1. The document provides background on Leonardo Ross-Rivera, an integrated marketing strategic planner and creative director, and discusses his experience and perspective on shopper marketing. 2. Ross-Rivera believes shopper marketing should be viewed as an integrated marketing approach rather than just a tactic. He emphasizes the importance of understanding barriers to purchase and developing robust strategies and platforms to build brands and drive sales. 3. Examples are provided of integrated marketing platforms Ross-Rivera has developed for brands like Kellogg's, Johnny Walker, and Walmart that utilize both above-the-line and shopper marketing tactics to achieve business goals.

1. Leonardo E. Ross‐Rivera
Integrated Marke,ng Strategic Planner & Integrated Marke,ng Crea,ve Director
Work Samples

2. Hi,
If I had to summarize in One word what is the most valuable take away & lesson I have learned throughout my
career, as a Integrated Marke,ng Planning Director & Integrated (Shopper) Marke,ng Crea,ve Business
Solu,on Director, it will be this One: Thorough!
That said, nothing is more exci,ng to me than to discover emerging trends & insights, cuLng‐edge crea,ve, and
integrated (shopper) marke,ng ideas/plaOorms ‐ that win new business & move consumers into shoppers, and
then into buyers.
So, I wear two hats:
1‐ As a Integrated Marke,ng Strategic Planner Director, I decipher cultural‐media trends and turn this
informa,on into knowledge to develop inspiring strategies ‐that yield long term & profitable plaOorms for
clients.
2‐ As a Integrated (Shopper) Marke,ng Crea,ve Business Solu,on Director, I develop Crea,ve Marke,ng Ideas
that bring to life the PlaOorms in ways that can delight the consumer –thus turning her/him into shopper and
buyers.
I have a solid background servicing Fortune 100‐500 companies ; in the General US Market, the La,n American
Markets, the US Hispanic Market, and the North of Africa (MENA) – Gulf (GCC) Region Markets.
Plus, I have won numerous awards from organiza,ons such as: Cannes Adver,sing Fes,val, London Film Fest,
CRESTA, NY Film Fes,val, Na,onal Addy, Adver,sing Age, Hispanic Adver,sing Age, and more.

3. What is my POV on Shopper Marke,ng?

4.
My experience has taught me to believe in 4 principles about what Shopper Marke,ng really is:
1‐ I believe in Shopper Marke,ng as something bigger than just a BTL discipline. I see it and use it as an
“Integrated Marke,ng” total approach to Market. When you see “Shopper Marke,ng” this way, you can
easily see how all the communica,ons disciplines of Above The Line (ATL), Below The Line (BTL) ,
promo,ons, Public Rela,ons, mobile, interac,ve, social, viral, and experien,al (to name a few) become
more purposeful.
2‐ Uncovering and overcoming barriers to purchase (the obstacles that keeps a consumer/shopper from
selec,ng my client’s product from others) from the shelf out (backwards to the moment of awareness) is
the most powerful way to truly understand our client’s needs and deliver robust strategies & powerful
plaOorms – to help our client build stronger brand recogni,on and help their products be the big winner
at the cash register.
3‐ The opera,ng word in “Shopper Marke,ng” is Marke,ng. Something that we –in the communica,ons
business‐ need to bring back to the front and center posi,on. These new technological‐media ,mes
demand a “back to basics” approach to market. A more “scien,fic & purposeful” approach, that leverages
good integrated planning while delivers long term integrated plaOorms.
4‐ Long gone are the days where tac,cs and execu,on where enough to generate brand awareness and
sales. We need to collapse all efforts into one. To be more accountable and truly deliver brand growth and
sales at the same ,me. Our clients are demanding this from our industry and we owe it to them to deliver
on this.

5. A sample of work where I have been the Strategic Planner
& Crea,ve Director:
1‐ Lomo Dubai Store Launch PlaOorm
2‐ Kellogg’s Coco Pops PlaOorm
3‐ Johnny Walker Re‐Launch PlaOorm
4‐ EA Sports Wal‐Mart PlaOorm
5‐ P&G HABA Hispanic Market Scale Program PlaOorm
6‐ Wal‐Mart Apparel Store Redesign
7‐ Johnny Walker Abu Dhabi Airport Retail Space Redesign
Complemen,ng Above The Line (ATL) efforts with Shopper
Marke,ng approach:
8‐ California Garden New Business Pitch (From ATL Key
Visual into Retail Space, Social Media, and Interac,ve
Media)

6. 1‐ Lomo Dubai Store Launch PlaOorm
This plaOorm is the result of an interview assignment given to me
by Leo Burneo / Arc. I liked the outcome so much, I have decided
to include it as a good example of "How Shopper Marke,ng Can
Be Leveraged As An Approach To Market ‐ Not Just A Discipline.”
This is a 360 Integrated PlaOorm for a store launch that:
* Increases brand recogni,on
* Drives social media engagement
* Ac,vates consumers into brand advocates at grass roots levels
* Drives online sales
* Influences the retail (physical & digital) space feature & display
* Makes store launch a brand experience
* A PlaOorm That Goes From Global To Local.

7. Leonardo Ross
Interview Project
September 19, 2012

8. Content:
1. Leo Burne? – Arc Brief
2. Analysis of the brief
3. Consumer insights, shopper insights, barriers to purchase
4. Brand insights & assets
5. Retail audit
6. Shopper markeNng strategy
7. The big plaQorm idea

9. 1. Leo Burne? – Arc Brief

19. 2. Analysis of the brief

20. Over all, this brief is very inspiring and wri?en by a
person who understands creaNves.
Nevertheless, the insight rooted into the strategy is a
Consumer Insight and not Shopper Insight.*
* A shopper insight should illustrate what type of needs and wants shoppers are fulfilling when they purchase a product or service.

21. 3. Consumer insights, shopper insights, barriers to purchase

22. Having owned a Lomo and having friends who have or
have had Lomo (within the target range), I called my
friends up and did a rough and dirty qualitaNve research ‐
in order to further understand the consumer, idenNfy
shopper barriers, and uncover a strong shopper insight.

23. ‐ They love European brands
‐ Tend to have a global mindset
‐ Have an interest for the arts and like to do some art in their spare Nme
‐ Most likely work in a creaNve field: Adv CreaNve, So^ware Designer, Architect, Media, Film, Designer
‐ In tune with Global Pop Culture
‐ Probably drives: VW, BMW, MINI, Land Rover, Vespa
‐ Fully digital lifestyle
‐ Likes to collect and decorate home with conversaNon pieces
‐ Visits Design Oriented stores
‐ Fiercely loyal to brands that add to their “creaNve type” persona
‐ Likes to purchase items that have a interesNng/meaningful story behind them

24. Shopper Insight:
They seek to purchase products and services that can
help them express their sense of uniqueness, especially
from brands that allow them to be creaNve.

25. Having uncovered a strong shopper insight, I dug deeper into why
some of my friends sNll used their Lomo and some didn’t. I also did
a quick research on people who hadn’t heard about Lomo. This
effort will help us understand the barrier to purchase and upsell.

26. Those who sNll use their Lomo:
‐ Love the anNcipaNon of waiNng for the negaNve to be developed, old school
‐ Love to experiment and cherish the unpredictability of the cameras
‐ Love to showcase their work on the walls
‐ Love the analog way of making images
‐ Think they are making art
‐ Think that Lomo is a great brand, with a nicely priced product for what it gives them
‐ Tend to stop and look at content about new Lomo cameras (wishing to purchase)
‐ Some are connected to Lomo on Facebook
‐ Some occasionally visit the Lomo site

27. Those who stopped using their Lomo:
‐ “My smart phone can do that easier, faster, and cheaper”
‐ Never really got into the whole Lomo movement but enjoyed the camera for a few rolls
‐ Wished they had more Nme to play with their Lomo
‐ Too many new cameras and add ons to choose from
‐ Tend to forget their Lomos unNl they go to a shop that carries them or see something about them online
‐ Buying film and developing film is not part of their rouNne shopping habits

28. Those who had no clue about Lomo:
‐ My smart phone can do that easier, faster, and cheaper
‐ Too many cameras and add ons to choose from
‐ It looks complicated
‐ Not sure they would achieve the results in the Lomo pictures that were shown to them
‐ Hadn’t heard about Lomo, but once exposed, liked the brand and what it stood for

29.
4. Brand insights & assets

30. Over the camera’s lifespan, its cheapness has
morphed from a liability to its killer feature. The
unpredictable aberraNons and vignejng of its lens
have become arNsNc and fashionable, not to
menNon egalitarian — even the most inexperienced
photographer can pick up a Lomo camera and get
interesNng results.
While these same features grate on many serious
photographers, the fact remains that it’s fun, dirty
and its cheapness makes it easy for Lomo
communiNes to form and share their shots. In a
market where compeNNon is driven by technological
innovaNon, Lomo found success selling simple plasNc
film cameras that offered uniqueness rather than
features. Now Lomo’s stable includes a variety of
cheap cameras with different quirks and styles.
Lomography has 32 stores worldwide, in addiNon to
over 20 “embassies” which host exhibiNons, workshops
and other events. The company has a robust web‐
presence, which incorporates online sales with a
community of devotees, a blog and an online magazine.
They’ve also tapped into web communiNes on
Facebook, Twi?er and YouTube.

32. Very sophisNcated, well populated social media component to the site
(dual purpose site: e‐commerce/social media) with true global reach
(over 20k members WW).

33. Only 15 members in UAE (we need to make this list grow).

34. We have our very own UAE Ambassador (With tons of photos and a few friends).

35. Well seeded and lively social media channels.

36. They have their own rewards program.

37. 5. Retail audit

38. Very robust e‐commerce site.

39. France Germany
Lomography Gallery Store Paris‐Marais Lomography Gallery Store Munich
Italy Netherlands
Lomography Gallery Store Milan Lomography Gallery Store Amsterdam

40. United Kingdom USA
Lomography Gallery Store Manchester Lomography Gallery Store Santa Monica
‐ Stores tend to be small to medium size
‐ Product is featured and displayed like in a knick knack store
‐ Poor effort at inspiring (show me a beauNful print), educaNng (show me
what camera, film, and add on I have to use to achieve the same effect),
and closing the sale (show me a complete soluNon at a great price)
‐ One could imagine that Lomo is featured and displayed at Virgin, Gallery
One and Iconic stores in the same manner but in even smaller spaces

41. 6. Shopper markeNng strategy

42. Shopper
MarkeNng
ObjecNve:
Due to the increasing demand for Lomography in the region,
Lomographische AG has decided to setup and launch a flagship
store that will host an array of camera’s, accessories, film
development and a mini gallery.
Develop a shopper markeNng strategy and big idea plaQorm to
support launch of Lomo Store at a Dubai Mall (TBD) and drive
lomography and photography enthusiasts to the flagship store.

43. Shopper
MarkeNng
Barriers:
Those who stopped using their Those who have no clue The retail channel:
Lomo: about Lomo:
‐ Stores tend to be small to
medium size
‐ “My smart phone can do that ‐ My smart phone can do
easier, faster, and cheaper”
that easier, faster, and ‐ Product is featured and
‐ Never really got into the whole cheaper displayed like in a knick
Lomo movement but enjoyed knack store
the camera for a few rolls ‐ Too many cameras and
add ons to choose from ‐ Poor effort at inspiring
‐ Wished they had more Nme to (show me a beauNful print),
play with their Lomo ‐ It looks complicated educaNng (show me what
camera, film, and add on I
‐ Too many new cameras and ‐ Not sure they would have to use to achieve the
add ons to choose from
achieve the results in the same effect), and closing
‐ Tend to forget their Lomos Lomo pictures that were the sale (show me a
unNl they go to a shop that shown to them complete soluNon at a
carries them or see something great price)
about them online
‐ One could imagine that
‐ Buying film and developing Lomo is featured and
film is not part of their rouNne displayed at Virgin, Gallery
shopping habits
One and Iconic stores in the
same manner but in even
smaller spaces

44. Shopper
MarkeNng
Insight:
The Shopper:
They seek to purchase products and services that can help them express their
sense of uniqueness, especially from brands that allow them to be creaNve.
The Brand:
Lomo sells simple plasNc film cameras that offer uniqueness rather than features,
that have turned into a global arNsNc movement ‐where analog living, real life,
arNstry, community, sharing, helping, and being yourself is leveraged via an
inclusive 360 global markeNng strategy (most strategies are us vs them).
The Retail Channel:
A real place to get lost in! Find a wide range of Lomographic products – from
cameras, accessories, bags, books, t‐shirts, albums and frames, varieNes of film,
and everything in between! SNll, a Lomography Store is more than that: get Nps
and tricks about the disNncNve Lomographic style or meet other people with a
passion for these analogue goodies!

45. Shopper
MarkeNng
Challenge
Statement:
Help Lomo launch their flagship store in Dubai with a plaQorm that
educates, inspires, and converts new users and actual users into
repeat purchasers and brand ambassadors.

46. 7. The big plaQorm idea

47. The World of Lomo Comes Together in Dubai.
An idea about being real, capturing real life as art, helping others,
and about being passionately individualisNc while also part of
something bigger. A global movement that advocates for a more
real way of seeing, sharing, and expressing life.

48. The World of Lomo Comes Together in Dubai.
It is 2 months before the Dubai Lomo store opening. 5 of the
top Lomo photographers in the world (chosen by size of social
network and photographic work) will travel to Dubai, while
documenNng their travels with all the Lomo equipment they
need at their disposal.

49. The World of Lomo Comes Together in Dubai.
But there is a catch, whenever they travel on land they need to recruit other
Lomographers (via all Lomo social media channels) into helping them with a
ride, some food, and shelter. Lomo will only take care of air travel expenses
when crossing a body of water or needing to hop over territories in turmoil.

50. The World of Lomo Comes Together in Dubai.
So what’s in it for the Lomographer and future Lomographer who gives a
helping hand to another fellow Lomographer? They earn Piggy Points that
can be redeemed for Lomo products at retail or online.
Food = 25 Piggy Points, Shelter = 50 Piggy Points,
Ride = 75 Piggy Points for every 300 Km.

51. The World of Lomo Comes Together in Dubai.
How is this beneficial to Lomo?
Well, as our chosen Lomographers travel
to Dubai from their country of origin, he
or she, will be documenNng everything
that happens to them with their Lomo
equipment (including the Lomographers
that help them). This effort will serve
various purposes:
1‐ Create buzz to recruit help on the trek
to Dubai
2‐ Content about what camera, lens, film,
and add on combinaNon yield this “type”
or that “type” of photo ‐ that will be
shared in all social media and Lomo site
3‐ Increase traffic and interacNon at
Lomo site and all social media sites
4‐ Increase traffic to Lomo store online
(they need to redeem their Piggy Points)
5‐ Energize the Lomo global community
and create expectaNon about their
arrival to Dubai
6‐ Lomographers and new Lomographers
that lend a hand will be able to see
All photographic content (all content for themselves in the content (adding viral
that ma?er) will always inspire (show me a component) as they are an integral part
beauNful print), educate (show me what of the “reality” being captured.
camera, film, and add on I have to use to
achieve the same effect), and sell (show me
a complete soluNon at a great price)

52. The World of Lomo Comes Together in Dubai.
The 5 global Lomographers will arrive in Dubai (thanks to the help
of their fellow Lomographers along the way and especially the ones
from UAE and Dubai, during the last leg) two weeks before the
store opening. There will be a meet and greet between UAE and
global Lomographers. Together they will select the best photos
from each traveler, to be published into 5 books (up to 150 pages
each and up to 100 copies per book). One for each global traveler’s
trek from their country of origin to Dubai.

53. The World of Lomo Comes Together in Dubai.
To drive traffic at the store opening, the To increase awareness locally, an As throughout all content during
5 global Lomographers will personally exhibiNon, party, and photography sale this effort, the Feature and Display
sign and give away books to the first will take place at an art gallery. Lomo at the store will be executed in a
250 people who visit the store. fans and newcomers will be able to buy manner that always inspires (show
a print or the whole shopper soluNon me a beauNful print), educates
(show me what camera, film, and
(camera, film, add ons) to recreate the
add on I have to use to achieve
effect when they use their new Lomo. the same effect), and sells (show
me a complete soluNon at a great
price).

54. The World of Lomo Comes Together in Dubai.
ObjecNves achieved: 4‐ Unique and news worthy event gained good amount of
free media coverage (throughout the event route and in
1‐ Brought the world of Lomo together to open UAE Dubai Dubai)
Lomo store
5‐ Direct impact on retail space Feature and Display
2‐ AcNvaNon plaQorm with a path to purchase that goes strategy
from global to local
6‐ Brought to life the Lomo brand DNA in a manner that
inspires, educates, sells, and converts new and exisNng
3‐ Lowered path to purchase barriers and increased sales
Lomo users into Lomo Ambassadors to the world
(globally and locally)

55. Closing
Statement:
My experience as a CreaNve Director and Shopper MarkeNng Planner keeps me focused
not only in the pursuit of big ideas, but also in helping clients achieve their markeNng and
business objecNves.
My experience has taught me to believe in two principles:
1‐ Shopper markeNng is an “approach” that can leverage the disciplines of ATL, BTL,
promo, PR, mobile, interacNve, social, viral, and experienNal (to name a few)
to win big at the cash register
2‐ Overcoming barriers to purchase from the shelf out gives one a deeper understanding
on how to inspire a consumer to become a shopper
I truly hope this came thru in the planning and the work.

56. Thank you Raja and Peter. I really enjoyed this challenge.
Leo Ross Interview Project
September 19, 2012

57. 2‐ Kellogg’s Coco Pops PlaOorm
In this plaOorm you will see my integrated marke,ng planning
skills (I developed the strategic format and authored the
strategy) and my crea,ve director skills (I lead the team to
develop the plaOorm idea and tac,cal plan ideas).

59. ASSIGNMENT
• Create an integrated campaign that ensures kids’ engagement
• Maintain consistent messaging across all touch points
• Be truthful to the brand equity
– Coco the Monkey
– Yellow color and the jungle feel
– Cheeky, cheerful, adventurous & fun
• Deliverables:
– POSM: Gondola
– In store theatre:
• 2x2 stand for sampling & engagement
• Ambient ideas to create excitement
– Out of store activation to further bond with kids
BUDGET $350,000

60. OBJECTIVES
• Drive penetration into the Kellogg’s
chocolate portfolio.
• Build consumer loyalty by creating a stronger bond
between Coco and the kids.
• Program Duration will be 4 weeks.
• In Saudi, Kuwait, and UAE.

61. To complete our mission
We need to dig deep to discover
the barriers and find the insights

62. THE BARRIERS
(between us and the objectives)

63. RETAILER BARRIERS
- Nestle has great leverage with retailers due to their diversified
portfolio (different categories).
- Retailers prefer giving promotional spaces to fast moving
products offering value added deals to their shoppers.
- Motivate shoppers to increase basket size.

64. SHOPPER BARRIERS
- Mom doesn’t see the difference between Coco Pops and
Nesquik, chocolate is chocolate.
- Coco Pops is priced 20% higher, and doesn’t see why she
has to pay extra for it.

65. BRAND BARRIERS
- Low consideration for cereal in the breakfast occasion.
- Overall loyalty to the category is low. The category is trying to
outdo themselves with constant innovation in variants, premiums,
offers, etc…
- Fierce competitive offerings from Nesquik (free product, price
discounts) driving higher noticeability on shelf vs. Kellogg’s.
- Lack of differentiation between Coco Pops and Nesquik (both
packs are yellow with chocolate cereal and milk swirls and have a
brown mascot).
- Coco is priced at 20% higher than Nesquik.
- Nestle is also known for nutrition, fun/new.
- Kellogg’s has limited resources compared to Nestle.

66. THE INSIGHTS
(to overcome the barriers)

67. RETAILER INSIGHT
- They want to make the shopping experience more entertaining
and engaging.
- They want to have the latest offers.
- They tend to invest in culturally relevant pulse periods:
• Summer/ Fun
• Back to School/ Learning Fun
• Xmas/ Vacation Fun

68. SHOPPER INSIGHT “KID”
- Kids want to be “cool”, so they adopt what’s new and
exciting amongst their circle of friends.
- They always want to be entertained and have fun.
- They expect to have more fun during:
• Summer/ Fun
• Back to School/ Learning Fun
• Xmas/ Vacation Fun

69. SHOPPER INSIGHT “MOM”
- Mom is willing to buy the brands specifically requested by
her kids. If they are happy, she’s happy.
- Chocolate is chocolate, but at least with cereal they get to
have milk.
- She wants to entertain her kids during:
• Summer/ Fun
• Back to School/ Learning Fun
• Xmas/ Vacation Fun

70. UNDERSTANDING OUR
CORE TARGET
Kids Moms
Children from 6-10 (core 8-9) Mom wants to purchase fulfilling food
who currently consume cereal. that makes her kids happy.
Moms who already purchase cereal for their kids as a breakfast option

71. BRAND INSIGHT
- Commitment to bringing fun and playfulness into the kids’
breakfast by engaging their imagination through story telling
and premiums.

72. THE NEEDS
Brand
Create an emotional bond with kids
by positioning Coco as their
cheeky fun friend beyond the
breakfast moment and reassure
Mom that she made the right
decision.
Shopper Retailer
Mom: Needs reassurance that Looking to partner with
she’s making the right decision brands who can add value
despite the premium pricing. and engage with shoppers to
provide them with a pleasant
Kid: wants to adopt what’s new shopping experience.
and exciting

73. THE COMMONALITY
Bring to life the spirit and
mission of Coco, at every
touch point and channel,
literally.

74. THE BIG IDEA
Meet Coco, the kid
in all of us!
Coco loves fun
Coco likes to learn
Coco likes to explore
Coco is always hungry for more

76. SHOPPER JOURNEY
2. Listing
3. Coordinating
1. Assessing
Pre
Channel 1. Arriving
5. Sharing
2. Search & Discovery
4. Assessing (product)
Post At 3. Deselecting
Channel Channel
3. Consuming
4. Evaluating
2. Stocking
5. Selecting
1. Assessing (experience) 6. Purchasing

77. PRE CHANNEL “MOM & KID”
1- Mindset Mom: I need to go grocery shopping so I can make sure
the house is stocked with all the food and drinks for the next week.
Mindset Kid: I just saw these magic straws from Coco Pops, I want
them so bad.
2- Mindset Mom: I need to prepare my shopping list so I don’t forget
anything.
3- Mindset Mom: I will drive to XXX, although finding parking is always
a pain.
Mindset Kid: I will ask mom to buy Coco Pops for me, or I will go
with her to make sure she buys it.
Media: (TVC, Out of store comms, Out of store experiential, Website)

78. Post CHANNEL (MOM)
4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun
while drinking their milk. I wonder what else can Coco offer for
the kids.
Mindset Kid: I’m having so much fun with Coco, I’m glad Mom
got it for me.
TOUCH
POINTS to enjoy their cereal
5- Mindset Mom: I should tell my friends about the latest Coco
Pops promotion, so they can get their kids
while having fun
Mindset Kid: I want my friends to have fun with me and Coco,
can’t wait to tell them about the magic straws and the games.
Media: (packaging, website, out of store experiential,
word of mouth)

85. AT CHANNEL “MOM & KID”
1- Mindset Mom: I need to grab a trolley and start ticking off my
shopping list.
2- Mindset Mom: I need to find the cereal. Oh my, could there be
any more choices.
3- Mindset Mom: I know my kids love a chocolaty cereal.
4- Mindset Mom: I usually buy Nesquik, but I don’t mind getting the
kids something new.
Mindset Kid: Wow, those magic straws look really cool.

86. AT CHANNEL “MOM & KID”
5- Mindset Mom: Should I buy Nesquik or try Coco Pops for a
change?
Mindset Kid: I definitely want Coco Pops.
6- Midset Mom: I know the kids will enjoy having their cereal
differently with these magic straws, and for sure it will help
them finish their milk till the last drop.
Media: (In store comms, Sampling stand, Packaging, Promotion,
cross category)

87. Post CHANNEL (MOM)
4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun
while drinking their milk. I wonder what else can Coco offer for
the kids.
Mindset Kid: I’m having so much fun with Coco, I’m glad Mom
got it for me.
TOUCH
POINTS to enjoy their cereal
5- Mindset Mom: I should tell my friends about the latest Coco
Pops promotion, so they can get their kids
while having fun
Mindset Kid: I want my friends to have fun with me and Coco,
can’t wait to tell them about the magic straws and the games.
Media: (packaging, website, out of store experiential,
word of mouth)

90. HOLOGRAPHIC
SHELF DISPLAY

96. POST CHANNEL “MOM & KID”
1- Mindset Mom: I made the right decision because I can see
the smile on my kids’ face. They can’t wait to use these
magic straws.
Mindset Kid: I can’t believe my mom got me Coco Pops, this
is so cool. I want to have some now.
2- Mindset Mom: I will place the cereal on top of the fridge or
at the counter, where the kids can see it/ask for it.
3- Mindset Mom: I will feed the kids Coco Pops with some fresh
milk and will give them the magic straws to finish their milk.

97. POST CHANNEL “MOM & KID”
4- Mindset Mom: I’m glad my kids are enjoying their cereal
breakfast and finishing their milk till the last drop.
Mindset Kid: Wow, it’s already changing colors, how cool is
that; Coco is fun. I want to play the games on the website.
5- Mindset Mom: I should tell my friends about this promotion
so they can get their kids to finish off their milk.
Mindset Kid: Oh my, this game is awesome. I’m going to tell
my friends to sign up and play.
Media: (Packaging, Website, Out of store experiential, and
much more)

98. Post CHANNEL (MOM)
4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun
while drinking their milk. I wonder what else can Coco offer for
the kids.
Mindset Kid: I’m having so much fun with Coco, I’m glad Mom
got it for me.
TOUCH
POINTS to enjoy their cereal
5- Mindset Mom: I should tell my friends about the latest Coco
Pops promotion, so they can get their kids
while having fun
Mindset Kid: I want my friends to have fun with me and Coco,
can’t wait to tell them about the magic straws and the games.
Media: (packaging, website, out of store experiential,
word of mouth)

102. SHOPPER JOURNEY
Pre
Channel
Post At
Channel Channel

103. Post CHANNEL (MOM)
4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun
while drinking their milk. I wonder what else can Coco offer for
the kids.
Mindset Kid: I’m having so much fun with Coco, I’m glad Mom
got it for me.
WHAT’S
NEXT?kids to enjoy their cereal
5- Mindset Mom: I should tell my friends about the latest Coco
Pops promotion, so they can get their
while having fun
Mindset Kid: I want my friends to have fun with me and Coco,
can’t wait to tell them about the magic straws and the games.
Media: (packaging, website, out of store experiential,
word of mouth)

104. COCO CALENDAR
May 2013 August 2013 November 2013
Magic Straws Back to School Mission Jungle
– Rocket Racer or Sponge Bob

105. Post CHANNEL (MOM)
4- Mindset Mom: I’m glad the kids loved Coco Pops and had fun
while drinking their milk. I wonder what else can Coco offer for
the kids.
Mindset Kid: I’m having so much fun with Coco, I’m glad Mom
got it for me.
NEXTfriends about the latest Coco
5- Mindset Mom: I should tell my
STEPS
Pops promotion, so they can get their kids to enjoy their cereal
while having fun
Mindset Kid: I want my friends to have fun with me and Coco,
can’t wait to tell them about the magic straws and the games.
Media: (packaging, website, out of store experiential,
word of mouth)

106. 3‐ Johnny Walker Re‐Launch PlaOorm
In this plaOorm you will see my integrated marke,ng planning
skills (I developed the strategic format and authored the strategy)
and my crea,ve director skills (I lead the team to develop the
plaOorm idea and tac,cal plan ideas).

108. What needs to happen
Develop, execute and evaluate the Johnnie Walker Flavour is King
campaign in the Domestic On trade and Retail channels in the UAE
Achieve low cost but high impact initiatives
Demonstrate flexible turnaround times, adequate resource allocation, process
efficiency and internal management synchronization.
Adhere to:
Regional legislation and regulations regarding the marketing and
sale of alcohol beverages
The Diageo Marketing Code
The Johnnie Walker campaign toolkits and guidelines
Effective measurement and evaluation of all campaign activity, from both a
commercial and equity building perspective
Budget 400,000 AED

109. Background
While age matters for Chivas….
It doesn’t for Johnnie Walker

110. We believe in craftsmanship!

111. Because the liquid is made from different malts
and because each malt has a unique flavour and
character; regardless of age.
The secret of great Scotch whisky is in the art of
blending. how the master blender selects the
different malts and mixes them to deliver an
outstanding liquid.

112. The masterful art of blending the malts then
filtered in the essence of our elixir
HENCE...

113. 7

114. Thus, you’ve requested frOm us…

115. Objectives
1 Because we believe in the art of blending, we need to bring the taste effects
of Johnnie Walker to life, enticing consumers to physically experience the big,
bold flavours in as sensory and visceral way possible.
2 Entice consumers to physically experience the big, bold flavours
of Johnnie Walker Black Label.
3 Drive front of mind awareness for Johnnie Walker Black Label with disruptive
communications.
4 Re-engage the African + Eastern sales force and key customers with
Johnnie Walker Black Label brand.
5 Win battle, for both African + Eastern and Diageo, is to return
Johnnie Walker Black Label to leadership status and No.1 by market share in the region.
6 Deliver incremental sales of 3,000 x 75cl bottles of Johnnie Walker Black Label.

116. To complete our mission
We need to dig deep to discover
the barriers and find the insights

117. The Barriers
(between us and the objectives)

118. Barriers 1.1 Retailer
On trade:
The staff don’t care for the products, they seriously think about the money.
The staff lacks in depth knowledge about the different brands.
They lack theatre in the way they serve. So there is no element of
surprise/ intrigue/ specialness.
They feel threatened to be overshadowed by other brands if they allow frequent and
big activations.
OFF trade:
They are limited to the channels/media they can use due to government regulations.
So they focus on in-store communication and e-newsletters.
The government imposes a 30% tax on all liquor. It’s something the retailer can’t avoid and
has to pass onto shoppers who ends up buying from the duty free or illegal channels.

119. Barriers 1.2 Shopper
On trade:
We are not top of mind on their consideration set.
People usually go out in groups, so they tend to order a bottle of liquor that the majority
enjoys (mainly vodka) = Peer pressure/ influence from the group.
OFF trade:
We are not top of mind on their consideration set.
People prefer buying from the duty free or illegal channels where it is tax free vs. buying
from the shops at a 30% tax that is imposed by the government.

120. Barriers 1.3 Brand
On trade:
UAE is a dark market and hence the brand is not allowed to have any ATL or
online communication.
Online and social media communication should be unbranded, if any.
Less love between the brand and the people due to lack of investment in
brand equity platforms.
The brand is seen to be as “my father’s drink” since the people in this region were
brought up with it.
Consumers can not articulate why Johnnie Walker is special or worth paying more for.
Few brands have successfully activated relevant and engaging platforms in the on-trade
with scale.

121. The Insights
(to overcome the barriers)

122. Insight 1.1 Retailer
On trade:
Is in search for new experiences/ services to offer their clientele and
keep them delighted.
OFF trade:
Looking for offering appealing offers/ value added services/ experiences that can
offset the perception of higher prices driven by the 30% tax.

123. Core Target
Consumer Venues
24 – 44 year old males (Influencers) City Channel delivers 60% of total
Johnnie Walker Black Label sales
Asians and Arab Expats

124. Deep insight = understanding the
mindset and the trip mission
So we can change the behaviour; to
impact the way our target acts &
perceives our product

125. Understanding our core target
Acultured
Bilingual Home/ family – 1 language
Bicultured Work – 50/50
Street – 100%
One language
On culture
Expats tend to maintain their behaviour from their home country; however, they feel
being in the UAE (Dubai specifically) is an upgrade. They try to differentiate themselves
and demonstrate their status in a sophisticated way. They look for new experiences that
reinforce their image and new found success.
They are men who like to drink substantial mature brands as a sign of their masculinity.

126. Insight 1.2 Shopper A
On trade (bottle serves):
Want to impress their friends by the choices they make when sharing their time with
them. This includes intimate circle and others around the table/bar.

127. How they feel, think, and act
1 Walk like westerners, but have their heart in their home country.
2 In a group of 3 to 4 men.
3 Reserve a table.
4 Order a bottle as a symbol of status, yet knowing they are getting more for less.
5 Spend most of the money on attracting women.
6 Compete to win women’s attention.
7 Frequent the same set of bars to build relationships with the manager and staff.
8 Keeps unfinished bottles for future visits.

128. Insight 1.2 Shopper B
On trade (drink serves):
Want to impress their friends by the choices they make when sharing their time with
them. This includes intimate circle and others around the bar.

129. How they feel, think, and act
1 Walk like westerners, but have their heart in their home country.
2 Alone or with a group of friends.
3 Walk in and doesn’t reserve.
4 Order a special drink/cocktail that sets him apart from the crowd.
5 Spend time attracting women and mingling.

130. Insight 1.2 Shopper C
Off trade:
Smart about how they deselect their new found luxuries in life

131. How they feel, think, and act
1 Walk in with a semi clear idea of what they want to buy.
2 Alone or with a friend.
3 Ask for staff help in locating the different liquors; maybe even recommendations.
4 Spend time looking around the shop to see what’s new and what special offers
are available.

132. Insight 1.3 Brand
A deep commitment to innovation & progress; two values that are evident in the whiskies
- from the very beginning.
This passion drives Johnnie Walker to continue breaking new ground; in search for new
flavours and crafting new blends to responded to the changing tastes of consumers.

133. How is great Scotch Whisky made
1 The Ingredients:
Barley, Water, Yeast
2 The Manufacturing steps:
Malting, Grinding, Brewing, Fermentation, Distillation, Aging, Bottling
What makes a great Scotch Whisky
1 The regions and distilleries
2 The craftsmanship
3 The charred oak barrels
4 The layers of flavour and aromas

134. What we can influence
Experience effect
The aroma
The flavour
The liquid
The bottle
The presentation
and serve
The maker and
(Joh
the product n
+ Jo Walker
hnn
ie W and So
alke ns
r)

135. In Conclusion

136. the needs
Needs to reignite the
love between
Johnnie Walker and the
people
?
On Trade: Want their Bars to
be the 1st place people think
of, when they want to have an
original experience of luxury &
sophistication
Wants to feel and be seen
like the One and Only
Off trade: Want their retail
shop to be the 1st place
people think of when they want
to purchase liquor for gifting
and/or in home consumption

137. The commonality
Inspire people to embrace
Johnnie Walker as their
perfect companion for all
occasions and channels

138. The creative idea
Where Flavour is king

139. Shopper journey
1 Assessing 2 Listing 3 Coordinating
(realizing I/we need something) (Preparing a list of the things I/we need) (How do I/we get the things on the list)
5 sharing
(I/we share our experience with the product
and recommend to others) 1 ARRIVING
(On my/our way to the channel)
4 Assessing (product)
(I/we revaluate the product attributes
and if it did match my/our needs )
2 Search & Discovery
(I/we encounter of the whole
channel)
3 Consuming
(How I/we consume the product)
3 Deselecting
(realizing I/we need something)
4 Evaluating
(I/we compare which product has
2 STOCKING the right attributes: promise,
price, solution)
(How I/we store/ showcase the product)
5 SELECTING
(I/we feel & think have found the
perfect match with my/our needs)
1 Assessing (product) 6 Purchasing
(I/we evaluate the overall purchase (I/we have understood and
experience and the impression it made on me/us) willing to give it a try)

140. people’s Path to
Purchase
On Trade (Bottle serve)

141. 1 Mindset:
“I have worked long and hard this week, so I deserve a sophisticated pleasure and
delight. I need to have drinks with my friends at one of our favorite bars.”
2 Mindset:
“I’m going to message/email/call/facebook my friends to let them know where I will be
and/or ask them to join me for a drink at home and/or join me at the bar.”
3 Mindset:
“I have to take a taxi so I can enjoy my night out and drink as much as I want without
having to worry about driving after the party.”
Media: (None)
1

142. 1 Mindset:
“I’m all set and on the way to hit the bar and start the night.”
2 Mindset:
“I feel like drinking something special and I’m always searching for a bigger delight. I
don’t always settle for what everyone is drinking, it doesn’t delight me enough.”
3 Mindset:
“I’m thinking of a hard liquor. I feel like having Vodka/Gin/Rum/Scotch. If I choose
Scotch, should I choose Johnnie Walker or Chivas.”
2

143. 4 Mindset:
“I know that Chivas is in – a lot of people order it - and that Johnnie Walker is good, but I
don’t know much about Scotch Whisky and which one I should order.”
5 Mindset:
“Should I follow the herd or take a new stance and stand out?”
6 Mindset:
“I believe I will be delighted by Johnnie Walker beyond my wildest dreams. I think I’m
feeling a sophisticated sense of delight.”
Media: (bar entrance, bar comms, bar staff, experience,
presentation & serve)
2

144. bar entrance
2

145. Experiential: mini mentor
2

146. Experiential: photo booth
2

147. reserved sign - option 1- side 1
2

148. reserved sign - option 1- side 2
2

149. reserved sign - option 2
2

150. Identifying the right mix
Recommend running “MixLab”
MixLab is a tasting session among core consumers intended to:
Identify the winning cocktail (1 or 2 out of 5)
Identify opportunity to alternate cocktails (e.g. seasonal…)

151. Pop up table top
2

152. Pop up table top
2

153. scented coasters
2

154. presentation and serve
2

155. Bottle cap
2

156. video
2

157. 1 Mindset:
“All of this memorable delight has made a great impression on me. I now know more
about Johnnie Walker Scotch Whisky and understand the secret behind this delight.”
2 Mindset:
“I can’t wait to show off my knowledge with my friends, they will appreciate such an ex-
perience and would want to go through it themselves.”
Media: (presentation & Serve, bar staff, giveaway, word of mouth)
3

158. Flavour gift box - wave 2
3

159. On Trade (Bottle serve)
Tactical map

160. people’s Path to
Purchase
On Trade (drink serve)

161. 1 Mindset:
“I have worked long and hard this week, so I deserve a sophisticated pleasure and
delight. I need to party with my friends at one of our favorite bars.”
2 Mindset:
“I’m going to message/email/call/facebook my friends to let them know where I will be
and/or ask them to join me for a drink at home and/or join me at the bar.”
3 Mindset:
“I have to take a taxi so I can enjoy my night out and drink as much as I want without
having to worry about driving after the party.”
Media: (None)
1

162. 1 Mindset:
“I’m all set and on the way to hit the bar and start the night.”
2 Mindset:
“I feel like drinking something special and I’m always searching for a bigger delight. I
don’t always settle for what everyone is drinking, it doesn’t delight me enough.”
3 Mindset:
“I’m thinking of a hard liquor. I feel like having Vodka/Gin/Rum/Scotch. If I choose
Scotch, should I choose Johnnie Walker or Chivas.”
2

163. 4 Mindset:
“I know that Chivas is in – a lot of people order it - and that Johnnie Walker is good, but I
don’t know much about Scotch Whisky and which one I should order.”
5 Mindset:
“Should I follow the herd or take a new stance and stand out?”
6 Mindset:
“I believe I will be delighted by Johnnie Walker beyond my wildest dreams. I think I’m
feeling a sophisticated sense of delight.”
Media: (bar entrance, bar comms,experience, presentation & serve)
2

164. bar entrance
2

165. experiential: Scented balloons & sampling
2

166. table top - side 1
2

167. table top - side 2
2

168. scented coasters
2

169. video
2

170. 1 Mindset:
“All of this memorable delight has made a great impression on me. I now know more
about Johnnie Walker Scotch Whisky and understand the secret behind this delight.”
2 Mindset:
“I can’t wait to show off my knowledge with my friends and tell them about my newly
discovered drink, I’m sure they would like to try it.”
Media: (presentation & Serve, bar staff, giveaway, word of mouth)
3

171. Flavour gift box - wave 2
3

172. On Trade (Rest of bars)
Tactical map

173. Bar staff incentive program:
Create an incentive program that motivates the bar staff to activate the Flavour is King
platform up to standard and recommend Johnnie Walker.
All participating venues will compete to win a AED 20,000 reward.
To monitor the activation, a mystery shopper program will be put in place to score the
venues for the duration of the activation.
The highest scoring venue, wins!

174. people’s Path to
Purchase
OFF Trade (STORE)

175. 1 Mindset:
“My friends are coming over this weekend and I’m running out of liquor. I should really
buy some liquor today so I can offer them a delight.”
2 Mindset:
“I need to buy beer, but I’d also like to buy a hard liquor for me to enjoy.”
3 Mindset:
“I don’t usually buy from the stores, but it’s ok, it’s not that I always do it. Let me check
where is the nearest store to me. Plus they might have some good offers.”
Media: (email, website generic and promotional banners )
1

176. African + Eastern website banner
1

177. Email
1

178. 1 Mindset:
“I found that there is an A+E store in XXX, I will go there to buy the beer and a treat for
myself.”
2 Mindset:
“I got the beer, but I’m not sure which liquor to buy for me – Scotch/Rum/ Vodka.”
3 Mindset:
“I want to buy me a premium scotch, but not sure if I should go for a Johnnie Walker
or a Chivas.”
2

179. 4 Mindset:
“I know that Chivas is in – a lot are buying it - and that Johnnie Walker is good, but I
don’t know much about scotch whisky and which one I should buy.”
5 Mindset:
“Should I follow the herd or take a new stance?”
6 Mindset:
“I believe I will be delighted by Johnnie Walker beyond my wildest dreams.”
Media: (store entrance, on shelf comms, store staff,
experience, promotion, packaging)
2

180. store entrance - before
2

181. store entrance - AFTER
2

182. 2

183. store entrance - with screen
2

184. cashier branding & showcase
2

185. on shelf visbility
2

186. in store visuals (where applicable) - BEFORE
2

187. in store visuals (where applicable) - AFTER
2

188. BEFORE
2

189. after
2

190. scented bottle neckhanger
2

191. Value added offer
2

192. Value added offer
2

193. 1 Mindset:
“All of this memorable delight has made a great impression on me. I wish to learn more
about Johnnie Walker Scotch Whisky and understand the secret behind this delight.”
2 Mindset:
“I need to treat and display my Johnnie Walker bottle in a special way on my bar. I will
treat myself and my friends for a delightful drink.”
3 Mindset:
“I now know it’s best enjoyed in a high ball glass and the drinks are easy to prepare,
maybe I should buy a couple of glasses and some ingredients. I can prepare a drink for
me and my buddies.”
3

194. 4 Mindset:
“I’m falling in love with Johnnie Walker and can finally understand the secret behind this
delightful drink.”
5 Mindset:
“I can’t wait for the weekend to prepare and serve a Johnnie Walker drink for my buddies
and tell them all about it.”
Media: (loyalty program, packaging, product info, promo,
giveaway, word of mouth)
3

195. bag
3

196. flavour gift box
3

197. SHOPPER Loyalty program
3

198. Off Trade (Store)
Tactical map

199. Trade giveaway

200. Giveaway - option 1

201. giveaway - option 2

202. Status venues
(opportunity)

203. in bar mentor

204. Opportunities
for the Future

205. Brand and People:
Unbranded Social Media activations
Increased frequency of the experiential activations
Increased number of participating venues
Investment in hardware (eg. screens)
Brand and Retailer:
Cutomised POS kits for each venue
Customised incentive program per on trade channel

206. ImplementatioN

207. 23 FEB 1 B 15 FEB 28 1 MAR 15 30 1 1
JAN FE MAR MAR APR MAY
Pre Co App Fin Co App De De De
sen ass mnfir col rov al a for nfir rov live
pre ry all live all live
tat ign atio lat al o rtw ma al o sen of col of ry col of ry
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me n o col n o ter Sal lat lat
nt f l ll app lat n Q ll q s es era era
rov era ty uot l l
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Note:
Subject to confirmation of 3rd party suppliers (ex. Scented coasters, candles, balloons, etc.)
Extra funds required for shipping by air
China is closed throughout of February

208. Channel bActivity Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Bar collateral
Bottle Presentation
serve and serve
Mini Mentor Post Ramadan
Bar collateral
Drink Cocktail
serve Sampling/ Post Ramadan
promotion
Status Mentor Post Ramadan
venues
Store collateral
Online generic
banner
Retail Online promotional
banner
Promotion
Sales kit
(Bottle and Serve)
Sales Trade leave behind
team Sales kit
(Status venues)
Trade leave behind

209. Channel bActivity Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Bar collateral
Bottle Presentation
serve and serve
Mini Mentor Post Ramadan
Bar collateral
Drink Cocktail
serve Sampling/ Post Ramadan
promotion
Status Mentor Post Ramadan
venues
Store collateral
Online generic
banner
Retail Online promotional
banner
Promotion
Sales kit
(Bottle and Serve)
Sales Trade leave behind
team Sales kit
(Status venues)
Trade leave behind

210. MEASUREMENT
and ROI

211. Our sales objective
Deliver incremental sales of 3,000 bottles (250 cases) =
around 3% sales increase (current 7900 cases)
Our challenge
Measuring effectiveness of the FIK program
Setting metrics leading to ROI
Realities
Limited resources available to us to run a year round program
Focused roll-out approach within a defined encatchment
Further focus across channels

212. Our proposed approach
Identify a control group universe per channel within our defined
encatchment
Deploy a mix of quantitative and qualitative tools to measure results
Quantitative Tools
Bottle Serve + Mixer Serve outlets
Measure traffic – through outlet’s data or by
introducing door sensors
Measure and compare sales pre, during and post activation
Sell in rates to the outlets
Outlet sales
Benchmark sales versus control group outlets
Retail outlets
Measure and compare sales pre, during and post activation
Benchmark sales versus control group outlets

213. Qualitative Tools
Mystery shopping feedback
Design a set of focused conversational open-ended
questions to be asked by the mystery shoppers (as they
track performance for the “staff incentive” program)
with the objective of capturing likelihood of customers to
engage with the Brand during the activation period

214. 4‐ EA Sports Wal‐Mart PlaOorm
In this plaOorm you will see my integrated marke,ng planning skills
(I acted as strategic planner here yet the format is from Saatchi X)
and my crea,ve director skills (I lead the team to develop the
plaOorm idea and tac,cal plan ideas).

215. Work:
EA Sports
for Walmart

216. Work:
EA Sports
for Walmart

217. Work:
EA Sports
for Walmart

218. Work:
EA Sports
for Walmart

219. Work:
EA Sports
for Walmart

220. Work:
EA Sports
for Walmart

221. Work:
EA Sports
for Walmart

222. Work:
EA Sports
for Walmart

223. Work:
EA Sports
for Walmart

224. Work:
EA Sports
for Walmart

225. Work:
EA Sports
for Walmart

226. Work:
EA Sports
for Walmart

227. Work:
EA Sports
for Walmart

228. Work:
EA Sports
for Walmart

229. Work:
EA Sports
for Walmart

230. Work:
EA Sports
for Walmart

231. Work:
EA Sports
for Walmart

232. Work:
EA Sports
for Walmart

233. 5‐ P&G HABA Hispanic Market Scale Program PlaOorm
In this plaOorm you will see my integrated marke,ng planning
skills (I developed the strategic format and authored the strategy)
and my crea,ve director skills (I lead the team to develop the
plaOorm idea and tac,cal plan ideas).

234. “COQUETA FACTOR” AT WALMART
INSIGHTS SECTION / RESEARCH & INSIGHTS CASE STUDY
CULTURALLY INTELLIGENT MARKETING SOLUTIONS

235. STRATEGIC CHALLENGES
DRIVE HISPANIC WALMART LACKED CREATE A
HABA SHOPPERS HEALTH & BEAUTY DISRUPTIVE
TO WALMART “SHOPPER EXPERIENCE,
FOR THEIR EXPERIENCE” EXPOSURE &
PURCHASES & CACHE RELEVANCE
Our business challenge was to drive Bi-cultural Latinas prefer department Walmart & P&G realized that
sales of P&G Health & Beauty Aids stores for their beauty product to increase basket size of HABA
amongst bilingual, bicultural Latinas purchases & did not think Walmart (Health & Beauty Aids) products
while establishing Walmart as the offered a rewarding beauty would require shaking shoppers
one-stop shopping destination for shopping experience. Bilingual out of their routine quick trip &
all of her “Save More. Live Better” bicultural Latinas tend to go to stock-up missions by providing
shopping needs. Walmart with a mission shopping an engaging search & discovery
mentality of get in & get out, HABA shopper experience.
without browsing other departments.

236. CULTURAL INTELLIGENCE
RESEARCH
& INSIGHTS
RESEARCH
• Review of proprietary P&G HABA
research and secondary studies
• Qualitative research (designed &
implemented by the agency).
INSIGHTS
• Though straddling two worlds,
bilingual bicultural Latinas take
pride in their beauty & uniquely
Latina feminine flair
• Part of being a Latina woman in
an Anglo world means playing up
their “Latina” (coqueta) flair.

237. CONTENT: THE BIG IDEA
PLAY UP YOUR
“COQUETA”
FACTOR
Create an in-language, in-culture,
scale program with P&G’s four
strongest female HABA brands
(Covergirl, Herbal Essence, Head &
Shoulders, Pantene) through cross
category promotions. Position P&G
HABA brands as the brand solution &
“COQUETA FACTOR” PLATFORM Walmart as a one-stop, “save more,
live better” shopping solution for
health & beauty needs.
This program disrupted shoppers at
different points within the Walmart
store - not only at shelf. It connected
with our bilingual bicultural Latina
shopper prior to their shopping trip.

238. CONTEXT
PRE-SHOP
EXPERIENCE
OUT-OF-STORE
To disrupt the listing & coordinating
of activities before reaching the
store, P&G HABA products created
beauty tips TV capsules, advertorial
in beauty magazines, a microsite
within Walmart.com, & experiential
activities at key Walmart stores
in high density bilingual
bicultural DMA’s.

239. COMMUNICATION STRATEGY
SHOP EXPERIENCE
IN-STORE
We leveraged cross-department
signage to connect cross-category
products (diet sodas, healthy frozen
meals, vitamins, healthy snacks,
apparel, jewelry, accessories,
handbags, and shoes department)
and drive traffic to the HABA
department.
Once in the Health & Beauty aisle,
the shopper encountered a 4-way
and End cap with a beauty
consultant to help her “Play up her
Coqueta factor” with P&G HABA
products.

240. IN-STORE MERCHANDISING: SHELF & CROSS-DEPARTMENT SIGNAGE
SHELF VIOLATORS MIRROR FRAMES / CLINGS APPAREL HANG-TAGS

241. CONTEXT
POST-SHOP
EXPERIENCE
Shoppers could text an on-pack code
to enter the “Ultimate Coqueta
Factor Makeover” sweepstakes

242. REACH & RESULTS
SOUTHWEST
WALMART WIN
REACH
DENVER
Walmart stores in high density
Hispanic DMA’s in the SW region.
LAS VEGAS
RESULTS
Secured End Cap and 4-way Walmart
LOS ANGLES ALBUQUERQUE Hispanic traffic increased by 10%
SAN DIEGO PHOENIX
during promotion
DALLAS • Sales of P&G HABA products
increased by 5% during promotion
HOUSTON

243. 6‐ Wal‐Mart Apparel Store Re‐Design
In this store redesign proposal you will see my integrated
marke,ng planning skills (I developed the strategic format and
authored the strategy) and my crea,ve director skills (I lead
the team to develop the plaOorm idea and tac,cal plan ideas).

244. Work:
Pitch
Departmental
Re-invention

245. Work:
Pitch
Departmental
Re-invention

246. Work:
Pitch
Departmental
Re-invention

247. Work:
Pitch
Departmental
Re-invention

248. Work:
Pitch
Departmental
Re-invention

249. Work:
Pitch
Departmental
Re-invention

250. Work:
Pitch
Departmental
Re-invention

251. Work:
Pitch
Departmental
Re-invention

252. Work:
Pitch
Departmental
Re-invention

253. Work:
Pitch
Departmental
Re-invention

254. Work:
Pitch
Departmental
Re-invention

255. Work:
Pitch
Departmental
Re-invention

256. Work:
Pitch
Departmental
Re-invention

257. 7‐ Johnny Walker Abu Dhabi Airport Retail Space Redesign
In this store redesign proposal you will see my crea,ve director
skills as I lead the team to develop a store layout by applying
the JW brand equity in an impacOul way.

258. Front View

259. Le, Side View

260. Right Side View

261. Top View

262. 8‐ California Garden New Business Pitch ‐ From ATL Key Visual
into Retail Space, Social Media, and Interac,ve Media
Some ,mes, I have acted as support to the Above The Line Agency by
adap,ng the main idea and key visual. In this case, you will see how the
big idea/key visual was brought to life at retail, social media, interac,ve
media, and mobile media. Here you will see my crea,ve director skills,
as I lead the team to develop the tac,cal execu,ons.

264. At California Garden, our passion is our ingredients.
Because our products are an opportunity for you to be interesting.
A form of expression.
And a reminder of how special the people who prepare them really are.
That’s why California Garden’s role in life is to help mothers…

267. We started with the product.

269. From there, we came to our first
brand campaign.

270. In the kitchen,
imagination comes in many different forms.

271. Cooking with imagination

272. Print

275. Retail

283. Social engagement

294. The Restaurant

295. It’s too easy to take mom’s cooking for granted.

296. Print

299. Retail

307. Social engagement