Consumer Centricity

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Workshop to help turn consumer insights into a brand strategy that will help the brand win in the market

Workshop Agenda
1. How to use consumer insights to bring the consumer to life 
2. How to use consumer insights to define your brand
3, How to use consumer insights to develop brand strategy

Published in: Marketing, Business, Technology

Consumer Centricity

  1. 1. Workshop to help turn consumer insights into a brand strategy that will help the brand win in the market Consumer Centricity
  2. 2. We make brands stronger. We make brand leaders smarter. Define the Brand Think Strategically Big Idea At Beloved Brands, we use a branding approach Vision Analysis Key Issues Strategies Execution • Advertising • In-Store • Innovation • Consumers • Category • Channels • Competitors • Brand Values, Goals • Experience Brand Plan Create Brand Plans Inspire creative execution Analyze performance Sm art Creative Ideas
  3. 3. We make brands stronger. We make brand leaders smarter. The ways of the modern consumer have changed, impacting what it takes for brands to win. Brands must think about consumer insights as a coveted asset from which they can their growth with a base of loyal brand fans. The consumers in today’s world now see 7,000 brand messages per day, far too many for their brains to handle. They filter out the irrelevant advertising and gravitate only to those brands that capture their minds and their hearts. Consumers are constantly distracted—working, walking, talking, texting, driving, searching and clicking—rarely doing one thing at a time. Consumers are tired of being burned by faulty brand promises. Their instinct is to doubt first, test second, and at any point they are willing to cast aside those brands that do not live up to their original promise. They stay loyal to brands that speak directly with them and those that offer the most amazing experiences that exceed their expectations. Consumers take control of the buying process, literally at their finger tips. They feel empowered knowing that they matter more than they ever have before. Right in the moment, they openly voice their pleasure and displeasure to their friends, empowered knowing the influence they bring. Consumers may explore rationally, but engage emotionally with brands they believe in.
  4. 4. We make brands stronger. We make brand leaders smarter. Indifferent Love It Like It Beloved We use the Brand Love Curve to get in the shoes of the consumer and understand how they see your brand Consumer Unknown Satisfied A logical, practical choice. Begin to trust the brand. No emotional bond or feeling. Unfamiliar Never saw brand before. Must be new. I don’t know anything about brand. No Opinion Don’t really see difference. Confused or not interested. Stick to current brand. Crave It Emotional choice, lifestyle fit. Great experience. One of your favorite brands. Part of a routine. Brand Lovers Self expressive, emotional Rituals, memories built into your life. Never switch.
  5. 5. We make brands stronger. We make brand leaders smarter. As the brand moves to the beloved, demand becomes desire, needs become cravings, thinking is replaced with feelings. Beloved'Brands'Survey'Tracker' ©'Beloved'Brands'Inc.''' It will do Unfamiliar Other Brand Basic Needs Easily Switch Use It Functional Enjoy It Rational Random Loyal Emotional Connected Favorite Routine Un-relenting Personal Possessive Outspoken Ritual BelovedIndifferent Like It Love It
  6. 6. We make brands stronger. We make brand leaders smarter. Indifferent Love It Like It Beloved Unknown Where consumers believe your brand sits on on the Brand Love Curve should guide your next strategic move Get noticed so consumers see the brand in a crowd Establish brand positioning in the consumer’s mind Magical experiences that inspire brand lovers to influence their friends Tighten bond with your most loyal brand lovers Build a trusted following with each happy purchase
  7. 7. 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.
  8. 8. How to use consumer insights to bring the consumer to life  How to use consumer insights to define your brand How to use consumer insights to develop brand strategy 1 2 3 Workshop Agenda
  9. 9. Who is the most motivated to buy what you do? Everything starts and ends with the Consumer in mind. Listen to your consumers, build rich consumer insights by getting in their shoes to understand their mindset and speaking in their voice as you work to represent them to your brand. Instead of just asking which consumers you want, ask which consumers want you so you can focus on those who matter the most to your brand. How to use consumer insights to bring the consumer to life  1
  10. 10. We make brands stronger. We make brand leaders smarter. 7 Questions to define the consumer 1. What is the description of our consumer target? 2. What are their main needs? 3. Who is their enemy that torments them everyday? 4. What are the insights about the consumer? 5. What do they thinking now? 6. How are they buying? 7. What do we want them to see, think, do, feel or whisper to their friends? Target Consumer
  11. 11. We make brands stronger. We make brand leaders smarter. Target Everyone 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 customer 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.
  12. 12. While 
 PRODUCTS 
 solve small problems 
 we didn’t know we had… …BRANDS beat down the enemies that torment us every day.
  13. 13. 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”
  14. 14. Consumer Insights are little secrets hidden beneath the surface, that explain the underlying behaviors, motivations, pain points and emotions of your consumers.
  15. 15. We make brands stronger. We make brand leaders smarter. Explanations of data breaks, drivers, inhibitors, trends with consumers, channels, competitors Observe consumer reactions in focus groups, product tests, ad testing, direct consumer engagements to add to insights. Listen to Voice of Consumer (VOC) with comments on social media, brand reviews, market research. Look for word choices. Use our emotional need state cheat sheet to understand potential emotional insights. Map out your consumer’s life, understanding the underlying behaviors, motivations, pain points and emotions on the path to purchase. What we see (observations) 2 What we read (Facts/Data) What we hear (Consumer Voice) 31 The Functional and Emotional Need States Emotional Need States Curious for knowledge Sense of optimism Stay in control Feel comfortable Feel myself Feel liked Feel free Get noticed What we sense (Emotional Needs) Life Moments (Day in the life) 4 5 The 360 mining for consumer insights
  16. 16. We make brands stronger. We make brand leaders smarter. Finding Consumer Insights requires you to look underneath the consumer data you see at the surface Big data is only valuable when turned into stories that can share the wisdom gained from the data.Think slowly through your analysis to avoid making snap instinctual decisions on one data point without gaining the understanding of the richness in underlying insight and cause. Ask questions that force you deeper. Data Information Knowledge Wisdom Who? What? When? Where? How? Why? Context Understanding
  17. 17. We make brands stronger. We make brand leaders smarter. 1st So What 2nd So What 3rd So What 4th So What 5th So What If Consumer Insights lay beneath the surface, ask “so what does this mean” 5X to dig for richer consumer insights Data point at the Surface level Deeper fact based Consumer Insight A useful way to turn data into insight is to ask yourself 5 times “so what does this mean” and you will see the opinion turn into a fact based consumer insight that can align a team and drive action. “I am so busy driving my kids around, I can never get to the bank during banking hours. I wish there was a bank that worked around my life, rather than me working around the banks’ life”. Recent research shows customers would use the bank 3.4x/month and spend $56 more/month if our Bank were open till 8pm. • With more flexible hours, customers would use the bank more often. • The modern banking customer is so busy, that it has become almost impossible to get to bank during “bankers hours” • People are so busy, that if they can’t get to the bank during bankers hours, they just wont even bother or find other service providers. • Customers find it very frustrating in this modern world, that banks still close at 4pm. They find it ridiculous. • Customers wish banks realized how busy they are. We heard “I’m working full time. I have two kids doing actives and I have my personal time “
  18. 18. We make brands stronger. We make brand leaders smarter. Business Review • Gray’s is under-developed on usage frequency, vs. the category norm and vs. Dad’s the nearest competitor. If we could match the norm, we could triple our business. • Even amongst the most loyal consumers, most use it as a treat (4x per year) rather than a usual brand. Gray’s needs creative way to build a new routine that links closely with the consumer’s current life. Consumer Insight: “I eat Gray’s when I want to be good. But I keep eating Oreos when I want to be bad. I almost forget about Gray’s when I’m eating Oreos.” 0 2.5 5 7.5 10 Dad's Gray's Devon's Norm 7.3 5.6 2.2 9.3 Boxes per year 13% 25% 25% 38% weekly monthly 4x per year 1x per year Usage Frequency Low purchase frequency (2.2 boxes per year vs. norm of 7.3) even among the most loyal early adopters. Your analytical conclusion Tell analytical story in 2-3 points. Keep asking “so what” to get inside the consumer’s head to see what is creating the business problem. Supporting visuals to tell the story How to turn big data into thoughtful consumer insights Set up business problem
  19. 19. We make brands stronger. We make brand leaders smarter. Business Review • In a blind taste test, Gray’s performed equal to the consumer’s regular cookie. Consumers said they would make it their regular cookie. • In the market, Gray’s guilt free promise leads a high conversion to purchase beating the norm (65% to 50%) and considerably higher than the other two ‘healthy’ cookies (Dad’s and Sarah’s) • Gray’s surprising great taste helps drive a high repeat, beating norm 40% to 25%. Gray’s needs to lead with ‘guilt free’ promise, yet use the surprising great taste to drive repeat purchase. Consumer Insight: “Cookies are my weakness. If this cookie tastes as good as the ones I know are really bad for me. I wouldn’t feel so bad eating this one” Repeat % Conversion % to Purchase Sarah’s Dad’s Norm Gray’s Sarah’s Dad’s Norm Gray’s Gray’s taste is well liked by consumers. Taste drives a high conversion of trial to purchase (65% versus a norm of 50%). Your analytical conclusion Tell analytical story in 2-3 points. Keep asking “so what” to get inside the consumer’s head to see what is creating the business problem. Supporting visuals to tell the story How to turn big data into thoughtful consumer insights Set up business problem
  20. 20. We make brands stronger. We make brand leaders smarter. How many HH’s are buying my brand? (Penetration) Penetration: Percent of Households (HH) who purchased a product, shopped in a certain channel or retailer at least once during the measured period. Buying rate or sales per buyer: Total amount of product purchased by the average buying household over an entire analysis period, expressed in dollars, units or EQ volume. Purchase frequency or trips per buyer: number of times the average buying household purchases your product over a whole time period (usually a year). Purchase Frequency remains the same regardless of which sales measure is used (dollars, units or EQ volume) Purchase size or sales per trip: Average amount of product purchased on a single shopping trip by your average buyer. Like the buying rate, purchase size can be calculated in terms of dollars, units or EQ volume. How much is each HH buying? (Buying Rate) How much do they buy each time? (Sales per trip) How often does each HH buy? (Frequency) What’s driving the sales of my brand? Sales = (Total Number of HH x Penetration) x Buying Rate A DC B A D C B How to use consumer tracking to set up consumer insights
  21. 21. We make brands stronger. We make brand leaders smarter. How to use consumer tracking to set up consumer insights Sales = (Total Number of HH x Penetration) x Buying Rate HH Penetration 2016 2017 Category Norm Gray’s 2.4 5.2 27.6 Dad’s 5.4 3.8 Devon’s 1.3 1.3 Oreo 63.3 61.5 Frequency per year 2016 2017 Category Norm Gray’s 9.4 9.3 30.1 Dad’s 8.3 4.8 Devon’s 32.3 32.3 Oreo 43.5 44.1 Penetration measures what percent bought a box of cookies in the current year. A niche product will usually have a low penetration. In this example, all the healthy cookie are below 5%, while the mainstream brand has a very high penetration of 60%. This means 60% of HH’s bought at least one box of Oreos. Frequency measures how often the household bought a box, in this case how many boxes per year. While Devon’s is a very niche brand, they have built a nice routine with purchases every two weeks. Gray’s has a ‘routine’ problems, with purchases less than once a month. A smart analytical brain will just start to compare everything to everything till you find something. Compare to last year, other small brands, the big brand, vs the norm. Build your story with each data break you see.
  22. 22. We make brands stronger. We make brand leaders smarter. Sales = (Total Number of HH x Penetration) x Buying Rate HH Penetration 2016 2017 Category Norm Gray’s 2.4 5.2 27.6 Dad’s 5.4 3.8 Devon’s 1.3 1.3 Oreo 63.3 61.5 Frequency per year 2016 2017 Category Norm Gray’s 9.4 9.3 30.1 Dad’s 8.3 4.8 Devon’s 32.3 32.3 Oreo 43.5 44.1 Digging in for possible stories 1. Gray’s has doubled penetration the past 12 months. “Guilt free” advertising working. 2. Yet frequency has not moved at all. Dig deeper to see if any consumers are making it a routine. Who came in and out? Why is taste not holding consumers? 3. Looks like Gray’s might be stealing from Dad’s, who dropped on penetration the past year. Can we find out who has moved over? 4. Dad’s is falling on both measures. Could they be in trouble? Can we accelerate that trouble? What type of consumer is leaving Dad’s? Is it big enough to make it worth targeting? 5. Gray’s penetration and frequency is so much smaller than the mainstream cookies. Which measure has more potential to move? 6. Devon’s flies under the radar at only 1.3 HH penetration, but very high frequency. What are they doing to drive routine we can learn from? The reality is that each data point will lead you to dig a layer deeper. Keep asking “so what does this mean” until the story becomes clear. With a lot of choices, narrow down to most important 2-3 bullet points. How to use consumer tracking to set up consumer insights
  23. 23. We make brands stronger. We make brand leaders smarter. A penetration strategy gets someone with very little experience with your brand to likely consider dropping their current brand to try you once and see if they like it. A usage Frequency Strategy gets someone who knows your brand to change their behavior in relationship to your brand, either changing their current life routine or substituting your brand into a higher share of the occasions. The strategic flaw of most brand plans is trying to drive penetration and usage frequency at the same time.
  24. 24. We make brands stronger. We make brand leaders smarter. Grocery Channel Scores Overall Category Dollars 119M % volume growth vs LY 6.3% % dollar change vs LY +19.1% Your Brand Share 33% % change vs LY +3.3 points % dollars change vs LY 31.3% Your brand’s avg Price $6.33 % change vs LY +3.3% Price Index vs Category 125 Share of co-op ads 43% % change vs LY +18% Co-op Index vs Category 143 Share of Merchandising 18% % change vs LY -2% Merch Index vs Category 53 Percent of Distribution 83% Change vs LY +14 points Go hunting for most common data breaks that help tell a story. 1. At the macro level, compare category growth rates to overall economic growth or bigger macro category (e.g. cereal to overall grocery). Then compare volume and dollar growth, to see impact of pricing or consumer trading up to more expensive options. 2. At brand share level, look at share point change and what brands the brand is stealing from. Compare growth rate to overall category growth rate,signaling brand health. 3. Any other measure (price, display, distribution or merchandising), develop a ‘fair share index’ by diving the share of that measure by your overall market share. For instance, this brand has 43% of merchandising which is a fair share index of 143. (43%/33%). When outside the range of 90-110 index, there likely is a story to dig deeper on. With a lot of choices, narrow down to most important 2-3 bullet points. How to use market share data to set up consumer insights
  25. 25. We make brands stronger. We make brand leaders smarter. B A Ratio Scores • First take a look at the absolute brand funnel scores, compare them to last year, compare to competitors and versus the category norms. • Then you want to look the brand funnel ratios, finding the percent conversion from one stage to the next. To create the ratios, divide the absolute number by the number above it on the funnel. A B 93% 87% 82% 63% 16% 2% Awareness Familiar Consider Purchase Repeat Loyal 91% 94% 77% 25% 12% Absolute Scores Analytical Process How to use brand funnel data to set up consumer insights
  26. 26. We make brands stronger. We make brand leaders smarter. What’s most useful is to compare the ratios of your Brand to the ratios of your nearest competitor. In this second part of the analysis, the ratio becomes the focus. Compare the ratios, finding the gap at each of the stages. You will start to see where your ratio will either be stronger or weaker than the comparison brand. Explain the difference between the 2 brands finds the biggest gaps and tells a strategic story for the gap.   C D E Aware Familiar Consider Purchase Repeat Loyal Your Brand 95 87 82 63 16 2 Brand x 98 96 85 73 35 20 91% 94% 12%25%77% 98% 88% 63%48%86% Gap -7% + 6% -9% -23% -51% C Ratio Scores D Ratio Gaps E Analyzing the biggest gaps How to use brand funnel data to set up consumer insights
  27. 27. We make brands stronger. We make brand leaders smarter. How the brand funnel helps focus marketing activity • Brand funnels becomes thicker as the brand becomes more loved. It’s not just about driving particular numbers but about moving them from one stage to the next. • To drive trial you need to gain consideration first (the brain) and then you need to move the consumer towards purchase and through the experience. To drive loyalty (the heart) you need to create experiences that deliver the promise and use tools to create an emotional bond with the consumer. • Awareness is never enough, anyone can get that. But consideration is the point you start to see that your brand idea starts to connect and move the consumer. Awareness Familiar Consider Purchase Repeat Loyal We m We make b Consider Aware Fan Loyal Repeat Satisfied Buy Search Assess how consumer’s shop, to know potential triggers them along the Consumer Buying System Consumer
  28. 28. We make brands stronger. We make brand leaders smarter. Understand the functional and emotional need states Functional Need States Emotional Need States Makes you smarterWorks Better Helps your family Helps you be healthier Sensory Appeal Simplifies your life Saves you money Experience Curious for knowledgeSense of optimism Stay in control Feel comfortable Feel myself Feel liked Feel free Get noticed Stay Connected
  29. 29. We make brands stronger. We make brand leaders smarter. Put yourself in the shoes of your consumer and map out their average day through their eyes Media at the life moments when consumers are most willing to engage 7am 9am Noon 9pm 7pm 11pm 3pm 5pm Look beneath the surface, to explain their behaviors, motivations, pain points and emotions of your consumers at each point of the day. Understand what they think at each part of the day, where they might be most open to listening to your message and what is the insight at that moment.
  30. 30. We make brands stronger. We make brand leaders smarter. Understand the “many moments of me” during the week No one is the same all the time. We meander through our week changing our moods. Families or friends on the weekend, back at it on Mondays, both work and gym. Tired mid week. Plan weekend on Thursday, party on Friday. Map out the moods, enemies, insights during the week. Sunday Monday Tuesday Wednesday Thursday Friday Saturday
  31. 31. We make brands stronger. We make brand leaders smarter. Tap into “life moments” that alter your consumer’s outlook Each life moment open us up to new thinking. Find insights that only those in the life moment would understand/appreciate. “You never feel grown up, until that first night you sleep in your own place.” “You never feel grown up, until one of your parents faces a serious health scare for the first time”. These are both true, but only in or near the moment, would they resonate.
  32. 32. We make brands stronger. We make brand leaders smarter. Turn qualitative research and social media into key words to help form consumer insights Non-smoker Irritable Grouchy Failure Longtime Parties smoke-free Peers Irritable With friends Teenager Habit Pressure angry Out of control Goals Can’t do it Weak Nextyear Optimism Spouse Feel good Tried so many times Keep failing Can’t stop Getfat Social Want to so badly Clothes smell Scared Hatemyself Goesgreatwithcoffee Smoke first thing in the morning Anxiety Become a monster Crying First day Possible I wish I could quit Not this year Hate myself I become the worst version of me Can’t afford it anymore Feel like a loser Success Need help
  33. 33. We make brands stronger. We make brand leaders smarter. I lack the confidence to quit, and I feel out of control each time I make an attempt to quit. What we sense (Emotional Zones) 4 “I feel guilty that I can’t quit. I know it’s expensive. But when I do, I’m really not myself. I get so irritable that I give up” What we hear (Consumer Voice) 3 Consumers will attempt to quit smoking on their own 7.2 times, before reaching for a quit smoking aid. What we read (Facts/Data) 1 Each time I quit, I’m miserable. I take it out on those around me, my friends, my wife. I think they’d almost rather I smoke than have to deal with me. Maybe next year. Insight Statement (Connection Point) “I know I should quit. I’ve tried to quit so many times, it’s ridiculous. I’m not myself, I’m grouchy, irritable, out of control. Quitting smoking sucks.” Life Moments (Day in the life) 5 Smokers become agitated when talking about quitting smoking. You can see how frustrated they are with their failed attempts. What we see (observations) 2 Consumer Enemy (Pain Point) “I fear quitting smoking will bring out the worst monster in me, the worst version of me.” Case Study: 360 consumer insights for quit smoking
  34. 34. We make brands stronger. We make brand leaders smarter. We recommend that consumer insights should start with “I” to get you into the consumer’s shoes and then use quotes to ensure you are using their voice. Good consumer insights should get in the shoes of your consumer and use the consumer’s voice For a Bank: “I am so busy driving my kids around, I can never get to the bank during banking hours. I wish there was a bank that worked around my life, rather than me working around the banks’ life”. Quit Smoking: “I know I should quit. I’ve tried to quit so many times, it’s ridiculous. I’m not myself, I’m grouchy, irritable and feel out of control. Quitting Smoking Sucks.” For a Bank: Recent research shows customers would use the bank 3.4x/ month and spend $56 more/month if our Bank were open till 8pm. Quit Smoking: There are no real competitors. But studies show that people try to quit cold turkey 7x before reaching for a smoking aid to help them quit. Lousy, boring insights end up flat Good insights inspire creativity Cookie: “I have tremendous will-power. I work out 3x a week, watch what I eat to maintain my figure. But we all have weaknesses and cookies are mine. I just wish they were less bad for you” Cookie: I love cookies and would love to eat a low calorie cookie that tastes great.
  35. 35. Consumer Insights come to life when they are told in such a captivating way that makes consumers stop and say “Hmmm, that’s exactly how I feel. I thought I was the only one who felt like that.”
  36. 36. We make brands stronger. We make brand leaders smarter. • Consumer insights demonstrate to your consumers that we understand them, and the consumer enemy elevates the consumer problem that the brand solves. • Consumer insights educate, inspire and challenge the creative teams to produce amazing brand communication that immediately connects with consumers. • Consumer insights should be at the forefront of every product concept to immediately connect, letting consumers know this product has been designed for you. • Consumer insights inspire shopper insights, as you begin to understand how your brand impacts their life moving through a buying system on the path to purchase. • As you see how the consumer interacts with our brand, you begin to listen, adjust and win over the consumer as they build our brand into the rituals of their lives. Brand Promise Purchase Moment Innovation Experience Bring Consumer Insights to life in each of part of your brand’s five consumer touch-points Brand Story Big Idea & Brand Positioning Creative Brief and Media Plans Product Concepts and New Technology Shopper Marketing and Retail Programs Brand Culture and Consumer Experience
  37. 37. We make brands stronger. We make brand leaders smarter. CREATIVE(BRIEF(( 1.""Why(Are(We(Adver3sing( Drive&trial&of&the&new&Grays&Cookies&as&“The&Healthy&Choice&to&Snacking”&brand&posi>oning.&&& 2.#What’s(the(Consumer(Problem(We(are(Addressing( I’m&always&watching&what&I&eat.&&And&then&BAM,&I&see&a&cookie&and&I’m&done.&&As&much&as&I&look&aHer& myself,&I&s>ll&like&to&sneak&a&cookie&now&and&then.&&" 3.((Who(are(you(talking(to?( “Proac>ve&Preventers”.&Suburban&working&women,&35L40,&&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&stressLreliever&and& escape&even&for&people&who&watch&what&they&eat.&&&&" 4.((Consumer(Insights( L&“I&have&tremendous&willLpower.&&I&work&out&3x&a&week,&watch&what&I&eat&and&maintain&my&figure.&&But& we&all&have&weaknesses&and&cookies&are&mine.&&I&just&wish&they&were&less&bad&for&you”& L&&“I&read&labels&of&everything&I&eat.&&I&s>ck&to&1500&calories&per&day,&and&will&find&my&own&ways&to& achieve&that&balance.&&&If&I&eat&a&400&calorie&cookie,&it&may&mean&giving&something&up.”& 5.(What(does(our(consumer(think(now?( I’ve&never&heard&of&Grays&Cookies.&&But&I’d&likely&need&to&try&it&and&see&if&I&like&it.&&If&it&really&does&taste& that&good,&it’s&something&I&might&consider&as&a&snack.&&& 6.((What(do(you(want(your(consumer(to(think/feel/do?((Desired(Response)( We&want&them&to&try&Grays&and&see&if&they&like&the&great&taste.&&" 7.((What(should(we(tell(them?((S3mulus:((benefit)( With&Grays&Cookies&you&can&s>ll&have&a&great&tas>ng&cookie&without&the&guilt,&so&you&can&stay&in& control&of&your&health.&& 8.((Why(should(they(believe(us?( In&blind&taste&tests,&Grays&Cookies&matched&the&market&leaders&on&taste,&but&only&has&100&calories&and& 2g&of&fat.&&In&a&12&week&study,&consumers&using&Grays&once&a&night&as&a&desert&were&able&to&lose&5lbs.&&& 9.((Brand(Posi3oning(Statement( For&“Proac>ve&Preventers”,&Women&30L45,&Grays&Cookies&are&the&best&tas>ng&yet&guiltLfree&pleasure# so&you&can&stay&in&control&of&your&healthy&lifestyle.&&That’s&because&Grays&combines&the&great&taste&in&a& low&fat&and&calorie&sensible&cookie.&In&blind&taste&tests,&Grays&Cookies&matched&the&market&leaders&on& taste,&but&only&has&100&calories&and&2g&of&fat.&&In&a&12&week&study,&consumers&using&Grays&once&a&night& as&a&desert&were&able&to&lose&5lbs.&&& 10.((Tone(and(Manner( Successful,&Mo>vated,&Reliable,&In&Control,&Natural.& 11.((Media(Op3ons( Main&crea>ve&will&be&in&specialty&health&magazines,&event&OOH&signage&and&inLstore.&&Want&to&carry& the&idea&into&digital,&social&media&and&a&microsite.&&& 12.((Mandatories( The&line:&“best&tas>ng&yet&guiltLfree&pleasure”&is&on&the&packaging.&25%&of&Print&must&carry&the&Whole& Foods&logo&as&part&of&our&lis>ng&agreement&and&include&the&Legal&disclaimer&on&the&taste&test&and&the& 12&week&study.&&& Consumer insights are the starting point for the brand’s Consumer Benefits Ladder Consumer insights help consumers to connect quickly with Concepts Consumer insights allows us to build a BIG IDEA that creates a bond between brand and consumers Consumer insights in the Creative Brief inspires Agency to make great work Build Media Plans around Consumer insights at each stage of the buying system Consumer Insights should anchor every planning tool Benefits Ladder Consumer Target Product features Functional benefits Emotional benefits
  38. 38. We make brands stronger. We make brand leaders smarter. At Beloved Brands, we promise to make your brand stronger and your brand leaders smarter. We believe big ideas, focus and passion matter, because the more loved a brand is by consumers, the more powerful and profitable that brand will be. We will challenge you to think different, because the thinking that got here may not get you to the next level. Our Credo Consumer Insights should show up in everything brands do The best brand communications has consumer insights central to the brand story, helping establishes a unique own- able positioning that moves consumer to see, think, feel, act or scream. With consumer enemies and nights brands can develop an INNOVATION PLAN that uses a stage-gate process to drive new ideas, concepts, testing, launches through the system. Using consumer insights to build brand experience by Influencing the CULTURE by creating a BRAND CREDO helping to frame the purpose, values and sets up the service behaviors. Turning consumer insights into shopper insights allows the brand to Influence the PURCHASE MOMENT with channels, merchandising and e-commerce
  39. 39. We make brands stronger. We make brand leaders smarter. We summarize our great work into a Consumer Target Profile that can be used in everything we do Target Consumer Target Name Pro-Active Preventers Target Description • Suburban working women, 35-40, 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 • Great tasting food, satisfy craving, healthy choices, maintain weight. Their enemy • Guilt, failure, out of control diet, temptation. Insights that tell their story • “I have tremendous will-power. I work out 3x a week, watch what I eat to maintain my figure. But we all have weaknesses and cookies are mine. I just wish they were less bad for you” • “I read labels of everything I eat. I stick to 1500 calories per day, and will find my own ways to achieve that balance.” What do they think now? • I have only recently heard of Gray’s Cookies. I’ve tried them a few times and did like them. I wouldn’t say I use them all the time. How are they buying? • Most have been influenced by friends who have tried. Those who are buying, still do so less frequently than their normal favorite cookies. The household has yet to adopt the product. The mom uses it when she’s trying to diet. We want them to think/feel/do • See: Get noticed so consumers are aware of Gray’s, see it on shelf, see actual product. • Think: Gray’s might be a healthy alternative to my favorite cookies. • Do: Try Grays to see if they like the great taste. • Feel: Feel more in control with Gray’s as part of their routine, feeling less guilt. • Whisper: Tell their friends they love Gray’s, and share the success they are having.
  40. 40. We make brands stronger. We make brand leaders smarter. Questions to dig in to better understand consumers 1. Who are your possible target market consumer segments? Are they growing? How are you measuring them? 2. Who are the most motivated consumers by what you have to offer? 3. Who is your current target? How have you determined demographics, behavioral or psychographic, geographic and usage occasion? Generational trends? 4. How is your brand performing against the target segment? Share, sales, panel data, funnel data, tracking scores? By channel or geography? 5. What drives consumer choice? What are the main need states? How so these needs line up to your brand assets? 6. Map out the buying system and assess your brand’s performance in moving through each stage. Are consumers changing at stages? Are you failing at stages? 7. What are the emerging consumer trends? How does your brand match up, to potentially exploit? Where would your competitors win? 8. What is the ideal brand experience and unmet needs we can attach the brand to? 9. What are the emotional and functional benefits? How is the brand performing against them? How are you doing in tracking studies to meet these benefits? 10. What are consumers’ perceptions of your brand and your competitors?
  41. 41. How to use consumer insights to define your brand What is your main benefit (rational/emotional) Doing a Consumer Benefits Ladder helps to organize your thinking as a great tool for bringing the benefits to life. Find the rational benefit by putting yourself in the shoes of the consumer and seeing the brand features from their eyes: start asking yourself over and over “so if I’m the consumer, what do I get from that?”. Then find the emotional benefit by asking “so how does that make me feel?” 2
  42. 42. We make brands stronger. We make brand leaders smarter. What consumers want The ideal space for your brand to PLAY matches up what consumers want with what your brand does best What your brand does best The first step is to match up what your consumers want with what your brand does best After defining your target market, you should begin by matching up your target market’s need states against your brand assets. Match Up the consumer wants to your brand assets
  43. 43. We make brands stronger. We make brand leaders smarter. What consumers want What your competitor does best What your brand does best Winning Zone: your brand’s clear difference matters to consumers The ideal space for your brand to WIN is where ONLY your brand can match up to what the consumer wants
  44. 44. We make brands stronger. We make brand leaders smarter. What consumers want What your competitor does best What your brand does best Losing Zone: When competitor meets consumers needs better than you Risky Zone: Win with speed, emotion or innovation Dumb Zone: Competitive battle where consumer does not care Winning Zone: Your brand’s clear difference matters to consumers To be successful, brands have to be better, different, cheaper…or else they will not around for very long.
  45. 45. The four elements of a Brand Positioning Statement To (Target) • Who is in the consumer target? What slice of the population is the most motivated to buy what you do? Your brand is the (Category) • Where do you play? What is the frame of reference that helps to define the space in the marketplace that you compete in? That is the (Benefit) • Where do you win? What is the promise you will make to the consumer target, thinking about 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
  46. 46. We make brands stronger. We make brand leaders smarter. Target and insights What do consumers want? Product features What does your product do? Functional benefits What do consumers get? Emotional benefits How does that make them feel? Consumers Define target, need states, enemies and insights. Functional In the consumer’s voice, answer, “So, what do I get?” Use a Consumer Benefits Ladder to be consumer centric Features Product-focused strengths, claims, differences or unique offerings. Emotional Look at rational benefit, asking, “So how does that make me feel?” 1 2 3 4
  47. 47. We make brands stronger. We make brand leaders smarter. Makes you smarter Works Better for you Helps your family Helps you be healthier Faster More powerful Safer Lasts Longer Keeps you organized Saves time Social Latest Fashions Latest technology Sounds Taste Smell Sights Education Comfort Life Stages Mental Health Better Home Prevents Weight/Exercise Lower Risk Track Success Resale value Invest for future Advice Solutions Teaching Helping hand Sensory Appeal Simplifies your life Stay Connected Hassle Free This helps find the ideal 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
  48. 48. We make brands stronger. We make brand leaders smarter. Curious for knowledge Sense 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 Consumer Values This helps find the ideal emotional benefits
  49. 49. We make brands stronger. We make brand leaders smarter. Helps your family Keeps you organized Life Stages Better Home Resale value Simplifies your life Saves you money Moments Efficient Feel comfortable Feel myself Easy-going Nurtured Down- to--earth Relaxed Honest Family Functional Emotional Curious for knowledge Stay in control Trust Safe Reliable Informed SmarterWisdom Makes you smarter Works Better Safer Life Stages Better Home Solutions Helping hand Quality Helps your family How it is made Works Better Faster Sights Sensory Appeal Touch/Feel Quality Experience Responsiveness Subconscious Luxurious Performance Alive Cool Playful Popular Feel free Get noticed Excited Comfort Comfort Memorable Sounds Good value Build your brand around unique benefit clusters
  50. 50. We make brands stronger. We make brand leaders smarter. Example of the Consumer Benefits Ladder worksheet Target: “Proactive Preventers”. Suburban working women, 35-40, 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. Consumer Enemy: Guilt, failure, out of control diet, temptation. Insights: 1) “I have tremendous will-power. I work out 3x a week, watch what I eat and maintain my figure. But we all have weaknesses and cookies are mine. I just wish they were less bad for you” 2) “I read labels of everything I eat. I stick to 1500 calories per day, and will find my own ways to achieve that balance.” Emotional Benefits: 1) I feel in control of my health. 2) I feel more confident in my diet. 3) I feel more knowledgeable about what I am putting in my body. Functional Benefits: 1) I get a great tasting cookie, as good as my current cookie 2) I get a low calorie snack to make my diet easier. 3) I can eat this when I’m hungry. Features: 1) In blind taste tests, Grays matched the market leaders on taste, but only has 100 calories and 2g of fat. 2) In a 12 week study, consumers using Grays once a night as a desert were able to lose 5 pounds. 3) All natural ingredients.
  51. 51. We make brands stronger. We make brand leaders smarter. Find benefits that are the most motivating to consumers and offer highest potential to be own-able for your brand. Losing Zone Winning Zone Dumb Zone Risky Zone Guilt Free Alternative Low Calorie Less Fat All Natural Ingredients Lose 5 pound in 2 weeks Feel Smarter about food Feel in control of your weight Feel more confident More comfort in choices New Favorite Cookie How motivated are consumers by your benefit High High Low Low How own-able is this benefit for your brand
  52. 52. We make brands stronger. We make brand leaders smarter. A great articulation of the difference between functional product features and emotional brand benefits.
  53. 53. We make brands stronger. We make brand leaders smarter. Stop telling consumers what you 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 cereal is a great tasting low calorie cereal. Using Gray’s twice a day, you can lose 5 pounds in two weeks. With Gray’s, you can feel inspired to stay in control of your weight.
  54. 54. We make brands stronger. We make brand leaders smarter. Building a winning brand positioning statement To (Target) • Healthy proactive preventers who want to do more for their health, working moms, who are 35-40 years old. Gray’s is the (Category) • Tasty healthy cookie option That is the (Benefit) • A Guilt free cookie that tastes so good that you can stay in control of your health That’s because (Support Points) • In blind taste tests, Gray’s matched the leaders on taste, but only 100 calories and 3g of net carbs. • In a 12-week study, consumers using Gray’s once a night as a desert were able to lose 5-10 pounds. 1 2 3 4 For the healthy proactive preventers, who want to do more for their health, Gray’s is a guilt free cookie that tastes so good that you can stay in control of your health. That’s because in blind taste tests, Gray’s matched the leaders on taste, but only 100 calories and 3g of carbs. In a 12-week study, consumers using Gray’s once a night as a desert were able to lose 5-10 pounds.
  55. 55. We make brands stronger. We make brand leaders smarter. Brand Soul Big Idea Think of the Brand Soul as 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 Soul 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 Soul. A brand finds equilibrium when the Brand Soul, Big Idea and Reputation are all the same.
  56. 56. 7-second pitch 60-second pitch 30-minute pitch Lifetime brand pitch Decision Point Experience Point Entry Point Testing Point Consumer A Big Idea ensures that a brand has consistency in the consumers mind as they notice, test, decide and experience the brand.
  57. 57. We make brands stronger. We make brand leaders smarter. Consumers first connect with the brand’s Big Idea, which should be an outer reflection of the Brand Soul Big Idea The Brand BIG IDEAS help simplify and organize brand messages making it easily understood and remembered. The idea must be unique, own-able and motivating. The Big Idea must gain a quick entry, be layered easily across the organization and have longevity over the life of the brand. All activity on the brand must be organized under the Big Idea. The Consumer
  58. 58. We make brands stronger. We make brand leaders smarter. Apple makes technology so simple that everyone can be part of the future. Special K inspires and empowers women to take control and maintain their healthy body. Starbucks provides a personal moment of escape from a hectic life, between work and home. Rolex is assembled with scrupulous attention to detail, Rolex is a sign of prestige and success. Can you explain your brand in 7 seconds? 7 second brand BIG IDEAS help simplify and organize brand messages making it easily understood and remembered. The idea must be unique, own-able and motivating. The Big Idea must gain a quick entry, be layered easily and have longevity over the life of the brand. All activity on the brand must be organized under the Big Idea.
  59. 59. We make brands stronger. We make brand leaders smarter. Products & Services Consumer Reputation Brand Role Internal Beacon Influencer Reputation Inner Brand SoulOutward Reputation The Bridge The Big Idea Blueprint Big idea must express the brand’s soul and reputation. Must be interesting, simple, unique, inspiring, motivating and own-able.
  60. 60. We make brands stronger. We make brand leaders smarter. Products and Services Consumer Reputation Brand Role Internal Beacon Big Idea has to accurately express the brand’s soul and outward reputation. It must be interesting, simple, unique, inspiring, motivating and own-able. Influencer Reputation What is the focused point of difference that your products or services can win on, because they meet consumer needs, and separates your brand from competitors? What is the internal rallying cry that reflects your brand’s purpose, values, motivations helping inspire, challenge and guide the culture? These words should come from your brand’s soul.What is the link between the consumer and the brand, reflecting the way the brand services, supports and enables the consumers to make the most out of your brand? The brand role links the internal and external sides. What is the desired reputation of the brand, that attracts, excites, engages and motivates consumers to think, feel and purchase your brand? Who are the key influencers and potential partners who impact the brand? What is their view of the brand that would make them recommend or partner with your brand? Big Idea Blueprint
  61. 61. We make brands stronger. We make brand leaders smarter. Apple uses surprising technology that changes the world. We make every product stylish, simple, easy to use. Essential to stay at the fore-front of technology. Products & ServicesConsumer Reputation Apple is an inspiring and enabling coach that teaches you easy ways to unlock modern technology so you can avoid any intimidation or frustration Brand Role At Apple, we are a consumer driven company that starts with the consumer experience and then works back to the technology, to eliminate consumer frustrations. Internal Beacon At Apple, we think like consumers. We make it so easy to use modern electronics, so that you will feel smarter and at the leading edge of technology Apple makes technology so simple that everyone can be part of the future.Product reviewers are long time Apple fans, who see the idea of simplicity, style and design as key separators. Influencer Reputation Big Idea Blueprint
  62. 62. We think like consumers, and make everything easy to use. Technology should not be frustrating. We make it easy to do more/get more. Surprising leap- frog technology built around simplicity Allow consumers to try, touch,feel the products without pressure. Start with consumer experience and works back to the technology. Promise Brand Story Innovation Purchase Moment Experience Big Idea Positioning Advertising and Communication Product Development Selling and Retail Organization and Culture Consumer BrandWe make technology so simple that everyone can be part of the future Apple aligns everything they do around “Simplicity” We make brands stronger. We make brand leaders smarter.
  63. 63. Big Idea Sub Brand Campaign Sub Brand Campaign Sub Brand Campaign J F M A M J J A S O N D TV TV TV Facebook Event Event Sampling Digital Twitter In Store Displays PR PR Facebook FacebookWeather Twitter YouTube Master Brand Anthemic Campaign The Big Idea should guide the Creative Idea that can set up the advertising for the master- brand ads as well as sub brands or promotional ads… …the Big Idea should guide the Media Plan with a balance of how to execute the master brand advertising with sub brands, and promotional ads. Creative Idea Big Idea should organize a consistent delivery of the marketing execution, driving the creative execution and media plan Creative Execution Media Plan
  64. 64. We make brands stronger. We make brand leaders smarter. Social Media Home PageEarned Media SearchPaid Media Purchase 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 Align all marketing execution under the Big Idea Consumer The Brand
  65. 65. We make brands stronger. We make brand leaders smarter. We combine the work from generation the positioning and the Big Idea to build the Brand Concept options BIG IDEA: Grays are the best tasting yet guilt free pleasure
  66. 66. Guilt free pleasure with Gray’s Cookies Try Gray’s Cookies and find your way to stay healthy • Do you feel guilty when you stick your hand in the cookie jar? Wouldn’t it be great if you could just sneak a cookie without worry that you have gone off your diet? • Gray’s Cookies are the best tasting yet guilt free pleasure so you can stay in control of your health. • That’s because Gray’s is low in fat and calories, yet still tastes great. In blind taste tests, Gray’s cookies matched the market leaders on taste, but only 100 calories, with 2g of fat and 3g of sugar. In a 12 week study, consumers using Gray’s once a night as a desert lost10 pounds. Main headline should capture the Big Idea for your brand Use Support visual to summarize concept Enemy or insights helps connect quickly with consumers 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 Brand Concept options
  67. 67. We make brands stronger. We make brand leaders smarter. When doing your Creative Brief, you should think about the desired response before planning what stimulus you will use. Too many Brand Leaders start with the stimulus and focus on what they want to say. But, you should start with the desired consumer response and then let that guide what you are going to tell them. Start with “what do we want our consumer to see, think, do, feel or influence?” Only after you know what you expect from consumers can you answer “What should we tell them?” Consumer 1 2
  68. 68. How to use consumer insights to develop brand strategy Brand strategy starts with a strategic program that has a specific focus where resources will be deployed. There needs to be a market impact that leads to a brand performance result, making the brand healthier or wealthier. 3
  69. 69. We make brands stronger. We make brand leaders smarter. Indifferent Love It Like It Beloved Unknown Where consumers believe your brand sits on on the Brand Love Curve should guide your next strategic move Get noticed so consumers see the brand in a crowd Establish brand positioning in the consumer’s mind Magical experiences that inspire brand lovers to influence their friends Tighten bond with your most loyal brand lovers Build a trusted following with each happy purchase
  70. 70. We make brands stronger. We make brand leaders smarter. Stand out so consumers see brand in the crowd Establish brand positioning in the consumer’s mind Build a trusted following with each happy purchase Tighten bond with your most loyal brand lovers Magical experiences inspire brand fans to influence others 1. Set up: production, promise, advertising, selling, experience. 2. Launch event: Build hype and desire to gain attention 3. Core message: Amplify brand’s big idea and consumer benefit to target. 4. Find early lovers: Build early trial among those already motivated by what you do 5. Mind Shift: drive new position or re- enforce current 6. Mind Share: gain more attention than competitors 7. New News: launch innovation to enter consumers mind 8. Turnaround: focus energy on gaps, leaks. Use fix to change minds. 9. Drive Penetration: convince new consumers to try 10. Drive Usage: get happy consumers to use more/differently 11. Build routine: get happy consumers to build a routine around brand 12. Cross Sell: get happy consumers to use brand’s other products/services. 13. Turn experience in memories: link brand with life moments. 14. Maintain Love: re-enforce brand equities. 15. Deeper love: consolidation or broader usage 16. New Reasons to Love: target most loyal user. 17. Create magic: surprise and delight deep brand lovers. 18. Leverage Power: drive growth and profit from brand’s source of power. 19. Attack yourself: Close leaks and improve before competitor attacks. 20. Use loyalists to drive awareness and influence others How the consumer feels about the brand sets up 20 possible consumer strategies for your brand plan Unknown Indifferent Love ItLike It Beloved
  71. 71. We make brands stronger. We make brand leaders smarter. Use analytics to decide where brand sits on Brand Love Curve Indifferent Like It BelovedLove It No opinion, low interest, low importance. Do not care and have doubt. Have never bought. Have a basic idea what brand stands for, but have no connection. See it as ordinary, not different. See brand as better, High satisfaction, loyalty and frequency. Willing to recommend to their friends. Outspoken fans who believes everything about the brand (product, experience, service) is better. Skinny brand funnel, market share squeeze, low unaided awareness. Low growth and shrinking margins. Low conversion to sales, high percent bought on deal, low loyalty, strong private label share. Programs have low ROI Robust brand funnel, healthy tracking scores, market share gains, high share of requirements. Can enter new categories. Dominant share, net promoter scores, usage frequency and recommendations. High growth and profits. Voice of the consumer Market Indicators Awareness Consider Purchase Repeat Loyal We make brands stronger. We make brand leaders smarter.
  72. 72. We make brands stronger. We make brand leaders smarter. Get Consumers to THINK differently about your brand Build a trusted following with each happy purchase Get Current Loyal users to connect emotionally and LOVE you more Create outspoken loyal fans to whisper to their friends on your behalf Head Heart Soul Stand out so consumers NOTICE the brand in a crowd market place Eyes Where your brand sits on the Brand Love Curve should focus your team’s marketing execution focus Think Do InfluenceSee Feel Unknown Indifferent Love ItLike It Beloved Happy Feet
  73. 73. We make brands stronger. We make brand leaders smarter. Consider Aware Fan Loyal Repeat Satisfied Buy Search Awareness Ads Invest in mass media to establish position in consumer’s mind PR/Content/SEO Use information to teach those seeking to learn more pre decisions Retail/Home Page Close the deal by separating your brand from the competitors at the last minute during purchase moment. Post Purchase Help Create experience to re-enforce promise, after sales help for new users to get the most from the brand. Love those who love you most Surprise & delight rewards to drive ritual among your most loyal users Use emotions to build frequency Using reasons for usage to turn into routine. Leverage emotional bond Drive repeat Turn trial into an experience, reward happy customers, emotionally re-enforce reasons purchase makes sense Outspoken Army Create club, leverage loyalists to influence friends, especially through social media Brand Love Curve helps to make a choice to move consumers to see, think, do, feel or influence Consumer Unknown Indifferent Love It Like It Beloved
  74. 74. We make brands stronger. We make brand leaders smarter. Focus on women frustrated by “lose and gain” diet fads (a) use the Special K idea of empowering women (b), to move consumers from aware to try (c) and gain share (d) Leverage our most loyal Special K lovers (a) build a low calorie innovation plan across the entire grocery store (b), to drive trial of new items (c) and enter new markets (d). Use our consumer strategic writing tool to set up plan Focus on connecting with your focused target market Market impact that moves consumers through brand funnel: a cb Performance result using the bond to harness one of the power OR profit driversd Deploy Strategic Program against consumer touch-point Target Consumer Promise Story Innovation Purchase Moment Experience Consider Satisfied Buy Search Fan Loyal Repeat Aware Writing Consumer strategy statements taking one of each a + b + c + d 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 Consumers Influencers Competitors Employees ChannelsMedia Competitors Suppliers 8 sources of power
  75. 75. Creative Execution must amplify your brand story and brand positioning so that your brand stands out in the crowded marketplace, connecting with your most desired consumers so they will see, think, act or feel differently about your brand than before they saw the message.
  76. 76. We make brands stronger. We make brand leaders smarter. 7 questions of a Brand Communications Strategy Who is in the consumer target?  (Who is the most motivated to buy what you do?) What are we are selling?  (What is your main benefit (rational/emotional)?) Why should they believe us?  (Support points to back up what you say) What’s the long range feeling the brand evokes? (What is the Big Idea and Soul for the brand?) What do we want the advertising to do?  (Strategic Choices) What do want people to think, feel or do?  (Desired Response) Where will you deliver the message? (Media Plan) 1 2 3 4 5 6 7 Positioning Brand Plan
  77. 77. We make brands stronger. We make brand leaders smarter. Creative Brief 1. What is the objective? 2. What’s the consumer problem we are addressing? 3. Who are you talking to? 4. Consumer Insights 5. What does our consumer think now? 6. What do you want your consumer to think/feel/do? 7. What should we tell them? 8. Why should they believe us? 9. Brand Positioning Statement 10.Tone and Manner 11.Media Options 12.Mandatories How the 7 questions of the Brand Communications Strategy sets up the Creative Brief Who is in the consumer target?  (Who is the most motivated to buy?) What are we are selling?  (What is your main benefit?) Why should they believe us?  (Support points to back up what you say) What’s the long range feeling the brand evokes? (What is the Big Idea/Soul for the brand?) What do we want the advertising to do for the brand?  (Strategic Choices) What do want people to think, feel or do?  (Desired Response) Where will you deliver the message? (Media Plan) 1 6 2 3 4 5 7 1 1 1 5 5 2 1 4 4 4 31 2 7 3 5 6 6 4 6
  78. 78. Creative Brief 1. Why are we Advertising Drive trial of Gray’s Cookies by positioning it as ‘The good tasting healthy cookie’. 2. What’s the consumer problem we are addressing Consumers struggle to fight off the temptation of cookies and the guilt when they cheat. 3. Who are we talking to? “Proactive Preventers”. Suburban working moms, 35-40, who are willing to do whatever it takes to stay healthy. They run, workout and eat right. For many, food can be a stress-reliever and escape even for people who watch what they eat. They feel guilty when they cheat. 4. Consumer Insights The consumer insight is, “I have tremendous will-power. I work out 3x a week, watch what I eat and try to maintain my figure. But we all have weaknesses and cookies are mine. I just wish they were less bad for you. I feel guilty when I cheat.” 5. What does our consumer think now? I have never heard of Grays Cookies. But I would likely need to try it first to see if I like it. If it really does taste that good, it’s something I might consider as a snack. 6. What do we want your consumer to think/feel/do? (desired response) We want them to TRY Grays and believe the great taste will win them over. 7. What should we tell consumers? (stimulus: benefit) Gray’s Cookies is great tasting cookie without the guilt. 8. Why should consumers believe us? In blind taste tests, Grays Cookies matched the market leaders on taste, but only has 100 calories and 2g of fat. In a 12 week study, consumers using Grays once a night as a desert were able to lose 5lbs. 9. Brand Positioning Statement For the healthy proactive preventers, who want to do more for their health, Gray’s is a guilt free cookie that tastes so good that you can stay in control of your health. That’s because in blind taste tests, Gray’s matched the leaders on taste, but only 100 calories and 3g of carbs. In a 12-week study, consumers using Gray’s once a night as a desert were able to lose 5-10 pounds. 10. Tone and Manner A safe choice to stay in control. An honest and down to earth choice. 11. Media Options Main creative will be 30 sec TV ad, supported by event signage and in-store display. Want to carry the idea into digital, social media and build a microsite. 12. Mandatories The line: “best tasting yet guilt-free pleasure” is on our packaging. At least 25% of print must carry the Whole Foods logo as part of our listing agreement. Include the legal disclaimer on the taste test study. • Consumer insights should use the Brand Love Curve to guide the overall objective. • Use the consumer problem to shift from a business problem to a consumer focused brief. • Consumer insights should tell use interesting story to bring the consumer to life, moving from what do they think now to a desired consumer response. • Consumer insights set up how you define the brand with the benefits and big idea. Doing all the work through the lens of the consumer makes writing the brief easier Everything in the planning process should be driven through the consumer.
  79. 79. We make brands stronger. We make brand leaders smarter. • Target competitive users most desirable to us, while maintaining our base • Tell what we do, so that it makes us appear the best in the category • Target everyone to get new users to buy and current users to use more at the same time. • Make sure we get all our key messages into the creative output • Use efficient media options that provides us with the highest ROI What looks like a smarter Creative Brief to you? • Target consumers most motivated by what you do best • Use a big idea to show consumers the benefit they get from our brand • Focus on getting consumers to do only one thing at a time: see, think, do, feel, influence • Use the creativity to tell the brand story to entice consumers to love and trust the brand • Connect with our consumers where they are most likely to engage and be motivated by our brand story Trying to be everything to anyone, makes you nothing to everyone Consumer Centric Brief Ugly Product Centric Brief
  80. 80. Creative Execution must amplify your brand story and brand positioning so that your brand stands out in the crowded marketplace, connecting with your most desired consumers so they will see, think, act or feel differently about your brand than before they saw the message.
  81. 81. We make brands stronger. We make brand leaders smarter. There is only one source of revenue. It is not the products you sell, but the consumers who buy them.
  82. 82. We make brands stronger. We make brand leaders smarter. We will help you unleash your full potential Brand Coaching Services
  83. 83. We make brands stronger. We make brand leaders smarter. We make brands stronger. We make brand leaders smarter. Our role is to challenge you to think differently about your future, so that you can realize your full potential. TM
  84. 84. We make brands stronger. We make brand leaders smarter. Define the Brand Think Strategically Big Idea At Beloved Brands, we use a branding approach Vision Analysis Key Issues Strategies Execution • Advertising • In-Store • Innovation • Consumers • Category • Channels • Competitors • Brand Values, Goals • Experience Brand Plan Create Brand Plans Inspire creative execution Analyze performance Sm art Creative Ideas
  85. 85. We make brands stronger. We make brand leaders smarter. We make brands stronger. We make brand leaders smarter. We lead a 360 assessment of your business, looking at the marketplace, consumers, channels, competitors and the brand. We help you define your brand, with a simple, unique, inspiring, motivating and own-able Brand Positioning Statement. We will create a Big Idea that will transform your brand’s soul into a winning brand reputation. We help you build a strategic Brand Plan that everyone who works on the brand can follow We coach on Marketing execution, helping to tighten the bond with your consumers and drive brand growth We will build a Brand Management training program, to unleash the full potential of your Marketing team. 1 2 3 4 5 6 TM
  86. 86. We make brands stronger. We make brand leaders smarter. We will lead a 360 brand assessment, looking at the marketplace, consumers, channels, competitors and brand Deep Dive Review Macro view of marketplace looking at economic, consumer, technology, trends. Define consumer target, looking at beliefs, buying habits, growth trends and key insights. 2 5 1 3 4 Understand brand performance and reputation. Use brand funnel, tracking results, pricing analysis, distribution gaps and financial results. Look at channel performance, customer strategies, distribution gaps, merchandising performance. Dissect closest competitors by looking at performance, positioning, innovation, pricing, distribution and reputationSummarize the analysis into drivers and inhibitors currently facing brand as well as threats and opportunities for the future. Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. Weaknesses or friction slows brand down, leak to fixi Opportunities Threats Changing consumer needs, technologies, channels, legal, Competitor launch, trade barriers, customer preference. 6 Look at macro subsegments or formats • Some different types of macro views you want to look at includes performance of size, format or benefit segments. Look at the channel performance at the category level. You can also look at macro competitive market share trends. • With each chart, you are looking for a break in the data to tell a story on the category. 0" 10" 20" 30" 40" 50" 60" XL" Large"size" Mid"Size" Travel"size" Overall" 2012" 2013" 2014" 2015" Healthy( Whitening( Freshening( Repair( 0" 20" 40" 60" 80" 100" 120" 140" Grocery" Drug" Mass" Club" Overall" 2012" 2013" 2014" 2015" Size Formats Benefit Segment Where sold Allergy Category $ Share 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00% P E D ec 29 01 P E F eb 23 02 P E A pr20 02 P E June 15 02 P E A ug 10 02 P E O ct05 02 P E N ov 30 02 Jan 25 2003 M ar22 2003 M ay 17 2003 July 12 2003 S ept06 2003 N ov 01 2003 D ec 27 2003 Feb 21 2004 A pr17 2004 June 12 2004 A ug 07 2004 O ct02 2004 N ov 27 2004 Jan 22 2005 M ar20 2005 M ay 14 205 Jul9 2005 S ep 3 2005 O ct29 2005 Reactine Benadryl Claritin Aerius Allegra Chlor-Tripolon C/L Competitive Market Share Category Analysis The Brand Funnel Awareness Familiar Consider Purchase Repeat Loyal Unknown Indifferent Love It Like It Beloved The Brand Love Curve 0 15 30 45 60 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Gray's Dad's Sue's Devonshire Competitive market share performance Customer scorecards Customer A Scores Overall Sales Dollars 39 Share of Category 11% % dollar change +19.1% Your Brand Share 33% % change +3.3 points Share Index 105 Your brand’s avg Price $6.33 % change +3.3% Price Index 125 Share of Co-Op Ads 33% % change +18% Co Op Index 143 Share of Merch 25% % change -2% March Index 111 Customer scorecards Customer A Scores Overall Sales Dollars 39 Share of Category 11% % dollar change +19.1% Your Brand Share 33% % change +3.3 points Share Index 105 Your brand’s avg Price $6.33 % change +3.3% Price Index 125 Share of Co-Op Ads 33% % change +18% Co Op Index 143 Share of Merch 25% % change -2% March Index 111 and versus other periods. Pricing Differences by Channel First, look at the average price and change versus year for each channel. Match up the data to what the sales colleagues are saying about the different prices for each ch Depending on channel/brand, you should be looking at deal pricing, % on deal and coop ad points. Compare ea the channels and compare to prior years. Food Drug Mass Club Avg Price $6.55 $6.47 $6.62 $6.54 % change vya -6.4% -2% +3.1% -1.9% Avg Price on Deal 5.99 6.59 5.29 5.49 % change vya +8.3% -12.3% +1.7% +2.7% % on deal 32% 22% 38% 20% +/- vya +7 pts +1 pt +10 pts -2 pts A B We make We make brand Distribution gap analysis Tops Kroger CVS Club A&P Safeway 7-1 Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon W We ma Distribution gap analysis Tops Kroger CVS Club A&P Safewa Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon W We mak Draw conclusions. Compare how you're doing in each channel and versus other periods. We We make Pricing Differences by Channel First, look at the average price and change versus year ago, for each channel. Match up the data to what the sales colleagues are saying about the different prices for each channel. Depending on channel/brand, you should be looking at the deal pricing, % on deal and coop ad points. Compare each of the channels and compare to prior years. Food Drug Mass Club Avg Price $6.55 $6.47 $6.62 $6.54 % change vya -6.4% -2% +3.1% -1.9% Avg Price on Deal 5.99 6.59 5.29 5.49 % change vya +8.3% -12.3% +1.7% +2.7% % on deal 32% 22% 38% 20% +/- vya +7 pts +1 pt +10 pts -2 pts A A B B We make brands stron We make brand leaders sma Distribution gap analysis Tops Kroger CVS Club A&P Safeway 7-11 Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon We make b We make brand l Distribution gap analysis Tops Kroger CVS Club A&P Safeway 7-11 Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon Program tracking shows how well you are doing behind key marketing activities • Program tracking or testing results can compare how well the program has done against key measures. • You will also be able to get scores that match up to the brand funnel such as Awareness (aided, unaided), purchase scores (share of last 5 purchases) and purchase intention. Tracking Results Gray’s Norm Aided Recall 38 62 Unaided Recall 30 46 Brand Recognition 10 23 Brand Link .33 .50 Main Message 64 60 Uniqueness 38 22 Purchase Intent 10 9 Ad Tracking Brand Analysis
  87. 87. We make brands stronger. We make brand leaders smarter. Define a focused consumer target profile with insights, enemies and buying patterns. Use our Benefits Ladder to move from features to rational and emotional benefits We will help you define your brand, with a simple, unique, motivating and own-able Brand Positioning Statement. 2 5 1 Use our benefit cheat sheets to understand the Functional and Emotional benefits you can own. 3Benefits Ladder 4 Determine your winning zone, where your brand is better, different or cheaper. Winning positioning statement that is unique, own- able motivating to consumers Brand Positioning Building a winning brand positioning statement To (Target) • Healthy proactive preventers who want to do more for their health, working moms, who are 35-40 years old. Gray’s is the (Category) • Tasty healthy cookie option That is the (Benefit) • Guilt free cookie that tastes so good that you can stay in control of your health That’s because (Support Points) • In blind taste tests, Gray’s matched the leaders on taste, but only 100 calories and 3g of net carbs. • In a 12-week study, consumers using Gray’s once a night as a desert were able to lose 5-10 pounds. 1 2 3 4 Consumer Target Product features Functional benefits Emotional benefits Works betterFunctional Benefits Simplify Life Make Smarter Make Healthier Saves money Helps family Sensory Appeal Stay Connected Experience Seek knowledgeFunctional Benefits Stay in control Feel myself Feel comfortable Feel optimistic Feel free Get noticed Feel liked
  88. 88. We make brands stronger. We make brand leaders smarter. Brand’s Big Idea We will help create a Big Idea that will transform your internal brand soul into a winning external brand reputation. The Big Idea helps simplify the brand message as an outward expression of the inner Brand Soul We make brands stro We make brand leaders sm Promise Brand Story Innovation Purchase Moment Experience Big Idea Brand Positioning Advertising and Communication Product Development Selling and Retail Operations and Culture Consumer The Brand Big Idea Drive consistency using the brand’s Big Idea to show up the same way at all 5 consumer touch-points Consumers have 7 seconds to connect with a brand’s Big Idea A brand finds its equilibrium when the Big Idea impacts a brand reputation to perfectly match up to the Brand Soul Soul Reputation= Based on their personal experiences, consumers form a reputation they spread to others. 1 2 3 4 5 =Big Idea Brand Soul Consumer
  89. 89. We make brands stronger. We make brand leaders smarter. 2 4 31 Strategic questions to help frame the key issues 5 We will help build a strategic Brand Plan that everyone who works on the brand can follow Drivers and inhibitors currently facing brand. Risks and opportunities for future. Deep dive review looks at every potential area of the brand • Market: Macro view, economic indicators, consumer behavior, technology, political • Consumer: Target, buying habits, trends, consumer enemies, key insights • Channels: growth channels, major customers, available tools and programs • Competitors: Performance, positioning, innovation, pricing, distribution, perceptions. • Brand: Funnel, reputation, tracking results, pricing, distribution, financial analysis. Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. Weaknesses or friction slows brand down, leak to fixi Opportunities Threats Changing consumer needs, technologies, channels, legal, Competitor launch, trade barriers, customer preference. What is the core strength your brand can win on? How engaged are consumers? What is your current competitive position? How tightly connected is your consumer to your brand? What is the current business situation your brand faces? 3 1 5 4 We make brands stronger. We make brand leaders smarter. 1. Where could we be? 2. Where are we? 3. Why are we here? 4. How can we get there? 5. What do we need to do? Before getting started on your Brand Plan, map out your strategic thinking by asking 5 simple strategic questions Vision/Purpose/Goals Situation Analysis Key Issues Strategies Execute & Measure Questions to ask Planning elements 1 2 3 4 5 6 Use “where are we” questions to uncover answers that frame the overall brand plan. Lay out elements of the Brand Plan, on one page and in a formal presentation Brand Plan 2 The Annual “Brand Plan On a Page” Analysis Issues and Strategies Executional Plans P&L forecast • Sales $30,385 • Gross Margin $17,148 • GM % 56% • Marketing Budget $8,850 • Contribution Margin $6,949 • CM% 23% 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. Threats • 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 to convert loyal following. 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%, specifically up from 15% to 20% with the core target. Monitor usage frequency among the most loyal to ensure it stays steady. • Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Drive trial from 15% to 20%. Focus for sales is to close distribution gaps going from 62% to 72%. • Hold dollar share during competitive launches and continue to grow 11% post launch gaining up to 1.2% share. Target zero losses at shelf. 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. Competitive Defense Plan • Pre Launch sales blitz to shore up all distribution gaps. At launch, heavy merchandising, locking up key ad dates, BOGO. TV, print, coupons, in-store sampling. • Use sales story that any new “healthy” cookies should displace under-performing and declining unhealthy cookies. Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. $100 Million brand by 2020. Forecast Analysis Brand Vision Strategies Execution Key Issues Goals 1 5 4 3 2 6 5
  90. 90. We make brands stronger. We make brand leaders smarter. We make brands stronger. We make brand leaders smarter. Promise Brand Story Innovation Purchase Moment Experience Big Idea Brand Positioning Advertising and Communication Product Development Selling and Retail Operations and Culture Consumer The Brand Innovation drives ideas, concepts, testing, launches through system.Build culture to support consumer experience creating a brand credo with purpose, values, service behaviors. 2 4 3 1 CREATIVE(BRIEF(( 1.""Why(Are(We(Adver3sing( Drive&trial&of&the&new&Grays&Cookies&as&“The&Healthy&Choice&to&Snacking”&brand&posi>oning.&&& 2.#What’s(the(Consumer(Problem(We(are(Addressing( I’m&always&watching&what&I&eat.&&And&then&BAM,&I&see&a&cookie&and&I’m&done.&&As&much&as&I&look&aHer& myself,&I&s>ll&like&to&sneak&a&cookie&now&and&then.&&" 3.((Who(are(you(talking(to?( “Proac>ve&Preventers”.&Suburban&working&women,&35L40,&&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&stressLreliever&and& escape&even&for&people&who&watch&what&they&eat.&&&&" 4.((Consumer(Insights( L&“I&have&tremendous&willLpower.&&I&work&out&3x&a&week,&watch&what&I&eat&and&maintain&my&figure.&&But& we&all&have&weaknesses&and&cookies&are&mine.&&I&just&wish&they&were&less&bad&for&you”& L&&“I&read&labels&of&everything&I&eat.&&I&s>ck&to&1500&calories&per&day,&and&will&find&my&own&ways&to& achieve&that&balance.&&&If&I&eat&a&400&calorie&cookie,&it&may&mean&giving&something&up.”& 5.(What(does(our(consumer(think(now?( I’ve&never&heard&of&Grays&Cookies.&&But&I’d&likely&need&to&try&it&and&see&if&I&like&it.&&If&it&really&does&taste& that&good,&it’s&something&I&might&consider&as&a&snack.&&& 6.((What(do(you(want(your(consumer(to(think/feel/do?((Desired(Response)( We&want&them&to&try&Grays&and&see&if&they&like&the&great&taste.&&" 7.((What(should(we(tell(them?((S3mulus:((benefit)( With&Grays&Cookies&you&can&s>ll&have&a&great&tas>ng&cookie&without&the&guilt,&so&you&can&stay&in& control&of&your&health.&& 8.((Why(should(they(believe(us?( In&blind&taste&tests,&Grays&Cookies&matched&the&market&leaders&on&taste,&but&only&has&100&calories&and& 2g&of&fat.&&In&a&12&week&study,&consumers&using&Grays&once&a&night&as&a&desert&were&able&to&lose&5lbs.&&& 9.((Brand(Posi3oning(Statement( For&“Proac>ve&Preventers”,&Women&30L45,&Grays&Cookies&are&the&best&tas>ng&yet&guiltLfree&pleasure# so&you&can&stay&in&control&of&your&healthy&lifestyle.&&That’s&because&Grays&combines&the&great&taste&in&a& low&fat&and&calorie&sensible&cookie.&In&blind&taste&tests,&Grays&Cookies&matched&the&market&leaders&on& taste,&but&only&has&100&calories&and&2g&of&fat.&&In&a&12&week&study,&consumers&using&Grays&once&a&night& as&a&desert&were&able&to&lose&5lbs.&&& 10.((Tone(and(Manner( Successful,&Mo>vated,&Reliable,&In&Control,&Natural.& 11.((Media(Op3ons( Main&crea>ve&will&be&in&specialty&health&magazines,&event&OOH&signage&and&inLstore.&&Want&to&carry& the&idea&into&digital,&social&media&and&a&microsite.&&& 12.((Mandatories( The&line:&“best&tas>ng&yet&guiltLfree&pleasure”&is&on&the&packaging.&25%&of&Print&must&carry&the&Whole& Foods&logo&as&part&of&our&lis>ng&agreement&and&include&the&Legal&disclaimer&on&the&taste&test&and&the& 12&week&study.&&& Brief focuses creative & media decisions on positioning & strategy 5 Influence purchase moment through channels, e-commerce, selling and merchandising At Beloved Brands, we promise to make your brand stronger and your brand leaders smarter. We believe big ideas, focus and passion matter, because the more loved a brand is by consumers, the more powerful and profitable that brand will be. We will challenge you to think different, because the thinking that got here may not get you to the next level. Our Credo Align execution to focus on moving consumers through stages of the buying system Consumers connect with Big Idea through 5 supporting touch-points Consider Satisfied Buy Search Fan Loyal Repeat Aware 6 We coach on Marketing execution, helping to tighten the bond with your consumers and drive brand growth Marketing Execution
  91. 91. We make brands stronger. We make brand leaders smarter. We will build a Brand Management Training Program, to unleash the full potential of your Marketing team. Training Program Strategic Thinking Brand Positioning Brand Plans Creative Briefs Brand Analytics and the Business Review Marketing Execution Creating a Beloved Brand Consumer Centricity Managing your Marketing Career 1 2 6 4 5 3 7 8 9 Menu of training programs
  92. 92. Investing in your people pays off with smarter strategies, amazing execution and stronger brand results We will unleash the full potential of your people so you will see a direct impact on your brand’s growth trajectory. We will train your team on the fundamentals of brand management • Address gap on brand analytics and strategic thinking, to ensure you end up with smarter Brand Plans and Creative Briefs. • Improve judgment and decision-making to ensure your Marketing execution pays back. • We can see first hand the impact that training has on your team’s skills, motivations and behaviors. • Our workshop style training provides an immediate impact on their day-to-day jobs.
  93. 93. We make brands stronger. We make brand leaders smarter. 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 robust client roster has included the NFL Players Association, Reebok. Acura, Shell, Jack Link’s, 3M, Melitta, Capital One and Pfizer. Graham Robertson at Beloved Brands One of the voices of today’s Brand Leaders.
  94. 94. We make brands stronger. We make brand leaders smarter. 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
  95. 95. We make brands stronger. We make brand leaders smarter. Do you want to get smarter about Marketing? Visit beloved-brands.com Over 5 million views from Marketers getting smarter
  96. 96. 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 the full potential of your team of brand leaders. Graham Robertson • 416 885 3911 • graham@beloved-brands.com

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