Brand Plan Workshop

1. Workshop to help Brand Leaders write a Brand Plan that everyone in your organization can follow How to write Brand Plans

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. A good Brand Plan helps make decisions to deploy the resources and provides a road map for everyone who works on the brand • We demonstrate how to write each component of the Brand Plan, looking at brand vision, purpose, values, goals, key Issues, strategies and tactics. We provide definitions and examples to inspire Marketers on how to write each component. We provide a full mock brand plan, with a framework for you to use on your own brand. • We offer a workshop that allows Marketers to try out the concept on their own brand with hands on coaching with feedback to challenge them. At each step, we provide the ideal format presentation to management. We offer unique formats for a Plan on a Page and long-range Strategic Road Maps. • We show how to build Marketing Execution plans as part of the overall brand plan, looking at a Brand Communications Plan, Innovation Plan, In-store plan and Experiential plan. This gives the strategic direction to everyone in the organization. Training Workshop Brand Plans

4. We make brands stronger. We make brand leaders smarter. 2 4 31 Strategic questions to help frame the key issues 5 Drivers and inhibitors currently facing brand. Risks and opportunities for future. Deep dive 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 Leading the Brand Planning process

5. “Planning is what you do before you do something, so that when you do it, it is not all mixed up.” A. A. Milne

6. 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 Analysis Key Issues Strategies Execution & Measures Questions to ask Planning elements 1 2 3 4 5 6

7. The Annual “Brand Plan On a Page” Analysis Issues and Strategies Executional Plans P&L forecast • Sales $30,385 • Gross Margin $17,148 • GM % 56% • Marketing Budget $8,850 • Contribution Margin $6,949 • CM% 23% Drivers • Taste drives a high conversion of Trial to Purchase • Strong Listings in Food Channels • Exceptional brand health scores among Early Adopters. Highly Beloved Brand among niche. Inhibitors • Low familiar yet to turn our sales into loyalty • Awareness held back due to weak Advertising • Low distribution at specialty stores. Poor coverage. • Low Purchase Frequency even among most loyal. Risks • Launch of Mainstream cookie brands (Pepperidge Farms and Nabisco). • De-listing 2 weakest skus weaken in-store presence • Legal Challenge to tastes claims Opportunities • R&D has 5 new flavors in development. • Sales Broker create gains at Specialty Stores • Explore social media to convert loyal following. Key Issues 1. What’s the priority choice for growth: find new users or drive usage frequency among loyalists? 2. Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? 3. How will we defend Gray’s against the proposed Q1 2014 ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? Strategies 1. Continue to attract new users to Gray’s 2. Focus investment on driving awareness and trial with new consumers and building a presence at retail. 3. Build defense plan against new entrants that defends with consumers and at store level. Goals • Increase penetration from 10% to 12%, specifically up from 15% to 20% with the core target. Monitor usage frequency among the most loyal to ensure it stays steady. • Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Drive trial from 15% to 20%. Focus for sales is to close distribution gaps going from 62% to 72%. • Hold dollar share during competitive launches and continue to grow 11% post launch gaining up to 1.2% share. Target zero losses at shelf. Advertising • Use awareness to drive trial of the new Grays. Target “Proactive Preventers”. Suburban working women, 35-40.Main Message of “great tasting cookie without the guilt, so you can stay in control of your health”. Media includes 15 second TV, specialty health magazines, event signage, digital and social media Sampling • Drive trial with In-store sampling at grocery, Costco, health food stores and event sampling at fitness, yoga, women’s networking, new moms. Distribution • Support Q4 retail blitz with message focused on holding shelf space during the competitive launches. Q2 specialty blitz to grow distribution at key specialty stores. Innovation • Launch two new flavours in Q4/15 & Q4/16. Explore new diet claims, motivating and own- able. Competitive Defense Plan • Pre Launch sales blitz to shore up all distribution gaps. At launch, heavy merchandising, locking up key ad dates, BOGO. TV, print, coupons, in-store sampling. • Use sales story that any new “healthy” cookies should displace under-performing and declining unhealthy cookies. Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. $100 Million brand by 2020. Forecast Analysis Brand Vision Strategies Execution Key Issues Goals 1 5 4 3 2 6 5

8. We make brands stronger. We make brand leaders smarter. 5 strategic questions worksheet 1. Where could we be? • To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. • Make Gray’s a $100 Million brand by 2020. • Want double digit annual growth rates. 2. Where are we? • Successful launch into the mass market, but time to transition Gray’s from a product-led brand into an idea-led brand • Need to connect with consumers by owning idea of “guilt free” snacking, rather than just selling a great tasting cookie. • Begin to dominate and lead the “good for you” cookie segment 3. Why are we here? • We have not ﬁgured out the priority choice for growth: ﬁnd new users or drive usage frequency among loyalists. • We need to drive our awareness and share needs for Gray’s. • There is a high risk of ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? 4. How can we get there? • Continue to attract new users to Gray’s • Focus investment on driving awareness and trial with new consumers and building a presence at retail. • Build defense plan against new entrants that defends with consumers and at store level. 5. What do we need to do? • Use awareness to drive trial of the new Grays Cookies as “The Healthy Choice to Snacking” brand positioning. • Use in-store and event sampling to drive trial of the new Grays Cookies • Leverage key results, planogram recommendations and in-store specialty store merchandising team 5 questions to frame the strategic outline for the Plan First step in planning is to answer these 5 questions with 2-3 bullet points for each line, providing an outline to ensure flow for the overall plan.

9. Brand Plan workshop agenda Vision/Purpose/Goals Situation Analysis Key Issues Strategies Execute Measure 1 2 4 5 6 3

10. 1 “Where could you be” puts a stake in the ground that inspires and pushes you, while motivating others. The vision helps to steer the entire plan, knowing where you want to go helps you choose the strategies for how to get there. Vision and Purpose

11. An inspiring Brand Vision should scare you a little, but excite you a lot!

12. We make brands stronger. We make brand leaders smarter. Does a Vision statement pay off? Companies that have Vision Statements have a better sense of where they are going. And the proof is there that it pays off for companies with a Vision. • Harvard Study that looked across 20 industries showed that that companies with a Vision Statements saw four-times revenue and seven-times job creation. The companies with a vision saw their stock price grow 12 times faster and their proﬁt 750% higher. • Newsweek looked at 1000 companies with Vision Statements had an average return on stockholder equity of 16.1%, while ﬁrms without a vision statement had only a 7.9% average return. • “Built to Last” showed that for companies with Vision Statements, that a $1 investment in 1926 would have returned $6,350 compared to only a return of $950 for comparable companies without a Vision. Brand Vision

13. We make brands stronger. We make brand leaders smarter. How to build a vision statement Vision is the end-in-mind achievement, when you will be fully satisfied What do you want the brand to become? Challenge yourself to think 10 years out: if you became this one thing, you would know that you are successful and completely satisfied. Ideally it is Qualitative (yet grounded in something) and quantitative (measurable). It should be motivating and enticing to get people focused. An inspiring vision should scare you a little, but excite you a lot. Things that make a good vision: 1. Should last 5-10 years or more, helps paint a picture of where could we be. 2. Emotional and motivating for all employees and partners to understand and rally around. 3. Describe the dream you have, what you feel, hear, think, say and do 4. Said in plain words and may already be a common phrase within the company. 5. Balance between aspiration (stretch) and reality (achievement) 6. Describe the dream you have, what you feel, hear, think, say and do. The watch outs for vision statements: 1. It is not a positioning statement 2. Make sure we haven’t achieved it already 3. Don’t put strategic statements. It is not the “how”. 4. Try to be single minded. Keep tightening it. Do not include everything!!! Brand Vision

14. We make brands stronger. We make brand leaders smarter. Princess Margaret Hospital To conquer cancer in our lifetime. Great examples of vision statements to inspire you Amazon Be the world’s most customer-centric company. Ikea Create a better everyday life for the many people. Volvo Nobody should die or be seriously injured in a Volvo. Honda Be the company that society wants to exist Patagonia Build the best product, cause no unnecessary harm and use business to inspire Dove A world where beauty is a source of conﬁdence, not anxiety. Waze Help people work together to improve the quality of everyone's daily driving. Disney Make people happy John F. Kennedy "I believe that this nation should commit itself to achieving a goal, before this decade is out, of landing a man on the moon and returning him safely to earth." Brand Vision Ferrari Italian excellence that makes the world dream

15. Where could we be? Imagine that it is ten years from now. You wake up in the most amazing mood because your business is the exact position you hoped it would be. What is it that would have you in such a great mood? Write down the 2-3 most important things you want to achieve, and begin brainstorming a vision for the future. Begin thinking about the language that will inspire, lead and steer your team towards that vision.

16. We make brands stronger. We make brand leaders smarter. Brand Vision To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. Make Gray’s a $100 Million brand by 2020. 2016 Goals Goals 2015 2016 Comments Sales $27.5M $30.38M 11% growth rate Share 0.8% 1.2% New triple chocolate 0.5% share Distribution 62% 72% Increase coming mainly from fixing specialty. Awareness 33% 42% Below norm, 80% among niche, < 20% overall Purchase 10% 12% Brand promise & sampling helps drive trial. Repeat 4% 5% High quality Taste converts high repeat Example of how to frame the Vision and Goals Case Study

17. We make brands stronger. We make brand leaders smarter. What How Why A well-defined purpose can help explain and connect based on “why you do what you do” The most successful brands start with a purpose driven vision (why) and match the strategies (how) and the execution (what) to the purpose. WHY do you exist? Purpose or Cause? At Apple, we believe in challenging the status quo. We believe in thinking differently. We want to make a dent in the universe. HOW do you deliver against the purpose? To challenge the status quo, we make sure our products are beautifully designed, simple to use and consumer friendly. WHAT do you you do to deliver the purpose? We sell computers, cell phones, tablets, watches that highly designed, simple to use and consumer friendly. Purpose Driven Strategy Brand Purpose

18. Values: What are the core beliefs of the brand that shape the organization as to the standards, behaviors, expectations. The brand has to be able to stand up to and consistently deliver each value.

19. 2 Before planning where to go next, you need to understand “where are you” today. We recommend a deep-dive business review that looks at everything connected to the business including the category, consumer, competitors, channels and the brand. Situation Analysis

20. We make brands stronger. We make brand leaders smarter. Conduct a deep dive Business Review, looking at everything connected to the brand Situation Analysis • Category: Start by looking at the overall category performance to gain a macro view of all major issues. Dig in on the factors impacting category growth, including economic indicators, consumer behavior, technology changes, shopper trends or political regulations. Also look at what is happening in related categories that could impact your own category or replicate what you may see next. • Consumer: Deﬁne your consumer target, knowing the consumer’s underlying beliefs, buying habits, growth trends and key insights. Use the brand funnel analysis and leaky bucket analysis to uncover how they shop the category and how they make purchase decisions. Uncover consumer perceptions through tracking data or market research. • Channels: Look at the performance of all potential distribution channels and every major retail customer. Understand their strategies, as well as their available tools and programs. To be successful, your brand must align with the customer strategies. • Competitors: Dissect your closest competitors by looking at their performance indicators, brand positioning, innovation pipeline, pricing strategies, distribution and the perceptions of consumers. Map out a strategic Brand Plan for major competitors to predict what they might do next. Use that knowledge within your brand’s own plan. • Brand: Understand the view of the brand through the lens of consumers, customers and employees. Use brand funnel data, market research, marketing program tracking results, pricing analysis, distribution gaps and ﬁnancial analysis. You need to manage your brand’s health and wealth.

21. We make brands stronger. We make brand leaders smarter. Business Review Low Purchase Frequency (2.2 boxes per year vs. norm of 7.3) even among the most loyal early adopters. • 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. Recommend leveraging the Brand love among loyalists to drive frequency by creating a routine. Consumers 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 The ideal analytical slide Your analytical conclusion The story in 2-3 key points Every slide must include a recommendation as a result of the analysis Supporting visuals to tell the story Situation Analysis

22. We make brands stronger. We make brand leaders smarter. Business Review Consumers love Gray’s new “guilt free” concept • In concept testing, the “guilt free” cookie concept finished in the winning zone, where it scored above the norm on both motivating (top 2 box score of 33% versus category norm of 22%) to consumers and own-able for Gray’s (top 2 box score of 73% versus norm of 53%). New tagline and advertising must reflect the new brand concept. Consumers Business Review Gray’s taste is well liked by consumers. Taste drives a high conversion of trial to purchase (65% versus a norm of 50%). • In a blind taste test, Gray’s performed equal to the consumer’s regular cookie. When Consumers found out it was a low fat, low calorie option, they said they would make it their regular cookie. • In the market, Gray’s has a very 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 taste helps drive a high repeat %, beating norm 40% to 25%. Continue to drive trial, with the high conversion to purchase. Repeat % Consumers Sarah’s Dad’s Norm Gray’s Sarah’s Dad’s Norm Gray’s Conversion % to Purchase Business Review Low Purchase Frequency (2.2 boxes per year vs. norm of 7.3) even among the most loyal early adopters. • 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. Leverage Brand love among loyalists to drive frequency. Achieving category norm would triple the business. Usage Frequency Frequency among Loyalists Consumers Gray’s Norm Dad’s Weekly Monthly 4x per year 1x per year How to build each of the 5 analytical sections For each of the 5 sections, map out 3-5 slides, with a conclusion headline, key visual, 2-3 points and a recommendation. A B Then move each conclusion statement to a summary slide, and draw one big summary statement for each of the 5 sections. Situation Analysis

23. We make brands stronger. We make brand leaders smarter. C D Take the 5 conclusion statements and draw a major brand challenge from the review For each of the 5 sections, take the summary statement you created and move those to an overall summary document How to bring together the Business Review Presentation Situation Analysis

24. We make brands stronger. We make brand leaders smarter. Brand analytics can help indicate where your brand sits on the Brand Love Curve Indifferent Like It Love It Beloved Voice of Consumer Market Indicators Strategic Focus No opinion, low interest, low importance. Don’t care, have doubt or anger. Skinny brand funnel, share squeeze, low unaided awareness, shrinking margins. Focus on the MIND, to separate brand, drive consideration & purchase. New positioning or re- positioning. Have basic idea what it stands for, but no connection. See it as ordinary, not different. Low conversion to sales, high % bought on deal, low loyalty, strong private label share. Focus on moving FEET, by create an idea, layered with emotional benefits, to connect and build a following. See it as better, high loyalty and satisfaction and willing to recommend to a friend. Robust brand funnel, healthy tracking scores, share gains, share of requirements. Focus on the HEART, to drive deeper emotional bond, turning the experience into a ritual. Close every brand leak. Outspoken fans who see everything about the brand (product, experience, service) as better. Dominant share, net promoter scores, usage frequency and recommendations Focus on the SOUL, mobilize outspoken loyalists to sell brand. Broaden audience and offering. Attack yourself. Situation Analysis

25. 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 can be easily seen, but the health of a brand lays below the surface level. You need to look deeper to uncover 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

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

27. We make brands stronger. We make brand leaders smarter. Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. The driving factors could be related to brand assets, successful programs working, favorable market trends. New products, advertising, channels. Keep fueling Factors of weaknesses or friction that slows your brand down, or a leak that needs fixing. Achilles heel, competitive pressure, unfavorable market forces, channels, specific segments. Minimize going forward. Opportunities Threats Specific untapped areas in the market that would fuel future growth, based on unfulfilled consumer needs, new technologies on the horizon, regulation changes, new distribution channels or the removal of trade barriers. Take advantage. Changing circumstances including consumer needs, new technologies, competitive activity, distribution changes or potential barriers to trade create potential risk to your growth. Minimize the impact of these risks. We use a force field type analysis to summarize drivers, inhibitors, opportunities and threats Helps set up the Key Issues for brand plan. Happening now Could happen Situation Analysis

28. We make brands stronger. We make brand leaders smarter. Example of how to lay out your Summary Analysis Drivers Inhibitors • Taste drives a high conversion of Trial to Purchase (65% vs. norm of 50%). • Strong Listings has driven strong Distribution in Food Channels (95%) • Exceptional brand health scores among Early Adopters (“Proactive Preventers”) making it a highly Beloved Brand among the niche. • Awareness among mainstream target (20%) held back due to weak Advertising scores. Low Attention scores and Brand Link scores. • Low distribution at specialty stores at only 16%. Poor sales coverage. • Low Purchase Frequency (2.2 boxes/yr vs. 7.3 norm) even among most loyal early adopters. Opportunities Threats • R&D has 5 new flavors in development. Could launch Peanut Butter in Q4 of 2013 (top 15% in test), Chocolate Chips in Q2 of 2014 (top 50%) • Sales broker could specifically target specialty stores, which are in high growth (+15%/year) • Explore social media to convert strong loyal following into more mainstream mass appeal • Mainstream cookie brands could enter the ‘health’ segment through R&D or Acquisition. Rumors that Pepperidge Farms will launch in Q1 2014, and Nabisco Q3 2014. • De-listing of our 2 weakest skus (Oatmeal and Cranberry) because of POS thresholds, could weaken our in-store presence down to 3 skus. • Legal Challenge to “tastes as good as your favorite cookie”. Case Study

29. We make brands stronger. We make brand leaders smarter. Knowing “where you are” helps to set up what you need to do next, to get where you want to go Continue/Enhance • Stay focused on things going right, accelerate against them. Continuous improvement. Minimize/Reverse • Close the leaks, develop turnaround plans or re-focus the team against the trend. Take Advantage of • Build plans to mobilize the brand to see if the opportunity is a winning space for the brand. Avoid/Contingency • Identify and measure the risk, explore plans to avoid. Fill the gap before a competitor. Situation Analysis What’s driving growth? What’s inhibiting growth? What are the opportunities? What are the threats?

30. 3 Key Issues summarizes “why are we here”, which takes the deep dive analysis and begins to draw conclusions as to what are the major issues that need to be addressed. While we brainstorm all the issues in the way of the vision, we narrow the list down to the top 3 issues. These set up the brand strategies. Key Issues

31. We make brands stronger. We make brand leaders smarter. Process Graphic Start off with a straw- dog brand vision. Brainstorm all the issues that are in the way of the vision. Narrow list of issues to top 3-5 key issues. Frame top issues in question format. Layer in strategy as an answer to key issue. Finding the right key issues and strategies Key Issues should be asked in question format. • Think of key issues in terms of a “rhetorical strategic question” which means that the question should be a bit leading, and have a proposed strategy almost as the solution. • Spend some thinking time on these questions, because the better the strategic question you ask, the better the strategic answer you will get. 2 43 51

32. We make brands stronger. We make brand leaders smarter. Make sure that your key issues are frame at the right strategic level. You may need to play around with the questions to make sure We recommend a maximum of 3-5 key issues to make sure you are asking the most important questions How do we get consumers to use more coupons? • This issue is very tactical and too speciﬁc to set up a strategic solution. How do we become #1? • This is very large goal that is highly aspirational and visionary. But it is too broad to lead to a pin-pointed strategic solution. How do we drive usage among loyal? • This is a much better ﬁt for the plan. It speaks to what is in the way of the vision, and leaves enough room for various strategic solutions. Too Low Too High Just Right Key Issues

33. We make brands stronger. We make brand leaders smarter. Example of how to lay out the Key Issues 1 2 3 Case Study What’s the priority for growth: driving new users or driving frequency among current users? How do we fix the distribution gaps to add to Gray’s momentum? How will we defend Gray’s against the proposed Q1 2014 ‘healthy cookie’ launch from Nabisco?

34. 4 “How can we get there” starts to focus your limited resources of money, time, people, against an array of unlimited choices, so that you drive the highest return on investment (ROI) and effort (ROE) to push your brand into a better zone. Strategy

35. Strategic thinkers see the right questions before they look for answers. Intuitive thinkers see answers before they even know the right question. Brand Leaders need to be both, being able to change the speed of their brains for the right situation and moment. Move your brain slowly on strategy and quickly with execution. We make brands stronger. We make brand leaders smarter.

36. We make brands stronger. We make brand leaders smarter. We will teach you the 8 elements of smart strategic thinking Break through point where you see a shift in momentum towards your vision. Proof to everyone this strategy will work. Aspirational stretch goal for future, linked to a well- defined goal purpose. It should scare you a little, but excite you a lot. Turn the early win into tipping point where you achieve more in return than you put in. Shift in positional power that allows you to achieve your vision. Seize opportunity quickly before others react or it is closes. 1 3 4 5 6 7 8 Visionary Early Win Speed An opening in the market, based on a potential change in the market (consumer needs, technology change, new channels) Leverage Gateway Align your limited resources to a distinct point you can break through getting you on a path to your vision. Opportunity Strategic Thinking Questions2 Must ask the right questions that frame the issues in the way of achieving the desired vision

37. 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.

38. We make brands stronger. We make brand leaders smarter. Too many Marketers come to a decision point that requires focus, and try to justify a way to do both. Strategic thinkers never DIVIDE and conquer out of fear. They force themselves to make choices to FOCUS and conquer. Don’t tell yourself that you are good at making decisions if you come to a decision point and you always choose BOTH. The best brand leaders force themselves to focus by using the word “or” more than they use the word “and”

39. You will never reach your destination if you stop and throw stones at every dog that barks. Winston Churchill

40. We make brands stronger. We make brand leaders smarter. When you focus, 5 amazing things happen to your brand: 1. Better return on investment (ROI) 2. Better return on effort (ROE) 3. Stronger reputation with a key target audience 4. More competitive, owning a winning position 5. More investment behind brand

41. 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.

42. We make brands stronger. We make brand leaders smarter. How do we drive usage among most loyal consumers? Turn our most loyal consumers’ regular usage into a ritual by creating an elevated, VIP experience to tighten their bond with our brand. Key issue Strategy Asking the best questions with key issues leads to the best strategic answers Brand Strategy Looking at that example, I will show you that a smart strategy statement has four common elements: a. A smart strategy statement must have a focal point, which is the breakthrough point where the brand will exert pressure to create an impact. In this case the focus will be on the loyal consumers. b. A smart strategy statement must specifically calls out the strategic program clear marching orders to the team, leaving no room for doubt, confusion or hesitation. In this case, the VIP consumer experience. c. Smart strategy statements call out a specific desired market impact. Which key stakeholder in the market will you attempt to move, whether it is consumers, channels, competitors or influencers? In this case, the desired impact is to turn the consumer’s regular usage into a higher frequency ritual. d. Smart strategy statements have a specific performance result, linking the market impact to a specific result on the brand, either making the brand more powerful or wealthier. In this case creating a tighter bond with consumers, which will lead to more power over the consumers.

43. We make brands stronger. We make brand leaders smarter. Focal point Market Impact a c b Performance Resultd Strategic programs Write strategy statements by taking one choice from each of a + b + c + d Brand Strategy Strategy Example: Turn our most loyal consumers’ (a) regular usage into a ritual (b) by creating an elevated, VIP consumer experience (c) that tightens their bond with our brand (d).

44. What is the current business situation your brand faces? How tightly connected is your Consumer to your brand? What is the core strength your brand can win on? How important is the decision and how involved are consumers? Product Story Experience Price Power Player Challenger Island Brand Rebel Brand High Profile Indulgence Commodity Essential Indifferent Like It Love it Beloved Keep It Going Fix It Re-Align Start Up What is your current competitive position? 3 1 4 25 Process Graphic 5 questions to force your 360 strategic thinking

45. We make brands stronger. We make brand leaders smarter. Strength Finder Consumer Strategy Competitive Strategy Situational Strategy Engagement Strategy 1 2 3 4 The 5 types of strategy we look at: 5

46. We make brands stronger. We make brand leaders smarter. 5 questions to force your 360 strategic thinking How important is the decision and how involved are consumers? 31 42 5 How tightly connected is your Consumer to your brand? What is your current competitive position? What is the current business situation your brand faces? What is the core strength your brand can win on? Increase consumer involvement Try to drive more emotion Exert Power into the market Keep the momentum going Focus around better Product Maintain high profile status Find ways to re- fuel brand love Exert power over media/partners Re-Align behind consumer promise Build around the experience Become part of their lives Maintain the love for the brand Exert power over competitors Turnaround to find new growth Align story to consumer’s life Stay engaged with core users Maintain love with core Own creativity to stay unique Keep momentum via expansion Use creativity to tell story

47. We make brands stronger. We make brand leaders smarter. Enhance the Starbucks experience at lunch (a) with innovative sandwiches and snacks (b), to re-enforce the quality difference at Starbucks (c) to enter the new lunch time market (d). Re-build the coffee experience (a) by training all the Starbucks baristas (b) to emphasize how our people make the difference (c) to get current brand lovers to use Starbucks more often (d) Using the strategic writing tool for core strength Brand Strategy Focus on enhancing your brand’s core strength Market impact through brand reputation on one of: a cb Writing Core Strength strategy statements taking one of each a + b + c + d Product ExperiencePrice Brand Story Our product is better Story of our Big Idea Better prices People make difference 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 Deploy resources against one of these strategic programs Communications Innovation People and Culture Distribution Consumers Influencers Competitors Employees ChannelsMedia Competitors Suppliers 8 sources of power Performance result enhances reputation to harness one of the power OR profit drivers

48. 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). Using the consumer strategic writing tool Brand Strategy 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

49. We make brands stronger. We make brand leaders smarter. Take a rebellious stance for Dollar Shave (a) showing how it is cheaper and smarter (b) to attack Gillette’s high prices c) gaining entry into the market (d) Challenge the windows PC/Microsoft dominant leadership position (a) by demonstrating how much simpler the Mac computers are (b) with a full assault (c) to steal significant market share from frustrated consumers (d) Case Study Using the competitive strategic writing tool Focus on your brand’s current competitive position Market impact via a competitive attack strategy: a cb d Deploy strategic programs against winning zone Power Player Rebel Brand Island Brand Challenger Full Assault Neturalize Slow Down Maintain Base What consumers want What your competitor does best What your brand does best Losing Risky Dumb Winning Performance result using competitiveness to harness one the power OR profit drivers Writing Competitive 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

50. We make brands stronger. We make brand leaders smarter. Build an intimate fan experience for Justin Bieber (a) investing heavily in building a social media following (b) that re-connects with Justin’s core fans (c) and trigger higher album and concert sales (d) Re-position Justin Bieber as a more mature indy artist (a) investing time in new song-writing, higher production and collaborations with key artists (b), to help fix his immature image (c) and re-build a tighter bond with fans (d). Using the situational strategic writing tool Focus on enhancing or fixing part of the brand Market impact that helps the brand’s situation:a cb Performance result using the bond to harness one of the power OR profit driversd Deploy one of your resources against strategic situation Advertising Media Innovation Positioning Retail Experience Culture Claims Financial People Time Partnerships Keep it going Start UpRe-align Fix It 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 Writing Situational strategy statements taking one of each a + b + c + d Brand Strategy

51. We make brands stronger. We make brand leaders smarter. Increase the importance of Dove’s ‘confidence’ message (a) leveraging social media (b) to build a base of brand lovers (c) who will follow Dove into new categories (d) Increase consumer involvement (a) using breakthrough Advertising to help the ‘Real Beauty’ message gain attention (b) to create a base of loyal Dove brand lovers (c) doubling the brand’s market share (d). Using the strategic writing tool for engagement strategy Brand Strategy Focus on increasing importance or involvement Market impact that tightens bond with consumers: a cb d Deploy resources against one of these strategic programs Advertising Public Relations Key Influencers Social Media Packaging Increasing involvement Increasing Importance Performance result drives engagement to harness one the power OR profit drivers Focus Market Impact a cb Performance Result d Strategic programs Write strategy statements by taking one choice from each of a + b + c + d Vision Strategy Strategy Strategy Issues Issues Issues Situation Analysis Consumer The Brand Writing Engagement 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

52. We make brands stronger. We make brand leaders smarter. Summary of strategic statements Core Strength Consumer Strategy Competitive Strategy Situational Strategy Engagement Strategy Focus (a) Product, Story, Experience or Price Focus on motivated target consumer Power Player, Challenger, Island or Rebel. Organizational area to fix or enhance Drive up importance or involvement Strategic Program (b) Communications, innovation, people or distribution Promise, story, innovation, purchase moment, experience Find wining zone based on point of difference Using resources: money, people, time, partnerships Advertising, PR, key influencers, social media or packaging Market Impact (c) Desired consumer reputation Move consumers through brand funnel Attack strategy. Keep it going, fix it, re-align or start up Tighten bond with consumers Performance Result (d) Leverage core strength to exert power or gain profits Move consumers to exert power or gain profits Separate brand from competitor to exert power or gain profits Put brand in better position to exert power or gain profits Leverage bond to exert power or gain profits

53. We make brands stronger. We make brand leaders smarter. Moving from the chunky strategic objective statement into a tighter strategy statement Strategic Objective Continue to dominate healthy cookie segment (a), owning “great tasting lowest calorie” claims (b) pointing out Nabisco’s 30% higher calories (c) to help maintain Gray’s loyal fan base (d). Bring in new “proactive preventers” (a) by advertising Gray’s “stay in control” positioning (b) to move consumers from consideration to trial (c) driving Gray’s market share (d). Fix Gray’s distribution gaps at drug and mass (a) with a sales force blitz (b) to continue Gray’s momentum (c) to drive Gray’s market share (d). Strategy Attack Nabisco’s ‘healthy’ credibility by having 60% higher calories Drive trial by advertising Gray’s “stay in control” positioning Fix Gray’s distribution gaps with a sales force blitz at food and drug Brand Strategy Consumer strategy Competitive strategy Situational strategy

54. Brand Plan Key Issues and Strategies What’s the priority for growth: driving new users or driving frequency among current users? How do we fix the distribution gaps to add to Gray’s momentum? 1 2 How will we defend Gray’s against the proposed Q1 2014 ‘healthy cookie’ launch from Nabisco? 3 Key Issues Strategies Attack Nabisco’s ‘healthy’ credibility by having 60% higher calories Drive trial by advertising Gray’s “stay in control” positioning Fix Gray’s distribution gaps with a sales force blitz at food and drug Case Study

55. We make brands stronger. We make brand leaders smarter. Laying out the strategies to the next level For each strategy, lay out the strategic objective, specific goal, main tactical support programs and any potential watch outs Brand Strategy Brand Plan Drive trial by advertising Gray’s “stay in control” positioning Strategy #1 Strategic Objective: • Gain new “proactive preventers” by advertising Gray’s “stay in control” positioning, moving consumers from consideration to trial and drive Gray’s market share 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. Tactical Program: • Ensure all programs target the “Proactive Preventer” target, who is 35-40 female, who work out 3x a week. • Use “guilt free treat” message across advertising, packaging, in-store and events, which has tested as the most motivating and own-able message for Gray’s. • Recommend a balanced consumer marketing mix of advertising to drive positioning and sampling to drive trial. More details are outlined on the next strategy. Watch out: • At this point, we believe the product taste and consumer habits around healthy eating can help drive frequency of use.

56. We make brands stronger. We make brand leaders smarter. Where you are on the Brand Love Curve focuses your brand on what strategy to guide your next move. Unknown Indifferent Love It Like It Beloved 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

57. 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 stages of the Brand Love Curve sets up 20 possible consumer strategies for your brand plan Unknown Indifferent Love ItLike It Beloved

58. We make brands stronger. We make brand leaders smarter. Ideal Brand Plans have 3 issues and top 3 strategies Vision Strategy Strategy Strategy Issues Issues Issues Situation Analysis Competitor Strategy Consumer Strategy Situational Strategy Continue to dominate healthy cookie segment (a) owning “great tasting lowest calorie” claims (b) pointing out Nabisco’s 30% higher calories (c) to help maintain Gray’s loyal fan base. (d) Bring in new “proactive preventers” (a) Advertising Gray’s “stay in control” positioning (b) to move consumers from consideration to trial (c) driving Gray’s market share. (d) Fix Gray’s distribution gaps at Drug and mass (a) with a sales force blitz (b) to continue Gray’s momentum (c) to drive Gray’s market share. (d)

59. 5 “What do we need to do to get there” matches up marketing execution activity to the brand strategy, looking at communicating the brand story, managing the consumer towards the purchase moment, launching new product innovation and delivering the brand experience. Marketing Execution

60. The role of Marketing Execution is to move your consumers in ways that tighten their bond with your brand, putting your brand in a stronger business position. Make the strategic choice on what you want your execution to do, whether you want the consumer to see, think, feel, act or inﬂuence. Only pick one objective each execution.

61. 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&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 The role of any marketing execution is to tighten the bond with your consumers to drive brand growth Marketing Execution

62. We make brands stronger. We make brand leaders smarter. Build separate Marketing Execution Plans around each selected activity that supports the 5 consumer touch points Logos or Tag Lines Packaging Content Strategy Home Page Messages Creative Advertising Paid Media Earned or Social Media Events & Sponsorship New Product Launches Format Line Extensions Claims R&D Exploration Point of Purchase Sales Materials Account Management E-Commerce Sampling and Trial Service Values VIP Loyalty Programs Active User Inﬂuencers Choose up to 3-5 separate Marketing Execution plans, with the activity that matches up to the most relevant consumer touchpoint Consumer Experience Purchase Moment Product Innovation Brand Story Brand Promise Marketing Execution We make brands stronger. We make brand leaders smarter.

63. We make brands stronger. We make brand leaders smarter. 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 Marketing Execution Brainstorm marketing activities to support the strategies, prioritizing on return on investment and effort (ROI and ROE) For each strategy, you want to find the “Big Easy” • Put all of the ideas on to post it notes, then map each idea onto the grid as to whether they will have a BIG versus SMALL impact on the business, and whether they are EASY versus DIFFICULT. • The top ideas will be in the BIG EASY top right corner.

64. We make brands stronger. We make brand leaders smarter. In the tactical section of the plan, develop mini- execution plans for each major tactical area Once you have mapped out each strategy with an executional plan, you want to create separate one page plans for each consumer touchpoint including the brand story, purchase moment, innovation and brand experience. This might include brand communications plan that helps guide ad agencies, retail execution plan for the sales team, innovation plan for R&D, or creating a brand experience that helps HR build a culture and organization to support that experience. Marketing Execution

65. We make brands stronger. We make brand leaders smarter. Think of each Executional mini-plan as a beacon that aligns those working on that specific area. For each mini-plan, we recommend that you have a speciﬁc goal and strategy to help frame your intentions. Then list out details that are more relevant to that speciﬁc plan. Marketing Execution Gray’s Cookies Brand Communications Plan Strategy: • Use awareness to drive trial of the new Grays Cookies as “The Healthy Choice to Snacking” brand positioning. Increase penetration from 10% to 12%, specifically up from 15% to 20% with the core target. Target Market: • “Proactive Preventers”. Suburban working women, 35-40, who do whatever it takes to stay healthy. Main Benefit: • Guilt free cookie that tastes so good that you can stay in control of your health. 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. Big Idea: • Grays are the best tasting yet guilt free pleasure. What do we want consumers to think, do or feel? Desired Response: • Try Grays to see if they like the great taste. Media Options • Main creative will be TV 15-second spot, with specialty health magazines, event signage and in-store sampling. Want to carry the idea into digital, social media and a microsite.

66. We make brands stronger. We make brand leaders smarter. BIG IDEA should guide CREATIVE IDEA that sets up the Master Brand as well as sub brands or sub messages… …the MEDIA PLAN should also leverage BIG IDEA to balance how to execute the Master Brand and sub brands or other mediums. Creative 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 Big Idea Master Brand Anthemic Campaign How the Big Idea organizes a consistent delivery of the brand advertising with a big creative idea and media execution

67. We make brands stronger. We make brand leaders smarter. Consumer Social Media Home PageEarned Media SearchPaid Media In-store 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 The Big Idea organizes how the brand shows up through all media choice The Brand

68. 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 The media strategic focus to move consumers through the brand funnel Consumer

69. We make brands stronger. We make brand leaders smarter. Head Feet Heart SharingEyes Think Do InfluenceSee Feel BelovedIndifferent Like It Love ItUnknown Where your brand sits on the Brand Love Curve should focus your team’s marketing execution focus Marketing Execution

70. 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&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.&&& For Advertising led brands, we recommend that you include a Creative Brief in your brand plan A well written creative brief takes everything you know about the brand and strategically desire, and distills it down to 1 page. And the main brief should drive every other brief within your brand, giving you consistency from the core of the Marketing Execution strategy. A good brief should be… BRIEF! Marketing Execution

71. We make brands stronger. We make brand leaders smarter. Use your brand plan to lay out your innovation plan to help steer your R&D team For the Innovation Plan we recommend that you have a speciﬁc goal and strategy to help frame your intentions. Then list out the focus, internal beacon and programs. Marketing Execution Gray’s Cookies Innovation Plan Strategy: • Leverage stage gate process to gain approvals and consumer acceptance. Continually launch new flavors, expanding the Gray’s line up. Leverage 2 new innovations to build the Gray’s line up around key flavor trends among our “proactive preventer” target. Target Market: • ‘Proactive- preventers’, suburban working women, 35-40, who do whatever it takes to stay healthy. Main Benefit: • Guilt free cookie that tastes so good that you can stay in control of your health. 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. Big Idea: • Grays are the best tasting yet guilt free pleasure. Internal Beacon: • Healthy doesn’t have to taste bad. We need to make healthy, low carb cookies that never settles on taste. Continue to push the taste profile to ensure we are as good as the non-healthy cookies. Programs: • Launch Lemon Poppyseed in 2017, Lemon in 2018. Explore new formats and diet claims motivating to target and own-able for Gray’s.

72. We make brands stronger. We make brand leaders smarter. Continuous generation of ideas to build a war-chest of potential solutions to meet consumer needs. Assess opportunities using criteria: breakthrough, own- able, strategic ﬁt, consumer motivation, potential size. Plan your Product Innovation Identify New Opportunities Build Innovation Pipeline Go-to-market launch Plan 2 3 Build out potential concept to test breakthrough, own- ability and sales potential. Build robust innovation schedule with volumetrics, investment, sourcing and production timeline. Stage-gate decisions to approve execution plans and milestones from production to launch. 4 5 6 Backend plan includes ﬁnal naming, logos, packaging, production and channel plan. Build marketing support; advertising, presentations, in-store support. Hand over to launch team, including marketing, sales, operations. 7 8 9 Observations and Identifying trends and new consumer need states 1 Winning ideas go to market Move best ideas to testing Marketing Execution

73. We make brands stronger. We make brand leaders smarter. Product Extensions • Identifies new consumer need states, occasions where your brand can easily handle. • Broader portfolio helps neutralize competitive advantages or use to gain share of shelf. • Continuous news keeps brand momentum going with new benefits, flavors, sizes. Product Improvements • Use the “leaky bucket” analysis to identify where you are losing consumers, helping isolate flaws and gaps in your brand that need fixing. • Either moves ahead or catches up to competitors. New Formats • Stretches the brand into new subcategories/adjacencies or parts of the value chain. • Helps drive added usage frequency or new usage occasions with consumers. • Gets brand into new parts of the store, new distribution channels or new usage points with consumers. Exploratory Product Innovation Brand Stretching • Take the assets of the brand and move them into other categories—bringing your loyal user base and brand reputation. Game Changing Technology • R&D driven invention needs to be matched up a consumer driven need and re-presented back tot he consumer in a consumer centric idea. Blue Ocean Exploratory Areas • Completely exploratory ideas that combine your open technical capabilities, matched to pure un- explored consumer need states to create game changing launches that move into fully protected Island type competitive positions. Marketing Execution

74. We make brands stronger. We make brand leaders smarter. Indifferent Love It Like It Beloved Where you are on the Brand Love Curve should influence your innovation strategy Consumer Focus on the product innovation, with a big idea that can explain and organize each consumer touch point. Go after leading trend influencers in that market, who already see problem and will be the most motivated by what your brand has to offer. Early wins among early brand lovers will help fuel momentum. It will intrigue early adopters to follow. Use the innovation to separate yourself from competitors, to extrapolate the problems, gaps or frustrations consumers see in mass brands. This sets up your brand as the only solution. Increase investment in brand communication and the purchase moment to tighten the bond with an early group of brand lovers who can be used to influence the broader consumer base. Use innovation to create experiences and become part of the consumer’s life. Layer in emotion and explore peripheral products around the routine to turn repeat usage in life rituals. Invest to stay ahead of any challenger brands. Extend brand beyond core product. Use innovation to surprise and delight the most base of brand lovers. Use innovation to attack potential gaps in the current offering with product improvements. Continue to build the service side around product.

75. We make brands stronger. We make brand leaders smarter. Brands evolve from innovative niche to mass power players Rebel Brand Power Player Island Brand Challenger Brand Focused on trend influencers, who are frustrated by status quo. The brand must own a small niche far enough away from competitors. High risk marketing to break through clutter. Layer in early adopters to a whole new space, which pushes away current mass competitors, leaving them unattached to meeting the consumer’s needs. Focus on driving passion, to be loved by a few, rather than tolerated by many. With momentum, early mass consumers follow. You focus on turning the leader’s strength into a weakness, pushing them outside of what consumers want,while setting up your brand as the solution Become loved by many, the choice of the mass consumers, even at risk of early brand lovers moving on. Crucial to live up to original brand promise and brand soul, while playing to a larger audience. Trend Influencers Early Adopters Early Mass Mass Audience Types of Consumers

76. We make brands stronger. We make brand leaders smarter. You can use an In- Store Plan, or Category Management Plan that lays out speciﬁc goal and strategy to help frame your intentions. Then list out the focus, internal beacon and programs. Use your brand plan to guide the sales team on how to manage the brand’s purchase moment Marketing Execution Gray’s Cookies In-Store Plan Strategy and Tactics: • Leverage key results, planogram recommendations and in-store specialty store merchandising team to build displays, manage shelf sets. • Drive fair share of shelf, merchandising and leverage in-store sampling events for added distribution and display. • Use sales blitz team to increase distribution at specialty stores, while holding shelf space at grocery, health stores during the competitive launches. Focus on increasing distribution from 62% to 72%. Target Market: • “Proactive Preventers”. Suburban working women, 35-40, who do whatever it takes to stay healthy. Main Benefit: • Guilt free cookie that tastes so good that you can stay in control of your health. Big Idea: • Grays are the best tasting yet guilt free pleasure. What do we want consumers to think, do or feel? Desired Response: • Try Grays to see if they like the great taste. Programs • Q2 specialty blitz to grow distribution at key specialty stores. • Support Q4 retail blitz with message focused on holding shelf space during the competitive launches. • Gain displays for back-to-school promotional lunch program.

77. 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 Marketing Execution

78. 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 Define pricing capabilities and skill sets, establish pricing organization and assure consideration of legal requirements 4. Governance 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 Marketing Execution

79. We make brands stronger. We make brand leaders smarter. Customer Big Idea External story of the brand which creates a position in the mind/heart Internal story of the brand which creates the customer experience Logo/Packaging Sales Materials Communications Values/Culture Innovation Service The external and internal story are of equal importance to the experience you create.

80. We make brands stronger. We make brand leaders smarter. Brand Story Brand Positioning Strategic Plan Retail Selling Organization Culture Driving Profits Vision& Purpose& Goals& Key& Issues& Strategies& Tac7cs& Calendar& Budget& Target& Insights& Consumer& Enemy& Features& Ra7onal& Beneﬁts& Emo7onal& Beneﬁts& Statement& Winning& Concept& Social& Media& Digital& Look&and& Feel& Communica7ons& Strategy& Brief& Crea7ve& Idea& Paid& Media& Earned& Media& Trends& Direct& Interac7on& Voice&of& Consumer& Consumer& Experience& Consumer& Insights& Behaviors& Talent& Hiring& Training& Values& Revenue& CAGR& P&L&Mgmt.& COGS& ROI& Priori7es& Investment& Forecasts& Share& Data& NPD& Produc7on& PorOolio& Mgmt.&& R&D& Plan& Brainstorm& NPD& Investment& Launch& Plan& Customer& Priori7za7on& Key&Accounts& Distribu7on& In&store&& Message& In&store& Experience& Buyer& Rela7ons& Budget& Home&& Media& Consumer Focus Program& Tracking& Pricing&&& Promo7on& Customer& Analy7cs& Program& Budgets& Org&& Structure& Leadership& Mo7va7on& Brand&Story& NPD& Research& Product Innovation Diagnos7c& Tracking& Our&& Consumers& Service& Systems& Service& Values& Media&& Customer& Innova7on& Claims& The! Big Idea! The Big Idea organizes and drives every part of your organization Big Idea

81. We make brands stronger. We make brand leaders smarter. Consumer Big Idea Experience Delivery Problem Solvers Customer Service Top-to-top servicing Sales Team Back room team ShippingR&D Brand Communication Everyone that works for the brand should understand the Big Idea and their role is in delivering that idea to consumers and customers. Customer The Brand Big Idea organizes brand culture and internal messaging to ensure team meets needs of both consumers and customers

82. We make brands stronger. We make brand leaders smarter. The BRAND LOVE CURVE drives how to set up your ORGANIZATION INDIFFERENT Focus on building an organization that aligns and supports your Big Idea: Hold the culture up the lens of the brand Big Idea and ensure the right team is in place to deliver against the needs of the brand. Don‘t force culture too much, but use a purpose driven vision and stated values as a guiding principle. LIKE IT Instill a consumer centric (customer first) philosophy into the organization. Use your people to help separate your brand in the market Use Leaky bucket analysis to address weaknesses. Make sure that everyone is aligned to your brand’s point of difference the team must project in the market. LOVE IT The people deliver the ideal brand experience. Consumers consumers connect with the people. Use a purpose-driven vision, beliefs and values to challenge the team to create and deliver an experience that exceeds the brand promise. Begin using power of a loved brand to attract and retain the best people for the future. BELOVED The culture and brand are one and the same. The Brand becomes an internal beacon that guides the culture who project themselves as the most outspoken brand fans, willing to spread the brand’s virtues. Big Idea

83. We make brands stronger. We make brand leaders smarter. Creative Ideas Advertising, PR, In Store 3-step process to building an Executional Plan Step One Brand Team briefs all agencies at the same time, in the same room, outlining brand strategies in the plan. Step Two Each agency presents their ideas in the same room. Give direction to each agency and try to piece various tactics together. Tactical Plan Advertising, PR, In Store Step Three Agencies work together to align, build on, enhance and narrow tactics down, They then present an aligned and consolidated plan. Brand Plan Vision, Mission Strategy Give Agencies 2-3 weeks to come back with ideas, with high, medium and low budget levels. All Agencies work together over 2-3 weeks to create a complete cohesive plan. With so many agencies, each working on their own, aligning everyone becomes the hardest task to staying on strategy Marketing Execution

84. We make brands stronger. We make brand leaders smarter. Include a Planning Calendar to align everyone working on the brand Gray’s Cookies Plan Calendar! Activities! J! F! M! A! M! J! J! A! S! O! N! D! ! TV Adv. (15 sec)! ! Print in Health Magazines (full page)! ! Digital Ads! ! Social Media Hits! ! PR in health Magazines! ! In-store Sampling! ! Event Sampling! ! Retail Blitz! ! Special Store Blitz! ! In store BOGO! ! Display Program! ! FSI Couponing Programs! ! Communications! Sampling! In store! Coupons! Execution Plan! Marketing Execution

85. We make brands stronger. We make brand leaders smarter. A plan is not complete without Project Management Plans to make sure things happen. Projects with owners, deadlines and budgets are more likely to become reality and get executed. Project Direct Sampling Strategy Sampling moms to drive trial and convert to sales. Owner Ryan Jones Team Ryan, Stephanie, Stuart Sponsor Steve Smith Goals Drive aware and Trial for new product, $1.5 million in sales for Q2, re-enforce brand message in store. Deadline In market March 20th Milestones • Retail calls Oct 5 • Select sampling vendor Oct 15 • Develop store list Dec 1st • Sample production and shipping to stores Hurdles • Gaining retail acceptance • Achieving added display • Lining up sampling with advertising Budget $500,000 Marketing Execution

86. 6 Measurement This will help assess “how well are we doing?”. Once the plan is set, it’s crucial to measure brand health scores, performance measures of tactics, in market goals and financial goals. Measure the milestones on the way to the vision, financial results to support the brand, brand funnel data, in market consumer data and any executional tracking.

87. We make brands stronger. We make brand leaders smarter. S Measurable: How will you demonstrate and evaluate the extent to which the goal has been met. Usually tracked versus last year, versus competitors, versus norms or versus a milestone towards the end goal. Achievable: Stretch and challenging goals with ability to achieve outcome. Use action oriented verbs. We always say that the setting of major goals should scare you a little, but excite you a lot. Setting S.M.A.R.T. goals for your plan Specific: State exactly what you want to accomplish, including who, what, where, when, why? Focus on specific external results (sales, market share, performance tracking, rating scores etc.) or major milestones towards the vision. Relevant: How does the goal fit your responsibilities as well as fitting with your strategy? Each strategy should have a goal linked to it, as well as a 5-10 year goal tied to the vision, that can have year bound milestone goals. Time-Bound: Set target “by when” dates that linked to major milestones or completion deadlines. They should be broken out quarterly, annually or even 5 year goals. Deadlines for projects, on air, in market, stage-gate timing. M A R T Plan Measures

88. We make brands stronger. We make brand leaders smarter. Using the S.M.A.R.T. goals to create a Brand Dashboard for your team to monitor Goal 2015 2016 Comment Sales $25MM $30MM Continue 20% growth rate Share 0.8% 1.2% New triple chocolate 0.5% share Distribution 62% 72% Increase coming mainly from fixing specialty. Awareness 33% 42% Below norm, 80% among niche, < 20% overall Trial 34% 37% New flavors have helped drive trial Repeat 4% 5% High quality Taste converts high repeat Gross Margin % 55% 57% Launching new premium line up. Profit % 19% 15% Increased marketing spend in year 1 of launch Ad Brand Link 62% 70% Building on current brand equity in TV ad Purchase Intent 70% 70% Should hold strong as we trade up. Customer Satisfaction 58% 60% Halo impact from new premium line up. Freshness Index 12% 20% Increasing % sales from new launches. You have to measure what matters Plan Measures

89. We make brands stronger. We make brand leaders smarter. Work the overall profitability 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 1 2 3 4 5 6 7 8 Plan Measures

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

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

92. 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 Plan Measures

93. 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 Plan Measures

94. 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. Making forecasts by putting a stake in the ground: Map reasons why it’s bigger or smaller than the stake. Plan Measures

95. 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 Case Study

96. We make brands stronger. We make brand leaders smarter. Example of building blocks making up 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

97. Brand Plan formats 1. Brand Strategy Roadmap: • This provides a long range view that should serve as a 3 or 5 year strategic plan. This plan starts with the long-range vision, purpose and values, that should rarely change. It includes the Big Idea roadmap to help define the brand. It includes the strategies and tactics that you will execute over the next 3 to 5 years. 2. Annual “Brand Plan On a Page”: • This covers all the necessary information for a 1-year brand plan. It starts with the Brand Vision to help guide the plan, then the plan is divided into three distinct areas: 1) The analysis lays out the forecasted sales and profit goals, then the summary from the deep-dive business review 2) summation of the key issues and strategies and 3) Executional Plans for the year that can steer everyone working on the brand. 3. Brand Plan Summary: • A simple look at the financials, then the issues, strategies, goals and executional activities. We make brands stronger. We make brand leaders smarter.

98. We make brands stronger. We make brand leaders smarter. Purpose Strategy Rough draft worksheet of the brand strategy Vision Values Goals Key Issues Tactics Apple wants everyone to be part of technology in the future. At Apple, we have to remind ourselves to think differently. We will make a dent in the universe as we change the status quo of our consumers. • Consumer first • Simplicity and ease of use • Stylish designs for living • Continue 10% sales growth, double market share in Asia, launch 5 new technology enhancements per year 1. How do we battle Samsung/Google in smart phones? 2. How do expand beyond our saturated North American market? 3. What technology platform will the next round of surprising innovation come from? 4. How do we strengthen and leverage our bond with our most loyal Apple users? • Increase size options • Improve tech experience • Win on design • Launch watch to catch up to competitors Regain leadership in smart phone technology Higher service to tighten Apple community Build community around cloud technology Geographic focus into China • Specific Chinese products • Brand building program • New retail space • Build e-commerce China program • Integrate retail purchasing. • Explore automated cars. • Explore acquisition into social media programs • Take more services online, face to face. • Increase courses for Apple U • Increase retail footprint. • Fast to market to stay ahead • Create and build a community Case Study