IMC 613 - Brand Audit

IMC 613: PlumOrganics Brand Audit
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IMC 613 Plum Organics Brand Audit
Stephanie Heikkila Holman
11/30/2016

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TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................... 3
RECOMMENDATION FOR BRAND AUDIT ....................................................... 3
THE INDUSTRY ........................................................................................... 4
BRAND INVENTORY .................................................................................... 5
Product Line .............................................................................................................6
Sales and Distribution .............................................................................................7
Branding and Marketing..........................................................................................7
COMPETITION ......................................................................................... 12
Gerber ....................................................................................................................12
Beech-Nut...............................................................................................................13
BRAND EXPLORATORY .............................................................................. 15
Brand Position .......................................................................................................15
Target Market ........................................................................................................15
Consumer Research................................................................................................17
Consumer Perception .............................................................................................19
Consumer Based Brand Equity ...............................................................................20
BRAND HEALTH........................................................................................ 22
RECOMMENDATIONS................................................................................ 22
Reach Parents with New Media.............................................................................22
Promote Plum Organics’ B-Corp Status. ................................................................23
APPENDIX ......................................................................................... 25
REFERENCES ............................................................................................ 26

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EXECUTIVE SUMMARY
After steady declines during the rescission the baby food industry is once again growing
and with it a new desire from parents to provide their children with cleaner, less processed foods.
Plum Organics in the matter of a decade has positioned itself as a major player in the baby food
market; the company has acquired 7.2% of the current market share as of 2015 (Watson, 2015).
However, competition from more experience household name brands Gerber and Beech-Nut is
also growing as they continue to grow their own organic product lines. By examining both
primary and secondary research, marketing tactics, consumer perception, and brand elements this
audit reccomneds that by building on and raising the awareness of Plum Organics’ brand image
as an organic-only environmentally and socially conscious brand, the company can expand their
reach and build loyalty among their target market while gaining an lead in consumer engagement
over the competition.
RECOMMENDATION FOR BRAND AUDIT
Plum Organics has grown since its introduction into the baby food market in 2007. In
2015 the company’s sales grew 44.5% and acquired 7.2% of the United States’ baby food market
share (Watson, 2015). To continue the brand’s success in the growing baby food market Plum
Organics should evaluate its brand equity through a brand audit. A brand audit will examine the
strength of the brand’s image and products from both internal and external sources and as well as
determine if there are areas of improvement or potential growth and expansion. This can include
and evaluation of the brands physical elements such as logos and packaging, consistency of
message and visuals across products, and perception of the brand by consumers. (Keller, 2013, p.
265-267). Through a brand audit Plum Organics can discover ways to strengthen its brand to go

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up against major competitors and increase its market share, as well as up-and-coming small
private brands.
THE INDUSTRY
During the recession baby food makers took a hit in sales as more as more parents sought
to save money by making their own pureed foods. Parents were also becoming more aware and
concerned about what was going into their babies’ food, seeking organic and less processed
ingredients (Gagliardi, 2014). As the economy improves and parents return to the work force the
need and want for convenient pre-made baby foods and snacks has returned. The desire to have
healthy, more natural and organic selections has stayed a priority throughout the recession to
today. MarketWatch reports:
By 2020, the organic prepared baby food segment is expected to dominate the market by
accounting for a market share of almost 76%. The growing parental concern about the
safety of foods consumed by their children is the driving force behind the increasing
popularity of organic prepared baby food. Besides, these ready-to-mix and eat products
combine health and convenience and appeal to working mothers. Organic prepared foods
are available in jars and are sometimes frozen, depending on the ingredients
(MarketWatch, 2016).
To reach their parental target markets, baby food companies are continuing to focus on
traditional forms of media, such as television and magazines, to market their products. In 2015
alone, a reported $77 million was spent on television and print ads promoting baby and toddler
foods (Norton, 2016).

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As the want for organic baby and toddler food grows so does the competition. Plum
Organics is currently facing competition from well-known and established brands such as Gerber
and Beech-Nut who have expanded their classic baby food products lines to include organic
choices, and newer brands like Stonyfield Organic as well as private labels such as Happy Baby
and Ella’s (Statistic, 2016).
Figure 1, Unit sales of leading baby food and snack brands of the United States in 2016 (Statistic, 2016).
BRAND INVENTORY
A brand inventory provides “a current comprehensive profile of how all the products and
services sold by a company are marketed and branded” (Keller, 2013, p 266). Brand inventories
allows a brand to examine all tactics and products they are currently engaged in and promoting
for possible improvement based on audit findings.

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PRODUCTLINE
Plum Organics was born in 2007 out of the baby food market’s need to provide organic
and convenient meals and snacks for the growing number of parents who were seeking clean and
healthy alternative to classic baby food without having to make it themselves. The products are
all organic; containing a variety of fruits, vegetables, grains, and protein ingredients. The meals,
snacks, boxed single serve meals, and re-sealable freezer bags (Plum Organics, n.d.).
Baby Meals/Snacks Toddler Meals/Snacks Kid Meals/Snacks
Organic Formula Mighty 4® Blends Mashups®
JUST® Veggies (4+ months) Mighty Snack Bars™ Jammy Sammy®
JUST® Fruits (4+ months) Mighty Veggie® Shredz®
Eat your colors® Mighty Dinos™ Frozen Bites
Grow Well® (6+ months) Mighty Squares ™
Second Blends (6+ months) Mighty Sticks®
Super Puffs® Mighty Mealtime™
Little Yums® Teensy Fruits®
Stage 3 Meals (6+ months) Super Smoothie
Hello Meals™

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SALES AND DISTRIBUTION
Plum Organics was bought by the publically traded Campbell Soup Company in 2013. At
the time Plum Organics was the “No. 2 brand of organic baby food in the United States” and the
“No. 4 baby food brand overall,” generating $93 million in sales by the end of 2012. (Campbell
Soup Company, 2013). Though now under the Campbell Soup Company umbrella, Plum
Organics is run as a standalone company. The acquisition of Plum Organics allowed Campbell
Soup Company to further diversify its brands by entering into the growing field of organic baby
nutrition, while also providing the channels necessary for Plum Organics to expand its
distribution in North America (Choi, 2013). Plum Organics is now available in major retailers
such as Whole Foods, Walmart, Target, Walgreens, Kroger, Harris Teeter and Toys R’ US and in
Canada at stores Loblaws, London Drugs and Sobey’s (Plum Organics, n.d.b).
BRANDINGAND MARKETING
Logo and Packaging
The Plum Organics logo has stayed consistent since its inception while the packaging has
had an update since joining the Campbell’s Soup Company. To keep consistent and still be
recognizable to consumers Plum Organics has kept the logo on far left hand corner as well as
keeping a white background to accentuate the color on the packaging of the packages’ food
source.

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Figure 1: Image of Original Packaging Figure 2: Image of Current Packaging
Today plastic squeezable baby food and snack packaging is common place, but it was Plum
Organics that initiated this dramatic switch from the baby food jar. Founder Neil Grimmer states
about their baby and kids product packaging that:
“Plum pioneered the squeezable pouch format in the US baby food market, Consumers
have rapidly adopted the pouch and parents have come to trust Plum to nourish their
babies. Our Plum moms have asked for healthy snacks for school-age children, so we've
anchored the Plum Kids line around Mashups, a kid-friendly squeezable pouch snack. At
Plum, we believe that kids will make healthy choices if they are exposed to great tasting
food they can actually get excited about. We designed the Plum Kids line with playful
packaging, interactive food formats, fun product names, and kid-craveable ingredients, all
without compromising our highest nutritional standards” (Plum Organics, 2012).
B-Corp Status
One of the strongest brand assets Plum Organics has is its B-Corp status. B-Corps
(Benefit Corporations) “are for-profit companies certified by the nonprofit B Lab to meet

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rigorous standards of social and environmental performance, accountability, and transparency,”
bcorporation.net states that “B Corp is to business what Fair Trade certification is to coffee or
USDA Organic certification is to milk” (B Corporation, n.d.).
Plum Organics is the only B-Corp currently traded under a public company, and the only
baby food with the status. The brand’s focus is on promoting environmental and social
responsibility while also making a profit. The company’s B-Corp commitments are as followed:
Environment: Use 100% recycled paperboard; Have an active end of life recycling
program for pouch caps; >75% of office supplies from recycled/sustainable materials;
100% of GHG emissions from corporate headquarters are offset by certified carbon
credits.
Employees: >80% of health insurance premiums paid for individuals and families;
Supplemental benefits include dental insurance, short-term disability, long term-
disability, domestic partner benefits, adoption assistance and a health and wellness
program; lowest paid hourly workers receive >50% above the living wage
Community: Through The Full Effect®, Plum has donated over 8.6 million organic
meals & snacks to children in need; >25% of management are women and/or ethnic
minorities; Offer paid time off for volunteering
Consumers: All of our products are certified USDA Organic (B Corporation, n.d.b).
First Campaign
Plum Organics has been around for nearly a decade but the company has just in the past
year released its first marketing campaign: Parenting Unfiltered:

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Parenting Unfiltered - Plum Organics
The company has up until 2015 advertised through word of mouth via social media and instore
campaigns, Neil Grimmer states that “When we first launched seven years ago, our marketing
strategy was super scrappy, focused solely on grassroots, word of mouth and PR” (Oster, 2015).
The Parenting Unfiltered campaign seeks to speak to consumers the idea that parents aren’t
perfect but we’re doing our best. That message is one that reverberates with today’s parents who
often find them stuck in the middle of “mommy-wars,” trying (and failing) to portray themselves
as perfect and having it all together. The authenticity of the message seeks to build a trust with
consumers and also draw a correlation with the “unfiltered” ingredients of the products. Grimmer
says about the campaign that “Parenting Unfiltered came very naturally to us.” He added, “The
ultimate goal is to be thought of by our consumers as a trusted source and friend, so when they’re
in the baby-food aisle and it comes time to make that purchasing decision, Plum is that friendly
face on the shelf” (Oster, 2015).

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The campaign also features a website, www.parentingunfiltered.com that features
encouraging videos, pictures, and articles from parents who have found themselves in “not so
perfect” yet real situations while navigating through parenthood.
Dear Mom Who Has Missed A Milestone, Or Two
The website seeks to get parents to start talking about their “unfiltered” experiences on social
media, stating: “This is parenting. It’s about taking a chance, living unscripted, admitting
uncertainty along the way. It’s complex, but that’s the best part. Why put a filter on it?”
(Parenting Unfiltered, 2015).

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COMPETITION
Gerber
Owned by Nestle, Gerber’s strength is its household name status and the fact that it is the
market share leader when it comes to baby food. “According to Packaged Facts, Nestle/Gerber,
Abbott Laboratories, and Mead Johnson Nutrition control nearly 90% of the baby food category.
Gerber is dominant in prepared baby food, while Abbott and Mead are dominant in infant
formula” Gerber is a global force in baby food, a 2006 case study on the brand states: “The
company has continued to grow into the leading baby food global corporation that has nearly 190
food products; is labeled in 16 languages; is distributed to 80 different countries; and has
maintained one of the world's largest privet research facilities dedicated to infant nutrition”
(Dacha, 2006). Gerber classic, organic, and all natural products include:
 Formula
 Baby Cereal (oat and rice)
 Gerber First Foods (single fruit and vegetable purees)

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 Gerber Second Foods (combination ingredients purees)
 Gerber Third Foods (more complex ingredient combinations, textures and meat)
 Yogurt snacks
 Snacks
 Toddler meals and sides (Gerber, n.d.).
Negatives for Gerber include their currently small line (yet growing) of organic products
(Gerber, n.d.). With more demand for organic food for children, Gerber could fall behind in the
organic baby food market.
Beech-Nut
The second biggest competitor Plum Organics faces is Beech-Nut, another established
brand that in 2009 held 13% of the baby food market share (Federal Trade Commission, 2009).
Unlike Gerber, Beech-Nut took the information about the wants and needs of consumers coming

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out of the recession and completely rebranded and overhauled their processing process of their
line of baby food products. “After years of decline in the baby food category, Beech-Nut
Nutrition realized that moms trusted food they prepared in their own kitchens more than the
“watered down” and “processed” food they were getting from leading brands. To address those
concerns the company recently launched a completely new line of 100% natural products
inspired by the creativity of millennial moms” (Ellett, 2014). The brand’s strength lies within the
rebuilding of its brand image. Beech-Nut moved to glass jars that showed off the bright colors of
the unprocessed foods and even committed to a more environmentally conscious way of
producing and packaging its products (Beech-Nut, n.d.). Beech-Nut is now appealing to modern
parents who seek healthy non processed foods from foods with a socially conscious mission,
stating “This is not baby food, this is real food for babies” (Beech-Nut, n.d.).
Though it began in the 1930s in America, Beech-Nut is now a subsidiary of Hero AG of
Lenzburg of Switzerland, and is available in the global market (ODW Logistics, n.d.). Like
Gerber, Beech-Nut offers a classic line, a natural line, and an organic line featuring:
 Cereals (oat, rice, multigrain, and quinoa)
 Stage one (single fruit and vegetable)
 Stage two (combination ingredients)
 Stage three (complex ingredient combination, new textures and meat)
 Stage four (yogurt blends) (Beech-Nut, n.d).

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BRAND EXPLORATORY
A brand exploratory is “research directed to understanding what consumers think and feel
about the brand and act toward it in order to better understand sources of brand equity as well as
any possible barriers” (Keller, 2013, p 267). Through Plum Organics’ brand exploratory, data on
consumer perceptions on not only of the brand but what the brand hopes to represent (organic
food, social and environmentally sustainability) will also be obtained to better determine if
current marketing and branding strategies are in line with public perception or if they could be
built upon to better represent the needs and wants of the target demographic – modern mothers.
Brand Position
To modern mothers Plum Organics prepared organic baby, toddler, kid meals and snacks
offers a wide variety of palate-expanding healthy choices that are packaged with convenience in
mind. Modern mothers return to Plum Organics time and time again because of the company’s
commitment to provide the best in non-gmo traditional and unique organic food for their children
while also committing to participating and promoting positive social causes and environmentally
sustainable practices. The Plum Organics brand is known for being a caring and conscious brand
founded by parents to provide the best possible nutrition for young children.
TargetMarket
Modern Mothers
Women and mothers are the most influential when it comes to purchasing household and
grocery items. Lauren Drell of Mashable states that “Mothers are the gateway to sales — women
make 85% of purchasing decisions in a household, and often that women is a mom. She's not just

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buying for herself; she's also buying for the baby, the toddler, the teenager and for the entire
soccer team” (2011). Because mothers are overwhelmingly the ones who decide what their
children eat, it is important to take into account the modern mother’s demographics, and general
psyche so brands can best communicate with the group of potential or returning consumers.
When it comes to modern mothers, The Pew Research Center has found that today’s mothers
are increasingly older, with 14% being 35 or older, and mothers are also increasingly un-married
at time of their children’s birth as attitudes about marriage continue to change. Most mothers of
newborns have some sort of higher education with this number increasing for mothers over 35.
Finally, 87% of mothers stated they had their first child because of “The joy of having children”
(Pew Research Center, 2010).
In the case of working mothers and how they perceive their schedules and happiness the
Pew Research Center reports that:
 Working mothers often feel the pull of their competing roles in the office and at
home.
 24% of the public reports always being rushed, fully 40% of working mothers
with children under age 18 say they always feel rushed, and another 52% say they
sometimes feel rushed.
 Mothers who do not work (26%) and working fathers (25%) are much less likely
to always feel rushed.
 Stay-at-home moms are about as likely to feel stressed (82%) as are working
moms (86%) but both are significantly more stressed than are working fathers
(74%). Still, while working mothers may face a more chaotic life, they are no less
happy than other parents.
 Both 36% of working moms and stay-at-home moms — as well as roughly the
same number of working fathers (38%) — report being very happy with their

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lives. And working moms are also just as likely to be very satisfied with their
family life as moms who do not work (78% of working moms vs. 75% of at-home
moms).
 One group that is less happy, however, are single mothers with children under age
18. Only 27% of this group say they are very happy, and just 63% are very
satisfied with their family life (Pew Research Center, 2009).
ConsumerResearch
A short survey of West Virginia University graduate students sought to form a stronger
idea of perceptions about organic foods as well as motivations for purchasing organic over non
organic, especially when it came feeding their families (see Appendix for a survey questions).
Results
12 graduate students responded to the survey. Of them, 67% of responders felt organic
food was healthier, 42% thought it was safer, while 16% felt organic food had no more health
benefits than non-organic. 58% view organic food as the more expensive choice, however, 42%
of responders said they would buy higher quality food for their children over themselves.
Overwhelmingly, all responders stated they are more willing to buy from a brand that is socially
or environmentally conscious.
Responders’ Motive Highlights
When asked their reasoning for why or why they would not pick higher quality food for
their children responders had the following to say:
“I would select a higher quality food for my child as I would want to be positive they
were eating nourishing foods. I would eat the less healthy option.”

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“I always have control over what I eat. A child may be in the care of another parent,
another caregiver, or school who likely would not be feeding them them healthier food.
Also, children are growing and developing and what they are consuming effects physical
and mental growth and health.”
“I do not have children now, but for the convenience of my family, I don't think I would
buy them food that is different from what I would buy for myself.”
When asked why or why not they would be more willing to buy from socially or environmentally
conscious brand, responders stated:
“Personally, I've always been very interested when it comes to brands that have close
ties to cause related organizations. I believe that being socially responsible and
conscious is extremely important when it comes to business, and I believe people should
be more willing to support those brands.”
“The world is a better place when we help and love one another”
“I would buy from a brand with a social mission behind their product. I like to see my
money being invested in a company that wants to do something in return for others.”
Based on the results of the survey, Plum Organics has an edge in the market as their products, in
being organic, are perceived to be healthier and safer and parents are willing to buy “higher
quality” foods for their children’s benefit. Plum organics also has an edge as a B-Corp company
who is committed to positive social and environmental causes as consumers want to purchase
products they feel are making a positive impact on the world. All this being said, Plum Organics
does have to consider the collective thought that organic food is more expensive, which may lead
consumers to purchase competitor foods if on a tighter budget.

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ConsumerPerception
To evaluate consumer perception about the Plum Organic brand externally, conversations
between consumers and the brand on social media was observed. In the past two weeks there
have been little if any negative comments on the Plum Organics’ Facebook or Twitter pages.
Furthermore, the conversation are of praise for new and staple products. Parents also often use
the platforms to upload pictures of their children enjoying Plum Organic products (Facebook,
2016). Among present consumers Plum Organics base seems to grow loyal followers who take
the time to post about their children’s experiences with the brand on a daily basis, thus become
brand evangelists themselves through their social media pages.
Figure 1 Consumer Facebook Comment

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Figure 2 Consumer Twitter Tweet
Figure 3 Praise from Consumersto the Brand
ConsumerBased Brand Equity
Consumer Based Brand Equity is defined as “the differential effect that brand knowledge
has on consumer response to the marketing of that brand” (Keller, 2013, p 41). Through just the

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brand elements, the customer is introduced to the brand image Plum Organics is attempting to
project. Through the previously mentioned survey the brand can attest that the name itself, “Plum
Organics” in including the word “organic,” already creates the consumer perception of
healthiness and safer eating choices.
Furthermore, the logo design uses both blue and green. Blue is “perceived as trustworthy,
dependable” while green “connotes health, freshness and serenity” (Williams, 2007). The use of
type that seems more “loose” also adds to the image of being organic and natural. The leaf
outside the P also circles back to the fact that the food is made of natural less processed
ingredients. Just by viewing the logo, consumers can gain a great deal of knowledge about what
the brand is trying to represent when it comes to their product.
Though the company has just recently moved from solely marketing by word of mouth,
having these initial elements that both clearly state and allude to what Plum Organics is offering
to consumers will help create a greater brand awareness in the grocery food aisle as well in
future marketing endeavors moving forward.

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BRAND HEALTH
Plum Organics is a brand with a small loyal following that is set to become a bigger
player in the baby food market now that it has been purchased by the Campbell Soup Company.
The brand’s commitment and mission to be both socially and environmentally conscious while
still making a profit sets itself apart from its competitors, but they are not currently promoting
that fact effectively enough to give them a real edge. There are still some hurtles to becoming a
true competitor to Gerber and Beech-Nut. Plum Organics still lacks in overall brand awareness
and has a smaller reach due to its lack of traditional marketing over the years. With being bought
Plum Organics distribution is becoming wider and the ability to work with seasoned food sales
and marketing staff should lead to greater brand awareness through new and traditional
marketing outlets.
RECOMMENDATIONS
Reach Parentswith New Media
As stated earlier in the audit, $77 million was spent on television and print ads in 2015
promoting baby and toddler foods (Norton, 2016). Plum Organics is new to traditional marketing
and needs to reach out to new parents through those mediums, however, Plum Organics needs to
position itself as the future of baby food and in doing that must take up digital marketing as well
to increase their brand awareness and reach while separating itself from the older brands such as
Gerber and Beech-Nut.

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Plum Organics is currently underusing its social media outlets and producing very little in
video on a regular basis. Videos get more shares on social media, and recently Facebook Live
videos that are recorded live but then archived to your page are extremely popular. Syndacast, a
leading digital performance marketing company, predicts 74% of all internet traffic in 2017 will
be video (Mawhinney, 2016). Plum Organics needs to utilize the video as a storytelling media to
reach parents and promote their brand and products.
Tactics
 Find humorous “spokesmoms” to star in loosely scripted (for authenticity) online videos
featuring entertaining cooking, baby and child “hacks”, crafts, child safety subjects, mom
confessions, events, community outreach, and children. The activities and subjects when
appropriate should feature natural and organic elements to stay in line with the brand
image.
Outcomes
 Expand reach among modern parents through social media sharing
 Build brand awareness
 Build consumer relationships and promote engagement on social media
Promote Plum Organics’ B-Corp Status.
Looking at Plum Organics current packaging or marketing campaign, there is no mention
of the company’s B-Corp status. This is a disservice to the brand because it is currently 1) the
only B-Corp company that is publically traded (under Campbell Soup) and 2) companies that are

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seen as socially and/or environmentally conscious are viewed upon favorably among millennials,
a group who have or are on the verge of starting their own families. Nielson states: “Despite the
fact that Millennials are coming of age in one of the most difficult economic climates in the past
100 years, they continue to be most willing to pay extra for sustainable offerings—almost three-
out-of-four respondents (73%) in the latest findings, up from approximately half in 2014”
(Nielson, 2015).
Tactics
 Design new packaging to feature the B-Corp logo and also with a blurb on the back of
packaging summarizing Plum Organics’ commitment to their favored social causes and
environmentally stability.
 Promote and inform consumers about what the B-Corp status means and Plum Organics
specific commitments to the community, employees, and environment in their marketing
campaigns.
Outcomes
 Build brand awareness
 Make the Plum Organics brand image synonymous with positive socially and
environmental pursuits and change.
 Build a loyal base of customers and brand advocates

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APPENDIX
Demographic Questions - Only answer these if you feel comfortable giving the
information:
 Are you a parent? y/n
 How many children do you have?
o 1
o 2
o 3
o 4 or more
Questions
 What is your perception of organic food? (select all that apply)
o It is healthier
o It is safer
o It has no more health benefits than non-organic foods
o It is more expensive
o It is less expensive
o Other:
 Do you or would you pick what you considered a “higher quality” selection of
food for your children over what you would pick for yourself? y/n
o Why or why not?
 Are you more willing to buy from a brand that also has a socially
and/or environmentally conscious mission? y/n
o Why or why not?

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REFERENCES
B Corporation. (n.d.). What are B Corps? Retrieved from https://www.bcorporation.net/what-
are-b-corps
B Corporation. (n.d.b). Plum Organics. Retrieved from
https://www.bcorporation.net/community/plum-organics
Beech-Nut. (n.d.). Our Values. Retrieved from http://www.beechnut.com/our-values/
Campbell Soup Company. (2013, June 13). Campbell Completes Acquisition of Plum Organics.
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_Strategies
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demonstrate-commitment-to-sustainability-outperform.html

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Norton, A. (2016, November 1). Big money spent marketing unhealthy baby, toddler foods.
Retrieved from http://www.cbsnews.com/news/big-money-spent-marketing-unhealthy-
baby-toddler-foods/
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