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Apple Case Study

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A look at how Apple achieved their status as a Beloved Brand and how they turned that into Power and into Wealth.

Publicado en: Empresariales, Tecnología
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Apple Case Study

  1. 1. Apple Case Study A great case study in how Apple use their big idea of “simplicity” to drive Brand Love and turn it into power and profits.
  2. 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. 3. We make brands better. We make brand leaders better. The role of a brand is to create a bond with your consumers, that will lead to a power and profit beyond what the product alone could achieve.
  4. 4. We make brands stronger. We make brand leaders smarter. 1 Consumers move along Brand Love Curve tightening their bond with brands 2 Consumers connect with big idea and expect consistency at every touch-points 3 The tight consumer bond creates brand power with key stakeholders 4 The brand power drives profit through price, cost, share, market size Promise Experience Purchase Moment Innovation Brand Story Consumer Premium Prices Trading Up Lower COGS Efficient Spend Stealing Share Users to use more New markets Find new uses Brand 8 ways Marketers can drive more profits Why does brand love matter? The more loved a brand is by consumers, the more powerful and profitable that brand will be. Channels Competitors New Entries Suppliers Media Influencers Employees Consumers Brand Power Big Idea Love It Indifferent Beloved Like It
  5. 5. We make brands stronger. We make brand leaders smarter.     • In 1996, the Apple brand was bordering on bankruptcy. They were basically just another computer company, without any real point of difference. Years of overlooked opportunities, flip-flop strategies, and a mind-boggling disregard for market realities caught up with Apple, Windows 95 has seriously eroded the Mac's technology edge. Apple was rapidly becoming a minor player in the computer business with shrinking market shares, price cuts and declining profits. • This was the year before even contemplating the return of Steve Jobs, really showcasing how badly Apple was run through the 1990s. They were making bad decisions with inconsistent strategies and most importantly, there was no big idea for what Apple stood for. • After Steve Jobs came into Apple in 1997, everything he did was built around the big idea of "making technology so simple that everyone can be part of the future." He took a consumer first approach in a market that was all about the gadgets, bits and bytes. Apple looked like it would not survive How Apple turned around their business and how they build everything around their Big Idea
  6. 6. Apple case study 1 2 3 How Apple’s Big Idea guides everything they do How to develop Apple’s Brand Strategy Road Map How Apple’s brand love drives power and profit
  7. 7. Everything Apple does is focused around their Big Idea: “Apple makes technology so simple that everyone can be part of the future”. We’ll show how that translates into the brand promise, brand story, innovation, purchase moment and the brand experience they create. 1 How Apple’s Big Idea guides everything they do
  8. 8. We make brands stronger. We make brand leaders smarter. Brand’s Big Idea We will help create a Big Idea that will transform your internal brand soul into a winning external brand reputation. The Big Idea helps simplify the brand message as an outward expression of the inner Brand Soul We make brands stro We make brand leaders sm Promise Brand Story Innovation Purchase Moment Experience Big Idea Brand Positioning Advertising and Communication Product Development Selling and Retail Operations and Culture Consumer The Brand Big Idea Drive consistency using the brand’s Big Idea to show up the same way at all 5 consumer touch-points. The goal is to create happy purchases that builds trust. Consumers have 7 seconds to connect with a brand’s Big Idea A brand finds its equilibrium when the Big Idea impacts a brand reputation to perfectly match up to the Brand Soul Soul Reputation= Based on their personal experiences, consumers form a reputation they spread to others. 1 2 3 4 5 =Big Idea Brand Soul Consumer
  9. 9. We make brands stronger. We make brand leaders smarter. Brand Soul Big Idea The brand soul is a messy collection of inner thoughts of the organization that includes the purpose, values, motivations and beliefs. The big idea simplifies and organizes the expression of the brand soul into the cluttered marketplace to become the brand's outward expression that is unique, simple, motiving and own-able. The big idea must steer everyone who works on the brand to match up to every possible consumer touch point (story, innovation, purchase, experience), to create a brand reputation in the consumer’s mind that ends up being a perfect match for the soul. A brand finds its equilibrium when the big idea, soul and reputation are the same. The big idea, the brand soul and the brand reputation must work together to ensure the brand shows up consistently in the market.
  10. 10. We make brands stronger. We make brand leaders smarter. Consumers first connect with the brand’s big idea, which should be an outer reflection of the brand soul Big Idea The Brand Big Ideas help simplify and organize brand messages to gain entry on the first encounter. The idea must be interesting, unique and motivating enough to tempt consumers. The big idea must be inspiring to the team behind the brand, to be layered easily across the organization and have longevity over the life of the brand so the brand begins to own the idea. The Consumer
  11. 11. We make brands stronger. We make brand leaders smarter. Apple makes technology so simple that everyone can be part of the future. Special K inspires and empowers women to take control and maintain their healthy body. Starbucks provides a personal moment of escape from a hectic life, between work and home. Rolex is assembled with scrupulous attention to detail, Rolex is a sign of prestige and success. Can you explain your brand in 7 seconds? 7 second brand BIG IDEAS help simplify and organize brand messages making it easily understood and remembered. The idea must be unique, own-able and motivating. The Big Idea must gain a quick entry, be layered easily and have longevity over the life of the brand. All activity on the brand must be organized under the Big Idea.
  12. 12. We make brands stronger. We make brand leaders smarter. Simplicity Once you have found your 7 second brand, can you narrow it further to the 1-second brand? Empower Moments Prestige 1 second brand There is a power in focusing everyone based on ONE word for your brand.
  13. 13. We make brands stronger. We make brand leaders smarter. Products and Services Consumer Reputation Brand Role Internal Beacon Influencer Reputation Inside the Brand Soul Outward Brand Reputation The Stabilizing Bridge The work of the review and positioning assesses the inner and outer elements of the brand to build a unifying big idea Big idea must be interesting, simple, unique, inspiring, motivating and own-able. Brand Soul
  14. 14. We make brands stronger. We make brand leaders smarter. Products and Services Consumer Reputation Brand Role Internal Beacon Big Idea has to accurately express the brand’s soul and outward reputation. It must be interesting, simple, unique, inspiring, motivating and own-able. Influencer Reputation The Big Idea Blueprint What is the focused point of difference that your products or services can win on, because they meet consumer needs, and separates your brand from competitors? What is the internal rallying cry that reflects your brand’s purpose, values, motivations helping inspire, challenge and guide the culture? These words should come from your brand’s soul. What is the link between the consumer and the brand, reflecting the way the brand services, supports and enables the consumers to make the most out of your brand? The brand role links the internal and external sides. What is the desired reputation of the brand, that attracts, excites, engages and motivates consumers to think, feel and purchase your brand? Who are the key influencers and potential partners who impact the brand? What is their view of the brand that would make them recommend or partner with your brand? Brand Soul
  15. 15. We make brands stronger. We make brand leaders smarter. Products & Services Consumer Reputation Brand Role Internal Beacon Influencer Reputation Apple uses surprising technology that changes the world. We make every product stylish, simple, easy to use. Essential to stay at the fore-front of technology. At Apple, we are a consumer driven company that starts with the consumer experience and then works back to the technology, to eliminate consumer frustrations. Apple makes technology so simple that everyone can be part of the future. Apple is an inspiring and enabling coach that teaches you easy ways to unlock modern technology so you can avoid any intimidation or frustration At Apple, we think like consumers. We make it so easy to use modern electronics, so that you will feel smarter and at the leading edge of technology Product reviewers are long time Apple fans, who see the idea of simplicity, style and design as key separators. Brand Soul Apple’s Big Idea Blueprint
  16. 16. We make brands stronger. We make brand leaders smarter. The consumer’s first interaction with a brand will be with a big idea that delivers the Brand Promise The big idea must motivate consumers think, feel and move towards the Purchase Moment Surpising Innovation builds from the big idea to keep up to trends, satisfy a broader array of needs and stay ahead of competitors Happy experiences must over-deliver the original promise of the big idea. Every happy purchase tightens the bond and spread the brand love to others. The Brand Story must use the big idea to entice consumers to think, feel and act in ways that will benefit the brand. GRAYS Guilt free pleasure gourmet cookies 2 5 1 3 4 We make brands stronger. We make brand leaders smarter. Consumer GRAYS Lemon creme Guilt free pleasure gourmet cookies GRAYS Peanut Butter Guilt free pleasure gourmet cookies GRAYS Ginger Bread Guilt free pleasure gourmet cookies GRAYS Cranberry Time Guilt free pleasure gourmet cookies The consumer’s first interaction with a brand will be with a big idea that delivers the Brand Promise Purchase Moment Innovation Experience The consumer may engage in the big idea through the telling of the Brand Story GRAYS Guilt free pleasure gourmet cookies 2 5 1 3 4 Grays Cookies were created with a bit of luck Gray’s Cookies is based on a 40-year-old family recipe that had been used for years in a local coffee shop in Stowe Vermont. Gray’s was a local favorite and even among tourists, famous for it’s Chocolate Chip and Peanut Butter flavors. No one realized it was also a healthy treat— low fat, low calories. A taste of guilt free pleasure We make brands stronger. We make brand leaders smarter. Consumer GRAYS Lemon creme Guilt free pleasure gourmet cookies GRAYS Peanut Butter Guilt free pleasure gourmet cookies GRAYS Ginger Bread Guilt free pleasure gourmet cookies GRAYS Cranberry Time Guilt free pleasure gourmet cookies The consumer’s first interaction with a brand will be with a big idea that delivers the Brand Promise Purchase Moment Innovation Experience The consumer may engage in the big idea through the telling of the Brand Story GRAYS Guilt free pleasure gourmet cookies 2 5 1 3 4 The consumer engages a brand at 5 main touch-points
  17. 17. We make brands stronger. We make brand leaders smarter. Today’s consumer engages 5 main touch-points, but in a non-linear, and random way, within a confusing and cluttered marketplace Purchase Moment Brand Story Innovation Surprise Competitive messages Consumer Brand Promise Without an organizing big idea, the brand is at risk of showing up as a complete mess within the cluttered mess of the market The Brand Influential Voices Happy Experiences Ubiquitous connections Experiences beyond products
  18. 18. We make brands stronger. We make brand leaders smarter. • Create a simple brand promise that separates your brand from competitors, based on being better, different or cheaper. • Use your brand story to motivate consumers to think, feel or act, while beginning to own a reputation in the mind and hearts of consumers. • The moment of truth as consumers move through the purchase cycle and use channels, messaging, processes to make the final decision. • Fundamentally sound product, staying at the forefront of trends and using technology to deliver on your brand promise. • Turn the usage of your product into an experience that becomes a ritual and favorite part of their day. Align all 5 consumer touch-points under the brand’s Big Idea Brand Promise Brand Story Happy Experiences The big idea organizes the brand across all 5 touch points. Purchase Moment Innovation Surprise
  19. 19. We make brands stronger. We make brand leaders smarter. Big idea connects and separate brand from competitors Use your brand’s differences to move consumers Keep your brand fresh and on top of trends Move consumers through the buying system Experiences that consistently over- deliver the promise Consumer Big Idea The Brand Brand Promise Brand Story Happy Experiences Purchase Moment Innovation Surprise Positioning Advertising and Communication Product Development Selling and Retail Operations and Culture The big idea must inspire and align everyone who works behind the scenes of the brand. The big idea is the bridge between brand and consumer, aligning everything around the 5 consumer touch-points
  20. 20. We make brands stronger. We make brand leaders smarter. We think like consumers, and make everything easy to use. Technology should not be frustrating. We make it easy to do more/get more. Surprising leap- frog technology built around simplicity Allow consumers to try, touch,feel the products without pressure. Start with consumer experience and works back to the technology. Consumer Brand Brand Promise Brand Story Happy Experiences Purchase Moment Innovation Surprise Positioning Advertising and Communication Product Development Selling and Retail Operations and Culture Apple used the big idea of “simplicity” as the bridge between brand and consumer, to align everything around the 5 consumer touch-points We make technology so simple that everyone can be part of the future
  21. 21. Apple’s advertising expresses “simplicity” We make brands stronger. We make brand leaders smarter.
  22. 22. All in one for work & creativity at work or family at home. The original brand. Do everything anywhere. Creative, functional, with durable, portable. Ubiquitous connectivity to your world. Mail, phone, music, photos. iTunes, Apple music, Beats The fun of music, movies, books Explore the world of entertainment, social and connectivity. “Simplicity” aligns all the Apple product innovation We make brands stronger. We make brand leaders smarter. Home/Office Portable SocialEntertainmentMobile
  23. 23. Straight out of the box. No set up needed. Apple allows everyone (from kids to seniors) to experience computers. Apple’s big idea starts with the expected consumer experience and works back to the technology Integration helps products work together and work the same. Fully integrated Apple Care Support. We make brands stronger. We make brand leaders smarter.
  24. 24. Genius Bar where you can get one-on-one tech support Training Courses for any Apple products. Take any Apple product on a test drive or play around. Accessories to personalize Apple products and experience. Apple’s store layout delivers “simplicity” at every stage towards the purchase moment We make brands stronger. We make brand leaders smarter.
  25. 25. We show how Apple’s strategy lines up to the 7 elements of Strategic Thinking and then create a 5-year brand strategy road map combining the Big Idea Map and Brand Plan. 2 How to develop Apple’s Brand Strategy Road Map
  26. 26. We make brands stronger. We make brand leaders smarter. 1 3 4 5 6 7 8 Visionary Early Win Speed Leverage Gateway Opportunity Questions2 Case Study 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. An opening in the market, based on a potential change in the market (consumer needs, technology change, new channels) Align your limited resources to a distinct point you can break through getting you on a path to your vision. Must ask the right questions that frame the issues in the way of achieving the desired vision  Where do you struggle the most?
  27. 27. We make brands stronger. We make brand leaders smarter. 8 elements of smart strategic thinking 1 3 4 5 6 7 8 Visionary Early Win Speed Leverage Gateway Opportunity Questions2 How do we strengthen and leverage our bond with our most loyal Apple users? With each new product, they used,high profile launch hype to generate excitement, transforming early adopters into vocal Apple activists to spread the word. Apple wants everyone to be part of technology in the future. Apple created a consumer bond around the Big Idea of “making technology simple” leveraging tight connection with their brand fans to enter new categories.  Apple is now the most beloved consumer driven brand, with premium prices, stronger market share, sales and profits. Fast follower on technology, making easy to use, with consumer-friendly laptops, phones, tablets. Capitalize on the consumer frustration with technology, that was preventing the mass consumers from experiencing everything technology can offer. Build everything around simplicity and design. A consumer first mentality to technology, transform leading technology into “consumer accessible” technology. Case Study
  28. 28. 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? • Fast to market to stay ahead • Create and build a community • 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 Apple U courses • Increase retail footprint. Case Study
  29. 29. We make brands stronger. We make brand leaders smarter. © Beloved Brands Inc. Promise: Experience:Innovation Purchase MomentStory: Vision: Purpose: Values: Brand strategy road map for the future Strategies: Tactics: Organizing Big Idea: Apple makes technology so SIMPLE that everyone can be part of the future • 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 Apple U courses • Increase retail footprint. Apple wants everyone in the world to be part of the future. At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently. We believe equally in art and technology. Consumer first, simplicity and ease-of-use, stylish designs, fast-to-market, community. Goals: Issues: Continue 10% sales growth, double market share in Asia, launch 5 new technologies 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? We make technology so simple so that everyone feels smarter Technology should not be frustrating. We make it easy to do more/get more. Surprising leap-frog technology around simplicity Allow consumers to try, touch, feel in a soft sell retail store. Launch hysteria. Enable consumers to get the most from your Apple. Case Study
  30. 30. A Beloved Brand like Apple uses the love consumers have for the brand to replicate the power of a monopoly. And from that power, it drives stronger growth and higher profits. 3 How Apple’s brand love drives power and profit
  31. 31. We make brands stronger. We make brand leaders smarter. Indifferent Love It Like It Beloved We use the Brand Love Curve to get in the shoes of the consumer and understand how they see your brand Consumer Unknown The Brand
  32. 32. We make brands stronger. We make brand leaders smarter. Indifferent Love It Like It Beloved We use the Brand Love Curve to get in the shoes of the consumer and understand how they see your brand Consumer Unknown Satisfied A logical, practical choice. Begin to trust the brand. No emotional bond or feeling. Unfamiliar Never saw brand before. Must be new. I don’t know anything about brand. No Opinion Don’t really see difference. Confused or not interested. Stick to current brand. Crave It Emotional choice, lifestyle fit. Great experience. One of your favorite brands. Part of a routine. Brand Lovers Self expressive, emotional Rituals, memories built into your life. Never switch.
  33. 33. We make brands stronger. We make brand leaders smarter. The BRAND LOVE you generate transforms into BRAND POWER that you can wield in the marketplace. Brand Love Power
  34. 34. We make brands stronger. We make brand leaders smarter. Here’s how a beloved brand can generate more competitive power through Michael Porter’s model Competitive Rivalry Power of Buyers Power of Suppliers Threat of Substitutes Threat of Entrants New Brands just can’t break through the emotional bond of a beloved brand. Consumers feel more and think less. Desire and crave. They become brand fans who can’t live without the brand. Suppliers serve at mercy of the beloved brand. High volumes drive down costs & margins. Suppliers build completely around brand. Channels are powerless against beloved brand. Consumers would switch stores before brands. Stores cannot stand up to beloved brand. Substitutes cannot match emotional bond that the beloved brand has with their brand fans. They have a monopoly on feelings.
  35. 35. The tighter the bond the brand creates with their consumers, the more powerful that brand will be with all stakeholders Consumers switch stores before they switch brands Willing to cut costs to be part of the beloved brand. Cannot duplicate emotional connection of the beloved brand Struggle to break bond and momentum the beloved brand has Proud, fully engaged, motivated, outspoken fans. Strong culture. Outspoken brand fans carry influence over the purchase All media (paid, earned, search, social, home) favor the beloved brands Channels Competitors New EntriesSuppliers Media Influencers Employees Outspoken fans who think less and feel more Consumers Brand Power
  36. 36. We make brands stronger. We make brand leaders smarter. The tight bond Apple has created with consumers gives them a tremendous source of power Apple is a badge that people want to show off. It has always been the anti-establishment anti-blue suit brand (anti-IBM, anti-Microsoft) that’s on the side of the people. Apple uses this emotional power with consumers to defend, to buy every new product and to pay 30-50% price premiums. Everything starts with the consumer.
 “You’ve got to start with the customer experience and work backwards to the technology. You can't start with the technology and then try to figure out where you're going to sell it.” Steve p. Jobs Consumers Outspoken fans who think less and feel more
  37. 37. We make brands stronger. We make brand leaders smarter. 37 Apple is seen as the most beloved brand in the category. Samsung and Sony have some like, but very few love Apple’s Brand promise connects, and the product and experience exceeds expectation on delivering that promise.
  38. 38. We make brands stronger. We make brand leaders smarter. Apple’s tight bond with consumers makes it nearly impossible for competitors to penetrate that bond. Competitors think technology first. Consumers find technology to be confusing, frustrating, intimidating. Project technology gadgets not consumer benefits.Void of design, simplicity and emotional appeal. New entrants have not been able to replicate the combination of technology, simplicity, design and coolness. Competitors New Entries Cannot duplicate emotional connection of the beloved brand Struggle to break bond and momentum the beloved brand has
  39. 39. We make brands stronger. We make brand leaders smarter. In terms of value chain, Apple commands a power over both the channels and suppliers Apple’s power gets it Preferential Treatment. Price premiums and lower margins for retailers. Popularity of the Apple stores is tremendous. Best space in malls, special sections in stores, sales rep fans. Suppliers play by Apple’s rules. Apple has a supplier code of conduct and an Apple Audit Team to ensure they are on side. Apple has access to supplier’s best new products (e.g. Intel chips) before others do. Channels Suppliers Consumers switch stores before they switch brands Willing to cut costs to be part of the beloved brand.
  40. 40. We make brands stronger. We make brand leaders smarter. Apple is a very passion-driven culture, similar to the emotional connection they have with consumers. Apple is a passionate culture, but a tough passion. People want to be part of Apple, but only the best of the best survive. Apple is a purpose driven culture that wants to make am “dent in the universe”. Challenging and perfection driven culture in the spirit of Steve Jobs. OK is always rejected, pushing for greatness obsessively on every detail. It’s a “Think Different” and a work-hard play-hard culture. Apple is about absolute secrecy and insistence on control almost to the point of dysfunctional. Proud, fully engaged, motivated, outspoken fans. Strong culture. Employees
  41. 41. We make brands stronger. We make brand leaders smarter. Apple’s consumer popularity gives it a power over all the sources of media Stay newsworthy, manage the news cycle. Consistently innovative Ads witt high breakthrough. People use apple.com to find products directly and completely by-pass search. Outspoken fans influence social media.More likes/tweets. Apple leverages its power to influence and control all sources of media. Social Media Home PageEarned Media SearchPaid Media Purchase MediaExperiential Outspoken fans influence social media.More likes/tweets. Provide product “test drives” at the store level All media (paid, earned, search, social, home) favor the beloved brands Media
  42. 42. We make brands stronger. We make brand leaders smarter. Consider Aware Fan Loyal Repeat Satisfied Buy Search Consumer Apple manages the Consumer Buying System at every stage Hype Launch Announcements to creates news and excitement. Be everywhere by Influencing experts, critics and news media gives credibility to Apple products. User friendly experience on day 1. Apple genius bar provides quick easy answers to make you smarter. Mass Advertising that connects emotionally and separates Apple products from the pack. Point of Sale space and experts creates distinction for Apple, Apple stores, or the store-within-a-store concept. Apple knows the details matter. The products over deliver and satisfy consumers. Apple uses leadership position on social media to spread the brand messages Stylish Cool designs have made Apple a badge to show off. Sense of a club creates a “with us or against us” advocacy that creates outspoken fans.
  43. 43. We make brands stronger. We make brand leaders smarter. Apple’s brand power helps them earn Media via the News, Social Media and Twitter dwarfs their competitors. 0" 50" 100" 150" 200" 250" 300" 350" 400" Apple Google Microsoft Sony Samsung News" Social" Twi3er" • Apple gets almost $1 Billion per year in free media value. • Apple is the #1 news media brand, 2x Google. It’s the #2 social brand behind Google, and #1 Twitter brand 3x that of Sony and Samsung.
  44. 44. We make brands stronger. We make brand leaders smarter. Apple does a great job in managing all tech critics and on-line tech blogs Tech Experts speak out on behalf of Apple: Able to garner positive reviews for every new product launch and help defend against inferior competitors. Apple has a tight network of pro-Apple supporters they continuously reach out to. Outspoken brand fans carry influence over the purchase Influencers
  45. 45. We make brands stronger. We make brand leaders smarter. The economics and accounting of how beloved brands turn power into stronger growth and profit Price& Quan+ty& Supply& Demand' Increased' Demand' $400$ $250$ 10M$ 15M$ Driving demand gives your brand the ability to drive the price up, and higher quantities gives better economies of scale. Profitability = Margin x Quantity Prices ShareCosts Market SizeMargins Volume Premium Pricing Trading Up Lower cost of goods Efficient Program Spending Stealing Competitive Users Get loyal users to use more Enter new markets Find new uses
  46. 46. The 8 ways that Brands can use their power to drive more profit 1 Premium Pricing 2 Trading Up 3 Lower cost of goods 4 Efficient Program Spending 5 Stealing Competitive Users 6 Get loyal users to use more 7 Enter new markets 8 Find new uses Higher Prices Higher Share Lower Costs Bigger Market Higher Margins Higher Volume
  47. 47. We make brands stronger. We make brand leaders smarter. Apple uses their brand love and power to increase prices, lower costs gain share and enter new markets Case Study
  48. 48. We make brands stronger. We make brand leaders smarter. • Apple has done a good job in diversifying over the years. However, with the success of smart phones and tablets, Apple’s revenue has become a very mobile driven revenue stream. • With a shifting business mix, Apple has seen steady gains on Gross Margins % from 27% up to 44%. For instance, the iPhone has GM% of 58%. Apple’s revenue mix shifting to iPhones and iPads
  49. 49. Brand Love ProfitPower Apple has been able to turn their brand love into power and then into Profits and a remarkable increase in Valuation Apple over-delivers against the promise of simplicity and coolness to creates an emotional bond with an extremely loyal and outspoken following. Apple has Momentum with a 25- fold growth rate in the last 10 years. Power with consumers creates badge & talk value. media hype, channel compliance. Competitors can’t keep up. Cash Flow + Optimism gives strong brand value. Revenue Growth helps every ratio. Gross Margins are up due to price premiums.
  50. 50. Apple uses the love consumers have for the brand to create a bond that replicates the power of a monopoly. Brand Love ProfitPower
  51. 51. We make brands stronger. We make brand leaders smarter. Apple has used brand love to command power and enable them to drive both revenue and profits
  52. 52. We make brands stronger. We make brand leaders smarter. We will help you unleash your full potential Brand Coaching Services
  53. 53. We make brands stronger. We make brand leaders smarter. We make brands stronger. We make brand leaders smarter. Our role is to challenge you to think differently about your future, so that you can realize your full potential. TM
  54. 54. 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
  55. 55. We make brands stronger. We make brand leaders smarter. We make brands stronger. We make brand leaders smarter. We lead a 360 assessment of your business, looking at the marketplace, consumers, channels, competitors and the brand. We help you define your brand, with a simple, unique, inspiring, motivating and own-able Brand Positioning Statement. We will create a Big Idea that will transform your brand’s soul into a winning brand reputation. We help you build a strategic Brand Plan that everyone who works on the brand can follow We coach on Marketing execution, helping to tighten the bond with your consumers and drive brand growth We will build a Brand Management training program, to unleash the full potential of your Marketing team. 1 2 3 4 5 6 TM
  56. 56. We make brands stronger. We make brand leaders smarter. We will lead a 360 brand assessment, looking at the marketplace, consumers, channels, competitors and brand Deep Dive Review Macro view of marketplace looking at economic, consumer, technology, trends. Define consumer target, looking at beliefs, buying habits, growth trends and key insights. 2 5 1 3 4 Understand brand performance and reputation. Use brand funnel, tracking results, pricing analysis, distribution gaps and financial results. Look at channel performance, customer strategies, distribution gaps, merchandising performance. Dissect closest competitors by looking at performance, positioning, innovation, pricing, distribution and reputationSummarize the analysis into drivers and inhibitors currently facing brand as well as threats and opportunities for the future. Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. Weaknesses or friction slows brand down, leak to fixi Opportunities Threats Changing consumer needs, technologies, channels, legal, Competitor launch, trade barriers, customer preference. 6 Look at macro subsegments or formats • Some different types of macro views you want to look at includes performance of size, format or benefit segments. Look at the channel performance at the category level. You can also look at macro competitive market share trends. • With each chart, you are looking for a break in the data to tell a story on the category. 0" 10" 20" 30" 40" 50" 60" XL" Large"size" Mid"Size" Travel"size" Overall" 2012" 2013" 2014" 2015" Healthy( Whitening( Freshening( Repair( 0" 20" 40" 60" 80" 100" 120" 140" Grocery" Drug" Mass" Club" Overall" 2012" 2013" 2014" 2015" Size Formats Benefit Segment Where sold Allergy Category $ Share 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00% 50.00% P E D ec 29 01 P E F eb 23 02 P E A pr20 02 P E June 15 02 P E A ug 10 02 P E O ct05 02 P E N ov 30 02 Jan 25 2003 M ar22 2003 M ay 17 2003 July 12 2003 S ept06 2003 N ov 01 2003 D ec 27 2003 Feb 21 2004 A pr17 2004 June 12 2004 A ug 07 2004 O ct02 2004 N ov 27 2004 Jan 22 2005 M ar20 2005 M ay 14 205 Jul9 2005 S ep 3 2005 O ct29 2005 Reactine Benadryl Claritin Aerius Allegra Chlor-Tripolon C/L Competitive Market Share Category Analysis The Brand Funnel Awareness Familiar Consider Purchase Repeat Loyal Unknown Indifferent Love It Like It Beloved The Brand Love Curve 0 15 30 45 60 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Gray's Dad's Sue's Devonshire Competitive market share performance Customer scorecards Customer A Scores Overall Sales Dollars 39 Share of Category 11% % dollar change +19.1% Your Brand Share 33% % change +3.3 points Share Index 105 Your brand’s avg Price $6.33 % change +3.3% Price Index 125 Share of Co-Op Ads 33% % change +18% Co Op Index 143 Share of Merch 25% % change -2% March Index 111 Customer scorecards Customer A Scores Overall Sales Dollars 39 Share of Category 11% % dollar change +19.1% Your Brand Share 33% % change +3.3 points Share Index 105 Your brand’s avg Price $6.33 % change +3.3% Price Index 125 Share of Co-Op Ads 33% % change +18% Co Op Index 143 Share of Merch 25% % change -2% March Index 111 and versus other periods. Pricing Differences by Channel First, look at the average price and change versus year for each channel. Match up the data to what the sales colleagues are saying about the different prices for each ch Depending on channel/brand, you should be looking at deal pricing, % on deal and coop ad points. Compare ea the channels and compare to prior years. Food Drug Mass Club Avg Price $6.55 $6.47 $6.62 $6.54 % change vya -6.4% -2% +3.1% -1.9% Avg Price on Deal 5.99 6.59 5.29 5.49 % change vya +8.3% -12.3% +1.7% +2.7% % on deal 32% 22% 38% 20% +/- vya +7 pts +1 pt +10 pts -2 pts A B We make We make brand Distribution gap analysis Tops Kroger CVS Club A&P Safeway 7-1 Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon W We ma Distribution gap analysis Tops Kroger CVS Club A&P Safewa Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon W We mak Draw conclusions. Compare how you're doing in each channel and versus other periods. We We make Pricing Differences by Channel First, look at the average price and change versus year ago, for each channel. Match up the data to what the sales colleagues are saying about the different prices for each channel. Depending on channel/brand, you should be looking at the deal pricing, % on deal and coop ad points. Compare each of the channels and compare to prior years. Food Drug Mass Club Avg Price $6.55 $6.47 $6.62 $6.54 % change vya -6.4% -2% +3.1% -1.9% Avg Price on Deal 5.99 6.59 5.29 5.49 % change vya +8.3% -12.3% +1.7% +2.7% % on deal 32% 22% 38% 20% +/- vya +7 pts +1 pt +10 pts -2 pts A A B B We make brands stron We make brand leaders sma Distribution gap analysis Tops Kroger CVS Club A&P Safeway 7-11 Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon We make b We make brand l Distribution gap analysis Tops Kroger CVS Club A&P Safeway 7-11 Gray’s 8 ct Choc Chip Gray’s 16 ct Choc Chip Gray’s 8 ct Mint Chip Gray’s 16 ct Mint Chip Gray’s 8 ct Lemon Program tracking shows how well you are doing behind key marketing activities • Program tracking or testing results can compare how well the program has done against key measures. • You will also be able to get scores that match up to the brand funnel such as Awareness (aided, unaided), purchase scores (share of last 5 purchases) and purchase intention. Tracking Results Gray’s Norm Aided Recall 38 62 Unaided Recall 30 46 Brand Recognition 10 23 Brand Link .33 .50 Main Message 64 60 Uniqueness 38 22 Purchase Intent 10 9 Ad Tracking Brand Analysis
  57. 57. We make brands stronger. We make brand leaders smarter. Define a focused consumer target profile with insights, enemies and buying patterns. Use our Benefits Ladder to move from features to rational and emotional benefits We will help you define your brand, with a simple, unique, motivating and own-able Brand Positioning Statement. 2 5 1 Use our benefit cheat sheets to understand the Functional and Emotional benefits you can own. 3Benefits Ladder 4 Determine your winning zone, where your brand is better, different or cheaper. Winning positioning statement that is unique, own- able motivating to consumers Brand Positioning Building a winning brand positioning statement To (Target) • Healthy proactive preventers who want to do more for their health, working moms, who are 35-40 years old. Gray’s is the (Category) • Tasty healthy cookie option That is the (Benefit) • Guilt free cookie that tastes so good that you can stay in control of your health That’s because (Support Points) • In blind taste tests, Gray’s matched the leaders on taste, but only 100 calories and 3g of net carbs. • In a 12-week study, consumers using Gray’s once a night as a desert were able to lose 5-10 pounds. 1 2 3 4 Consumer Target Product features Functional benefits Emotional benefits Works betterFunctional Benefits Simplify Life Make Smarter Make Healthier Saves money Helps family Sensory Appeal Stay Connected Experience Seek knowledgeFunctional Benefits Stay in control Feel myself Feel comfortable Feel optimistic Feel free Get noticed Feel liked
  58. 58. We make brands stronger. We make brand leaders smarter. Brand’s Big Idea We will help create a Big Idea that will transform your internal brand soul into a winning external brand reputation. The Big Idea helps simplify the brand message as an outward expression of the inner Brand Soul We make brands stro We make brand leaders sm Promise Brand Story Innovation Purchase Moment Experience Big Idea Brand Positioning Advertising and Communication Product Development Selling and Retail Operations and Culture Consumer The Brand Big Idea Drive consistency using the brand’s Big Idea to show up the same way at all 5 consumer touch-points Consumers have 7 seconds to connect with a brand’s Big Idea A brand finds its equilibrium when the Big Idea impacts a brand reputation to perfectly match up to the Brand Soul Soul Reputation= Based on their personal experiences, consumers form a reputation they spread to others. 1 2 3 4 5 =Big Idea Brand Soul Consumer
  59. 59. We make brands stronger. We make brand leaders smarter. 2 4 31 Strategic questions to help frame the key issues 5 We will help build a strategic Brand Plan that everyone who works on the brand can follow Drivers and inhibitors currently facing brand. Risks and opportunities for future. Deep dive review looks at every potential area of the brand • Market: Macro view, economic indicators, consumer behavior, technology, political • Consumer: Target, buying habits, trends, consumer enemies, key insights • Channels: growth channels, major customers, available tools and programs • Competitors: Performance, positioning, innovation, pricing, distribution, perceptions. • Brand: Funnel, reputation, tracking results, pricing, distribution, financial analysis. Drivers Inhibitors Factors of strength or inertia that accelerate your brand’s growth. Weaknesses or friction slows brand down, leak to fixi Opportunities Threats Changing consumer needs, technologies, channels, legal, Competitor launch, trade barriers, customer preference. What is the core strength your brand can win on? How engaged are consumers? What is your current competitive position? How tightly connected is your consumer to your brand? What is the current business situation your brand faces? 3 1 5 4 We make brands stronger. We make brand leaders smarter. 1. Where could we be? 2. Where are we? 3. Why are we here? 4. How can we get there? 5. What do we need to do? Before getting started on your Brand Plan, map out your strategic thinking by asking 5 simple strategic questions Vision/Purpose/Goals Situation Analysis Key Issues Strategies Execute & Measure Questions to ask Planning elements 1 2 3 4 5 6 Use “where are we” questions to uncover answers that frame the overall brand plan. Lay out elements of the Brand Plan, on one page and in a formal presentation Brand Plan 2 The Annual “Brand Plan On a Page” Analysis Issues and Strategies Executional Plans P&L forecast • Sales $30,385 • Gross Margin $17,148 • GM % 56% • Marketing Budget $8,850 • Contribution Margin $6,949 • CM% 23% Drivers • Taste drives a high conversion of Trial to Purchase • Strong Listings in Food Channels • Exceptional brand health scores among Early Adopters. Highly Beloved Brand among niche. Inhibitors • Low familiar yet to turn our sales into loyalty • Awareness held back due to weak Advertising • Low distribution at specialty stores. Poor coverage. • Low Purchase Frequency even among most loyal. Threats • Launch of Mainstream cookie brands (Pepperidge Farms and Nabisco). • De-listing 2 weakest skus weaken in-store presence • Legal Challenge to tastes claims Opportunities • R&D has 5 new flavors in development. • Sales Broker create gains at Specialty Stores • Explore social media to convert loyal following. Key Issues 1. What’s the priority choice for growth: find new users or drive usage frequency among loyalists? 2. Where should the investment/resources focus and deployment be to drive our awareness and share needs for Gray’s? 3. How will we defend Gray’s against the proposed Q1 2014 ‘healthy cookie’ launches from Pepperidge Farms and Nabisco? Strategies 1. Continue to attract new users to Gray’s 2. Focus investment on driving awareness and trial with new consumers and building a presence at retail. 3. Build defense plan against new entrants that defends with consumers and at store level. Goals • Increase penetration from 10% to 12%, specifically up from 15% to 20% with the core target. Monitor usage frequency among the most loyal to ensure it stays steady. • Increase awareness from 33% to 42%, specifically up from 45% to 50% within the core target. Drive trial from 15% to 20%. Focus for sales is to close distribution gaps going from 62% to 72%. • Hold dollar share during competitive launches and continue to grow 11% post launch gaining up to 1.2% share. Target zero losses at shelf. Advertising • Use awareness to drive trial of the new Grays. Target “Proactive Preventers”. Suburban working women, 35-40.Main Message of “great tasting cookie without the guilt, so you can stay in control of your health”. Media includes 15 second TV, specialty health magazines, event signage, digital and social media Sampling • Drive trial with In-store sampling at grocery, Costco, health food stores and event sampling at fitness, yoga, women’s networking, new moms. Distribution • Support Q4 retail blitz with message focused on holding shelf space during the competitive launches. Q2 specialty blitz to grow distribution at key specialty stores. Innovation • Launch two new flavours in Q4/15 & Q4/16. Explore new diet claims, motivating and own- able. Competitive Defense Plan • Pre Launch sales blitz to shore up all distribution gaps. At launch, heavy merchandising, locking up key ad dates, BOGO. TV, print, coupons, in-store sampling. • Use sales story that any new “healthy” cookies should displace under-performing and declining unhealthy cookies. Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. $100 Million brand by 2020. Forecast Analysis Brand Vision Strategies Execution Key Issues Goals 1 5 4 3 2 6 5
  60. 60. 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 We coach on Marketing execution, helping to tighten the bond with your consumers and drive brand growth Marketing Execution
  61. 61. We make brands stronger. We make brand leaders smarter. We will build a Brand Management Training Program, to unleash the full potential of your Marketing team. Training Program Strategic Thinking Brand Positioning Brand Plans Creative Briefs Brand Analytics and the Business Review Marketing Execution Creating a Beloved Brand Consumer Centricity Managing your Marketing Career 1 2 6 4 5 3 7 8 9 Menu of training programs
  62. 62. Investing in your people pays off with smarter strategies, amazing execution and stronger brand results We will unleash the full potential of your people so you will see a direct impact on your brand’s growth trajectory. We will train your team on the fundamentals of brand management • Address gap on brand analytics and strategic thinking, to ensure you end up with smarter Brand Plans and Creative Briefs. • Improve judgment and decision-making to ensure your Marketing execution pays back. • We can see first hand the impact that training has on your team’s skills, motivations and behaviors. • Our workshop style training provides an immediate impact on their day-to-day jobs.
  63. 63. We make brands stronger. We make brand leaders smarter. Graham spent 20 years in Brand Management leading some of the world’s most beloved brands at Johnson and Johnson, Pfizer, General Mills and Coke, rising up to VP Marketing. In his career, he has won numerous Advertising and Innovation awards. Graham played a major role in helping Pfizer win Marketing Magazine’s “Marketer of the Year” award. Graham started Beloved Brands believing he could make brands stronger and brand leaders smarter. Graham will challenge you and your team to think differently and strategically. He leads workshops that will help define your Brand Positioning Statement, create a Big Idea for your brand, and write Brand Plans to motivate and focus everyone that works on the brand. He will build Brand Management training programs that will help unleash the full potential of your team, so your team can produce exceptionally smart work that drives stronger brand results. The Beloved Brands robust client roster has included the NFL Players Association, Reebok. Acura, Shell, Jack Link’s, 3M, Melitta, Capital One and Pfizer. Graham Robertson at Beloved Brands One of the voices of today’s Brand Leaders.
  64. 64. We make brands stronger. We make brand leaders smarter. Graham Robertson at Beloved Brands Significant career experience in Brand Management Education • MBA, Ivey School of Business, Western University, 1994 • Bachelor of Commerce, Carleton University, 1989 Work History • President, 2009- Present • VP Marketing, 2005-08 • Group Brand Director, 1999-2005 • Senior Brand Manager, 1997-99 • Associate Brand Manager, 1994-96 • Coca-Cola, Summer Marketing Intern, 1993 • Marketing Training Program, 1989-92
  65. 65. We make brands stronger. We make brand leaders smarter. Do you want to get smarter about Marketing? Visit beloved-brands.com Over 5 million views from Marketers getting smarter
  66. 66. We make brands stronger. We make brand leaders smarter. We would love the opportunity to help you unleash the full potential of your brand and the full potential of your team of brand leaders. Graham Robertson • 416 885 3911 • graham@beloved-brands.com
  67. 67. We would love the opportunity to help you unleash the full potential of your brand and your brand leaders. Graham Robertson • 416 885 3911 • graham@beloved-brands.com

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