IDEAS BORN HERE ARE IDEAS PEOPLE BUY.
WHAT DO PEOPLE BUY? That depends entirely on the person.
<ul><li>Brand Managers  buy a shot at the next big thing. </li></ul><ul><li>R&D  buys something they’re excited to make. <...
Each of these people buys something unique to their needs.
But ultimately, they all buy ideas. Which is what we create.
OUR APPROACH
Our business is based on this simple fact: The innovation model is broken. Here’s why… Successful marketing innovation onl...
<ul><li>The traditional funnel-based portfolio approach is stagnant. Innovation occurs too infrequently and slowly. New pr...
In which every step is imbued with innovative techniques, new thinking, fresh ideas. Where we consider every one of those ...
We apply our thinking to THREE AREAS OF EXPERTISE: BRAND STRATEGY Clear messaging, precise marketing, all directed to the ...
OUR PROCESS
Each project goes through these three steps: CREATE VALIDATE IMMERSE OUR PROCESS
STEP 1:  IMMERSE <ul><li>We have innovative ways of getting to know the company and its consumers inside and out </li></ul...
<ul><li>We use what we learn during the immersion phase to generate a brainstorming strategy for creating massive numbers ...
<ul><li>What consumers “say” they’ll buy on paper is one thing; we also make them “prove” they’ll buy – we make them vote ...
OUR SERVICES
WHAT YOU SAY:  “My innovation pipeline needs an infusion of new ideas to drive growth and consumer loyalty.” WHAT WE OFFER...
WHAT YOU SAY:  “We keep spending money on outside innovation, but get nothing new. What can we reclaim from our past initi...
WHAT YOU SAY:  “We need to understand which broad opportunity areas should anchor our strategy development.” WHAT WE OFFER...
WHAT YOU SAY:  “Our team needs a firsthand understanding of a consumer, category or segment.” WHAT WE OFFER: <ul><ul><li>P...
WHAT YOU SAY:  “I need my teams to start thinking differently about how they approach innovation.” WHAT WE OFFER: <ul><ul>...
WHAT YOU SAY:  “We’re stuck. We have questions before we can move this project forward – we need quick answers.” WHAT WE O...
WHAT YOU SAY:  “We have a strong product but we don’t know how to talk about it in a way that gets people excited to buy.”...
WHAT YOU SAY:  “We want to know where to invest out team’s limited time and our brand’s limited resources for the biggest ...
WHAT YOU SAY:  “We need to be quicker and more entrepreneurial and stop wasting time on weak ideas.” WHAT WE OFFER: <ul><u...
CLIENTS & SUCCESSES
Allegro Charter Baking Cheerios Church & Dwight City of Denver Clorox Cochlear General Mills  Hamburger Helper HealthOne H...
That window treatment’s in the wrong place.  Everyone knows the Hunter Douglas name. After all, the company dominates the ...
This success didn’t involve luck at all. Complete the following sentence. “Lucky Charms, they’re _______ delicious. Yes, t...
Add brands. Knead well.  Bread. The staff of life. Something we can all agree on, right? Well, maybe not, when three bread...
Apply heat, watch ideas pop.  Of course you know there’s a tiny bit of moisture inside every popcorn kernel, and when “exc...
First they cleaned, now they clean up.  We first met the people behind Orange Glo when they were enjoying sales of $2 mill...
  Pack your bags for Innovationville. Hunger can be satisfied in a very special place called Johnsonville. And when the co...
THE PEOPLE WHO CREATE IDEAS PEOPLE BUY.
<ul><li>The Clorox Company, General Mills, Pepsi, Arm & Hammer, Verizon and WhiteWave Foods. These are the types of brand-...
1700 Seventeenth Avenue Suite 200 Denver, CO 80218 303.629.0560 www.brandjuice.com The innovation model is broken. BrandJu...
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BrandJuice Consulting Capabilities

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  • BrandJuice Consulting Capabilities

    1. 1. IDEAS BORN HERE ARE IDEAS PEOPLE BUY.
    2. 2. WHAT DO PEOPLE BUY? That depends entirely on the person.
    3. 3. <ul><li>Brand Managers buy a shot at the next big thing. </li></ul><ul><li>R&D buys something they’re excited to make. </li></ul><ul><li>Sales buys the belief that customers will want this. </li></ul><ul><li>Management buys the results of the in-market test. </li></ul><ul><li>The Buyer buys the wow factor. </li></ul><ul><li>And the woman in aisle 5 buys the product that solves a problem for herself or her family. </li></ul>
    4. 4. Each of these people buys something unique to their needs.
    5. 5. But ultimately, they all buy ideas. Which is what we create.
    6. 6. OUR APPROACH
    7. 7. Our business is based on this simple fact: The innovation model is broken. Here’s why… Successful marketing innovation only happens when everyone buys into the idea. 90% of new products fail because that simple fact is ignored. OUR APPROACH
    8. 8. <ul><li>The traditional funnel-based portfolio approach is stagnant. Innovation occurs too infrequently and slowly. New product ideas are evolved on paper versus in the market. As a result, too much money is spent on marginal ideas. </li></ul><ul><li>Innovation is sequestered. There’s no buy-in from those who ultimately need to own the idea. </li></ul><ul><li>Internal innovation teams are too focused on precision – so worried about the risk that they’ve over-engineered the process and are unable to truly create. </li></ul><ul><li>Trade and competitive pressure to get big quick leads to big marketing launch plans and the “boom… splat!” phenomenon. </li></ul><ul><li>Finally, addiction to BASES. There are better ways to validate and develop intuition around opportunities. </li></ul>THE BROKEN MODEL, EXPOSED. OUR APPROACH
    9. 9. In which every step is imbued with innovative techniques, new thinking, fresh ideas. Where we consider every one of those people who need to buy into the idea. Where there are no holes in the process, from blue sky to market. BRANDJUICE has come up with a new way of looking at things. OUR APPROACH
    10. 10. We apply our thinking to THREE AREAS OF EXPERTISE: BRAND STRATEGY Clear messaging, precise marketing, all directed to the right people. MARKET READINESS Optimizing products so they have the greatest chance of success once they hit the shelf. NEW PRODUCT DEVELOPMENT Getting the right product on the shelf. OUR APPROACH
    11. 11. OUR PROCESS
    12. 12. Each project goes through these three steps: CREATE VALIDATE IMMERSE OUR PROCESS
    13. 13. STEP 1: IMMERSE <ul><li>We have innovative ways of getting to know the company and its consumers inside and out </li></ul><ul><li>We meet the internal stakeholders and understand their needs </li></ul><ul><li>Together, it means no stone is left unturned – we learn what we can reasonably do and what simply isn’t feasible from every person throughout the process </li></ul><ul><li>This process builds fully validated opportunities 360° Platforms SM that become the foundation for creating winning ideas </li></ul>OUR PROCESS
    14. 14. <ul><li>We use what we learn during the immersion phase to generate a brainstorming strategy for creating massive numbers of great ideas </li></ul><ul><li>We enlist our own proprietary cadre of proven idea people: product development and brand strategy experts, marketing strategists, art directors, copywriters, actors, chefs and entrepreneurs – over a hundred passionate brainstorming powerhouses – the Creativity Collective ® </li></ul><ul><li>We let consumers create too – the old model keeps them in a box, we let them out to play and ultimately help us create winners </li></ul><ul><li>Employees have great ideas as well – we put their knowledge, loyalty and healthy skepticism to good use </li></ul><ul><li>We filter and flush out – the result: a wealth of well-grounded ideas that make sense for your business </li></ul>STEP 2: CREATE OUR PROCESS
    15. 15. <ul><li>What consumers “say” they’ll buy on paper is one thing; we also make them “prove” they’ll buy – we make them vote with their wallets </li></ul><ul><li>We get products and positioning concepts off paper and into the hands of real shoppers </li></ul>STEP 3: VALIDATE <ul><li>Consumers act differently in “testing” environments; we get reactions in the real world </li></ul><ul><li>It all adds up to our proprietary process – Battle Testing SM – one of our most powerful validation methods </li></ul>OUR PROCESS
    16. 16. OUR SERVICES
    17. 17. WHAT YOU SAY: “My innovation pipeline needs an infusion of new ideas to drive growth and consumer loyalty.” WHAT WE OFFER: <ul><ul><li>NEW PRODUCT PIPELINE </li></ul></ul><ul><ul><li>We help you fill your innovation pipeline with a variety of short and long-term product ideas, all of which are designed to maintain your competitive edge. Our process is grounded in your business objectives and fueled by real world insights. The benefit – feasible, winning concepts. </li></ul></ul>OUR SERVICES
    18. 18. WHAT YOU SAY: “We keep spending money on outside innovation, but get nothing new. What can we reclaim from our past initiatives?” WHAT WE OFFER: <ul><ul><li>INSIDE-OUT INNOVATION </li></ul></ul><ul><ul><li>This is a thorough innovation assessment that discovers your forgotten, ignored, lost – and potentially great ideas that were ahead of their time. Current consumer learning's are applied and concepts are updated, strengthened and revived. Our iterative process weeds out weak ideas, turns good ideas into great product concepts and reveals new white space opportunities. </li></ul></ul>OUR SERVICES
    19. 19. WHAT YOU SAY: “We need to understand which broad opportunity areas should anchor our strategy development.” WHAT WE OFFER: <ul><ul><li>OPPORTUNITY UNIVERSE </li></ul></ul><ul><ul><li>We identify key, big picture strategic areas you should be focusing on in order to find the next big thing. Our deep immersion process uncovers macro/global insights and trends that will impact your business, innovation, branding, channel and marketing strategies. Learnings are transformed into an opportunity map that identifies your strategic bulls-eye for growth. </li></ul></ul>OUR SERVICES
    20. 20. WHAT YOU SAY: “Our team needs a firsthand understanding of a consumer, category or segment.” WHAT WE OFFER: <ul><ul><li>PASSPORT </li></ul></ul><ul><ul><li>We’ll help you develop a deep, authentic understanding of the consumer, category or segment, so critical brand decisions can be made with the consumer in mind. It’s an experiential journey that delivers a lasting and tangible imprint, invaluable for cross-functional teams. </li></ul></ul>OUR SERVICES
    21. 21. WHAT YOU SAY: “I need my teams to start thinking differently about how they approach innovation.” WHAT WE OFFER: <ul><ul><li>INNOVATION BOOTCAMP </li></ul></ul><ul><ul><li>Develop a complete innovation knowledge base to help you stay ahead of the competition. Continually hone your innovation skills and expertise. Come up with better ideas from now on. Innovation Bootcamps are on or off-site workshops and supplemental materials to help your company stay competitive in today’s entrepreneurial environment. </li></ul></ul>OUR SERVICES
    22. 22. WHAT YOU SAY: “We’re stuck. We have questions before we can move this project forward – we need quick answers.” WHAT WE OFFER: <ul><ul><li>RAPID RESULTS </li></ul></ul><ul><ul><li>This is a fast, intensive process in which we tackle the small but important marketing challenges that are keeping you from taking your projects to the next level. </li></ul></ul>OUR SERVICES
    23. 23. WHAT YOU SAY: “We have a strong product but we don’t know how to talk about it in a way that gets people excited to buy.” WHAT WE OFFER: <ul><ul><li>BRAND BUILDER </li></ul></ul><ul><ul><li>Renovate a mature brand or build a new one with positioning and branding that resonates strongly with consumers – either way, you get a competitive advantage. The approach aligns with business objectives, consumer insights and market knowledge to deliver brand strength that lasts. </li></ul></ul>OUR SERVICES
    24. 24. WHAT YOU SAY: “We want to know where to invest out team’s limited time and our brand’s limited resources for the biggest bang.” WHAT WE OFFER: <ul><ul><li>RESOURCE ALLOCATION Improve loyalty and maximize in-market business performance by identifying key drivers of consumer value and assessing how the brand performs on each of those value dimensions. Our iterative process gives you prioritized recommendations for how to use your resources more effectively. </li></ul></ul>OUR SERVICES
    25. 25. WHAT YOU SAY: “We need to be quicker and more entrepreneurial and stop wasting time on weak ideas.” WHAT WE OFFER: <ul><ul><li>BATTLE TESTING SM MARKET TRIALS Weed out the weak ideas and turn good concepts into great products with our proven entrepreneurial methodologies. We make consumers vote with their wallets in real shopping environments, allowing you to fail early, put resources toward the strongest concepts, increase speed to market and ultimately increase your chances of success. </li></ul></ul>OUR APPROACH
    26. 26. CLIENTS & SUCCESSES
    27. 27. Allegro Charter Baking Cheerios Church & Dwight City of Denver Clorox Cochlear General Mills Hamburger Helper HealthOne Honey Nut Cheerios Hunter Douglas Huish Detergents Johnson’s Baby Johnsonville Long Haul Lucky Charms Oatmeal Crisp Oomph! Orange Glo International Pepsi Pillsbury PopSecret Procter & Gamble Sanitas Shell Silk Total Universal Technical Institute Vesta Dipping Grill WhiteWave Foods WE’VE BEEN SOLVING PROBLEMS like these, with tools like these for companies and brands like these. OUR CLIENTS
    28. 28. That window treatment’s in the wrong place. Everyone knows the Hunter Douglas name. After all, the company dominates the window fashions category. So when the brand managers of the Applause product line approached us with a possible positioning problem, we were excited to help. We started the way we always do – with our uniquely innovative immersion process. We performed an in-depth business analysis, had comprehensive conversations with the brand team, and got to know the consumer on a deep, deep level. Armed with a thorough understanding of where the brand had been, we sought to discover where it should go by creating out-of-the-focus-group-box groups we called “girlfriend groups.” These casual sessions were held in a consumer’s home (the consumer also played recruiter, asking her friends to come along) – we were able to get inside the heads of a wide variety of women and discovered, Applause could be talking to an audience never before targeted by this category – moms with young kids. We quickly repositioned the brand based on this discovery. And it worked. Once the repositioning was perfected, we translated the strategy across sales and marketing materials that were – and continue to be used – at Home Depot and the Great Indoors. It was good news to the trade – and to consumers – sales jumped 17% and a new window of opportunity was opened. HUNTER DOUGLAS SUCCESS STORIES
    29. 29. This success didn’t involve luck at all. Complete the following sentence. “Lucky Charms, they’re _______ delicious. Yes, the cereal has been around forever. Of course, there are lots of reasons people love them. But when the brand team wanted to be sure their dollars were being spent as efficiently as possible, they needed more than generalities – they needed the specifics – what do loyalists really, really love and what about the brand isn’t all that important? Enter BrandJuice to find the brand attribute equivalent of the pot o’ gold. We conducted ethnographies with adults and kids over the morning cereal bowl; we showed up at breakfast with a box of Lucky Charms and a video camera to capture spontaneous reactions, we formed buddy groups so kids could chat in kid language about the cereal, we asked people to create collages to visually describe what Lucky Charms meant to them. In the end, we discovered that while marshmallows are key to the Lucky Charms experience, the brand team was misinterpreting the magic of the Charms. So they made some changes (sorry, that’s as specific as we can be – Leprechaun trade secret). And it worked. Our findings gave the Lucky Charms brand team the information they needed to maximize the brand’s value while minimizing costs – not only that; the team was awarded the first ever General Mills Productivity Award. Now that’s magically delicious. LUCKY CHARMS SUCCESS STORIES
    30. 30. Add brands. Knead well. Bread. The staff of life. Something we can all agree on, right? Well, maybe not, when three bread brands under the same ownership have to share space on shelf. That was the problem Charter Baking faced. With three brands – Rudi’s Organic Bakery, The Baker and Vermont Bread Company, Charter needed to figure out a distinct niche for each – and needed help convincing the troops. We knew we needed facts – and fast. So we looked beyond the bakery, and evaluated, not just AC Nielsen but also SPINS data to shed light on the key national and regional bread companies in the USDA Organic, Made with Organic and Natural categories. With the numerical data and an outsider’s perspective, we created a unique positioning for each brand, then took our recommendations to the passionate brand ambassadors. And it worked. By backing up our positioning concepts with indisputable growth trend, market segmentation and historical equity data, we were able to convince the three brands that they could each go after a different core consumer and enjoy a distinct identity. Today, the three bread brands live harmoniously on the shelf, and cordially break bread together under the Charter umbrella. Rudi’s Organic SUCCESS STORIES
    31. 31. Apply heat, watch ideas pop. Of course you know there’s a tiny bit of moisture inside every popcorn kernel, and when “excited” by heat, it expands, causing the kernel to explode. Well, it’s appropriate that Pop Secret considered one of their key brand attributes to be “excitement,” and they asked BrandJuice to develop new products that would fit. Naturally, we got out of the focus group facilities and hosted popcorn parties – we had consumers pop up their favorite Pop Secret brands, we watched them snack and had them draw and act out their favorite popcorn eating moments. Armed with the raw material, we had our Creativity Collective® members reinterpret these eating moments and build on what the party goers liked. We got deeper with popcorn than you might think anyone could – but by giving consumers a variety of ways to enjoy the experience, we were able to view their emotional responses, which drove our innovation. And it worked. Of the new products we came up with, four concepts scored higher than anything Pop Secret had ever been presented with. It seems clients can get pretty excited too when the right ideas pop up. POP SECRET SUCCESS STORIES
    32. 32. First they cleaned, now they clean up. We first met the people behind Orange Glo when they were enjoying sales of $2 million a year. Not bad at all for a small, family run business. And over the years, we’ve been fortunate enough to work with the company on a number of projects, including this one for Kaboom. BrandJuice conducted ethnographies and major category analysis, including interviewing management and cleaning category experts as well as mapping the positioning of competing products. What we found was a classic positioning mistake – the company claimed Kaboom worked on “Porcelain, tile and grout.” Sounded like a specialty application – something you’d do once a year, yet from watching consumers, we found they used the product all over their bathrooms – and used it every week. So we broadened the positioning to “Shower, tub and tile” along with the incredibly resonant key benefit, “Clean easy, breathe easy.” And it worked. The new positioning took hold, consumers started doing their weekly cleaning with Kaboom, Wal-Mart picked it up and sales increased by a factor of seven. The family, which, at the time oversaw annual sales of $300 million, thought we sparkled. ORANGE GLO SUCCESS STORIES
    33. 33. Pack your bags for Innovationville. Hunger can be satisfied in a very special place called Johnsonville. And when the company itself had a craving for something new to eat – and sell – they called BrandJuice. The assignment: fill their innovation pipeline with enough new products to generate $100 million in new revenue. Once again, we found our answers outside the focus group facility walls – we met Americans and Canadians (and their friends) in their homes where we staged potluck dinners featuring each guest’s favorite meat dishes. We invited ourselves to breakfast and dinner and grilled cooks about what they serve and what happens when they run out of ideas. These groups and ethnographies yielded the big aha – there was a real opportunity, given the right products, for Johnsonville to work its way into everyday family menus in new and very exciting ways. So we put on our toques and started cooking. And it worked. Johnsonville has gone forward with a number of the concepts we presented. But the real meat to this story is new Johnsonville Twisters – a truly new innovation about to hit the shelves. Johnsonville SUCCESS STORIES
    34. 34. THE PEOPLE WHO CREATE IDEAS PEOPLE BUY.
    35. 35. <ul><li>The Clorox Company, General Mills, Pepsi, Arm & Hammer, Verizon and WhiteWave Foods. These are the types of brand-driven organizations with which Peter enjoys working. Before founding BrandJuice, Peter Murane spent twenty-two years building brand management and new product development experience. He’s putting it all to very good use as BrandJuice’s President. </li></ul><ul><li>Peter offers clients an incredible depth of insight and experience. He’s helped bring successful new products and positioning strategies to market. Clients benefit from his expertise in entrepreneurship, consumer insight, business strategy and creative problem solving. </li></ul><ul><li>A graduate of Dartmouth College, Peter spent the first seven years of his career at the Clorox Company, one of America's top three brand management training grounds. From his post in Brand Management, he built a variety of category-leading household brands such as KC Masterpiece, Clorox Bleach, Soft Scrub, Clorox Clean-Up and Formula 409. He also played an integral role in the acquisitions of Pine Sol and S.O.S., and launched new products that now represent more than $100+ million in annual Clorox sales. </li></ul><ul><li>Following Clorox, Peter joined Sterling-Rice Group where he managed client engagements for Bank of America, Kraft, Kellogg's, Taco Bell, The Almond Board of California, Celestial Seasonings, Alberto Culver and Qwest. </li></ul><ul><li>Peter is a member of the Entrepreneurs Organization. His articles on entrepreneurship, innovation, advertising and brand strategy have appeared in Advertising Age, BrandWeek, The Rocky Mountain News, Denver Business Journal and Inc Magazine.  Peter has also been a featured speaker for the DMA, Frost & Sullivan, The DaVinci Institute, The Advertising Show, Business for Breakfast, The University of Colorado and Denver University. </li></ul>PETER MURANE President and Founder OUR PEOPLE
    36. 36. 1700 Seventeenth Avenue Suite 200 Denver, CO 80218 303.629.0560 www.brandjuice.com The innovation model is broken. BrandJuice is the fix. Give us a call to start proving it today. Remember, BrandJuice, its people, products and processes create IDEAS PEOPLE BUY. HERE ARE THE IDEAS WE HOPE YOU’LL GET BEHIND:

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