With consumer focus on value and customers wanting to drive differentiation, there has never been a bigger opportunity for private label brands. But with opportunity comes new expectations most private label manufacturers have never faced. Demand for insights, true innovation, first to market product ideas and category leadership from private label manufacturers.

2. INTO
Manufacturers
Marketers
2

3. Need To
Identify What Is
Keeping You
Up At Night
And Overcome
3

4. Marketers say they
74% need to develop more
compelling and fact-
based customer sell-in
presentations
Source: Barkley FMS Survey 4

5. Marketers say they
82% need to better
understand consumer
insights and needs
Source: Barkley FMS Survey 5

6. Marketers say they need
86% to better define their
positioning to create a
more unique and
compelling proposition
Source: Barkley FMS Survey 6

7. First, How To
Overcome The
Reactions To
Today’s
Category &
Product Reviews
7

8. Companies Must Provide More...
Rationalization
Justification
For Every Recommendation
8

9. Second,
Re-define
Your Private
Label Strategy
In Today’s Terms

10. It Was Easier When Private Label
Stood For...
Cheap Crap Copy Cat Crap
10

11. These Brands Are Building Trust & Confidence
WITH THEIR PRIVATE LABEL!!!!!
11

12. Consumers Are
NOTICING
More Private Label On Self
Acceptable Quality
Superior Savings
12

13. Buyers Are
NOTICING
Greater Loyalty
Greater Profits
13

14. Private Label Buyers
Want To Be
FIRST
with innovation
14

15. ‣ STAKE your claim
‣ FIND your soul mates
Barkley’s belief: ‣ Be DISRUPTIVE
‣ CELEBRATE Resourcefulness
15

16. Stake Your Claim
‣ Identifies where to focus resources
‣ Customers
‣ Product segments
‣ Marketplace overview
16

17. Cannot Determine
Where To Go Unless
You Know Where You Need
You Are To Be Here
You
Are Here
17

18. 1. Conduct A Customer Analysis
‣ Plot key customer metrics to prioritize customer opportunities.
‣ Goal is to identify 4 customer clusters:
‣ Tier 1: Strategic investment - forward thinking; dedicated customer teams; proprietary solutions and innovation
‣ Tier 2: Focused growth - sales force invests time vs customer teams; service oriented; tool box to solutions and innovation
‣ Tier 3: Manage for profit - maintenance service to maintain sales
100
Customer 1 Customer IV
80 Customer B
Customer 3
Customer I Customer III
Customer A
60
Customer 2
Growth
Customer C
40
Customer II Customer 4
20 Customer V
0
0 10 20 30 40 50 60 70 80 90 100
Sales

19. 2. Conduct A Portfolio Analysis
‣ Plot key customer metrics to prioritize your product segments within your portfolio.
‣ Goal is to identify where to invest resources vs where to manage for profits
Maintain Position Aggressive Growth
100
Product Product
Segment 1 Segment IV
80
Product Product
Segment B Segment 3
Product Product Product
Segment I Segment A Segment III
60
Product
Brand Attractiveness
Segment 2
Product
40 Segment C
Product Product
Segment II Segment 4
20 Product
Segment V
Assess Potential
Minimize Support
(Change the Game)
0
0 10 20 30 40 50 60 70 80 90 100
Category Attractiveness

20. 3. Develop A Perceptual Map Attribute
Attribute
‣ Plot the brands within each product
segment with the attributes they own. Brand A
Attribute
Brand C Attribute
‣ Identify opportunities within each product
segment for growth.
‣ Allows you to have frank conversations Attribute
with customers on what brands have the
strength to be in the set.
Brand B
Attribute Brand D
Attribute
Your Brand
Attribute

21. Find Your Soul Mate
‣ Identify the consumer segments within the category
‣ Attitudinal beliefs
‣ Product segment usage
‣ Brand usage
‣ Consumption dollars and lbs.
21

22. Important Emotional Elements Important Functional Elements
Overview  
Description of consumer segment  
 
 
 
 
 
Important Characteristics
 
 
Occasion Characteristics
Product segment usage 
B

Beta All Others Gap 

Prod Seg #1 6%
Prod Seg #2 2% Demographics All
Prod Seg #3 Beta Others Gap
A 2% Average Age:
Prod Seg #4 0% Female:
Prod Seg #5 Household Income:
-8% Have Children:
Work Part-time
Ethnicity:

23. Map Ownership Of Consumer Segments By
Product Segment And Brand
Consumer Segment Consumer Segment Consumer Segment
Product
Segment Competitor Y
Competitor X
Product
Segment
Product Your
Segment Brand Competitor Y
Product
Segment
23

24. Provides...
‣ Consumer segments
‣ Consumer need states
‣ Product segment usage by segment and need state
‣ Brand/product usage by segment and need state
‣ Size of price by segment and need state
‣ Brand perceptual maps for each product segment
‣ Factors motivating purchase by product segment
‣ Etc.
24

25. Be Disruptive
‣ Insights drive true break through solutions with customers
and consumers
25

26. Consumer Data Allows
You To Write A
Clear & Focused
3-Year Brand Strategy
26

27. Ultimately
Allowing Your
Company To...
27

28. 1. Become A
Category Expert
28

29. Re-Define Your Role With Customers
Category Expert ‣ Knowledge of facts and data for:
‣ Brand
‣ Category
‣ Competition
‣ Customers
‣ The Customers Competition
Fact Based Selling ‣ Able to gather data and facts to review
and make recommendations
Relationship Selling ‣ Close ties to individual(s) and your
Brand that helps you get things done
29

30. Re-Define Your Role With Customers
Category Captain ‣ Everything in Category Consultant
and…
‣ Partnership with Customer on Category
Decisions
‣ Plan-o-Gram Leadership
Category Consultant ‣ Able to find ‘INSIGHTS’ and
Communicate with Compelling Selling
Stories
‣ Play Teacher/Mentor/Expert
Role with Customer

31. Category Definition Process
Step 4: Develop the category
structure with shopper insight
Step 3: Determine the
consumer purchase
hierarchy
Step 2: Determine the
products that meet the
consumer need
Step 1: Determine consumer
needs for the category

32. More Trusted Voice
Since You Have the Customers
Best Interest At Heart
32

33. Translate Insights Into
Dynamic Selling Stories
33

34. 2. Guides Your
Product Portfolio
34

35. Identifies A Product Hierarchy
Differentiation
What makes it different? (Limits price sensivtivity)
Relevance
Why should the consumer care? (Benefits to particular users)
FTLQ
Why should the consumer believe? (Familararity, Trust,
Leadership, Quality)
35

36. 3. Drive NPD
36

37. Disciplined NPD Process
‣ Build upon an understanding of the:
‣ Consumer segment insights
‣ Consumer need sate
‣ Size of prize opportunity
Identify Filter & Commercialization
Facilitate Validate
Business Refine Of
Ideation Concepts
Opportunities Concepts Concept
37

38. BrainGame NPD
Ideation Workshop
38

39. Celebrate Resourcefulness
‣ More focused investment dollars.
‣ Work more efficiently and effectively.
‣ Extend your impact beyond your budget.
39

40. ‣ STAKE your claim
‣ FIND your soul mates
Barkley’s belief: ‣ Be DISRUPTIVE
‣ CELEBRATE Resourcefulness
40