How to write a brand review and brand plan.

1. 1
Think bigger then the analysis brand centric. Every part of our thinking should
Just because it’s not in the data, doesn’t mean it’s start and end with the consumer in mind. Some
not an issue. For instance, Crest, UCB or Champix people didn’t even mention the consumer.
are not in the data, but they are major issues
impacting the brands. Ability to layer your answers
Listen to the question, and then answer the right
Start with the consumer in mind question. What I find really works, is starting big,
We need to be more consumer centric and less going deeper and then coming back up to big.
Feedback on The
Reviews
They always talk about Marketers as Decision
Analysis Part
events. The related events give substance to
Makers. The one thing that separates a good the story and help the listener see your
decision maker from a bad one is the ability logic flow.
to analyze what’s going on.
Even with all the information in the world, you will
For me, the key to analytics is finding the still end up at the What Do You Think stage.
Data Break…where is there a significant
change in the numbers, and then explain why. 7 Types of Analysis You Can Try:
You need to search for the patterns in things.
Absolute numbers are useless it’s the relative 1. Find the Data Breaks
nature of a number that gives it meaning. As we 2. Cause, Effect, Cause, Effect, Conclusion
work on businesses seeking incremental growth… 3. Point, Proof, Discuss, Conclusion
we want the numbers that are moving in the right 4. The Two x Two Matrix.
direction—how high is high? 5. Thinking Time:
a) What do we Know?
The key to analytics is in Building Stories. You What do we Think?
are like a detective trying to piece together b) Force Field: Drivers and Inhibitors
the story of what happened. I always try to c) Where are We?
make sure the story flows and many times build 6. SWATS and PESTS
the story around the convergence of 3 related 7. Making Projections

2. 2
Finding The
Data Breaks
You have to dig around til you see the points in which Keep the breaking points, see if they add up in your
the data actually breaks. Building stories around the story. You need to then try to put them together
breaking points is much more interesting and much to build the story.
more action-oriented.
Distribution on 16s at C&G went from 44% to 58% in
You have to keep digging around until you find the last 2 months. The “Buy 1 get 1” deal in Dec saw
something—you may not find it…which means you Retail Acceptance jump by 35%.
go deep and give up…then go sideways. Conclusion: It appears the Promo deal worked.
How to find the break?
Distribution held at 82% throughout the year.
Distribution on 16s climbed from 72% to 74%.
Distribution on 16s at C&G went from 44% to 58%
in the last 2 months.
Distribution on 16s at C&G in Ontario was flat at 44%.
Data Breaks 3 Reliable Sources
Too many times, I see people building their fact alone, is just that…one fact. 2-3 facts start to
strategies around one piece of data—they either tell a story, and allows you to draw a conclusion…
over-rely on it and it goes away, or they don’t and surrounds the issue.
dig deep enough to find the real causal effect
and relationships. Think in pure logical terms: building an argument
using the “premise premise conclusion” which
I always try to dig around until I can find a can be a gut check for whether you have an
convergence of data that leads to an answer. One argument that makes sense.
Bad Logic Good Logic
Share down among “new moms” Share down among “new moms”
Only one data point. No Story. Kellogg’s “kids” product up to a 10% share.
“New Moms” prefer Post Kids 2-1 vs us.
Need to Improve Kids Line.
Share down among “new moms” Share down among “new moms”
Need to do better with “new moms” “New Moms” is only 1% of our sales.
Makes a big assumption. Continue with our core Teen Target.
Share in Dec down among “new moms” Share in Dec down among “new moms”
Do new ad to “new moms” Share in Jan for “new moms” back to norm.
Point in time data. Keep monitoring to see data trend break.

3. 3
Data Breaks Theory of Relativity
On the weekend of the Rodney King riots, did something that is grounded—vs last year, vs last
you know that there were 45 murders that month, vs another brand, vs norm or vs England’s
weekend. Without a relative nature, that could share etc. Is it up, down, or flat? The key to
scare you into writing a story of Armageddon. analytics is to find breaks or patterns in the data,
But if you know that the average number of but that break or pattern is more meaningful
murders is 60, what does that say, everyone when put in context.
stayed in?
Never give a number without a relative nature
Every time you talk about a number, you have to or your listener will not have a clue what you are
talk about it in relative terms—comparing it to talking about.
Bad Writing Good Writing
“fights gingivitis” score is at an amazingly
“fights gingivitis” score has doubled in the past
high 83%. 2 years from 41% to 83%.
Benylin distribution at C stores is only 44%.
Benylin just launched at C stores and has 44%
after only 8 weeks, twice as fast as the Buckley’s
launch from last year.
Tests show that LPP Citrus expected to LPP Citrus forecast of $18MM is far below the
deliver $18MM in the US which is great. hurdle rate of $50MM.
What do we usually make comparisons with?
Other
Brands
Last Plan
Year Or LE
Data
Point
Prior vs
Month Norm
Category
You might want to look at all these things and like start to tell a story. If no data break, then no need
an investigator, start to see if there are breaks that to blindly keep telling the story using that anchor.

4. 4
The Basics Development Index Analysis
The Power of Ratios: Everything in life on the road. Dig a little deeper and find out the home
can have a development index. If 64% of stay at run fence at home is 333 feet, where as the major
home moms love Martha Stewart, compared to league average is 400 feet and you might stop thinking
44% of working moms, you could say that stay at about Barry Bonds, but rather move on the fact
home moms love Martha more. (64/44) that San Francisco is easy to hit Home Runs. You
might then dig and find out that the away team hits
Just like searching for the data breaks, try 3.2 home runs at SF vs only 2.4 elsewhere and
dividing any number you see by another number it supports this. Dig down more and find out that
you see and see if it shows you anything. If you Chris Bagwell hit 39 home runs on the road last year
start to see something, you likely have a story. compared to Bonds at 30, who’s the better home run
Any number that is over-indexed starts to tell hitter….etc.
you something. It might sound overly simplistic,
but it starts to get you good at thinking in terms It’s simple division all over the place, until you piece
of stats. It might not draw a conclusion—you still together your conclusions. Be careful you don’t give
need more work, but you’ll be surprised that you half the story to someone that is good at this, or
are off to a good start in your sleuthing. keep dividing past your story conclusions so you
know the answer in case they ask….what if Bagwell
If Barry Bonds hits 55 home runs at home, and played in SF?
30 on the road it says his hitting is over-indexed
Story Telling
Example Cause, Effect…Cause, Effect…Conclusion
Once you find places where you start to see Why this works, is to help showcase to your
the data breaks, you want to start to think listener that you have dug around and done your
about organizing your story in terms of “cause and homework, and that your conclusions make logical
effect”. Start piecing together the cause (analysis sense. A good senior manager can easily find flaws
breaks) and seeing if you can show the effect (the in the logic, so the tighter your cause and effect, the
impact on the brand). better accepted your conclusions will be.
Once you start to piece together 2-3 “cause
and effect” situations, you can start to draw
firm conclusions.
A Good Example: LMW in 2003
1. Ownable Advertising With a Positive Impact
Now in the 4th year, the “Action Hero” campaign Consumers view the ads as having a positive impact
consistently delivers high brand link scores (75-89% on the brand—they feel better about the brand
vs norm of 54%). after having seen the ads.

5. 5
Consumers connect the ads to Listerine…
And they feel better about the brand after 40
35
the ads.
30
25
Brand Link Norm 20
2000 75% 54% 15
2001 87% 54% 10
5
2002 77% 54%
0
2003 89% 54%
2000 2001 2002 2003 Norm
ASI tracking: % of consumers who feel better after seeing the ad minus % of consumers who feel worse.
2. Ownable Advertising That Makes the Brand Seem Different.
The ads have steadily been above the norm on making “the brand seem different” as
on “the ads are seen as different”. But as the we continue to see builds against the “gingivitis”
campaign enters its 4th year, it continues to grow main message.
The ads are different… And make the brand seem different
70 60
60 50
50 40
40 30
30 20
20 10
10 0
0
2000 2001 2002 2003 Norm 2000 2001 2002 2003 Norm
ASI tracking: % of consumers who feel the ads are different and % who feel the ads make the brand
seem different.
3. Ownable Advertising that Repositions LMW
In 1999, Listerine and Scope scored similarly breath; all 3 attributes which Scope would usually
on image ratings for healthy mouth, gingivitis win. After 3 years, Listerine’s image scores have all
and kills germs. Both brands were seen the same, gone up, effectively separating the brand from
which meant they were judged on price, taste or Scope, giving LMW a clear point of differentiation.
Impact Ratings for Listerine
Listerine Scope
1999 2002 1999 2002
Helps fight gingivitis 44% 80% 36% 36%
Promotes a Healthy Mouth 52% 84% 55% 52%
Kills Germs in your Mouth 52% 84% 58% 8%
Is the Only Brand For Me 27% 57% 40% 36%

6. 6
4. Ownable Advertising With a Positive Impact
With a new focused positioning against “healthier steady gains across awareness, trial, P3M usage,
mouth” breaking through to the consumer, LMW brand used most often and purchase intent. Scope
is separating itself as the most chosen brand, with has fallen in each measure.
Listerine Scope
1999 2002 1999 2002
Unaided Awareness 42% 52% 47% 34%
Ever Tried 83% 86% 76% 68%
Used In Past 3 Mths 53% 62% 47% 37%
Used Most Often 39% 49% 39% 29%
Future Purchase Intent 61% 71% 58% 51%
5. Ownable Advertising Translates Into Purchases
With steady equity gains on key therapeutic benefits, the last 5 purchases has gone from 1.8 to 2.3, while
the ads are separating LMW from Scope and giving Scope’s has fallen.
the consumer a reason to believe. Our share of
2.3
2.1
1.8 1.8 1.7
1.6
1.3 1.2
1999 2000 2001 2002 1999 2000 2001 2002
Listerine Scope

7. 7
Story Telling
Example Point, Proof, Discuss, Conclusion
In writing a summary or recommendation report, Once you have your point and proof, it enables you
always start off with a clean statement of your to go through a brief Discussion of the options
Point, which is either something you are trying to of how to support your point. While the proof
sell as a reco or instill as knowledge that can be shows you have done the reasonable logic check,
helpful to your cause. the discussion enables the reader to see that you
have thought out the various options, and how you
The Proof, is usually the back up facts that help to narrowed down to your final reco.
support and tell the story. Like the cause and effect
technique, the proof can help to ground the reader The Conclusion should be a repeat of your
in your story. original point.
The Two By
Two Matrix
One of the most simplified approaches is to things seem, feel a bit foggy. It puts things into
figure out the two most important elements a conceptual perspective.
of your analysis and map it out on a classic
2x2 matrix. This is the great separation when
Great
SPECIAL K
WITH BERRIES
FROOT LOOPS OATMEAL CRISP
Taste LIFE
ALL BRAN
Poor
Poor Great

8. 8
Thinking
Time What Do We Know
One of the best ways to separate your analysis is your reader to separate fact (the back ground
to divide things into: information) from opinion (where you are trying
1.What do we know? This should be fact to take them).
based and you know it for sure.
2
.What do we assume? Your educated/ Example:
knowledge based conclusion that helps us W
hat do we know? LPP purchase
bridge between fact, and speculation. frequency has decreased.
3.What do we think? Based on W
hat do we assume? Consumers are
facts, and assumptions, you should starting to use it less and less.
be able to say what we think W
hat do we think? Price is a barrier to
will happen. regular purchases.
4
.What do we need to find out? There may W
hat do we need to find out? If a smaller
be unknowns still. pack size could drive frequency.
5
.What are we going to do? It’s the action W
hat are we going to do? Launch 8 count
that comes out of this thinking. test market.
It forces you to start grouping your learning, forces Going through this exercise helps frame the issue in
you to start drawing conclusions and enables fact and opinion. It allows you to see if your logic
makes sense.
Force Field
Analysis
The simplest analytical model can help to give you a This model helps you do a few things: 1) helps to
point in time look at the issues. There are only two give you a simple assessment of how well the brand
things: things that drive, and things that inhibit. or project is doing 2) helps you to islolate where
your issues lay and 3) gives you a simple list of what
you need to fix.
Drivers Inhibitors
New flavours provide variety Poor CG Distribution
New advertising drives usage Price Point too high
FDM front end distribution doing ok Young target very fickle
The simplicity is that you want to stop doing or
overcome the inhibitors, and you want to keep
doing the drivers.

9. 9
Where Are We?
One of the best analysis you can do is the simple when compared to other gums mints at the
“where are we” page. It has 5 simple questions that front-end rack. This acts as an impediment to
make you think: increasing usage. While the brand has made inroads
1. Where are we? in gaining “overall” distribution in Drug, Grocery, and
2. Why are we here? Mass channels, coverage at the front end remains
3. Where could we be? weak, with only 33% of checkouts in the Food
4. How can we get there? Drug channels being covered. Further efforts are
5. Are we getting there? also required to close the distribution gap in the
Convenience channel.
This page can be very useful at the start of your
brand planning—while it forces your thinking, it also A Good Example: LPP in 2003
focuses your writing of the document.
Where could we be?
My challenge to you: update it every 3-6 months, Listerine PocketPaks could be the ultimate portable
or every time you do something major. You’ll be clean mouth brand, that is #1 in the Portable Breath
surprised that doing something can actually alter Freshener Category. With moderate investment,
where we are? LPP could growth at 8% CAGR reaching FVNS
$14.8MM by 2006.
Where are we?
Three years after launching, LPP has established How can we get there?
itself as a successful line extension for Listerine, In 2004, the brand needs to focus on repairing
capturing $14MM in incremental sales for the key levers while focusing on continued long
parent brand. The brand has established a loyal term growth. Specifically, new flavours should be
group of consumers among the Mouth Sanitizers, launched to create excitement to drive incremental
who account for 60% of sales, and exhibit an 83% sales, while assisting the brand increasing in-store
repurchase to purchase ratio. Advertising has exposure. Increasing the quality of distribution at
sustained purchase intent at 52%, in the absence the front end (high percentage of checkouts, fixed
of new news, and has communicated the germ kill locations) will help loyal consumers easily locate the
image. Nevertheless, share and consumption of brand and drive incremental purchases. To enable
LPP are flat, while awareness and trial are starting long term growth, the brand should carve a unique
to taper off. Purchase frequency is also declining, as niche within the breath needs state, to encourage
a result of flavour intensity, absolute price point and usage loyalty within “ownable LPP moments”.
falling distribution
Are we getting there?
Why are we here? Yes! Despite lack of new news since the launch of
LPP has not created any significant new news since Cool Mint Listerine PocketPaks in 2000, the brand
its launch in 2000. As a result, some consumers has grown trial and awareness and established a
(especially the younger breath fresheners) may loyal consumer base. Canada is the first country
have exited the franchise in pursuit of variety to launch LPP and has acted as lead market
or other innovations. Consumers continue to for the global team. The milder Fresh Burst
perceive the brand’s price point as being high, flavour launched 2003, and captured consumers

10. Strengths Weaknesses
What are the things you have going for you? What is your achilles heel?
Where are you better than the competition? Where are you exposed
Patents, brand name, reputation, cost advantages, Same issues around lack of patent, reputation etc.
distribution advantages, product advantages. For drug brands, we either have a weakness of
10 efficacy, side effects, a sub performance measures
or exposure against something we can’t do.
Opportunities Threats
What can you take advantage of? What could someone do to you?
What options are available? What risks are on the horizon?
Unfulfilled needs, new technologies, regulation Changing consumer needs, threat of substitutes,
changes, removal of trade barriers. Think about barriers to trade, customer preference, or the
target groups you haven’t yet capturd. attacking of one of your weaknesses. One big
threat is the exposure of your brand’s side effects.
who rejected LPP because of its strong flavour. end of Food, Drug Mass, and the Gas
Brokers are being Political cover the front
deployed to Economic
Convenience channels.
SWOT Gov’t impact: regulatory, tax charges, trade
restrictions, political climate.
Economic factors, like employment inflation,
exchange rates.
Analysis Strengths, Weaknesses, Opportunities, Threats
For us, it’s Health Canada, CDA or restrictions
in how we do business (comparative advertising)
or PMBRB.
The key one for us is PL cost cutting vs our
premium priced brands during tough
economic periods.
We’ve also had bad luck keeping pace with
inflation because the trade resists price increases.
Social Technology
Trends, Age Demographics, change in consumer RD...for us, it’s new molecules, new formats
mindset, or even shifts in what’s important. and deliveries. Also, new media, new
distribution points.
PEST Political, Economical, Social, Technology

11. 11
Making
Projections Stake the + or -
The Stake in the Ground: How big is Aerius?
A Comparison Measure Aerius is a new molecule in the OTC market
The first thing to do is to find a comparative It is a new brand that brings new hope for the
stake in the ground, which will help you allergy sufferer.
to make comparisons—either above or below
the comparison. Stake in the Ground: Aerius could be as big as
Allegra in Year 1 (9% share).
You can make a comparison from.—It could be
something from our own past, a competitor’s past, Bigger Impact
another brand in the company, or even a different E
xpected to get more AP support then
geography that could be extrapolated to Canada. what Allegra got
I
t has 24 hour claim while Allegra was only
The + or – Analysis 12 hours
Put together a chart that shows how your Strong HCP recos—especially pharmacists
expectations of what you are trying to measure in A
lready has a 4% dollar share, pre-launch
relative nature to the stake in the ground. Think of
things in your own market, that might make it bigger
or smaller then the stake in the ground projection. Lower Impact
Market is a lot more crowded than
Bigger Impact it was in 97
Examples: Launching in March, missed Q1 sales
We have a relatively bigger share W
hile it’s a new molecule, it really has very
More advertising dollars little to say (congestion)
Consumers like that flavour better L
aunching at a significant price premium
It has a unique positioning
More doctor support Conclusion:
Aerius will be slightly bigger then Allegra in Year 1
Lower Impact (10% share).
Examples:
We are last in the market.
Pricing is lower.
Not as much consumer appeal.
Canadians don’t like that flavour.
We are 4th in market.

12. 12
Feedback on The
Reviews Strategic Thinking
Stay strategic Watch the Tactics
There’s temptation to talk about all of the data If it’s a strategic meeting, you owe your audience
that you’ve uncovered. But really, what we want is strategic direction. Watch how tactical you get. It’s
to understand what it means for the business and very tempting to get excited about tactics. Save that
what we should do about it. I figure, because it’s a for the step meetings.
business review, you think you’re supposed to tell
me ALL the facts. Once you get into the data, it’s so
easy to get lost in the mounds of data, and it’s hard
to get back out to get back on track.
How to Think
Strategically Simplifying Things
Everyone seems to want to be a strategic thinker. Here are Six ways to help you think strategically:
But too many times, people think “strategic 1. How Does Your Brand Makes Its Money?
thinking” is a testament of your IQ. It’s not. It’s 2. Focus tightly on the “gateway lever”
a way of thinking…it’s not smarter or dumber…it’s 3. e Able to Match Up Your Brand Assets
B
just a way of thinking. to External Needs
Are you able to understand the spatial relationships 4. Understand the impact of triggers
between triggers and events, see opportunity 5. Sort through the issues—down to A or B
beyond what others see, and most importantly are 6. Execution Stays On Strategy
you able to focus your energy and attention on the
things that provide the greatest potential pay back.

13. 13
1.0 STRATEGY The Profitability Equation
While the PL always looks the same, each brand is to match up what you want with the strengths and
going to have a different pathway to success. Think assets that your brand has to offer.
of your PL as a strategic weapon, where you start
Price
Unit
Margins Minus
Net
income Cost
Time
Return on Divided by
investments
Market
Assets share
management
Unit
Margins Times
Market
size
Once you figure out this path, you’ll understand your
business model—it’s the way your brand makes
its money.

14. 14
The Profitability Equation Internal Focus
INTERNAL FOCUS
These are choices you can make within your
Increase PL. They are partly driven by internal pressures
Price
which sometimes makes it feel like “what you can
Price
get away with”.
Trade up You need to make sure the external market
Minus pressures are aligned to any changes you make
(eg pricing).
Product
Costs
Cost
POTENTIAL DRIVERS WHEN TO USE THE WATCH OUTS
Price Simply put, if the market allows Difficult to execute because it
you. Will you make more has to go through retailers. Your
money by increasing or decreasing competitors will (over) react. So
the price? your assumptions you used to go by
will change right after.
Trade Up Can you carve out a meaningful Premium skus, can feel orphaned
difference that goes beyond your in the retail world—missing ads or
current brand? Does your brand displays. Managing 2 levels can be
image/ratings allow it? difficult—what to support, price
differences etc.
Product Costs What can you do to alter—either You need to understand the
cut costs without making a change consumer impact these costs have
to value—or add costs that help on your brand’s performance
drive price even faster? and image.
Marketing Costs Cut spending, if another lever (e.g.
price) could better drive sales or if Always be in an ROI mindset: You
additional dollars do no pay back. should manage your marketing costs
Increase spending if you have a lever as though every DOLLAR has to
(e.g. advertising) that drives sales or efficiently drive sales.
invest for future.

15. 15
EXTERNAL FOCUS
Steal
Think of your PL as a strategic weapon, where
other users you start to match up what you want or need to
Market do, with the strengths and assets that your brand
Share has to offer.
Get
Current users
to use more Once you figure out this path, you’ll understand
your business model—it’s the way your brand
Times
makes its money.
Find
New users
Market
Size Create
New users
POTENTIAL DRIVERS WHEN TO USE THE WATCH OUTS
Steal Other Users When a competitors’ consumer Attacking competitors can be
is unknowingly unsatisfied, and difficult. Brand loyalty, trade-offs
you know your brand can meet beyond the unsatisfied area or
those new needs. just habit.
Get Current Users to When trial might be capped out, Driving routines is a challenge.
Use More. or when there is a big opportunity Even with “life saving” medicines,
to turn trial into usage/routines. the biggest issue is compliance.
There has to be a real benefit Find something in their current
connected to using more. routines to help either ground it
or latch onto. (brushing routine)
A trial generating strategy implies There should be something
Gain New Users you’ve got something consumers within your product/brand…that
want—and you have the helps fuel the brand post trial.
confidence that once in, they’ll Trial without repeat, means you’ll
stay. (repeat) get the spike but then bust.
Format Line Extensions that Make sure your current brand
Create New Uses take your experience or name is in order before you divert
elsewhere (eg LPP) attention, funding and focus on
expansion area.

16. 16
That only leaves 8 ways to really impact
your Profitability:
1. Changing your Price 5. Stealing other users
2. Trading consumers up 6. Getting current users to use more
3. Changing your product costs 7. Gaining new category/brand users
4. Changing your marketing costs 8. Create new uses/markets
Which one are you most focused on? How many
can you really try to do in one calendar year?
Focus Tightly on a “Gateway Lever”
The key to great strategic thinking is focus. Tight of free mall concert tours. That’s exactly where her
strategic FOCUS is where we direct all our energy target (11-17 female) hangs out. She attracted 5-
and attention towards a particular point or purpose. 7k fans per mall creating an early win among loyal
By LEVERAGING everything against that one point, fans. These loyal fans bought her, and her album
we hope to gain a positional advantage or power rocketing up on the chart—which is the gateway
that can be used to exert even greater pressure. to the masses.
While it gives us an easy early win, the ideal point for
your pressure should be a GATEWAY point, which George W Bush: In 2004, every poll showed that
is the entrance or a means of access to something the most he could get was 49%. Instead of going
even bigger. after more voters, which seemed impossible, they
put all his effort into making sure all of his loyal 49%
Examples in History showed up to vote—his early win. But the way the
D-Day: While Germany was fighting a war on two numbers work, it also meant he was able to get up
fronts, the allied forces joined in full force focusing to 52% of the electoral vote—enough for a win in
all their attention on one beach, on one day. The the key states he needed.
surprise gave them an early win. Getting on the
mainland of europe gave them the gateway they
needed to steamroll through on a town by town
basis and defeat the Germans.
Avril Lavigne: To kick off her album, she did a series

17. 17
2.0 STRATEGY: Early Wins to the Gateway
What you want to do: The Hollow Early Wins:
You want to match your current brand assets and You can find very easy, and early wins that offer
to potential pressure points you think you can break nothing beyond that win. Given our need for a
through. (early wins). The path you want to choose gateway, these options should be rejected. What
is which of the pressure points you can build future you need to do is try to map out all the potential
returns behind (the gateway). wins, try to understand what’s behind that win, and
if there is something bigger…go for it, but if there
“Early Wins” are about slicing off parts of the isn’t, then you should reject this path.
population where you can build around or finding
ways to change mindsets (alter opinion). The Examples
“Gateway” is more about the big opportunity of LPP: People on the Atkins diet end up with stinky
getting to the masses or changing a behaviour “meat breath”. While a great opportunity, what
(get to take action). more beyond the 1-2% of the population on the
Atkins diet, do you really get out of it? Plus, the
Examples diet only lasts 6 weeks. That means every 6 weeks,
LMW: Consumers want to do more for their you have to find a new bunch of Atkins consumers.
mouth—LMW has added healthy benefits of There’s no real gateway for this option.
gingivitis/tartar/fluoride. The early win is the “healthy
mouth” positioning (early win) which opens up the Reactine: The strip or Chewables technology. While
door to connecting to the brushing routine (+20% you might get a quick and small share bump because
growth rate). people think it’s a cool technology, there’s really no
reason for using a strip for allergies. The problem
Reactine: Consumers are dissatisfied with the is that because consumers use allergy products in
current brands. We know consumers who try a proactive way, they sense they can always find
Reactine will experience a difference and are more a glass of water. Efficacy for them, far outweighs
likely to return. Trial is the strategy for early wins, but convenience. So the portable versions offer very
the gateway is fulfilled by Reactine’s high product little gateway to future growth.
satisfaction rate.
LMW: Listerine is a well known gardening cure for
LPP: When we launched, we targeted the 15-24 getting rid of weeds, but while that’s a few hundred
year old population through Theatre Advertising thousand, there’s nothing really beyond that. It
and Sampling, who became our early adopters, might end up a lot of work to find new distribution
giving us a huge explosion (the early win) on the points and re-packaging so the early win might not
business. This group talked about them, and shared even be so easy. And if there’s no real gateway, it
them with the masses (our gateway). With each doesn’t make it pay off for the effort.
new flavour, we’ve followed the same pattern.

18. 18
3.0 STRATEGY
Matching Your Brand Assets Up to the Consumer Needs
Key
Brand History Situation
All
Functional Use Family
Loyal
Market Share Position Doctor
Reco’s
Market Performance Good
Value
Key Indicators Everyone
Brand Imagery Likes it
Basic
Advertising/Messaging Goes need
Beyond
Claims Specific
Easy needs
Brand Icons to
New Ideas Take Find it
Line of the product want to do is an assessment of Anywhere have and
Every brand has assets, whether part Extensions it with
what you
itself, where the brand stands in relation to other try to match it up with what the consumer wants.
brands, or even performance measures. What you
Key
Situation
All
Family
Loyal
Doctor
Reco’s
Good
Value
Everyone
Likes it
Basic
Goes need
Beyond
Specific
Easy needs
to
Take Find it
it with Anywhere
You want to do an asset Inventory on what you want to begin matching up your strengths to the
have to offer the consumers. Be honest with needs of the consumer, understand you can fulfill
yourself. Is it within your strength or would you some—BETTER then the next guy, or you can’t—as
be fighting an uphill battle against a weakness. You well as SOMEONE else.

19. 19
3.0 STRATEGY:
Matching Your Brand Assets Up to the Consumer Needs
By matching your assets against the consumer needs, start to clearly see that someone else can do the
you start to narrow the focus of your thinking. You’ll bad match better then you.
4.0 STRATEGY
What are basic Marketing Triggers
Strategic Thinking
Where
could we be?
Execution of Strategy
How do we Focus Action
Trigger Result Market
get there? Area Point Impact
Key Issues
“A strategy that cannot be executed is no longer a do this, will it achieve the end impact I’m expecting.
strategy”. Rather then try to force fit a strategy on Focus your energy and attention on the key trigger
the market, you need to be thinking through—if we that is most likely to give you the impact you want.

20. 20
Awareness Understand how the lines on your business
Trial
move. Figure out which one trigger you’ll place
the most energy on—which one do you have
Purcha se
the ability to move? And in turn, which line(s)
Re-Purcha se will follow in line. For example, on Reactine,
Routine we know the product works, so if we put all
our energy on trial, we know the re-purchase
will be there.
Every brand operates differently, based on how
the consumer acts or what the brand has to offer.
5.0 STRATEGY:
Sorting through the Issues Analytical Thinking
It’s Either A or B: SWOTs or PESTs: Either go with a simple
internal focused SWOT (strengths, weaknesses,
For me, on every issue, I talk it through until I can opportunities, threats) or an external focused PEST
eliminate options that do not really work. I try to (political, economic, social, technology) analysis.
sort through the pros/cons, drivers/inhibitors or
whatever I can to narrow it down to it’s either A or Where are We?: Answer these simple questions:
B. Once you get there, it’s so much easier. 1) Where are we? 2) Why are we there? 3)
Where could we be? 4) How can we get
Narrowing it Down to the A or B there? 5) Are we getting there? It forces your
thinking to be thorough.
Force Field Analysis: focus on what’s driving and
compare what’s inhibiting? It’s the simplest, but What do we Know? Sometimes we get caught
most powerful tool for decisions. up too much in the anecdotes or verbatim.
These end up emotion based, rather then logical.
2x2 Matrix: plot everything down onto a 2 by 2 I like to sit back and ask: What do we know? What
decision matrix. Figure out the 2 top criteria for do we assume? What do we think?
making your decision, and plot it high/low on each
criteria. The answer should pop out of the page.

21. 21
6.0 STRATEGY:
Execution: Stay on Strategy
Executional Energy
Focused Focused
Strategy Execution
(20%) (80%)
Market Feedback
IIt’s crucial that we always stay on strategy and that our executions are clear and reflective expressions of
our intended strategy.
Great
Poor execution can mess up The magic point where your
good strategy. You won’t know effort matches up to your goals.
what could have been.
Brand
Strategy
No comment! Great execution and hard work
can overcome an ok strategy.
OK
OK Great
Execution
Too many times we get snobby about strategy and think it’s sexier or more important than execiution.
Withought execution, your strategy is nothing.

22. 22
6.0 What’s On
Strategy?: Example: Dan O’Brian
Part of knowing what is on strategy, is also knowing As he was down to one of the last events, the high
what is not on strategy: jump, he had to make a choice….if he jumped the
lower height, he would qualify for the Olympic
Dan O’Brian was a world class Decathlete during games….but if he jumped the higher bar, he would
the 1990s. As personal motivation, Dan put around break 9500 points and set the world record. He
2 pieces of paper that said “world champion” and went for the higher bar and missed. He had failed to
“9500 points”, which would have been by far the qualify for the Olympics and was widely criticized.
world record in his sport. He carried these 2 pieces
of paper everywhere and said that those 2 pieces His reply to his critics: “I don’t have a piece of
of paper pushed him to excel. Those were clearly paper in my pocket that says Olympic Champion”.
his goals! (He actually qualified in 96 and won gold)
In 1992, as he was trying to qualify for the Olympic Know what you are willing to let go of…helps
games, he was having a great trials and was one of you focus.
the favourites to win the gold medal in the Olympics.

23. 23
Feedback
on The Reviews
Strategic Story Telling Controlling the meeting
In presenting, take your audience on a journey Some people used the sheets too much, and some
from your vision to your strategy, using the facts to not enough.The balance is the ability to speak above
support your thinking. Don’t start with the facts or your sheets when talking strategy, and then reach
get hung up in them. for a point on the sheet to bring your audience back
on track.
Tell A Story
A brand plan should be a self sustaining document. Three things for What’s working and then
If someone picks it up, they should be able to get it What’s not?
right away…and they won’t need a presenter at the 3 key issues
front of the room explaining some complex theory 3 core strategies
of how we will sell more. (3 sub strategies for each)
Try to think and talk in lists of 3’s. People can only Put your reader in mind…and re-read your
remember 3 things…and likely the 4th thing is only document and ask yourself:
important to you!!!! Do you get it quickly?
Was it easy to follow the story?
Did it make sense?
Did it add to the picture?
Keep It Simple
Tell me a Simple Story…talk in headlines, with It sounds strange, but think about the “smaller”
numbers to back it up. Let the story you want to writing of the idea, the bigger the execution of that
tell…lead you in what proof you show…don’t start idea. It’s easier to follow, plus it is still broad enough
with a model and think “how do I explain this”. to allow the partners the opportunity to have
creativity in developing the programs. Complex
Long ago, I came up with a thing that says “If you strategies create complex executions.
think you have just thought of a brilliant idea…try
again and make it less than brilliant”.

24. 24
Be Concise
Take out any meaningless words…especially on shortest brand plan and the idea gets through—
vision and strategy. Make sure your idea is complete, then you will have the best plan.
but see how fast you can explain it. If you have the
Bad Writing Good Writing
The strategic intent for LPP is to get consumers Drive Trial.
to make a first time purchase.
Get consumers to add Listerine whenever they Become part of the consumers brushing
brush their teeth—every day, all the time. routine.
Use prepack program as a way to convince
Variety Stores to list the LPP 24s at the front Drive CG distribution for LPP.
check out counter.
Anticipate
Questions
Read your deck objectively, figure out where the
questions will come, and then re-write it.
First Try
Increase awareness of LPP.
Second Try
Drive early awareness of LPP
Third Try
Drive early trial and awareness of LPP.
Be the first to re-write your document again and
again and again…and again, until you feel it is
near flawless.

25. 25
Plan Consistency
and Flow The Layers of Strategy and the Power of 3
The power of 3’s…suggests you should have 3 core any more then that becomes daunting, but also
strategic pillars, and 3 supporting tactics for each divisive of your budget and focus.
strategy. That means you are doing 9 things. Doing
Think Like
a NewsPaper
Headline
Sub Headline Sub Headline Sub Headline
Fact Fact Fact Fact Fact Fact Fact Fact Fact
Every news paper starts with a headline that grabs Backed up with 3 facts to help clarify, solidify or add
your attention. to the logic of the story.
Then there’s 3 sub headlines that helps the
reader follow.

26. 26
Power of 3
in Action
A headline, with 3 main reasons (sub heading) followed by 3 facts for each.
The Audience
Regional President: Your ultimate audience, your Suppliers/Ad Agency: They will follow your vision
likely only chance to present to them, and the judge and your strategy.
in direction.
Global Category Management: You will want to
Senior Management Team: You are seeking their be somewhat consistent with their documents—
approval. but also find ways that may end up building into
their plans.
CBMs: They will take cues from you as to growth
posturing in the customer plans. You!!! You will refer to this constantly. It becomes
your steering wheel to ensure everything fits. It will
Future Brand Managers: This is a historical be the guiding principle to hold up as ensuring all
document, it’s the legacy you leave behind. You executions are expressions of the plan.
want to make a plan so strong that it’s easier for
the next BM…make it comprehensive.

27. 27
This is the
Brand’s Future
Management will decide how much to invest, Think of the next brand manager. What have you
where to invest and how optimistic to be behind left for them…what have you contributed…how
your brand, based on these presentations. If you are have you steered the ship.
not bullish, they will not be either.
Note: I always net the plan down to 1 page, which
There are 20-30 people who will use your I send out to everyone on the team, as a handy
document as their compass in their own jobs…sales, reference tool.
merchandising, ad agency, other brand people…the
next brand manager.
Rough Timeline
Business Review: Take all the data and compile Partners Briefing (step 1): Take the various
into 5-10 learning points—starting to sort into key functional support teams through the brand plan—
issue buckets. with specific direction for that function.
3 Year Outlook: A macro look at the issues, Partners Individual Presentation (step 2):
opportunities and challenges that face the brand in Each partner presents their proposals. You give
the longer term, which helps to set up the division’s good feedback that refocuses each partner
investment stance on the brand. but also shows them where they could build on
another partner.
Sales and Spend: Based on the outlook of the
brand, should we invest more or less than other Partners Regroup (step 3): Partners come back
brands. Look at AP on a per sales $ basis or based with revisions and ways to build on to other ideas
on index vs growth factor. that they saw in step 2.
Key Issues: Top 3 areas of focus—could be an Final Plan: A compilation of the brand plan + the
inhibitor, an opportunity, new trend or a challenge. executional grid + key briefs. This becomes your
steering wheel heading into the next year.
Brand Plan: Strategic brand plan. Should focus on
vision, mission, strategies, and how each functional Partners Show and Tell (step 4): Allows to show
area works to achieve the strategy. off their expressions of the strategy. Enables you to
see if it’s aligned.

28. 28
Plan Consistency and Flow
The Strategic flow goes: want trial just because the sampling company has
Vision: where is the brand going? a neat idea.
Mission: what do we have to do this year?
S
trategy: how are we going to get there? As they cascade, they have to stay consistent.
O
bjective: what measure will tell us if Inconsistent ideas stand out like a sore thumb and
we are successful? will get questions. Do a check to see that it makes
T
actics: what things are we going to sense. If you say your strategy is to drive trial, then
do to get us there? you should have a trial objective and you’d better
Execution: what does that look like? be sampling.
The ideas should cascade downwards never All these should be in line with your analysis of the
upwards. You are sampling (tactic) because you market, consumer insights and any trends.
want trial (strategy). You should never decide to
Drivers, Inhibitors,
Risks, Opportunities
There are four key conclusion areas that you need
to draw from your analysis.
1. Drivers: Factors of strength or inertia that are 3. Risks: Things that are outside of your control.
helping to accelerate your brand’s growth. Could They are real, but they have not happened yet. If
be something within the brand’s make up or control, they did, they would be an inhibitor to your growth.
or it could be a factor of the market place. No laundry lists.
2. Inhibitors: Weaknesses or friction that is slowing 4. Opportunities: Areas or things that we could
your brand down, or a leaky hole that needs fixing. take advantage to help accelerate our growth that
These are things that are happening right now. are beyond our current happenings. They have to
be real, or exploratory areas. No pipedreams!

29. 29
Key Issues
Drivers Do more of...
Inhibitors Fix
Risks Avoid or Minimize
Opportunities Take advantage of...
Key Issues are simply questions that ask ourselves, Example: Key Issues for The US War in Iraq.
how do we do more of the drivers, fix the inhibitors,
avoid or minimize the risks and take advantage of Too Low: How do we get more helicopters into
the opportunities. Iraq? This is too specific or too small. Think about it, if
there are other ways to get to the same goal (e.g. you
Key Issues should be asked in question format. could get more tanks) then the issue is too small.
Think of them in terms of a “rhetorical strategic
question”, which means that the question should Too High: How do we drive Peace in the Middle
be a bit leading, and have a proposed strategy as East? This is aspiration, but unrealistic. If it feels too
the solution. much to chew off, then it’s too big of an issue.
The crucial part of key issues is getting to the right Just Right: What’s the most effective way to change
level. As a guideline, there should be 3 key issues per Regimes in Iraq? This talks closer to the overall
brand. If you have less, you are likely not detailed or objective…but with enough room to give strategic
specific enough, and if you have more…you should alternatives.
try to elevate some up to see if you can capture the
bigger picture. Play around with it, until it feels at
the right level.

30. 30
A Great Example of
How It Flows 2007-2009 Visine Strategic Plan
Vision: To be the only eye care brand consumers turn
to for trusted eye irritation relief.
Business Metrics CORE STRATEGIES
• Target messages to high potential
‘06 - 09 Preliminary consumer groups.
CA GR ‘07
• Stronger focus on allergy
NS +6% +5.5%
AP +6% +5.5% decongestant segments.
DPC +6% +5.5% • Focus Advance line support at-store level.
Share +0.6pts +0.2pts
Drivers Inhibitors Key 3Year Actions
Drivers:
• Favourable eye drop trends. Target messages to high potential
• Strong Visine equity and brand awareness. consumer groups:
• Strong growth in allergy and decongestants • Run communication plan during high seasonal
periods and pursue opportunities in high
segments driven by premium line.
penetration ethnic markets.
• Increase presence in developing Mass channel.
Inhibitors:
• Lack of consumer eye care knowledge.
Stronger focus on allergy
• Lack of Visine credibility /w eye care professionals.
decongestant segments:
• Low Visine penetration purchase frequency. • Ensure three relief messages are consistent across
• Weak Visine Advance distribution. the marketing mix—TV, at-shelf, packaging, etc.
• Tighter synergies with Reactine/Benadryl efforts.
Key Risks Opportunities • Target cosmetic-oriented consumers of high
Opportunities: interaction health care products (ie. whitening).
• Visine is underdeveloped fast growing • Investigate “Dr. Recommended” claim for Visine dry
Mass channel. eye products.
Risks:
• Aggressive retailer pricing on base in mass Focus Advance line support at-store level:
grocery. • Close Advance distribution gaps.
• Communicate Advance benefits and promote
Key Issues/Opps Questions Advance line as hero products.
1. ow do we increase Visine penetration?
H • Minimize base Advance retail gap for clear retail
pricing strategy and retailer adherence.
2. ow do we capitalize and play to our inherent
H
• Adjust promotion mix to promote the Advance
brand strengths?
line-up.
3. ow do we ensure continued growth of premium
H
Advance line?

31. 31
Plan Consistency
and Flow
Vision: What do you want the brand to become? Objective: How do you measure the success of
Think 10 years out: if you became this one that strategy. Ask yourself, if your strategy was
thing, you would know that you are successful. successful, what would it look like…what proof
Qualitative (grounded in something) and quantitative would you have.
(measurable)
Tactic: Activities that support the strategy…the
Mission: It should be tightly connected to the “what” are you going to do? Should match up to
vision…but is more likely a 1-3 year direction—if the strategy.
a vision is a destination, then a mission is a major
milestone on the path towards that vision. Execution: The actual thing that goes into the
market place—consumers see it. Do not get into
Strategy: A choice in how are you going to get the details within a plan—unless it’s bought in
there. These strategies should be set up to achieve already or essential to your strategy.
the vision. Brand Strategies should be higher
level—they should not have a tactical element in
the statement.

32. 32
An Example
Toronto Maple Leafs—Win the Cup Toronto Maple Leafs—Make Money
Vision: To Win the Stanley Cup Vision: Most Valued Sports Franchise
Mission: Build the best team possible. Mission: Build Loyal Team Base.
Key Issues: Key Issues:
1) How do we set ourselves up for a run at the cup? 1) How do we continue to hold our loyal fan base?
2) How do we over-come our weak talent pool? 2) How do we continue to maximize our
3) What’s our strategy for building our team? media impact?
3) Where can we go beyond gate and
Strategy: TV revenues?
1) Focus on short term regular season victories to
capture home ice advantage Strategy:
2) Utilize Free Agency to capture “play off 1) Ensure team loyalty via on ice success
experience” players. 2) Focus on media dominance
3) Build long term team around a young star player. 3) Build equities around merchandise.
Objective: Objective:
1) Achieve 100 Points in regular season 1) 100 pts, 2 playoff rounds.100% sell outs
2) Attract 4 veterans who have won the Stanley Cup. 2)Televise 100% of games with average of 10% ratings
3) Need top-line forward to have over 40 goals. 3) Sell $20MM worth of Leaf merchandise.
Tactic: Tactic:
1) Sign 2 Free Agents Per Season 1) Sign 2 Free Agents Per Season to keep team
2) Build a strong first line for Mats Sundin competitive—higher ticket prices to pay for it
3) Look for mid-season trades to ensure team 2) Maintain HNC slot and TSN weekday dominance
delivers 100 pts. 3) New clothing line
Execution: Execution:
1) Sign Alfredson and Chara 1) Sign Alfredson and Domi
2) Bolster first line with Alfredson and Mogilny 2) Develop Leaf TV as a way to build further loyalty
3) Develop list of potential talent to ensure regular 3) Develop third sweater idea and bobble heads
season goal.
You can see how under this column changing your
vision can really change the entire plan. Yet the
tactics can still be the same.

33. 33
Plan Consistency
and Flow “Finding Tubas”
A good brand plan should have a consistency from products til 2011? If your mission is “become #1”,
the vision all the way down to the execution. Think of why do we not have a growth or share objective?
a band playing in perfect harmony. When you write
something that doesn’t fit, it should stand out like a Make sure things don’t “die a quick death” in the
“Tuba” player, trying to play his own song. document…or that they don’t “come from out of
no where”.
Go through your document and see if you can spot
misfits. Is your mission to drive trial and you aren’t Senior Managers are very skilled at finding Tubas—
sampling? If you want to be the “category leader in find them before they do.
innovation”, then why are we not launching any new

34. 34
Plan Consistency
and Flow Strategy and Sub Strategies
Product Pipeline Communications Professional In Store
Strategy Strategy Strategy Strategy
We have 4 separate sections of sub
strategies that should all fit in with the overall
brand strategy.
FINAL THOUGHTS
1. Pretend you are different audience members. 5.Tell a story. Don’t get too wrapped up in numbers,
Anticipate their questions and try to re-write and theories or models, etc.
answer them within.
6. Strategic Thinking: Understand how your brand
2. This is a historical document. Think how the makes money, know how your assets match to the
next brand manager comes in and what they need consumer, understand early wins and gateways, and
to know. finally stay on strategy.
3. Be as concise as you can be. I love to see that 7. Everyone that works on the team will follow
my brand plans are shorter than anyone else’s plan. this document to your full intentions: Ad agency,
promo house, sales team etc.
4. Make sure your document has a flow to it:
No Tubas.