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Brand Plans

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These slides are from our brand management training program. With our Brand Plan training, we will show you how to come up with the vision, purpose, goals, analysis, key issues, strategies, execution plans and measurements.

At Beloved Brands, we help brands find growth and we make brand leaders smarter.

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Brand Plans

  1. 1. Brand plan includes the vision, purpose, goals, analysis, key issues, strategies, execution plans and measurements How to build a brand plan Beloved Brands Training Files
  2. 2. beloved brands Strategic Thinking Brand Plans Marketing Execution Brand Plan Brand Positioning What consumers want What your competitor does best What your brand does best Winning Analyze performance Our brand playbook methodology focuses brand leaders on driving brand growth
  3. 3. “Planning is what you do before you do something, so that when you do it, it is not all mixed up.” A. A. Milne “Planning is what you do before you do something, so that when you do it, it is not all mixed up.” A. A. Milne
  4. 4. We help brands find growth. We make brand leaders smarter.beloved brands How to write Brand Plans You will learn: ✓ How to use 5 strategic questions as an outline for your entire plan ✓ How to write an inspirational brand vision statement to frame your brand plan ✓ How to come up with a brand purpose and brand values ✓ How to summarize your brand’s situation analysis ✓ How to map out the key issues your brand faces ✓ How to write smart, brand strategy objective statements ✓ How to focus tactics to ensure a high return on effort ✓ How to write specific execution plans for brand communications, innovation, and in-store ✓ How to do a profit statement, sales forecast, goals, and marketing budget for your plan ✓ Ideal one-page brand formats for annual brand plan and long- range strategic roadmap Brand Plans
  5. 5. We help brands find growth. We make brand leaders smarter.beloved brands Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth 2 4 31 Strategic questions to help frame the Key Issues 5 Drivers and inhibitors currently facing brand. Risks and opportunities for future. Deep-dive Business Review looks at every 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 fix. 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 tightly connected is your consumer to your brand? What is your current competitive position? What is the current business situation your brand faces? 3 1 4 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 2
  6. 6. We help brands find growth. We make brand leaders smarter.beloved brands Before you start your Brand Plan, map out your strategic thinking with 5 simple strategic questions 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? Vision/Purpose/Goals Analysis Key Issues Strategies Execution & Measures Questions to ask Planning Elements 1 2 3 4 5 6
  7. 7. We help brands find growth. We make brand leaders smarter.beloved brands 5 strategic questions worksheet 1. Where could we be? • To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. • Make Gray’s a $100 Million brand by 2020. • Want double digit annual growth rates. 2. Where are we? • Successful launch into the mass market, but time to transition Gray’s from a product-led brand into an idea-led brand • Need to connect with consumers by owning idea of “guilt free” snacking, rather than just selling a great tasting cookie. • Begin to dominate and lead the “good for you” cookie segment 3. Why are we here? • We have not figured out the priority choice for growth: find new users or drive usage frequency among loyalists. • We need to drive our awareness and share needs for Gray’s. • There is a high risk of ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? 4. How can we get there? • Continue to attract new users to Gray’s • Focus investment on driving awareness and trial with new consumers and building a presence at retail. • Build defense plan against new entrants that defends with consumers and at store level. 5. What do we need to do? • Use awareness to drive trial of the new Grays Cookies as “The Healthy Choice to Snacking” brand positioning. • Use in-store and event sampling to drive trial of the new Grays Cookies • Leverage key results, planogram recommendations and in-store specialty store merchandising team First step in planning is to answer these 5 questions with 2-3 bullet points for each line, providing an outline to ensure flow for the overall plan. 1 2 3 4 5 5 questions provide a strategic outline for the plan
  8. 8. We help brands find growth. We make brand leaders smarter.beloved brands Analysis Issues and Strategies Execution 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 among most loyal. Risks • Launch of Mainstream cookie brands (Pepperidge Farms and Nabisco). • De-listing 2 weakest skus weaken in-store presence • Legal challenge to taste 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 to close distribution 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 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. Analysis Brand Vision Strategies Execution Key Issues Goals 1 5 4 3 2 5 Forecast 6 Annual Brand Plan
  9. 9. An inspiring business vision, should scare you a little, but excite you a lot! An inspiring brand vision, should scare you a little, but excite you a lot!
  10. 10. We help brands find growth. We make brand leaders smarter.beloved brands How to build a vision statement Vision is the end-in-mind achievement, when you will be fully satisfied What do you want the brand to become? Challenge yourself to think 10 years out: if you became this one thing, you would know that you are successful and completely satisfied. Ideally it is Qualitative (yet grounded in something) and quantitative (measurable). It should be motivating and enticing to get people focused. An inspiring vision should scare you a little, but excite you a lot. Things that make a good vision: 1. Should last 5-10 years or more, helps paint a picture of where could we be. 2. Emotional and motivating for all employees and partners to understand and rally around. 3. Describe the dream you have, what you feel, hear, think, say and do 4. Said in plain words and may already be a common phrase within the company. 5. Balance between aspiration (stretch) and reality (achievement) The watch outs for vision statements: 1. It is not a positioning statement 2. Make sure we haven’t achieved it already 3. Don’t put strategic statements. It is not the “how”. 4. Try to be single minded. Keep tightening it. Do not include everything!!!
  11. 11. We help brands find growth. We make brand leaders smarter.beloved brands Examples of vision statements to inspire you Princess Margaret Hospital To conquer cancer in our lifetime. Amazon Be the world’s most customer-centric company. Ikea Create a better everyday life for the many people. Honda Be the company that society wants to exist Patagonia Build the best product, cause no unnecessary harm and use business to inspire Dove A world where beauty is a source of confidence, not anxiety. Waze Help people work together to improve the quality of everyone's daily driving. Disney Make people happy John F. Kennedy "I believe that this nation should commit itself to achieving a goal, before this decade is out, of landing a man on the moon and returning him safely to earth." Ferrari Italian excellence that makes the world dream Volvo Nobody should die or be seriously injured in a Volvo.
  12. 12. We help brands find growth. We make brand leaders smarter.beloved brands How to structure your own thinking for your vision Princess Margaret Hospital To conquer cancer in our lifetime. Amazon: Be the world’s most customer-centric company. Ikea: Create a better everyday life for the many people. Honda: Be the company that society wants to exist Patagonia: Build the best product, cause no unnecessary harm and use business to inspire Dove: A world where beauty is a source of confidence, not anxiety. Waze: Help people work together to improve the quality of everyone's daily driving. Disney: Make people happy John F. Kennedy: ”I believe that this nation should commit itself to achieving a goal, before this decade is out, of landing a man on the moon and returning him safely to earth." Ferrari: Italian excellence that makes the world dream Volvo: Nobody should die or be seriously injured in a Volvo. What is your pursuit in life? What is your purpose? What is your personal belief? How can you make the future better? What is your dream? What would leave you completely satisfied?
  13. 13. We help brands find growth. We make brand leaders smarter.beloved brands Paint the perfect picture of your brand in the future, that helps answer “where could we be?” To be a visionary, you must be able to visualize the future. Imagine it is 5 or 10 years from now. You wake up in an amazing mood. Think about your personal life and your business, and start to imagine the ideal of what you want. Visualize your perfect future of what has you in such a good mood and write down the most important things you want to achieve, and begin brainstorming a vision for the future. As you answer, imagine language choices that will inspire, lead and steer your team towards that vision.
  14. 14. We help brands find growth. We make brand leaders smarter.beloved brands Questions to think about as you paint your perfect picture of the future Imagine an ideal future for your brand, describe situation to answer: 1. What is your future revenue or market share? 2. Describe the future culture of your company. 3. What do you want people to be saying about your brand? 4. What do your own people find motivating about working on your brand? 5. How do you want a customer to describe their experience with your brand? 6. Name some of the future accomplishments that would make you proud. 7. What do you do better than anyone else on the planet? 8. Name something out-of-the-box that would make people talk about your brand.
  15. 15. We help brands find growth. We make brand leaders smarter.beloved brands Questions to think about as you paint your perfect picture of the future What is your pursuit in life? What is your purpose? What is your personal belief? How can you make the future better? What is your dream? What would leave you completely satisfied?
  16. 16. We help brands find growth. We make brand leaders smarter.beloved brands Brand Vision To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. Make Gray’s a $100 Million brand by 2020. Our purpose At Gray’s, our purpose is to give people the cookie they will never feel guilty about eating. We know healthy can taste great. 2016 Goals Example how to frame your vision, purpose and goals Goals 2019 2020 Comments Sales $27.5M $30.38M 11% growth rate Share 0.8% 1.2% New triple chocolate 0.5% share Distribution 62% 72% Increase coming mainly from fixing specialty. Awareness 33% 42% Below norm, 80% among niche, < 20% overall Purchase 10% 12% Brand promise & sampling helps drive trial. Repeat 4% 5% High quality Taste converts high repeat
  17. 17. We help brands find growth. We make brand leaders smarter.beloved brands How to build a purpose-driven beloved brand The Purpose of a Beloved Brand 13 4 2 Consumers need it Builds a beloved branded business Core values of team Love what you do
  18. 18. We help brands find growth. We make brand leaders smarter.beloved brands Model for finding your brand purpose Consumers need it Helps build a loved brand Core values of team Love what you do Exceptional execution to become your consumer’s favorite brand Build around a unique, own-able and motivating Big Idea Inspire a values driven culture to deliver happy experiences The Purpose of a Beloved Brand A BC D Focus on building a tight relationship with consumers “I love it” is the highest bar for great work.Never settle for OK when greatness is attainable. Focus your passion on building a tight bond with consumers Build around a unique, own-able and motivating big idea Inspire a values driven culture to deliver happy experiences You need to know your consumers as well as you know your brand. Use consumer insights, enemies and needs. Talk with consumers about benefits— what they get and how it makes them feel. The big idea is what consumers connect with first, then builds a bond as each touchpoint delivers that big idea. Use the big idea to organize everything that you do for the brand. Use exceptional execution to become your consumer’s favorite brand It is the culture of the organization who deliver the experience. People are the face of the brand, and will be the source of creating loyalty with consumers A B C D The pillars of purpose
  19. 19. We help brands find growth. We make brand leaders smarter.beloved brands Model for finding your brand purpose Consumers need it Builds a beloved branded business Core values of team Love what you do Use exceptional execution to become your consumer’s favorite brand Build around a unique, ownable, and motivating brand idea Inspire a values- driven culture to provide happy consumer experiences A BC D Focus your passion on building a tight emotional bond with consumers Focus your passion on building a tight emotional bond with consumers Build around a unique, ownable, and motivating brand idea Inspire a values-driven culture to provide happy consumer experiences A B C D • At Grays, we want to be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. • Grays are the best tasting yet guilt free pleasure so you can stay in control of your health. • The values for Gray’s are consumer first, great taste, healthy, natural ingredients, fast-to-market, and family owned. Our purpose is to give people the cookie they will never feel guilty about eating. We know healthy can taste great. The pillars of purpose Use exceptional execution to become your consumer’s favorite brand • At Grays, we want our people to have the confidence to overwhelm our brand lovers with shocking new tastes every year.
  20. 20. We help brands find growth. We make brand leaders smarter.beloved brands A brand’s values brings their purpose to life, connecting with consumers and employees We believe the best tasting food starts with all natural ingredients. We source organic ingredients, our kitchens work tirelessly to ensure our cookies taste amazing enough to become our consumer’s favorite. Natural ingredients taste better Stop feeling guilty over a cookie We are a family run business We do our homework on health Pride and Passion matters in everyone In blind taste tests, Gray’s cookies matched the market leaders on taste, but are 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. We know the daily pressures people face in making choices to eat healthy. We all have temptations, and the worst feeling is the guilt we feel in having a cookie. We want our customers to feel guilt free. We remind ourselves everyday that Gray’s started as a family recipe. No matter how big we become, business is personal, as we will personally rely on each other to achieve our collective success. We love food and we hope that it shows. Everyone on our team shows up every day with a passion to help make a difference and contribute to building Gray’s Cookies into a brand that women love.
  21. 21. We help brands find growth. We make brand leaders smarter.beloved brands Honda is a brand who lives by their values Joy is a state of being and a conscious choice to live and work with a grateful heart for a cause greater than oneself. It is the ongoing experience of doing something worth doing for the good of each other, our customers and society. Joy Dreams Challenging Spirit Respect Passion Respect is a belief in the highest potential of each and every human being. Respect is demonstrated by abundant opportunities to think, reason and create in and beyond your role. Each individual’s unique and highest contributions are critical to Honda’s success. To dream is to be alive. Dreams define who we are, forming a positive driving force that motivates us. They cause us to imagine what could be, to seek out challenges, and to be unafraid of failure. Dreams are our commitments to future generations Whether from the marketplace, the race track, or the pursuit of a new technology or business, Honda associates have always viewed challenges as opportunities. We are energized by the unwavering quest for a better way, and we are consistently inspired to exceed the limits of imagination. Passion is living and working beyond one’s limits. It is compelling and contagious. It is born of our love for society, and it drives our competitive spirit. It is evidenced by our energy, excitement, determination and drive to advance the human experience and become the organization that society wants to exist.
  22. 22. We help brands find growth. We make brand leaders smarter.beloved brands We use a force field type analysis to summarize drivers, inhibitors, opportunities and threats Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. The driving factors could be related to brand assets, successful programs working, favorable market trends. New products, advertising, channels. Keep fueling Factors of weaknesses or friction that slows your brand down, or a leak that needs fixing. Achilles heel, competitive pressure, unfavorable market forces, channels, specific segments. Minimize going forward. Opportunities Threats Specific untapped areas in the market that would fuel future growth, based on unfulfilled consumer needs, new technologies on the horizon, regulation changes, new distribution channels or the removal of trade barriers. Take advantage. Changing circumstances including consumer needs, new technologies, competitive activity, distribution changes or potential barriers to trade create potential risk to your growth. Minimize the impact of these risks. Helps set up the Key Issues for brand plan.
  23. 23. We help brands find growth. We make brand leaders smarter.beloved brands Example laying out your Summary Analysis Drivers Inhibitors • Taste drives a high conversion of trial to purchase (65% vs. norm of 50%). • Strong listings has driven strong distribution in food channels (95%) • Exceptional brand health scores among early adopters (“Proactive Preventers”) making it a highly beloved brand among the niche. • Awareness among mainstream target (20%) held back due to weak advertising scores. Low attention scores and brand link scores. • Low distribution at specialty stores at only 16%. Poor sales coverage. • Low purchase frequency (2.2 boxes/yr vs. 7.3 norm) even among most loyal early adopters. Opportunities Threats • R&D has 5 new flavors in development. Could launch Peanut Butter in Q4 of 2013 (top 15% in test), Chocolate Chips in Q2 of 2014 (top 50%) • Sales broker could specifically target specialty stores, which are in high growth (+15%/year) • Explore social media to convert strong loyal following into more mainstream mass appeal • Mainstream cookie brands could enter the ‘health’ segment through R&D or acquisition. Rumors that Pepperidge Farms will launch in Q1. • De-listing of our 2 weakest skus because of POS thresholds, could weaken our in-store presence. • Legal Challenge to “tastes as good as your favorite cookie”.
  24. 24. We help brands find growth. We make brand leaders smarter.beloved brands Knowing “where you are” helps set up what you need to do next, to get where you want to go Continue/Enhance • Stay focused on things going right, accelerate against them. Continuous improvement. Minimize/Reverse • Close the leaks, develop turnaround plans or re-focus the team against the trend. Take Advantage of • Build plans to mobilize the brand to see if the opportunity is a winning space for the brand. Avoid/Contingency • Identify and measure the risk, explore plans to avoid. Fill the gap before a competitor. What’s driving growth? What’s inhibiting growth? What are the opportunities? What are the threats? This analysis should provide a starting point for what you want to carry forward into the Brand Plan
  25. 25. Strategic thinkers see the right questions before they look for answers. Instinctual thinkers see the right answers before they even know the question.
  26. 26. We help brands find growth. We make brand leaders smarter.beloved brands Frame your brand’s key issue in question format. The answer to that question becomes your strategy Spend some thinking time on these questions, because the better the strategic question you ask, the better the strategic answer you will get. If strategic thinkers see the right questions first, then you need to find the best possible questions before you can think about solutions.
  27. 27. We help brands find growth. We make brand leaders smarter.beloved brands Finding the right key issues and strategies Start off with a straw-dog brand vision. Brainstorm everything in the way of the vision. Narrow list of issues to top 3-5 key issues. Frame your top issues in question format. 2 4 3 1 This is a great list of everything in the way of your vision. We now move to the Strategic Thinking Model to help organize the thinking.
  28. 28. We help brands find growth. We make brand leaders smarter.beloved brands Use the strategic thinking questions to kickstart your thinking on the issues What is the current business situation your brand faces? How tightly connected is your Consumer to your brand? Product Story Experience Price Power Player Challenger Disruptor Brand Craft Brand Indifferent Like It Love it Beloved Keep It Going Fix It Re-Align Start Up What is your brand’s current competitive position? This forces you to choose and focus on one of four answers for each question. 1 3 24 What is the core strength that will help your brand win?
  29. 29. We help brands find growth. We make brand leaders smarter.beloved brands Use the 4 questions to inspire specific key issues What is the core strength your brand can win on? How tightly connected is your Consumer to your brand? What is your current competitive position? What is the current business situation your brand faces? 1 2 3 4 How do we shift Gray’s from a product-led launch into an idea-led brand to own “guilt free”? How do we drive consideration and trial to establish brand in the consumers mind? How do we defend against entry of mainstream cookies into good for you segment? How do we keep growth momentum by closing the identified gaps in distribution? 360 Thinking Questions Gray’s Cookies Key Issues 1 2 3 4
  30. 30. We help brands find growth. We make brand leaders smarter.beloved brands Make sure that your key issues are at the right strategic level. Play around with the questions to make sure How do we get consumers to use more coupons? • This issue is very tactical and too specific to set up a strategic solution. How do we become #1? • This is very large goal that is highly aspirational and visionary. But it is too broad to lead to a pin-pointed strategic solution. How do we drive usage among loyal? • This is a much better fit for the plan. It speaks to what is in the way of the vision, and leaves enough room for various strategic solutions. Too Low Too High Just Right
  31. 31. We help brands find growth. We make brand leaders smarter.beloved brands Core Strength strategic objective statements Enhance the Starbucks experience at lunch (a) with innovative sandwiches and snacks (b), that re-enforces the quality difference at Starbucks (c) to enter the new lunchtime market (d). Re-build the consumer experience (a) by training all the entire staff on service values (b) emphasizing that our people make the difference (c) to make Starbucks a meeting space for friends to gather.(d) Focused Opportunity to build your brand’s core strength Market Impact that builds a desired reputation on one of: Deploy resources against a strategic program using one of: Our product is better Our story makes us different Our people make difference We have better prices Brand Positioning Consumer Experience Brand Story Product Innovation Purchase Moment Performance Result to harness one of the power or profit drivers Premium Prices Trading Up Lower COGS Efficient Spend Stealing Share Users to use more New markets Find new uses 8 ways brands can drive more profitsChannels Competitors New Entries Suppliers Media Influencers Employees Consumers Brand Power Product Price Experience a cb d Brand Story
  32. 32. We help brands find growth. We make brand leaders smarter.beloved brands Consumer driven strategic objective statements Advertise big idea of “empowering women” (a) focused on women frustrated by “lose and gain” diet fads (b), to move new consumers from aware to trial (c) and gain share (d) Build a low calorie innovation plan across the entire grocery store (a) focused on our most loyal Special K lovers(b), to drive trial of new items (c) and successfully enter new markets (d). Focused Opportunity to tighten bond with consumers Market Impact that moves consumers along their journey Deploy resources against a strategic program to build brand Consumer Brand Brand Positioning Consumer Experience Brand Story Product Innovation Purchase Moment Performance Result to harness one of the power or profit drivers Premium Prices Trading Up Lower COGS Efficient Spend Stealing Share Users to use more New markets Find new uses 8 ways brands can drive more profitsChannels Competitors New Entries Suppliers Media Influencers Employees Consumers Brand Power a cb d Aware Consider Repeat Satisfied Buy SearchLoyal Fan
  33. 33. We help brands find growth. We make brand leaders smarter.beloved brands Competitive strategic objective statements Apple will launch a full assault against the entire music industry (a) with a disruptive innovator stance (b) to show how iTunes provides higher quality digital music on your iPod, much cheaper, faster and smarter than CD’s (c) to gain entry point into music industry (d) Apple to launch a full assault (a) to challenge the PC/Microsoft Windows dominant position (b) by finding flaws in PCs to set up how much simpler Macs are (c) to steal significant market share by enticing frustrated consumers to buy a Mac (d) Focus Opportunity on your competitive stance Own a winning positioning space to drive a Market Impact Deploy a strategic program that follows an attack strategy Disruptor Brand Craft Brand Power Player Challenger Brand Full Assault Neutralize Maintain Base Slow Down Performance Result to harness one of the power or profit drivers Premium Prices Trading Up Lower COGS Efficient Spend Stealing Share Users to use more New markets Find new uses 8 ways brands can drive more profitsChannels Competitors New Entries Suppliers Media Influencers Employees Consumers Brand Power What consumers want What your competitor does best What your brand does best Winning Losing Risky Dumb a cb d
  34. 34. We help brands find growth. We make brand leaders smarter.beloved brands Situational strategic objecitve statements Invest heavily (a) to create an intimate fan experience (b) to re-connect and fix Avril’s relationship with core fans (c) to help trigger higher album and concert sales (d) Invest time in new song-writing, higher production and collaborations with key artists (a) to re-position Avril as a more mature “indy artist” (b), to fix her immature image (c) and build a tighter bond with new fans (d). Focus Opportunity to fix an element of the brand Create a Market Impact that helps the brand’s situation Deploy a strategic program with the limited resources Performance Result to harness one of the power or profit drivers Premium Prices Trading Up Lower COGS Efficient Spend Stealing Share Users to use more New markets Find new uses 8 ways brands can drive more profitsChannels Competitors New Entries Suppliers Media Influencers Employees Consumers Brand Power Positioning Advertising Media Plan Innovation Retail Experience Culture Investments Financial People Time Partnerships Re-Align Startup Keep it Going Fix It a cb d
  35. 35. We help brands find growth. We make brand leaders smarter.beloved brands Where your brand sits on the Brand Love Curve should drive your strategy choices Indifferent Love It Like It Beloved Unknown Get noticed so consumers see the brand in a crowd Establish brand positioning in the consumer’s mind Build share-worthy experiences to inspire brand fans to influence friends Tighten bond with your most loyal brand lovers Build a trusted following with each happy purchase
  36. 36. We help brands find growth. We make brand leaders smarter.beloved brands The stages of the Brand Love Curve set up 20 possible consumer strategies for your brand plan Get noticed so consumers will 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 Experiences that inspire brand fans to influence others Unknown Indifferent Love ItLike It Beloved Mind Heart InfluenceAttention Purchase 1. Set up 2. Launch event 3. Core message 4. Find fans 5. Mind shift 6. Mindshare 7. New news 8. Turnaround 9. Drive penetration 10. Drive usage 11. Build routine 12. Cross-sell 13. Build memories 14. Maintain Love 15. Deeper love 16. Reasons to Love 17. Create magic 18. Leverage Power 19. Attack yourself 20. Use loyalists
  37. 37. We help brands find growth. We make brand leaders smarter.beloved brands Marketing Execution must trigger a desired response that moves consumers along their consumer journey Consider Aware Fan Loyal Repeat Satisfied Buy Search Stand out and be seen in a crowd Solve questions or doubts in the mind Close the deal to trigger a purchase Reinforce purchase decision Become a favorite ritual or life moment Connect emotionally to build frequency Product/operations builds happy experiences Shareable experiences to trigger influence
  38. 38. We help brands find growth. We make brand leaders smarter.beloved brands We take the chunky strategic objective statement and turn it into a tighter strategy statement Strategic Objective Statement Continue to dominate healthy cookie segment (a), owning “great tasting lowest calorie” claims (b) pointing out Nabisco’s 30% higher calories (c) to help maintain Gray’s loyal fan base (d). Advertise Gray’s “stay in control” positioning (a) to new “proactive preventers” (b) to move consumers from consideration to trial (c) and steal competitive users (d). Sales force blitz (a) to fix Gray’s distribution gaps at drug and mass (b) to continue Gray’s momentum (c) and strengthen Gray’s market share (d). Strategy Statement Attack Nabisco’s ‘healthy’ credibility by having 60% higher calories Drive trial by advertising Gray’s “stay in control” positioning Fix Gray’s distribution gaps with a sales force blitz at food and drug Consumer strategy Competitive strategy Situational strategy Ideal Brand Plans have 3 issues and top 3 strategies
  39. 39. We help brands find growth. We make brand leaders smarter.beloved brands Laying out the strategies to the next level For each strategy, lay out the strategic objective, specific goal, main tactical support programs and any potential watch outs
  40. 40. We help brands find growth. We make brand leaders smarter.beloved brands Laying out the strategies to the next level
  41. 41. We help brands find growth. We make brand leaders smarter.beloved brands Laying out the strategies to the next level
  42. 42. We help brands find growth. We make brand leaders smarter.beloved brands The brand idea is the bridge between brand and consumer, that aligns everything around the 5 consumer touch-points Big idea connects and separate brand from competitors Use your brand’s differences to move consumers Keep your brand fresh and on top of trends Move consumers through the buying system Experiences that consistently over- deliver the promise Consumer Brand Idea The Brand Brand Promise Brand Story Happy Experiences Purchase Moment Innovation Ideas Packaging Logo/Slogan Advertising and Media Options Product Development Sales and Retail Culture and Operations The big idea must inspire and align everyone who works behind the scenes of the brand.
  43. 43. We help brands find growth. We make brand leaders smarter.beloved brands Build separate Execution Plans around each selected activity that supports the 5 consumer touch points Innovation Surprise Logos or Tag Lines Packaging Content Strategy Home Page Messages Creative Advertising Paid Media Earned or Social Media Events & Sponsorship New Product Launches Format Line Extensions Claims R&D Exploration Point of Purchase Sales Materials Account Management E-Commerce Sampling and Trial Employee Behaviors VIP Loyalty Programs Active User Influencers Choose key execution areas to write up separate Marketing Execution plans, with the activity that matches up to the most relevant consumer touchpoint Brand Promise Brand Story Happy Experiences Purchase Moment Touchpoint Activities
  44. 44. We help brands find growth. We make brand leaders smarter.beloved brands Brainstorm activities to support strategies, prioritizing on return on investment and effort (ROI and ROE) For each strategy, you want to find the “Big Easy” • Put all of the ideas on to post it notes, then map each idea onto the grid as to whether they will have a BIG versus SMALL impact on the business, and whether they are EASY versus DIFFICULT. • The top ideas will be in the BIG EASY top right corner. JUST DO IT Brainstorm ways to make these ideas even bigger THE BIG EASY Big Wins, Easy to do AVOID Bad ROE, drain on resources MAKE EASIER Brainstorm easier ways to get it done Easy Difficult Small Win Big Win Implementation Business Impact Idea Idea Idea Idea Idea Idea Idea Idea
  45. 45. We help brands find growth. We make brand leaders smarter.beloved brands Think of each Executional mini-plan as a beacon that aligns those working on that specific area. For each mini-plan, we recommend that you have a specific goal and strategy to help frame your intentions. Then list out details that are more relevant to that specific plan.
  46. 46. We help brands find growth. We make brand leaders smarter.beloved brands Use your brand plan to lay out your innovation plan to help steer your R&D team For the Innovation Plan we recommend that you have a specific goal and strategy to help frame your intentions. Then list out the focus, internal beacon and programs.
  47. 47. We help brands find growth. We make brand leaders smarter.beloved brands Plan your Product Innovation Continuous generation of ideas to build a war-chest of potential solutions to meet consumer needs. Assess opportunities using criteria: breakthrough, own- able, strategic fit, consumer motivation, potential size. Identify new opportunities Build innovation pipeline Go-to-market launch plan 2 3 Build out potential concept to test breakthrough, own- ability and sales potential. Build robust innovation schedule with volumetrics, investment, sourcing and production timeline. Stage-gate decisions to approve execution plans and milestones from production to launch. 4 5 6 Backend plan includes final naming, logos, packaging, production and channel plan. Build marketing support; advertising, presentations, in-store support. Hand over to launch team, including marketing, sales, operations. 7 8 9 Observations to identify trends and new consumer need states. 1 Winning ideas go to market Move best ideas to testing
  48. 48. We help brands find growth. We make brand leaders smarter.beloved brands Decide what type of exploratory product innovation fits within your long-range brand plans Product Extensions • Identifies new consumer need states, occasions where your brand can easily handle. • Broader portfolio helps neutralize competitive advantages or use to gain share of shelf. • Continuous news keeps brand momentum going with new benefits, flavors, sizes. Product Improvements • Use the “leaky bucket” analysis to identify where you are losing consumers, helping isolate flaws and gaps in your brand that need fixing. • Either moves ahead or catches up to competitors. New Formats • Stretches the brand into new subcategories/adjacencies or parts of the value chain. • Helps drive added usage frequency or new usage occasions with consumers. • Gets brand into new parts of the store, new distribution channels or new usage points with consumers. Brand Stretching • Take the assets of the brand and move them into other categories—bringing your loyal user base and brand reputation. Game Changing Technology • R&D driven invention needs to be matched up a consumer driven need and re-presented back to the consumer in a consumer centric idea. Blue Ocean Exploratory Areas • Completely exploratory ideas that combine your open technical capabilities, matched to pure un- explored consumer need states to create game changing launches that move into fully protected Island type competitive positions.
  49. 49. We help brands find growth. We make brand leaders smarter.beloved brands Brainstorming your Product Innovation We make brands stronger. We make brand leaders smarter. Diverge #1: Getting all the ideas on the table We divide the room into 4 groups, with broad cross-functional representation. Each group would rotate through 5 stations, leaving behind 15+ innovative ideas at each flip chart. That would give us 60+ ideas for each station with a goal of 300 ideas. The category choices are up to the client, where they wish to brainstorm. Product Claims Game Changing Products Product Extensions, Improvements and New Formats Process Claims Blue Ocean Exploration A great process for your team is to divide your brainstorming teams and have them rotate through the different sections.
  50. 50. We help brands find growth. We make brand leaders smarter.beloved brands Innovation Rule #1 Make what consumers want Make consumers want what you make
  51. 51. We help brands find growth. We make brand leaders smarter.beloved brands The role of innovation changes as your brand matures along the Brand Love Curve Indifferent Love It Like It Beloved Unknown Product Launch: A real point of difference versus current offerings to break through and solve an unmet need to a core group of consumers. Product Extensions: Use innovation to change consumers minds, to connect with your purpose, idea or concept and see something revolutionary and completely new to the category. Create Experiences: Explore peripheral products and services to turn routines into life rituals. Keep investing to stay ahead of challengers. Broaden Offering: Extend beyond core product to fuel momentum by surprising and delighting current users to help tighten the bond. Separate Yourself: Use innovation and claims to stay ahead, address gaps or flaws in the category to separate yourself on quality, performance, experience or value.
  52. 52. We help brands find growth. We make brand leaders smarter.beloved brands Use your brand plan to guide the sales team on how to manage the brand’s purchase moment You can use an In-Store Plan, or Category Management Plan that lays out specific goal and strategy to help frame your intentions. Then list out the focus, internal beacon and programs.
  53. 53. We help brands find growth. We make brand leaders smarter.beloved brands Build customer programs that achieve a triple win, for your customer, the shared consumer and your brand TRIPLE WIN Customer Marketing Program A win for your brand A win for your channel customer A win for your shared consumer 1 2 3
  54. 54. We help brands find growth. We make brand leaders smarter.beloved brands How to set up a Pricing System that allows you to utilize pricing as a strategic weapon instead of a tactical response Define price parameters, capabilities and skills, to establish your pricing organization. Consider legal, channel, regional and global pricing requirements Build a pricing system to monitor pricing corridors, changes to elasticity, margin requirements. Implement pricing in the market, by understanding price elasticity seasonality, geography, consumer base. Explore potential good/ better/best strategy. Operationalize pricing within your overall marketing activities. Look for input via brand positioning, consumer research, retail partners, promotional windows and competitive activities. Match pricing strategy to your business/brand strategy and business objectives Consider your consumer strategy, competitive position, product quality, margin expectations and cost of goods. 1 2 3 Pricing Determination Pricing Execution Pricing Governance Price Monitoring and System Support 4 5 Pricing Strategy
  55. 55. We help brands find growth. We make brand leaders smarter.beloved brands Do you do a Pricing Waterfall analysis? StatedPrice InvoicePrice ActualPrice Gross Margin Retailer program discounts Off-Invoice Discounts or Rebates Prom otional Price discounts Cost of Freight Custom Packaging or displays Cost of Programs Package Returns Cost Cost of Goods Sold Service Costs Volum e Discount Transactional and cost to serve the customer Target Price to the customer BasePrice Segm ent Geography/Regions Channel Base value of product sold Marketing Sales Stated Price on the customer’s invoice Actual Price (less discounts and cost to serve) Actual Gross Margin
  56. 56. We help brands find growth. We make brand leaders smarter.beloved brands Planning Activity Calendar Activities J F M A M J J A S O N D TV Adv. (15 sec) Print in Health Magazines (full page) Digital Ads Social Media Hits PR in health Magazines In-store Sampling Event Sampling Retail Blitz Special Store Blitz In store BOGO Display Program FSI Couponing Programs Communications Sampling In store Coupons Include a Planning Calendar to align everyone
  57. 57. We help brands find growth. We make brand leaders smarter.beloved brands 3-step process to building an Executional Plan Creative Ideas Advertising, PR, In-Store Step One Brand Team briefs all agencies at the same time, in the same room, outlining brand strategies in the plan. Step Two Each agency presents their ideas in the same room. Give direction to each agency and try to piece various tactics together. Tactical Plan Advertising, PR, In Store Step Three Agencies work together to align, build on, enhance and narrow tactics down, They then present an aligned and consolidated plan. Give Agencies 2-3 weeks to come back with ideas, with high, medium and low budget levels. All Agencies work together over 2-3 weeks to create a complete cohesive plan. Brand Plan Vision, Issues, Strategy With so many agencies, each working on their own, aligning everyone becomes the hardest task to staying on strategy
  58. 58. We help brands find growth. We make brand leaders smarter.beloved brands A plan is not complete without Project Management Plans to make sure things happen. Project Direct Sampling Strategy Sampling moms to drive trial and convert to sales. Owner Ryan Jones Team Ryan, Stephanie, Stuart Sponsor Steve Smith Goals Drive awareness/trial for new product, $1.5 million in sales for Q2, re-enforce brand message in store. Deadline In market March 20th Milestones • Retail calls Oct 5 • Select sampling vendor Oct 15 • Develop store list Dec 1st • Sample production and shipping to stores Hurdles • Gaining retail acceptance • Achieving added display • Lining up sampling with advertising Budget $500,000
  59. 59. We help brands find growth. We make brand leaders smarter.beloved brands Setting S.M.A.R.T. goals for your plan S Measurable: How will you demonstrate and evaluate the extent to which the goal has been met. Usually tracked versus last year, versus competitors, versus norms or versus a milestone towards the end goal. Achievable: Stretch and challenging goals with ability to achieve outcome. Use action oriented verbs. We always say that the setting of major goals should scare you a little, but excite you a lot. Specific: State exactly what you want to accomplish, including who, what, where, when, why? Focus on specific external results (sales, market share, performance tracking, rating scores etc.) or major milestones towards the vision. Relevant: How does the goal fit your responsibilities as well as fitting with your strategy? Each strategy should have a goal linked to it, as well as a 5-10 year goal tied to the vision, that can have year bound milestone goals. Time-Bound: Set target “by when” dates that linked to major milestones or completion deadlines. They should be broken out quarterly, annually or even 5 year goals. Deadlines for projects, on air, in market, stage-gate timing. M A R T
  60. 60. We help brands find growth. We make brand leaders smarter.beloved brands Using the S.M.A.R.T. goals to create a Brand Dashboard for your team to monitor Goal 2015 2016 Comment Sales $25MM $30MM Continue 20% growth rate Share 0.8% 1.2% New triple chocolate 0.5% share Distribution 62% 72% Increase coming mainly from fixing specialty. Awareness 33% 42% Below norm, 80% among niche, < 20% overall Trial 34% 37% New flavors have helped drive trial Repeat 4% 5% High quality taste converts high repeat Gross Margin % 55% 57% Launching new premium line up. Profit % 19% 15% Increased marketing spend in year 1 of launch Ad Brand Link 62% 70% Building on current brand equity in TV ad Purchase Intent 70% 70% Should hold strong as we trade up. Customer Satisfaction 58% 60% Halo impact from new premium line up. Freshness Index 12% 20% Increasing % sales from new launches. You have to measure what matters
  61. 61. We help brands find growth. We make brand leaders smarter.beloved brands Using net promoter score to measure connectivity 5 Highly Likely 4 Likely 2 Unlikely 1 Highly unlikely 3 Neutral Net Promoter Score = (%who answer 4 and 5) - (%who answer 1 and 2) (30 + 15) - (15 + 10) = + 20% net promoter If you track on a quarterly basis you can measure the trend line over the past 8 quarters 15%30%15%10% 30% How likely are you to recommend Gray’s Cookies to a friend?
  62. 62. We help brands find growth. We make brand leaders smarter.beloved brands Brand Plans should include a profit projection Premium Price • Perceived quality allows you to command a price premium. Trading up/down • Take loyalists up to a better premium-priced version of brand. Lower cost of goods • Economies of scale and use your power over suppliers. Efficient marketing • Higher volume helps spend ratios, use the media power. Stealing Share • Use brand momentum to gain tipping point. Higher usage • Get loyal users to use more, building routines/rituals. Enter new markets • Take brand idea to new products, getting loyalists to follow. Find new uses • Increase the ways that your brand can fit into the consumers life. Price Costs Share Market Size Higher Margins Higher Volumes
  63. 63. We help brands find growth. We make brand leaders smarter.beloved brands Brand Plans should include a profit statement 2019 2020 2021 $ g% $ g% $ g% Comments Net Sales 21,978 44% 27,354 24% 30,385 11% With 2 competitors launching, growth will slow to +11% Cost of Goods Sold 10,333 40% 12,606 22% 13,237 5% New plant production has given lower cost of goods. Gross Margin 11,645 49% 14,748 27% 17,148 16% Gross margins continue to make efficiency gains. GM % 53% 54% 56% R&D 346 3% 352 2% 360 2% Holding steady R&D flavor innovation budget. Marketing Budget 5,528 22% 7,962 44% 8,850 11% Spending up in line with the sales forecast. Ad Merchandisers 568 22% 855 51% 850 -1% TV 1200 42% 900 -25% 1200 33% Increased budget as part of defense plan On Line 233 3% 480 106% 900 88% Staying competitive with shift to on line. Print 1355 22% 1050 -86% 1000 -100% Continued use of specialty health magazines PR 59 15% 77 31% 200 160% Sampling 500 4% 1200 140% 1400 17% Sampling is part of the mix to drive trial. Defense Plan. Sponsorship 100 33% 500 400% 0 -100% Research 200 55% 300 50% 500 67% Added tracking of two competitive launches. Packaging 133 66% 100 -25% 50 -50% Display 430 44% 1300 202% 1400 8% Lock up displays during the competitive launches. Trade 750 1200 60% 1350 13% Increased trade spend to stay competitive. Other SG&A 2,000 22% 289 -86% 989 242% Contribution Income 3,771 22% 6,145 63% 6,949 13% Gains coming from production efficiencies. CI % 17% 22% 23%
  64. 64. We help brands find growth. We make brand leaders smarter.beloved brands The profit statement starts with a sales projection Forecast for 2015 $27,354 Current LE for the year. Forecasted Gains Comments Added Awareness $6,565 New consumers become aware of Grays Higher Trial Rate 2,000 Using awareness and sampling to drive trial Walmart listing 340 New food listing C store Listing 200 Based on success of last year's test New Innovation 1,500 Two new flavors in Q3 Forecasted Declines Two New Launches 4,500 Ipsos predicted impact on Gray's Lost spring displays 630 Cancelled displays to pay for defense plan Discontinued flavors 430 Cutting two worst performers Net Forecast for 2016 $32,399 Expected gain for 2016 will be +18% growth. Following the drivers and inhibitors of your analysis, now build it it into your sales projection. Start with last year’s sales result, then what are the forecasted gains and declines, each with an explanation.
  65. 65. We help brands find growth. We make brand leaders smarter.beloved brands For new products, use a comparable launch as the stake in the ground, then explain differences Stake in the Ground: Gray’s Allergy could be as big as Fred’s Allergy in year 1, which was an 8% share and $80 Million in sales Bigger Impact Lower Impact • Expected to get 25% more A&P support than Fred’s Allergy • It has 24 hour claim, while Fred’s was only 12 hours • Doctor recommendation should add 25% more in sales • A 4% dollar share in second month, ahead of the 2% share Fred’s achieved in second month. • Market is a lot more crowded than it was in 2015 when Fred’s launched • Launched in March, later than Fred’s, which means we missed the Q1 sell in • While it’s a new molecule, it really has very little to say (decongestion claim) • Launching at a significant price premium could mean lower unit volume Conclusion: Gray’s will be slightly bigger than Fred’s in Year 1. We expect it will be 10% share and $100 Million in Sales
  66. 66. We help brands find growth. We make brand leaders smarter.beloved brands A Brand Plan should also lay out a detailed brand budget Activities 2019 2020 2021 Comments Merchandisers Artwork 68 55 50 Merchandising went up significantly in 2015, we are expecting it to hold through 2016. Signage 200 300 300 Fees 300 500 500 TV Advertising Production 350 0 350 We make a new TV spot every 2 years, needs re-fresh behind new message for 2016 Talent 50 50 50 Media 800 850 800 TV media holding at 800, as we shift some spend to online. Digital Production 155 200 150 Decline is more that we are shifting to on line version of same creative. Talent 100 100 100 Media 1100 850 750 On Line Production 50 100 100 Talent 15 20 80 Media 100 260 520 On line continues to grow as we look to online to target Healthy Proactive Preventers Social Media 20 100 200 Using social media to connect to our most loyal users and creating a following for Gray’s. Sampling Sample costs 100 300 350 Supplier 100 100 125 Both events and retailer sampling shown to drive a high conversion of trial to usage and Event Costs 100 400 425 becoming a Loyal user. Major part of our defense plan to tie up sampling events Retailer Costs 200 400 500 In Q1 to thwart the competitive launch. Research Tracking 100 150 250 Significant increase due to tracking of two new competitors plus brand health study Testing 100 150 250 Other Marketing Packaging 133 100 50 Sponsorship 100 500 0 Sponsorship did not pay out so it was cut to fund increases in sampling and online. PR costs 59 77 200 Social Media Artwork 80 150 150 Display up significantly Signage 200 350 400 Fees 150 700 850 Trade Marketing Coop/Display 750 1200 1350 MARKETING BUDGET 5480 7962 8850 Increased in line with sales growth. Contingency defense spend.
  67. 67. We help brands find growth. We make brand leaders smarter.beloved brands Brand Plan definition summaries Vision: The vision should answer the question, “Where could we be?” Put a stake in the ground that describes an ideal state for your future. It should be able to last for five to 10 years. The vision gives everyone clear direction. It should motivate the team, written in a way that scares you a little and excites you a lot. Brand purpose: The purpose has to answer the question, “Why does your brand exist?” It’s the underlying personal motivation for why you do what you do. The purpose is a powerful way to connect with employees and consumers, giving your brand a soul. Values: The values you choose should answer, “What do you stand for?” Your values should guide you and shape the organization’s standards, beliefs, behaviors, expectations, and motivations. A brand must consistently deliver each value. Goals: Your goals should answer, “What will you achieve?” The specific measures can include consumer behavioral changes, metrics of crucial programs, in-market performance targets, financial results, or milestones on the pathway to the vision. You can use these goals to set up a brand dashboard or scoreboard. Situation analysis: Use your deep-dive business review to answer, “Where are we?” Your analysis must summarize the drivers and inhibitors currently facing the brand, and the future threats and untapped opportunities. Key issues: The key issues answer the question, “Why are we here?” Look at what is getting in your way of achieving your brand vision. Ask the issues as questions, to set up the challenges to the strategies as the answer to each issue. Strategies: Your strategy decisions must answer, “How can we get there?” Your choices depend on market opportunities you see with consumers, competitors, or situations. Strategies must provide clear marching orders that define the strategic program you are investing in, the focused opportunity, the desired market impact and the payback in a performance result that benefits the branded business. Tactics: The tactics answer, “What do we need to do?” Framed entirely by strategy, tactics turn into action plans with clear marching orders to your teams. Decide on which activities to invest in to stay on track with your vision while delivering the highest ROI and the highest ROE for your branded business.
  68. 68. We help brands find growth. We make brand leaders smarter.beloved brands Brand Plan format options 1. Brand Strategy Roadmap: • This provides a long range view that should serve as a 3 or 5 year strategic plan. This plan starts with the long-range vision, purpose and values, that should rarely change. It includes the Big Idea roadmap to help define the brand. It includes the strategies and tactics that you will execute over the next 3 to 5 years. 2. Annual “Brand Plan On a Page”: • This covers all the necessary information for a 1-year brand plan. It starts with the Brand Vision to help guide the plan, then the plan is divided into three distinct areas: 1. Analysis lays out sales and goals, then a summary from the deep-dive business review 2. Summation of the key issues and strategies 3. Executional Plans for the year that can steer everyone working on the brand. 3. Brand Plan Summary: • A simple look at the financials, then the issues, strategies, goals and executional activities.
  69. 69. We help brands find growth. We make brand leaders smarter.beloved brands Brand Strategy Roadmap combines the rough draft of the long range plan elements with the brand idea map
  70. 70. We help brands find growth. We make brand leaders smarter.beloved brands Rough draft worksheet of the brand strategy Purpose Vision Values Goals To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. Consumer first, great taste, healthy, natural ingredients, fast-to-market, family owned. We want to help people re-discover the lost secret that the most amazing tasting food is made of natural ingredients. $100 Million brand by 2020, become a mainstream brand, increase usage, longer term penetration gains. Strategy Key Issues 1. How do we tighten the bond with our most loyal brand lovers? 2. How do we balance driving penetration and usage frequency? 3. How will we defend Gray’s leadership position in the Healthy Cookie segment? 4. How do we leverage “guilt free” idea across new food categories Build community of Brand Lovers Explore new food categories Leader of healthy cookie segment An alternative to mainstream cookies Tactics • Social Media to connect brand lovers • Surprise and delight program to most loyal • Geographic expansion • Drive penetration using advertising & nutritionist PR • Continue to attract new users to Gray’s • New flavor launches • Dominate every store shelf • Attack competitive entries • Leverage influence of brand lovers • Build “guilt free” idea • Innovation focused on new segments • Early trial with brand lovers
  71. 71. We help brands find growth. We make brand leaders smarter.beloved brands The brand idea is the bridge between brand and consumer, that aligns everything around the 5 consumer touch-points Take control of your weight by replacing your favorite snack with Grays. Real life stories that show women living “All the pleasure. None of the guilt.” We never sacrifice on taste so you won’t have to sacrifice your cookie. Interrupt purchase routine to set up Grays as the better alternative. Celebrate weight loss results to empower you to stay in control. Consumer Brand Brand Promise Brand Story Happy Experiences Purchase Moment Innovation Ideas Gray’s are the best tasting yet guilt free pleasure that a cookie has ever seen Product Development Packaging Logo/Slogan Advertising and Media Sales and Retail Culture and Operations
  72. 72. We help brands find growth. We make brand leaders smarter.beloved brands Brand strategy road map for the future Promise: Experience:Innovation Purchase MomentStory: Vision: Purpose: Values: The Brand Idea: Grays are the best tasting yet guilt free pleasure Build community of Brand Lovers Explore entering new food categories Leader of healthy cookie segment Become alternative to mainstream cookies To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. We want to help people re-discover the lost secret that the most amazing tasting food is made of natural ingredients. Consumer first, great taste, healthy, natural ingredients, fast-to-market, family owned. Goals: Issues: Strategies Tactics $100 Million brand by 2020, become a mainstream brand, increase usage, longer term penetration gains. 1. How do we tighten the bond with our most loyal brand lovers? 2. How do we balance driving penetration and usage frequency? 3. How will we defend Gray’s leadership position in the Healthy Cookie segment? 4. How do we leverage “guilt free” idea across new food categories Take control of your weight by replacing your favorite snack with Grays. Real life stories that show women living “All the pleasure. None of the guilt.” We never sacrifice on taste, you won’t have to sacrifice your cookie. Interrupt purchase routine to set up Grays as the better alternative. We hope your weight loss results empowers you to stay in control. • Social Media to connect brand lovers • Surprise and delight program to most loyal • Geographic expansion • Drive penetration using advertising & nutritionist PR • Continue to attract new users to Gray’s • New flavor launches • Dominate every store shelf • Attack competitive entries • Leverage influence of brand lovers • Build “guilt free” idea • Innovation focused on new segments • Early trial with brand lovers
  73. 73. We help brands find growth. We make brand leaders smarter.beloved brands 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. Risks • Launch of Mainstream cookie brands (Pepperidge Farms and Nabisco). • De-listing 2 weakest skus weaken in-store presence • Legal Challenge to tastes claims Opportunities • R&D has 5 new flavors in development. • Sales Broker create gains at Specialty Stores • Explore social media 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.
  74. 74. We help brands find growth. We make brand leaders smarter.beloved brands The Brand Plan Summary Key Issues Strategies Goals Plans and Activities Timing What’s the priority choice for growth: find new users or drive usage frequency among loyalists? Continue to attract new users to Gray’s 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. • Use Advertising and in-store sampling to drive awareness and drive trial of the new Grays. • Use sales story that any new “healthy” cookies should displace under-performing and declining unhealthy cookies. • New advertising running Q1/ Q2. • Sampling in Q2 • Shelf re-alignment in Q3. Blitz in Q4. Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? Focus investment on driving awareness and trial with new consumers and building a presence at retail. 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%. • Spend mix will be 80% on driving trial. Loyalty play through innovation and social media. • Launch two new flavors in Q4/15 & Q4/16. • Drive trial throughout the year. Specific loyalty play in Q3. • Launch new flavors in Q4 How will we defend Gray’s against the proposed Q1 2014 ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? Build defense plan against new entrants that defends with consumers and at store level. Hold dollar share during competitive launches and continue to grow 11% post launch gaining up to 1.2% share. Target zero losses at shelf. • Competitive Defense Plan with pre-launch sales blitz to shore up all distribution gaps. At launch, heavy merchandising, locking up key ad dates and BOGO. advertising, couponing and in-store sampling. • New creative Q3. • New merchandising Q4. • Coupon and in-store Q4. Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. $100 Million brand by 2020. 2015 % growth 2016 Plan 2016 LE % growth 2017 Plan % growth Comment Sales 60 3% 63 37 67 12% 62 -2% Strong growth, but facing new competitors in 2017 GM 35 8% 37 40 13% 37 0% Holding on margins. GM% 56% +2 pts. 58% 59% +1 pt 39% Holding steady on price and margins. Mkt. Budget 15 +22% 16 16 7% 18 14% Increased budget to defend against new entrants CM 20 1% 21 24 18% 17 -12% Profit hit, due to defense spend. CM % 33% +2 its 33% 35% +2 pts 30% -5% Margin hit due to defense plan.
  75. 75. We help brands find growth. We make brand leaders smarter.beloved brands Plan Consistency and Flow: “Finding Tubas” • A good Brand Plan must have a consistency from the vision all the way down to the execution. Think of an orchestra playing in perfect harmony—everything playing the same song. When you write something that doesn’t fit, it stands out like a “Tuba” player, trying to play his own song. This is a misfit to the plan. • Go through your Brand Plan and see if you can spot the misfits. Is your mission to drive trial and you aren’t sampling? If you want to be the “category leader in innovation” then why are we not launching any new products till 2023? If your vision is “to become #1” why do we not have a growth or share goal? Why are you not investing? • The worst “Tubas” are those elements of the plan that seem to “die a quick death” in the document or they “come from out of nowhere” with no insight or set up. Senior Managers are skilled at finding Tubas—it can de-rail a plan when they find them before they do. Vision GoalsTacticIssues S T R A T E G Y
  76. 76. We help brands find growth. We make brand leaders smarter.beloved brands Strategy starts with making choices Vision The Power of 3’s Vision 3 strategies x 3 tactics means 9 major projects 7 strategies x 7 tactics means 49 major projects Strategy Tactic Tactic Tactic Tactic Tactic Tactic Tactic Strategy Tactic Tactic Tactic Tactic Tactic Tactic Tactic Strategy Tactic Tactic Tactic Tactic Tactic Tactic Tactic Strategy Tactic Tactic Tactic Tactic Tactic Tactic Tactic Strategy Tactic Tactic Tactic Tactic Tactic Tactic Tactic Strategy Tactic Tactic Tactic Tactic Tactic Tactic Tactic Strategy Tactic Tactic Tactic Tactic Tactic Tactic Tactic Strategy Tactic Tactic Tactic Strategy Tactic Tactic Tactic Strategy Tactic Tactic Tactic
  77. 77. We help brands find growth. We make brand leaders smarter.beloved brands Gray’s Medical Equipment Brand Strategy Roadmap : Vision: Purpose: Values: Drive awareness & consideration of a unique brand Create a smart infrastructure to drive efficiencies Establish a strong Franchise Network in every community Have the POWER of a strong national brand that stands out, supported by the AGILITY of an aligned, focused and profitable franchise network that has close local ties into every community in Canada. Our personal motivation comes from witnessing the change in the lives of our clients as their newly discovered mobility, accessibility and independence allows them to accomplish more than they ever thought possible. Client first, expert advice, open and honest, our people make the difference, partners in the community. Goals: Issues: Strategies Tactics Increase Franchise Network, drive brand awareness, drive sales growth and profitability within the system. 1. How do we drive awareness for the new positioning to differentiate Gray’s in the marketplace? 2. How do we create an aligned, fully trained, committed and profitable franchise network of 75 strong? 3. How do we fix the infrastructure, including uniform localized branding, IT, shared operations and purchasing? 4. How do we launch into the authorizer marketing? Should we enter hospitals? 5. How do we create a values driven Gray’s culture, consistent across all markets? • OT presentations • Target Universities • Ads to Caregivers • Align with funding agencies • Franchise Training • Consistent branding • Planograms and Merchandising • New franchisees • ERP network • Supply Chain Management • Best practice sharing • New Products • Explore innovative partners • Service Values • HR policies • Share wow stories Promise: We’ll be the Helping Hand to finding your clients the right mobility solution Experience: While you are going through something stressful, we want to make the experience as easy as possible for you. Story: Our people make the difference, so it is easier for you to make the right decision on your mobility. Innovation: We stay aware all the regulations and rules related to medical equipment, funding and assistance. Brand Idea: Gray’s Medical Equipment is the helping hand to your mobility solutions Purchase Moment: We use our knowledge of the insurance industry to make things less stressful for you at this stressful time in your life Explore new business through channels & services Create a MEDIchair culture to deliver the brand promise Service
  78. 78. We help brands find growth. We make brand leaders smarter.beloved brands Promise: Experience:Innovation Purchase MomentBrand Story: Vision: Purpose: Values: Strategies: Tactics: Brand Idea: Apple makes technology so SIMPLE that everyone can be part of the future Apple wants everyone in the world to be part of the future. At Apple, we want to make a dent in the universe by challenging the way we think, so we can make technology simple enough for everyday people to embrace. Consumer first, simplicity and ease-of-use, stylish designs, fast-to-market, community. Goals: Issues: Continue 10% sales growth, double market share in Asia, launch 5 new technologies per year. 1. How do we battle Samsung/Google in smart phones? 2. How do expand beyond our saturated North American market? 3. What technology platform will the next round of surprising innovation come from? 4. How do we strengthen and leverage our bond with our most loyal Apple users? We make technology so simple so that everyone feels smarter Technology should not be frustrating. We make it easy to do more/get more. Surprising leap-frog technology around simplicity Allow consumers to try, touch, feel in a soft-sell retail store. Launch hysteria. Enable consumers to get the most from your Apple. • Increase size options • Improve tech experience • Win on design • Launch watch to catch up Regain smart phone leadership Higher service to tighten community Build cloud community Geographic focus into China • Specific Chinese products • Brand building program • New retail space • Build e-commerce program • Integrate retail purchasing. • Explore automated cars. • Explore acquisition into social media programs • Take more services online, • Maintain face to face. • Increase Apple U courses • Increase retail footprint. Apple Brand Strategy Roadmap
  79. 79. We help brands find growth. We make brand leaders smarter.beloved brands Summary of learning on Brand Plans • We start with five core planning questions 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? These five questions set up the essential elements of the brand plan with the analysis, key issues, brand vision, strategies and marketing executional plan. • To set up the vision, think of 5 to 10 years out and begin painting the perfect picture of what you want your brand to be. Then brainstorm the issues in the way of the vision, framed as a strategic question. • From there, line up the strategies to answer the key issues and develop executional plans. We recommend a maximum of 3 strategies for an annual plan, and 3 tactics per strategy for a total of 9 major projects per year. The tactical choices must line up to the strategy, never randomly selected without a strategy. • A smart plan should include executional plans to align and help control those who will execute the plan. You should include a budget, calendar and project plans. • Bringing the plan together, I recommend leveraging a five-year brand strategy road map and a one-year annual brand plan.
  80. 80. We help brands find growth. We make brand leaders smarter.beloved brands Our brand management training program 1. Why being a beloved brand matters 2. How to think strategically 3. Defining your brand positioning 4. Aligning everything around your brand idea 5. Building a brand plan everyone can follow 6. How to write a smart Creative brief 7. How to run the advertising process 8. How to make creative advertising decisions 9. How to make media decisions 10. Deep-dive analysis of your brand 11. Brand Finance 12. Managing your brand career Brand Positioning beloved brands
  81. 81. Our new book: Beloved Brands We help brands find growth. We make brand leaders smarter.beloved brands The playbook for how to build a brand your consumers will love. • How to think strategically • Write a brand positioning statement • Come up with a brand idea • Write a brand plan everyone can follow • Write an inspiring creative brief • Make decisions on marketing execution • Conduct a deep-dive business review • Finance 101 for marketers “Beloved Brands is the book every CMO or would-be CMO should read.” Al Ries
  82. 82. Graham Robertson of Beloved Brands We help brands find growth. We make brand leaders smarter.beloved brands Graham Robertson is one of the voices of today's brand leaders. As the founder of Beloved Brands, he has been a brand advisor to the NFL Players Association, Shell, Reebok, Acura, Jack Links and Pfizer. He's helped train some of the best marketing teams on strategy, brand positioning, brand plans and advertising. Graham's purpose is to use is marketing experience and provocative style to get marketers to think differently about their brands, and to explore new ways to grow. Graham spent 20 years leading some of the world's most beloved brands at Johnson and Johnson, Coke, General Mills and Pfizer, rising up to VP Marketing. Graham played a significant role in helping win Marketing Magazine's "Marketer of the Year" award. He has won numerous advertising and innovation awards including Businessweek’s best new product award. As a keynote speaker, Graham shares his passion for brands to challenge and inspire marketing minds around the world, whether speaking at Advertising Week, or at the NBA Summer League, or to a room full of marketers in Bangkok Thailand or an agency in New York. He's been a guest writer for Ad Age, and his weekly blog stories have reached millions of marketers, who are trying to improve their skills. His new book, Beloved Brands, has launched with rave reviews. Many brand leaders are using this book as a playbook to help build the brand they work on. And, it serves as a brand management textbook for business schools in the US, Canada and UK. Graham’s personal promise is to help you solve your brand building challenges, to give you new thinking, so you can unlock future growth for your brand.

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