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Integrated Marketing Portfolio 2013
 

Integrated Marketing Portfolio 2013

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My experience has taught me to believe in 4 principles about what Shopper Marketing really is: ...

My experience has taught me to believe in 4 principles about what Shopper Marketing really is:

1- I believe in Shopper Marketing as something bigger than just a BTL discipline. I see it and use it as an “Integrated Marketing” total approach to Market. When you see “Shopper Marketing” this way, you can easily see how all the communications disciplines of Above The Line (ATL), Below The Line (BTL) , promotions, Public Relations, mobile, interactive, social, viral, and experiential (to name a few) become more purposeful.

2- Uncovering and overcoming barriers to purchase (the obstacles that keeps a consumer/shopper from selecting my client’s product from others) from the shelf out (backwards to the moment of awareness) is the most powerful way to truly understand our client’s needs and deliver robust strategies & powerful platforms – to help our client build stronger brand recognition and help their products be the big winner at the cash register.

3- The operating word in “Shopper Marketing” is Marketing. Something that we –in the communications business- need to bring back to the front and center position. These new technological-media times demand a “back to basics” approach to market. A more “scientific & purposeful” approach, that leverages good integrated planning while delivers long term integrated platforms.

4- Long gone are the days where tactics and execution where enough to generate brand awareness and sales. We need to collapse all efforts into one. To be more accountable and truly deliver brand growth and sales at the same time. Our clients are demanding this from our industry and we owe it to them to deliver on this.

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    Integrated Marketing Portfolio 2013 Integrated Marketing Portfolio 2013 Presentation Transcript

    • Leonardo E. Ross‐Rivera Integrated Marke,ng Strategic Planner & Integrated Marke,ng Crea,ve Director   Work Samples 
    • Hi,  If I had to summarize in One word what is the most valuable take away & lesson I have learned throughout my career, as a Integrated Marke,ng Planning Director &  Integrated (Shopper) Marke,ng Crea,ve Business Solu,on Director, it will be this One: Thorough!  That said, nothing is more exci,ng to me than to discover emerging trends & insights, cuLng‐edge crea,ve, and integrated (shopper) marke,ng ideas/plaOorms ‐ that win new business & move consumers into shoppers, and then into buyers.   So, I wear two hats: 1‐ As a Integrated Marke,ng Strategic Planner Director, I decipher cultural‐media trends and turn this informa,on into knowledge to develop inspiring strategies ‐that yield long term & profitable plaOorms for clients.    2‐ As a Integrated (Shopper) Marke,ng Crea,ve Business Solu,on Director, I develop Crea,ve Marke,ng Ideas that bring to life the PlaOorms in ways that can delight the consumer –thus turning her/him into shopper and buyers.   I have a solid background servicing Fortune 100‐500 companies ; in the General US Market, the La,n American Markets, the US Hispanic Market, and the North of Africa (MENA) – Gulf (GCC) Region Markets.    Plus, I have won numerous awards from organiza,ons such as: Cannes Adver,sing Fes,val, London Film Fest, CRESTA, NY Film Fes,val, Na,onal Addy, Adver,sing Age, Hispanic Adver,sing Age, and more. 
    • What is my POV on Shopper Marke,ng? 
    •  My experience has taught me to believe in 4 principles about what Shopper Marke,ng really is:  1‐ I believe in Shopper Marke,ng as something bigger than just a BTL discipline. I see it and use it as an “Integrated Marke,ng” total approach to Market. When you see “Shopper Marke,ng” this way, you can easily see how all the communica,ons disciplines of Above The Line (ATL), Below The Line (BTL) , promo,ons, Public Rela,ons, mobile, interac,ve, social, viral, and experien,al (to name a few) become more purposeful.   2‐ Uncovering and overcoming barriers to purchase (the obstacles that keeps a consumer/shopper from selec,ng my client’s product from others) from the shelf out (backwards to the moment of awareness) is the most powerful way to truly understand our client’s needs and deliver robust strategies & powerful plaOorms – to help our client build stronger brand recogni,on and help their products be the big winner at the cash register.  3‐ The opera,ng word in “Shopper Marke,ng” is Marke,ng. Something that we –in the communica,ons business‐ need to bring back to the front and center posi,on. These new technological‐media ,mes demand a “back to basics” approach to market. A more “scien,fic & purposeful” approach, that leverages good integrated planning while delivers long term integrated plaOorms.   4‐ Long gone are the days where tac,cs and execu,on where enough to generate brand awareness and sales. We need to collapse all efforts into one. To be more accountable and truly deliver brand growth and sales at the same ,me. Our clients are demanding this from our industry and we owe it to them to deliver on this. 
    • A sample of work where I have been the Strategic Planner & Crea,ve Director:  1‐ Lomo Dubai Store Launch PlaOorm  2‐ Kellogg’s Coco Pops PlaOorm  3‐ Johnny Walker Re‐Launch PlaOorm  4‐ EA Sports Wal‐Mart PlaOorm  5‐ P&G HABA Hispanic Market Scale Program PlaOorm  6‐ Wal‐Mart Apparel Store Redesign   7‐ Johnny Walker Abu Dhabi Airport Retail Space Redesign  Complemen,ng Above The Line (ATL) efforts with Shopper Marke,ng approach:  8‐ California Garden New Business Pitch (From ATL Key  Visual into Retail Space, Social Media, and Interac,ve  Media) 
    • 1‐ Lomo Dubai Store Launch PlaOorm This plaOorm is the result of an interview assignment given to me by Leo Burneo / Arc. I liked the outcome so much, I have decided to include it as a good example of "How Shopper Marke,ng Can Be Leveraged As An Approach To Market ‐ Not Just A Discipline.”   This is a 360 Integrated PlaOorm for a store launch that:  * Increases brand recogni,on  * Drives social media engagement  * Ac,vates consumers into brand advocates at grass roots levels * Drives online sales  * Influences the retail (physical & digital) space feature & display * Makes store launch a brand experience  * A PlaOorm That Goes From Global To Local. 
    • Leonardo Ross  Interview Project  September 19, 2012 
    • Content:   1. Leo Burne? – Arc Brief  2. Analysis of the brief  3. Consumer insights, shopper insights, barriers to purchase  4. Brand insights & assets   5. Retail audit  6. Shopper markeNng strategy  7. The big plaQorm idea  
    • 1. Leo Burne? – Arc Brief 
    • 2. Analysis of the brief 
    • Over all, this brief is very inspiring and wri?en by a  person who understands creaNves.    Nevertheless, the insight rooted into the strategy is a  Consumer Insight and not Shopper Insight.* * A shopper insight should illustrate what type of needs and wants shoppers are fulfilling when they purchase a product or service.   
    • 3. Consumer insights, shopper insights, barriers to purchase 
    • Having owned a Lomo and having friends who have or have had Lomo (within the target range), I called my friends up and did a rough and dirty qualitaNve research ‐in order to further understand the consumer, idenNfy shopper barriers, and uncover a strong shopper insight. 
    • ‐ They love European brands  ‐ Tend to have a global mindset  ‐ Have an interest for the arts and like to do some art in their spare Nme  ‐ Most likely work in a creaNve field: Adv CreaNve, So^ware Designer, Architect, Media, Film, Designer  ‐ In tune with Global Pop Culture  ‐ Probably drives: VW, BMW, MINI, Land Rover, Vespa  ‐ Fully digital lifestyle  ‐ Likes to collect and decorate home with conversaNon pieces  ‐ Visits Design Oriented stores  ‐ Fiercely loyal to brands that add to their “creaNve type” persona  ‐ Likes to purchase items that have a interesNng/meaningful story behind them 
    • Shopper Insight:  They seek to purchase products and services that can  help them express their sense of uniqueness, especially  from brands that allow them to be creaNve.  
    • Having uncovered a strong shopper insight, I dug deeper into why some of my friends sNll used their Lomo and some didn’t. I also did a quick research on people who hadn’t heard about Lomo. This effort will help us understand the barrier to purchase and upsell.  
    • Those who sNll use their Lomo:         ‐ Love the anNcipaNon of waiNng for the negaNve to be developed, old school  ‐ Love to experiment and cherish the unpredictability of the cameras  ‐ Love to showcase their work on the walls  ‐ Love the analog way of making images  ‐ Think they are making art  ‐ Think that Lomo is a great brand, with a nicely priced product for what it gives them  ‐ Tend to stop and look at content about new Lomo cameras (wishing to purchase)  ‐ Some are connected to Lomo on Facebook  ‐ Some occasionally visit the Lomo site 
    • Those who stopped using their Lomo:         ‐ “My smart phone can do that easier, faster, and cheaper”  ‐ Never really got into the whole Lomo movement but enjoyed the camera for a few rolls  ‐ Wished they had more Nme to play with their Lomo  ‐ Too many new cameras and add ons to choose from  ‐ Tend to forget their Lomos unNl they go to a shop that carries them or see something about them online  ‐ Buying film and developing film is not part of their rouNne shopping habits 
    • Those who had no clue about Lomo:         ‐ My smart phone can do that easier, faster, and cheaper  ‐ Too many cameras and add ons to choose from  ‐ It looks complicated  ‐ Not sure they would achieve the results in the Lomo pictures that were shown to them  ‐ Hadn’t heard about Lomo, but once exposed, liked the brand and what it stood for 
    •  4. Brand insights & assets  
    • Over the camera’s lifespan, its cheapness has  morphed from a liability to its killer feature. The  unpredictable aberraNons and vignejng of its lens  have become arNsNc and fashionable, not to  menNon egalitarian — even the most inexperienced  photographer can pick up a Lomo camera and get  interesNng results.    While these same features grate on many serious  photographers, the fact remains that it’s fun, dirty  and its cheapness makes it easy for Lomo  communiNes to form and share their shots. In a  market where compeNNon is driven by technological  innovaNon, Lomo found success selling simple plasNc  film cameras that offered uniqueness rather than  features. Now Lomo’s stable includes a variety of  cheap cameras with different quirks and styles. Lomography has 32 stores worldwide, in addiNon to over 20 “embassies” which host exhibiNons, workshops and other events. The company has a robust web‐presence, which incorporates online sales with a community of devotees, a blog and an online magazine. They’ve also tapped into web communiNes on Facebook, Twi?er and YouTube. 
    • Very sophisNcated, well populated social media component to the site  (dual purpose site: e‐commerce/social media) with true global reach  (over 20k members WW). 
    • Only 15 members in UAE (we need to make this list grow). 
    • We have our very own UAE Ambassador (With tons of photos and a few friends). 
    • Well seeded and lively social media channels. 
    • They have their own rewards program. 
    • 5. Retail audit 
    • Very robust e‐commerce site. 
    • France  Germany Lomography Gallery Store Paris‐Marais  Lomography Gallery Store Munich Italy  Netherlands Lomography Gallery Store Milan  Lomography Gallery Store Amsterdam 
    • United Kingdom  USA Lomography Gallery Store Manchester  Lomography Gallery Store Santa Monica  ‐  Stores tend to be small to medium size  ‐  Product is featured and displayed like in a knick knack store  ‐  Poor effort at inspiring (show me a beauNful print), educaNng (show me  what camera, film, and add on I have to use to achieve the same effect),  and closing the sale (show me a complete soluNon at a great price)  ‐  One could imagine that Lomo is featured and displayed at Virgin, Gallery  One and Iconic stores in the same manner but in even smaller spaces 
    • 6. Shopper markeNng strategy 
    • Shopper MarkeNng ObjecNve:  Due to the increasing demand for Lomography in the region,  Lomographische AG has decided to setup and launch a flagship  store that will host an array of camera’s, accessories, film  development and a mini gallery.    Develop a shopper markeNng strategy and big idea plaQorm to  support launch of Lomo Store at a Dubai Mall (TBD) and drive  lomography and photography enthusiasts to the flagship store. 
    • Shopper MarkeNng Barriers:  Those who stopped using their  Those who have no clue  The retail channel:  Lomo:  about Lomo:      ‐  Stores tend to be small to      medium size  ‐ “My smart phone can do that  ‐ My smart phone can do  easier, faster, and cheaper”  that easier, faster, and  ‐  Product is featured and    ‐ Never really got into the whole  cheaper  displayed like in a knick  Lomo movement but enjoyed    knack store  the camera for a few rolls  ‐ Too many cameras and    add ons to choose from  ‐  Poor effort at inspiring  ‐ Wished they had more Nme to    (show me a beauNful print),  play with their Lomo  ‐ It looks complicated  educaNng (show me what      camera, film, and add on I  ‐ Too many new cameras and  ‐ Not sure they would  have to use to achieve the  add ons to choose from    achieve the results in the  same effect), and closing  ‐ Tend to forget their Lomos  Lomo pictures that were  the sale (show me a  unNl they go to a shop that  shown to them  complete soluNon at a  carries them or see something  great price)  about them online    ‐  One could imagine that  ‐ Buying film and developing  Lomo is featured and  film is not part of their rouNne  displayed at Virgin, Gallery  shopping habits  One and Iconic stores in the  same manner but in even  smaller spaces 
    • Shopper MarkeNng Insight:  The Shopper:    They seek to purchase products and services that can help them express their  sense of uniqueness, especially from brands that allow them to be creaNve.   The Brand:    Lomo sells simple plasNc film cameras that offer uniqueness rather than features,  that have turned into a global arNsNc movement ‐where analog living, real life,  arNstry, community, sharing, helping, and being yourself is leveraged via an  inclusive 360 global markeNng strategy (most strategies are us vs them).  The Retail Channel:    A real place to get lost in! Find a wide range of Lomographic products – from  cameras, accessories, bags, books, t‐shirts, albums and frames, varieNes of film,  and everything in between! SNll, a Lomography Store is more than that: get Nps  and tricks about the disNncNve Lomographic style or meet other people with a  passion for these analogue goodies! 
    • Shopper MarkeNng Challenge  Statement:  Help Lomo launch their flagship store in Dubai with a plaQorm that  educates, inspires, and converts new users and actual users into  repeat purchasers and brand ambassadors. 
    • 7. The big plaQorm idea  
    • The World of Lomo Comes Together in Dubai. An idea about being real, capturing real life as art, helping others,  and about being passionately individualisNc while also part of something bigger. A global movement that advocates for a more  real way of seeing, sharing, and expressing life. 
    • The World of Lomo Comes Together in Dubai.  It is 2 months before the Dubai Lomo store opening. 5 of the  top Lomo photographers in the world (chosen by size of social  network and photographic work) will travel to Dubai, while  documenNng their travels with all the Lomo equipment they  need at their disposal. 
    • The World of Lomo Comes Together in Dubai.  But there is a catch, whenever they travel on land they need to recruit other  Lomographers (via all Lomo social media channels) into helping them with a  ride, some food, and shelter. Lomo will only take care of air travel expenses  when crossing a body of water or needing to hop over territories in turmoil.   
    • The World of Lomo Comes Together in Dubai.  So what’s in it for the Lomographer and future Lomographer who gives a  helping hand to another fellow Lomographer? They earn Piggy Points that  can be redeemed for Lomo products at retail or online.  Food = 25 Piggy Points, Shelter = 50 Piggy Points,   Ride = 75 Piggy Points for every 300 Km. 
    • The World of Lomo Comes Together in Dubai.  How is this beneficial to Lomo?  Well, as our chosen Lomographers travel  to Dubai from their country of origin, he  or she, will be documenNng everything  that happens to them with their Lomo  equipment (including the Lomographers  that help them). This effort will serve  various purposes:     1‐ Create buzz to recruit help on the trek  to Dubai    2‐ Content about what camera, lens, film,  and add on combinaNon yield this “type”  or that “type” of photo ‐ that will be  shared in all social media and Lomo site    3‐ Increase traffic and interacNon at  Lomo site and all social media sites    4‐ Increase traffic to Lomo store online  (they need to redeem their Piggy Points)      5‐ Energize the Lomo global community  and create expectaNon about their  arrival to Dubai    6‐ Lomographers and new Lomographers  that lend a hand will be able to see  All photographic content (all content for  themselves in the content (adding viral  that ma?er) will always inspire (show me a  component) as they are an integral part  beauNful print), educate (show me what  of the “reality” being captured.  camera, film, and add on I have to use to  achieve the same effect), and sell (show me  a complete soluNon at a great price) 
    • The World of Lomo Comes Together in Dubai.  The 5 global Lomographers will arrive in Dubai (thanks to the help  of their fellow Lomographers along the way and especially the ones  from UAE and Dubai, during the last leg) two weeks before the  store opening. There will be a meet and greet between UAE and  global Lomographers. Together they will select the best photos  from each traveler, to be published into 5 books (up to 150 pages  each and up to 100 copies per book). One for each global traveler’s  trek from their country of origin to Dubai.  
    • The World of Lomo Comes Together in Dubai.  To drive traffic at the store opening, the  To increase awareness locally, an  As throughout all content during  5 global Lomographers will personally  exhibiNon, party, and photography sale  this effort, the Feature and Display  sign and give away books to the first  will take place at an art gallery. Lomo  at the store will be executed in a  250 people who visit the store.   fans and newcomers will be able to buy  manner that always inspires (show  a print or the whole shopper soluNon  me a beauNful print), educates  (show me what camera, film, and  (camera, film, add ons) to recreate the  add on I have to use to achieve  effect when they use their new Lomo.  the same effect), and sells (show  me a complete soluNon at a great  price). 
    • The World of Lomo Comes Together in Dubai.   ObjecNves achieved:  4‐ Unique and news worthy event gained good amount of   free media coverage (throughout the event route and in 1‐ Brought the world of Lomo together to open UAE Dubai  Dubai) Lomo store     5‐ Direct impact on retail space Feature and Display 2‐ AcNvaNon plaQorm with a path to purchase that goes  strategy from global to local     6‐ Brought to life the Lomo brand DNA in a manner that  inspires, educates, sells, and converts new and exisNng 3‐ Lowered path to purchase barriers and increased sales  Lomo users into Lomo Ambassadors to the world (globally and locally)   
    • Closing  Statement:   My experience as a CreaNve Director and Shopper MarkeNng Planner keeps me focused  not only in the pursuit of big ideas, but also in helping clients achieve their markeNng and  business objecNves.    My experience has taught me to believe in two principles:    1‐ Shopper markeNng is an “approach” that can leverage the disciplines of ATL, BTL,  promo, PR, mobile, interacNve, social, viral, and experienNal (to name a few)   to win big at the cash register    2‐ Overcoming barriers to purchase from the shelf out gives one a deeper understanding  on how to inspire a consumer to become a shopper    I truly hope this came thru in the planning and the work. 
    • Thank you Raja and Peter. I really enjoyed this challenge.   Leo Ross  Interview Project  September 19, 2012 
    • 2‐ Kellogg’s Coco Pops PlaOorm In this plaOorm you will see my integrated marke,ng planning  skills (I developed the strategic format and authored the  strategy) and my crea,ve director skills (I lead the team to  develop the plaOorm idea and tac,cal plan ideas). 
    • ASSIGNMENT• Create an integrated campaign that ensures kids’ engagement• Maintain consistent messaging across all touch points• Be truthful to the brand equity – Coco the Monkey – Yellow color and the jungle feel – Cheeky, cheerful, adventurous & fun• Deliverables: – POSM: Gondola – In store theatre: • 2x2 stand for sampling & engagement • Ambient ideas to create excitement – Out of store activation to further bond with kids BUDGET $350,000
    • OBJECTIVES • Drive penetration into the Kellogg’s chocolate portfolio.• Build consumer loyalty by creating a stronger bond between Coco and the kids. • Program Duration will be 4 weeks. • In Saudi, Kuwait, and UAE.
    • To complete our missionWe need to dig deep to discoverthe barriers and find the insights
    • THE BARRIERS(between us and the objectives)
    • RETAILER BARRIERS- Nestle has great leverage with retailers due to their diversified portfolio (different categories).- Retailers prefer giving promotional spaces to fast moving products offering value added deals to their shoppers.- Motivate shoppers to increase basket size.
    • SHOPPER BARRIERS- Mom doesn’t see the difference between Coco Pops and Nesquik, chocolate is chocolate.- Coco Pops is priced 20% higher, and doesn’t see why she has to pay extra for it.
    • BRAND BARRIERS- Low consideration for cereal in the breakfast occasion.- Overall loyalty to the category is low. The category is trying to outdo themselves with constant innovation in variants, premiums, offers, etc…- Fierce competitive offerings from Nesquik (free product, price discounts) driving higher noticeability on shelf vs. Kellogg’s.- Lack of differentiation between Coco Pops and Nesquik (both packs are yellow with chocolate cereal and milk swirls and have a brown mascot).- Coco is priced at 20% higher than Nesquik.- Nestle is also known for nutrition, fun/new.- Kellogg’s has limited resources compared to Nestle.
    • THE INSIGHTS(to overcome the barriers)
    • RETAILER INSIGHT- They want to make the shopping experience more entertaining and engaging.- They want to have the latest offers.- They tend to invest in culturally relevant pulse periods: • Summer/ Fun • Back to School/ Learning Fun • Xmas/ Vacation Fun
    • SHOPPER INSIGHT “KID”- Kids want to be “cool”, so they adopt what’s new and exciting amongst their circle of friends.- They always want to be entertained and have fun.- They expect to have more fun during: • Summer/ Fun • Back to School/ Learning Fun • Xmas/ Vacation Fun
    • SHOPPER INSIGHT “MOM”- Mom is willing to buy the brands specifically requested by her kids. If they are happy, she’s happy.- Chocolate is chocolate, but at least with cereal they get to have milk.- She wants to entertain her kids during: • Summer/ Fun • Back to School/ Learning Fun • Xmas/ Vacation Fun
    • UNDERSTANDING OUR CORE TARGET Kids Moms Children from 6-10 (core 8-9) Mom wants to purchase fulfilling food who currently consume cereal. that makes her kids happy.Moms who already purchase cereal for their kids as a breakfast option
    • BRAND INSIGHT- Commitment to bringing fun and playfulness into the kids’ breakfast by engaging their imagination through story telling and premiums.
    • THE NEEDS Brand Create an emotional bond with kids by positioning Coco as their cheeky fun friend beyond the breakfast moment and reassure Mom that she made the right decision. Shopper RetailerMom: Needs reassurance that Looking to partner withshe’s making the right decision brands who can add value despite the premium pricing. and engage with shoppers to provide them with a pleasantKid: wants to adopt what’s new shopping experience. and exciting
    • THE COMMONALITYBring to life the spirit andmission of Coco, at everytouch point and channel, literally.
    • THE BIG IDEAMeet Coco, the kid in all of us! Coco loves fun Coco likes to learn Coco likes to explore Coco is always hungry for more
    • SHOPPER JOURNEY 2. Listing 3. Coordinating 1. Assessing Pre Channel 1. Arriving 5. Sharing 2. Search & Discovery4. Assessing (product) Post At 3. Deselecting Channel Channel 3. Consuming 4. Evaluating 2. Stocking 5. Selecting 1. Assessing (experience) 6. Purchasing
    • PRE CHANNEL “MOM & KID”1- Mindset Mom: I need to go grocery shopping so I can make sure the house is stocked with all the food and drinks for the next week. Mindset Kid: I just saw these magic straws from Coco Pops, I want them so bad.2- Mindset Mom: I need to prepare my shopping list so I don’t forget anything.3- Mindset Mom: I will drive to XXX, although finding parking is always a pain. Mindset Kid: I will ask mom to buy Coco Pops for me, or I will go with her to make sure she buys it.Media: (TVC, Out of store comms, Out of store experiential, Website)
    • Post CHANNEL (MOM)4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun while drinking their milk. I wonder what else can Coco offer for the kids. Mindset Kid: I’m having so much fun with Coco, I’m glad Mom got it for me. TOUCH POINTS to enjoy their cereal5- Mindset Mom: I should tell my friends about the latest Coco Pops promotion, so they can get their kids while having fun Mindset Kid: I want my friends to have fun with me and Coco, can’t wait to tell them about the magic straws and the games.Media: (packaging, website, out of store experiential, word of mouth)
    • AT CHANNEL “MOM & KID”1- Mindset Mom: I need to grab a trolley and start ticking off my shopping list.2- Mindset Mom: I need to find the cereal. Oh my, could there be any more choices.3- Mindset Mom: I know my kids love a chocolaty cereal.4- Mindset Mom: I usually buy Nesquik, but I don’t mind getting the kids something new. Mindset Kid: Wow, those magic straws look really cool.
    • AT CHANNEL “MOM & KID”5- Mindset Mom: Should I buy Nesquik or try Coco Pops for a change? Mindset Kid: I definitely want Coco Pops.6- Midset Mom: I know the kids will enjoy having their cereal differently with these magic straws, and for sure it will help them finish their milk till the last drop.Media: (In store comms, Sampling stand, Packaging, Promotion, cross category)
    • Post CHANNEL (MOM)4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun while drinking their milk. I wonder what else can Coco offer for the kids. Mindset Kid: I’m having so much fun with Coco, I’m glad Mom got it for me. TOUCH POINTS to enjoy their cereal5- Mindset Mom: I should tell my friends about the latest Coco Pops promotion, so they can get their kids while having fun Mindset Kid: I want my friends to have fun with me and Coco, can’t wait to tell them about the magic straws and the games.Media: (packaging, website, out of store experiential, word of mouth)
    • HOLOGRAPHICSHELF DISPLAY
    • POST CHANNEL “MOM & KID”1- Mindset Mom: I made the right decision because I can see the smile on my kids’ face. They can’t wait to use these magic straws. Mindset Kid: I can’t believe my mom got me Coco Pops, this is so cool. I want to have some now.2- Mindset Mom: I will place the cereal on top of the fridge or at the counter, where the kids can see it/ask for it.3- Mindset Mom: I will feed the kids Coco Pops with some fresh milk and will give them the magic straws to finish their milk.
    • POST CHANNEL “MOM & KID”4- Mindset Mom: I’m glad my kids are enjoying their cereal breakfast and finishing their milk till the last drop. Mindset Kid: Wow, it’s already changing colors, how cool is that; Coco is fun. I want to play the games on the website.5- Mindset Mom: I should tell my friends about this promotion so they can get their kids to finish off their milk. Mindset Kid: Oh my, this game is awesome. I’m going to tell my friends to sign up and play.Media: (Packaging, Website, Out of store experiential, andmuch more)
    • Post CHANNEL (MOM)4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun while drinking their milk. I wonder what else can Coco offer for the kids. Mindset Kid: I’m having so much fun with Coco, I’m glad Mom got it for me. TOUCH POINTS to enjoy their cereal5- Mindset Mom: I should tell my friends about the latest Coco Pops promotion, so they can get their kids while having fun Mindset Kid: I want my friends to have fun with me and Coco, can’t wait to tell them about the magic straws and the games.Media: (packaging, website, out of store experiential, word of mouth)
    • SHOPPER JOURNEY Pre Channel Post At Channel Channel
    • Post CHANNEL (MOM)4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun while drinking their milk. I wonder what else can Coco offer for the kids. Mindset Kid: I’m having so much fun with Coco, I’m glad Mom got it for me. WHAT’S NEXT?kids to enjoy their cereal5- Mindset Mom: I should tell my friends about the latest Coco Pops promotion, so they can get their while having fun Mindset Kid: I want my friends to have fun with me and Coco, can’t wait to tell them about the magic straws and the games.Media: (packaging, website, out of store experiential, word of mouth)
    • COCO CALENDARMay 2013 August 2013 November 2013Magic Straws Back to School Mission Jungle – Rocket Racer or Sponge Bob
    • Post CHANNEL (MOM)4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun while drinking their milk. I wonder what else can Coco offer for the kids. Mindset Kid: I’m having so much fun with Coco, I’m glad Mom got it for me. NEXTfriends about the latest Coco5- Mindset Mom: I should tell my STEPS Pops promotion, so they can get their kids to enjoy their cereal while having fun Mindset Kid: I want my friends to have fun with me and Coco, can’t wait to tell them about the magic straws and the games.Media: (packaging, website, out of store experiential, word of mouth)
    • 3‐ Johnny Walker Re‐Launch PlaOorm  In this plaOorm you will see my integrated marke,ng planning skills (I developed the strategic format and authored the strategy)  and my crea,ve director skills (I lead the team to develop the  plaOorm idea and tac,cal plan ideas). 
    • What needs to happen Develop, execute and evaluate the Johnnie Walker Flavour is King campaign in the Domestic On trade and Retail channels in the UAE Achieve low cost but high impact initiatives Demonstrate flexible turnaround times, adequate resource allocation, process efficiency and internal management synchronization. Adhere to: Regional legislation and regulations regarding the marketing and sale of alcohol beverages The Diageo Marketing Code The Johnnie Walker campaign toolkits and guidelines Effective measurement and evaluation of all campaign activity, from both a commercial and equity building perspectiveBudget 400,000 AED
    • Background While age matters for Chivas…. It doesn’t for Johnnie Walker
    • We believe in craftsmanship!
    • Because the liquid is made from different maltsand because each malt has a unique flavour andcharacter; regardless of age.The secret of great Scotch whisky is in the art ofblending. how the master blender selects thedifferent malts and mixes them to deliver anoutstanding liquid.
    • The masterful art of blending the malts then filtered in the essence of our elixir HENCE... 
    • 7
    • Thus, you’ve requested frOm us…
    • Objectives1 Because we believe in the art of blending, we need to bring the taste effects of Johnnie Walker to life, enticing consumers to physically experience the big, bold flavours in as sensory and visceral way possible.2 Entice consumers to physically experience the big, bold flavours of Johnnie Walker Black Label.3 Drive front of mind awareness for Johnnie Walker Black Label with disruptive communications.4 Re-engage the African + Eastern sales force and key customers with Johnnie Walker Black Label brand.5 Win battle, for both African + Eastern and Diageo, is to return Johnnie Walker Black Label to leadership status and No.1 by market share in the region.6 Deliver incremental sales of 3,000 x 75cl bottles of Johnnie Walker Black Label.
    • To complete our mission We need to dig deep to discoverthe barriers and find the insights
    • The Barriers(between us and the objectives)
    • Barriers 1.1 RetailerOn trade: The staff don’t care for the products, they seriously think about the money. The staff lacks in depth knowledge about the different brands. They lack theatre in the way they serve. So there is no element of surprise/ intrigue/ specialness. They feel threatened to be overshadowed by other brands if they allow frequent and big activations.OFF trade: They are limited to the channels/media they can use due to government regulations. So they focus on in-store communication and e-newsletters. The government imposes a 30% tax on all liquor. It’s something the retailer can’t avoid and has to pass onto shoppers who ends up buying from the duty free or illegal channels.
    • Barriers 1.2 ShopperOn trade: We are not top of mind on their consideration set. People usually go out in groups, so they tend to order a bottle of liquor that the majority enjoys (mainly vodka) = Peer pressure/ influence from the group.OFF trade: We are not top of mind on their consideration set. People prefer buying from the duty free or illegal channels where it is tax free vs. buying from the shops at a 30% tax that is imposed by the government.
    • Barriers 1.3 BrandOn trade: UAE is a dark market and hence the brand is not allowed to have any ATL or online communication. Online and social media communication should be unbranded, if any. Less love between the brand and the people due to lack of investment in brand equity platforms. The brand is seen to be as “my father’s drink” since the people in this region were brought up with it. Consumers can not articulate why Johnnie Walker is special or worth paying more for. Few brands have successfully activated relevant and engaging platforms in the on-trade with scale.
    • The Insights(to overcome the barriers)
    • Insight 1.1 RetailerOn trade: Is in search for new experiences/ services to offer their clientele and keep them delighted.OFF trade: Looking for offering appealing offers/ value added services/ experiences that can offset the perception of higher prices driven by the 30% tax.
    • Core TargetConsumer Venues 24 – 44 year old males (Influencers) City Channel delivers 60% of total Johnnie Walker Black Label sales Asians and Arab Expats
    • Deep insight = understanding the mindset and the trip missionSo we can change the behaviour; to impact the way our target acts & perceives our product
    • Understanding our core target Acultured Bilingual Home/ family – 1 language Bicultured Work – 50/50 Street – 100% One language On cultureExpats tend to maintain their behaviour from their home country; however, they feelbeing in the UAE (Dubai specifically) is an upgrade. They try to differentiate themselvesand demonstrate their status in a sophisticated way. They look for new experiences thatreinforce their image and new found success.They are men who like to drink substantial mature brands as a sign of their masculinity.
    • Insight 1.2 Shopper AOn trade (bottle serves):Want to impress their friends by the choices they make when sharing their time withthem. This includes intimate circle and others around the table/bar.
    • How they feel, think, and act1 Walk like westerners, but have their heart in their home country.2 In a group of 3 to 4 men.3 Reserve a table.4 Order a bottle as a symbol of status, yet knowing they are getting more for less.5 Spend most of the money on attracting women.6 Compete to win women’s attention.7 Frequent the same set of bars to build relationships with the manager and staff.8 Keeps unfinished bottles for future visits.
    • Insight 1.2 Shopper BOn trade (drink serves):Want to impress their friends by the choices they make when sharing their time withthem. This includes intimate circle and others around the bar.
    • How they feel, think, and act1 Walk like westerners, but have their heart in their home country.2 Alone or with a group of friends.3 Walk in and doesn’t reserve.4 Order a special drink/cocktail that sets him apart from the crowd.5 Spend time attracting women and mingling.
    • Insight 1.2 Shopper COff trade:Smart about how they deselect their new found luxuries in life
    • How they feel, think, and act1 Walk in with a semi clear idea of what they want to buy.2 Alone or with a friend.3 Ask for staff help in locating the different liquors; maybe even recommendations.4 Spend time looking around the shop to see what’s new and what special offers are available.
    • Insight 1.3 Brand A deep commitment to innovation & progress; two values that are evident in the whiskies - from the very beginning. This passion drives Johnnie Walker to continue breaking new ground; in search for new flavours and crafting new blends to responded to the changing tastes of consumers.
    • How is great Scotch Whisky made1 The Ingredients: Barley, Water, Yeast2 The Manufacturing steps: Malting, Grinding, Brewing, Fermentation, Distillation, Aging, BottlingWhat makes a great Scotch Whisky1 The regions and distilleries2 The craftsmanship3 The charred oak barrels4 The layers of flavour and aromas
    • What we can influenceExperience effectThe aromaThe flavourThe liquidThe bottleThe presentationand serveThe maker and (Johthe product n + Jo Walker hnn ie W and So alke ns r)
    • In Conclusion
    • the needs Needs to reignite the love between Johnnie Walker and the people ? On Trade: Want their Bars to be the 1st place people think of, when they want to have an original experience of luxury & sophistication Wants to feel and be seen like the One and Only Off trade: Want their retail shop to be the 1st place people think of when they want to purchase liquor for gifting and/or in home consumption
    • The commonality Inspire people to embrace Johnnie Walker as their perfect companion for all occasions and channels
    • The creative idea Where Flavour is king
    • Shopper journey1 Assessing 2 Listing 3 Coordinating(realizing I/we need something) (Preparing a list of the things I/we need) (How do I/we get the things on the list)5 sharing(I/we share our experience with the product and recommend to others) 1 ARRIVING (On my/our way to the channel)4 Assessing (product)(I/we revaluate the product attributesand if it did match my/our needs ) 2 Search & Discovery (I/we encounter of the whole channel)3 Consuming(How I/we consume the product) 3 Deselecting (realizing I/we need something) 4 Evaluating (I/we compare which product has2 STOCKING the right attributes: promise, price, solution)(How I/we store/ showcase the product) 5 SELECTING (I/we feel & think have found the perfect match with my/our needs)1 Assessing (product) 6 Purchasing(I/we evaluate the overall purchase (I/we have understood andexperience and the impression it made on me/us) willing to give it a try)
    • people’s Path to Purchase On Trade (Bottle serve)
    • 1 Mindset: “I have worked long and hard this week, so I deserve a sophisticated pleasure and delight. I need to have drinks with my friends at one of our favorite bars.” 2 Mindset: “I’m going to message/email/call/facebook my friends to let them know where I will be and/or ask them to join me for a drink at home and/or join me at the bar.” 3 Mindset: “I have to take a taxi so I can enjoy my night out and drink as much as I want without having to worry about driving after the party.” Media: (None)1
    • 1 Mindset: “I’m all set and on the way to hit the bar and start the night.” 2 Mindset: “I feel like drinking something special and I’m always searching for a bigger delight. I don’t always settle for what everyone is drinking, it doesn’t delight me enough.” 3 Mindset: “I’m thinking of a hard liquor. I feel like having Vodka/Gin/Rum/Scotch. If I choose Scotch, should I choose Johnnie Walker or Chivas.”2
    • 4 Mindset: “I know that Chivas is in – a lot of people order it - and that Johnnie Walker is good, but I don’t know much about Scotch Whisky and which one I should order.” 5 Mindset: “Should I follow the herd or take a new stance and stand out?” 6 Mindset: “I believe I will be delighted by Johnnie Walker beyond my wildest dreams. I think I’m feeling a sophisticated sense of delight.” Media: (bar entrance, bar comms, bar staff, experience, presentation & serve)2
    • bar entrance2
    • Experiential: mini mentor2
    • Experiential: photo booth2
    • reserved sign - option 1- side 12
    • reserved sign - option 1- side 22
    • reserved sign - option 22
    • Identifying the right mixRecommend running “MixLab” MixLab is a tasting session among core consumers intended to: Identify the winning cocktail (1 or 2 out of 5) Identify opportunity to alternate cocktails (e.g. seasonal…)
    • Pop up table top2
    • Pop up table top2
    • scented coasters2
    • presentation and serve2
    • Bottle cap2
    • video2
    • 1 Mindset: “All of this memorable delight has made a great impression on me. I now know more about Johnnie Walker Scotch Whisky and understand the secret behind this delight.” 2 Mindset: “I can’t wait to show off my knowledge with my friends, they will appreciate such an ex- perience and would want to go through it themselves.” Media: (presentation & Serve, bar staff, giveaway, word of mouth)3
    • Flavour gift box - wave 23
    • On Trade (Bottle serve) Tactical map
    • people’s Path to Purchase On Trade (drink serve)
    • 1 Mindset: “I have worked long and hard this week, so I deserve a sophisticated pleasure and delight. I need to party with my friends at one of our favorite bars.” 2 Mindset: “I’m going to message/email/call/facebook my friends to let them know where I will be and/or ask them to join me for a drink at home and/or join me at the bar.” 3 Mindset: “I have to take a taxi so I can enjoy my night out and drink as much as I want without having to worry about driving after the party.” Media: (None)1
    • 1 Mindset: “I’m all set and on the way to hit the bar and start the night.” 2 Mindset: “I feel like drinking something special and I’m always searching for a bigger delight. I don’t always settle for what everyone is drinking, it doesn’t delight me enough.” 3 Mindset: “I’m thinking of a hard liquor. I feel like having Vodka/Gin/Rum/Scotch. If I choose Scotch, should I choose Johnnie Walker or Chivas.”2
    • 4 Mindset: “I know that Chivas is in – a lot of people order it - and that Johnnie Walker is good, but I don’t know much about Scotch Whisky and which one I should order.” 5 Mindset: “Should I follow the herd or take a new stance and stand out?” 6 Mindset: “I believe I will be delighted by Johnnie Walker beyond my wildest dreams. I think I’m feeling a sophisticated sense of delight.” Media: (bar entrance, bar comms,experience, presentation & serve)2
    • bar entrance2
    • experiential: Scented balloons & sampling2
    • table top - side 12
    • table top - side 22
    • scented coasters2
    • video2
    • 1 Mindset: “All of this memorable delight has made a great impression on me. I now know more about Johnnie Walker Scotch Whisky and understand the secret behind this delight.” 2 Mindset: “I can’t wait to show off my knowledge with my friends and tell them about my newly discovered drink, I’m sure they would like to try it.” Media: (presentation & Serve, bar staff, giveaway, word of mouth)3
    • Flavour gift box - wave 23
    • On Trade (Rest of bars) Tactical map
    • Bar staff incentive program: Create an incentive program that motivates the bar staff to activate the Flavour is King platform up to standard and recommend Johnnie Walker. All participating venues will compete to win a AED 20,000 reward. To monitor the activation, a mystery shopper program will be put in place to score the venues for the duration of the activation. The highest scoring venue, wins!
    • people’s Path to Purchase OFF Trade (STORE)
    • 1 Mindset: “My friends are coming over this weekend and I’m running out of liquor. I should really buy some liquor today so I can offer them a delight.” 2 Mindset: “I need to buy beer, but I’d also like to buy a hard liquor for me to enjoy.” 3 Mindset: “I don’t usually buy from the stores, but it’s ok, it’s not that I always do it. Let me check where is the nearest store to me. Plus they might have some good offers.” Media: (email, website generic and promotional banners )1
    • African + Eastern website banner1
    • Email1
    • 1 Mindset: “I found that there is an A+E store in XXX, I will go there to buy the beer and a treat for myself.” 2 Mindset: “I got the beer, but I’m not sure which liquor to buy for me – Scotch/Rum/ Vodka.” 3 Mindset: “I want to buy me a premium scotch, but not sure if I should go for a Johnnie Walker or a Chivas.”2
    • 4 Mindset: “I know that Chivas is in – a lot are buying it - and that Johnnie Walker is good, but I don’t know much about scotch whisky and which one I should buy.” 5 Mindset: “Should I follow the herd or take a new stance?” 6 Mindset: “I believe I will be delighted by Johnnie Walker beyond my wildest dreams.” Media: (store entrance, on shelf comms, store staff, experience, promotion, packaging)2
    • store entrance - before2
    • store entrance - AFTER2
    • 2
    • store entrance - with screen2
    • cashier branding & showcase2
    • on shelf visbility2
    • in store visuals (where applicable) - BEFORE2
    • in store visuals (where applicable) - AFTER2
    • BEFORE2
    • after2
    • scented bottle neckhanger2
    • Value added offer2
    • Value added offer2
    • 1 Mindset: “All of this memorable delight has made a great impression on me. I wish to learn more about Johnnie Walker Scotch Whisky and understand the secret behind this delight.” 2 Mindset: “I need to treat and display my Johnnie Walker bottle in a special way on my bar. I will treat myself and my friends for a delightful drink.” 3 Mindset: “I now know it’s best enjoyed in a high ball glass and the drinks are easy to prepare, maybe I should buy a couple of glasses and some ingredients. I can prepare a drink for me and my buddies.”3
    • 4 Mindset: “I’m falling in love with Johnnie Walker and can finally understand the secret behind this delightful drink.” 5 Mindset: “I can’t wait for the weekend to prepare and serve a Johnnie Walker drink for my buddies and tell them all about it.” Media: (loyalty program, packaging, product info, promo, giveaway, word of mouth)3
    • bag3
    • flavour gift box3
    • SHOPPER Loyalty program3
    • Off Trade (Store) Tactical map
    • Trade giveaway
    • Giveaway - option 1
    • giveaway - option 2
    • Status venues (opportunity)
    • in bar mentor
    • Opportunitiesfor the Future
    • Brand and People: Unbranded Social Media activations Increased frequency of the experiential activations Increased number of participating venues Investment in hardware (eg. screens)Brand and Retailer: Cutomised POS kits for each venue Customised incentive program per on trade channel
    • ImplementatioN
    • 23 FEB 1 B 15 FEB 28 1 MAR 15 30 1 1 JAN FE MAR MAR APR MAY Pre Co App Fin Co App De De De sen ass mnfir col rov al a for nfir rov live pre ry all live all live tat ign atio lat al o rtw ma al o sen of col of ry col of ry ion era n a ork all tio na me n o col n o ter Sal lat lat nt f l ll app lat n Q ll q s es era era rov era ty uot l l al l s esNote:Subject to confirmation of 3rd party suppliers (ex. Scented coasters, candles, balloons, etc.)Extra funds required for shipping by airChina is closed throughout of February
    • Channel bActivity Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Bar collateralBottle Presentationserve and serve Mini Mentor Post Ramadan Bar collateral Drink Cocktail serve Sampling/ Post Ramadan promotion Status Mentor Post Ramadan venues Store collateral Online generic bannerRetail Online promotional banner Promotion Sales kit (Bottle and Serve) Sales Trade leave behind team Sales kit (Status venues) Trade leave behind
    • Channel bActivity Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Bar collateralBottle Presentationserve and serve Mini Mentor Post Ramadan Bar collateral Drink Cocktail serve Sampling/ Post Ramadan promotion Status Mentor Post Ramadan venues Store collateral Online generic bannerRetail Online promotional banner Promotion Sales kit (Bottle and Serve) Sales Trade leave behind team Sales kit (Status venues) Trade leave behind
    • MEASUREMENT and ROI
    • Our sales objective Deliver incremental sales of 3,000 bottles (250 cases) = around 3% sales increase (current 7900 cases)Our challenge Measuring effectiveness of the FIK program Setting metrics leading to ROIRealities Limited resources available to us to run a year round program Focused roll-out approach within a defined encatchment Further focus across channels
    • Our proposed approach Identify a control group universe per channel within our defined encatchment Deploy a mix of quantitative and qualitative tools to measure results Quantitative Tools Bottle Serve + Mixer Serve outlets Measure traffic – through outlet’s data or by introducing door sensors Measure and compare sales pre, during and post activation Sell in rates to the outlets Outlet sales Benchmark sales versus control group outlets Retail outlets Measure and compare sales pre, during and post activation Benchmark sales versus control group outlets
    • Qualitative Tools Mystery shopping feedback Design a set of focused conversational open-ended questions to be asked by the mystery shoppers (as they track performance for the “staff incentive” program) with the objective of capturing likelihood of customers to engage with the Brand during the activation period
    • 4‐ EA Sports Wal‐Mart PlaOorm In this plaOorm you will see my integrated marke,ng planning skills  (I acted as strategic planner here yet the format is from Saatchi X)  and my crea,ve director skills (I lead the team to develop the  plaOorm idea and tac,cal plan ideas). 
    • Work:EA Sportsfor Walmart
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    • 5‐ P&G HABA Hispanic Market Scale Program PlaOorm  In this plaOorm you will see my integrated marke,ng planning skills (I developed the strategic format and authored the strategy)  and my crea,ve director skills (I lead the team to develop the  plaOorm idea and tac,cal plan ideas). 
    • “COQUETA FACTOR” AT WALMARTINSIGHTS SECTION / RESEARCH & INSIGHTS CASE STUDY CULTURALLY INTELLIGENT MARKETING SOLUTIONS
    • STRATEGIC CHALLENGESDRIVE HISPANIC WALMART LACKED CREATE AHABA SHOPPERS HEALTH & BEAUTY DISRUPTIVETO WALMART “SHOPPER EXPERIENCE,FOR THEIR EXPERIENCE” EXPOSURE &PURCHASES & CACHE RELEVANCEOur business challenge was to drive Bi-cultural Latinas prefer department Walmart & P&G realized thatsales of P&G Health & Beauty Aids stores for their beauty product to increase basket size of HABAamongst bilingual, bicultural Latinas purchases & did not think Walmart (Health & Beauty Aids) productswhile establishing Walmart as the offered a rewarding beauty would require shaking shoppersone-stop shopping destination for shopping experience. Bilingual out of their routine quick trip &all of her “Save More. Live Better” bicultural Latinas tend to go to stock-up missions by providingshopping needs. Walmart with a mission shopping an engaging search & discovery mentality of get in & get out, HABA shopper experience. without browsing other departments.
    • CULTURAL INTELLIGENCERESEARCH& INSIGHTSRESEARCH• Review of proprietary P&G HABA research and secondary studies• Qualitative research (designed & implemented by the agency).INSIGHTS• Though straddling two worlds, bilingual bicultural Latinas take pride in their beauty & uniquely Latina feminine flair• Part of being a Latina woman in an Anglo world means playing up their “Latina” (coqueta) flair.
    • CONTENT: THE BIG IDEA PLAY UP YOUR “COQUETA” FACTOR Create an in-language, in-culture, scale program with P&G’s four strongest female HABA brands (Covergirl, Herbal Essence, Head & Shoulders, Pantene) through cross category promotions. Position P&G HABA brands as the brand solution &“COQUETA FACTOR” PLATFORM Walmart as a one-stop, “save more, live better” shopping solution for health & beauty needs. This program disrupted shoppers at different points within the Walmart store - not only at shelf. It connected with our bilingual bicultural Latina shopper prior to their shopping trip.
    • CONTEXTPRE-SHOPEXPERIENCEOUT-OF-STORETo disrupt the listing & coordinatingof activities before reaching thestore, P&G HABA products createdbeauty tips TV capsules, advertorialin beauty magazines, a micrositewithin Walmart.com, & experientialactivities at key Walmart storesin high density bilingualbicultural DMA’s.
    • COMMUNICATION STRATEGYSHOP EXPERIENCEIN-STOREWe leveraged cross-departmentsignage to connect cross-categoryproducts (diet sodas, healthy frozenmeals, vitamins, healthy snacks,apparel, jewelry, accessories,handbags, and shoes department)and drive traffic to the HABAdepartment.Once in the Health & Beauty aisle,the shopper encountered a 4-wayand End cap with a beautyconsultant to help her “Play up herCoqueta factor” with P&G HABAproducts.
    • IN-STORE MERCHANDISING: SHELF & CROSS-DEPARTMENT SIGNAGE SHELF VIOLATORS MIRROR FRAMES / CLINGS APPAREL HANG-TAGS
    • CONTEXTPOST-SHOPEXPERIENCEShoppers could text an on-pack codeto enter the “Ultimate CoquetaFactor Makeover” sweepstakes
    • REACH & RESULTS SOUTHWEST WALMART WIN REACH DENVER Walmart stores in high density Hispanic DMA’s in the SW region. LAS VEGAS RESULTS Secured End Cap and 4-way WalmartLOS ANGLES ALBUQUERQUE Hispanic traffic increased by 10% SAN DIEGO PHOENIX during promotion DALLAS • Sales of P&G HABA products increased by 5% during promotion HOUSTON
    • 6‐ Wal‐Mart Apparel Store Re‐Design   In this store redesign proposal you will see my integrated marke,ng planning skills (I developed the strategic format and  authored the strategy) and my crea,ve director skills (I lead the team to develop the plaOorm idea and tac,cal plan ideas). 
    • Work:PitchDepartmentalRe-invention
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    • 7‐ Johnny Walker Abu Dhabi Airport Retail Space Redesign  In this store redesign proposal you will see my crea,ve director  skills as I lead the team to develop a store layout by applying  the JW brand equity in an impacOul way. 
    • Front View  
    • Le, Side View  
    • Right Side View  
    • Top View  
    • 8‐ California Garden New Business Pitch ‐ From ATL Key Visual  into Retail Space, Social Media, and Interac,ve Media  Some ,mes, I have acted as support to the Above The Line Agency by adap,ng the main idea and key visual. In this case, you will see how the big idea/key visual was brought to life at retail, social media, interac,ve  media, and mobile media. Here you will see my crea,ve director skills,  as I lead the team to develop the tac,cal execu,ons. 
    • At California Garden, our passion is our ingredients.Because our products are an opportunity for you to be interesting.A form of expression.And a reminder of how special the people who prepare them really are.That’s why California Garden’s role in life is to help mothers…
    • We started with the product.
    • From there, we came to our firstbrand campaign.
    • In the kitchen,imagination comes in many different forms.
    • Cooking with imagination
    • Print
    • Retail
    • Social engagement
    • The Restaurant
    • It’s too easy to take mom’s cooking for granted.
    • Print
    • Retail
    • Social engagement