My name is Jason Potteiger and I am an account planner seeking an agency. This is a first draft of my planning portfolio. More updates and revisions to follow. Feedback, notes and criticism are always welcome. Thanks, @JPotteiger.

1. My name is Jason Potteiger and I’d like to be your Account Planner.
People often throw me a wink and a nod for my duel degrees in advertising
and political science, and since graduating I have gained experience in
both areas. This cross-training gave me a diverse skill set for approaching
high quality consumer research and strategic planning.
For example, in advertising, we identify targets and uncover insights
that move them. In politics, we identify persuadable voters and craft
persuasive messaging. With both it’s a game of triangulation that requires
fluency in raw data and cultural landscapes.
Studying people and how they think, that grabs me, and that is what unites
my past experiences. I owe my success thus far to my training in weighing
quantitative data with qualitative findings. And, to the understanding
that problem defining is equally important to problem solving.
Finally, I like working with creative teams. I understand the demands
of the concepting process and know how to ease them. I can articulate
strategy in a way that directs and inspires focused, integrated campaigns.
Rather, I know how to guide a big idea across the pages of magazines and
Facebook.
I’d hoped to one day find a job where I could sip brandy and browse
Reddit or PSFK all day. I’ve found that Account Planning and Strategy
fulfills the core of that dream in a more interesting way.
Suffolk University
B.S. Advertising
B.S. Political Science
Minor Public Relations
Communispace Corporation
Assistant Consultant
Wrote & presented new business
round tables on Citibank, State Farm,
Beam Global, Under Armour, Nextel
Mexico, and Snapfish.
DAPA Research, Inc.
Research Strategist
Managed projects for Suffolk
University, Nestlé, Darden, Dewey
Square Group, ML Strategies, two
Congressional campaigns, and
dozens of state-level elections.
Mullen
Account Planning Intern
Social Influence Group Intern
Supported Olympus America,
Victorinox/ Swiss Army, Jet Blue
(pitch), Martha Stewart Crafts (pitch),
and Century 21 Realtors (pitch).

2. Getting from this
To this
Sip, Sip.
A well made brandy is a revelation in a glass.It’s wine that is distilled into something
simple -- removing excess to reveal the core of the spirit. For me,this is the essence of
good planning; distilling a sea of information down to a refined insight. That is what I
hope to demonstrate with this portfolio: refined solutions for complex problems.
After publishing his first book,a friend of mine said,“I think there’s no such thing as
writer’s block,only a lack of input.” That struck a chord.Before a planner can distill,
they must first explore. Like good brandy,good branding depends on starting with the
right ingredients – the right grapes,the right information.
Experience has given me a wide set of tools for gathering and recognizing information
that’s ripe. Exposure to many research methodologies,experience with analysis,
exploring culture,and even conversations with strangers at the bar all help me to find
connections and distill away the excess.
But most of all, brandy is a drink for conversation, so let’s start there. Sit back,
swirl your glass and take a sip of these ideas.

3. [page intentionally left blank.]

4. [portfolio.]
Strategic Concepts:
American Red Cross
Fostering Habitual Donors
Page 6
Boy Scouts of America
Making More Leaders
Page 10
J.Crew
Loyalty & Sustainability
Page 13
Whole Foods
Taking Back Organic
Page 17
Resume
Page 21

5. Client: The American Red Cross
Fostering Habitual Blood Donors
Not enough people donate blood. Period.
Only 5 percent of eligible donors across the nation currently donate blood.
America’s blood supply faces persistent shortages and the total amount of
blood needed actually increases every year. Many hospitals nationwide rely
on the American Red Cross to maintain banks of this life-saving resource,
especially during the summer months and holidays when blood supplies
often reach critical lows.
Some people are more easily moved to give.
will never donate reluctant to donate infrequent donors habitual
Barriers to action are often self-imposed.
While data shows that most people feel they should donate, previous
campaigns appealing to social responsibility (e.g., give blood, give life)
have failed to instill ongoing proactive behavior among targets.
Self-reported barriers among the target include discomfort during and after
having blood drawn, feeling faint or tired and regular donations being a
general inconvenience.
Our objectiove, double donation rates.
1) Increase habitual blood donation (at least twice per year) from 5% to
10% over a one year period.
Getting
to here.
From
here.

6. Sip, Sip.
Blood lacks a personal connection.
A whopping 94 percent of blood donors are registered voters. Digging deeper, there are
striking similarities between non-donors and non-voters as well. Both feel the problem is
too great for their participation to make a meaningful difference.
Non-donors rationalize guilt about inaction by exaggerating the impact of perceived
barriers (“I know it’s so important, but…”), pushing donation behavior even farther from
the core of their lives.
Strategy:
Proposition: Your best friend needs your blood.
Potential donors should feel a connection to their blood’s impact.
Reluctant and infrequent donors should believe their efforts have a real and direct impact
on people’s lives, especially their family and friends; moving them from thinking they
should act to feeling they must.
Client: The American Red Cross
Fostering Habitual Blood Donors

7. Possible Solutions: aka Dumb Planner Idea
Engage donors with their existing social networks.
Insight: More than any other social platform, Facebook is a reflection of existing, real-
life connections and a virtual space used for communicating hyper-local activity.
Execution: With a Facebook application, visualizes local blood supplies using existing
social media connections (e.g., friends and family) who would depend on users for blood.
“Blood supplies for your type (B+) are critically low in your area, 3 friends near you would rely on B+ if they
were in an accident today. There are 4 donation centers on your way to work/ home, one click scheduling.”
Engage blood recipients to share their stories.
Insight: Hospitals are boring places to spend any amount of time, and in lieu of basic
cable patients are turning to mobile devices for entertainment. On extended stays the
number one item most patients ask friends and family to bring: phone charger.
Execution: Distribute cell phone chargers to hospitals with calls to action for patients to
share their stories about how donated blood saved their life. Putting a face to patients
and ‘closing the loop’with donors will help to overcome barriers that their donations
don’t matter.
Client: The American Red Cross
Fostering Habitual Blood Donors

8. [Page reserved for notes.]

9. Client: Boy Scouts of America
Inspiring More Leaders
Getting from here.
To here.
Few Boy Scouts earn their Eagle Award.
Only 3% to 5% of boys who enroll in Boy Scouts go on to earn their EagleAward. Despite the
benefits of becoming an Eagle Scout – most notably a serious leg up on college applications
and scholarships – it’s nearly impossible for most teens to stick with the program through
their High School years.
Scouts are most likely to drop out during High School.
High school-age boys currently enrolled in the Boy Scouts of America are most likey to
drop out, often when earning their Eagle Award is within reach.
Tenderfoot 2nd
Class 1st
Class Star Life Eagle
| - High School Years - |
We need to articulate why Scouting is important.
1) Increase the annual retention rate of high school-age scouts by 20% over the next year.
2) Demonstrate how scouting is relevant for teenage boys: short and/or long-term.

10. Sip, Sip.
High school boys are struggling with growing up.
The answer to: “who and what do I want to be?” has become harder to find for boys.
From kindergarten through college, statistics show a “boys’ crisis” in America that cuts
across geography, class and race. Boys K-12 are 5x more likely to be expelled from school
than girls. The high school graduation rate is lower among adolescent males, especially
Hispanics and African Americans, and males are less likely to attend college.
Interviews, Esquire and experts provide similar explanations: manhood today is adrift.
Strategy:
Proposition: Learn to be a man.
High School boys should feel Scouts can provide answers.
Scouting teaches you how to be a man. Beyond the uniforms and camping trips, Scouts
should feel the program can provide real answers to their teen angst and provide insight
into what it means to be a man in modern times.
Scouting provides you with certain skills for life.
A man can chop wood, build a fire and cook eggs over coals.
A man knows his tools – which saw is for what, when to use galvanized nails.
A man looks out for those around him — woman, friend, stranger.
Client: Boy Scouts of America
Inspiring More Leaders

11. [Page reserved for notes.]

12. Young consumers are shopping different
Faced with higher costs of housing, healthcare and education, along with higher rates of
unemployment, compared with previous generations Millennials are spending less across
many categories, apparel included. Multiple studies confirm that while young people today
hold strong beliefs about the importance of sustainability, they are unwilling or unable to pay
a premium to live these values.
And they’re growing up
Early Millennials (25-34) transitioning from early adulthood into early middle-age.
0-24 25-34 35+
Consumers drive category waste
For apparel retailers, most waste produced by the category comes from the consumer’s side
of the aisle – in fact, Levi’s found consumers were responsible for 60% of the environmental
impact of its jeans. Those looking to make their mark on sustainable design must inspire
their customers to become active participants in the process.
Aligning quality with sustainability
1) J Crew seeks to align the core attributes of its brand: quality, wear-ability/accessibility,
and value, with a maturing generation struggling to balance their values with limited
resources.
Client: J.Crew
Loyalty & Sustainability
To here.
Getting from here.

13. Sip, sip.
Jiminy Cricket needs a chance
Young consumers want to be better, but they need help. Millennials are seeking relationships
with companies that will facilitate values. Breaking down the barriers of cost while engaging
with them on values will forge a shared purpose between brand and consumer that’s deeper
and stronger than traditional approaches for building loyalty.
Strategy:
Proposition: Clothing to live by.
Young people should feel good about their cloths
J Crew produces high quality, long-lasting clothing. Branding efforts should link the brand’s
niche of high-end value with sustainability, giving Millennials permission to get what they
want without abandoning their values while helping them transition to early-middle age.
Providing new motivations for purchase
Fulfill desires to live responsibly.
Support identity and carry personal meaning.
Revolve around sharing and community.
Client: J.Crew
Loyalty & Sustainability

14. Client: J.Crew
Loyalty & Sustainability
Possible Solutions: aka Dumb Planner Idea
J Crew has multiple lives
Insight: New clothing is expensive, and with limited resources Millennials are always
looking for ways to get more for less. Further, as they transition into early-middle age their
wardrobe needs are changing.
Execution: A clothing exchange, or thrift shop, could be used to demonstrate the quality
and longevity J Crew’s products while actualizing core values of sustainability, authenticity
and community.
J Crew Timeless: A Thrift Shop Run by J Crew for J Crew Customers
Supporting actions
- Customers invited to exchange old J Crew clothing for thrifted J Crew.
- Qualifying used J Crew clothing earns credit towards new J Crew clothing.
- On-site tailors available to repair and restore J Crew clothing at affordable rates.

15. [Page reserved for notes.]

16. Client: Whole Foods
Taking Back Organic
Getting
from here
Back to
here
What’s the problem?
As buying organic has moved into the mainstream, Whole Foods’leadership position in the
health food category has becoming increasingly threatened by major retailers like Walmart
and Kroger offering organic products at lower prices. Whole Foods costs more because it
offers superior products, however, few consumers understand, or believe, that there is an
important difference.
Who are we talking to?
Health conscious shoppers who primarily purchase organic foods.
Relevant Background:
The term organic has become watered down. Even products labeled “certified organic”
are not required to follow any strict requirements. Thus, just because something is labeled
organic doesn’t mean that it meets the high standards that Whole Foods requires.
What do we need to do?
1) Reassert Whole Foods’leadership position in the health food category.
2) Lift the category by activating consumers to demand really real organic.

17. Sip, sip.
What’s the market insight?
Health conscious shoppers are driven by a desire to be better.
Health conscious shoppers are willing to spend more money, and more time thinking about
how they can live better lives. Beyond the grocery store aisles they make an effort to drink
enough water, exercise regularly, and watch less television. The believe that many small
good things can add up over time.
Proposition:Wholesome details matter.
What should they think/feel?
Shoppers should feel skeptical of claims made by other stores regarding the quality of their
organic products. With the proper information, they should reevaluate the cost vs. value of
Whole Foods products and reaffirm their trust in the brand.
Reason to believe:
Whole Foods helped bring organic food into the mainstream and the brand holds significant
credibility among many consumers regarding issues of heath.
Tone:
Whole Foods is looking to make a bold statement, the gloves are off and they’re coming
out swinging to lift the category.
Client: Whole Foods
Taking Back Organic

18. [Page reserved for notes.]

19. [Resume.]

20. Recommendations Available Upon Request
Jason Potteiger
603.440.8070 - JPotteiger@gmail.com - @JPotteiger
www.thelanguageofbrands.tumblr.com
TRAINING Suffolk University Boston, MA
Honors Program Scholar, full scholarship recipient
B.S. in Advertising, B.S. in Political Science; Minor in Public Relations
GROWTH Penn Schoen & Berland Associates Senior Analyst: New York, NY (February 2013 – Present)
Senior Analyst
Work with raw data to uncover consumer insights and inform business decisions. Develop and test
messages for advertising and public relations campaigns. Support the design and execution of bespoke
research programs to define business problems, identify opportunities and guide marketing strategy.
DAPA Research, Inc. Political Polling: Boston, MA (May 2010 – January 2013)
Research Strategist
Consulted on successful campaigns for all 2010 / 2012 political clients concurrent with on-site
integration at Suffolk University’s Political Research Center for two election cycles. Directed projects
for corporate and political clients from conception through strategy development. Promoted research
findings for clients via press releases, targeted pitches, blogging and social media.
Communispace Corp. Consumer Insights: Boston, MA (November 2011 – June 2012)
Assistant Consultant
Worked hands-on alongside leadership realigning the company’s mission and deliverables with the
changing business ecosystem. Touched emerging business streams of consumer co-creation,
community ethnography. Responsible for educating client teams during kick-off via composing and
presenting ‘new business roundtables’ and the curation of a company-wide best practices database.
Mullen Advertising: Boston, MA (September 2009 – May 2010)
Account Planning Intern
Supported new business pitches including Jet Blue and Martha Stuart Crafts with briefs on industry
trends, consumer attitudes. Authored a widely-used report on 2010 market trends.
PR/ Social Influence Group Intern
Participated in the development of an integrated marketing plan for Olympus America. Contributed
support for a successful new business pitch of Century 21 Realtors via desk research.
New England Healthcare Institute Health Care Policy: Cambridge, MA (July 2008 – January 2009)
Communications Intern
Grew organization’s media presence, engaged donors via newsletters and promotional research briefs.
SKILLS Experience with IMS Clear Decisions; Cision; Adobe CS5: Photoshop, InDesign & Captivate;
Microsoft Office 2011 and Microsoft SharePoint; Experienced with multiple social media platforms.
BUILDS Mercury Point Research Political Polling Company: Principal (September 2010 – January 2013)
Consulted for established pollsters and worked with our own clients providing high-quality public
opinion data and analysis to inform long-term strategic objectives, policy decisions, tactical actions.
The Next Great Generation Online Magazine: Co-Founder/ Writer (November 2009 – June 2012)
Helped grow this online magazine about Gen Y, incubated by Mullen, from an idea into a successful,
nationwide publication via crowdsourcing content and community management.
PRIDE FutureM: Selected for 20/20 Series to speak on the evolution of brands in the digital age (Oct 2012)
Debate Team: Awarded for impromptu and informative speaking (May 2009)
Honors Council: Founding member and first president of Honors student government (Sep 2006)
Boy Scouts of America: Earned Eagle Scout award (Aug 2004)