Internal Branding

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Workshop for Leaders to define the role of the culture and organization in helping the brand deliver on their promise

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Internal Branding

  1. 1. Workshop for Leaders to define the role of the culture and organization in helping the brand deliver on their promise Internal Branding within your organization
  2. 2. Total Brand Management approach: analyzing, thinking, defining, planning and executing Process Graphic Brand Plan On a Page Analysis Issues and Strategies Executional Plans Drivers • Taste drives a high conversion of Trial to Purchase • Strong Listings in Food Channels • Exceptional brand health scores among Early Adopters. Highly Beloved Brand among niche. Inhibitors • Low familiar yet to turn our sales into loyalty • Awareness held back due to weak Advertising • Low distribution at specialty stores. Poor coverage. • Low Purchase Frequency even among most loyal. Risks • Launch of Mainstream cookie brands (Pepperidge Farms and Nabisco). • De-listing 2 weakest skus weaken in-store presence • Legal Challenge to tastes claims Opportunities • R&D has 5 new flavors in development. • Sales Broker create gains at Specialty Stores Explore social media Key Issues 1.What’s the priority choice for growth: find new users 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 ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? Strategies 1.Continue to attract new users to Gray’s 2.Focus investment on driving awareness and trial with new consumers and building a presence at retail. 3.Build defense plan against new entrants that defends with consumers and at store level. Goals • Increase penetration from 10% to 12%, up from 15% to 20% with the core target. Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Advertising • Use awareness to drive trial of the new Grays. Target “Proactive Preventers”. Suburban working women, 35-40.Main Message of “great tasting cookie without the guilt, so you can stay in control of your health”. Media includes 15 second TV, specialty health magazines, event signage, digital and social media Sampling • Drive trial with In-store sampling at grocery, Costco, health food stores and event sampling at fitness, yoga, women’s networking, new moms. Distribution • Support Q4 retail blitz with message focused on holding shelf space during the competitive launches. Q2 specialty blitz to grow distribution at key specialty stores. Innovation • Launch two new flavours in Q4/15 & Q4/16. Explore new diet claims, motivating and own- able. Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. Think Strategically Inspire smart execution Brand Plans Define your Brand Analyze performance Brand Plan On a Page Analysis Issues and Strategies Executional Plans Drivers • Taste drives a high conversion of Trial to Purchase • Strong Listings in Food Channels • Exceptional brand health scores among Early Adopters. Highly Beloved Brand among niche. Inhibitors • Low familiar yet to turn our sales into loyalty • Awareness held back due to weak Advertising • Low distribution at specialty stores. Poor coverage. • Low Purchase Frequency even among most loyal. Risks • Launch of Mainstream cookie brands (Pepperidge Farms and Nabisco). • De-listing 2 weakest skus weaken in-store presence • Legal Challenge to tastes claims Opportunities • R&D has 5 new flavors in development. • Sales Broker create gains at Specialty Stores Explore social media Key Issues 1.What’s the priority choice for growth: find new users 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 ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? Strategies 1.Continue to attract new users to Gray’s 2.Focus investment on driving awareness and trial with new consumers and building a presence at retail. 3.Build defense plan against new entrants that defends with consumers and at store level. Goals • Increase penetration from 10% to 12%, up from 15% to 20% with the core target. Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Advertising • Use awareness to drive trial of the new Grays. Target “Proactive Preventers”. Suburban working women, 35-40.Main Message of “great tasting cookie without the guilt, so you can stay in control of your health”. Media includes 15 second TV, specialty health magazines, event signage, digital and social media Sampling • Drive trial with In-store sampling at grocery, Costco, health food stores and event sampling at fitness, yoga, women’s networking, new moms. Distribution • Support Q4 retail blitz with message focused on holding shelf space during the competitive launches. Q2 specialty blitz to grow distribution at key specialty stores. Innovation • Launch two new flavours in Q4/15 & Q4/16. Explore new diet claims, motivating and own- able. Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie.
  3. 3. The same thinking that goes into the external Brand Communications to consumers goes into the internal Brand Communications to your employees
  4. 4. We make brands better. We make brand leaders better. The role of a brand is to create a bond with your consumers, that will lead to a power and profit beyond what the product alone could achieve.
  5. 5. The best brands of the previous century were built through new products, TV ads and a shopping cart. The best brands of the modern world are built on consumer experiences backed by big ideas and great cultures.
  6. 6. We make brands stronger. We make brand leaders smarter. Vital elements to build a beloved brand Passion matters. Use passion in your execution to become a favorite brand of your consumers. “I love it” is the highest bar for great work. Dare to be different. Brands need to stand out as being better, different or cheaper. Or else, they will not around for very long. Everything is about the consumer. Build everything you do around your brand’s Big Idea. The big idea is what consumers connects with first, but the bond builds as each touchpoint delivers that big idea Breakthrough Focus. Put your limited resources to key breakthrough points that help tighten the bond with consumers, giving your brand more power and profits. 1 2 3 Promise Experience Purchase Moment Innovation Story Consumer Brand Big Idea 4 5 Process Graphic What consumers want What your competitor does best What your brand does best Winning Zone Risky Zone Dumb Zone Dumb Zone You need to know them as well as you know your brand. Know their insights, enemies and needs. Talk with consumers about what they get and how it makes them feel.
  7. 7. We make brands stronger. We make brand leaders smarter. BIG IDEA simplifies brand message with an outward expression of the Brands Soul or Brand DNA Big Idea As consumers experience the brand, they either accept or reject idea Consumers who are continually satisfied become loyal and develop a bond with brand Big Idea transforms DNA into Reputation Consumers only have 7 seconds to connect with brand’s big idea A brand finds equilibrium when the Brand DNA, Big Idea and Reputation are all the same. DNA Reputation= Consumers transform their Brand Love into a reputation they spread 1 2 3 4 5 6 =Big Idea Brand DNA Consumer Process Graphic
  8. 8. We make brands stronger. We make brand leaders smarter. Brand DNA Big Idea Think of the Brand DNA as your brand soul. It is why you get up in the morning to do what you do. It includes your brand purpose, values, motivations and beliefs. To keep things simple, we use the Big Idea to express the DNA to the marketplace. The result of a consistent expression and management by everyone who touches the brand, is to create a brand reputation in the consumer’s mind that ends up being a perfect match for the DNA. A brand finds equilibrium when the Brand DNA, Big Idea and Reputation are all the same.
  9. 9. We make brands stronger. We make brand leaders smarter. Big Idea Blueprint Focused point of difference that your brand can win on, because it meets consumer needs, while separating your brand from competitors. Products & ServicesConsumer Reputation Desired outward reputation of the brand, that attracts, excites, engages and motivates consumers to think, feel and purchase. Brand Role Internal rallying cry that reflects your purpose, values, motivations helping to inspire, challenge and guide the culture, including everyone’s focus and daily behaviors. Internal Beacon The link between consumer and brand, reflecting the way we service, support and enable our consumers to ensure they make the most of our brand offering. Big Idea has to accurately express the brand’s soul, so it is simply understood, engaging, own-able and moves consumers to purchase. Set of emotional characteristics, and personality traits that help consumers connect passionately and identify with the brand on a deeper self-reflective level. Brand Character Internal ViewExternal View The Bridge
  10. 10. We make brands stronger. We make brand leaders smarter. Connect and separate brand from competitors Use your brand’s differences to move consumers Keep your brand fresh and on top of trends Move consumers through the buying system Build an experience that consistently over- deliver the promise Promise Brand Story Innovation Purchase Moment Experience Big Idea Positioning Advertising & Communication Product Development Selling & Retail Operations & Culture The Brand’s Big Idea organizes everything around the 5 consumer touch-points Consumer The Brand
  11. 11. We make brands stronger. We make brand leaders smarter. Consumer Social Media Home PageEarned Media SearchPaid Media Retail MediaExperiential Make brand newsworthy to help decisions. Enlist lovers as advocates to influence others. Tell brand story in own-able, breakthrough, moving way. Help consumers make smarter decisions. Knowledge, influence to close the sale or sell brand. Bring brand to life to replicate ideal brand experience Manage consumer through entire purchase cycle. Big Idea We normally assume the Big Idea only helps to organize the media choices to reach the consumers The Brand
  12. 12. We make brands stronger. We make brand leaders smarter. Consumer Big Idea 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. Customer The Brand The Big Idea organizes the culture and internal messaging to ensure team meets needs of both consumers and customers
  13. 13. Ideally, your most remote sales person, your scientist working in the lab and your customer service rep each describe your brand using the same words. And those are the same words that consumers use to describe your brand.
  14. 14. We make brands stronger. We make brand leaders smarter. Customer Big Idea 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.
  15. 15. We make brands stronger. We make brand leaders smarter. The team delivers the brand story, innovation, purchase moment and consumer experience. Everyone working on the brand needs a common understanding of the brand. 7 second brand60 second brand Organizational support behind brands can be complex to manage. Various departments can have differing motivations and misaligned goals. Organizations need to break down silos to ensure groups move in the same direction. 30 minute brand Lifetime brandThe culture of the organization delivers the experience. People are the face of the brand, and the source of creating loyalty with consumers Brands need a plan that gets everyone on the same page The culture under the brand is quickly becoming the face that consumers connect with. Brands need an internal beacon to rally the motivations of their employees Brands need to lay out the detail so everyone can know the impact they have 12 3 4 The Brand Complex brand organizations affirm the need for a Big Idea, with a rallying cry to the staff to inspire the delivery of the brand
  16. 16. 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! The Big Idea organizes and drives every part of your organization Big Idea
  17. 17. What you need to align your organization to ensure everyone is moving in the same direction to deliver the brand Executive Management Execution Strategy Big Idea Investment Promise Beliefs Behaviors Credo Values Sales R&D Operations Marketing Purpose DNA Goals Vision Brand Story Innovation Purchase Experience ExecutionCultureInspiration Decisions Team
  18. 18. A Brand Strategy Roadmap aligns everyone on the same page Promise: Experience:Innovation Purchase MomentStory: Vision: Purpose: Values: Strategies: Tactics: The Big Idea: Apple makes technology so SIMPLE that everyone can be part of the future • Increase size options • Improve tech experience • Win on design • Launch watch to catch up to competitors Regain leadership in smart phone technology Higher service to tighten Apple community Build community around cloud technology Geographic focus into China • Specific Chinese products • Brand building program • New retail space • Build e-commerce China program • Integrate retail purchasing. • Explore automated cars. • Explore acquisition into social media programs • Take more services online, face to face. • Increase Apple U courses • Increase retail footprint. Apple wants everyone in the world to be part of the future. At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. We believe equally in art and technology. Consumer first, simplicity and ease-of-use, stylish designs, fast-to-market, community. Goals: Issues: Continue 10% sales growth, double market share in Asia, launch 5 new technologies per year. 1. How do we battle Samsung/Google in smart phones? 2. How do expand beyond our saturated North American market? 3. What technology platform will the next round of surprising innovation come from? 4. How do we strengthen and leverage our bond with our most loyal Apple users? We make technology so simple so that everyone feels smarter Technology should not be frustrating. We make it easy to do more/get more. Surprising leap-frog technology around simplicity Allow consumers to Try, touch, feel in a soft sell retail store. Launch hysteria. Enable consumers to get the most from your Apple.
  19. 19. A brand needs an inspiring vision to challenge and steer the organization. A well-crafted vision should scare you a little, but excite you a lot!
  20. 20. We make brands stronger. We make brand leaders smarter. Does a Vision statement pay off? Companies that have Vision Statements have a better sense of where they are going. And the proof is there that it pays off for companies with a Vision. • Harvard Study that looked across 20 industries showed that that companies with a Vision Statements saw four-times revenue and seven-times job creation. The companies with a vision saw their stock price grow 12 times faster and their profit 750% higher. • Newsweek looked at 1000 companies with Vision Statements had an average return on stockholder equity of 16.1%, while firms without a vision statement had only a 7.9% average return. • “Built to Last” showed that for companies with Vision Statements, that a $1 investment in 1926 would have returned $6,350 compared to only a return of $950 for comparable companies without a Vision. Brand Vision
  21. 21. 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. Should last 5-10 years or more, helps paint a picture of where could we be? 2. Emotional and motivating for all employees and partners to understand and rally around. 3. Describe the dream you have, what you feel, hear, think, say and do 4. Said in plain words and may already be a common phrase within the company. 5. Balance between aspiration (stretch) and reality (achievement) 6. Describe the dream you have, what you feel, hear, think, say and do. The watch outs for vision statements: 1. It is not a positioning statement 2. Make sure we haven’t achieved it already 3. Don’t put strategic statements. It is not the “how”. 4. Try to be single minded. Keep tightening it. Do not include everything!!! Brand Vision
  22. 22. 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 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." Lexmark Printers Customers For Life. To earn our customers’ loyalty, we must listen to them, anticipate their needs and act to create value in their eyes. Nike in the 1960s Crush Adidas!!! General Electric 1980s Become #1 or #2 in every market we serve and revolutionize this company to have the strengths of a big company combined with the leanness and agility of a small companyIkea Create a better everyday life for the many people. Facebook Give people the power to share and make the world more open and connected. Facebook Give people the power to share and make the world more open and connected. Volvo Nobody should die or be seriously injured in a Volvo. Ford in early 1900s Democratize the automobile Honda To be the company that society wants to exist Patagonia Build the best product, cause no unnecessary harm and use business to inspire Dove Our vision is a world where beauty is a source of confidence, not anxiety. Brand Vision
  23. 23. Where could we be? Imagine that it is ten years from now. You wake up in the most amazing mood because your business is the exact position you hoped it would be. What is it that would have you in such a great mood? Write down the 2-3 most important things you want to achieve, and begin brainstorming a vision for the future. Begin thinking about the language that will inspire, lead and steer your team towards that vision.
  24. 24. We make brands stronger. We make brand leaders smarter. What How Why A well-defined purpose can help explain and connect based on “why you do what you do” The most successful brands start with a purpose driven vision (why) and match the strategies (how) and the execution (what) to the purpose. WHY do you exist? Purpose or Cause? At Apple, we believe in challenging the status quo. We believe in thinking differently. We want to make a dent in the universe. HOW do you deliver against the purpose? To challenge the status quo, we make sure our products are beautifully designed, simple to use and consumer friendly. WHAT do you you do to deliver the purpose? We sell computers, cell phones, tablets, watches that highly designed, simple to use and consumer friendly. Purpose Driven Strategy Brand Purpose
  25. 25. Values: What are the core beliefs of the brand that shape the organization as to the standards, behaviors, expectations? The brand has to be able to stand up to and consistently deliver each value.
  26. 26. We make brands stronger. We make brand leaders smarter. Gray’s Electrical Inc. Values Our customers come first We simplify problems We stay ahead of technology Our customers always come first. As true partners, we listen to their needs and wants and we have a shared stake in making their business more valuable. Our highly responsive attitude helps exceed our customer’s expectations. We make technology easier more powerful. We deliver secure technology solutions that helps to simplify complicated business problems for our customers. We are always on the lookout for the next game-changing technology. We bring an innovative spirit to stay at the forefront of technology solutions that have a positive impact our customer’s business. Our people make the difference Collaborative Teamwork We achieve our success together as one RYCOM team. Through open communication amongst our various teams, we are able to leverage everyone’s contributions to deliver a superior level of service for our customers. Our people make the difference. We bring our experience, creative problem solving skills and vast understanding of the industry to resolve our customer’s problems. We stand by what we say we will do.
  27. 27. We make brands stronger. We make brand leaders smarter. We believe that our first responsibility is to our customers, who use our GRAYS products and services to make their businesses more valuable. We listen to the needs and wants of our customers, bringing a shared stake in making their business more valuable. Our highly responsive attitude helps exceed our customer’s expectations. We are also responsible to the customers of our customer, with GRAYS acting as the helping hand to ensure they have an amazing personal experience without issue or complaint. We are responsible to our GRAYS employees, knowing that our people make a difference with our customers. We make sure the team feels challenged and rewarded, building on the strengths of the team. We provide an open and honest environment that fosters a collaborative spirit and sense of team unity. Through open communication amongst our various teams, we are able to leverage everyone’s contributions to deliver a superior level of service for our customers. We achieve our success together as one GRAYS team. We bring our experience, creative problem solving skills and vast understanding of the industry to resolve our customer’s problems. We stand by what we say we will do. We are all responsible to building a strong GRAYS for the future, to become the leader in the markets we serve, with a strong reputation for providing technology solutions and a level of customer care that make our customers more valuable. We are an organization of passionate people. Our personal motivation comes from witnessing the success of our customers, as our smart, creative technology solutions allow them to accomplish more than they ever thought possible. We are always on the lookout for the next game-changing technology. We bring an innovative spirit to stay at the forefront of technology solutions that have a positive impact our customer’s business. Gray’s Electrical Inc. Credo Translate values into a Credo document to guide the organization
  28. 28. We make brands stronger. We make brand leaders smarter. Example of Credo Documents
  29. 29. Starbucks builds everything around the brand experience they create. The organizational culture and brand have become one. The brand’s big idea becomes the internal beacon to create a culture and operation that builds the experience that over-delivers the brand promise.
  30. 30. How to position your internal culture building programs for success within your organization We will borrow from the classic Marketing processes to ensure you are creating the best internal programs
  31. 31. Four elements of internal Brand Positioning Statement To (Target) • Who is in the employee target? Which employees will the most motivated to sign up for what you do? You are offering (Program) • Where do you help? What is the frame of reference that helps to define the space within the company that you are playing in? That is the (Benefit) • Where do you connect? What is the promise you will make to the employee target, the main benefit (rational/emotional) you are promising to deliver? That’s because (Support Points) • Why should they believe us? What support points help to back up the main benefit? 1 2 4 3
  32. 32. We make brands stronger. We make brand leaders smarter. The ideal space for your program is to match up what employees want with what your program does best What employees want Benefits of what your program offers Match Up the employee wants to your program assets Start with the employee and list out everything they want, then list out what your program does best, so that you can find the ideal intersection. You should build your program around that intersection.
  33. 33. We make brands stronger. We make brand leaders smarter. Thought starter questions to help you to define the target employees 1. What is the description of our employee target? 2. What are their main needs? 3. Who is their enemy that torments them everyday? 4. What are the insights about the employees? 5. What do they thinking now? 6. How are they buying? 7. What do we want employees to see, think, do, feel? Target Employee
  34. 34. We make brands stronger. We make brand leaders smarter. Target All Employees Not Not A good target not only decides who is in your target but who is not in your target. Not Not Everything starts with a focused employee target Instead of figuring out who you want, focus on who wants you by picking the target that is most motivated by what you do.
  35. 35. We make brands stronger. We make brand leaders smarter. Difference between “selling” and “marketing” target All Employees: Reactively sign up those who engage and show interest in your program, 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. Program Target: Specific campaign target that you hope to move to think, feel or do with your specific marketing program. Knowing who these employees are will allow you to speak directly to their needs and with their voice. 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. You may end up watering down a program or making it so broad that those most interested might not appreciate it Target Employee
  36. 36. We make brands stronger. We make brand leaders smarter. While products solve regular problems, the most beloved brands beat down the enemies that torment us every day. Starbucks “Hectic Life” Disney “growing up” Nike “Losing” Special K “Jeans are too tight” Apple “Frustration” Staples “Business is complicated” FedEx “Hate to wait” Facebook “Fear of Losing touch” Volvo “Other drivers”
  37. 37. We make brands stronger. We make brand leaders smarter. Employee Functional and Emotional Need States Functional Need States Emotional Need States Makes you smarter Works Better Helps your family Helps you be healthier Sensory Appeal Simplifies your life Saves you money Experience Curious for knowledge Sense of optimism Stay in control Feel comfortable Feel myself Feel liked Feel free Get noticed Stay Connected
  38. 38. Employee Insights are little secrets hidden beneath the surface, that explain the underlying behaviors, motivations, pain points and emotions of your employees. The insights are what enable you to connect with your employees on a deeper emotional level, showing your employee that “WE GET YOU” so that employees will stop and listen to your program’s promise and engage in the details of your program as they move towards deciding to sign up.
  39. 39. We make brands stronger. We make brand leaders smarter. What we read idea submissions, employee performance reviews, applications, exit interviews. Observe employee reactions in focus groups, 1 on 1 personal discussions, or employee engagements to add to insights. Listen to Voice of Employees (VOC) what we hear from department heads, competitive research. Look for word choices. Use our emotional need state cheat sheet to understand potential emotional insights. Map out your employee’s life and their underlying behaviors, motivations, pain points and emotions. Draw conclusions on how their life impacts their path to engagement with the organization. The 360 mining for employee insights What we see (observations) Life Moments (Day in the life) What we sense (Emotional Needs) 2 4 5 What we read (Facts/Data) What we hear (Employee Voice) 31 Process Graphic
  40. 40. We make brands stronger. We make brand leaders smarter. We recommend that employee insights should start with “I” to get you into the employee’s shoes and then use quotes to ensure you are using their voice. Good employee insights should get in the shoes of your employee and use the employee’s voice For a Gym: “I have tremendous will-power. I work out 3x a week, watch what I eat to maintain my figure. When I go to the gym, I feel great about myself—well balanced and fresh. I wish we had a gym at work.” New Hires: “I want to feel part of a team, where I will be challenged to perform, rewarded for my efforts and feel appreciated for my contributions. I crave meaningful work and be proud of where I work.” For a Gym: Recent research shows 20% of employees would use a gym 6.2x month and half will be more likely to stay loyal to the organization. New Hires: In this role, you will be responsible for managing staff, ensuring operational excellence, and customer/ employee engagement, while working towards continuous improvement in all areas. Lousy, boring insights end up flat Good insights inspire connectivity
  41. 41. You will know you have a powerful EMPLOYEE INSIGHT, when your employees stop and say “I thought I was the only one who felt like that.”
  42. 42. We make brands stronger. We make brand leaders smarter. We summarize our great work into an Employee Target Profile for “Employee Gym” Target Employees Target Name Pro-Active Preventers Target Description • Proactive Preventers, who are willing to do whatever it takes to stay healthy. They run, workout and eat right. For many, Food can be a bit of a stress-reliever and escape. Their needs • Make healthy choices, personal appearance, stress release, maintain weight. Their enemy • Excuses, failure, not enough time to work out, expensive. Insights that tell their story • “I have tremendous will-power. I work out 3x a week, watch what I eat to maintain my figure. When I go to the gym, I feel great about myself—well balanced and fresh.” • “We all have excuses of why we don’t go to the gym. Mine are real: No time. No money” What do they think now? • I wish our company offered discounted gym memberships. It would really help to get out to the gym and stay healthier. It would help me keep my balance in life. How do they use programs now? • I read the programs our company offered when I joined 5 years ago. However, I’m so busy as a sales person, I never take the time to look up what HR is offering. Usually they don’t fit with what I need. We want them to see, think, do, feel, and whisper • See: Get noticed so employees are aware of the gym membership and details. • Think: Gray’s free gym membership is a great reason to work here. • Do: Sign up for the 1 year gym membership to get back to the gym. • Feel: Feel more in control over their work life balance routines, feeling less guilt. • Whisper: Tell other employees to join up on the free gym membership.
  43. 43. We make brands stronger. We make brand leaders smarter. Target and insights What do employees want? Program features What does your program do? Functional benefits What do employees get? Emotional benefits How does that make them feel? Employees Define target, need states, enemies and insights. Functional In employees voice, answer, “So, what do I get?” Employee Benefits Ladder Features Program-focused strengths, claims, differences or unique offerings. Emotional Look at rational benefit, asking, “So how does that make me feel?” 12 3 4
  44. 44. 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/ExerciseLower Risk Track Success Resale value Invest for future Advice Solutions Teaching Helping hand Sensory Appeal Simplifies your life Stay Connected Hassle Free Functional benefits 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
  45. 45. 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 benefits Employees Values
  46. 46. We make brands stronger. We make brand leaders smarter. Functional Emotional Build your program around unique benefit clusters Feel optimistic Motivated Special Inspired Interesting Alive Feel free Excited Curious for knowledge Stay in controlTrust Respect Reliable Informed Wisdom Smarter Simplifies your life Hassle Free Easier to use Integrated Efficient Sights Sensory Appeal Touch/Feel Experience Personal Service Responsiveness Memorable Subconscious Makes you smarter Keeps you organized Saves time Latest technology Solutions TeachingHelping hand Simplifies your life Stay Connected Easier to use In touch Integrated Efficient Style Helps you be healthier Saves time PreventsWeight/Exercise Track Success Simplifies your life Hassle Free Easier to use Good value ReducesSoothes Saves you money Integrated Sense of optimism Stay in control Motivated Successful Inspired TrustReliable These clusters help you with the word choices that might run throughout your communications GRAY’S Inc. New Gym for employees
  47. 47. We make brands stronger. We make brand leaders smarter. Use the benefit clusters as the starting point to brainstorm an Employee Benefits Ladder worksheet Target: “Proactive Preventers”. Colleagues who want to do more for their health, and looking for an opportunity to get out to the gym Employee Enemy: Guilt, failure, not enough time to work out, temptation. Employee Insights: 1) “I have tremendous will-power. I work out 3x a week, watch what I eat to maintain my figure. When I go to the gym, i feel great about myself—well balanced and fresh.” 2) “We all have excuses of why we don’t go to the gym. Mine are real: No time. No money” Emotional Benefits: 1) I feel in control of my health. 2) I feel more confident in my diet. 3) I feel more optimistic about my health in the future 4) I feel comfortable with my appearance. Functional Benefits: 1) I get a stay healthier, staying in shape and in control of your weight 2) I get a fitness program that can help me succeed 3) I get a discount that will trigger me to join. Features: 1) New gym with free weights and cardio machines 2) Save 25% off personal trainer or fitness classes 3) Save 15% off home fitness equipment through Fitness Depot 4) Save 10% off all massages at Hand and Stone spas. GRAY’S Inc. New Gym for employees
  48. 48. We make brands stronger. We make brand leaders smarter. Stop telling employees what you will do and start telling them what they get and how it will make them feel. Features What do you do? Functional Benefits What do I get? Emotional Benefits How do I feel? Gray’s is the fastest working headache medication. Gray’s helps you to get on with your day. With Gray’s, you can feel optimistic that nothing will get in your way today. 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 Inc. gives has a new gym with free weights and cardio machines Gray’s new gym in the office helps employees stay in shape while saving on membership fees Gray’s new Gym in the office will inspire you to stay in control of your health.
  49. 49. Sell the benefit, not the features. People don’t really want a quarter-inch drill. They just want a quarter-inch hole to hang up beautiful memories of their life.
  50. 50. We make brands stronger. We make brand leaders smarter. A great articulation of the difference between functional product features and emotional brand benefits.
  51. 51. We make brands stronger. We make brand leaders smarter. We narrow down the brainstorm list to a winning brand positioning statement To (Target) • Colleagues who want to do more for their health, and looking for an opportunity to get out to the gym Gray’s is offering • New Gym in the office for all employees That (Benefit) • will kickstart your fitness regime and inspire you to stay in control of your health That’s because (Support Points) • We offer Free gym membership at all Good Life fitness clubs or any community membership • We offer Save 25% off personal trainer or fitness classes 1 2 3 4 GRAY’S Inc. Free Gym membership for employees
  52. 52. We make brands stronger. We make brand leaders smarter. Inspire yourself to stay in shape Sign up for Gray’s Fitness Membership and find your way to stay healthy • Do you feel guilty when you don’t have time to get to the gym? Wouldn’t it be great if you could get a jolt of optimism to beat down all your excuses? • Gray’s Free Fitness Membership will kickstart your fitness regime and inspire you to stay in control of your health. • We offer Free gym membership at all Good Life fitness clubs or any community membership • We offer Save 25% off personal trainer or fitness classes Main headline should capture the Big Idea for your program Use Support visual to summarize concept Enemy or insights helps connect quickly with employees Support points with two reasons to believe Motivating call to action to prompt purchase intent Main Benefit in a promise statement Using the work around Brand Positioning and the Big Idea to generate winning Program Concept options
  53. 53. We make brands stronger. We make brand leaders smarter. Who is in the employee target?  (Who is the most motivated to buy what you do?) What is the main benefit?  (What is your main benefit—the rational/emotional?) Why should they believe us?  (Support points to back up what you say) What is your organizing Big Idea? (What is the Soul or DNA for the program?) What do we need the communications to do?  (Strategic Choices) What do want people to think, feel or do?  (Desired Response) Where will you deliver the message? (Media Plan) 1 7 questions of a Program Communications Strategy 2 3 4 5 6 7 From the positioning work you have done Decisions on the Program Plan
  54. 54. We make brands stronger. We make brand leaders smarter. When doing your strategy, you should think about the desired response before planning what stimulus you will use. Too many Leaders start with the stimulus and focus on what they want to say. But, you should start with the desired response and then let that guide what you are going to tell them. Start with “what do we want our employees to see, think, do, feel or influence?” Only after you know what you expect from employees can you answer “What should we tell them?” Employees 1 2
  55. 55. We make brands stronger. We make brand leaders smarter. And the main brief should drive every other brief within your brand, giving you consistency from the core of the Marketing Execution strategy. A good brief should be… BRIEF! Who is in the employee target?  • Colleagues who want to do more for their health, and looking for an opportunity to get out to the gym What is the main benefit?  • Free Gym Membership to help kickstart your fitness regime and inspire you to stay in control of your health Why should they believe us?  • We offer Free gym membership at all Good Life fitness clubs or any community membership • We offer Save 25% off personal trainer or fitness classes What is your organizing Big Idea? • Inspire yourself to stay in shape What do we need the communications to do?  • Helping Gray’s colleagues maintain their work life balance What do want people to think, feel or do?  • We want our colleagues to sign up for this incredible benefit Where will you deliver the message? • We will mention at the next Town-hall, use signs at HQ, landing page of employee website, and email. The Program Communications Plan
  56. 56. We make brands stronger. We make brand leaders smarter. What is the current business situation your brand faces? It’s crucial that you do a deep dive review to fully understand the business situation your brand is facing so you can apply the right strategic plan to the right situation. We look at four situations, whether that is continuing momentum, facing a need for a turnaround or realignment. And finally, looking at the start up situation that brands face. If you mis-diagnose your situation, you will fail. Situational Strategy
  57. 57. We make brands stronger. We make brand leaders smarter. What is the current business SITUATION your brand faces? 1. Keep it going: Sales growth and profitability in good shape, team is aligned on direction for the future. Underlying brand metrics and relationships beyond organization are strong. Keep business going strong. 2. Fix It: Continuing decline in sales, being attacked by competitors or category shrinking. Margin squeeze, either due to price/cost or the shrinking sales line. There is a downward momentum over 2-3 years. Lack of alignment, internally or externally, on future solutions. Need to get business back on track. 3. Re-Align: Circumstances on business have changed, driven through either external market forces or internal dynamics to the point where there is now a lack of alignment on the direction or next steps for the brand. 4. Start Up: Getting a new brand into he market, or launching a current brand into new categories of innovation. Organization needs setting up (team, culture, structure, values, behaviors) Need focused strategic Investment choices to get brand going.
  58. 58. We make brands stronger. We make brand leaders smarter. To determine where are we, you need to look at health, as a signal to the future wealth of the Brand. WEALTH measures what you can easily see. HEALTH are those measures you can’t easily see. Looking deeper uncovers new questions. 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 Brand Health Brand Wealth
  59. 59. We make brands stronger. We make brand leaders smarter. Fuel growth drivers, while resisting temptation for wholesale change 1. Do not make quick changes: prior leader likely revered/ promoted, your team may not respond/may resist any need for change. 2. You have to adjust to the culture and team: use the time to learn the ways behind the success. Resist temptation to change because it does not match to what you are used to. Don’t make them adjust to you. 3. Leverage strong growth/profit to attack competitors: Use your brand power options to your advantage to accelerate the momentum. 4. Continue to fuel what’s working: Invest behind the drivers of the business and make adjustments to market dynamics 5. Attack small weaknesses: Continuing momentum does not mean be blind to your gaps. Now is a time to close them. Keep it going
  60. 60. We make brands stronger. We make brand leaders smarter. Change the business direction with new people, new plan, new ideas, new attitude. 1. Right people in place: Before even creating the plan, you need to get the right leadership talent in place. Talent, motivation and alignment. 2. Look to close leaks on the Brand: Use brand funnel to assess, using leaky bucket tool to close leaks. 3. Cut the fat, re-invest: go through every investment decision, invest only in programs that give you an early break through win. 4. 3-stage plan: In stage 1, find early/obvious win, halts slide, helps motivation. In stage 2, invest behind new positioning/new plan, focused decisions, take risks. In stage 3, make adjustments to plan, build innovation behind new ideas that fit plan. 5. Motivating a demotivated team: Losing can be contagious to a culture/team. Recognize wins to fuel performance driven culture. Fix It
  61. 61. We make brands stronger. We make brand leaders smarter. 1. Get everyone on the same page: deep dive analysis to gain agreement on issues, create brand positioning, develop plan everyone can follow and make investment decisions based on fact/opportunity. 2. Alignment of the team: establish values and benchmarks for behavior to achieve the results. 3. Return behind our strengths: look to past successful strategies, positioning, and execution. Validate to see if they still hold true. 4. A return to the fundamentals: make fundamentals a key norm in the behavior of the team. Invest in training to make sure talent has skills. 5. Smart decisions, smart execution: Instill focus into decision-making. Simplify the execution, aligned to strategy, zero waste. Re-focus the team, by gaining alignment Brand (positioning, plan) and Culture. (values, behaviors) Re-Align
  62. 62. We make brands stronger. We make brand leaders smarter. 1. Create a big Idea, instead of just a product: the first mistake most start ups make is believing product alone is good enough. Consumers connect with ideas more than products—especially in a crowded market. 2. Build team: always crucial to build the right team based on the right timing. Fit people to the strategy, not strategy to the people. 3. Building capabilities: acquire skills, relationships, capacity to fit the brand plan and execution. 4. Blowfish marketing: focused decisions make you look bigger than you are. Resist temptation to do everything all at once and focus on what is needed at the right timing. 5. Learn and adjust: new brands need to be constantly maneuvering, without leaving their overall vision or strategy. Moving from blank slate to big idea, plan and team. Focus! Focus! Focus! Start up
  63. 63. We make brands stronger. We make brand leaders smarter. Focus on enhancing or fixing area of your brand Impacting the situation with one of: a c Take one of EACH of a + b + c + d b Writing situational strategy statements The enhancements should put the organization in a better position for the future have a direct impact on one of 8 brand wealth driversd 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 Price Cost Share Market Deploying one of your key resources against situation Process Graphic Advertising Media Innovation Positioning Retail Experience Culture Claims Financial People Time Parnerships Keep it going Start UpRe-align Fix It
  64. 64. Personal Branding: How to brand you as a leader in your role to help to engage employees 7-second brand
  65. 65. We make brands stronger. We make brand leaders smarter. Building your 7-second brand pitch 7 second brand How you define yourself, what primary benefit you provide and what secondary benefit you provide and the expected result
  66. 66. We make brands stronger. We make brand leaders smarter. As a brand leader with vast experience in CPG marketing, I have a tremendous passion for everything Marketing. Experience in food, CPG, healthcare, moving up from Assistant Brand Manager up to VP Marketing. Strong at Advertising, Innovation and brand planning. Proven track record of 20 years of driving growth while moving up to VP marketing. 7 second brand I have worked on brand turnarounds, always put on the most challenging brand assignments. I find growth where others couldn’t. Known as turnaround expert, having led turnaround plans, led global launch, created marketing program from scratch: positioning, advertising, package design, in-store program. 1. How you define yourself 2. What primary benefit you provide your employer/customer? 4. What is the expected result you deliver? 3. What secondary benefit you provide your employer/customer? Led team into and through merger between J&J and Pfizer, with no departures of key team members. I create motivated brand teams. Created a training program for the team on the fundamentals of marketing with a 100- page book. Hands on coach, who gives honest feedback and uses teaching moments to make the team better. Sales results always come first for me. Always proud in delivering great work to drive results. Led marketing team at J&J share gains on 9 of 12 brands, sales growth on all 12. Developed new brand vision that guided the brand to double digit annual growth for a decade. Start by brainstorming ideas for each section. Then continue to narrow down the list to what is most important to the reputation you wish to project. 4 questions to build your 7-second brand pitch
  67. 67. We make brands stronger. We make brand leaders smarter. As a brand leader, I find growth where others couldn’t and I create motivated brand teams that deliver great work to drive results. Bringing the best of all 4 elements to create your own Personal Brand How to answer: “So tell me about yourself?” 7 second brand Start by brainstorming ideas for each section. Then continue to narrow down the list to what is most important to the reputation you wish to project.
  68. 68. We make brands stronger. We make brand leaders smarter. As a brand leader, I find growth where others couldn’t, I create motivated brand team that delivers great work to drive results. Led global launch of Listerine Pocketpaks with Canada as lead market. Created marketing program from scratch: positioning, advertising, package design, in-store program. Known as turnaround expert, having led turnaround plans on Zyrtec, Nicoderm & Purell. History of success in finding high performance advertising that drives growth. Led marketing team at J&J share gains on 9 of 12 brands, sales growth on all 12. Proven track record of 20 years of driving growth while moving up to VP marketing. Hands on coach, who gives honest feedback and uses teaching moments to make the team better. Led team into and through merger between J&J and Pfizer, with no departures of key team members. Reputation for making my team better, with a motivating & challenging style that gets the best from people. Created a training program for the team on the fundamentals of marketing with a 100 page book Developed new Listerine brand vision that guided the brand to double digit annual growth for a decade. You can then expand the 7-second pitch to create your 30-minute brand pitch 30 minute brand
  69. 69. We make brands stronger. We make brand leaders smarter. Brand Management Training Program
  70. 70. We can build a Brand Management Training Program, to unleash the full potential of your Marketing team. Strategic Thinking Creating a Beloved Brand Consumer Centricity Brand Positioning Brand Plans Creative Briefs Brand Analytics and the business review Marketing Execution Strategic Media Plans Winning the Purchase Moment 1 2 6 4 5 3 7 8 9 10 Our menu of programs
  71. 71. We believe that Strategic Thinking is an essential foundation, to help Marketers ask big questions that challenge and focus brand decisions. • We teach brand leaders to think strategically. We show them how to ask the right questions before seeing solutions, how to map out a range of decision trees that intersect and connect by imagining how events will play out. We take them through the 7 elements of good strategy: vision, opportunity, focus, speed, early win, leverage and gateway. We use forced choice in each model to help the Marketers make focused decisions. • We teach the value of asking good questions, using four interruptive questions to help frame your brand’s strategy, looking at your competitive position, your brand’s core strength, the connectivity with your consumer and the internal situation your brand faces. • We show how to build strategic statements that set up a smart strategic brand plan. How to turn strategic focus into bigger gains for your business Training Workshop 1 Strategic Thinking
  72. 72. Why does Brand Love Matter? We believe that the more loved a brand is by consumers, the more powerful and profitable that brand will be. • We challenge Marketers to find brand love through the three core ingredients: creating a Big Idea to rally around, strategically focusing all your resources and instilling passion in the work to exceed the consumer’s expectations: 1. Build an organizing Big Idea that connects consumers at every touchpoint forming a tight bond, reflecting the inner DNA of your brand and desired external reputation. 2. Need strategic focus of your limited resources to breakthrough points, moving consumers along the brand love curve towards your vision. 3. Put all your passion into the execution creates breakthrough ideas that surprise and exceed consumer expectations, becoming a favorite brand of the consumers. The more loved a brand, the more powerful and profitable that brand will be Training Workshop 2 Creating Brand Love
  73. 73. Marketers have to find the most motivated consumer who wants to buy what you do. You have to matter the most to those who care the most. • We challenge you to listen to your consumers, get in their shoes to understand their mindset and speak in their voice as you represent them to your brand. Instead of asking which consumers you want, ask which consumers want you. • We build a consumer profile that looks at segmentation, need states, pain points, consumer insights and desired consumer response. We outline the difference between “selling” and “marketing” target. to ensure Marketers focus on those consumers who provide the full impact of your effort.  • We go into depth on the 360 degree gathering of consumer insights. We teach that insights should start with “I” to get you into the consumer’s shoes and then use quotes to ensure you are using their voice. Everything you do must start and end with the consumer in mind. Training Workshop 3 Consumer Centricity
  74. 74. A winning brand positioning statement sets up the brand’s external communication and internally with employees who deliver that promise. • We show how to write a classic Brand Positioning statement with four key elements: target market, competitive set, main benefit and reason to believe (RTBs). • We introduce the Consumer Benefit ladder, that starts with the consumer target, with insights and enemies. We layer in the brand features. then get in the consumers shoes and ask “what do i get” to find the functional benefits and ask “how does this make me feel” to find the emotional benefits. • We introduce a unique tool that provide the top 50 potential functional and top 40 emotional benefits to help Marketers stretch their minds yet narrow in on those that are most motivating and own-able for the brand. • We then show how to build an Organizing Big Idea that leads every aspect of your brand, including promise, story, innovation, purchase moment and experience. Defining your brand, by finding a unique, motivating and own-able space Training Workshop 4 Brand Positioning
  75. 75. A good Brand Plan provides a road map for everyone in the organization to follow: Sales, R&D, Agencies and future Marketers on the brand. • We demonstrate how to write each component of the Brand Plan, looking at brand vision, purpose, values, goals, key Issues, strategies and tactics. We provide definitions and examples to inspire Marketers on how to write each component. We provide a full mock brand plan, with a framework for you to use on your own brand. • We offer a workshop that allows Marketers to try out the concept on their own brand with hands on coaching with feedback to challenge them. At each step, we provide the ideal format presentation to management. We offer unique formats for a Plan on a Page and long-range Strategic Road Maps. • We show how to build Marketing Execution plans as part of the overall brand plan, looking at a Brand Communications Plan, Innovation Plan, In-store plan and Experiential plan. This gives the strategic direction to everyone in the organization. Creating a brand plan that everyone who touches the brand can follow Training Workshop 5 Writing Brand Plans
  76. 76. The Creative Brief frames the strategy and positioning so your Agency can creatively express the brand promise through communication. • Marketing Execution must impact the brand’s consumers in a way that puts your brand in a stronger business position. The Creative Brief is the bridge between the brand strategy and the execution. • Through our Brand Positioning workshop, you will have all the home work on the brand needed to set up the transformation into a succinct 1-page Creative Brief that will focus, inspire and challenge a creative team to make great work. • The hands-on Creative Brief workshop explores best in class methods for writing the brief’s objective, target market, consumer insights, main message stimulus and the desired consumer response. • Brand Leaders walk away from the session with a ready-to-execute Creative Brief. Focusing the strategy and positioning into an execution ready document Training Workshop 6 Writing Creative Briefs
  77. 77. We show how to build a deep-dive business review on the brand, looking at the category, consumers, competitors, channels and brand. • We start with the smart analytical principles that will challenge your thinking and help you gain more support by telling analytical stories through data. • We teach you the steps to complete a deep-dive Business Review that will help assess the health and wealth of the brand, looking at the category, consumer, competitors, channels and brand. We show key formulas you need to know for financial analysis. • We teach how to turn your analysis into a presentation for management, showing the ideal presentation slide format. We provide a full mock business review, with a framework and examples of every type of analysis, for you to use on your own brand. • We show you how to turn your analytical thinking into making projections by extrapolating data into the future. Turning data into analytical story telling that sets up the strategic choices Training Workshop 7 Brand Analytics
  78. 78. Brand Leaders to judge and decide on execution options that break through to consumers and motivates them to take action. • We provide Brand Leaders with tools and techniques for judging communication concepts from your agencies, as well as processes for making decisions and providing effective feedback. We talk about the crucial role of the brand leader in getting amazing marketing execution for your brand. • We teach how to make marketing decisions with the ABC’S, so you can choose great ads and reject bad ads looking at tools such as Attention (A), Branding (B), Communication (C) and Stickiness (S) • We teach how to provide copy direction that inspires and challenges the agency to deliver great execution. We also talk about how to be a better client so you can motivate and inspire your agency. Tools to help you assess, decide and provide feedback to Agencies Training Workshop 8 Marketing Execution
  79. 79. We look at media as an investment and as a brand growth strategy, exploring various media options—both traditional and on-line. • We provide Brand Leaders with new ways to think about media to be able to drive long term growth and profits for your brand. We bring a more consumer centric approach to media, aligning the media choices to where your consumer will be most likely to engage with your brand message. • Media must change the consumer’s behavior so they think, feel or act in a way that tightens the brand’s bond with consumers and gives the brand to have more power and profit. We show where media fits into creative process. • We look at all the types of Media through the lens of the Brand Leader, with advice on how to use traditional media options, such as TV, radio, newspaper, out-of-home and Modern media options such as digital, social and search. Evaluating media based on impact, efficiency and connectivity with consumers Training Workshop 9 Media Planning
  80. 80. Brand Leaders need to know how to move consumers on the path to purchase, helping consumers to test, decide and then experience the brand so that they try, repeat and become loyal brand fans. • We provide brand leaders with analytics, planning and decision making tools to help their instincts and judgement for moving consumers to purchase. Complete in-store business review, looking at categories, consumer shopping behavior, competitors, customers and the overall brand performance. • We teach the basics of customer marketing planning, identifying the target consumer, in-store messages, strategies, tactics and project management. • We look at the available tools for customer marketing including pricing, promotions, retail shelf management, merchandising and operational execution. • We also talk about how to manage your in-store agency so that you can get the best available execution from them. Managing the consumer path towards the purchase moment Training Workshop 10 Customer Marketing
  81. 81. Brand Boot Camp We have created two separate 3-day training programs for brand leaders. Strategy Boot Camp • Training sessions include strategic thinking, brand analytics, writing brand plans and brand positioning statements Execution Boot Camp • Training sessions include brand positioning & concepts, writing creative briefs, judging marketing execution and media planning
  82. 82. Graham is one of the voices of the modern Brand Leader. Graham spent 20 years in Brand Management leading some of the world’s most beloved brands at Johnson and Johnson, Pfizer, General Mills and Coke, rising up to VP Marketing. In his career, he has won numerous Advertising and Innovation awards. Graham played a major role in helping Pfizer win Marketing Magazine’s “Marketer of the Year” award. Graham started Beloved Brands believing he could make brands stronger and brand leaders smarter. Graham will challenge you and your team to think differently and strategically. He leads workshops that will help define your Brand Positioning Statement, create a Big Idea for your brand, and write Brand Plans to motivate and focus everyone that works on the brand. He will build Brand Management training programs that will help unleash the full potential of your team, so your team can produce exceptionally smart work that drives stronger brand results. The Beloved Brands client roster includes the NFL Players Association, Reebok. Acura, Shell, Jack Link’s, 3M, and Pfizer. Graham Robertson at Beloved Brands A NEW WAY to look at Brand Management
  83. 83. Graham Robertson at Beloved Brands Significant career experience in Brand Management Education • MBA, Ivey School of Business, Western University, 1994 • Bachelor of Commerce, Carleton University, 1989 Work History • President, 2009- Present • VP Marketing, 2005-08 • Group Brand Director, 1999-2005 • Senior Brand Manager, 1997-99 • Associate Brand Manager, 1994-96 • Coca-Cola, Summer Marketing Intern, 1993 • Marketing Training Program, 1989-92
  84. 84. At Beloved Brands, we will make your brand stronger and your brand leaders smarter. We lead workshops to define your brand, helping you uncover a unique, own- able Brand Positioning Statement and an organizing Big Idea that transforms your brand’s DNA into a consumer-centric and winning brand reputation. We lead workshops to build a strategic Brand Plan that will optimize your resources and motivates everyone that touches the brand to follow the plan. We coach on Marketing execution, helping build programs that create a bond with your consumers, to ensure your investment drives growth on your brand. We will build a Brand Management Training Program, so you can unleash the full potential of your Marketing team, enabling them to contribute smart and exceptional Marketing work that drives brand growth. Executive Coaching program designed to help Marketing Leaders get smarter, and then drive stronger performance on their brands. Executives can use their increased knowledge to help their own teams get smarter. 1 2 3 4 5
  85. 85. We make brands stronger. We make brand leaders smarter. At Beloved Brands, we are guided by our belief that smarter Marketers will deliver incredible work that will make their brand stronger.
  86. 86. Strategic Thinking Inspiring smart execution Brand Plans Defining your Brand We believe in a total Brand Management approach, analyzing, thinking, defining, planning and executing Analyzing performance
  87. 87. We believe that investing in your people will pay off with smarter work and stronger brand performance Unleash the full potential of your people and you will see a direct impact on your brand’s growth trajectory. We help Marketers embrace the fundamentals of brand management. • There is a talent gap around brand analytics and strategic thinking that shows up in poorly-constructed Brand Plans and Creative Briefs. • Marketing execution is lacking the sound judgment and decision-making to ensure that it pays off. • Marketers are motivated when organizations invest in their development. We can see first hand the impact that training has on their skills and behaviors. • Our workshop style training allow your team to use the tools on the brand they are working on, providing an immediate impact on their day-to-day jobs.
  88. 88. LOVE IT INDIFFERENT BELOVED LIKE IT 1 Consumers move along Brand Love Curve tightening their bond with brands 2 Consumers connect with Big Idea through 5 supporting 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 Story Media Competitors New Entrants Employees Consumer Power Premium Prices Trading Up Lower COGS Efficient Spend Stealing Share Users to use more New markets Find new uses Brand Big Idea Channels Consumers Influencers Suppliers The 8 ways Marketers can drive more profits Price Cost Share Market We believe the more loved a brand is by consumers, the more powerful and profitable that brand will be.
  89. 89. Do you want to get smarter about Marketing? Visit beloved-brands.com Over 4 million views from Marketers getting smarter
  90. 90. We make brands stronger. We make brand leaders smarter. We would love the opportunity to help you unleash the full potential of your brand and your team of brand leaders. Graham Robertson • 416 885 3911 • graham@beloved-brands.com

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