Workshop to help turn consumer insights into a brand strategy that will help the brand win in the market
Workshop Agenda
1. How to use consumer insights to bring the consumer to life
2. How to use consumer insights to define your brand
3, How to use consumer insights to develop brand strategy
TAM AdEx-A Pixelated view into Digital Advertising Trends for Y 2023.pdf
Consumer Centricity
1. Workshop to help turn consumer insights into a brand
strategy that will help the brand win in the market
Consumer Centricity
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 stronger.
We make brand leaders smarter.
The ways of the modern consumer have changed,
impacting what it takes for brands to win.
Brands must think about consumer insights as a coveted asset from
which they can their growth with a base of loyal brand fans.
The consumers in today’s world now see 7,000 brand messages per day, far too many for their
brains to handle. They filter out the irrelevant advertising and gravitate only to those brands that
capture their minds and their hearts. Consumers are constantly distracted—working, walking,
talking, texting, driving, searching and clicking—rarely doing one thing at a time.
Consumers are tired of being burned by faulty brand promises. Their instinct is to doubt first,
test second, and at any point they are willing to cast aside those brands that do not live up to
their original promise. They stay loyal to brands that speak directly with them and those that
offer the most amazing experiences that exceed their expectations.
Consumers take control of the buying process, literally at their finger tips. They feel empowered
knowing that they matter more than they ever have before. Right in the moment, they openly
voice their pleasure and displeasure to their friends, empowered knowing the influence they
bring. Consumers may explore rationally, but engage emotionally with brands they believe in.
4. We make brands stronger.
We make brand leaders smarter.
Indifferent
Love It
Like It
Beloved
We use the Brand Love Curve to get in the shoes of the
consumer and understand how they see your brand
Consumer
Unknown
Satisfied
A logical, practical choice.
Begin to trust the brand. No
emotional bond or feeling.
Unfamiliar
Never saw brand before.
Must be new. I don’t know
anything about brand.
No Opinion
Don’t really see difference.
Confused or not interested.
Stick to current brand.
Crave It
Emotional choice, lifestyle
fit. Great experience. One
of your favorite brands.
Part of a routine.
Brand Lovers
Self expressive, emotional
Rituals, memories built into
your life. Never switch.
6. We make brands stronger.
We make brand leaders smarter.
Indifferent
Love It
Like It
Beloved
Unknown
Where consumers believe your brand sits on on the Brand
Love Curve should guide your next strategic move
Get noticed so
consumers
see the brand
in a crowd
Establish brand
positioning in the
consumer’s mind
Magical experiences
that inspire brand
lovers to influence
their friends
Tighten bond
with your most
loyal brand lovers
Build a trusted
following with
each happy
purchase
7. We make brands better.
We make brand leaders better.
The role of a brand is to create a
bond with your consumers, that will
lead to a power and profit beyond
what the product alone could achieve.
8. How to use consumer insights to
bring the consumer to life
How to use consumer insights to
define your brand
How to use consumer insights to
develop brand strategy
1
2
3
Workshop Agenda
9. Who is the most motivated to buy what you do?
Everything starts and ends with the Consumer in mind. Listen to your
consumers, build rich consumer insights by getting in their shoes to understand
their mindset and speaking in their voice as you work to represent them to your
brand. Instead of just asking which consumers you want, ask which consumers
want you so you can focus on those who matter the most to your brand.
How to use consumer insights to
bring the consumer to life
1
10. We make brands stronger.
We make brand leaders smarter.
7 Questions to define the consumer
1. What is the description of our consumer target?
2. What are their main needs?
3. Who is their enemy that torments them everyday?
4. What are the insights about the consumer?
5. What do they thinking now?
6. How are they buying?
7. What do we want them to see, think, do, feel or whisper to their friends?
Target
Consumer
11. We make brands stronger.
We make brand leaders smarter.
Target
Everyone
Not
Not
A good target not
only decides who
is in your target
but who is not in
your target.
Not
Not
Everything starts with a focused customer target
Instead of figuring out who you want, focus on who wants you by
picking the target that is most motivated by what you do.
12. While
PRODUCTS
solve small problems
we didn’t know we had… …BRANDS
beat down the enemies
that torment us every day.
13. We make brands stronger.
We make brand leaders smarter.
While products solve regular problems, the most beloved
brands beat down the enemies that torment us every day.
Starbucks
“Hectic Life”
Disney
“growing up”
Nike
“Losing”
Special K
“Jeans are
too tight”
Apple
“Frustration”
Staples
“Business is complicated”
FedEx
“Hate to wait”
Facebook
“Fear of Losing touch”
Volvo
“Other drivers”
14. Consumer Insights are little secrets
hidden beneath the surface, that
explain the underlying behaviors,
motivations, pain points and
emotions of your consumers.
15. We make brands stronger.
We make brand leaders smarter.
Explanations of data
breaks, drivers,
inhibitors, trends with
consumers, channels,
competitors
Observe consumer reactions in
focus groups, product tests, ad
testing, direct consumer
engagements to add to insights.
Listen to Voice of
Consumer (VOC)
with comments on
social media, brand
reviews, market
research. Look for
word choices.
Use our emotional
need state cheat
sheet to understand
potential emotional
insights.
Map out your
consumer’s life,
understanding the
underlying behaviors,
motivations, pain points
and emotions on the
path to purchase.
What we see
(observations)
2
What we read
(Facts/Data)
What we hear
(Consumer Voice)
31
The Functional and Emotional Need States
Emotional
Need States
Curious for
knowledge
Sense of
optimism
Stay in
control
Feel
comfortable
Feel
myself
Feel liked
Feel
free
Get
noticed
What we sense
(Emotional Needs)
Life Moments
(Day in the life)
4
5
The 360 mining for consumer insights
16. We make brands stronger.
We make brand leaders smarter.
Finding Consumer Insights requires you to look
underneath the consumer data you see at the surface
Big data is only valuable when
turned into stories that can share
the wisdom gained from the
data.Think slowly through your
analysis to avoid making snap
instinctual decisions on one data
point without gaining the
understanding of the richness in
underlying insight and cause. Ask
questions that force you deeper.
Data
Information
Knowledge
Wisdom
Who?
What?
When?
Where?
How?
Why?
Context
Understanding
17. We make brands stronger.
We make brand leaders smarter.
1st So What
2nd So What
3rd So What
4th So What
5th So What
If Consumer Insights lay beneath the surface, ask “so what
does this mean” 5X to dig for richer consumer insights
Data point at the
Surface level
Deeper fact based
Consumer Insight
A useful way to turn data into insight is to ask yourself 5 times “so what does this mean” and you
will see the opinion turn into a fact based consumer insight that can align a team and drive action.
“I am so busy driving my kids around, I can never get to the bank
during banking hours. I wish there was a bank that worked
around my life, rather than me working around the banks’ life”.
Recent research shows customers would use the
bank 3.4x/month and spend $56 more/month if our
Bank were open till 8pm.
• With more flexible hours, customers would use the
bank more often.
• The modern banking customer is so busy, that it has
become almost impossible to get to bank during “bankers hours”
• People are so busy, that if they can’t get to the bank during bankers
hours, they just wont even bother or find other service providers.
• Customers find it very frustrating in this modern world, that banks still close at
4pm. They find it ridiculous.
• Customers wish banks realized how busy they are. We heard “I’m working full
time. I have two kids doing actives and I have my personal time “
18. We make brands stronger.
We make brand leaders smarter.
Business
Review
• Gray’s is under-developed on usage frequency, vs.
the category norm and vs. Dad’s the nearest
competitor. If we could match the norm, we could
triple our business.
• Even amongst the most loyal consumers, most use
it as a treat (4x per year) rather than a usual brand.
Gray’s needs creative way to build a
new routine that links closely with
the consumer’s current life.
Consumer Insight: “I eat Gray’s when I
want to be good. But I keep eating Oreos
when I want to be bad. I almost forget
about Gray’s when I’m eating Oreos.”
0
2.5
5
7.5
10
Dad's Gray's Devon's Norm
7.3
5.6
2.2
9.3
Boxes per year
13%
25%
25%
38% weekly
monthly
4x per year
1x per year
Usage Frequency
Low purchase frequency (2.2 boxes per year vs. norm of 7.3)
even among the most loyal early adopters.
Your analytical
conclusion
Tell analytical
story in 2-3
points.
Keep asking “so what” to get
inside the consumer’s head to
see what is creating the
business problem.
Supporting
visuals to tell
the story
How to turn big data into thoughtful consumer insights
Set up business
problem
19. We make brands stronger.
We make brand leaders smarter.
Business
Review
• In a blind taste test, Gray’s performed equal to the
consumer’s regular cookie. Consumers said they
would make it their regular cookie.
• In the market, Gray’s guilt free promise leads a high
conversion to purchase beating the norm (65% to
50%) and considerably higher than the other two
‘healthy’ cookies (Dad’s and Sarah’s)
• Gray’s surprising great taste helps drive a high
repeat, beating norm 40% to 25%.
Gray’s needs to lead with ‘guilt free’
promise, yet use the surprising great
taste to drive repeat purchase.
Consumer Insight: “Cookies are my
weakness. If this cookie tastes as good as
the ones I know are really bad for me. I
wouldn’t feel so bad eating this one”
Repeat %
Conversion % to Purchase
Sarah’s
Dad’s
Norm
Gray’s
Sarah’s
Dad’s
Norm
Gray’s
Gray’s taste is well liked by consumers. Taste drives a high
conversion of trial to purchase (65% versus a norm of 50%).
Your analytical
conclusion
Tell analytical
story in 2-3
points.
Keep asking “so what” to get
inside the consumer’s head to
see what is creating the
business problem.
Supporting
visuals to tell
the story
How to turn big data into thoughtful consumer insights
Set up business
problem
20. We make brands stronger.
We make brand leaders smarter.
How many HH’s
are buying my
brand?
(Penetration)
Penetration: Percent of Households (HH) who
purchased a product, shopped in a certain
channel or retailer at least once during the
measured period.
Buying rate or sales per buyer: Total amount
of product purchased by the average buying
household over an entire analysis period,
expressed in dollars, units or EQ volume.
Purchase frequency or trips per buyer:
number of times the average buying household
purchases your product over a whole time
period (usually a year). Purchase Frequency
remains the same regardless of which sales
measure is used (dollars, units or EQ volume)
Purchase size or sales per trip: Average
amount of product purchased on a single
shopping trip by your average buyer. Like the
buying rate, purchase size can be calculated in
terms of dollars, units or EQ volume.
How much is
each HH
buying?
(Buying Rate)
How much do
they buy each
time?
(Sales per trip)
How often
does each
HH buy?
(Frequency)
What’s driving the
sales of my brand?
Sales = (Total Number of HH x Penetration) x Buying Rate
A
DC
B
A
D
C
B
How to use consumer tracking to set up consumer insights
21. We make brands stronger.
We make brand leaders smarter.
How to use consumer tracking to set up consumer insights
Sales = (Total Number of HH x Penetration) x Buying Rate
HH Penetration 2016 2017 Category Norm
Gray’s 2.4 5.2 27.6
Dad’s 5.4 3.8
Devon’s 1.3 1.3
Oreo 63.3 61.5
Frequency per year 2016 2017 Category Norm
Gray’s 9.4 9.3 30.1
Dad’s 8.3 4.8
Devon’s 32.3 32.3
Oreo 43.5 44.1
Penetration measures what percent bought
a box of cookies in the current year. A niche
product will usually have a low penetration. In
this example, all the healthy cookie are below
5%, while the mainstream brand has a very
high penetration of 60%. This means 60% of
HH’s bought at least one box of Oreos.
Frequency measures how often the
household bought a box, in this case how
many boxes per year. While Devon’s is a
very niche brand, they have built a nice
routine with purchases every two weeks.
Gray’s has a ‘routine’ problems, with
purchases less than once a month.
A smart analytical brain will just start to compare everything to everything
till you find something. Compare to last year, other small brands, the big
brand, vs the norm. Build your story with each data break you see.
22. We make brands stronger.
We make brand leaders smarter.
Sales = (Total Number of HH x Penetration) x Buying Rate
HH Penetration 2016 2017 Category Norm
Gray’s 2.4 5.2 27.6
Dad’s 5.4 3.8
Devon’s 1.3 1.3
Oreo 63.3 61.5
Frequency per year 2016 2017 Category Norm
Gray’s 9.4 9.3 30.1
Dad’s 8.3 4.8
Devon’s 32.3 32.3
Oreo 43.5 44.1
Digging in for possible stories
1. Gray’s has doubled penetration the past 12 months.
“Guilt free” advertising working.
2. Yet frequency has not moved at all. Dig deeper to see
if any consumers are making it a routine. Who came in
and out? Why is taste not holding consumers?
3. Looks like Gray’s might be stealing from Dad’s, who
dropped on penetration the past year. Can we find out
who has moved over?
4. Dad’s is falling on both measures. Could they be in
trouble? Can we accelerate that trouble? What type of
consumer is leaving Dad’s? Is it big enough to make it
worth targeting?
5. Gray’s penetration and frequency is so much smaller
than the mainstream cookies. Which measure has
more potential to move?
6. Devon’s flies under the radar at only 1.3 HH
penetration, but very high frequency. What are they
doing to drive routine we can learn from?
The reality is that each data point will lead you to dig a layer deeper.
Keep asking “so what does this mean” until the story becomes clear.
With a lot of choices, narrow down to most important 2-3 bullet points.
How to use consumer tracking to set up consumer insights
23. We make brands stronger.
We make brand leaders smarter.
A penetration strategy
gets someone with
very little experience
with your brand to
likely consider
dropping their current
brand to try you once
and see if they like it.
A usage Frequency
Strategy gets someone
who knows your brand
to change their behavior
in relationship to your
brand, either changing
their current life routine
or substituting your
brand into a higher share
of the occasions.
The strategic flaw of most brand plans
is trying to drive penetration and
usage frequency at the same time.
24. We make brands stronger.
We make brand leaders smarter.
Grocery Channel Scores
Overall Category Dollars 119M
% volume growth vs LY 6.3%
% dollar change vs LY +19.1%
Your Brand Share 33%
% change vs LY +3.3 points
% dollars change vs LY 31.3%
Your brand’s avg Price $6.33
% change vs LY +3.3%
Price Index vs Category 125
Share of co-op ads 43%
% change vs LY +18%
Co-op Index vs Category 143
Share of Merchandising 18%
% change vs LY -2%
Merch Index vs Category 53
Percent of Distribution 83%
Change vs LY +14 points
Go hunting for most common data breaks
that help tell a story.
1. At the macro level, compare category growth rates
to overall economic growth or bigger macro
category (e.g. cereal to overall grocery). Then
compare volume and dollar growth, to see impact
of pricing or consumer trading up to more
expensive options.
2. At brand share level, look at share point change
and what brands the brand is stealing from.
Compare growth rate to overall category growth
rate,signaling brand health.
3. Any other measure (price, display, distribution or
merchandising), develop a ‘fair share index’ by
diving the share of that measure by your overall
market share. For instance, this brand has 43% of
merchandising which is a fair share index of 143.
(43%/33%). When outside the range of 90-110
index, there likely is a story to dig deeper on.
With a lot of choices, narrow down to
most important 2-3 bullet points.
How to use market share data to set up consumer insights
25. We make brands stronger.
We make brand leaders smarter.
B
A
Ratio
Scores
• First take a look at the absolute
brand funnel scores, compare
them to last year, compare to
competitors and versus the
category norms.
• Then you want to look the brand
funnel ratios, finding the
percent conversion from one
stage to the next. To create the
ratios, divide the absolute
number by the number above it
on the funnel.
A
B
93%
87%
82%
63%
16%
2%
Awareness
Familiar
Consider
Purchase
Repeat
Loyal
91%
94%
77%
25%
12%
Absolute
Scores
Analytical Process
How to use brand funnel data to set up consumer insights
26. We make brands stronger.
We make brand leaders smarter.
What’s most useful is to
compare the ratios of your
Brand to the ratios of your
nearest competitor. In this
second part of the analysis,
the ratio becomes the focus.
Compare the ratios, finding
the gap at each of the stages.
You will start to see where
your ratio will either be
stronger or weaker than the
comparison brand.
Explain the difference
between the 2 brands finds
the biggest gaps and tells a
strategic story for the gap.
C
D
E
Aware Familiar Consider Purchase Repeat Loyal
Your
Brand
95 87 82 63 16 2
Brand
x
98 96 85 73 35 20
91% 94% 12%25%77%
98% 88% 63%48%86%
Gap -7% + 6% -9% -23% -51%
C
Ratio
Scores
D
Ratio
Gaps
E
Analyzing the
biggest gaps
How to use brand funnel data to set up consumer insights
27. We make brands stronger.
We make brand leaders smarter.
How the brand funnel helps focus marketing activity
• Brand funnels becomes thicker as the brand becomes more loved. It’s not just about driving particular
numbers but about moving them from one stage to the next.
• To drive trial you need to gain consideration first (the brain) and then you need to move the consumer
towards purchase and through the experience. To drive loyalty (the heart) you need to create
experiences that deliver the promise and use tools to create an emotional bond with the consumer.
• Awareness is never enough, anyone can get that. But consideration is the point you start to see that
your brand idea starts to connect and move the consumer.
Awareness
Familiar
Consider
Purchase
Repeat
Loyal
We m
We make b
Consider
Aware
Fan
Loyal
Repeat
Satisfied
Buy
Search
Assess how consumer’s shop, to know potential triggers
them along the Consumer Buying System
Consumer
28. We make brands stronger.
We make brand leaders smarter.
Understand the functional and emotional need states
Functional
Need States
Emotional
Need States
Makes you
smarterWorks Better
Helps
your
family
Helps you be
healthier
Sensory
Appeal
Simplifies
your life
Saves you
money
Experience
Curious for
knowledgeSense of
optimism
Stay in
control
Feel
comfortable
Feel
myself
Feel liked
Feel
free
Get
noticed
Stay Connected
29. We make brands stronger.
We make brand leaders smarter.
Put yourself in the shoes of your consumer and map out
their average day through their eyes
Media at the life
moments when
consumers are most
willing to engage
7am
9am
Noon
9pm
7pm
11pm
3pm
5pm
Look beneath the surface, to
explain their behaviors,
motivations, pain points and
emotions of your consumers
at each point of the day.
Understand what they think
at each part of the day,
where they might be most
open to listening to your
message and what is the
insight at that moment.
30. We make brands stronger.
We make brand leaders smarter.
Understand the “many moments of me” during the week
No one is the same all the time. We meander through our week changing our moods. Families or
friends on the weekend, back at it on Mondays, both work and gym. Tired mid week. Plan
weekend on Thursday, party on Friday. Map out the moods, enemies, insights during the week.
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
31. We make brands stronger.
We make brand leaders smarter.
Tap into “life moments” that alter your consumer’s outlook
Each life moment open us up to new thinking.
Find insights that only those in the life moment would understand/appreciate.
“You never feel grown up, until that first night you sleep in your own place.”
“You never feel grown up, until one of your parents faces a serious health scare for the first time”.
These are both true, but only in or near the moment, would they resonate.
32. We make brands stronger.
We make brand leaders smarter.
Turn qualitative research and social media into key
words to help form consumer insights
Non-smoker
Irritable
Grouchy
Failure
Longtime
Parties
smoke-free Peers
Irritable
With friends
Teenager
Habit
Pressure
angry
Out of control Goals
Can’t
do it
Weak Nextyear
Optimism
Spouse
Feel good
Tried so many times
Keep failing
Can’t stop
Getfat
Social
Want to so badly
Clothes smell
Scared
Hatemyself
Goesgreatwithcoffee
Smoke first
thing in the
morning
Anxiety
Become a monster
Crying
First
day
Possible
I wish I could quit
Not this year
Hate
myself
I become the worst version of me
Can’t afford it anymore
Feel like a loser Success
Need help
33. We make brands stronger.
We make brand leaders smarter.
I lack the confidence to quit,
and I feel out of control each
time I make an attempt to quit.
What we sense
(Emotional Zones)
4
“I feel guilty that I can’t
quit. I know it’s expensive.
But when I do, I’m really
not myself. I get so
irritable that I give up”
What we hear
(Consumer Voice)
3
Consumers will attempt to
quit smoking on their own
7.2 times, before reaching
for a quit smoking aid.
What we read
(Facts/Data)
1
Each time I quit, I’m miserable.
I take it out on those around me,
my friends, my wife. I think
they’d almost rather I smoke
than have to deal with me.
Maybe next year.
Insight Statement (Connection Point)
“I know I should quit. I’ve tried to quit so many
times, it’s ridiculous. I’m not myself, I’m grouchy,
irritable, out of control. Quitting smoking sucks.”
Life Moments
(Day in the life)
5
Smokers become agitated when
talking about quitting smoking.
You can see how frustrated they
are with their failed attempts.
What we see
(observations)
2
Consumer Enemy (Pain Point)
“I fear quitting smoking will bring out the worst
monster in me, the worst version of me.”
Case Study: 360 consumer insights for quit smoking
34. We make brands stronger.
We make brand leaders smarter.
We recommend that consumer insights should start with “I” to get you into the
consumer’s shoes and then use quotes to ensure you are using their voice.
Good consumer insights should get in the shoes of your
consumer and use the consumer’s voice
For a Bank: “I am so busy driving my kids around, I
can never get to the bank during banking hours. I wish
there was a bank that worked around my life, rather
than me working around the banks’ life”.
Quit Smoking: “I know I should quit. I’ve tried to quit
so many times, it’s ridiculous. I’m not myself, I’m
grouchy, irritable and feel out of control. Quitting
Smoking Sucks.”
For a Bank: Recent research shows
customers would use the bank 3.4x/
month and spend $56 more/month if our
Bank were open till 8pm.
Quit Smoking: There are no real
competitors. But studies show that people
try to quit cold turkey 7x before reaching
for a smoking aid to help them quit.
Lousy, boring insights end up flat Good insights inspire creativity
Cookie: “I have tremendous will-power. I work out 3x
a week, watch what I eat to maintain my figure. But we
all have weaknesses and cookies are mine. I just wish
they were less bad for you”
Cookie: I love cookies and would love to
eat a low calorie cookie that tastes great.
35. Consumer Insights come to life when they are told
in such a captivating way that makes consumers
stop and say “Hmmm, that’s exactly how I feel. I
thought I was the only one who felt like that.”
36. We make brands stronger.
We make brand leaders smarter.
• Consumer insights demonstrate to your consumers that
we understand them, and the consumer enemy elevates
the consumer problem that the brand solves.
• Consumer insights educate, inspire and challenge the
creative teams to produce amazing brand communication
that immediately connects with consumers.
• Consumer insights should be at the forefront of every
product concept to immediately connect, letting
consumers know this product has been designed for you.
• Consumer insights inspire shopper insights, as you begin
to understand how your brand impacts their life moving
through a buying system on the path to purchase.
• As you see how the consumer interacts with our brand,
you begin to listen, adjust and win over the consumer as
they build our brand into the rituals of their lives.
Brand Promise
Purchase Moment
Innovation
Experience
Bring Consumer Insights to life in each of part of your
brand’s five consumer touch-points
Brand Story
Big Idea &
Brand Positioning
Creative Brief and
Media Plans
Product Concepts and
New Technology
Shopper Marketing
and Retail Programs
Brand Culture and
Consumer Experience
37. We make brands stronger.
We make brand leaders smarter.
CREATIVE(BRIEF((
1.""Why(Are(We(Adver3sing(
Drive&trial&of&the&new&Grays&Cookies&as&“The&Healthy&Choice&to&Snacking”&brand&posi>oning.&&&
2.#What’s(the(Consumer(Problem(We(are(Addressing(
I’m&always&watching&what&I&eat.&&And&then&BAM,&I&see&a&cookie&and&I’m&done.&&As&much&as&I&look&aHer&
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&aµsite.&&&
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.&&&
Consumer
insights are the
starting point for
the brand’s
Consumer
Benefits Ladder
Consumer
insights help
consumers to
connect quickly
with Concepts
Consumer insights
allows us to build a
BIG IDEA that creates
a bond between
brand and consumers
Consumer
insights in the
Creative Brief
inspires Agency
to make great
work
Build Media Plans
around Consumer
insights at each stage
of the buying system
Consumer Insights should anchor every planning tool
Benefits Ladder
Consumer Target
Product features
Functional benefits
Emotional benefits
38. We make brands stronger.
We make brand leaders smarter.
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
Consumer Insights should show up in everything brands do
The best brand
communications has
consumer insights central
to the brand story, helping
establishes a unique own-
able positioning that
moves consumer to see,
think, feel, act or scream.
With consumer enemies and nights
brands can develop an INNOVATION
PLAN that uses a stage-gate process
to drive new ideas, concepts, testing,
launches through the system.
Using consumer insights
to build brand experience
by Influencing the
CULTURE by creating a
BRAND CREDO helping
to frame the purpose,
values and sets up the
service behaviors.
Turning consumer insights
into shopper insights allows
the brand to Influence the
PURCHASE MOMENT with
channels, merchandising
and e-commerce
39. We make brands stronger.
We make brand leaders smarter.
We summarize our great work into a Consumer
Target Profile that can be used in everything we do
Target
Consumer
Target Name Pro-Active Preventers
Target
Description
• Suburban working women, 35-40, 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 stress-reliever and escape.
Their needs • Great tasting food, satisfy craving, healthy choices, maintain weight.
Their enemy • Guilt, failure, out of control diet, temptation.
Insights that
tell their story
• “I have tremendous will-power. I work out 3x a week, watch what I eat to maintain my figure.
But we all have weaknesses and cookies are mine. I just wish they were less bad for you”
• “I read labels of everything I eat. I stick to 1500 calories per day, and will find my own ways
to achieve that balance.”
What do they
think now?
• I have only recently heard of Gray’s Cookies. I’ve tried them a few times and did like them. I
wouldn’t say I use them all the time.
How are they
buying?
• Most have been influenced by friends who have tried. Those who are buying, still do so less
frequently than their normal favorite cookies. The household has yet to adopt the product.
The mom uses it when she’s trying to diet.
We want them
to think/feel/do
• See: Get noticed so consumers are aware of Gray’s, see it on shelf, see actual product.
• Think: Gray’s might be a healthy alternative to my favorite cookies.
• Do: Try Grays to see if they like the great taste.
• Feel: Feel more in control with Gray’s as part of their routine, feeling less guilt.
• Whisper: Tell their friends they love Gray’s, and share the success they are having.
40. We make brands stronger.
We make brand leaders smarter.
Questions to dig in to better understand consumers
1. Who are your possible target market consumer segments? Are they growing? How
are you measuring them?
2. Who are the most motivated consumers by what you have to offer?
3. Who is your current target? How have you determined demographics, behavioral or
psychographic, geographic and usage occasion? Generational trends?
4. How is your brand performing against the target segment? Share, sales, panel
data, funnel data, tracking scores? By channel or geography?
5. What drives consumer choice? What are the main need states? How so these
needs line up to your brand assets?
6. Map out the buying system and assess your brand’s performance in moving
through each stage. Are consumers changing at stages? Are you failing at stages?
7. What are the emerging consumer trends? How does your brand match up, to
potentially exploit? Where would your competitors win?
8. What is the ideal brand experience and unmet needs we can attach the brand to?
9. What are the emotional and functional benefits? How is the brand performing
against them? How are you doing in tracking studies to meet these benefits?
10. What are consumers’ perceptions of your brand and your competitors?
41. How to use consumer insights to
define your brand
What is your main benefit (rational/emotional)
Doing a Consumer Benefits Ladder helps to organize your thinking as a great tool
for bringing the benefits to life. Find the rational benefit by putting yourself in the
shoes of the consumer and seeing the brand features from their eyes: start
asking yourself over and over “so if I’m the consumer, what do I get from that?”.
Then find the emotional benefit by asking “so how does that make me feel?”
2
42. We make brands stronger.
We make brand leaders smarter.
What
consumers
want
The ideal space for your brand to PLAY matches up what
consumers want with what your brand does best
What
your brand
does best
The first step is to match up what your consumers want with what your
brand does best After defining your target market, you should begin by
matching up your target market’s need states against your brand assets.
Match Up
the consumer wants to
your brand assets
43. We make brands stronger.
We make brand leaders smarter.
What
consumers
want
What your
competitor
does best
What
your brand
does best
Winning Zone:
your brand’s clear
difference matters to
consumers
The ideal space for your brand to WIN is where ONLY
your brand can match up to what the consumer wants
44. We make brands stronger.
We make brand leaders smarter.
What
consumers
want
What your
competitor
does best
What
your brand
does best
Losing Zone:
When competitor
meets consumers
needs better than you
Risky Zone:
Win with speed,
emotion or
innovation
Dumb Zone:
Competitive battle
where consumer
does not care
Winning Zone:
Your brand’s clear
difference matters
to consumers
To be successful, brands have to be better, different,
cheaper…or else they will not around for very long.
45. The four elements of a Brand Positioning Statement
To
(Target)
• Who is in the consumer target? What slice of the
population is the most motivated to buy what you do?
Your brand is the
(Category)
• Where do you play? What is the frame of reference
that helps to define the space in the marketplace that
you compete in?
That is the
(Benefit)
• Where do you win? What is the promise you will make
to the consumer target, thinking about the main benefit
(rational/emotional) you are promising to deliver?
That’s because
(Support Points)
• Why should they believe us? What support points
help to back up the main benefit?
1
2
4
3
46. We make brands stronger.
We make brand leaders smarter.
Target and insights What do consumers want?
Product features What does your product do?
Functional benefits What do consumers get?
Emotional benefits How does that make them feel?
Consumers
Define target, need
states, enemies
and insights.
Functional
In the consumer’s
voice, answer, “So,
what do I get?”
Use a Consumer Benefits Ladder to be consumer centric
Features
Product-focused
strengths, claims,
differences or
unique offerings.
Emotional
Look at rational
benefit, asking,
“So how does that
make me feel?”
1
2
3
4
47. We make brands stronger.
We make brand leaders smarter.
Makes you smarter
Works
Better
for you
Helps
your
family
Helps
you be
healthier
Faster
More
powerful
Safer
Lasts
Longer
Keeps you
organized
Saves
time
Social
Latest
Fashions
Latest
technology
Sounds
Taste
Smell
Sights
Education
Comfort
Life Stages
Mental
Health
Better Home Prevents
Weight/Exercise
Lower
Risk
Track
Success
Resale
value
Invest for
future
Advice
Solutions Teaching
Helping hand
Sensory Appeal
Simplifies
your life
Stay
Connected
Hassle
Free
This helps find the ideal functional benefits
Easier
to use
Touch/Feel
Good value
Quality
Reduces
Soothes
Cultural
How it is
made
Saves
you
money
Experience
Variety
Personal
Service
In touch
Moments
Responsiveness
Memorable
Occasion
Rituals
Updates
Luxurious
Performance
IntegratedEfficient
Subconscious
Style
48. We make brands stronger.
We make brand leaders smarter.
Curious for knowledge
Sense of
optimism
Stay in
control
Feel
comfortable
Feel
myself
Motivated
Special
Successful
Inspired
Interesting
Alive
Cool
Playful
Popular
Trendy
Like-able
Friendly Intimate
Happy
Easy-
going
Nurtured
Compassion
Down-to--earth
Relaxed
Honest
Family
Trust
Safe
Respect
Reliable
Informed
Wisdom Smarter
Competent
Feel liked
Feel free
Get
noticed
Excited
Consumer
Values
This helps find the ideal emotional benefits
49. We make brands stronger.
We make brand leaders smarter.
Helps your
family
Keeps you
organized
Life
Stages
Better Home
Resale value
Simplifies
your life
Saves you
money
Moments
Efficient
Feel
comfortable
Feel
myself
Easy-going
Nurtured
Down-
to--earth
Relaxed
Honest Family
Functional
Emotional
Curious for
knowledge
Stay in
control
Trust
Safe
Reliable
Informed
SmarterWisdom
Makes you
smarter
Works
Better
Safer
Life Stages
Better
Home
Solutions
Helping
hand
Quality
Helps your
family
How it
is made
Works
Better
Faster
Sights Sensory
Appeal
Touch/Feel
Quality
Experience
Responsiveness
Subconscious
Luxurious
Performance
Alive
Cool
Playful
Popular
Feel
free
Get
noticed
Excited
Comfort
Comfort
Memorable
Sounds
Good value
Build your brand around unique benefit clusters
50. We make brands stronger.
We make brand leaders smarter.
Example of the Consumer Benefits Ladder worksheet
Target: “Proactive Preventers”. Suburban working women, 35-40, 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 stress-reliever and escape.
Consumer Enemy: Guilt, failure, out of control diet, temptation.
Insights: 1) “I have tremendous will-power. 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” 2) “I read labels of everything I eat. I stick to 1500
calories per day, and will find my own ways to achieve that balance.”
Emotional Benefits: 1) I feel in control of my health. 2) I feel more confident in
my diet. 3) I feel more knowledgeable about what I am putting in my body.
Functional Benefits: 1) I get a great tasting cookie, as good as my current cookie
2) I get a low calorie snack to make my diet easier. 3) I can eat this when I’m hungry.
Features: 1) In blind taste tests, Grays matched the market leaders on taste, but
only has 100 calories and 2g of fat. 2) In a 12 week study, consumers using Grays
once a night as a desert were able to lose 5 pounds. 3) All natural ingredients.
51. We make brands stronger.
We make brand leaders smarter.
Find benefits that are the most motivating to consumers
and offer highest potential to be own-able for your brand.
Losing Zone Winning Zone
Dumb Zone Risky Zone
Guilt Free
Alternative
Low
Calorie
Less Fat
All Natural
Ingredients
Lose 5
pound in 2
weeks
Feel
Smarter
about food
Feel in
control of
your
weight
Feel more
confident
More
comfort in
choices
New
Favorite
Cookie
How motivated
are consumers by
your benefit
High
High
Low
Low How own-able is this benefit
for your brand
52. We make brands stronger.
We make brand leaders smarter.
A great articulation of the difference between functional
product features and emotional brand benefits.
53. We make brands stronger.
We make brand leaders smarter.
Stop telling consumers what you do and start telling
them what they get and how it will make them feel.
Features
What do you do?
Functional Benefits
What do i get?
Emotional Benefits
How do I feel?
Gray’s is the fastest
working headache
medication.
Gray’s helps you to get
on with your day.
With Gray’s, you can feel
optimistic that nothing will
get in your way today.
Gray’s Bank stays open
till 8pm.
Gray’s Bank works around
your life instead of you
working around our life.
With Gray’s Bank, you can be
comfortable you can get to
the bank when you need to.
Gray’s cereal is a great
tasting low calorie cereal.
Using Gray’s twice
a day, you can lose 5
pounds in two weeks.
With Gray’s, you can
feel inspired to stay in
control of your weight.
54. We make brands stronger.
We make brand leaders smarter.
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)
• A 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
For the healthy proactive preventers, who want to do more for
their health, Gray’s is a guilt free cookie that tastes so good that
you can stay in control of your health. That’s because in blind
taste tests, Gray’s matched the leaders on taste, but only 100
calories and 3g of carbs. In a 12-week study, consumers using
Gray’s once a night as a desert were able to lose 5-10 pounds.
55. We make brands stronger.
We make brand leaders smarter.
Brand
Soul
Big
Idea
Think of the Brand Soul as why you get up in the morning to do what you do. It includes
your brand purpose, values, motivations and beliefs. To keep things simple, we use the
Big Idea to express the Soul to the marketplace. The result of a consistent expression
and management by everyone who touches the brand, is to create a brand reputation in
the consumer’s mind that ends up being a perfect match for the Soul.
A brand finds equilibrium when the Brand Soul,
Big Idea and Reputation are all the same.
57. We make brands stronger.
We make brand leaders smarter.
Consumers first connect with the brand’s Big Idea,
which should be an outer reflection of the Brand Soul
Big
Idea
The
Brand
BIG IDEAS help simplify and organize brand messages making it easily
understood and remembered. The idea must be unique, own-able and
motivating. The Big Idea must gain a quick entry, be layered easily
across the organization and have longevity over the life of the brand. All
activity on the brand must be organized under the Big Idea.
The
Consumer
58. We make brands stronger.
We make brand leaders smarter.
Apple
makes technology
so simple that
everyone can be
part of the
future.
Special K
inspires and
empowers women
to take control and
maintain their
healthy body.
Starbucks
provides a personal
moment of escape
from a hectic life,
between work
and home.
Rolex is
assembled with
scrupulous
attention to detail,
Rolex is a sign of
prestige and
success.
Can you explain your brand in 7 seconds?
7 second brand
BIG IDEAS help simplify and organize brand messages making it easily understood and
remembered. The idea must be unique, own-able and motivating. The Big Idea must
gain a quick entry, be layered easily and have longevity over the life of the brand. All
activity on the brand must be organized under the Big Idea.
59. We make brands stronger.
We make brand leaders smarter.
Products &
Services
Consumer
Reputation
Brand Role
Internal
Beacon
Influencer
Reputation
Inner Brand SoulOutward Reputation
The Bridge
The Big Idea Blueprint
Big idea
must express the
brand’s soul and
reputation. Must be
interesting, simple,
unique, inspiring,
motivating and
own-able.
60. We make brands stronger.
We make brand leaders smarter.
Products
and Services
Consumer
Reputation
Brand Role
Internal Beacon
Big Idea has to
accurately express
the brand’s soul and
outward reputation. It
must be interesting,
simple, unique,
inspiring, motivating
and own-able.
Influencer
Reputation
What is the focused point of
difference that your products or
services can win on, because
they meet consumer needs, and
separates your brand from
competitors?
What is the internal rallying cry
that reflects your brand’s purpose,
values, motivations helping
inspire, challenge and guide the
culture? These words should
come from your brand’s soul.What is the link between the
consumer and the brand, reflecting
the way the brand services, supports
and enables the consumers to make
the most out of your brand? The
brand role links the internal and
external sides.
What is the desired
reputation of the brand,
that attracts, excites,
engages and motivates
consumers to think, feel
and purchase your brand?
Who are the key influencers
and potential partners who
impact the brand? What is
their view of the brand that
would make them recommend
or partner with your brand?
Big Idea Blueprint
61. We make brands stronger.
We make brand leaders smarter.
Apple uses surprising technology
that changes the world. We make
every product stylish, simple,
easy to use. Essential to stay at
the fore-front of technology.
Products & ServicesConsumer Reputation
Apple is an inspiring and
enabling coach that teaches you
easy ways to unlock modern
technology so you can avoid any
intimidation or frustration
Brand Role
At Apple, we are a consumer
driven company that starts with the
consumer experience and then
works back to the technology, to
eliminate consumer frustrations.
Internal Beacon
At Apple, we think like consumers. We
make it so easy to use modern
electronics, so that you will feel smarter
and at the leading edge of technology
Apple
makes technology
so simple that
everyone can be
part of the
future.Product reviewers are long
time Apple fans, who see the
idea of simplicity, style and
design as key separators.
Influencer Reputation
Big Idea Blueprint
62. We think like
consumers, and
make everything
easy to use.
Technology should
not be frustrating.
We make it easy to
do more/get more.
Surprising leap-
frog technology
built around
simplicity
Allow consumers
to try, touch,feel
the products
without pressure.
Start with consumer
experience and
works back to the
technology.
Promise Brand Story Innovation Purchase Moment Experience
Big Idea
Positioning Advertising and
Communication
Product
Development
Selling
and Retail
Organization
and Culture
Consumer BrandWe make
technology so
simple that
everyone can be
part of the
future
Apple aligns everything they do around “Simplicity”
We make brands stronger.
We make brand leaders smarter.
63. Big
Idea
Sub Brand
Campaign
Sub Brand
Campaign
Sub Brand
Campaign
J F M A M J J A S O N D
TV TV TV
Facebook
Event Event Sampling
Digital Twitter
In Store Displays
PR PR
Facebook FacebookWeather Twitter YouTube
Master Brand
Anthemic
Campaign
The Big Idea should guide the
Creative Idea that can set up
the advertising for the master-
brand ads as well as sub
brands or promotional ads…
…the Big Idea should guide the Media
Plan with a balance of how to execute
the master brand advertising with sub
brands, and promotional ads.
Creative Idea
Big Idea should organize a consistent delivery of the marketing
execution, driving the creative execution and media plan
Creative Execution Media Plan
64. We make brands stronger.
We make brand leaders smarter.
Social Media Home PageEarned Media SearchPaid Media Purchase MediaExperiential
Make brand
newsworthy
to help
decisions.
Enlist lovers
as advocates
to influence
others.
Tell brand story
in own-able,
breakthrough,
moving way.
Help
consumers
make smarter
decisions.
Knowledge,
influence to
close the sale
or sell brand.
Bring brand to
life to replicate
ideal brand
experience
Manage
consumer
through entire
purchase cycle.
Big
Idea
Align all marketing execution under the Big Idea
Consumer The
Brand
65. We make brands stronger.
We make brand leaders smarter.
We combine the work from generation the positioning
and the Big Idea to build the Brand Concept options
BIG IDEA:
Grays are the
best tasting
yet guilt free
pleasure
66. Guilt free pleasure with Gray’s Cookies
Try Gray’s Cookies and find
your way to stay healthy
• Do you feel guilty when you stick your hand in the cookie
jar? Wouldn’t it be great if you could just sneak a cookie
without worry that you have gone off your diet?
• Gray’s Cookies are the best tasting yet guilt free
pleasure so you can stay in control of your health.
• That’s because Gray’s is low in fat and calories, yet still
tastes great. In blind taste tests, Gray’s cookies matched
the market leaders on taste, but 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.
Main headline should capture the
Big Idea for your brand
Use Support
visual to
summarize
concept
Enemy or
insights helps
connect quickly
with consumers
Support points
with two
reasons to
believe
Motivating call to action to prompt purchase intent
Main Benefit in a
promise
statement
Using the work around Brand Positioning and the
Big Idea to generate winning Brand Concept options
67. We make brands stronger.
We make brand leaders smarter.
When doing your Creative Brief, you should think about the
desired response before planning what stimulus you will use.
Too many Brand Leaders start with the stimulus and focus on what they
want to say. But, you should start with the desired consumer response
and then let that guide what you are going to tell them.
Start with “what
do we want our
consumer to see,
think, do, feel or
influence?”
Only after you know
what you expect from
consumers can you
answer “What should
we tell them?”
Consumer 1
2
68. How to use consumer insights to
develop brand strategy
Brand strategy starts with a strategic program that has a
specific focus where resources will be deployed. There
needs to be a market impact that leads to a brand
performance result, making the brand healthier or wealthier.
3
69. We make brands stronger.
We make brand leaders smarter.
Indifferent
Love It
Like It
Beloved
Unknown
Where consumers believe your brand sits on on the Brand
Love Curve should guide your next strategic move
Get noticed so
consumers
see the brand
in a crowd
Establish brand
positioning in the
consumer’s mind
Magical experiences
that inspire brand
lovers to influence
their friends
Tighten bond
with your most
loyal brand lovers
Build a trusted
following with
each happy
purchase
70. We make brands stronger.
We make brand leaders smarter.
Stand out so
consumers 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
Magical experiences
inspire brand fans to
influence others
1. Set up: production,
promise, advertising,
selling, experience.
2. Launch event: Build
hype and desire to
gain attention
3. Core message:
Amplify brand’s big
idea and consumer
benefit to target.
4. Find early lovers:
Build early trial
among those
already motivated by
what you do
5. Mind Shift: drive
new position or re-
enforce current
6. Mind Share: gain
more attention than
competitors
7. New News: launch
innovation to enter
consumers mind
8. Turnaround: focus
energy on gaps,
leaks. Use fix to
change minds.
9. Drive Penetration:
convince new
consumers to try
10. Drive Usage: get
happy consumers to
use more/differently
11. Build routine: get
happy consumers to
build a routine
around brand
12. Cross Sell: get
happy consumers to
use brand’s other
products/services.
13. Turn experience
in memories: link
brand with life
moments.
14. Maintain Love:
re-enforce brand
equities.
15. Deeper love:
consolidation or
broader usage
16. New Reasons to
Love: target most
loyal user.
17. Create magic:
surprise and delight
deep brand lovers.
18. Leverage Power:
drive growth and
profit from brand’s
source of power.
19. Attack yourself:
Close leaks and
improve before
competitor attacks.
20. Use loyalists to drive
awareness and
influence others
How the consumer feels about the brand sets up 20
possible consumer strategies for your brand plan
Unknown Indifferent Love ItLike It Beloved
71. We make brands stronger.
We make brand leaders smarter.
Use analytics to decide where brand sits on Brand Love Curve
Indifferent Like It BelovedLove It
No opinion, low
interest, low
importance. Do not
care and have doubt.
Have never bought.
Have a basic idea
what brand stands
for, but have no
connection. See it as
ordinary, not different.
See brand as better,
High satisfaction,
loyalty and frequency.
Willing to recommend
to their friends.
Outspoken fans who
believes everything
about the brand
(product, experience,
service) is better.
Skinny brand funnel,
market share
squeeze, low
unaided awareness.
Low growth and
shrinking margins.
Low conversion to
sales, high percent
bought on deal, low
loyalty, strong private
label share. Programs
have low ROI
Robust brand funnel,
healthy tracking
scores, market share
gains, high share of
requirements. Can
enter new categories.
Dominant share, net
promoter scores,
usage frequency and
recommendations.
High growth and
profits.
Voice of the
consumer
Market
Indicators
Awareness
Consider
Purchase
Repeat
Loyal
We make brands stronger.
We make brand leaders smarter.
72. We make brands stronger.
We make brand leaders smarter.
Get Consumers
to THINK differently
about your brand
Build a trusted
following with each
happy purchase
Get Current Loyal
users to connect
emotionally and
LOVE you more
Create outspoken
loyal fans to whisper
to their friends on
your behalf
Head Heart Soul
Stand out so
consumers NOTICE
the brand in a
crowd market place
Eyes
Where your brand sits on the Brand Love Curve
should focus your team’s marketing execution focus
Think Do InfluenceSee Feel
Unknown Indifferent Love ItLike It Beloved
Happy Feet
73. We make brands stronger.
We make brand leaders smarter.
Consider
Aware
Fan
Loyal
Repeat
Satisfied
Buy
Search
Awareness Ads
Invest in mass media to
establish position in
consumer’s mind
PR/Content/SEO
Use information to teach
those seeking to learn more
pre decisions
Retail/Home Page
Close the deal by separating
your brand from the
competitors at the last minute
during purchase moment.
Post Purchase Help
Create experience to re-enforce
promise, after sales help for new
users to get the most from the brand.
Love those who
love you most
Surprise & delight rewards
to drive ritual among your
most loyal users
Use emotions to
build frequency
Using reasons for usage
to turn into routine.
Leverage emotional bond
Drive repeat
Turn trial into an experience,
reward happy customers,
emotionally re-enforce reasons
purchase makes sense
Outspoken Army
Create club, leverage loyalists to
influence friends, especially
through social media
Brand Love Curve helps to make a choice to move
consumers to see, think, do, feel or influence
Consumer
Unknown
Indifferent
Love It Like It
Beloved
74. We make brands stronger.
We make brand leaders smarter.
Focus on women frustrated by “lose and gain”
diet fads (a) use the Special K idea of
empowering women (b), to move consumers
from aware to try (c) and gain share (d)
Leverage our most loyal Special K lovers (a)
build a low calorie innovation plan across the
entire grocery store (b), to drive trial of new
items (c) and enter new markets (d).
Use our consumer strategic writing tool to set up plan
Focus on connecting with
your focused target market
Market impact that moves
consumers through brand funnel:
a cb
Performance result using the bond to harness one of the power OR profit driversd
Deploy Strategic Program
against consumer touch-point
Target
Consumer
Promise
Story
Innovation
Purchase Moment
Experience
Consider
Satisfied
Buy
Search
Fan
Loyal
Repeat
Aware
Writing Consumer strategy statements taking one of each a + b + c + d
Premium
Prices
Trading
Up
Lower
COGS
Efficient
Spend
Stealing
Share
Users to
use more
New
markets
Find new
uses
8 ways Marketers can drive more profits
Consumers
Influencers Competitors
Employees
ChannelsMedia
Competitors
Suppliers
8 sources of power
75. Creative Execution must amplify your brand
story and brand positioning so that your
brand stands out in the crowded
marketplace, connecting with your most
desired consumers so they will see, think,
act or feel differently about your brand than
before they saw the message.
76. We make brands stronger.
We make brand leaders smarter.
7 questions of a Brand Communications Strategy
Who is in the consumer target?
(Who is the most motivated to buy what you do?)
What are we are selling?
(What is your main benefit (rational/emotional)?)
Why should they believe us?
(Support points to back up what you say)
What’s the long range feeling the brand evokes?
(What is the Big Idea and Soul for the brand?)
What do we want the advertising to do?
(Strategic Choices)
What do want people to think, feel or do?
(Desired Response)
Where will you deliver the message?
(Media Plan)
1
2
3
4
5
6
7
Positioning
Brand Plan
77. We make brands stronger.
We make brand leaders smarter.
Creative Brief
1. What is the objective?
2. What’s the consumer problem we
are addressing?
3. Who are you talking to?
4. Consumer Insights
5. What does our consumer think now?
6. What do you want your consumer to
think/feel/do?
7. What should we tell them?
8. Why should they believe us?
9. Brand Positioning Statement
10.Tone and Manner
11.Media Options
12.Mandatories
How the 7 questions of the Brand Communications
Strategy sets up the Creative Brief
Who is in the consumer target?
(Who is the most motivated to buy?)
What are we are selling?
(What is your main benefit?)
Why should they believe us?
(Support points to back up what you say)
What’s the long range feeling the brand
evokes?
(What is the Big Idea/Soul for the brand?)
What do we want the advertising to do for
the brand?
(Strategic Choices)
What do want people to think, feel or do?
(Desired Response)
Where will you deliver the message?
(Media Plan)
1
6
2
3
4
5
7
1
1
1
5
5
2
1 4
4
4
31 2
7
3
5
6
6
4
6
78. Creative Brief
1. Why are we Advertising
Drive trial of Gray’s Cookies by positioning it as ‘The good tasting healthy cookie’.
2. What’s the consumer problem we are addressing
Consumers struggle to fight off the temptation of cookies and the guilt when they cheat.
3. Who are we talking to?
“Proactive Preventers”. Suburban working moms, 35-40, who are willing to do whatever it
takes to stay healthy. They run, workout and eat right. For many, food can be a stress-reliever
and escape even for people who watch what they eat. They feel guilty when they cheat.
4. Consumer Insights
The consumer insight is, “I have tremendous will-power. I work out 3x a week, watch what I
eat and try to maintain my figure. But we all have weaknesses and cookies are mine. I just
wish they were less bad for you. I feel guilty when I cheat.”
5. What does our consumer think now?
I have never heard of Grays Cookies. But I would likely need to try it first to see if I like it. If it
really does taste that good, it’s something I might consider as a snack.
6. What do we want your consumer to think/feel/do? (desired response)
We want them to TRY Grays and believe the great taste will win them over.
7. What should we tell consumers? (stimulus: benefit)
Gray’s Cookies is great tasting cookie without the guilt.
8. Why should consumers 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 Positioning Statement
For the healthy proactive preventers, who want to do more for their health, Gray’s is a guilt
free cookie that tastes so good that you can stay in control of your health. That’s because in
blind taste tests, Gray’s matched the leaders on taste, but only 100 calories and 3g of carbs.
In a 12-week study, consumers using Gray’s once a night as a desert were able to lose 5-10
pounds.
10. Tone and Manner
A safe choice to stay in control. An honest and down to earth choice.
11. Media Options
Main creative will be 30 sec TV ad, supported by event signage and in-store display. Want to
carry the idea into digital, social media and build a microsite.
12. Mandatories
The line: “best tasting yet guilt-free pleasure” is on our packaging. At least 25% of print must
carry the Whole Foods logo as part of our listing agreement. Include the legal disclaimer on
the taste test study.
• Consumer insights should use the Brand Love
Curve to guide the overall objective.
• Use the consumer problem to shift from a business
problem to a consumer focused brief.
• Consumer insights should tell use interesting story
to bring the consumer to life, moving from what do
they think now to a desired consumer response.
• Consumer insights set up how you define the
brand with the benefits and big idea.
Doing all the work through the
lens of the consumer makes
writing the brief easier
Everything in the planning process should
be driven through the consumer.
79. We make brands stronger.
We make brand leaders smarter.
• Target competitive users most
desirable to us, while maintaining our
base
• Tell what we do, so that it makes us
appear the best in the category
• Target everyone to get new users to
buy and current users to use more at
the same time.
• Make sure we get all our key
messages into the creative output
• Use efficient media options that
provides us with the highest ROI
What looks like a smarter Creative Brief to you?
• Target consumers most motivated by
what you do best
• Use a big idea to show consumers the
benefit they get from our brand
• Focus on getting consumers to do only
one thing at a time: see, think, do, feel,
influence
• Use the creativity to tell the brand story
to entice consumers to love and trust
the brand
• Connect with our consumers where
they are most likely to engage and be
motivated by our brand story
Trying to be everything to anyone, makes you nothing to everyone
Consumer Centric Brief Ugly Product Centric Brief
80. Creative Execution must amplify your brand
story and brand positioning so that your
brand stands out in the crowded
marketplace, connecting with your most
desired consumers so they will see, think,
act or feel differently about your brand than
before they saw the message.
81. We make brands stronger.
We make brand leaders smarter.
There is only one source of revenue.
It is not the products you sell,
but the consumers who buy them.
82. We make brands stronger.
We make brand leaders smarter.
We will help you unleash
your full potential
Brand Coaching Services
83. 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
84. 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
85. 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
86. 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
P
E
O
ct05
02
P
E
N
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
87. 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
88. 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
89. 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
90. 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
CREATIVE(BRIEF((
1.""Why(Are(We(Adver3sing(
Drive&trial&of&the&new&Grays&Cookies&as&“The&Healthy&Choice&to&Snacking”&brand&posi>oning.&&&
2.#What’s(the(Consumer(Problem(We(are(Addressing(
I’m&always&watching&what&I&eat.&&And&then&BAM,&I&see&a&cookie&and&I’m&done.&&As&much&as&I&look&aHer&
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&aµsite.&&&
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
91. 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
92. 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.
93. 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.
94. 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
95. 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
96. 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