The is a Brand Assesment and Proposal I prepared for a non profit organization whos mandate is to address inequity in our food systems.

1. Integrated Branding Assessment and Proposal
Prepared by:
Unika Hypolite
May 11th, 2015

2. Scope of Report
Opportunity
Assess the current AFB brand and develop a plan on how to revitalize the brand for a new growth phase
occurring over the 18-24 months. The mandate is to build on current equities to ensure that the organization
maintains true to its core social and cultural persona.
Added Notes:
The Board of Directors are adamant that the organization must maintain the leadership role strengthening food
systems in the achievement of food justice.
Internally there is debate and opposing views on how we market ourselves too, and how we should
communicate our brand positioning.
The plan needs to address changing funding/revenue landscape; the proposed solution set must include a
proposed development plan.
The plan must include an estimated budget range to correspond with the proposed recommendations.

3. Environmental Scan
•Background & Offerings
•Current State of the Consumer
•Market & Competitive Analysis

4. Organization Profile
Afri-Can FoodBasket’s mission is to provide leadership in urban agriculture, and foster collaboration to advance
food justice, health and social enterprise in the African Canadian Community.
Afri-Can food baskets integrated programs leverage one another as a means to create a holistic solution to
address youth unemployment, youth leadership, cross generational / cross cultural collaboration. These
programs provide an avenue for marginalized communities to exercise self empowerment and gain access to
healthy organic foods. As such, AFB uses food as a nexus for the development youths life skills. The youth plant a
seed and watch it grow. They are intrinsically involved in the reaping of the produce, preparing it for market and
the total economics of the farm enterprise.
Since 1997 AFB has animated over 100 community and Back-Yard Gardens as part of a community food animation
collaborative process with community members like, City of Toronto Community Garden program, Toronto
Community Housing, FoodShare, York University Faculty of Environmental Studies, Ryerson University Food
Security Program. Our success makes us optimistic of our journey to realize our vision of being a leader in
building awareness and developing sustainable, and equitable food.
Currently AFB has two main modes of sale, Farmers Markets and a Community Supported Agriculture program.
Our 2014 Revenues are as follows:
CSA $3,200
Farmers Market $38,000

5. Current Organizational Strategy
To be a key leader in building Sustainable & Equitable Food Systems
To provide leadership in urban agriculture and foster collaboration; to advance
food justice, health, and social enterprise in the African-Canadian Community.
?
Organizational Strategy
Vision
Mission
Objectives
Company Values
Company Promise
Collaboration,Social Responsibility, Innovation, Self Empowerment and
Community Spirit.
To provide access to healthy, culturally appropriate food’s

6. Current Brand Strategy
Brand Strategy
Brand Vision
Brand Mission
Brand Objectives
Brand Values
Brand Promise
To be recognized as a leading brand engaged in the establishment of Equitable
& Sustainable Food Systems
Offer, culturally appropriate, and healthy products /services, at an affordable
price. – the equitable choice
Increase brand loyalty through strategic partners; offer products /services
consumers need when they need them – increased segmentation – we know
the consumers better.
Choice, value and trust
To Engage and Empower

7. Current Brand Essence
Brand Essence
Brand Positioning
Personality
Tone & Manner
African Centered, Passionate, Responsible and Dedicated
Passionate and caring; forward thinking and knowledgeable; sincere and committed
Health – Dedicated to improving the quality of life of marginalized communities
Access – Offer culturally appropriate foods that ethnic communities can rely on
Social Justice – Develop an economically and environmentally sustainable food system
Education - Urban agriculture training and technical support for community projects
Requires
prioritization

8. Current Brand Identity
Brand Identity
Name
Logo
Tag Line
Key Messages
Benefits
Afri-Can FoodBasket, AFB
Afri-Can FoodBasket uses the full company name for their logo, with a small
plant and sun icon to ensure their name is not misinterpreted by an image and
clearly defines their business
Health – Dedicated to improving the quality of life of marginalized communities
Access – Offer culturally appropriate foods that ethnic communities can rely on
Social Justice – Develop an economically and environmentally sustainable food system
Education - Urban agriculture training and technical support for community projects
?
?

9. Current Product Service Mix
Retail
Format
•Kiosk @ Farmers Market
•CSA program
Specialty
Service
•CYL
•Community Garden
Activation
Corporate
Brand
•Food Justice
•Ujamaa Farming Collective
Primary Good:
Healthy Food
Community
Garden
Activation
Food
Justice
Activism
Farmers
Market
Kiosk
Ujamaa
Farming
Collective
CSA
Prgm.
Peripheral services
Peripheral goods
Variant
Community
Youth
Leadership
Prgm.

10. Communications Analysis
ACTIVITY NOTES
Print advertising
Social Media
providespodcasts
On-line Coupons
Online Website
?
Data not
Available

11. Customer Segmentation
?
Data not
Available

12. Customer Profile
Primary
•Age
•Education
• Income Level
•Occupation
•Tastes & Preferences
•Technology use
•Communication style
•lifestyle
•Family Structure
Secondary
•Age
•Education
• Income Level
•Occupation
•Tastes & Preferences
•Technology use
•Communication style
•lifestyle
•Family Structure
?
Data not
Available

13. Customer Experience Map
Awareness Shopping Traffic Flow Product Mix Buying Notes
?
Data not
Available

14. Consumer Buying Trends
• Customers now interact through touch points that include apps, social media, mobile
sites, SMS messages and interactive advertising across smart phones, tablets
 Consumer demand for transparency and positive social impact
 Shopping experience now begins online
 Shopping has become decentralized
 Cannot be perceived as a box of stuff; sold by promotions, price cuts and coupons –
value is everywhere and saturated with commodities
• Organic and locally grown foods are increasing in demand

15. Competition Overview
?
Data not
Available

16. Y Axis = Market Price
X Axis = Differentiation
Low High
High
Category Differentiation
Low
?
Data not
Available

17. Political
Social
Economic
Technical
•. Organic food consumption has been experiencing an
average growth rate of 7.7%;
• Canada’s economy and strong consumer spending is attracting
competition
• Competition enhances the bargaining power of consumers
• Food is a highly commoditised market sector and can be
considered volatile because of increased energy , transportation
costs and nature
• Evolution of one-stop-shop market sector
• Increase in use of social media as a stewardship and
marketing tool
• Increase in mobile marketing and ‘app’ development
• Development of payment processing options – chip, pay
pass, etc.
• Advancements in online shopping, as well as access to
information and resources
• Government reform initiatives
• Reduction in grants to non profits
• Lifestyle changes towards healthier living
• Cultural and ethnic diversity in Canada
• Immigration is the largest contributor in
population growth
• Increase expectation in convenience shopping
• Shift from cash-based transaction to debit/credit
card transaction
• Continued growth in loyalty-based initiatives such
as PC points, Optimum card, etc.
PEST Analysis
What other political forces are there as
they relate to the Organic food industry,
farming and agriculture, urban
agriculture, food distribution industries

18. Strength
Opportunity
Weakness
Threat
• Declining access to farming land
• Inability to forecast sales
• Lack of paid staff
• Declining access to funding
• Underdeveloped professional appearance
• Lack of customer and market data
• Lack Capital
• Retail sales do not out pace costs
• Power of competition to trade lower profit per
transaction to increase market share
• Stiff competition from major retail stores, and
increasing CSA providers
• Bargaining power of customers – range of
products and services elsewhere
• New entrants
• Competitive rivalry
• Strong brand equity in GTA Urban Agriculture
Market
• Well-respected by general public
• Strong Network
• 20 years of experience in urban agriculture
• Animated over 100 community and Back-
Yard Gardens
• Leverage technology to connect with new
customers
• Rising demand for local foods
• Rising demand for Organic food
• Leverage partners to increase access
ExternalInternal
SWOT Analysis

19. Key Findings and Opportunities

20. Force Field Analysis
•. Organic food consumption has been experiencing an
average growth rate of 7.7%;
• Lifestyle changes towards healthier living
• Cultural and ethnic diversity in Canada
• Strong brand equity in GTA Urban Agriculture
Market
• Well-respected by general public
• Strong Network
• 20 years of experience in urban agriculture
• Animated over 100 community and Back-Yard
Gardens
• Rising demand for local foods
• Rising demand for Organic food
• Ability to leverage partners to increase access
• 10yrs. Experience direct marketing of produce
Accelerators (+‘s) Resistors (∆‘s)
• Food is a highly commoditised market sector and
can be considered volatile because of increased
energy , transportation costs and nature
• Declining access to farming land
• Inability to forecast sales
• Lack of paid staff
• Declining access to funding
• Underdeveloped professional appearance
• Lack of customer and market data
• Lack Capital
• Retail sales do not out pace costs
• Stiff competition from major retail stores, and
increasing CSA providers

21. Prioritization Matrix
• Inability to forecast sales
• Lack of customer and market data
• Direct Market produce
• Leverage partners to increase access
• Declining access to funding
• Lack Capital
• Retail sales do not out pace costs
• Declining access to farming land
• Lack of paid staff
• Underdeveloped professional appearance
• Declining access to funding
• Food is a highly commoditised market
sector and can be considered volatile
because of increased energy ,
transportation costs and nature
Level of Effort
ImpactonGrowth
Low High
Low
High Low Hanging Fruit El Dorado
Milk-Run
Red Herring

22. Proposed Strategy
Causal Chain
Implementation Model
Product Development Process
Project Cost & Timeline
Next Steps

23. Strategy Statement
AFB will leverage a product development process/model that will increase our
market intelligence and gain insights to refine our brand hierarchy; and expand the
CSA model as a direct marketing initiative to enhance brand awareness, expand
customer base and achieve $100,000 retail sales by 2018.

24. Causal Chain
Increase Intelligence
Identify Lucrative Market
Opportunity
Effectively Forecast Sales
Direct Market Produce
Leverage Partners to Increase
Access to Marketplace

25. Implementation Model
June 1 – September 30th 2015 March 1st 2016
Research
Increase Market
Intelligence
-
Segment
Market
Quantify
Opportunity
Create
New Product
Specifications
Identify
Lucrative Market
Opportunity
Define Target
Market
Develop
Business Plan
Develop Sales
Forecast
Develop
Product and/or
Brand
Communication
Framework
Go To Market
Direct Market
Product
Leverage
partners for
access and
distribution
Oct. ‘15 – Feb. ‘16

26. Checkpoint #1
Concept
Description of Activities:
• Idea Generation:
o Requests
o Customer Pain
o Market Studies
o Legislation
o Competitors
Key Deliverables:
Product Concept Doc.
#1 Research Analysis Develop Launch#2 #3 #4
1. Concept 2. Research 3. Analysis 4. Develop 5. Launch
Checkpoint #2 Checkpoint #3 Checkpoint #4 Checkpoint #5
Description of Activities:
• Review Deliverables
Decisions:
• Go/No-Go to Research
• Incubate Idea or Kill
Description of Activities:
• Assess Market:
o Segments & Size
o Growth Potential
o Customer Needs
o Legal Issues
o Competition
Key Deliverables:
Market Research Report
Market Req. Document
Product Definition
Statement
Description of Activities:
• Business Analysis:
o Cost/Benefit
o Resources Required
o Capital Expenses
o Profitability/Margin
o Anticipated Sales
Key Deliverables:
Business Case
Profitability Analysis
Product Req. Document
Description of Activities:
• Product Development:
o Technical Specs
o Prototyping
o Trial Production
o Testing & QA
o Test Market Selling
Key Deliverables:
Product Dev. Schedule
Product Testing Report
Test Market Sales Report
Description of Activities:
• Go To Market:
o Marketing Plan
o Sales Training
o Distribution Plan
o Collateral Design
o Set Launch Date
Key Deliverables:
Product Launch Plan
Product Launch Budget
Product ROI Forecast
Target Launch Date Set
Description of Activities:
• Review Deliverables
Decisions:
• Go/No-Go to Analysis
• Incubate Idea or Kill
Description of Activities:
• Review Deliverables
Decisions:
• Go/No-Go to Develop
• Incubate Idea or Kill
Description of Activities:
• Review Deliverables
Decisions:
• Go/No-Go to Launch
Description of Activities:
• Review Deliverables
Decisions:
• Go/No-Go to Market
Product Development Process

27. Project Cost & Timeline
•$6,000
•Four weeks
Market Research Report and SWOT Analysis
•$6,000
•Three Weeks
Market Requirements Document and Product Features Prioritization
•$6,000
•Four Weeks
Competitive Analysis and Product Feature Competitive Analysis
•$6,000
•Four Weeks
Market Segmentation, Customer Profiles, and Positioning Statement
•$6,000
•Four Weeks
Break Even Analysis, Profitability Analysis and Product Development Charter
•$4,000
•Three Weeks
Product Roadmap
•$4,000
•Three Weeks
Launch Plan and Checklist
•$4,000
•Three Weeks
Post Project Evaluation
Note: Above stated project tasks are not to be processed linearly, many run simultaneously.

28. THANK YOU