RYAN McDAID BRAND PLANNING & STRATEGY PORTFOLIO 10/3/12

1. Ryan McDaid
BRAND PLANNER &
STRATEGIST
908-­‐334-­‐9900
MCDAIDR@GMAIL.COM

2. PAST EXPERIENCE

3. TROJAN CONDOMS :: Pickin up Good Vibrations
CHALLENGE:
Trojan
Condoms
has
always
been
known
as
the
trusted
brand
for
“safe
sex”.
When
Church
&
Dwight
decided
it
was
Nme
to
expand
the
porPolio
beyond
contracepNves
we
were
tasked
with
idenNfying
new
innovaNon
territories
and
building
strategic
communicaNon
plaPorms
that
would
maintain
the
brand
integrity
while
evolving
the
image.

4. TROJAN CONDOMS :: Pickin up Good Vibrations
APPROACH:
We
needed
to
get
inNmate
with
our
consumers
to
find
out
what
“sexual
health”
meant
to
them.
Through
quanNtaNve
surveys,
focus
groups
and
ethnographies
we
engaged
Millennial,
Gen
X
,
and
Boomer
couples
to
find
out
what
role
pleasure
had
in
their
lives.
We
gave
consumers
the
chance
to
arNculate
where
they
felt
Trojan
had
the
right
to
play
in
the
bedroom.
INSIGHTs:
-­‐
We
found
that
consumer
senNment
around
“sexual
health”
went
beyond
contracepNon.
It
extended
to
new
areas
such
as
mutual
orgasms
and
sexual
exploraNon.
-­‐
Trojan’s
extension
line
of
added-­‐sensaNons
condoms
(i.e.
Fire
&
Ice
and
Ecstasy)
had
already
bridged
the
worlds
of
“safe
sex”
and
enhanced
pleasure
in
the
minds
of
consumers.
This
gave
the
brand
permission
to
conNnue
to
explore
pleasure
enhancing
products
such
as
vibrators
and
lubricants
while
maintaining
consumer
trust.
-­‐
Millennial
&
Gen
X
couples
asserted
that
sexual
pleasure
was
not
only
the
foundaNon
of
a
healthy
relaNonship
but
a
healthy
lifestyle.
RESULT:
Trojan
VibraNons:
a
line
of
vibraNng
toys
for
individual
&
couples
play.
Our
findings
gave
Trojan
the
permission
&
confidence
to
fight
for
distribuNon
in
drug
and
mass
retailers
like
CVS,
Walgreens
and
Walmart.
We
then
created
a
brand
idenNty
to
coincide
with
a
porPolio
extension
that
transformed
Trojan
from
a
“sexual
health”
to
a
“sexual
innovator”
brand
on
the
forefront
of
healthy
lifestyles.

5. SEVENTH GENERATION :: It ain t easy being green
CHALLENGE:
Seventh
GeneraNon
has
always
been
a
fan
favorite
among
dark
green
consumers
but
it
scared
away
the
mainstream
with
aggressive
environmental
messaging
and
rumors
of
poor
efficacy.
We
were
tasked
with
the
challenge
of
making
the
brand
image
more
approachable
and
giving
the
mainstream
a
reason
to
believe
without
loosing
the
core
dark
green
consumer.

6. SEVENTH GENERATION :: It Ain t easy being Green
APPROACH:
To
bring
Seventh
GeneraNon
to
the
mainstream
we
knew
we
had
to
start
with
the
heads
of
the
household,
moms.
We
targeted
social
groups
of
mothers
who
idenNfied
themselves
as
“light
green
leaning”
to
find
out
how
“green”
fit
into
their
lives
and
where
the
barriers
of
entry
existed
for
the
category.
Insights:
-­‐
The
first
thing
we
heard
was
that
the
“guilt
trips”
being
delivered
by
dark
green
products
were
turning
moms
off
to
the
category
enNrely.
-­‐
One
of
the
key
barriers
we
idenNfied
was
the
disconnect
between
“green”
and
“clean”.
Mothers
believed
that
green
meant
you
had
to
compromise
on
efficacy.
-­‐
We
found
that
for
moms
green
started
with
organic
foods
and
products
that
were
consumable.
This
gave
us
the
key
insight
that
green
messaging
is
most
effecNve
when
it
is
Ned
to
personal
health
instead
of
environmental
health.
-­‐
Finally,
we
found
that
word
of
mouth
was
the
most
powerful
tool
for
spreading
knowledge
and
product
recommendaNons.
We
knew
that
if
we
wanted
to
get
the
word
out
about
7th
Gen
we
needed
to
create
social
currency
for
these
consumers.
RESULT:
Seventh
GeneraNon
lightened
up.
We
turned
down
the
“guilt
factor”
in
the
product
messaging
and
switched
to
a
voice
of
educaNon
and
celebraNon.
In
the
end
we
reminded
moms
that
Seventh
GeneraNon
products
are
looking
out
for
both
her
loved
ones
and
the
world
they
will
inherit.

7. DIAGEO GUINNESS USA :: Making Lemonade OuT of Lemons
CHALLENGE:
Each
summer
the
Diageo
Guinness
USA
porPolio
turned
into
a
bunch
of
lemons.
It
was
clear
that
the
lineup
lacked
a
strong
summer
player.
We
were
tasked
with
exploring
innovaNve
ways
to
build
within
the
porPolio
without
having
to
introduce
a
new
brand
to
the
category.

8. DIAGEO GUINNESS USA :: Making Lemonade OuT of Lemons
APPROACH:
We
dove
into
the
DGUSA
porPolio
history
to
idenNfy
which
of
the
brands
had
the
ability
to
win
in
the
summer
months.
Acer
understanding
each
of
the
personaliNes
in
the
DGUSA
porPolio
and
analyzing
their
consumer
percepNon
and
brand
health
we
idenNfied
Harp
as
having
the
most
room
for
image
augmentaNon.
INSIGHTs:
-­‐
Harp’s
history
was
steeped
in
innovaNon
and
rapid
response
to
market
shics
and
trends.
-­‐
We
found
small
brands
like
Leinenkugel
dominated
sales
each
3rd
quarter
with
their
summer
shandy.
-­‐
Data
showed
that
the
shandy’s
refreshing
light
taste
made
the
brew
appealing
to
both
male
and
female
consumers
leveling
the
gender
divide
that
typically
plagued
the
import
beer
category.
RESULT:
Harp
Shandy
was
born.
Diageo
realized
they
had
a
brand
that
was
versaNle
enough
to
take
on
a
lighter
summer
flavor
extension
without
loosing
its
idenNty.
Harp
Shandy
was
launched
in
test
markets
during
the
summer
of
2012
proving
DGUSA
is
a
porPolio
for
all
seasons.

9. COLANGELO :: Building an Organic insights machine
CHALLENGE:
Insights
are
the
lifeblood
of
creaNve
campaigns
but
harvesNng
them
takes
Nme
and
resources.
The
Colangelo
strategy
team
was
constantly
stretched
thin
across
a
myriad
of
campaigns
and
couldn’t
serve
every
account.
We
set
out
to
find
a
way
to
empower
account
&
creaNve
teams
to
derive
insights
on
their
own.

10. COLANGELO :: Building an Organic insights machine
APPROACH:
We
knew
that
to
empower
account
and
creaNve’s
to
act
like
planners
we
first
had
to
idenNfy
and
reward
exisNng
strategic
behavior.
To
observe
how
these
teams
worked
we
spent
Nme
with
account
and
creaNves
to
find
out
what
they
personally
did
when
taking
on
new
projects.
INSIGHTs:
-­‐
We
found
that
even
though
employees
were
regularly
reading
and
researching
they
were
not
saving
and
archiving
data
in
a
place
where
their
teams
could
access
it.
-­‐
Employees
wanted
to
share
insights
but
were
afraid
to
overload
each
other’s
inboxes
with
informaNon
that
was
not
immediately
perNnent.
-­‐
The
employee
behavior
of
using
social
media
to
share
arNcles
was
well
established
within
the
agency.
RESULT:
The
Tentacle
Blog:
an
internal
wiki
that
allowed
each
Colangelo
employee
to
log
in,
share
and
tag
arNcles.
This
plaPorm
ensured
informaNon
could
live
in
a
searchable
online
archive
and
be
recalled
at
the
start
of
any
project.
It
increased
efficiency
on
projects,
expedited
the
spread
of
industry
informaNon
and
created
a
company
culture
that
was
excited
to
learn
and
share.
We
took
it
up
a
notch
by
gamifying
the
wiki
and
rewarding
frequent
posters.
In
the
end
everyone
was
a
winner.

11. What Coworkers
have said:
Ryan McDaid is a rare talent, super smart,
very insightful and incredibly articulate
and he managed not just to impress me (to
the point where I m writing this) but
captivated an audience of 30+ creatives at
NY Creative week with an incredible
impromptu session that had them laughing,
engaging and lingering at the end just to
say thanks in person. Suffice to say,
Colangelo was well represented in the
creative community that day. You should
all know this, and be proud.
- Brett Minieri :: CREATIVE DIRECTOR

12. THANK YOU
RYAN
MCDAID
908-­‐334-­‐9900
MCDAIDR@GMAIL.COM