1. IDEAS BORN HERE ARE IDEAS PEOPLE BUY.

2. WHAT DO PEOPLE BUY? That depends entirely on the person.

4. Each of these people buys something unique to their needs.

5. But ultimately, they all buy ideas. Which is what we create.

6. OUR APPROACH

7. Our business is based on this simple fact: The innovation model is broken. Here’s why… Successful marketing innovation only happens when everyone buys into the idea. 90% of new products fail because that simple fact is ignored. OUR APPROACH

9. In which every step is imbued with innovative techniques, new thinking, fresh ideas. Where we consider every one of those people who need to buy into the idea. Where there are no holes in the process, from blue sky to market. BRANDJUICE has come up with a new way of looking at things. OUR APPROACH

10. We apply our thinking to THREE AREAS OF EXPERTISE: BRAND STRATEGY Clear messaging, precise marketing, all directed to the right people. MARKET READINESS Optimizing products so they have the greatest chance of success once they hit the shelf. NEW PRODUCT DEVELOPMENT Getting the right product on the shelf. OUR APPROACH

11. OUR PROCESS

12. Each project goes through these three steps: CREATE VALIDATE IMMERSE OUR PROCESS

16. OUR SERVICES

26. CLIENTS & SUCCESSES

27. Allegro Charter Baking Cheerios Church & Dwight City of Denver Clorox Cochlear General Mills Hamburger Helper HealthOne Honey Nut Cheerios Hunter Douglas Huish Detergents Johnson’s Baby Johnsonville Long Haul Lucky Charms Oatmeal Crisp Oomph! Orange Glo International Pepsi Pillsbury PopSecret Procter & Gamble Sanitas Shell Silk Total Universal Technical Institute Vesta Dipping Grill WhiteWave Foods WE’VE BEEN SOLVING PROBLEMS like these, with tools like these for companies and brands like these. OUR CLIENTS

28. That window treatment’s in the wrong place. Everyone knows the Hunter Douglas name. After all, the company dominates the window fashions category. So when the brand managers of the Applause product line approached us with a possible positioning problem, we were excited to help. We started the way we always do – with our uniquely innovative immersion process. We performed an in-depth business analysis, had comprehensive conversations with the brand team, and got to know the consumer on a deep, deep level. Armed with a thorough understanding of where the brand had been, we sought to discover where it should go by creating out-of-the-focus-group-box groups we called “girlfriend groups.” These casual sessions were held in a consumer’s home (the consumer also played recruiter, asking her friends to come along) – we were able to get inside the heads of a wide variety of women and discovered, Applause could be talking to an audience never before targeted by this category – moms with young kids. We quickly repositioned the brand based on this discovery. And it worked. Once the repositioning was perfected, we translated the strategy across sales and marketing materials that were – and continue to be used – at Home Depot and the Great Indoors. It was good news to the trade – and to consumers – sales jumped 17% and a new window of opportunity was opened. HUNTER DOUGLAS SUCCESS STORIES

29. This success didn’t involve luck at all. Complete the following sentence. “Lucky Charms, they’re _______ delicious. Yes, the cereal has been around forever. Of course, there are lots of reasons people love them. But when the brand team wanted to be sure their dollars were being spent as efficiently as possible, they needed more than generalities – they needed the specifics – what do loyalists really, really love and what about the brand isn’t all that important? Enter BrandJuice to find the brand attribute equivalent of the pot o’ gold. We conducted ethnographies with adults and kids over the morning cereal bowl; we showed up at breakfast with a box of Lucky Charms and a video camera to capture spontaneous reactions, we formed buddy groups so kids could chat in kid language about the cereal, we asked people to create collages to visually describe what Lucky Charms meant to them. In the end, we discovered that while marshmallows are key to the Lucky Charms experience, the brand team was misinterpreting the magic of the Charms. So they made some changes (sorry, that’s as specific as we can be – Leprechaun trade secret). And it worked. Our findings gave the Lucky Charms brand team the information they needed to maximize the brand’s value while minimizing costs – not only that; the team was awarded the first ever General Mills Productivity Award. Now that’s magically delicious. LUCKY CHARMS SUCCESS STORIES

30. Add brands. Knead well. Bread. The staff of life. Something we can all agree on, right? Well, maybe not, when three bread brands under the same ownership have to share space on shelf. That was the problem Charter Baking faced. With three brands – Rudi’s Organic Bakery, The Baker and Vermont Bread Company, Charter needed to figure out a distinct niche for each – and needed help convincing the troops. We knew we needed facts – and fast. So we looked beyond the bakery, and evaluated, not just AC Nielsen but also SPINS data to shed light on the key national and regional bread companies in the USDA Organic, Made with Organic and Natural categories. With the numerical data and an outsider’s perspective, we created a unique positioning for each brand, then took our recommendations to the passionate brand ambassadors. And it worked. By backing up our positioning concepts with indisputable growth trend, market segmentation and historical equity data, we were able to convince the three brands that they could each go after a different core consumer and enjoy a distinct identity. Today, the three bread brands live harmoniously on the shelf, and cordially break bread together under the Charter umbrella. Rudi’s Organic SUCCESS STORIES

31. Apply heat, watch ideas pop. Of course you know there’s a tiny bit of moisture inside every popcorn kernel, and when “excited” by heat, it expands, causing the kernel to explode. Well, it’s appropriate that Pop Secret considered one of their key brand attributes to be “excitement,” and they asked BrandJuice to develop new products that would fit. Naturally, we got out of the focus group facilities and hosted popcorn parties – we had consumers pop up their favorite Pop Secret brands, we watched them snack and had them draw and act out their favorite popcorn eating moments. Armed with the raw material, we had our Creativity Collective® members reinterpret these eating moments and build on what the party goers liked. We got deeper with popcorn than you might think anyone could – but by giving consumers a variety of ways to enjoy the experience, we were able to view their emotional responses, which drove our innovation. And it worked. Of the new products we came up with, four concepts scored higher than anything Pop Secret had ever been presented with. It seems clients can get pretty excited too when the right ideas pop up. POP SECRET SUCCESS STORIES

32. First they cleaned, now they clean up. We first met the people behind Orange Glo when they were enjoying sales of $2 million a year. Not bad at all for a small, family run business. And over the years, we’ve been fortunate enough to work with the company on a number of projects, including this one for Kaboom. BrandJuice conducted ethnographies and major category analysis, including interviewing management and cleaning category experts as well as mapping the positioning of competing products. What we found was a classic positioning mistake – the company claimed Kaboom worked on “Porcelain, tile and grout.” Sounded like a specialty application – something you’d do once a year, yet from watching consumers, we found they used the product all over their bathrooms – and used it every week. So we broadened the positioning to “Shower, tub and tile” along with the incredibly resonant key benefit, “Clean easy, breathe easy.” And it worked. The new positioning took hold, consumers started doing their weekly cleaning with Kaboom, Wal-Mart picked it up and sales increased by a factor of seven. The family, which, at the time oversaw annual sales of $300 million, thought we sparkled. ORANGE GLO SUCCESS STORIES

33. Pack your bags for Innovationville. Hunger can be satisfied in a very special place called Johnsonville. And when the company itself had a craving for something new to eat – and sell – they called BrandJuice. The assignment: fill their innovation pipeline with enough new products to generate $100 million in new revenue. Once again, we found our answers outside the focus group facility walls – we met Americans and Canadians (and their friends) in their homes where we staged potluck dinners featuring each guest’s favorite meat dishes. We invited ourselves to breakfast and dinner and grilled cooks about what they serve and what happens when they run out of ideas. These groups and ethnographies yielded the big aha – there was a real opportunity, given the right products, for Johnsonville to work its way into everyday family menus in new and very exciting ways. So we put on our toques and started cooking. And it worked. Johnsonville has gone forward with a number of the concepts we presented. But the real meat to this story is new Johnsonville Twisters – a truly new innovation about to hit the shelves. Johnsonville SUCCESS STORIES

34. THE PEOPLE WHO CREATE IDEAS PEOPLE BUY.

36. 1700 Seventeenth Avenue Suite 200 Denver, CO 80218 303.629.0560 www.brandjuice.com The innovation model is broken. BrandJuice is the fix. Give us a call to start proving it today. Remember, BrandJuice, its people, products and processes create IDEAS PEOPLE BUY. HERE ARE THE IDEAS WE HOPE YOU’LL GET BEHIND: