early win) on the points and re-packaging so the early win might notbusiness. This group talked about them, and shared even be so easy. And if there’s no real gateway, itthem with the masses (our gateway). With each doesn’t make it pay off for the flavour, we’ve followed the same pattern.
  18. 18. 183.0 STRATEGYMatching Your Brand Assets Up to the Consumer Needs Key Brand History Situation All Functional Use Family Loyal Market Share Position Doctor Reco’s Market Performance Good Value Key Indicators Everyone Brand Imagery Likes it Basic Advertising/Messaging Goes need Beyond Claims Specific Easy needs Brand Icons to New Ideas Take Find it Line of the product want to do is an assessment of Anywhere have andEvery brand has assets, whether part Extensions it with what youitself, where the brand stands in relation to other try to match it up with what the consumer wants.brands, or even performance measures. What you Key Situation All Family Loyal Doctor Reco’s Good Value Everyone Likes it Basic Goes need Beyond Specific Easy needs to Take Find it it with AnywhereYou want to do an asset Inventory on what you want to begin matching up your strengths to thehave to offer the consumers. Be honest with needs of the consumer, understand you can fulfillyourself. Is it within your strength or would you some—BETTER then the next guy, or you can’t—asbe fighting an uphill battle against a weakness. You well as SOMEONE else.
  19. 19. 193.0 STRATEGY:Matching Your Brand Assets Up to the Consumer NeedsBy matching your assets against the consumer needs, start to clearly see that someone else can do theyou start to narrow the focus of your thinking. You’ll bad match better then you.4.0 STRATEGYWhat are basic Marketing Triggers Strategic Thinking Where could we be? Execution of Strategy How do we Focus Action Trigger Result Market get there? Area Point Impact Key Issues“A strategy that cannot be executed is no longer a do this, will it achieve the end impact I’m expecting.strategy”. Rather then try to force fit a strategy on Focus your energy and attention on the key triggerthe market, you need to be thinking through—if we that is most likely to give you the impact you want.
  20. 20. 20 Awareness Understand how the lines on your business Trial move. Figure out which one trigger you’ll place the most energy on—which one do you have Purcha se the ability to move? And in turn, which line(s) Re-Purcha se will follow in line. For example, on Reactine, Routine we know the product works, so if we put all our energy on trial, we know the re-purchase will be there.Every brand operates differently, based on howthe consumer acts or what the brand has to offer.5.0 STRATEGY:Sorting through the Issues Analytical ThinkingIt’s Either A or B: SWOTs or PESTs: Either go with a simple internal focused SWOT (strengths, weaknesses,For me, on every issue, I talk it through until I can opportunities, threats) or an external focused PESTeliminate options that do not really work. I try to (political, economic, social, technology) analysis.sort through the pros/cons, drivers/inhibitors orwhatever I can to narrow it down to it’s either A or Where are We?: Answer these simple questions:B. Once you get there, it’s so much easier. 1) Where are we? 2) Why are we there? 3) Where could we be? 4) How can we getNarrowing it Down to the A or B there? 5) Are we getting there? It forces your thinking to be thorough.Force Field Analysis: focus on what’s driving andcompare what’s inhibiting? It’s the simplest, but What do we Know? Sometimes we get caughtmost powerful tool for decisions. up too much in the anecdotes or verbatim. These end up emotion based, rather then logical.2x2 Matrix: plot everything down onto a 2 by 2 I like to sit back and ask: What do we know? Whatdecision matrix. Figure out the 2 top criteria for do we assume? What do we think?making your decision, and plot it high/low on eachcriteria. The answer should pop out of the page.
  21. 21. 216.0 STRATEGY:Execution: Stay on Strategy Executional Energy Focused Focused Strategy Execution (20%) (80%) Market FeedbackIIt’s crucial that we always stay on strategy and that our executions are clear and reflective expressions ofour intended strategy. Great Poor execution can mess up The magic point where your good strategy. You won’t know effort matches up to your goals. what could have been. Brand Strategy No comment! Great execution and hard work can overcome an ok strategy. OK OK Great ExecutionToo many times we get snobby about strategy and think it’s sexier or more important than execiution.Withought execution, your strategy is nothing.
  22. 22. 226.0 What’s OnStrategy?: Example: Dan O’BrianPart of knowing what is on strategy, is also knowing As he was down to one of the last events, the highwhat is not on strategy: jump, he had to make a choice….if he jumped the lower height, he would qualify for the OlympicDan O’Brian was a world class Decathlete during games….but if he jumped the higher bar, he wouldthe 1990s. As personal motivation, Dan put around break 9500 points and set the world record. He2 pieces of paper that said “world champion” and went for the higher bar and missed. He had failed to“9500 points”, which would have been by far the qualify for the Olympics and was widely record in his sport. He carried these 2 piecesof paper everywhere and said that those 2 pieces His reply to his critics: “I don’t have a piece ofof paper pushed him to excel. Those were clearly paper in my pocket that says Olympic Champion”.his goals! (He actually qualified in 96 and won gold)In 1992, as he was trying to qualify for the Olympic Know what you are willing to let go of…helpsgames, he was having a great trials and was one of you focus.the favourites to win the gold medal in the Olympics.
  23. 23. 23Feedbackon The ReviewsStrategic Story Telling Controlling the meetingIn presenting, take your audience on a journey Some people used the sheets too much, and somefrom your vision to your strategy, using the facts to not enough.The balance is the ability to speak abovesupport your thinking. Don’t start with the facts or your sheets when talking strategy, and then reachget hung up in them. for a point on the sheet to bring your audience back on track.Tell A StoryA brand plan should be a self sustaining document. Three things for What’s working and thenIf someone picks it up, they should be able to get it What’s not?right away…and they won’t need a presenter at the 3 key issuesfront of the room explaining some complex theory 3 core strategiesof how we will sell more. (3 sub strategies for each)Try to think and talk in lists of 3’s. People can only Put your reader in mind…and re-read yourremember 3 things…and likely the 4th thing is only document and ask yourself:important to you!!!! Do you get it quickly? Was it easy to follow the story? Did it make sense? Did it add to the picture?Keep It SimpleTell me a Simple Story…talk in headlines, with It sounds strange, but think about the “smaller”numbers to back it up. Let the story you want to writing of the idea, the bigger the execution of thattell…lead you in what proof you show…don’t start idea. It’s easier to follow, plus it is still broad enoughwith a model and think “how do I explain this”. to allow the partners the opportunity to have creativity in developing the programs. ComplexLong ago, I came up with a thing that says “If you strategies create complex executions.think you have just thought of a brilliant idea…tryagain and make it less than brilliant”.
  24. 24. 24Be ConciseTake out any meaningless words…especially on shortest brand plan and the idea gets through—vision and strategy. Make sure your idea is complete, then you will have the best plan.but see how fast you can explain it. If you have the Bad Writing Good Writing The strategic intent for LPP is to get consumers Drive Trial. to make a first time purchase. Get consumers to add Listerine whenever they Become part of the consumers brushing brush their teeth—every day, all the time. routine. Use prepack program as a way to convince Variety Stores to list the LPP 24s at the front Drive CG distribution for LPP. check out counter.AnticipateQuestionsRead your deck objectively, figure out where thequestions will come, and then re-write it. First Try Increase awareness of LPP. Second Try Drive early awareness of LPP Third Try Drive early trial and awareness of LPP.Be the first to re-write your document again andagain and again…and again, until you feel it isnear flawless.
  25. 25. 25Plan Consistencyand Flow The Layers of Strategy and the Power of 3 The power of 3’s…suggests you should have 3 core any more then that becomes daunting, but alsostrategic pillars, and 3 supporting tactics for each divisive of your budget and focus.strategy. That means you are doing 9 things. DoingThink Likea NewsPaper Headline Sub Headline Sub Headline Sub HeadlineFact Fact Fact Fact Fact Fact Fact Fact FactEvery news paper starts with a headline that grabs Backed up with 3 facts to help clarify, solidify or addyour attention. to the logic of the story.Then there’s 3 sub headlines that helps thereader follow.
  26. 26. 26Power of 3in ActionA headline, with 3 main reasons (sub heading) followed by 3 facts for each.The AudienceRegional President: Your ultimate audience, your Suppliers/Ad Agency: They will follow your visionlikely only chance to present to them, and the judge and your direction. Global Category Management: You will want toSenior Management Team: You are seeking their be somewhat consistent with their documents—approval. but also find ways that may end up building into their plans.CBMs: They will take cues from you as to growthposturing in the customer plans. You!!! You will refer to this constantly. It becomes your steering wheel to ensure everything fits. It willFuture Brand Managers: This is a historical be the guiding principle to hold up as ensuring alldocument, it’s the legacy you leave behind. You executions are expressions of the plan.want to make a plan so strong that it’s easier forthe next BM…make it comprehensive.
  27. 27. 27This is theBrand’s FutureManagement will decide how much to invest, Think of the next brand manager. What have youwhere to invest and how optimistic to be behind left for them…what have you contributed…howyour brand, based on these presentations. If you are have you steered the ship.not bullish, they will not be either. Note: I always net the plan down to 1 page, whichThere are 20-30 people who will use your I send out to everyone on the team, as a handydocument as their compass in their own jobs…sales, reference tool.merchandising, ad agency, other brand people…thenext brand manager.Rough TimelineBusiness Review: Take all the data and compile Partners Briefing (step 1): Take the variousinto 5-10 learning points—starting to sort into key functional support teams through the brand plan—issue buckets. with specific direction for that function.3 Year Outlook: A macro look at the issues, Partners Individual Presentation (step 2):opportunities and challenges that face the brand in Each partner presents their proposals. You givethe longer term, which helps to set up the division’s good feedback that refocuses each partnerinvestment stance on the brand. but also shows them where they could build on another partner.Sales and Spend: Based on the outlook of thebrand, should we invest more or less than other Partners Regroup (step 3): Partners come backbrands. Look at AP on a per sales $ basis or based with revisions and ways to build on to other ideason index vs growth factor. that they saw in step 2.Key Issues: Top 3 areas of focus—could be an Final Plan: A compilation of the brand plan + theinhibitor, an opportunity, new trend or a challenge. executional grid + key briefs. This becomes your steering wheel heading into the next year.Brand Plan: Strategic brand plan. Should focus onvision, mission, strategies, and how each functional Partners Show and Tell (step 4): Allows to showarea works to achieve the strategy. off their expressions of the strategy. Enables you to see if it’s aligned.
  28. 28. 28Plan Consistency and FlowThe Strategic flow goes: want trial just because the sampling company has Vision: where is the brand going? a neat idea. Mission: what do we have to do this year? S trategy: how are we going to get there? As they cascade, they have to stay consistent. O bjective: what measure will tell us if Inconsistent ideas stand out like a sore thumb and we are successful? will get questions. Do a check to see that it makes T actics: what things are we going to sense. If you say your strategy is to drive trial, then do to get us there? you should have a trial objective and you’d better Execution: what does that look like? be sampling.The ideas should cascade downwards never All these should be in line with your analysis of theupwards. You are sampling (tactic) because you market, consumer insights and any trends.want trial (strategy). You should never decide toDrivers, Inhibitors,Risks, OpportunitiesThere are four key conclusion areas that you needto draw from your analysis.1. Drivers: Factors of strength or inertia that are 3. Risks: Things that are outside of your control.helping to accelerate your brand’s growth. Could They are real, but they have not happened yet. Ifbe something within the brand’s make up or control, they did, they would be an inhibitor to your growth.or it could be a factor of the market place. No laundry lists.2. Inhibitors: Weaknesses or friction that is slowing 4. Opportunities: Areas or things that we couldyour brand down, or a leaky hole that needs fixing. take advantage to help accelerate our growth thatThese are things that are happening right now. are beyond our current happenings. They have to be real, or exploratory areas. No pipedreams!
  29. 29. 29Key Issues Drivers Do more of... Inhibitors Fix Risks Avoid or Minimize Opportunities Take advantage of...Key Issues are simply questions that ask ourselves, Example: Key Issues for The US War in do we do more of the drivers, fix the inhibitors,avoid or minimize the risks and take advantage of Too Low: How do we get more helicopters intothe opportunities. Iraq? This is too specific or too small. Think about it, if there are other ways to get to the same goal (e.g. youKey Issues should be asked in question format. could get more tanks) then the issue is too small.Think of them in terms of a “rhetorical strategicquestion”, which means that the question should Too High: How do we drive Peace in the Middlebe a bit leading, and have a proposed strategy as East? This is aspiration, but unrealistic. If it feels toothe solution. much to chew off, then it’s too big of an issue.The crucial part of key issues is getting to the right Just Right: What’s the most effective way to changelevel. As a guideline, there should be 3 key issues per Regimes in Iraq? This talks closer to the overallbrand. If you have less, you are likely not detailed or objective…but with enough room to give strategicspecific enough, and if you have more…you should alternatives.try to elevate some up to see if you can capture thebigger picture. Play around with it, until it feels atthe right level.
  30. 30. 30A Great Example ofHow It Flows 2007-2009 Visine Strategic PlanVision: To be the only eye care brand consumers turnto for trusted eye irritation relief.Business Metrics CORE STRATEGIES • Target messages to high potential ‘06 - 09 Preliminary consumer groups. CA GR ‘07 • Stronger focus on allergy NS +6% +5.5% AP +6% +5.5% decongestant segments. DPC +6% +5.5% • Focus Advance line support at-store level. Share +0.6pts +0.2ptsDrivers Inhibitors Key 3Year ActionsDrivers:• Favourable eye drop trends. Target messages to high potential• Strong Visine equity and brand awareness. consumer groups:• Strong growth in allergy and decongestants • Run communication plan during high seasonal periods and pursue opportunities in high segments driven by premium line. penetration ethnic markets. • Increase presence in developing Mass channel.Inhibitors:• Lack of consumer eye care knowledge. Stronger focus on allergy • Lack of Visine credibility /w eye care professionals. decongestant segments:• Low Visine penetration purchase frequency. • Ensure three relief messages are consistent across• Weak Visine Advance distribution. the marketing mix—TV, at-shelf, packaging, etc. • Tighter synergies with Reactine/Benadryl efforts.Key Risks Opportunities • Target cosmetic-oriented consumers of highOpportunities: interaction health care products (ie. whitening).• Visine is underdeveloped fast growing • Investigate “Dr. Recommended” claim for Visine dry Mass channel. eye products.Risks:• Aggressive retailer pricing on base in mass Focus Advance line support at-store level: grocery. • Close Advance distribution gaps. • Communicate Advance benefits and promoteKey Issues/Opps Questions Advance line as hero products.1. ow do we increase Visine penetration? H • Minimize base Advance retail gap for clear retail pricing strategy and retailer adherence.2. ow do we capitalize and play to our inherent H • Adjust promotion mix to promote the Advance brand strengths? line-up.3. ow do we ensure continued growth of premium H Advance line?
  31. 31. 31Plan Consistencyand FlowVision: What do you want the brand to become? Objective: How do you measure the success ofThink 10 years out: if you became this one that strategy. Ask yourself, if your strategy wasthing, you would know that you are successful. successful, what would it look like…what proofQualitative (grounded in something) and quantitative would you have.(measurable) Tactic: Activities that support the strategy…theMission: It should be tightly connected to the “what” are you going to do? Should match up tovision…but is more likely a 1-3 year direction—if the strategy.a vision is a destination, then a mission is a majormilestone on the path towards that vision. Execution: The actual thing that goes into the market place—consumers see it. Do not get intoStrategy: A choice in how are you going to get the details within a plan—unless it’s bought inthere. These strategies should be set up to achieve already or essential to your strategy.the vision. Brand Strategies should be higherlevel—they should not have a tactical element inthe statement.
  32. 32. 32An ExampleToronto Maple Leafs—Win the Cup Toronto Maple Leafs—Make MoneyVision: To Win the Stanley Cup Vision: Most Valued Sports FranchiseMission: Build the best team possible. Mission: Build Loyal Team Base.Key Issues: Key Issues:1) How do we set ourselves up for a run at the cup? 1) How do we continue to hold our loyal fan base?2) How do we over-come our weak talent pool? 2) How do we continue to maximize our3) What’s our strategy for building our team? media impact? 3) Where can we go beyond gate andStrategy: TV revenues?1) Focus on short term regular season victories tocapture home ice advantage Strategy:2) Utilize Free Agency to capture “play off 1) Ensure team loyalty via on ice successexperience” players. 2) Focus on media dominance3) Build long term team around a young star player. 3) Build equities around merchandise.Objective: Objective:1) Achieve 100 Points in regular season 1) 100 pts, 2 playoff rounds.100% sell outs2) Attract 4 veterans who have won the Stanley Cup. 2)Televise 100% of games with average of 10% ratings3) Need top-line forward to have over 40 goals. 3) Sell $20MM worth of Leaf merchandise.Tactic: Tactic:1) Sign 2 Free Agents Per Season 1) Sign 2 Free Agents Per Season to keep team2) Build a strong first line for Mats Sundin competitive—higher ticket prices to pay for it3) Look for mid-season trades to ensure team 2) Maintain HNC slot and TSN weekday dominancedelivers 100 pts. 3) New clothing lineExecution: Execution:1) Sign Alfredson and Chara 1) Sign Alfredson and Domi2) Bolster first line with Alfredson and Mogilny 2) Develop Leaf TV as a way to build further loyalty3) Develop list of potential talent to ensure regular 3) Develop third sweater idea and bobble headsseason goal. You can see how under this column changing your vision can really change the entire plan. Yet the tactics can still be the same.
  33. 33. 33Plan Consistencyand Flow “Finding Tubas”A good brand plan should have a consistency from products til 2011? If your mission is “become #1”,the vision all the way down to the execution. Think of why do we not have a growth or share objective?a band playing in perfect harmony. When you writesomething that doesn’t fit, it should stand out like a Make sure things don’t “die a quick death” in the“Tuba” player, trying to play his own song. document…or that they don’t “come from out of no where”.Go through your document and see if you can spotmisfits. Is your mission to drive trial and you aren’t Senior Managers are very skilled at finding Tubas—sampling? If you want to be the “category leader in find them before they do.innovation”, then why are we not launching any new
  34. 34. 34Plan Consistencyand Flow Strategy and Sub Strategies Product Pipeline Communications Professional In Store Strategy Strategy Strategy StrategyWe have 4 separate sections of substrategies that should all fit in with the overallbrand strategy.FINAL THOUGHTS1. Pretend you are different audience members. 5.Tell a story. Don’t get too wrapped up in numbers,Anticipate their questions and try to re-write and theories or models, etc.answer them within. 6. Strategic Thinking: Understand how your brand2. This is a historical document. Think how the makes money, know how your assets match to thenext brand manager comes in and what they need consumer, understand early wins and gateways, andto know. finally stay on strategy.3. Be as concise as you can be. I love to see that 7. Everyone that works on the team will followmy brand plans are shorter than anyone else’s plan. this document to your full intentions: Ad agency, promo house, sales team etc.4. Make sure your document has a flow to it:No Tubas.