2. CONFIDENTIAL 2
MARKET INSIGHTS
REVENUE MAPS
BRAND GROWTH
STRATEGY
PRODUCT, PACK AND
EQUIPMENT AGENDA
OCCASION BRAND
PACK PRICE
CUSTOMER PLANS
(OBBPC)
HUMAN AND
CULTURAL
INSIGHTS
CATEGORY AND
BRAND MAPS
BRAND VISION
AND
ARCHITECTURE
COMMUNICATION
AND
CONNECTION
AGENDA
BRAND
COMMUNICATION
AND EXPERIENCE
PLANS
MANIFESTO
FOR GROWTH
BUSINESS GROWTH
STRATEGIES
PORTFOLIO STRATEGY/
BRAND ROLE
BRAND STRATEGY
BRAND PLANS
MARKETPLACE
EXECUTION
DNA 2.0 defined the Coca-Cola way of
marketing …
… though our opportunities
to evolve continue
3. CONFIDENTIAL
MARKET INSIGHTS
REVENUE MAPS
BRAND GROWTH
STRATEGY
PRODUCT, PACK AND
EQUIPMENT AGENDA
OCCASION BRAND
PACK PRICE
CUSTOMER PLANS
(OBBPC)
HUMAN AND
CULTURAL INSIGHTS
CATEGORY AND
BRAND MAPS
BRAND VISION
AND ARCHITECTURE
COMMUNICATION AND
CONNECTION AGENDA
BRAND
COMMUNICATION
AND EXPERIENCE
PLANS
MANIFESTO FOR GROWTH
BUSINESS GROWTH STRATEGIES
PORTFOLIO STRATEGY/BRAND ROLE
BRAND STRATEGY
BRAND PLANS
MARKETPLACE EXECUTION
Marketing Commercial Franchise
8 Lens Analysis 5% 14% 0%
EEEE 2% 5% 0%
Brand Map 11% 14% 0%
Opportunity Space 3% 5% 0%
Portfolio Strategy 10% 18% 7%
Revenue Map 8% 23% 7%
Brand Strategy
Template
18% 0% 7%
Brand Growth
Strategy
26% 0% 0%
Brand, Vision and
Architecture (BVA)
46% 0% 7%
BP Value Process 6% 5% 0%
Product Development 16% 14% 7%
Agency Framework 22% 0% 13%
IMC Process 43% 5% 27%
IMC Tree 33% 0% 20%
Marketing Asset
Process
7% 9% 0%
OBPPC 13% 36% 20%
Retail Messaging 6% 23% 20%
Q:% of People Responding: “Totally Part of My Work”
(n=292)
Not all parts of the DNA have been consistently
leveraged across our system
4. CONFIDENTIAL
So, to further evolve DNA to 3.0, we’ve focused
on …
• Simplifying language & content
• Providing a holistic portfolio perspective
• Better balancing Art + Science,
Commercial + Consumer
• Integrating the role of bottlers +
customers
4
5. CONFIDENTIAL
Including, a complete overhaul of the
Marketplace Execution fusion point
5
Channel /
Customer
Experiences
Brand
Experiences
Integrated
Marketing
Communications
Marketplace
Execution
Picture of
Success
Framework
• We no longer make the distinction between ‘above the line’ and ‘below the line’- rather,
we believe that everything communicates and so we need to plan communication
holistically.
• We have broadened our approach to Channel / Customer Experiences to include not
just OBPPC thinking, but holistic retail activation.
• Together with our bottling partners, we are responsible for how Consumers and
Shoppers experience our brands everywhere and we must collaboratively inspire
excellence in all areas.
8. CONFIDENTIAL
Purpose
This is the base where Brand and Portfolio Plans are
brought to life in Channel, Customer and Bottler plans.
Channel / Customer Experiences reflect the combination
of the OBPPC and the in-store elements of the IMC
Connection Plan creating a holistic Picture of Success in
store.
Collaboration and alignment between Consumer Marketing
and Commercial Leadership with Franchise Leadership
and Bottlers is important for the Picture of Success to
become a reality.
8
9. CONFIDENTIAL
Our system objective:
Value Creation for all Stakeholders
As marketers we must remember that as
a System, we must create value for all
three
of these stakeholders.
For the consumer, it’s creating brands
people love.
For the shopper, it's bringing those
brands to life in store in a way that
converts shoppers
to buyers.
For customers, it is collaborating for
value. Our strategies for each of these
stakeholders converge in the
marketplace.
Consumer Proposition
Shopper Proposition
Customer Proposition
= More People Using Our Brands
= More People Purchasing Our Brands
= More Retail Activation for Our Brands
9
11. CONFIDENTIAL
Identifying our Shopper target based
upon growth opportunity.
Questions answered: Which Occasions
and Missions? Which Customers and
Channels? Which Shopper segments? How
do we unlock value?
Franchise Leaders
Brands
Innovation
Knowledge & Insights
Customers
Customers
Design
Communications
CorePartners
CorePartners
Prioritizing the Shopper Opportunities
11
12. CONFIDENTIAL
Differentiating our brand / pack strategy
12
Franchise Leaders
Brands
Innovation
Knowledge & Insights
Customers
Customers
Design
Communications
Tailoring our brands, and especially our
packages, based upon our Shopper
segmentation.
Questions answered: Which brands? Which
packages?, Which price points? Which equipment?
CorePartners
CorePartners
13. CONFIDENTIAL
Activating the store for optimal impact
13
Franchise Leaders
Brands
Innovation
Knowledge & Insights
Customers
Customers
Design
Communications
CorePartners
CorePartners
Utilizing our knowledge of the shelf to ensure that
our materials and plan reflect tactics that provide
the best results.
Questions answered: How can we optimize shop-
ability, in-store communication, promotions, packages?
14. CONFIDENTIAL
4. Commercializing with customers
14
Franchise Leaders
Brands
Innovation
Knowledge & Insights
Customers
Customers
Design
Communications
CorePartners
CorePartners
Tailoring our portfolio and activation to
our Customers and their Shopper’s needs.
Questions answered: How do we integrate
with the Customer’s agenda? How do we
execute this in channels?
15. CONFIDENTIAL
Target Channels
Target Customers
Target Shoppers
Core Insights
Assortment
Equipment
Availability
Pricing
Retail Experience
Merchandising
Packaging
Promotions
Customer Growth Strategy
Category Roles
Margin Expectations
Then, bringing all of the component parts
together to define the picture of success
15
17. CONFIDENTIAL
Purpose
Brand Experiences are the art within Marketplace
Execution. The purpose of Brand Experiences is to design
and deliver uniquely engaging Brand Experiences across
relevant connection points — for our Consumers,
Shoppers, Customers, and System.
17
19. CONFIDENTIAL
Step 4
Production and Implementation
19
This is literally the execution of the plan, including …
• Trafficking the ads to the TV and radio stations
• Inserting the print ads into newspapers, magazines, etc.
• Getting the billboards up
• Physically setting up the event (sampling, other)
• Key account managers negotiating and implementing key initiatives
into the calendar with large Customers
• Category management associates building the planograms
• Success metrics loaded into RED for Picture of Success execution
• The Bottler sales force executing the Picture of Success in store
20. CONFIDENTIAL
Step 5
Tracking Results
20
It is at this step that you are actually tracking the Consumer and Shopper
response to your marketing efforts against pre-determined metrics.
Tools employed may be:
• B3 Consumer Tracking
• IMC Measurement System (Continuous Communication Tracking)
• Right Execution Daily (RED)—tracks execution of the Picture of Success
• Bottler Sales Data: Availability, velocity, sales trend
• Household Panel: Trial and repeat purchase
• Results must be fed back and discussed by all key stakeholders (Marketing,
Commercial, Franchise Leadership, Bottlers, Customers) and programs
should be refined appropriately
21. CONFIDENTIAL
Step 5
Analysis and Program Refinements
21
• All tracking information for a program must be analyzed for its ability to build
Brand Love and Brand Value
• Analysis of results must be fed back and discussed by all key stakeholders
(Marketing, Commercial, Franchise Leadership, Bottlers, Customers) and
programs should be refined appropriately:
– We must continually strive to improve our programs to maximize the
impact to our business
– Because of the speed in which we can track and receive results, we
should be able to “course correct” relatively quickly
23. CONFIDENTIAL
• In Marketplace Execution, we make disciplined decisions on our portfolio
execution choices based on segmentation, pack/price differentiation, and
execution and support them with compelling brand messages.
• We have codified a high-level view of the process that shows the key
steps from your Brand and Portfolio Plan through to executing materials in
the marketplace, the measurement of results and refinement based on
market learnings
• We no longer make the distinction between “above the line” and “below
the line”—rather, we believe that everything communicates and so we
need to plan communication holistically
• Together with our bottling partners, we are responsible for how consumers
and shoppers experience our brands everywhere and we must
collaboratively inspire excellence in all areas
Marketplace Execution fuses “Channel + Customer
Experiences” with “Brand Experiences”
23
25. CONFIDENTIAL
Step 1
Operationalize
• The starting point of Marketplace Execution is the development of the Portfolio Execution Plan,
where our 3-year-plus strategic Brand and Portfolio Plan truly
becomes granular and actionable on a day-to-day, week-to-week, month-to-month basis
• All projects are reviewed and “calendarized” against:
– The realities of the marketplace, e.g., what the bottler can actually deliver
– What each key customer will accept in lieu of other brands and programs
– Which channels will be activated, what the competition is doing
– What events and holidays are taking place, etc.
• This calendar is continually reviewed and refined in light of marketplace dynamics
and/or any discrepancies that may occur in the planned activation from Marketing, customer or
bottler
• The success of the Portfolio Execution Plan being truly meaningful and actionable
is dependent upon the continual collaboration among senior members of Marketing, customer,
Franchise and bottler
– All four groups are stakeholders in this plan and must work in concert toward
a shared end goal
25
26. CONFIDENTIAL
Step 1
Operationalize (continued)
In order to ensure success, the following elements are essential:
1. CULTURE
A collaborative culture must be instituted in which all parties:
– Are aligned to the business goals
– Feel they are equal stakeholders and have a share in the results
– Accept accountability and are performance/end-result driven
– Are flexible and can adjust plans to meet business goals in light of the realities of the marketplace
– Are open, honest and act with integrity
2. PROCESS AND ROUTINES
The four stakeholder groups (Marketing, Customer, Franchise and Bottler) must institute a process
and set of routines for working.
This will likely include:
– Meeting role sort and responsibility (who leads, who contributes what, who decides)
– Rules for engagement (how meetings will be conducted and participants will act)
– Regularly scheduled meetings (weekly or monthly) to review the Plan
– It is important to have a consistent date and time delineated
– Meeting summary with clearly defined action points (who will do what, when)
– Supporting templates and calendars
26
27. CONFIDENTIAL
Step 2
Produce
27
The detailed Portfolio Execution Plan determines what materials go into production
and when initiatives will be deployed into the marketplace.
The next step is the production of materials for both in and out-of-outlet execution.
28. CONFIDENTIAL
Step 3
Execute
This is literally the execution of the plan, including …
– Trafficking the ads to the TV and radio stations
– Inserting the print ads into newspapers, magazines, etc.
– Getting the billboards up
– Physically setting up the event (sampling, other)
– Key account managers negotiating and implementing key initiatives
into the calendar with large Customers
– Category management associates building the Planograms
– Success metrics loaded into RED for Picture of Success execution
– The Bottler sales force executing the Picture of Success in store
28
29. CONFIDENTIAL
Step 4
Produce
29
We measure performance based on pre-agreed benchmarks and analyze outputs.
The core business measures below give the best method of evaluating the impact
of Marketplace Execution on the basis of Brand Value and Brand Love.
30. CONFIDENTIAL
Step 5
Refine
Measuring results without an established feedback loop to share
results and refine actions based on learnings is meaningless.
• The impact of Marketplace Execution should be measured through
independent metrics and enhanced with judgment and experience to
ensure that decision-making is informed with both facts and opinions
• Tools to measure the impact of Channel/Customer and Brand
experiences can be found under on the DNA site
• Operational learnings together with corrective actions are fed back
into the Portfolio Execution Plan and strategic learning to other parts
further up the DNA process
32. CONFIDENTIAL 32
Spark City has a fantastic
archive of details,
learnings, best practices
surrounding DNA, the
Coca-Cola Way of
Marketing.
For more information visit:
http://apps.ko.com/sparkcity/DNA
