B2B Marketing Workshop

1. B2B Workshop to show how to create and unleash the power and proﬁtability of a beloved brand B2B Marketing

2. We make brands stronger. We make brand leaders smarter. Define the Brand Think Strategically Big Idea At Beloved Brands, we use a branding approach Vision Analysis Key Issues Strategies Execution • Advertising • In-Store • Innovation • Consumers • Category • Channels • Competitors • Brand Values, Goals • Experience Brand Plan Create Brand Plans Inspire creative execution Analyze performance Sm art Creative Ideas

3. We make brands stronger. We make brand leaders smarter. “I love it” is the best bar for making great work. If you don’t love what you do, how do you expect your customers to love your brand. LOVE WHAT YOU DO! KNOW WHY YOU DO IT! Your greatest passion will come from knowing why you do what you do. Your purpose should consume, energize, fuel and push you to go from good to great.

4. 1 2 3 Creating Brand Love Why does Brand Love Matter? How to drive brand preference and brand love How to build your B2B brand around a big idea that connects with your customers. How to line up your strategy to build an integrated brand plan to move your brand towards being more loved

5. Why does Brand Love Matter? We believe that the more LOVED a brand is by your customers, the more POWERFUL and PROFITABLE that brand will be. 1

6. We make brands stronger. We make brand leaders smarter. 1 Customers move along Brand Love Curve tightening their bond with brands 2 Customers connect with big idea and expect consistency at every touch-points 3 The tight consumer bond creates brand power with key stakeholders 4 The brand power drives profit through price, cost, share, market size Promise Experience Purchase Moment Innovation Brand Story Premium Prices Trading Up Lower COGS Efficient Spend Stealing Share Users to use more New markets Find new uses 8 ways Marketers can drive more profits Why does brand love matter? The more loved a brand is by customers, the more powerful and profitable that brand will be. Channels Competitors New Entries Suppliers Media Influencers Employees Customers Brand Power Big Idea LOVE IT INDIFFERENT BELOVED LIKE IT Customer Company

7. We make brands stronger • We make brand leaders smarter. Logo Product Name Package Design Slogan Service Experience Person Colour Company Name Reputation Patent Formulation Logo Story Trademark IncorporatedTag Line Advertisement Logo Symbol Ingredients Promise Copyrights Sku Look Name Store packaging Innovation Product Design Shelf Speed of Service Procedures What is a Brand?

8. We make brands stronger. We make brand leaders smarter. The difference between a brand and product • Solves a consumer problem • Beats down a customer’s enemy • Rational connection • Emotional connection • Is consumed • Is experienced • Built into routine • Becomes a customer’s favorite ritual • Legally protected design • Managed & protected reputation Product Brand

9. While   PRODUCTS   solve small problems   we didn’t know we had… …BRANDS beat down the enemies that torment us every day.

10. We make brands stronger. We make brand leaders smarter. The best B2B brands fight off the enemy of their customer What is your customers’ enemy that you can fight off? American Express “Lack of Ideas” IBM “Unsolvable Problems” Apple “Frustration with computers” Staples “Business is complicated” FedEx “Hate to wait and miss out” Intel “Who knows what parts goes into this computer”

11. We make brands better. We make brand leaders better. The role of BRAND is to create a UNIQUE, OWN-ABLE and MOTIVATING brand IDEA that transforms the brand’s purpose-driven DNA into a brand REPUTATION that connects quickly and lasts in the minds and hearts of your CUSTOMER, generating a tight BOND, POWER and PROFIT beyond what the product alone could achieve.

12. We make brands stronger. We make brand leaders smarter. As B2B customers, as we move along the Brand Love Curve with the brands we choose, our bond tightens and our behaviors change Indifferent Like It Love It Beloved No opinion Crave Brand It will do Outspoken brand fan Customer

13. We make brands stronger. We make brand leaders smarter. As B2B customers move to the beloved stage, demand becomes desire, needs become cravings and thinking is replaced with feelings. Each of these brands sell phones/computers into businesses Indifferent Like It Love It Beloved

14. We make brands stronger. We make brand leaders smarter. Brand analytics can help indicate where your brand sits on the Brand Love Curve with your customers Voice of Customer Market Indicators Strategic Focus No opinion, low interest, low importance. Don’t care, have doubt or anger. Skinny brand funnel, share squeeze, low unaided awareness, shrinking margins. Focus on the MIND, to separate brand, drive consideration & purchase. New positioning or re-positioning. Have basic idea what it stands for, but no connection. See it as ordinary, not different. Low conversion to sales, high % bought on deal, low loyalty, strong private label share. Focus on moving FEET, by create an idea, layered with emotional benefits, to connect and build a following. See it as better, high loyalty and satisfaction and willing to recommend to a friend. Robust brand funnel, healthy tracking scores, share gains, share of requirements. Focus on the HEART, to drive deeper emotional bond, turning the experience into a ritual. Close every brand leak. Outspoken fans who see everything about the brand (product, experience, service) as better. Dominant share, net promoter scores, usage frequency and recommendations Focus on the SOUL, mobilize outspoken loyalists to sell brand. Broaden audience and offering. Attack yourself. Indifferent Like It Love It Beloved

15. We make brands stronger. We make brand leaders smarter. Measuring the brand love, to determine the love, power and profit progress of the brand • Brand funnels becomes thicker as the brand becomes more loved. It’s not just about driving particular numbers but about moving them from one stage to the next. • To drive TRIAL you need to gain CONSIDERATION first (the brain) and then you need to move the consumer towards purchase and through the experience. To drive LOYALTY (the heart) you need to create experiences that deliver the promise and use tools to create an emotional bond with the consumer. • AWARENESS is never enough, anyone can get that. But consideration is the point you start to see that your brand idea starts to connect and move the consumer. Use brand funnels to measure brand love Awareness Familiar Consider Purchase Repeat Loyal

16. We make brands stronger. We make brand leaders smarter. The BRAND LOVE you generate transforms into BRAND POWER that you can wield in the marketplace. Brand Love Brand Power

17. We make brands stronger. We make brand leaders smarter. Using Porter’s 5 forces model, plus 3 new POWER forces a beloved brand is more competitively POWERFUL in the market. Outspoken fans who think less and feel more Customers Channels Competitors Suppliers New Entrants Consumers will switch stores before brands Willing to cut costs to be part of the brand. Can’t duplicate emotional connection Struggle to break bond and momentum Employees Proud, fully engaged ,motivated, outspoken fans. Strong culture.Key Inﬂuencers Media Outspoken fans carry an inﬂuence over the purchase All types of media—paid, earned, search, social, home— all favor beloved brands Brand Power

18. We make brands stronger. We make brand leaders smarter. The economics and accounting of how beloved brands turn power into stronger growth and proﬁt Price& Quan+ty& Supply& Demand' Increased' Demand' $400$ $250$ 10M$ 15M$ Quan%ty( Current'Users' using'more' Find'New' Uses' Penetrate' New'Users' Enter'New' Categories' Market( Share( Expand' Category'Size' Market( Size(Margin' Premium' price' Cost'of' Goods' Over' head' Selling' Price' Trading'' Consumers'Up' Marke;ng' Costs' Selling' Costs' Costs' Driving demand gives your brand the ability to drive the price up, and higher quantities gives better economies of scale. Proﬁtability = Margin x Quantity

19. We make brands stronger. We make brand leaders smarter. The 8 ways brand leaders can drive brand PROFIT Brand&Proﬁt&=&(Price&–&Cost&)&x&(Market&Share&x&Market&Size)& Price Market SizeShare Cost 1 Premium Pricing 2 Trading Up 3 Lower cost of goods 4 Efﬁcient Program Spending 5 Stealing Share 6 Get loyal users to use more 7 Enter new markets 8 Find new uses Higher Margin % Higher Volume

20. We make brands stronger. We make brand leaders smarter. Beloved brands use brand LOVE and POWER to drive PROFITS with increased prices, lower costs, share gains and entering new markets Price Costs Share Market Size Premium Price • Perceived quality allows you to command price pricing Trading up/down • Take loyalists up to a better premium-priced version of brand Lower cost of goods • Economies of scale and use your power over suppliers. Efﬁcient marketing • Higher volume helps spend ratios, use the media power. Stealing Share • Use brand momentum to gain tipping point. Higher usage • Get loyal users to use more, building routines/rituals. Enter new markets • Take brand idea to new products, getting loyalists to follow. Find new uses • Increase the ways that your brand can ﬁt into the consumers life. Higher Margins % Higher Volumes

21. We make brands stronger. We make brand leaders smarter. The more that customers LOVE a brand, the more POWERFUL and PROFITABLE that brand will be. Brand Love Brand Power Brand Profit

22. 2 How the Big Idea drives Brand Love The Big Idea connects customers at every touchpoint forming a tight bond, while reflecting the inner DNA of your brand and desired external reputation.

23. We make brands stronger. We make brand leaders smarter. BIG IDEA simplifies the company message with an outward expression of the BRAND Soul, which reflects the purpose, values & motivations. Big Idea As customers EXPERIENCE the brand, they either accept or reject idea Customers who are continually satisfied become LOYAL and develop a BOND with company Busy CUSTOMERS have limited time CONNECT with your company’s big idea Idealized state is when the BIG IDEA drives the company REPUTATION which then perfectly matches up to the company SOUL DNA Reputation= Customers transform their BOND into a COMPANY REPUTATION they spread to others. 1 2 3 45 6 =Big Idea Brand Soul Customer The brand’s BIG IDEA transforms your internal BRAND DNA into an external BRAND REPUTATION. B2B

24. We make brands stronger. We make brand leaders smarter. A brand ﬁnds equilibrium when the COMPANY DNA, BIG IDEA and REPUTATION are all the same. Big Idea B2B Brand Soul

25. We make brands stronger. We make brand leaders smarter. First, customers connect with a brand based on a BIG IDEA that transforms your brand message into a brand reputation Customer Company Big Idea BIG IDEAS that help simplify company messages that makes it easily understood and remembered. The idea must be unique, own-able and motivating. BIG IDEAS must gain a quick entry, be layered easily and have longevity over the life of the company. B2B

26. We make brands stronger. We make brand leaders smarter. 7 second brand 60 second brand 30 minute brand Lifetime brand Decision Point Experience Point Entry Point Testing Point BIG IDEA for your brand helps ensures consistency in the customers mind as they notice, test, decide & experience the brand. Your Customer B2B

27. We make brands stronger. We make brand leaders smarter. • Instead of figuring out who you want, focus on who wants you!!! • Pick the target that is most motivated by what you do. Customer Target Profile Target Everyone Not Not A good target not only decides who is in your target but who is not in your target. Not Not B2B

28. We make brands stronger. We make brand leaders smarter. Difference between “selling” and “marketing” target Selling Target: Reactively sell to those who engage and show interest in your brand, regardless if they fit your ideal target. Do not spend your limited resources as you have seen no signs that they’ll respond enough to provide an efficient pay back. Marketing Target: Focus your limited resources on those consumers most motivated by what your brand offers, those most likely respond to your brand story and product offering, which then turns into the fastest, highest return on investment and effort. Program Target: Specific campaign target that you hope to move to think, feel or do with your specific marketing program. Spreading your limited resources (financial, people, time) across an entire population is cost prohibitive. While targeting everyone “just in case” might safe at first, it is riskier because you never see the full impact of your effort to know if it worked. B2B

29. We make brands stronger. We make brand leaders smarter. Where do you play with regard to the innovation curve What type of consumer you target helps decide your overall strategy Innovators 2.5% Early Adopters 13.5% Early Majority 34% Late Majority 34% Late Adopters 16% Customer B2B

30. We make brands stronger. We make brand leaders smarter. Good insights get in the SHOES of your customer and use their VOICE Insights should start with “I” to get in the consumer’s shoes and use quotes to use their voice. For a Bank: “I am so busy driving my kids around, I can never get to the bank during banking hours. I wish there was a bank that worked around my life, rather than me working around the banks’ life”. Quit Smoking: “I know I should quit. I’ve tried to quit so many times, it’s ridiculous. I’m not myself, I’m grouchy, irritable and feel out of control. Quitting Smoking Sucks.” For a Bank: Recent research shows customers would use the bank 3.4x/ month and spend $56 more/month if our Bank were open till 8pm. Quit Smoking: There are no real competitors. But studies show that people try to quit cold turkey 7x before reaching for a smoking aid to help them quit. Lousy, boring insights Good insights B2B

31. We make brands stronger. We make brand leaders smarter. Target Discerning Broadway Theatre Companies Description • “Discerning Broadway Theatre Companies” who are willing to do whatever to win the war on broadway. •Their needs • Detailed lighting. Faster lights. No shadows. Their enemy • Big theaters lose intimacy, competitor shows. Insights that tell their story • “If only everyone could see a broadway show from the front row, they’d see how amazing our actors are” • “Of course we are perfectionists, we have to be to keep up with the perfectionist down the street. We rely heavily on experts to do their part” What do they think now? • I have only recently heard of Gray’s Lighting. I’ve tried them a few times and did like them. I wouldn’t say I use them all the time. How are they buying? • Most have been inﬂuenced by trends and other directors who have tried. While lead theatre have adopted, the mass theaters see price as a barrier and have yet to adopt the product. Role of decision makers Buyer: Manages vendors based on demands, price, quality, relationship. Manage procurement. Director: Personal pride in the quality of show, reviews, audience reaction. Inﬂuencer. Producer: Wants gate receipts, subscription sales, reviews. Decision Maker. We want them to think/ feel/do • Think: Gray’s is the best alternative for production qualities. • Do: We want them to try Grays to see if they see a difference. • Feel: We want them to feel more inspired to reach for the best. Customer Target Profile GRAYS Stage Lighting B2B

32. We make brands stronger. We make brand leaders smarter. Target and insights What do customers want? Product features What does your product do? Functional benefits What do consumers get? Emotional benefits How does that make them feel? Customers Define target, need states, enemies and insights. Functional In the Customer’s voice, answer, “So, what do I get?” Customer Benefits Ladder Features Product-focused strengths, claims, differences or unique offerings. Emotional Look at rational benefit, asking, “So how does that make me feel?” 1 2 3 4 B2B

33. We make brands stronger. We make brand leaders smarter. Makes you smarter Works Better for you Helps your family Helps you be healthier Faster More powerful Safer Lasts Longer Keeps you organized Saves time Social Latest Fashions Latest technology Sounds Taste Smell Sights Education Comfort Life Stages Mental Health Better Home Prevents Weight/Exercise Lower Risk Track Success Resale value Invest for future Advice Solutions Teaching Helping hand Sensory Appeal Simplifies your life Stay Connected Hassle Free Functional benefit cheat sheet Easier to use Touch/Feel Good value Quality Reduces Soothes Cultural How it is made Saves you money Experience Variety Personal Service In touch Moments Responsiveness Memorable Occasion Rituals Updates Luxurious Performance IntegratedEfficient Subconscious Style 9 functional zones with 50 total functional beneﬁts B2B

34. We make brands stronger. We make brand leaders smarter. Curious for knowledgeSense of optimism Stay in control Feel comfortable Feel myself Motivated Special Successful Inspired Interesting Alive Cool Playful Popular Trendy Like-able Friendly Intimate Happy Easy- going Nurtured Compassion Down-to--earth Relaxed Honest Family Trust Safe Respect Reliable Informed Wisdom Smarter Competent Feel liked Feel free Get noticed Excited Emotional benefit cheat sheet Consumer Values Exhilarating 8 emotional zones with 40 total emotional beneﬁts Hotspex B2B

35. We make brands stronger. We make brand leaders smarter. The power of Emotional Benefits B2B

36. We make brands stronger. We make brand leaders smarter. Moving from what you do to what your customer gets Features What do you do? Rational Benefits What do i get? Emotional Benefits How do I feel? Gray’s is a high quality, fast and low cost packaging company Gray’s helps you to get packaging to your plan faster. With Gray’s, you can feel in control of how you manage your packaging inventory. Gray’s Bank stays open till 8pm. Gray’s Bank works around your life instead of you working around our life. With Gray’s Bank, you can be comfortable you can get to the bank when you need to. Gray’s lighting offers the sharpest resolution of stage lighting Gray’s makes you notice every little expression on the actor’s face. Gray’s lighting will inspire the acting performances that will make your theatre famous. B2B

37. We make brands stronger. We make brand leaders smarter. Consumer Benefits Ladder worksheet Target: “Discerning Broadway Theatre Companies” who are willing to do whatever to win the war on broadway. Customer Enemy: Big theaters lose intimacy, competitor shows. Insights: 1) “If only everyone could see a broadway show from the front row, they’d see how amazing our actors are” 2) “Of course we are perfectionists, we have to be to keep up with the perfectionist down the street.” 3) “The best shows are a collection of fine details to make sure everything comes together. We rely heavily on experts to do their part” Emotional Benefits: 1) My actors feel inspired by the reaction of the audience 2) I feel more confident in my show 3) I feel the energy from the reaction of the audience 4) I feel in control that the lighting will deliver—one last worry. Rational Benefits: 1) I get lighting that can show every detail from the back of the house 2) I get happy actors 3) I get lighting advice from industry experts Features: 1) Finest details. In a 4 week test, using Grays, has showing that theatre patrons can notice every facial detail from the 40th row of the theatre. 2) #1 broadway brand. Testimonials from 20 leading broadway theatre directors. GRAYSStage Lighting

38. We make brands stronger. We make brand leaders smarter. GRAYSStage Lighting Building a Winning Company Positioning StatementB2B To (Target) • Discerning stage directors of broadway theatre companies Gray’s is the (Category) • Theatre stage lighting That is the (Beneﬁt) • Inspiring lighting that brings the actors faces to life for theatre patrons That’s because (Support Points) • In a 4 week test, using Grays, has showing that theatre patrons can notice every facial detail from the 40th row of the theatre. • Testimonials from 20 leading broadway theatre directors including Steven Jones said “with Gray’s Lighting, our actors say they now hear every giggle and gasp in the audience, inspiring their best performance every night.” 1 2 3 4

39. We make brands stronger. We make brand leaders smarter. Building a winning brand positioning statement For theatre production companies, Gray’s is the inspirational stage light that brings the actor’s faces to life. Broadway theaters using Grays report that theater patrons can notice every facial detail from the 40th row of the theatre. We have testimonials from 20 leading broadway theatre directors including Steven Jones who said “with Gray’s Lighting, our actors say they now hear every giggle and gasp in the audience, inspiring their best performance every night.” To (Target) • Discerning stage directors of broadway theatre companies Gray’s is the (Category) • Theatre stage lighting That is the (Beneﬁt) • Inspiring lighting that brings the actors faces to life for theatre patrons That’s because (Support Points) • In a 4 week test, using Grays, has showing that theatre patrons can notice every facial detail from the 40th row of the theatre. • Testimonials from 20 leading broadway theatre directors including Steven Jones said “with Gray’s Lighting, our actors say they now hear every giggle and gasp in the audience, inspiring their best performance every night.” 1 3 4 3 GRAYSStage Lighting B2B

40. We make brands stronger. We make brand leaders smarter. Brand Soul Big Idea What you want your brand to be A brand’s big idea, brand soul and reputation must work together to ensure the brand shows up consistently to consumers What your customers think of you Big Idea summarizes brand soul, while inﬂuencing reputation Inside OutwardStabilizer

41. We make brands stronger. We make brand leaders smarter. Apple makes technology so simple that everyone can be part of the future. Staples is the helping hand that makes everything easier, sosmall business operators will feel like a big company FedEx connects people with possibilities by turning challenges into winning opportunities Intel stands for performance speed. Assembled with scrupulous attention to detail to meet the most exacting standards. BIG IDEAS that help simplify company messages that makes it easily understood and remembered. B2B

42. We make brands stronger. We make brand leaders smarter. Products and Services Customer Reputation Brand Role Internal Beacon Influencer Reputation Inside the Brand Soul Outward Brand Reputation The Stabilizing Bridge The work of the review and positioning assesses the inner and outer elements of the brand to build a unifying big idea Big idea must be interesting, simple, unique, inspiring, motivating and own-able. Brand Soul B2B

43. We make brands stronger. We make brand leaders smarter. Products and Services Customer Reputation Brand Role Internal Beacon Big Idea has to accurately express the brand’s soul and outward reputation. It must be interesting, simple, unique, inspiring, motivating and own-able. Influencer Reputation The Big Idea Blueprint What is the focused point of difference that your products or services can win on, because they meet customer needs, and separates your brand from competitors? What is the internal rallying cry that reflects your brand’s purpose, values, motivations helping inspire, challenge and guide the culture? These words should come from your brand’s soul. What is the link between the consumer and the brand, reflecting the way the brand services, supports and enables the consumers to make the most out of your brand? The brand role links the internal and external sides. What is the desired reputation of the brand, that attracts, excites, engages and motivates customers to think, feel and purchase your brand? Who are the key influencers and potential partners who impact the brand? What is their view of the brand that would make them recommend or partner with your brand? Brand Soul B2B

44. We make brands stronger. We make brand leaders smarter. Products & Services Customer Reputation Role of Company Internal Beacon Influencer Reputation GRAYS Stage Lighting Lighting, detailed, set up, added services, consultancy, warm lighting, concert halls, New, Innovative, actors love, Fresh, Different, surprisingly detailed, audience notices fast change over, warm tones, broadway. Actors, details, faces, bring a play to life, broadway lighting, a love for theater Enabling, supportive, knowledgeable, helping hand, makes the most of actors faces, performances, pleasure Optimistic, excited, motivating, inspiring, helps stay in control, positive, knowledgeable, theater-lovers, inspiring. B2B Step 1: Build your brand’s big idea by brainstorming KEY WORDS for each area Brand Soul

45. We make brands stronger. We make brand leaders smarter. Products & Services Customer Reputation Role of Company Internal Beacon Influencer Reputation GRAYS Stage Lighting B2B Brand Soul Highest quality lighting, custom-fit for each theater like it was the only theater. The stage lighting that brings the theatre performance to life. Our lighting has as much of an impact on a broadway play as anyone. When our lighting connects the actors with the audience, something magical happens. Known to inspire the greatest performances for the audience and the actor. Step 2: Turn the key words of each area into summary KEY PHRASES

46. We make brands stronger. We make brand leaders smarter. Products & Services Customer Reputation Role of Company Internal Beacon Influencer Reputation GRAYS Stage Lighting B2B Brand Soul Highest quality lighting, custom-fit for each theater like it was the only theater. The stage lighting that brings the theatre performance to life. Our lighting has as much of an impact on a broadway play as anyone. When our lighting connects the actors with the audience, something magical happens. Known to inspire the greatest performances for the audience and the actor. Gray’s Lighting brings an added touch of magic to an already magical experience. Step 3: Inspire yourself to come up with a BIG IDEA that summarizes everything

47. We make brands stronger. We make brand leaders smarter. • Create a simple brand promise that separates your brand from competitors, based on being better, different or cheaper. • Use your brand story to motivate consumers to think, feel or act, while beginning to own a reputation in the mind and hearts of consumers. • Fundamentally sound product, staying at the forefront of trends and using technology to deliver on your brand promise. • The moment of truth as customers move through the purchase cycle and use channels, messaging, processes to make the ﬁnal decision. • Turn the usage of your product into an experience that becomes a ritual and favorite part of their day. Brand Promise Purchase Moment Innovation Experience Align all 5 customer TOUCH-POINTS under the brand’s BIG IDEA All 5 touch points work under the brand’s big idea Brand Story B2B

48. We make brands stronger. We make brand leaders smarter. Use big idea to connect & separate company from competitors Use your brand’s differences to move customers to think/ feel/buy Keep your company fresh and on top of trends Move customers along and through the buying system Consistently over-deliver the promise Promise Company Story Innovation Purchase Moment Experience Positioning Communication Product Development Selling Operations & Culture Customer Company Big Idea Then every touch point for the customer, should be aligned underneath the Big Idea B2B

49. We make brands stronger. We make brand leaders smarter. We bring your theater performance to life. Lighting that brings every facial expression to life, even the 40th row. Thinking like Theatre Directors, our products make shows better. Use leading directors to inﬂuence the industry. Sitting in the 40th row of any theater, you will experience the difference. Promise Company Story Innovation Purchase Moment Experience Positioning Communication Product Development Selling Operations & Culture Company Gray’s Lighting brings an added touch of magic to an already magical experience.Broadway Directors GRAYS Stage Lighting Showing how Gray’s Lighting connects the Big Idea to every touch point for the customer B2B

50. We make brands stronger. We make brand leaders smarter. Brand Story Brand Positioning Strategic Plan Retail Selling Organization Culture Driving Profits Vision& Purpose& Goals& Key& Issues& Strategies& Tac7cs& Calendar& Budget& Target& Insights& Consumer& Enemy& Features& Ra7onal& Beneﬁts& Emo7onal& Beneﬁts& Statement& Winning& Concept& Social& Media& Digital& Look&and& Feel& Communica7ons& Strategy& Brief& Crea7ve& Idea& Paid& Media& Earned& Media& Trends& Direct& Interac7on& Voice&of& Consumer& Consumer& Experience& Consumer& Insights& Behaviors& Talent& Hiring& Training& Values& Revenue& CAGR& P&L&Mgmt.& COGS& ROI& Priori7es& Investment& Forecasts& Share& Data& NPD& Produc7on& PorOolio& Mgmt.&& R&D& Plan& Brainstorm& NPD& Investment& Launch& Plan& Customer& Priori7za7on& Key&Accounts& Distribu7on& In&store&& Message& In&store& Experience& Buyer& Rela7ons& Budget& Home&& Media& Consumer Focus Program& Tracking& Pricing&&& Promo7on& Customer& Analy7cs& Program& Budgets& Org&& Structure& Leadership& Mo7va7on& Brand&Story& NPD& Research& Product Innovation Diagnos7c& Tracking& Our&& Consumers& Service& Systems& Service& Values& Media&& Customer& Innova7on& Claims& The! Big Idea! BIG IDEA WHEEL drives every part of your ORGANIZATION Big Idea B2B

51. We make brands stronger. We make brand leaders smarter. Brand Reputation Many B2B brands have dual business models. Your B2B customers are also consumers of your B2C brand. There can only be ONE brand reputation—ideally, the B2B and B2C brand align behind ONE big idea. CustomersConsumers Big Idea B2B

52. 3 Focused strategic thinking Focusing your limited resources to strategic breakthrough points, moving customers along the brand love curve towards your vision.

53. Strategic thinkers see the right questions before they look for answers. Intuitive thinkers see answers before they even know the right question. Brand Leaders need to be both, being able to change the speed of their brains for the right situation and moment. Move your brain slowly on strategy and quickly with execution.

54. We make brands stronger. We make brand leaders smarter. The 8 elements of smart strategic thinking Break through point where you see a shift in momentum towards your vision. Proof to everyone this strategy will work. Aspirational stretch goal for future, linked to a well- defined goal purpose. It should scare you a little, but excite you a lot. Turn the early win into tipping point where you achieve more in return than you put in. Shift in positional power that allows you to achieve your vision. Seize opportunity quickly before others react or it is closes. 1 3 4 5 6 7 8 Visionary Early Win Speed An opening in the market, based on a potential change in the market (consumer needs, technology change, new channels) Leverage Gateway Align your limited resources to a distinct point you can break through getting you on a path to your vision. Opportunity Strategic Thinking Questions2 Must ask the right questions that frame the issues in the way of achieving the desired vision

55. We make brands stronger. We make brand leaders smarter. Starbucks and the 8 elements of smart strategic thinking 1 3 4 5 6 7 8 Visionary Early Win Speed Leverage Gateway Opportunity Questions2 How do we build smartly around the coffee experience to drive significant growth of same store sales? New products improved perception that they were innovative, successfully connecting with most loyal Starbucks fans, giving them higher same store sales Become a cherished quick service food brand that is a favorite moment of the day. Be the dominant coffee brand Able to turn the morning coffee routine into a breakfast/lunch routine, allowing Starbucks to focus on becoming a broad- based meeting place. No longer seen as just for morning coffee, but rather an escape at any point in the day. Double-digit growth for 5 straight years following the turnaround. Starbucks closed every store for a day to re- focus on coffee, then built out broader portfolio around coffee. With under-utilized retail locations, relatively unused past 11am, the broader portfolio helps gain lunch/ dinner sales giving them a higher share of requirements. Focus everything around the coffee ritual, look to shift coffee routine to lunch. Broaden portfolio around coffee–deserts, snacks, sandwiches. Case Study

56. We make brands stronger. We make brand leaders smarter. Marketers have limited resources… Financial Time People Partnerships …to apply against unlimited choices Target Market Brand Positioning Strategic Options Execution Activities

57. We make brands stronger. We make brand leaders smarter. When Marketers come to a decision point that requires focus, they try to justify a way to do both. The best brand leaders force themselves to focus by using the word “or” more than they use the word “and” Don’t tell yourself that you are good at making decisions if you come to a decision point and you always choose BOTH. Strategic thinkers never DIVIDE and conquer. They make choices to FOCUS and conquer.

58. We make brands stronger. We make brand leaders smarter. When you FOCUS, 5 great things happen to your brand: 1. Better return on investment (ROI) 2. Better return on effort (ROE) 3. Stronger reputation 4. More competitive 5. More investment behind brand

59. We make brands stronger. We make brand leaders smarter. 5 simple questions that are great to ask before getting started on your Brand Plan. Questions To Ask Planning Areas 4 5 1 3 2 1. Where could we be? 2. Where are we? 3. Why are we here? 4. How can we get there? 5. What do we need to do? Vision/Purpose/Goals Situation Analysis Key Issues Strategies Execute & Measure6 B2B

60. We make brands stronger. We make brand leaders smarter. 5 simple questions that are great to ask before getting started on your Brand Plan. B2B 5 strategic questions worksheet 1. Where could we be? • To bring energy efficiency to the planet, one customer at a time • Make Gray’s a $100 Million brand by 2020. • Want double digit annual growth rates. 2. Where are we? • Successful launch into the broadway market, but time to transition Gray’s from a product-led brand into an idea-led brand • Need to connect with customers by owning idea of “real life” lighting, rather than just selling a lights. • Begin to dominate and lead the “best in class” theatre segment 3. Why are we here? • What’s the priority choice for growth: find new designers or drive usage frequency among loyalists? • Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? • How will we defend Gray’s against the proposed Q1 2014 ‘energy efficient’ launches from GE? 4. How can we get there? • Attract new designers to Gray’s to drive share and influence contractors • Focus investment on driving awareness and trial with new customers and building a presence with contractors. • Build defense plan against new entrants that defends with customers and at design level. 5. What do we need to do? • Use awareness to drive trial of the new Grays. Target “Urban Renewal Designers”. • Launch “Bright Ideas” blog supported by Instagram displays of cool innovations in the design world. • Launch top “10 best designs” contest to reward the designer channel GRAYS Stage Lighting

61. Analysis Issues and Strategies Executional Tactics P&L forecast • Sales $30,385 • Gross Margin $17,148 • GM % 56% • Marketing Budget $8,850 • Contribution Margin $6,949 • CM% 23% Drivers • Engaged customer service levels and brand satisfaction converts trial to Purchase • Strong support from the designer channels— creating key influencers in market • Exceptional brand health support among Early Adopters. Highly beloved brand among niche. Inhibitors • Awareness weak—especially with contractors —as a new brand in the marketplace. • Low distribution at contractor segment due to poor sales coverage. • Low purchase frequency even among loyal. Risks • Launch of mainstream lighting brands (Philips, GE) into the energy efficient space • De-listing of the weakest skus in contractor channel would weaken presence • Legal challenge to competitive claims Opportunities • R&D has 50 new designs in development. • Sales Broker to create gains with contractors. • Explore social media as a tool to convert and engaged loyal following. Key Issues 1. What’s the priority choice for growth: find new designers or drive usage frequency among loyalists? 2. Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? 3. How will we defend Gray’s against the proposed Q1 2014 ‘energy efficient’ launches from GE? Strategies 1. Attract new designers to Gray’s to drive share and influence contractors 2. Focus investment on driving awareness and trial with new customers and building a presence with contractors. 3. Build defense plan against new entrants that defends with customers and at design level. Goals • Increase share from 10% to 12%, specifically up from 15% to 20% with the core target. Monitor repeat purchase rates among the most loyal to ensure it stays steady. • Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Drive trial from 15% to 20%. Focus for sales is to close contractor distribution gaps going from 62% to 72%. • Hold dollar share during competitive launches and continue to grow 11% post launch gaining up to 1.2% share. Target zero losses with designers Markting Communication • Use awareness to drive trial of the new Grays. Target “Urban Renewal Designers”. Urban, high education, women, 35-40. Main Message of “don’t have to sacrifice your design to save the planet”. Media includes trade shows, specialty trade magazines, event signage, digital and social media • Launch “Bright Ideas” blog supported by Instagram displays of cool innovations in the design world. • Launch top “10 best designs” contest to reward the designer channel Sales Training • Ensure that all staff are trained on new Halogen line of designer products. • Training of the Business Development team to get into the OEM fixture business. Distribution • Support Q4 designer blitz with message focused on “inspired by the planet” during the competitive launches. Q2 specialty blitz to grow distribution at key specialty stores. Innovation • Launch 16 new lighting products in Q4/15. • Explore new energy saving claims, that are motivating and ownable. Business Development • Leverage BD team to follow up on leads and manage the BD sales funnel. The Annual “Brand Plan On a Page” Forecast Analysis Strategies Execution Key Issues Goals 5 4 3 2 6 5 B2B Brand Vision: To bring energy efficiency to the planet, one customer at a time . Make Gray’s a $100 Million brand by 2020.Brand Vision1

62. Analysis Issues and Strategies Executional Tactics P&L forecast • Sales $30,385 • Gross Margin $17,148 • GM % 56% • Marketing Budget $8,850 • Contribution Margin $6,949 • CM% 23% Drivers • Engaged customer service levels and brand satisfaction converts trial to Purchase • Strong support from the designer channels— creating key influencers in market • Exceptional brand health support among Early Adopters. Highly beloved brand among niche. Inhibitors • Awareness weak—especially with contractors —as a new brand in the marketplace. • Low distribution at contractor segment due to poor sales coverage. • Low purchase frequency even among loyal. Risks • Launch of mainstream lighting brands (Philips, GE) into the energy efficient space • De-listing of the weakest skus in contractor channel would weaken presence • Legal challenge to competitive claims Opportunities • R&D has 50 new designs in development. • Sales Broker to create gains with contractors. • Explore social media as a tool to convert and engaged loyal following. Key Issues 1. What’s the priority choice for growth: find new designers or drive usage frequency among loyalists? 2. Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? 3. How will we defend Gray’s against the proposed Q1 2014 ‘energy efficient’ launches from GE? Strategies 1. Attract new designers to Gray’s to drive share and influence contractors 2. Focus investment on driving awareness and trial with new customers and building a presence with contractors. 3. Build defense plan against new entrants that defends with customers and at design level. Goals • Increase share from 10% to 12%, specifically up from 15% to 20% with the core target. Monitor repeat purchase rates among the most loyal to ensure it stays steady. • Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Drive trial from 15% to 20%. Focus for sales is to close contractor distribution gaps going from 62% to 72%. • Hold dollar share during competitive launches and continue to grow 11% post launch gaining up to 1.2% share. Target zero losses with designers Markting Communication • Use awareness to drive trial of the new Grays. Target “Urban Renewal Designers”. Urban, high education, women, 35-40. Main Message of “don’t have to sacrifice your design to save the planet”. Media includes trade shows, specialty trade magazines, event signage, digital and social media • Launch “Bright Ideas” blog supported by Instagram displays of cool innovations in the design world. • Launch top “10 best designs” contest to reward the designer channel Sales Training • Ensure that all staff are trained on new Halogen line of designer products. • Training of the Business Development team to get into the OEM fixture business. Distribution • Support Q4 designer blitz with message focused on “inspired by the planet” during the competitive launches. Q2 specialty blitz to grow distribution at key specialty stores. Innovation • Launch 16 new lighting products in Q4/15. • Explore new energy saving claims, that are motivating and ownable. Business Development • Leverage BD team to follow up on leads and manage the BD sales funnel. The Annual “Brand Plan On a Page”B2B Brand Vision: To bring energy efficiency to the planet, one customer at a time . Make Gray’s a $100 Million brand by 2020.

63. We make brands stronger. We make brand leaders smarter. Purpose Strategy Vision: Where could you be? The ultimate end-in-mind achievement. Think about something that would make you feel completely satisfied. Where could we be in the next 5-10 years? The vision gives everyone on the brand a clear direction. It should be measurable (quantitative) and motivating (qualitative). An inspiring brand vision should scare you a little, but excite you a lot. Purpose: Why does your brand exist? Why do you do what you do? Keep pushing yourself as your inner motivations as to why you do this, to find the personal motivation hidden in the brand. Very powerful way to connect with both employees and consumers, giving your brand a soul. Values: What are your beliefs that guide you? These core beliefs of the brand shape the organization as to the standards, behaviors, expectations and motivations. The brand has to be able to stand up to and consistently deliver each value. Goals: What do you need to achieve? The specific measures of brand health and wealth, related to consumer or customer behavioral changes, metrics of key programs, in-market performance targets, financial results or milestones on the pathway to the vision. These set up the brand scoreboard. Key Issues: What is getting the way from achieving your vision? Deep analysis highlights what’s driving and holding the brand back, the future risks and untapped opportunities. Issues asked as a rhetorical question set up the problem to which strategies become answer to the question. Strategies: How can we get there? Strategies are the “How” you will win the market. Choices based on market opportunities, using consumers, competitors or situational. Strategies should have a pin- pointed focus providing a breakthrough on the pathway to the brand vision. Tactics: What do we need to do to execute the strategy? Framed completely by strategy, the tactical choices deploy your limited resources against activities that help the brand in the short term. The chosen tactics should drive the high return on investment (ROI) and return on effort (ROE). Vision Values Goals Key Issues Tactics Plan Definition SummariesB2B

64. We make brands stronger. We make brand leaders smarter. How to build a vision statement Vision is the end-in-mind achievement, when you will be fully satisfied What do you want the brand to become? Challenge yourself to think 10 years out: if you became this one thing, you would know that you are successful and completely satisfied. Ideally it is Qualitative (yet grounded in something) and quantitative (measurable). It should be motivating and enticing to get people focused. An inspiring vision should scare you a little, but excite you a lot. Things that make a good vision: 1. Emotional and motivating for all employees and partners to understand and rally around. 2. Describe what you feel, hear, think say and do in trying to achieve your dream. 3. Said in the words that are plain words and might already be common within the company. 4. Should last last 5-10 years or more, helps paint a picture of where could we be. 5. Balance between aspiration (stretch) and reality (achievement) 6. It’s ok to embed a financial ($x) or share position (#1) element into it as long as it’s important for framing the vision. The watch outs for vision statements: 1. It’s not a positioning statement 2. Make sure we haven’t achieved it already 3. Don’t put strategic statements 4. Try to be single minded: tighten it—don’t include everything!!! B2B

65. We make brands stronger. We make brand leaders smarter. Princess Margaret Hospital To conquer cancer in our lifetime. Great examples of vision statements to inspire you Amazon Be the world’s most customer-centric company. Ikea Create a better everyday life for the many people. Volvo Nobody should die or be seriously injured in a Volvo. Honda Be the company that society wants to exist Patagonia Build the best product, cause no unnecessary harm and use business to inspire Dove A world where beauty is a source of conﬁdence, not anxiety. Waze Help people work together to improve the quality of everyone's daily driving. Disney Make people happy John F. Kennedy "I believe that this nation should commit itself to achieving a goal, before this decade is out, of landing a man on the moon and returning him safely to earth." Ferrari Italian excellence that makes the world dream B2B

66. We make brands stronger. We make brand leaders smarter. 1. Category: You should start by looking at the overall category performance to gain a macro view of all major issues. Dig in on the factors impacting category growth, including economic indicators, consumer behavior, technology changes, shopper trends, political regulations or whats happening in other related categories that could impact your own category. 2. Customers: The review should deﬁne your consumer target, knowing the customer’s underlying beliefs, buying habits, growth trends and key insights. We use a buying system analysis and leaky bucket analysis to uncover how they shop the category and your brand. You need to uncover customer perceptions through tracking data or market research. 3. Channels: Look at the performance of all potential distribution channels and every major customer in the category. It is important that you understand your channel customer’s strategies, as well as the available tools and programs, so your brand can align your brand with the customer and be more successful in each channel. 4. Competitors: Dissect your closest competitors by looking at their performance indicators, brand positioning, innovation pipeline, pricing strategies, distribution and the perceptions of the consumers. Map out a strategic Brand Plan for all major competitors to help predict what they might do next, and know how you might counter in your own brand plan. 5. Brand: Understand the view of your brand through the lens of consumers, customers and employees. Use brand funnel data, market research, marketing program tracking results, pricing analysis, distribution gaps and ﬁnancial analysis. We recommend that you look at the internal health and wealth as well as the external health and wealth of the brand. Deep Dive Assessment Before starting your brand plan, do a deep dive Business Review, looking at everything connected to the brand

67. We make brands stronger. We make brand leaders smarter. To determine “where are we”, we think about how brand health can be a signal of future brand wealth Brand Health WEALTH measures what you can easily see. HEALTH are those measures you can’t easily see. Looking deeper uncovers new questions. Brand Wealth Sales Market Share ROI Profit Stock Prices Growth Rate Price Premium Share Position Brand Funnel Competitive Advantages Voice of Customer Regulatory Satisfaction Scores New Products Internal Alignment Market Trends

68. We make brands stronger. We make brand leaders smarter. Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. The driving factors could be related to brand assets, successful programs working, favorable market trends. New products, advertising, channels. Keep fueling Factors of weaknesses or friction that slows your brand down, or a leak that needs fixing. Achilles heal, competitive pressure, unfavorable market forces, channels, specific segments. Minimize going forward. Opportunities Threats Areas you could take advantage that would accelerate growth. They are real, or exploratory areas. No pipe dreams. Unfulfilled needs, new technologies, regulation changes, new channels, any removal of trade barriers. They are real, but have not yet happened. If they did, they would be an inhibitor. No laundry lists. Changing consumer needs, threat of substitutes, barriers to trade, customer preference, potential channel actions. We use a force field type analysis to summarize drivers, inhibitors, opportunities and threats Helps set up the Key Issues for brand plan. Happening now Could happen

69. We make brands stronger. We make brand leaders smarter. Key Issues We start off with a straw- dog brand vision. Brainstorm all the issues that are in the way of the vision. Narrow down the list of issues to the top 3-5 key issues. Frame the top issues in question format. Layer in the strategy as an answer to the key issue. Key Issues should be asked in question format. • Think of key issues in terms of a “rhetorical strategic question” which means that the question should be a bit leading, and have a proposed strategy almost as the solution. • Spend time on these questions with deep thinking because the better the strategic question you ask, the better the strategic answer you will get. B2B

70. We make brands stronger. We make brand leaders smarter. The crucial part of key issues is getting to the right level. If you have less than 3, you are likely not detailed or specific enough, and if you have more than 5 you should try to elevate some up or group in themes to see if you can capture the bigger picture. Key Issues As a guideline, we recommend 3-5 key issues to make sure you are asking the most important questions How do we get consumers to use more coupons? • This is too specific, tactical and likely too small. Think about it, if there are other ways to get to the same goal (e.g. more sampling) then the issue is too small. How do we become #1? • This is aspiration and visionary, but too broad. It doesn’t really lead you to pin-pointed strategy. How do we drive usage among loyal? This talks closer to the overall objective, but with enough room to give strategic alternatives Too Low Too High Just Right B2B

71. What is the current business situation your brand faces? How tightly connected is your customer to your brand? What is the core strength your brand can win on? How important is the decision and how involved are consumers? Product Story Experience Price Power Player Challenger Island Brand Rebel Brand High Profile Indulgence Commodity Essential Indifferent Like It Love it Beloved Keep It Going Fix It Re-Align Start Up What is your current competitive position? 3 1 4 25 5 questions to force your 360 strategic thinkingB2B

72. We make brands stronger. We make brand leaders smarter. • Power Player companies leads the way, usually share leader or the perceived inﬂuential leader of the category. These companies have a power over the category and over the other competitors. • Challenger brands tries to change the playing ﬁeld, attacking the leader to exploit a weakness or build on your own strength. • Island Brand goes into the unknown areas all by themselves where the leader is not competing. They attack in an open area where the Leader is not that well established. • Rebel Brand goes against the category, going into an area where it’s too small for the leaders to even take notice or the leaders are unable to attack back. Pick a customer segment small enough that it won’t be noticed and you’ll be able to defend it. What is your current share position in the market? These are the definitions that help determine what type of competitor you are or want to be. If you decide we are one thing but we have to be another, then we want to chart what you need to do differently to get you there. B2B

73. We make brands stronger. We make brand leaders smarter. Power Players: Dominate the win and the tie Power Players own what they are best at, as well as where they are parity with competitors, by winning with emotion, speed, innovation or creating experiences. Make what you do seem bigger Conquer where there is parity B2B

74. We make brands stronger. We make brand leaders smarter. Turn your competitor’s strength into a weakness, pushing them outside of what consumers want, while creating a new consumer problem for which your brand becomes the solution Make what you do the best solution Move your competitor outside what consumers want Challenger Brands: Re-position your competitorB2B

75. We make brands stronger. We make brand leaders smarter. Island Brands: Become so different you are alone Game changer, responsive to changing consumer needs, leaving traditional competitors unresponsive to consumers. What consumers want What competitor B does best What your brand does best What competitor A does best As you draw consumers to the new space, you pull consumers away from current competitors, leaving them unattached to consumers needs. Game changing new space Make what they do appear unattached to consumers B2B

76. We make brands stronger. We make brand leaders smarter. Rebel “Craft” Brands: Better to be loved by a few Niche Let power players dominate traditional space Rebel Brands own a small niche far enough away from the competitors. Better to be loved by a few than play with power players. B2B

77. We make brands stronger. We make brand leaders smarter. PromiseProduct Price Experience Highly Competitive Medium LowFocus on what you are best at. Let go what matters the least. We give four chips, forcing one at the high, two at the middle to support the strength, and let go of one at the low. Your core strength: breakout in mini teams, try this out B2B

78. We make brands stronger. We make brand leaders smarter. How your brand’s core strength helps guide strategy • Establish reputation for superiority • Invest in Innovation to stay ahead of competitors • Rational selling and product focused communication, directly calling attention to differences. • Challenge yourself to evolve and grow by creating an emotional connection. • Own low price, attack any challengers. • Focus on efficiency with low cost & volume. • Invest time in production/sourcing, using power to win negotiations. • Need good solid products, consumers willing to accept lower experience. • Call to action style communication • Focus on building Big Idea and everything (product, experience) lined up under it. • Invest in brand communication that connects with motivated audience. Leverage brand lovers to influence. • Emotional selling and advertising. • Know where price matters or does not. • Focus on building a culture and organization with the right people. • Invest in training the face of the brand. • Use purpose and values to inspire & guide team. • Word of mouth, earned media, social media, key influencers, testimonials. PromiseProduct Price Experience B2B

79. We make brands stronger. We make brand leaders smarter. Where you are on the Brand Love Curve focuses your brand on what strategy to guide your next move. Unknown Indifferent Love It Like It Beloved Get noticed so customers see the brand in a crowd Establish brand positioning in the customer’s mind Magical experiences that inspire brand lovers to inﬂuence their friends Tighten bond with your most loyal brand lovers Build a trusted following with each happy purchase B2B

80. We make brands stronger. We make brand leaders smarter. Stand out so customers see brand in the crowd Establish brand positioning in the customer’s mind Build a trusted following with each happy purchase Tighten bond with your most loyal brand lovers Magical experiences inspire brand fans to influence others 1. Set up: production, promise, advertising, selling, experience. 2. Launch event: Build hype and desire to gain attention 3. Core message: Amplify brand’s big idea and customer benefit to target. 4. Find early lovers: Build early trial among those already motivated by what you do 5. Mind Shift: drive new position or re- enforce current 6. Mind Share: gain more attention than competitors 7. New News: launch innovation to enter customers mind 8. Turnaround: focus energy on gaps, leaks. Use fix to change minds. 9. Drive Penetration: convince new customers to try 10. Drive Usage: get happy customers to use more/differently 11. Build routine: get happy customers to build a routine around brand 12. Cross Sell: get happy customers to use brand’s other products/services. 13. Turn experience in memories: link brand with life moments. 14. Maintain Love: re-enforce brand equities. 15. Deeper love: consolidation or broader usage 16. New Reasons to Love: target most loyal user. 17. Create magic: surprise and delight deep brand lovers. 18. Leverage Power: drive growth and profit from brand’s source of power. 19. Attack yourself: Close leaks and improve before competitor attacks. 20. Use loyalists to drive awareness and influence others How the stages of the Brand Love Curve sets up 20 possible consumer strategies for your brand plan Unknown Indifferent Love ItLike It Beloved

81. We make brands stronger. We make brand leaders smarter. Awareness Familiar Consider Purchase Repeat Loyal Think Buy Influence Feel See We can see how the love curve lines up to the brand funnel Get loyal brand fans to Influence their network B2B

82. We make brands stronger. We make brand leaders smarter. Strategic flaw of most brand plans is trying to drive penetration & usage frequency at the same time. Penetration Strategy gets someone with very little experience with your brand to likely consider dropping their current brand to try you once and see if they like it. Usage Frequency Strategy gets someone who knows your brand to change their behavior in relationship to your brand, either changing their current life routine or substituting your brand into a higher share of the occasions.

83. We make brands stronger. We make brand leaders smarter. Consider Aware Fan Loyal Repeat Satisﬁed Buy Search Awareness Ads Invest in mass media to establish position in customer’s mind PR/Content/SEO Use information to teach those seeking to learn more pre decisions Retail/Home Page Close the deal during purchase moment, separate brand from competition. Post Purchase Help Create experience to re-enforce promise, after sales help for new users to get the most from the brand. Indifferent Like ItLove It Beloved Love those who love you most Surprise & delight rewards to drive ritual among your most loyal users Use emotions to build frequency Using reasons for usage to turn into routine. Leverage emotional bond Drive repeat Turn trial into an experience, reward happy customers, emotionally re-enforce reasons purchase makes sense Outspoken Army Create club, leverage loyalists to inﬂuence friends, especially through social media Marketing execution choices have to move customers to think, feel or do as they move along the buying system Customer B2B

84. Brand strategy must change the positional power of your brand to make your brand healthier and wealthier. We build strategies by FOCUSING your resources on one of the consumer touch-points, that will have the greatest IMPACT on moving a target through the consumer buying system with an OUTCOME that harnesses your brand’s health/power and drives your brand’s wealth/profits.

85. We make brands stronger. We make brand leaders smarter. Deploy one touch-point to move a target profile to take a focused action along buying system To harness your brand’s power OR drive one of 8 profit drivers Promise Purchase Moment Innovation Experience Brand Story Premium Pricing Trading Up Consumers Lower cost of goods Efﬁcient Spend Target Customer a b c d e Stealing Share Users to use more Enter new markets Find new uses Media Consumers Influencers Channels Competitors Suppliers New Entrants Employees Power How to write strategic statements Good strategy takes one of EACH of a + b + c and then one of EITHER d or e or Customer B2B

86. We make brands stronger. We make brand leaders smarter. Advertise Gray’s “real life” promise (a) to theater owners (b), driving trial (c) and strengthening Gray’s market share (e) Win the retail purchase moment (a) with working Moms (b), driving trial (c) and strengthening our shelf position in the Food channel (d). Build defense plan (a) against new entrants (b) that maintains our loyal consumer base (c), holding market share (e) and shelf position. We make brands stronger. We make brand leaders smarter. Deploy one touch-point to move a target profile to take a focused action along buying system To harness your brand’s power OR drive one of 8 profit drivers Promise Purchase Moment Innovation Experience Brand Story Premium Pricing Trading Up Consumers Lower cost of goods Efﬁcient Spend Target Customer a b c d e Stealing Share Users to use more Enter new markets Find new uses Media Consumers Influencers Channels Competitors Suppliers New Entrants Employees Power How to write strategic statements Good strategy takes one of EACH of a + b + c and then one of EITHER d or e or Customer B2B

87. We make brands stronger. We make brand leaders smarter. Key Issues and Strategies 1 2 3 Key Issues Strategies Use high quality demo program to sign up highly motivated theater directors to Gray’s, helping influence the overall director community and drive share Focus investment on driving awareness and trial with new suburban stage producer and directors, helping to solidify our presence with contractors. Use high performance claims and brand story to build defense plan against new entrants that defends with the most loyal high volume customers and at design level. What’s the priority choice for growth: find new designers or drive usage frequency among loyalists? Where should the investment/ resources focus and deployment be to drive our awareness and share needs for Gray’s? How will we defend Gray’s against the proposed Q1 2014 ‘energy efficient’ launches from GE? GRAYS Stage Lighting B2B

88. We make brands stronger. We make brand leaders smarter. Mapping out the strategies For each strategy, we recommend that you lay out the specific goal of the strategy and list the main tactical programs. Also list potential watch outs to show that you are planning for what could go wrong. B2B Brand Plan Fix Gray’s distribution gaps with a sales force blitz at food and drug Strategy #2 Strategic Objective: • Fix Gray’s distribution gaps at Drug and Mass investing in a sales force blitz to continue Gray’s momentum and drive Gray’s market share. Goal: • Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Drive trial from 15% to 20%. Focus for sales is to close distribution gaps going from 62% to 72%. Tactical Program: 1. Mass TV Advertising and specialty Health Magazines helps to drive awareness in the most efficient manner, focused on appointment and specialty TV. 2. Increase amount of digital, using Facebook, Pinterest and Instagram to catch young moms. Build social media network of core loyal users. 3. In store and even sampling to re-enforce trial. Use in-store sampling to secure end aisle displays. 4. Sales Team to secure added distribution at Specialty stores. 5. R&D should focus on driving annual innovation to create an optimized portfolio mix. Watch outs: • Trying to do too many activities overloads the team, watch the working/non-working marketing spend.

89. We make brands stronger. We make brand leaders smarter. Align all MARKETING EXECUTION under the BIG IDEAB2B Social MediaHome Page Earned MediaSearchSales story Sales Material Trade Show Make company newsworthy to influence customers Enlist brand lovers as advocates to influence others. Tell company story in an own-able, breakthrough, moving way. Bring company to life to replicate ideal brand experience Manage customer through entire purchase cycle. Help customers make smarter, informed decisions. Knowledge, influence to close the sale of products/ services. For B2B, you tell your story at every touch point Customer Company Big Idea

90. We make brands stronger. We make brand leaders smarter. Promise Brand Story Innovation Purchase Moment Experience Build MARKETING EXECUTION PLANS around the 5 customer touch points that support overall strategies Advertising Copy Packaging Content Strategy Home Page Messages Paid Media Earned Media Social Media Events & Sponsorship New Product Launches Format Line Extensions Claims R&D Exploration Point of Purchase Sales Materials Account Management E-Commerce Sampling and Trial Service Values VIP Loyalty Programs Active User Inﬂuencers Once you have mapped out each strategy with an executional plan, you want to create separate one page plans for speciﬁc marketing executions that are most relevant to your brand. We’d recommend 3-5 separate execution plans, that match up to the most relevant consumer touchpoint including the brand promise, brand story, purchase moment, innovation and brand experience. B2B

91. We make brands stronger. We make brand leaders smarter. Brainstorm marketing activities to support the strategies, prioritizing on return on investment and effort (ROI and ROE) For each strategy, you want to find the “Big Easy” • Put all of the ideas on to post it notes, then map each idea onto the grid as to whether they will have a BIG versus SMALL impact on the business, and whether they are EASY versus DIFFICULT. • The top ideas will be in the BIG EASY top right corner. JUST DO IT Brainstorm ways to make these ideas even bigger THE BIG EASY Big Wins, Easy to do AVOID Bad ROE, drain on resources MAKE EASIER Brainstorm easier ways to get it done Easy Difficult Small Win Big Win Implementation Business Impact Idea Idea Idea Idea Idea Idea Idea Idea Idea Idea Idea Idea Idea B2B

92. We make brands stronger. We make brand leaders smarter. 7 questions of a Brand Communications Strategy Who is in the customer target? (Who is the most motivated to buy what you do?) What are we are selling? (What is your main benefit (rational/emotional)?) Why should they believe us? (Support points to back up what you say) What’s the long range feeling the brand evokes? (What is the Big Idea and DNA for the brand?) What do we want the Communications to do? (Strategic Choices) What do want people to see think, do, feel or scream? (Desired Response) Where will you deliver the message? (Media Plan) 1 2 3 4 5 6 7 Positioning Brand Plan B2B

93. We make brands stronger. We make brand leaders smarter. Continuous generation of ideas to build a war-chest of potential solutions to meet customer needs. Assess opportunities using criteria: breakthrough, own- able, strategic ﬁt, customer motivation, potential size. Plan your Product Innovation Identify New Opportunities Build Innovation Pipeline Go-to-market launch Plan 2 3 Build out potential concept to test breakthrough, own- ability and sales potential. Build robust innovation schedule with volumetrics, investment, sourcing and production timeline. Stage-gate decisions to approve execution plans and milestones from production to launch. 4 5 6 Backend plan includes ﬁnal naming, logos, packaging, production and channel plan. Build marketing support; advertising, presentations, in-store support. Hand over to launch team, including marketing, sales, operations. 7 8 9 Observations and Identifying trends and new customer need states 1 Winning ideas go to market Move best ideas to testing B2B

94. We make brands stronger. We make brand leaders smarter. Define your Pricing Strategy in alignment with your business strategy and business objectives and based on a deep understanding of your own competitive position, customer insight and cost-to-serve 1. Pricing Strategy Implement Pricing Strategy and Price Determination framework into daily sales activities and transactional processing 3. Price Execution Operationalize Pricing Strategy in marketing activities and generate all required input for Price Execution 2. Price Determination Define pricing capabilities and skill sets, establish pricing organization and assure consideration of legal requirements 4. Governance Enable pricing capability by monitoring and provision of tools, systems and processes related to pricing in an integrated manner 5. Monitoring and System Support Pricing Management System B2B

95. We make brands stronger. We make brand leaders smarter. Pricing Waterfall analysis StatedPrice InvoicePrice ActualPrice Gross Margin Retailer program discounts Off-Invoice Discounts or Rebates Prom otional Price discounts Cost of Freight Custom Packaging or displays Cost of Programs Package Returns Cost Cost of Goods Sold Service Costs Volum e Discount Transactional and cost to serve the customer Target Price to the customer BasePrice Segm ent Geography/Regions Channel Base value of product sold Marketing Sales Stated Price on the customer’s invoice Actual Price (less discounts and cost to serve) Actual Gross Margin B2B

96. We make brands stronger. We make brand leaders smarter. Customer Company Big Idea Then everyone that works for the company must be aligned underneath the Big Idea B2B Experience Delivery Problem Solvers Customer Service Top-to-top servicing Sales Team Back room team ShippingR&D Brand Communication Everyone that works for the brand should understand the Big Idea and their role is in delivering that idea to consumers and customers.

97. We make brands stronger. We make brand leaders smarter. Customer External story of the brand which creates a position in the mind/heart Internal story of the brand which creates the customer experience Logo/Packaging Sales Materials Communications Values/Culture Innovation Service The external and internal story are of equal importance to the experience you create. B2B Big Idea

98. We make brands stronger. We make brand leaders smarter. The BRAND LOVE CURVE set up your ORGANIZATION INDIFFERENT Focus on building an organization that aligns and supports your Big Idea: Hold the culture up the lens of the brand Big Idea and ensure the right team is in place to deliver against the needs of the brand. Don‘t force culture too much, but use a purpose driven vision and stated values as a guiding principle. LIKE IT Instill a consumer centric (customer first) philosophy into the organization. Use your people to help separate your brand in the market Use Leaky bucket analysis to address weaknesses. Make sure that everyone is aligned to your brand’s point of difference the team must project in the market. LOVE IT The people deliver the ideal brand experience. Consumers consumers connect with the people. Use a purpose-driven vision, beliefs and values to challenge the team to create and deliver an experience that exceeds the brand promise. Begin using power of a loved brand to attract and retain the best people for the future. BELOVED The culture and brand are one and the same. The Brand becomes an internal beacon that guides the culture who project themselves as the most outspoken brand fans, willing to spread the brand’s virtues. Customer Company Big Idea B2B

99. We make brands stronger. We make brand leaders smarter. A plan is not complete without Project Management Plans to make sure things happen. Projects with owners, deadlines and budgets are more likely to become reality and get executed. Project Direct Sampling Strategy Sampling moms to drive trial and convert to sales. Owner Ryan Jones Team Ryan, Stephanie, Stuart Sponsor Steve Smith Goals Drive aware and Trial for new product, $1.5 million in sales for Q2, re-enforce brand message in store. Deadline In market March 20th Milestones • Retail calls Oct 5 • Select sampling vendor Oct 15 • Develop store list Dec 1st • Sample production and shipping to stores Hurdles • Gaining retail acceptance • Achieving added display • Lining up sampling with advertising Budget $500,000 B2B

100. We make brands stronger. We make brand leaders smarter. S Measurable: How will you demonstrate and evaluate the extent to which the goal has been met. Usually tracked versus last year, versus competitors, versus norms or versus a milestone towards the end goal. Achievable: Stretch and challenging goals with ability to achieve outcome. Use action oriented verbs. We always say that the setting of major goals should scare you a little, but excite you a lot. Specific: State exactly what you want to accomplish, including who, what, where, when, why? Focus on specific external results (sales, market share, performance tracking, rating scores etc.) or major milestones towards the vision. Relevant: How does the goal fit your responsibilities as well as fitting with your strategy? Each strategy should have a goal linked to it, as well as a 5-10 year goal tied to the vision, that can have year bound milestone goals. Time-Bound: Set target “by when” dates that linked to major milestones or completion deadlines. The should be broken out quarterly, annually or even 5 year goals. Deadlines for projects, on air, in market, stage-gate timing. M A R T B2B

101. We make brands stronger. We make brand leaders smarter. Using the S.M.A.R.T. goals to create a Brand Dashboard for your team to monitor Goal 2015 2016 Comment Sales $25MM $30MM Continue 20% growth rate Share 0.8% 1.2% New triple chocolate 0.5% share Distribution 62% 72% Increase coming mainly from fixing specialty. Awareness 33% 42% Below norm, 80% among niche, < 20% overall Trial 34% 37% New flavors have helped drive trial Repeat 4% 5% High quality Taste converts high repeat Gross Margin % 55% 57% Launching new premium line up. Profit % 19% 15% Increased marketing spend in year 1 of launch Ad Brand Link 62% 70% Building on current brand equity in TV ad Purchase Intent 70% 70% Should hold strong as we trade up. Customer Satisfaction 58% 60% Halo impact from new premium line up. Freshness Index 12% 20% Increasing % sales from new launches. You have to measure what matters B2B

102. We make brands stronger. We make brand leaders smarter. As you make investment decisions on your portfolio of brands, first look EXTERNALLY to the market to help judge How strong is your brand’s competitive position in the market? Major Investment to grow brand Invest strengthen the brand Investment to grow category Leverage power of leadership Maintain brand performance Focus on niche you can own Re-focus around niche stance Divest, milk or exit Maintain share, milk brand How attractive is the market? High Medium Low HighMediumLow Invest Maintain Divest B2B

103. We make brands stronger. We make brand leaders smarter. As you make investment decisions on your portfolio of brands, then look INTERNALLY to the profitability to help judge How healthy are the profit margins? Invest to leverage growth Invest to grow brand Invest to grow brand Maintain share and growth level Maintain, smartly manage costs Increase prices to drive up margins Reduce costs, consider price Milk brand with minimal spend How strong is the brand growth? High Medium Low HighMediumLow Invest Maintain Divest Divest, milk or exit B2B

104. We make brands stronger. We make brand leaders smarter. The Stake in the Ground: A Comparison Measure • Find a comparative stake in the ground, which will help you to make comparisons—either above or below that stake in the ground. • Examples could include last year’s sales, a competitive brand, a similar program or contract from the past, or a different geography extrapolated to the size of the market, market research projections The + or – Analysis • Put together a chart that shows how it might be bigger or smaller then the stake in the ground projection. Bigger Impact Lower Impact Examples: We have a relatively bigger share More advertising dollars Consumers like that flavor better It has a unique positioning More doctor support Example: We are last in the market. Pricing is lower. Not as much consumer appeal. Canadians don’t like that flavor. We are 4th in market. Put a stake in the ground: Map reasons why it’s bigger or smaller than the stake.B2B

105. We make brands stronger. We make brand leaders smarter. • A good Brand Plan should have a consistency from the vision all the way down to the execution. Think of an orchestra playing in perfect harmony—everything playing the same song. When you write something that doesn’t fit, it stands out like a “Tuba” player, trying to play his own song. This is what I call a misfit to the plan. • Go through your Brand Plan and see if you can spot the misfits. Is your mission to drive trial and you aren’t sampling? If you want to be the “category leader in innovation”, then why are we not launching any new products till 2023? If your vision is “to become #1”, why do we not have a growth or share goal? Why are you not investing? • The worst “Tubas” are those elements of the plan that seem to “die a quick death” in the document or they “come from out of no where” with no insight or set up. Senior Managers are skilled at finding Tubas—it can de-rail a plan when they find them before they do. Plan Consistency and Flow: “Finding Tubas” Vision GoalsTacticIssues S T R A T E G Y B2B

106. We make brands stronger. We make brand leaders smarter. A focused plan means making choices to do less Vision Strategy 9 tactics vs 25 tactics • By doing less number, you will be focusing your limited resources on making each project has a big impact. • When your team lacks time to do everything with full passion, they run the risk of turning out OK work that fails to connect with your consumers. • If you don’t MAKE CHOICES, you’re just making a “to do list”, not a strategic plan. B The Power of 3’s: Strategy starts with making choices. Strategy Strategy Vision Strategy Strategy StrategyStrategy Strategy Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic Tactic A 3 strategies x 3 tactics = 9 projects 5 strategies x 5 tactics = 25 projects B2B

107. We make brands stronger. We make brand leaders smarter. Top 5 challenges to you in creating a beloved B2B brand 1. Can you find a BIG IDEA for your brand that will connect with your consumer and create that bond you need to drive growth? Are you able to build the 5 connectors to create your entire business model around that big idea. 2. Can you become more CUSTOMER CENTRIC, so you start with the customer, talking about what they get, how they should feel, instead of yelling at them about what you do? 3. Are you FOCUSED enough? Do you know what are the top 3 strategies and supporting tactics that will move your consumer the most so that you can maximize your return on your limited resources (money, time, people) Can you hold off doing too many things, that just get in the way? 4. Would you be a more powerful brand if you were seen as DIFFERENT than your competitors and use that to create a reputation that connects with customers? 5. Where are you now on the LOVE CURVE, and how will you get where you want to be? Let it influence your strategy and tactical choices in your plan and execution. B2B

108. We make brands stronger. We make brand leaders smarter.

109. We make brands stronger. We make brand leaders smarter. We will unleash your brand’s full potential Brand Coaching Services

110. We make brands stronger. We make brand leaders smarter. Define the Brand Think Strategically Big Idea At Beloved Brands, we use a branding approach Vision Analysis Key Issues Strategies Execution • Advertising • In-Store • Innovation • Consumers • Category • Channels • Competitors • Brand Values, Goals • Experience Brand Plan Create Brand Plans Inspire creative execution Analyze performance Sm art Creative Ideas

111. We make brands stronger. We make brand leaders smarter. We make brands stronger. We make brand leaders smarter. We lead a 360 assessment of your business, looking at the category, consumers, channels, competitors and the brand. We help you define your brand, with a simple, unique, inspiring, motivating and own-able Brand Positioning Statement. We will create a Big Idea that will transform your brand’s soul into a winning brand reputation. We help you build a strategic Brand Plan that everyone who works on the brand can follow We coach on Marketing execution, helping to tighten the bond with your consumers and drive brand growth We will build a Brand Management training program, to unleash the full potential of your Marketing team. 1 2 3 4 5 6 TM

112. We make brands stronger. We make brand leaders smarter. We will conduct a 360 brand assessment, looking at the category, consumers, channels, competitors and the brand Brand Analytics Macro view of category looking at economic, consumer, technology, trends. Deﬁne consumer target, looking at beliefs, buying habits, growth trends and key insights. 2 5 1 3 4 Understand brand performance and reputation. Use brand funnel, tracking results, pricing analysis, distribution gaps and ﬁnancial results. Look at channel performance, customer strategies, distribution gaps, merchandising performance. Dissect closest competitors by looking at performance, positioning, innovation, pricing, distribution and reputationSummarize the analysis into drivers and inhibitors currently facing brand as well as threats and opportunities for the future. Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. Weaknesses or friction slows brand down, leak to fixi Opportunities Threats Changing consumer needs, technologies, channels, legal, Competitor launch, trade barriers, customer preference. 6 Look at macro subsegments or formats • Some different types of macro views you want to look at includes performance of size, format or benefit segments. Look at the channel performance at the category level. You can also look at macro competitive market share trends. • With each chart, you are looking for a break in the data to tell a story on the category. 0" 10" 20" 30" 40" 50" 60" XL" Large"size" Mid"Size" Travel"size" Overall" 2012" 2013" 2014" 2015" Healthy( Whitening( Freshening( Repair( 0" 20" 40" 60" 80" 100" 120" 140" Grocery" Drug" Mass" Club" Overall" 2012" 2013" 2014" 2015" Size Formats Benefit Segment Where sold Allergy Category $ Share 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00% P E D ec 29 01 P E F eb 23 02 P E A pr20 02 P E June 15 02 P E A ug 10 02 P E O ct05 02 P E N ov 30 02 Jan 25 2003 M ar22 2003 M ay 17 2003 July 12 2003 S ept06 2003 N ov 01 2003 D ec 27 2003 Feb 21 2004 A pr17 2004 June 12 2004 A ug 07 2004 O ct02 2004 N ov 27 2004 Jan 22 2005 M ar20 2005 M ay 14 205 Jul9 2005 S ep 3 2005 O ct29 2005 Reactine Benadryl Claritin Aerius Allegra Chlor-Tripolon C/L Competitive Market Share Category Analysis The Brand Funnel Awareness Familiar Consider Purchase Repeat Loyal Unknown Indifferent Love It Like It Beloved The Brand Love Curve 0 15 30 45 60 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Gray's Dad's Sue's Devonshire Competitive market share performance Customer scorecards Customer A Scores Overall Sales Dollars 39 Share of Category 11% % dollar change +19.1% Your Brand Share 33% % change +3.3 points Share Index 105 Your brand’s avg Price $6.33 % change +3.3% Price Index 125 Share of Co-Op Ads 33% % change +18% Co Op Index 143 Share of Merch 25% % change -2% March Index 111 Customer scorecards Customer A Scores Overall Sales Dollars 39 Share of Category 11% % dollar change +19.1% Your Brand Share 33% % change +3.3 points Share Index 105 Your brand’s avg Price $6.33 % change +3.3% Price Index 125 Share of Co-Op Ads 33% % change +18% Co Op Index 143 Share of Merch 25% % change -2% March Index 111 and versus other periods. Pricing Differences by Channel First, look at the average price and change versus year for each channel. Match up the data to what the sales colleagues are saying about the different prices for each ch Depending on channel/brand, you should be looking at deal pricing, % on deal and coop ad points. Compare ea the channels and compare to prior years. Food Drug Mass Club Avg Price $6.55 $6.47 $6.62 $6.54 % change vya -6.4% -2% +3.1% -1.9% Avg Price on Deal 5.99 6.59 5.29 5.49 % change vya +8.3% -12.3% +1.7% +2.7% % on deal 32% 22% 38% 20% +/- vya +7 pts +1 pt +10 pts -2 pts A B We make We make brand Distribution gap analysis Tops Kroger CVS Club A&P Safeway 7-1 Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon W We ma Distribution gap analysis Tops Kroger CVS Club A&P Safewa Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon W We mak Draw conclusions. Compare how you're doing in each channel and versus other periods. We We make Pricing Differences by Channel First, look at the average price and change versus year ago, for each channel. Match up the data to what the sales colleagues are saying about the different prices for each channel. Depending on channel/brand, you should be looking at the deal pricing, % on deal and coop ad points. Compare each of the channels and compare to prior years. Food Drug Mass Club Avg Price $6.55 $6.47 $6.62 $6.54 % change vya -6.4% -2% +3.1% -1.9% Avg Price on Deal 5.99 6.59 5.29 5.49 % change vya +8.3% -12.3% +1.7% +2.7% % on deal 32% 22% 38% 20% +/- vya +7 pts +1 pt +10 pts -2 pts A A B B We make brands stron We make brand leaders sma Distribution gap analysis Tops Kroger CVS Club A&P Safeway 7-11 Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon We make b We make brand l Distribution gap analysis Tops Kroger CVS Club A&P Safeway 7-11 Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon Program tracking shows how well you are doing behind key marketing activities • Program tracking or testing results can compare how well the program has done against key measures. • You will also be able to get scores that match up to the brand funnel such as Awareness (aided, unaided), purchase scores (share of last 5 purchases) and purchase intention. Tracking Results Gray’s Norm Aided Recall 38 62 Unaided Recall 30 46 Brand Recognition 10 23 Brand Link .33 .50 Main Message 64 60 Uniqueness 38 22 Purchase Intent 10 9 Ad Tracking Brand Analysis

113. We make brands stronger. We make brand leaders smarter. Define a focused consumer target profile with insights, enemies and buying patterns. Use our Benefits Ladder to move from features to rational and emotional benefits We will help you define your brand, with a simple, unique, motivating and own-able Brand Positioning Statement. 2 5 1 Use our benefit cheat sheets to understand the Functional and Emotional benefits you can own. 3 Benefits Ladder 4 Find your winning zone your brand is better, different or cheaper. Winning positioning statement that is unique, own- able motivating to consumers Brand Positioning Building a winning brand positioning statement To (Target) • Healthy proactive preventers who want to do more for their health, working moms, who are 35-40 years old. Gray’s is the (Category) • Tasty healthy cookie option That is the (Benefit) • Guilt free cookie that tastes so good that you can stay in control of your health That’s because (Support Points) • In blind taste tests, Gray’s matched the leaders on taste, but only 100 calories and 3g of net carbs. • In a 12-week study, consumers using Gray’s once a night as a desert were able to lose 5-10 pounds. 1 2 3 4

114. We make brands stronger. We make brand leaders smarter. Brand’s Big Idea We will create a Big Idea that will transform your brand’s inner soul into a winning external brand reputation. The Big Idea helps simplify the brand message as an outward expression of the inner Brand’s Soul We make brands stron We make brand leaders sma Promise Brand Story Innovation Purchase Moment Experience Big Idea Brand Positioning Advertising and Communication Product Development Selling and Retail Operations and Culture Consumer The Brand Big Idea Drive consistency using the brand’s Big Idea to show up the same way at all 5 consumer touch-points Consumers have 7 seconds to connect with a brand’s Big Idea A brand ﬁnds its equilibrium when the Big Idea impacts a brand reputation that perfectly matches up to the Brand Soul Soul Reputation= Based on their personal experiences, consumers form a reputation they spread to others. 1 2 3 4 5 =Big Idea Brand Soul Consumer

115. We make brands stronger. We make brand leaders smarter. 2 4 31 Strategic questions to help frame the key issues 5 We will help build a strategic Brand Plan that everyone who works on the brand can follow Drivers and inhibitors currently facing brand. Risks and opportunities for future. Deep dive review looks at every potential area of the brand • Category: Macro view, economic indicators, consumer behavior, technology, political • Consumer: Target, buying habits, trends, consumer enemies, key insights • Channels: growth channels, major customers, available tools and programs • Competitors: Performance, positioning, innovation, pricing, distribution, perceptions. • Brand: Funnel, reputation, tracking results, pricing, distribution, financial analysis. Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. Weaknesses or friction slows brand down, leak to fixi Opportunities Threats Changing consumer needs, technologies, channels, legal, Competitor launch, trade barriers, customer preference. What is the core strength your brand can win on? How engaged are consumers? What is your current competitive position? How tightly connected is your consumer to your brand? What is the current business situation your brand faces? 3 1 5 4 We make brands stronger. We make brand leaders smarter. 1. Where could we be? 2. Where are we? 3. Why are we here? 4. How can we get there? 5. What do we need to do? Before getting started on your Brand Plan, map out your strategic thinking by asking 5 simple strategic questions Vision/Purpose/Goals Situation Analysis Key Issues Strategies Execute & Measure Questions to ask Planning elements 1 2 3 4 5 6 Use “where are we” questions to uncover answers that frame the overall brand plan. Lay out elements of the Brand Plan, on one page and in a formal presentation The 5-Year Brand Strategy Roadmap Promise: Experience:Innovation Purchase MomentStory: Vision: Purpose: Values: The Big Idea: Grays are the best tasting yet guilt free pleasure Build community of Brand Lovers Explore entering new food categories Leader of healthy cookie cement Become alternative to mainstream cookies To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. We believe that healthy does not have to taste bad. We make healthy, low carb cookies that never settles on taste, and helps people stay in control of their health. Consumer first, great taste, healthy, natural ingredients, fast-to-market, family owned. Goals: Issues: Strategies Tactics $100 Million brand by 2020, become a mainstream brand, increase usage, longer term penetration gains. 1. How do we tighten the bond with our most loyal brand lovers? 2. How do we balance driving penetration and usage frequency? 3. How will we defend Gray’s leadership position in the Healthy Cookie segment? 4. How do we leverage “guilt free” idea across new food categories Take control of your weight by replacing your favorite snack with Grays. Real life stories that show women living “All the pleasure. None of the guilt.” We never sacrifice on taste, you won’t have to sacrifice your cookie. Interrupt purchase routine to set up Grays as the better alternative. We hope your weight loss results empowers you to stay in control. • Social Media to connect brand lovers • Surprise and delight program to most loyal • Explore geographic expansion • Drive penetration using advertising & nutritionist PR • Continue to attract new users to Gray’s • New flavor launches to replicate mainstream • Dominate shelf in every channel • Attack all competitive entries • Leverage influence of brand lovers • Build “guilt free” idea • Innovation focused on new segments • Early trial with brand lovers Brand Plan 5 Year Brand Strategy Roadmap 2

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