The more loved a brand, the more powerful the brand and in turn, the more profitable the brand. This will help the brand manager be better at driving profit for their brand.

1. Workshop to help brand leaders be better at brand finance,
with every formula you need to run your brand.
Analytical thinking and the
Business Review

2. We make brands stronger.
We make brand leaders smarter.
Define
the
Brand
Think
Strategically
Big
Idea
At Beloved Brands, we use a branding approach
Vision Analysis
Key Issues
Strategies
Execution
• Advertising
• In-Store
• Innovation
• Consumers
• Category
• Channels
• Competitors
• Brand
Values, Goals
• Experience
Brand Plan
Create Brand Plans
Inspire
creative
execution
Analyze
performance
Sm
art
Creative
Ideas

3. We make brands better.
We make brand leaders better.
The role of a brand is to create a
bond with your consumers, that must
lead to a power and profit beyond
what the product alone could achieve.

4. People always ask me,
“Why does brand love matter?”
Brand Love

5. The more loved your brand is by your consumers,
the more powerful and profitable your brand will be.
Brand Love ProfitPower

6. We make brands stronger.
We make brand leaders smarter.
1
Consumers move along Brand Love
Curve tightening their bond with brands
2
Consumers connect with big idea and
expect consistency at every touch-points
3 The tight consumer bond creates
brand power with key stakeholders
4 The brand power drives profit through
price, cost, share, market size
Promise Experience
Purchase
Moment
Innovation
Brand
Story
Consumer
Premium
Prices
Trading
Up
Lower
COGS
Efficient
Spend
Stealing
Share
Users to
use more
New
markets
Find new
uses
Brand
8 ways Marketers can drive more profits
Why does brand love matter? The more loved a brand is by
consumers, the more powerful and profitable that brand will be.
Channels
Competitors
New Entries
Suppliers
Media
Influencers
Employees
Consumers
Brand
Power
Big
Idea
Love It
Indifferent
Beloved
Like It

7. We make brands stronger.
We make brand leaders smarter.
Here’s how a beloved brand can generate more
competitive power through Michael Porter’s model
Competitive
Rivalry
Power of
Buyers
Power of
Suppliers
Threat of
Substitutes
Threat of
Entrants
New Brands just can’t
break through the
emotional bond of a
beloved brand.
Consumers feel more
and think less. Desire
and crave. They become
brand fans who can’t live
without the brand.
Suppliers serve at mercy
of the beloved brand. High
volumes drive down costs
& margins. Suppliers build
completely around brand.
Channels are powerless
against beloved brand.
Consumers would switch
stores before brands.
Stores cannot stand up to
beloved brand.
Substitutes cannot match emotional bond that
the beloved brand has with their brand fans.
They have a monopoly on feelings.

8. The tighter the bond the brand creates with their consumers,
the more powerful that brand will be with all stakeholders
Consumers switch
stores before they
switch brands
Willing to cut costs
to be part of the
beloved brand.
Cannot duplicate
emotional connection
of the beloved brand
Struggle to break bond
and momentum the
beloved brand has
Proud, fully engaged,
motivated, outspoken
fans. Strong culture.
Outspoken brand fans
carry influence over the
purchase
All media (paid, earned,
search, social, home)
favor the beloved brands
Channels Competitors
New EntriesSuppliers
Media
Influencers
Employees
Outspoken fans
who think less and
feel more
Consumers
Brand
Power

9. We make brands stronger.
We make brand leaders smarter.
The economics and accounting of how beloved brands
turn power into stronger growth and profit
Price&
Quan+ty&
Supply&
Demand'
Increased'
Demand'
$400$
$250$
10M$ 15M$
Driving demand gives your
brand the ability to drive
the price up, and higher
quantities gives better
economies of scale.
Profitability = Margin x Quantity
Prices ShareCosts Market SizeMargins Volume
Premium
Pricing
Trading
Up
Lower cost of
goods
Efficient
Program
Spending
Stealing
Competitive Users
Get loyal
users to use
more
Enter
new markets
Find new
uses

10. The 8 ways that Brands can use their power to drive more profit
1
Premium
Pricing
2
Trading
Up
3
Lower
cost of
goods
4
Efficient
Program
Spending
5
Stealing
Competitive
Users
6 Get loyal users
to use more
7
Enter
new
markets
8
Find new
uses
Higher Prices
Higher Share
Lower Costs
Bigger Market
Higher Margins
Higher Volume

11. We make brands stronger.
We make brand leaders smarter.
Beloved brands use brand LOVE and POWER to drive PROFITS with
increased prices, lower costs, share gains and entering new markets
Price
Costs
Share
Market Size
Premium Price
• Perceived quality allows you to
command price pricing
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.
Higher
Margins %
Higher
Volumes

12. The more loved a brand is by consumers,
the more powerful and profitable that brand will be
Brand Love ProfitPower

13. We make brands stronger.
We make brand leaders smarter.
Apple uses their brand love and power to increase
prices, lower costs gain share and enter new markets
Case
Study

14. We make brands stronger.
We make brand leaders smarter.
Apple has used brand love to command power and
enable them to drive both revenue and profits
Case
Study

15. We make brands stronger.
We make brand leaders smarter.
Doing some very simple math
shows three potential major
problems right away.
• Gross Margin is falling each
year—dig in to find problem
with either price or COGs?
• Contribution Margin falling—
Gross Margins, Spend
Increases.
• Spend growing faster than
sales. Investment mode?
1
3
2
1
2
3
2008 2009 2010
Net Sales 21,978 24,616 27,569
Cost of Goods Sold 12,866 14,925 17,313
Gross Margin 9,482 9,862 10,256
Research Development 346 352 360
Total Spend 3,444 4,202 5,127
Ad Merch 568 858 1,296
TV - - 175
On Line 28 70 175
Print 57 75 100
PR 59 77 100
Sampling 3 13 50
Sponsorship 132 73 40
Research 200 100 5
Packaging 133 100 75
Display 4 29 200
Trade 426 400 376
Other SG&A 2,172 1,433 989
Contribution Income 5,763 5,244 4,772
12%
22%
Look at the Wealth of the Brand by knowing
how to use the Financial Statements
Brand
Finance

16. Look at Gross Margins % by dividing the
overall gross margin by the overall sales.
• The gross margin % is down from 43% to 37%.
Either overall pricing has been cut or the costs
are up. Dig in deeper.
Quick assessment of the brand’s financial statements
2008 2009 2010
Sales 21978 24616 27569
Gross Margin 9482 9862 10225
Gross Margin % 43% 40% 37%
Look at Contribution Margins % by dividing
overall contribution income by overall sales.
• The CM% fell from 26% to 17%. Not only is there is
there a problem at the top line margin, but gross
margin is not covering off the increase in spend.
2008 2009 2010
Sales 21978 24616 27569
Contribution Income 5763 5244 4772
Contribution Margin % 26% 21% 17%
One other quick tool is to compare the
sales growth versus the spend growth.
• The sales are growing at a healthy 12%, however
total spend is outpacing sales growth with 22%
spend increase. We are now seeing two issues
with profits: Above the falling gross margin plus
the high increases in below the line spend.
2008 2009 2010 Growth
Sales 21978 24616 27569 12%
Total Spend 3444 4202 5127 22%
1
3
2

17. We make brands stronger.
We make brand leaders smarter.
Price
Costs
Share
Market Size
Premium Price
• Perceived quality allows you to
command price pricing
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.
Higher
Margins %
Higher
Volumes
Using LOVE and POWER to drive PROFITS with increased prices,
lower costs, share gains and entering new markets

18. We make brands stronger.
We make brand leaders smarter.
Pricing is a weapon a powerful brand can
wield to drive more margin
• Increases: If the market or
brand allows you. Passing
along cost increases. Healthy
brand, healthy market, power
vs competition and channel.
• Decreases: Fighting off
competitor, sluggish economy,
channel pressure.
• Trading Up: Can you carve
out a meaningful difference
that goes beyond your current
brand? Does your brand
image/ratings allow it?
• Trading Down: Risky, but you
see un-served market, with
minimal damage to image/
reputation of the brand.
• Difficult to execute because it has to
go through retailers. Understand
power relationships.
• Competitors will (over) react. So your
assumptions you used to go will
change right after.
• It’s not easy to change back.
• Premium skus, can feel orphaned at
retail world—missing ads or displays.
• Managing two pricing levels can be
difficult—what to support, price
differences etc.
• Don’t lose focus on your core
business. Can’t be all things to
everyone.
• Image risk, especially when trading
downward.
When to use What to watch out for
Price
Trading up
or down
Premium
Pricing
1
2
Brand
Finance

19. 10% price increase against a 10% volume decrease
Current New
Price 2.50 2.75
COGS 1.00 1.00
Margin 1.50 1.75
Margin % 60% 64%
Unit Forecast 100,000 90,000
Impact On Revenue $250,000 $247,500
Impact on Profit $150,000 $157,500
Formulas:
Impact on Revenue
Price x Units
Current: 2.5 x 100 = $250k
New: 2.75 x 90 = $247.5k
Impact on Profit
Margin x Units
Current: 100 x 1.5 = $150k
New: 90 x 1.75 = $157.5k
When looking at a price increase it is crucial to make assumptions as to what will happen
to the unit volumes and then do the overall resulting revenue and profit for the options.
Price Increase Formula

20. We make brands stronger.
We make brand leaders smarter.
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

21. We make brands stronger.
We make brand leaders smarter.
Define your Pricing Strategy in
alignment with your business
strategy and business objectives
and based on a deep understanding
of your own competitive position,
customer insight and cost-to-serve
1. Pricing
Strategy
Implement Pricing Strategy and
Price Determination framework
into daily sales activities and
transactional processing
3. Price
Execution
Operationalize Pricing Strategy in
marketing activities and generate
all required input for Price
Execution
2. Price
Determination
Enable pricing
capability by
monitoring and
provision of tools,
systems and
processes related to
pricing in an
integrated manner
5. Monitoring and System Support
Pricing Management System
Define pricing
capabilities and skill
sets, establish pricing
organization and
assure consideration
of legal requirements
4. Governance

22. We make brands stronger.
We make brand leaders smarter.
Pricing Management System
• Annual Rates
• One-time charge
• Cost-plus pricing
• Price for Value
• Maintenance Charges
• Usage rental (by the
hour)
• Bundled Pricing
• Market Price
• Value Price
• Strategic Price
• Life Time Value (LTV)
Pricing
• Short vs. Long-term
Revenue Pricing
• Portfolio Pricing (Price
Points)
• Competitor Responses
• Not-in-Kind (NIK)
Replacements
• Reduce/Increase
attractiveness of business
• Keep out competition
• Setting Visible Market
prices
• Customer Reaction
Product Pricing
Cannibalization
• Buying Power
• Supplier Power
• Place in the Value Chain
• Price Elasticity
• Global vs. Local Supply
and Demand
• Capacity
• Substitute products
1. How do you Price?
2. What Price Should
you Charge?
3. What is the effect
of your Price on the
Market?
4. What Ability do you
have to Control Price?
Business Strategy
• How does your Pricing Strategy support the overall Business Strategy?

23. We make brands stronger.
We make brand leaders smarter.
Pricing Quality Relationships
Indifferent
Like It
Beloved
relative perceived valuelow high
relative
perceived
price
low
high
Risk of losing
customers and
related volume
Under-pricing vs
potential, loses
margins

24. We make brands stronger.
We make brand leaders smarter.
• COGs Decreases: power over
suppliers, potential raw material
change, process improvement,
off-shore manufacturing.
• COGs Increases: suppliers
pass along costs, new
technology, investing in brand’s
improved image, going after
higher end, new benefit or a
format change.
• Selling Cost Decrease: to
counter changes in the P&L
(price, volume or cost), short
term P&L management, change
in go-to-market model, product
life cycle
• Selling Cost Increase:
Investment mode, proven
payback in higher sales,
defensive move to hold share.
• With cuts, make sure the product
change is not significantly noticeable.
• Understand consumer impact on your
brand’s performance and image.
• Can the P&L cover these costs, either
increased sales or efficiency
elsewhere.
• Always be in an ROI mindset: Manage
your marketing costs as though every
DOLLAR has to efficiently drive sales.
• Short term cuts can carry longer term
impact.
• Competitive reaction can influence the
impact of investment stance.
When to use What to watch out for
Cost
Marketing
Costs
Product
Costs
Cost decreases come from economies of
scale and power over suppliers
3
4
Brand
Finance

25. Cost of Goods (COGs) formula
Direct Materials $1.30
Direct Labor cost $0.90
Manufacturing Overhead $0.50
Cost of Goods Sold $2.70
Formulas:
Per Unit Cost of Goods = direct materials + direct labor + manufacturing overhead
1.30 + 0.90 + 0.50 = 2.70
Overall Cost of Goods = beginning inventory + manufacturing cost - ending inventory
10,500 + 23,000 - 5,500 = 28,000
Gross Margin = Sales - COGS
500 – 300 = 200
Gross Margin % = (Sales – COGS) / Sales
(500 – 300)/500 = 40%
Per Unit COGS
Beginning Inventory Cost $10,500
Manufacturing Cost for year $23,000
Ending Work in Process Costs $5,500
Cost of Goods Sold $28,000
Inventory COGS
Sales $ 500
Cost of Goods Sold (COGS) $ 300
Gross Margin $ 200
Gross Margin % 40%
Gross Margin

26. We make brands stronger.
We make brand leaders smarter.
Marketers always face
limited resources…
Target Market
Brand Positioning
Strategic Options
New Product Ideas
Execution Activities
Financial Time
People Partnerships
…as they deploy against an
unlimited list of choices
We need to make decisions to limit the choices to match the
limited resources we can deploy against those choices.

27. We make brands stronger.
We make brand leaders smarter.
Focus your marketing activities by 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
Idea
Idea
Idea
Idea
Idea

28. We make brands stronger.
We make brand leaders smarter.
Formulas in Detail – Program ROI (Return on Investment)
Companies seem to measure ROI differently. Ask Your Finance Person
how they Measure and Calculate ROI
Program
Incremental Sales Volume $5000
Cost of Goods Sold (COGS) $3000
Gross Margin $2000
Gross Margin % 40%
Total Spend $1500
Contribution Income $500
Formulas:
Gross Margin = Revenue - COGS
5000 - 3000 = 2000
Contribution Margin = Gross Margin – Spend
2000 - 1500 = 500
Option 1: Against just the Spend
ROI = Contribution Margin/Spend
500/1500 = 33%
Option 2: Against the Total Investment
ROI = Contribution Margin / (COGS + Investment)
500/(1500+3000) = 11%
Assumes program cost of $1500 generates $5000 in incremental revenue

29. We make brands stronger.
We make brand leaders smarter.
• Offensive: Competitive
Advantage, Untapped Needs,
Opportunistic, first mover
advantage on new technology.
• Defensive: Hold the fort until
you can catch up on
technology, maintain
profitability, loyal base of
followers needs protecting.
• When there is an opportunity to
turn loyal users into creating a
potential routine. Changing
behaviors is more difficult than
enticing trial.
• When getting further trial might
be capped out.
• Attacking competitors can be difficult.
It could just become an spend
escalation. After the war, no winners,
just losers.
• Brand loyalty, trade-offs beyond
unsatisfied area or just habit.
• Channel could play one competitor
against another for their own gain.
• There has to be a real benefit
connected to using more or it might
look hollow/shallow.
• Driving routines is a challenge. Even
with “life saving” medicines, the
biggest issue is compliance.
• Find something in their current life to
help either ground it or latch onto.
(brushing routine)
When to use What to watch out for
Market
Share
Get users to
use more
Steal other
users
Share and volume game are traditional tools for
brand. Either an offensive or a defensive game.
5
6
Brand
Finance

30. We make brands stronger.
We make brand leaders smarter.
Formulas in Detail – Compound Annual Growth Rate
Knowing the compound annual growth rate is a crucial volume step to the ROI calculation.
Scared off by Math, use the online CAGR Calculator at the Investopedia website
Year 1 Year 2 Year 3 Year 4 Year 5
Revenue $500k $600k $650k $700k $800k
Annual Growth 20% 8% 8% 14%
Formulas:
Average Growth Rate = ((Y5 – Y1)/Y1))/# of years
((800 – 500)/500)/5 = 12%
CAGR = ((Y5 / Y 1) to the power of (1/#years)) – 1
(800/500 to the power of 1/5) – 1 = 9.85%

31. We make brands stronger.
We make brand leaders smarter.
86%
82%
63%
16%
2%
98%
96%
85%
43%
4%
Like It Brand Beloved Brand
25%
95%
50%
98%
77%
88%
DirectionImplication
Aided Awareness
Familiarity
(Unaided)
Consideration
Purchase
Loyalty
2
1
2
1
12%
9%
Leaky Funnel: Consumers falling out at
consideration stage. Brand X is a “new” brand.
Consumers’ go with trusted usual brand.
Focus awareness at first point of consideration. Invest
in on-line to keep consumer engaged
In-store Switching: Significant drop off at
purchase stage means Consumers are
moved to other brands as they go in-store.
Manage the shopping experience through purchase
phase.
1
2
How the Brand Funnel can showcase brand issues.
Tracking via Brand Funnel is a great tool to show relative
strength of one brand vs another. Highlights leaks.

32. We make brands stronger.
We make brand leaders smarter.
Using the Brand Funnel can help to do the Brand Math.
Leveraging the brand funnel, you can do the math.
➢ Purchase: 2.5 Million x $5 = $12.5 Million
➢ Repeat: 1 Million x $5 $ 5.0 Million
➢ Loyal: 200K x $5 $ 1.0 Million
TOTAL $18.5 Million
Assumptions 10 Million ppl @$5 per item
Awareness 90% 9 million aware of it
Familiar 75% 7.5 million familiar
Consider 50% Half the people consider it.
Purchase 25% 2.5 million buy it at $5 per
Repeat 10% 1 million buy it a 2nd time at $5
Loyal 2% 200k buy a 3rd time at $5
The Brand Funnel
Awareness
Familiar
Consider
Purchase
Repeat
Loyal
Unknown
Indifferent
Love It
Like It
Beloved
The Brand Love Curve

33. We make brands stronger.
We make brand leaders smarter.
• When there is an untapped
or underserved need.
• Changing demographic that
impacts your base.
• You’re able to translate/
transfer your reputation to a
new user group.
• Format Line Extensions that
take your experience or
name elsewhere .
• Able to leverage same
benefit in convenient “on the
go” offering.
• There should be something within your
product/brand that helps fuel the brand
post trial.
• Trial without repeat, means you’ll get
the spike but then bust.
• Substantial investment required. Don’t
let it distract from protecting the base
loyal users.
• Make sure current brand is in order
before you divert attention, funding
and focus on expansion area.
• Investment needed, could divert from
spend on base business.
• Legendary stories (Arm and Hammer)
don’t come along as much as we
hope.
When to use What to watch out for
Market
Size
Create new
uses
Find New
Users
Game Changers are about finding new
users or even new uses for the consumer.
7
8
Brand
Finance

34. We make brands stronger.
We make brand leaders smarter.
Formulas in Detail – Launch ROI (Return on Investment)
Year 1
New Product Sales $500
Cost of Goods Sold (COGS) $300
Gross Margin $200
Gross Margin % 40%
Total Spend $150
Contribution Income $50
Formulas:
Gross Margin = Revenue - COGS
500 - 300 = 200
Contribution Margin = Gross Margin – Total Spend
200 - 150 = 50
Option 1: Against just the spend
ROI = Contribution Margin/spend
50/150 = 33%
Option 2: Against total investment
= Contribution Margin / (COGS + Investment)
50/(150+300) = 11%
Many companies seem to measure ROI differently. Ask Your Finance
Person how they Measure and Calculate ROI

35. We make brands stronger.
We make brand leaders smarter.
How to dig in on the 8 areas on the Profit
Statements to help uncover the story for your brand
Pricing Price cut? Customer discounts to drive volume?
Trading Up/Down Product Mix Changed? More lower margin sales?
Product Costs COGs went up due to supplier or materials?
Marketing Costs Spend is up? Launching? Stealing share?
Stealing Other Users Investing to steal competitive users? Defensive stance?
Get Users to Use More Discounts to encourage volume per customer?
New Category Investment to Enter into a new category?
New Uses Education investment on potential uses?
1
2
3
4
5
6
7
8
The Good News: to simplify your thinking and make it easier on you,
these are eight key levers of the P&L that you need to focus on.
Brand
Finance

36. We make brands stronger.
We make brand leaders smarter.
As you make investment decisions on your portfolio
of brands, first look EXTERNALLY to the market
How strong is your brand’s competitive position in the market?
Major Investment
to grow brand
Invest strengthen
the brand
Investment to
grow category
Leverage power
of leadership
Maintain brand
performance
Focus on niche
you can own
Re-focus around
niche stance
Divest, milk or
exit
Maintain share,
milk brand
How attractive is
the market?
High
Medium
Low
HighMediumLow
Invest Maintain Divest
Brand
Finance

37. We make brands stronger.
We make brand leaders smarter.
As you make investment decisions on your portfolio
of brands, then look INTERNALLY to the profitability
How healthy are the profit margins?
Invest to
leverage growth
Invest to grow
brand
Invest to grow
brand
Maintain share
and growth level
Maintain, smartly
manage costs
Increase prices to
drive up margins
Reduce costs,
consider price
Milk brand with
minimal spend
How strong is
the brand
growth?
High
Medium
Low
HighMediumLow
Invest Maintain Divest
Divest, milk or
exit
Brand
Finance

38. We make brands stronger.
We make brand leaders smarter.
Questions to understand the financials of the brand
1. Your CAGR? (Compound Annual Growth Rate)
2. What are your contribution margins over last 5
years? Margins broken out by product line?
3. What is your budget breakout? Working dollars
versus non-working dollars? Media versus
production? Consumer versus trade?
4. Pricing Elasticity studies?
5. How are you performing overall and by line of
business?
6. What are your current brand/business
performance measures?
7. What programs are driving the highest ROI?
8. What is driving your profit? What are you focusing
on right now?
9. What are your forecasting error rates? Fill rates?
10. What are the financial pressures you face?
Quarterly results?
Brand
Finance

39. We make brands stronger.
We make brand leaders smarter.
To determine where are we, you need to look at
health, as a signal to the future wealth of the Brand.
Brand Health
WEALTH measures what you can easily see. HEALTH are those
measures you can’t easily see. Looking deeper uncovers new questions.
Brand Wealth
Sales
Market
Share
ROI
Profit
Stock
Prices
Growth
Rate
Price
Premium
Share
Position
Brand Funnel
Competitive
Advantages
Voice of
Customer
Regulatory
Satisfaction
Scores
New
Products
Internal
Alignment
Market
Trends

40. We make brands stronger.
We make brand leaders smarter.
Internal Health:
What is the internal beacon that helps all
employees understand and live the brand?
How much has been communicated about the
strategy? The idea of the brand has to be
embedded right into the culture in a consistent
manner. They have to realize their impact of
the brand on the end customer.
Internal Wealth:
Everyone focused on Profit and Value. Assets,
IP, culture, contracts, ownership. Lining up and
delivering the brand promise to a clear set of
objectives, helps employees see that they are
contributing to and sharing in the brand wealth.
Everyone should understand where and how
they impact profitability.
External Wealth:
Healthy win in the marketplace. Beloved
Brands can leverage success into power
and drive wealth. Beloved Brands are
more efficient, higher sales, lower costs,
better margins, higher over all profits.
External Health:
Connecting with consumers is a source of
power for brands. Understand the brand
funnel and how your consumer sees your
brand, going through the brand funnel
through awareness, trial, repeat to brand
loyalty. Build on your strengths and attack
your weaknesses
Brand Wealth
Brand Health
Assess situation, looking at health and wealth
of the brand, both internally and externally
Internal External

41. Brand
Plan
Example of how to lay out the brand health and wealth
Internal Health:
Divided team on whether to go after new users
or drive frequency among core users.
Advertising programs has not created
awareness. Channel strength has not reached
beyond Food. Innovation has not been
consistent.
External Health:
Gray’s is a beloved brand among a core niche
(“Preventers”) but relatively indifferent and
unknown among broader audience. Even
among loyalists, frequency is very weak. Gray’s
is a special treat rather than a usual brand.
Internal Wealth:
Gray’s has a unique recipe. With marketing
investment, profit margins have fallen from 12%
to 9%, without seeing the growth ROI from the
programs. Debate on whether Gray’s should
focus on channel growth vs. marketing led
programs.
External Wealth:
Gray’s has a strong growth rate at +20%
CAGR. Sales of $25Million with a 48% gross
margins, above category norm of 42%. Gray’s
has achieved a 3.3% share at grocery but only
0.4% in the other channels.
Internal
Brand Wealth
External
Brand Health
Case
Study

42. We make brands stronger.
We make brand leaders smarter.
Turn analytical thinking
into projections
Extrapolating data into the future, starts with
what you are see in the current.

43. Brand
Plan
Example of how you fill out the Profit Projections
2014 2015 2016
$ 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%
Case
Study

44. We make brands stronger.
We make brand leaders smarter.
What’s involved in the Brand’s annual financial forecast?
• Sales: Project the growth rate for the year, and break it out on a quarterly basis, and then
depending on the business a monthly sales forecast.
• Market Share: This is like showing your work on the math test. It’s important that you map
out the category size with related market share movement that helps to back up the sales
call.
• Product Costs: Roll up of plant manufacturing costs, related to the materials, production,
shipping. Brands heavily reliant on materials that fluctuate on costs should flag the risk
potential.
• Marketing Spend: Mostly incremental spend by activity versus last year. It could be to
support new product launch, an awareness building campaign or a defensive spend versus
a competitor. Where it’s not incremental, you could do a specific test market with spend or
use a comparable brand as a reference point.
• Other Forecasts: Overhead, Headcount, Seasonal needs, R&D costs, Partnerships or
Royalties and one-time investments that could be capitalized.

45. Brand
Plan
Example of the Marketing Budget Breakout
Activities 2014 2015 2016 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 on line.
Print Production 155 200 150 Major part of plan. Decline is more that we are shifting to on line version of same magazines.
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. This will be a 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 ensuring Gray’s is healthy.
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 on line.
PR costs 59 77 200
Display 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.
Case
Study

46. We make brands stronger.
We make brand leaders smarter.
The Stake in the Ground: A Comparison Measure
• Find a comparative stake in the ground, which will help you to make comparisons—either
above or below that stake in the ground.
• Examples could include last year’s sales, a competitive brand, a similar program or
contract from the past, or a different geography extrapolated to the size of the market,
market research projections
The + or – Analysis
• Put together a chart that shows how it might be bigger or smaller then the stake in the
ground projection.
Bigger Impact Lower Impact
Examples:
We have a relatively bigger share
More advertising dollars
Consumers like that flavor better
It has a unique positioning
More doctor support
Example:
We are last in the market.
Pricing is lower.
Not as much consumer appeal.
Canadians don’t like that flavor.
We are 4th in market.
Put a stake in the ground:
Map reasons why it’s bigger or smaller than the stake.

47. We make brands stronger.
We make brand leaders smarter.
Example of Making Projections
Brand X is a new molecule in the medical market It is a new brand that brings
new hope for doctors and pharmacists
Stake in the Ground: Brand X could be as big as Y 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 then what Brand Y got
• It has 24 hour claim while Brand Y was
only 12 hours
• Doctor recommendation should add
25% more in sales
• A 4% dollar share in month two, ahead
of the 2% share Brand Y got.
• Market is a lot more crowded than it was in
2005 when Y launched
• Launching in March, which means we
missed the Q1 sell in
• While it’s a new molecule, it really has very
little to say (congestion)
• Launching at a significant price premium
Conclusion: Brand X will be slightly bigger than Brand Y
in Year 1. It will be 10% share and $100 Million in Sales

48. Brand
Plan
Example of the building blocks of 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 $30,385 Expected gain for 2016 will be +11% growth.
Case
Study

49. We make brands stronger.
We make brand leaders smarter.
We will help you unleash
your full potential
Brand Coaching Services

50. We make brands stronger.
We make brand leaders smarter.
We make brands stronger.
We make brand leaders smarter.
Our role is to challenge you to think differently about
your future, so that you can realize your full potential.
TM

51. We make brands stronger.
We make brand leaders smarter.
Define
the
Brand
Think
Strategically
Big
Idea
At Beloved Brands, we use a branding approach
Vision Analysis
Key Issues
Strategies
Execution
• Advertising
• In-Store
• Innovation
• Consumers
• Category
• Channels
• Competitors
• Brand
Values, Goals
• Experience
Brand Plan
Create Brand Plans
Inspire
creative
execution
Analyze
performance
Sm
art
Creative
Ideas

52. We make brands stronger.
We make brand leaders smarter.
We make brands stronger.
We make brand leaders smarter.
We lead a 360 assessment of your business, looking at the
marketplace, consumers, channels, competitors and the brand.
We help you define your brand, with a simple, unique, inspiring,
motivating and own-able Brand Positioning Statement.
We will create a Big Idea that will transform your brand’s soul into a
winning brand reputation.
We help you build a strategic Brand Plan that everyone who works on
the brand can follow
We coach on Marketing execution, helping to tighten the bond with
your consumers and drive brand growth
We will build a Brand Management training program, to unleash the
full potential of your Marketing team.
1
2
3
4
5
6
TM

53. We make brands stronger.
We make brand leaders smarter.
We will lead a 360 brand assessment, looking at the
marketplace, consumers, channels, competitors and brand
Deep Dive
Review
Macro view of marketplace
looking at economic,
consumer, technology, trends.
Define consumer target,
looking at beliefs, buying habits,
growth trends and key insights.
2
5
1
3
4
Understand brand performance and
reputation. Use brand funnel, tracking
results, pricing analysis, distribution
gaps and financial results.
Look at channel
performance,
customer
strategies,
distribution gaps,
merchandising
performance.
Dissect closest competitors by looking
at performance, positioning, innovation,
pricing, distribution and reputationSummarize the analysis into drivers and
inhibitors currently facing brand as well as
threats and opportunities for the future.
Drivers Inhibitors
Factors of strength or
inertia that accelerate
your brand’s growth.
Weaknesses or
friction slows brand
down, leak to fixi
Opportunities Threats
Changing consumer
needs, technologies,
channels, legal,
Competitor launch,
trade barriers,
customer preference.
6
Look at macro subsegments or formats
• Some different types of
macro views you want to
look at includes
performance of size,
format or benefit
segments. Look at the
channel performance at
the category level. You
can also look at macro
competitive market share
trends.
• With each chart, you are
looking for a break in the
data to tell a story on the
category.
0"
10"
20"
30"
40"
50"
60"
XL" Large"size" Mid"Size" Travel"size" Overall"
2012"
2013"
2014"
2015"
Healthy(
Whitening(
Freshening(
Repair(
0"
20"
40"
60"
80"
100"
120"
140"
Grocery" Drug" Mass" Club" Overall"
2012"
2013"
2014"
2015"
Size Formats Benefit Segment
Where sold Allergy Category $ Share
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
P
E
D
ec
29
01
P
E
F
eb
23
02
P
E
A
pr20
02
P
E
June
15
02
P
E
A
ug
10
02
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E
O
ct05
02
P
E
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ov
30
02
Jan
25
2003
M
ar22
2003
M
ay
17
2003
July
12
2003
S
ept06
2003
N
ov
01
2003
D
ec
27
2003
Feb
21
2004
A
pr17
2004
June
12
2004
A
ug
07
2004
O
ct02
2004
N
ov
27
2004
Jan
22
2005
M
ar20
2005
M
ay
14
205
Jul9
2005
S
ep
3
2005
O
ct29
2005
Reactine Benadryl Claritin Aerius Allegra Chlor-Tripolon C/L
Competitive Market Share
Category
Analysis
The Brand Funnel
Awareness
Familiar
Consider
Purchase
Repeat
Loyal
Unknown
Indifferent
Love It
Like It
Beloved
The Brand Love Curve
0
15
30
45
60
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Gray's Dad's Sue's Devonshire
Competitive market share performance
Customer scorecards
Customer A Scores
Overall Sales Dollars 39
Share of Category 11%
% dollar change +19.1%
Your Brand Share 33%
% change +3.3 points
Share Index 105
Your brand’s avg Price $6.33
% change +3.3%
Price Index 125
Share of Co-Op Ads 33%
% change +18%
Co Op Index 143
Share of Merch 25%
% change -2%
March Index 111
Customer scorecards
Customer A Scores
Overall Sales Dollars 39
Share of Category 11%
% dollar change +19.1%
Your Brand Share 33%
% change +3.3 points
Share Index 105
Your brand’s avg Price $6.33
% change +3.3%
Price Index 125
Share of Co-Op Ads 33%
% change +18%
Co Op Index 143
Share of Merch 25%
% change -2%
March Index 111
and versus other periods.
Pricing Differences by Channel
First, look at the average price and change versus year
for each channel. Match up the data to what the sales
colleagues are saying about the different prices for each ch
Depending on channel/brand, you should be looking at
deal pricing, % on deal and coop ad points. Compare ea
the channels and compare to prior years.
Food Drug Mass Club
Avg Price $6.55 $6.47 $6.62 $6.54
% change vya -6.4% -2% +3.1% -1.9%
Avg Price on Deal 5.99 6.59 5.29 5.49
% change vya +8.3% -12.3% +1.7% +2.7%
% on deal 32% 22% 38% 20%
+/- vya +7 pts +1 pt +10 pts -2 pts
A
B
We make
We make brand
Distribution gap analysis
Tops Kroger CVS Club A&P Safeway 7-1
Gray’s
8 ct Choc Chip
Gray’s
16 ct Choc
Chip
Gray’s
8 ct Mint Chip
Gray’s
16 ct Mint Chip
Gray’s
8 ct Lemon
W
We ma
Distribution gap analysis
Tops Kroger CVS Club A&P Safewa
Gray’s
8 ct Choc Chip
Gray’s
16 ct Choc
Chip
Gray’s
8 ct Mint Chip
Gray’s
16 ct Mint Chip
Gray’s
8 ct Lemon
W
We mak
Draw conclusions. Compare how you're doing in each channel
and versus other periods.
We
We make
Pricing Differences by Channel
First, look at the average price and change versus year ago,
for each channel. Match up the data to what the sales
colleagues are saying about the different prices for each channel.
Depending on channel/brand, you should be looking at the
deal pricing, % on deal and coop ad points. Compare each of
the channels and compare to prior years.
Food Drug Mass Club
Avg Price $6.55 $6.47 $6.62 $6.54
% change vya -6.4% -2% +3.1% -1.9%
Avg Price on Deal 5.99 6.59 5.29 5.49
% change vya +8.3% -12.3% +1.7% +2.7%
% on deal 32% 22% 38% 20%
+/- vya +7 pts +1 pt +10 pts -2 pts
A
A
B
B
We make brands stron
We make brand leaders sma
Distribution gap analysis
Tops Kroger CVS Club A&P Safeway 7-11
Gray’s
8 ct Choc Chip
Gray’s
16 ct Choc
Chip
Gray’s
8 ct Mint Chip
Gray’s
16 ct Mint Chip
Gray’s
8 ct Lemon
We make b
We make brand l
Distribution gap analysis
Tops Kroger CVS Club A&P Safeway 7-11
Gray’s
8 ct Choc Chip
Gray’s
16 ct Choc
Chip
Gray’s
8 ct Mint Chip
Gray’s
16 ct Mint Chip
Gray’s
8 ct Lemon
Program tracking shows how well you are
doing behind key marketing activities
• Program tracking or testing results
can compare how well the program
has done against key measures.
• You will also be able to get scores
that match up to the brand funnel
such as Awareness (aided,
unaided), purchase scores (share
of last 5 purchases) and purchase
intention.
Tracking Results Gray’s Norm
Aided Recall 38 62
Unaided Recall 30 46
Brand Recognition 10 23
Brand Link .33 .50
Main Message 64 60
Uniqueness 38 22
Purchase Intent 10 9
Ad Tracking
Brand
Analysis

54. We make brands stronger.
We make brand leaders smarter.
Define a focused consumer
target profile with insights,
enemies and buying patterns.
Use our
Benefits
Ladder to
move from
features to
rational and
emotional
benefits
We will help you define your brand, with a simple, unique,
motivating and own-able Brand Positioning Statement.
2
5
1
Use our benefit cheat sheets to
understand the Functional and
Emotional benefits you can own.
3Benefits Ladder
4
Determine
your winning
zone, where
your brand is
better,
different or
cheaper.
Winning
positioning
statement that
is unique, own-
able motivating
to consumers
Brand
Positioning
Building a winning brand positioning statement
To
(Target)
• Healthy proactive preventers who want
to do more for their health, working
moms, who are 35-40 years old.
Gray’s is the
(Category)
• Tasty healthy cookie option
That is the
(Benefit)
• Guilt free cookie that tastes so good
that you can stay in control of your health
That’s
because
(Support Points)
• In blind taste tests, Gray’s matched the
leaders on taste, but only 100 calories
and 3g of net carbs.
• In a 12-week study, consumers using
Gray’s once a night as a desert were
able to lose 5-10 pounds.
1
2
3
4
Consumer Target
Product features
Functional benefits
Emotional benefits
Works
betterFunctional
Benefits
Simplify
Life
Make
Smarter Make
Healthier
Saves
money
Helps
family
Sensory
Appeal
Stay
Connected Experience
Seek
knowledgeFunctional
Benefits
Stay in
control
Feel
myself Feel
comfortable
Feel
optimistic
Feel
free
Get
noticed Feel
liked

55. We make brands stronger.
We make brand leaders smarter.
Brand’s
Big Idea
We will help create a Big Idea that will transform your internal
brand soul into a winning external brand reputation.
The Big Idea helps
simplify the brand message
as an outward expression of
the inner Brand Soul
We make brands stro
We make brand leaders sm
Promise Brand Story Innovation Purchase Moment Experience
Big
Idea
Brand
Positioning
Advertising and
Communication
Product
Development
Selling and
Retail
Operations
and Culture
Consumer
The
Brand
Big
Idea
Drive consistency using the brand’s Big Idea to show
up the same way at all 5 consumer touch-points
Consumers have 7
seconds to connect
with a brand’s Big Idea
A brand finds its equilibrium when the Big
Idea impacts a brand reputation to
perfectly match up to the Brand Soul
Soul Reputation=
Based on their personal
experiences, consumers
form a reputation they
spread to others.
1
2
3
4
5
=Big Idea
Brand
Soul
Consumer

56. We make brands stronger.
We make brand leaders smarter.
2
4
31 Strategic questions to
help frame the key issues
5
We will help build a strategic Brand Plan that
everyone who works on the brand can follow
Drivers and inhibitors currently facing
brand. Risks and opportunities for future.
Deep dive review looks at every
potential area of the brand
• Market: Macro view, economic indicators,
consumer behavior, technology, political
• Consumer: Target, buying habits, trends,
consumer enemies, key insights
• Channels: growth channels, major
customers, available tools and programs
• Competitors: Performance, positioning,
innovation, pricing, distribution, perceptions.
• Brand: Funnel, reputation, tracking results,
pricing, distribution, financial analysis.
Drivers Inhibitors
Factors of strength or
inertia that accelerate
your brand’s growth.
Weaknesses or
friction slows brand
down, leak to fixi
Opportunities Threats
Changing consumer
needs, technologies,
channels, legal,
Competitor launch,
trade barriers,
customer preference.
What is the core strength
your brand can win on?
How engaged are
consumers?
What is your current
competitive position?
How tightly connected is your
consumer to your brand?
What is the current business
situation your brand faces?
3
1
5
4
We make brands stronger.
We make brand leaders smarter.
1. Where could we be?
2. Where are we?
3. Why are we here?
4. How can we get there?
5. What do we need to do?
Before getting started on your Brand Plan, map out your
strategic thinking by asking 5 simple strategic questions
Vision/Purpose/Goals
Situation Analysis
Key Issues
Strategies
Execute & Measure
Questions to ask Planning elements
1
2
3
4
5 6
Use “where are we” questions to uncover
answers that frame the overall brand plan.
Lay out
elements of
the Brand
Plan, on one
page and in
a formal
presentation
Brand
Plan
2
The Annual “Brand Plan On a Page”
Analysis Issues and Strategies Executional Plans
P&L forecast
• Sales $30,385
• Gross Margin $17,148
• GM % 56%
• Marketing Budget $8,850
• Contribution Margin $6,949
• CM% 23%
Drivers
• Taste drives a high conversion of Trial to
Purchase
• Strong Listings in Food Channels
• Exceptional brand health scores among Early
Adopters. Highly Beloved Brand among niche.
Inhibitors
• Low familiar yet to turn our sales into loyalty
• Awareness held back due to weak Advertising
• Low distribution at specialty stores. Poor
coverage.
• Low Purchase Frequency even among most
loyal.
Threats
• Launch of Mainstream cookie brands
(Pepperidge Farms and Nabisco).
• De-listing 2 weakest skus weaken in-store
presence
• Legal Challenge to tastes claims
Opportunities
• R&D has 5 new flavors in development.
• Sales Broker create gains at Specialty Stores
• Explore social media to convert loyal following.
Key Issues
1. What’s the priority choice for growth: find new
users or drive usage frequency among
loyalists?
2. Where should the investment/resources focus
and deployment be to drive our awareness
and share needs for Gray’s?
3. How will we defend Gray’s against the
proposed Q1 2014 ‘healthy cookie’ launches
from Pepperidge Farms and Nabisco?
Strategies
1. Continue to attract new users to Gray’s
2. Focus investment on driving awareness and
trial with new consumers and building a
presence at retail.
3. Build defense plan against new entrants that
defends with consumers and at store level.
Goals
• Increase penetration from 10% to 12%,
specifically up from 15% to 20% with the core
target. Monitor usage frequency among the
most loyal to ensure it stays steady.
• Increase awareness from 33% to 42%,
specifically up from 45% to 50% within the
core target. Drive trial from 15% to 20%. Focus
for sales is to close distribution gaps going
from 62% to 72%.
• Hold dollar share during competitive launches
and continue to grow 11% post launch gaining
up to 1.2% share. Target zero losses at shelf.
Advertising
• Use awareness to drive trial of the new Grays.
Target “Proactive Preventers”. Suburban
working women, 35-40.Main Message of “great
tasting cookie without the guilt, so you can stay
in control of your health”. Media includes 15
second TV, specialty health magazines, event
signage, digital and social media
Sampling
• Drive trial with In-store sampling at grocery,
Costco, health food stores and event sampling
at fitness, yoga, women’s networking, new
moms.
Distribution
• Support Q4 retail blitz with message focused
on holding shelf space during the competitive
launches. Q2 specialty blitz to grow distribution
at key specialty stores.
Innovation
• Launch two new flavours in Q4/15 & Q4/16.
Explore new diet claims, motivating and own-
able.
Competitive Defense Plan
• Pre Launch sales blitz to shore up all
distribution gaps. At launch, heavy
merchandising, locking up key ad dates,
BOGO. TV, print, coupons, in-store sampling.
• Use sales story that any new “healthy” cookies
should displace under-performing and
declining unhealthy cookies.
Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. $100 Million brand by 2020.
Forecast
Analysis
Brand Vision
Strategies
Execution
Key Issues
Goals
1
5
4
3
2
6
5

57. We make brands stronger.
We make brand leaders smarter.
We make brands stronger.
We make brand leaders smarter.
Promise Brand Story Innovation Purchase Moment Experience
Big
Idea
Brand
Positioning
Advertising and
Communication
Product
Development
Selling and
Retail
Operations
and Culture
Consumer
The
Brand
Innovation drives ideas, concepts,
testing, launches through system.Build culture to support
consumer experience
creating a brand credo
with purpose, values,
service behaviors.
2
4
3
1
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myself,&I&s>ll&like&to&sneak&a&cookie&now&and&then.&&"
3.((Who(are(you(talking(to?(
“Proac>ve&Preventers”.&Suburban&working&women,&35L40,&&who&are&willing&to&do&whatever&it&takes&to&
stay&healthy.&&They&run,&workout&and&eat&right.&For&many,&Food&can&be&a&bit&of&a&stressLreliever&and&
escape&even&for&people&who&watch&what&they&eat.&&&&"
4.((Consumer(Insights(
L&“I&have&tremendous&willLpower.&&I&work&out&3x&a&week,&watch&what&I&eat&and&maintain&my&figure.&&But&
we&all&have&weaknesses&and&cookies&are&mine.&&I&just&wish&they&were&less&bad&for&you”&
L&&“I&read&labels&of&everything&I&eat.&&I&s>ck&to&1500&calories&per&day,&and&will&find&my&own&ways&to&
achieve&that&balance.&&&If&I&eat&a&400&calorie&cookie,&it&may&mean&giving&something&up.”&
5.(What(does(our(consumer(think(now?(
I’ve&never&heard&of&Grays&Cookies.&&But&I’d&likely&need&to&try&it&and&see&if&I&like&it.&&If&it&really&does&taste&
that&good,&it’s&something&I&might&consider&as&a&snack.&&&
6.((What(do(you(want(your(consumer(to(think/feel/do?((Desired(Response)(
We&want&them&to&try&Grays&and&see&if&they&like&the&great&taste.&&"
7.((What(should(we(tell(them?((S3mulus:((benefit)(
With&Grays&Cookies&you&can&s>ll&have&a&great&tas>ng&cookie&without&the&guilt,&so&you&can&stay&in&
control&of&your&health.&&
8.((Why(should(they(believe(us?(
In&blind&taste&tests,&Grays&Cookies&matched&the&market&leaders&on&taste,&but&only&has&100&calories&and&
2g&of&fat.&&In&a&12&week&study,&consumers&using&Grays&once&a&night&as&a&desert&were&able&to&lose&5lbs.&&&
9.((Brand(Posi3oning(Statement(
For&“Proac>ve&Preventers”,&Women&30L45,&Grays&Cookies&are&the&best&tas>ng&yet&guiltLfree&pleasure#
so&you&can&stay&in&control&of&your&healthy&lifestyle.&&That’s&because&Grays&combines&the&great&taste&in&a&
low&fat&and&calorie&sensible&cookie.&In&blind&taste&tests,&Grays&Cookies&matched&the&market&leaders&on&
taste,&but&only&has&100&calories&and&2g&of&fat.&&In&a&12&week&study,&consumers&using&Grays&once&a&night&
as&a&desert&were&able&to&lose&5lbs.&&&
10.((Tone(and(Manner(
Successful,&Mo>vated,&Reliable,&In&Control,&Natural.&
11.((Media(Op3ons(
Main&crea>ve&will&be&in&specialty&health&magazines,&event&OOH&signage&and&inLstore.&&Want&to&carry&
the&idea&into&digital,&social&media&and&a&microsite.&&&
12.((Mandatories(
The&line:&“best&tas>ng&yet&guiltLfree&pleasure”&is&on&the&packaging.&25%&of&Print&must&carry&the&Whole&
Foods&logo&as&part&of&our&lis>ng&agreement&and&include&the&Legal&disclaimer&on&the&taste&test&and&the&
12&week&study.&&&
Brief focuses creative &
media decisions on
positioning & strategy
5
Influence purchase moment
through channels, e-commerce,
selling and merchandising
At Beloved Brands, we promise to
make your brand stronger and your
brand leaders smarter.
We believe big ideas, focus and
passion matter, because the more
loved a brand is by consumers, the
more powerful and profitable that
brand will be.
We will challenge you to think
different, because the thinking that got
here may not get you to the next level.
Our Credo
Align execution to
focus on moving
consumers
through stages of
the buying system
Consumers connect with Big Idea
through 5 supporting touch-points
Consider
Satisfied
Buy
Search
Fan
Loyal
Repeat
Aware
6
We coach on Marketing execution, helping to tighten
the bond with your consumers and drive brand growth
Marketing
Execution

58. We make brands stronger.
We make brand leaders smarter.
We will build a Brand Management Training Program,
to unleash the full potential of your Marketing team.
Training
Program
Strategic Thinking
Brand Positioning
Brand Plans
Creative Briefs
Brand Analytics and the Business Review
Marketing Execution
Creating a Beloved Brand
Consumer Centricity
Managing your Marketing Career
1
2
6
4
5
3
7
8
9
Menu of training programs

59. Investing in your people pays off with smarter strategies,
amazing execution and stronger brand results
We will unleash the full potential of your people so you will
see a direct impact on your brand’s growth trajectory.
We will train your team on the
fundamentals of brand management
• Address gap on brand analytics and strategic
thinking, to ensure you end up with smarter
Brand Plans and Creative Briefs.
• Improve judgment and decision-making to
ensure your Marketing execution pays back.
• We can see first hand the impact that training has
on your team’s skills, motivations and behaviors.
• Our workshop style training provides an
immediate impact on their day-to-day jobs.

60. We make brands stronger.
We make brand leaders smarter.
Graham spent 20 years in Brand Management leading some of the world’s most
beloved brands at Johnson and Johnson, Pfizer, General Mills and Coke, rising up to
VP Marketing. In his career, he has won numerous Advertising and Innovation awards.
Graham played a major role in helping Pfizer win Marketing Magazine’s
“Marketer of the Year” award.
Graham started Beloved Brands believing he could make brands stronger
and brand leaders smarter. Graham will challenge you and your team to think
differently and strategically. He leads workshops that will help define your
Brand Positioning Statement, create a Big Idea for your brand, and write
Brand Plans to motivate and focus everyone that works on the brand.
He will build Brand Management training programs that will help
unleash the full potential of your team, so your team can produce
exceptionally smart work that drives stronger brand results.
The Beloved Brands robust client roster has included the NFL
Players Association, Reebok. Acura, Shell, Jack Link’s, 3M,
Melitta, Capital One and Pfizer.
Graham Robertson at Beloved Brands
One of the voices of today’s Brand Leaders.

61. We make brands stronger.
We make brand leaders smarter.
Graham Robertson at Beloved Brands
Significant career experience in Brand Management
Education
• MBA, Ivey School of Business, Western University, 1994
• Bachelor of Commerce, Carleton University, 1989
Work History
• President, 2009- Present
• VP Marketing, 2005-08
• Group Brand Director, 1999-2005
• Senior Brand Manager, 1997-99
• Associate Brand Manager, 1994-96
• Coca-Cola, Summer Marketing Intern, 1993
• Marketing Training Program, 1989-92

62. We make brands stronger.
We make brand leaders smarter.
Do you want to get smarter
about Marketing?
Visit beloved-brands.com
Over 5 million views from Marketers getting smarter

63. We make brands stronger.
We make brand leaders smarter.
We would love the opportunity to
help you unleash the full potential
of your brand and the full potential
of your team of brand leaders.
Graham Robertson • 416 885 3911 • graham@beloved-brands.com