Internal Branding

Workshop for Leaders to deﬁne the role of the culture and
organization in helping the brand deliver on their promise
Internal Branding
within your organization

Total Brand Management approach: analyzing,
thinking, defining, planning and executing
Process
Graphic
Brand Plan On a Page
Analysis Issues and Strategies Executional Plans
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.
Risks
• 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
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%, up
from 15% to 20% with the core target. Increase
awareness from 33% to 42%, specifically up
from 45% to 50% within the core target.
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.
Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie.
Think
Strategically
Inspire
smart
execution
Brand Plans
Define
your
Brand
Analyze
performance
Brand Plan On a Page
Analysis Issues and Strategies Executional Plans
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.
Risks
• 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
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%, up
from 15% to 20% with the core target. Increase
awareness from 33% to 42%, specifically up
from 45% to 50% within the core target.
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.
Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie.

The same thinking that goes into the
external Brand Communications to
consumers goes into the internal Brand
Communications to your employees

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.

The best brands of the previous
century were built through new
products, TV ads and a shopping cart.
The best brands of the modern world
are built on consumer experiences
backed by big ideas and great cultures.

We make brands stronger.
We make brand leaders smarter.
Vital elements to build a beloved brand
Passion matters.
Use passion in your
execution to become a
favorite brand of your
consumers. “I love it” is the
highest bar for great work.
Dare to be
different.
Brands need to
stand out as being
better, different or
cheaper. Or else,
they will not around
for very long.
Everything is about
the consumer.
Build everything you do around
your brand’s Big Idea.
The big idea is what consumers connects
with first, but the bond builds as each
touchpoint delivers that big idea
Breakthrough Focus.
Put your limited resources to
key breakthrough points that
help tighten the bond with
consumers, giving your brand
more power and profits.
1 2
3
Promise Experience
Purchase Moment
Innovation
Story
Consumer Brand
Big
Idea
4
5
Process
Graphic
What
consumers
want
What your
competitor
does best
What
your brand
does best
Winning
Zone
Risky
Zone
Dumb
Zone
Dumb
Zone
You need to know them
as well as you know
your brand. Know their
insights, enemies and
needs. Talk with
consumers about what
they get and how it
makes them feel.

BIG IDEA simplifies
brand message with an
outward expression of
the Brands Soul or
Brand DNA
Big
Idea
As consumers
experience the
brand, they
either accept or
reject idea
Consumers who are
continually satisfied
become loyal and develop
a bond with brand
Big Idea transforms DNA into Reputation
Consumers only have
7 seconds to connect
with brand’s big idea
A brand finds equilibrium when the
Brand DNA, Big Idea and Reputation
are all the same.
DNA Reputation= Consumers transform
their Brand Love into a
reputation they spread
1
2
3
4
5
6
=Big Idea
Brand
DNA
Consumer
Process
Graphic

Brand
DNA
Big
Idea
Think of the Brand DNA as your brand soul. It is why you get up in the morning
to do what you do. It includes your brand purpose, values, motivations and
beliefs. To keep things simple, we use the Big Idea to express the DNA to the
marketplace. The result of a consistent expression and management by
everyone who touches the brand, is to create a brand reputation in the
consumer’s mind that ends up being a perfect match for the DNA.
A brand ﬁnds equilibrium when the Brand DNA,
Big Idea and Reputation are all the same.

Big Idea Blueprint
Focused point of difference that your
brand can win on, because it meets
consumer needs, while separating
your brand from competitors.
Products & ServicesConsumer Reputation
Desired outward reputation of the
brand, that attracts, excites,
engages and motivates consumers
to think, feel and purchase.
Brand Role
Internal rallying cry that reflects your
purpose, values, motivations helping
to inspire, challenge and guide the
culture, including everyone’s focus
and daily behaviors.
Internal Beacon
The link between consumer and brand,
reflecting the way we service, support
and enable our consumers to ensure they
make the most of our brand offering.
Big Idea has to
accurately express the
brand’s soul, so it is
simply understood,
engaging, own-able and
moves consumers to
purchase.
Set of emotional characteristics,
and personality traits that help
consumers connect passionately
and identify with the brand on a
deeper self-reflective level.
Brand Character
Internal ViewExternal View
The Bridge

Connect 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
Build an experience
that consistently over-
deliver the promise
Promise Brand Story Innovation Purchase Moment Experience
Big
Idea
Positioning Advertising &
Communication
Product
Development
Selling &
Retail
Operations
& Culture
The Brand’s Big Idea organizes everything
around the 5 consumer touch-points
Consumer
The
Brand

Consumer
Social Media Home PageEarned Media SearchPaid Media Retail MediaExperiential
Make brand
newsworthy
to help
decisions.
Enlist lovers
as advocates
to influence
others.
Tell brand story
in own-able,
breakthrough,
moving way.
Help
consumers
make smarter
decisions.
Knowledge,
influence to
close the sale
or sell brand.
Bring brand to
life to replicate
ideal brand
experience
Manage
consumer
through entire
purchase cycle.
Big
Idea
We normally assume the Big Idea only helps to
organize the media choices to reach the consumers
The
Brand

Consumer
Big
Idea
Experience
Delivery
Problem
Solvers
Customer
Service
Top-to-top
servicing
Sales Team
Back room
team
ShippingR&D
Brand
Communication
Everyone that works for the brand should understand the Big Idea and
their role is in delivering that idea to consumers and customers.
Customer
The
Brand
The Big Idea organizes the culture and internal messaging to
ensure team meets needs of both consumers and customers

Ideally, your most remote sales person,
your scientist working in the lab and
your customer service rep each describe
your brand using the same words.
And those are the same words that
consumers use to describe your brand.

Customer
Big
Idea
External story
of the brand which creates
a position in the mind/heart
Internal story
of the brand which creates
the customer experience
Logo/Packaging
Sales Materials
Communications
Values/Culture
Innovation
Service
The external and
internal story are of
equal importance to the
experience you create.

The team delivers the
brand story, innovation,
purchase moment and
consumer experience.
Everyone working on
the brand needs a
common understanding
of the brand.
7 second brand60 second brand
Organizational
support behind
brands can be
complex to manage.
Various departments
can have differing
motivations and
misaligned goals.
Organizations
need to break
down silos to
ensure groups
move in the
same direction. 30 minute brand
Lifetime
brandThe culture of the
organization delivers
the experience.
People are the face of
the brand, and the
source of creating
loyalty with
consumers
Brands need a
plan that gets
everyone on
the same page
The culture under the brand is
quickly becoming the face that
consumers connect with.
Brands need an
internal beacon to
rally the motivations
of their employees
Brands need to lay
out the detail so
everyone can know
the impact they have
12
3
4
The
Brand
Complex brand organizations affirm the need for a Big Idea, with
a rallying cry to the staff to inspire the delivery of the brand

Brand
Story
Brand
Positioning
Strategic
Plan
Retail
Selling
Organization
Culture
Driving
Profits
Vision&
Purpose&
Goals&
Key&
Issues&
Strategies&
Tac7cs&
Calendar&
Budget&
Target&
Insights&
Consumer&
Enemy&
Features&
Ra7onal&
Beneﬁts&
Emo7onal&
Beneﬁts&
Statement&
Winning&
Concept&
Social&
Media&
Digital&
Look&and&
Feel&
Communica7ons&
Strategy&
Brief&
Crea7ve&
Idea&
Paid&
Media&
Earned&
Media&
Trends&
Direct&
Interac7on&
Voice&of&
Consumer&
Consumer&
Experience&
Consumer&
Insights&
Behaviors&
Talent&
Hiring&
Training&
Values&
Revenue&
CAGR&
P&L&Mgmt.&
COGS&
ROI&
Priori7es&
Investment&
Forecasts&
Share&
Data&
NPD&
Produc7on&
PorOolio&
Mgmt.&&
R&D&
Plan&
Brainstorm&
NPD&
Investment&
Launch&
Plan&
Customer&
Priori7za7on&
Key&Accounts&
Distribu7on&
In&store&&
Message&
In&store&
Experience&
Buyer&
Rela7ons&
Budget&
Home&&
Media&
Consumer
Focus
Program&
Tracking&
Pricing&&&
Promo7on& Customer&
Analy7cs&
Program&
Budgets&
Org&&
Structure&
Leadership&
Mo7va7on&
Brand&Story&
NPD&
Research&
Product
Innovation Diagnos7c&
Tracking&
Our&&
Consumers&
Service&
Systems&
Service&
Values&
Media&&
Customer&
Innova7on&
Claims&
The!
Big Idea!
The Big Idea organizes and drives every part of your organization
Big
Idea

What you need to align your organization to ensure everyone
is moving in the same direction to deliver the brand
Executive Management Execution
Strategy
Big Idea
Investment
Promise
Beliefs
Behaviors
Credo
Values
Sales
R&D
Operations
Marketing
Purpose
DNA
Goals
Vision Brand Story
Innovation
Purchase
Experience
ExecutionCultureInspiration Decisions Team

A Brand Strategy Roadmap aligns everyone on the same page
Promise: Experience:Innovation Purchase MomentStory:
Vision:
Purpose:
Values:
Strategies:
Tactics:
The 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.

A brand needs an inspiring vision to
challenge and steer the organization.
A well-crafted vision should scare
you a little, but excite you a lot!

Does a Vision statement pay off?
Companies that have Vision Statements have a better sense of where they are going.
And the proof is there that it pays off for companies with a Vision.
• Harvard Study that looked across 20 industries showed that that companies with
a Vision Statements saw four-times revenue and seven-times job creation. The
companies with a vision saw their stock price grow 12 times faster and their proﬁt
750% higher.
• Newsweek looked at 1000 companies with Vision Statements had an average
return on stockholder equity of 16.1%, while ﬁrms without a vision statement had
only a 7.9% average return.
• “Built to Last” showed that for companies with Vision Statements, that a $1
investment in 1926 would have returned $6,350 compared to only a return of $950
for comparable companies without a Vision.
Brand
Vision

How to build a vision statement
Vision is the end-in-mind achievement, when you will be fully satisfied
What do you want the brand to become? Challenge yourself to think 10 years out: if you became this one
thing, you would know that you are successful and completely satisfied. Ideally it is Qualitative (yet grounded
in something) and quantitative (measurable). It should be motivating and enticing to get people focused.
An inspiring vision should scare you a little, but excite you a lot.
Things that make a good vision:
1. Should last 5-10 years or more, helps paint a picture of where could we be?
2. Emotional and motivating for all employees and partners to understand and rally around.
3. Describe the dream you have, what you feel, hear, think, say and do
4. Said in plain words and may already be a common phrase within the company.
5. Balance between aspiration (stretch) and reality (achievement)
6. Describe the dream you have, what you feel, hear, think, say and do.
The watch outs for vision statements:
1. It is not a positioning statement
2. Make sure we haven’t achieved it already
3. Don’t put strategic statements. It is not the “how”.
4. Try to be single minded. Keep tightening it. Do not include everything!!!
Brand
Vision

Princess
Margaret
Hospital
To conquer
cancer in
our lifetime.
Great examples of vision statements to inspire you
John F. Kennedy
"I believe that this nation
should commit itself to
achieving a goal, before this
decade is out, of landing a
man on the moon and
returning him safely to earth."
Lexmark Printers
Customers For Life. To
earn our customers’
loyalty, we must listen to
them, anticipate their
needs and act to create
value in their eyes.
Nike in the 1960s
Crush Adidas!!!
General Electric 1980s
Become #1 or #2 in
every market we serve
and revolutionize this
company to have the
strengths of a big
company combined with
the leanness and agility
of a small companyIkea
Create a better
everyday life for the
many people.
Facebook
Give people the power
to share and make the
world more open and
connected.
Facebook
Give people the
power to share and
make the world more
open and connected.
Volvo
Nobody should
die or be seriously
injured in a Volvo.
Ford in early 1900s
Democratize the
automobile
Honda
To be the company that
society wants to exist
Patagonia
Build the best product, cause
no unnecessary harm and use
business to inspire
Dove
Our vision is a world where beauty is
a source of conﬁdence, not anxiety.
Brand
Vision

Where could we be?
Imagine that it is ten years from now. You wake up in the
most amazing mood because your business is the exact
position you hoped it would be.
What is it that would have you in such a great mood?
Write down the 2-3 most important things you want to
achieve, and begin brainstorming a vision for the future.
Begin thinking about the language that will inspire, lead
and steer your team towards that vision.

What
How
Why
A well-defined purpose can help explain and
connect based on “why you do what you do”
The most successful brands start with a purpose driven vision (why) and
match the strategies (how) and the execution (what) to the purpose.
WHY do you exist?
Purpose or Cause?
At Apple, we believe in
challenging the status quo.
We believe in thinking
differently. We want to make a
dent in the universe.
HOW do you deliver
against the purpose?
To challenge the status quo,
we make sure our products are
beautifully designed, simple to
use and consumer friendly.
WHAT do you you do
to deliver the purpose?
We sell computers, cell
phones, tablets, watches that
highly designed, simple to use
and consumer friendly.
Purpose Driven Strategy
Brand
Purpose

Values:
What are the core beliefs of the brand that shape
the organization as to the standards, behaviors,
expectations? The brand has to be able to stand
up to and consistently deliver each value.

Gray’s Electrical Inc. Values
Our customers
come first
We simplify
problems
We stay ahead of
technology
Our customers always come first. As true partners, we listen to their needs
and wants and we have a shared stake in making their business more valuable.
Our highly responsive attitude helps exceed our customer’s expectations.
We make technology easier more powerful. We deliver secure technology
solutions that helps to simplify complicated business problems for our
customers.
We are always on the lookout for the next game-changing technology. We
bring an innovative spirit to stay at the forefront of technology solutions that
have a positive impact our customer’s business.
Our people make
the difference
Collaborative
Teamwork
We achieve our success together as one RYCOM team. Through open
communication amongst our various teams, we are able to leverage everyone’s
contributions to deliver a superior level of service for our customers.
Our people make the difference. We bring our experience, creative problem
solving skills and vast understanding of the industry to resolve our customer’s
problems. We stand by what we say we will do.

We believe that our first responsibility is to our customers, who use our GRAYS products and services to
make their businesses more valuable. We listen to the needs and wants of our customers, bringing a shared
stake in making their business more valuable. Our highly responsive attitude helps exceed our customer’s
expectations. We are also responsible to the customers of our customer, with GRAYS acting as the helping
hand to ensure they have an amazing personal experience without issue or complaint.
We are responsible to our GRAYS employees, knowing that our people make a difference with our
customers. We make sure the team feels challenged and rewarded, building on the strengths of the team.
We provide an open and honest environment that fosters a collaborative spirit and sense of team unity.
Through open communication amongst our various teams, we are able to leverage everyone’s contributions
to deliver a superior level of service for our customers. We achieve our success together as one GRAYS
team. We bring our experience, creative problem solving skills and vast understanding of the industry to
resolve our customer’s problems. We stand by what we say we will do.
We are all responsible to building a strong GRAYS for the future, to become the leader in the markets we
serve, with a strong reputation for providing technology solutions and a level of customer care that make our
customers more valuable. We are an organization of passionate people. Our personal motivation comes
from witnessing the success of our customers, as our smart, creative technology solutions allow them to
accomplish more than they ever thought possible. We are always on the lookout for the next game-changing
technology. We bring an innovative spirit to stay at the forefront of technology solutions that have a positive
impact our customer’s business.
Gray’s Electrical Inc. Credo
Translate values into a Credo document to guide the organization

Example of Credo Documents

Starbucks builds everything around
the brand experience they create.
The organizational culture and brand have become
one. The brand’s big idea becomes the internal
beacon to create a culture and operation that builds
the experience that over-delivers the brand promise.

How to position your internal
culture building programs for
success within your organization
We will borrow from the classic Marketing processes to
ensure you are creating the best internal programs

Four elements of internal Brand Positioning Statement
To
(Target)
• Who is in the employee target? Which employees
will the most motivated to sign up for what you do?
You are offering
(Program)
• Where do you help? What is the frame of reference
that helps to define the space within the company that
you are playing in?
That is the
(Benefit)
• Where do you connect? What is the promise you will
make to the employee target, the main benefit
(rational/emotional) you are promising to deliver?
That’s because
(Support Points)
• Why should they believe us? What support points
help to back up the main benefit?
1
2
4
3

The ideal space for your program is to match up what
employees want with what your program does best
What
employees
want
Benefits
of what
your program
offers
Match Up
the employee wants to
your program assets
Start with the employee and list out everything they want, then list out
what your program does best, so that you can find the ideal intersection.
You should build your program around that intersection.

Thought starter questions to help you
to define the target employees
1. What is the description of our employee target?
2. What are their main needs?
3. Who is their enemy that torments them everyday?
4. What are the insights about the employees?
5. What do they thinking now?
6. How are they buying?
7. What do we want employees to see, think, do, feel?
Target
Employee

Target
All Employees
Not
Not
A good target not
only decides who
is in your target
but who is not in
your target.
Not
Not
Everything starts with a focused employee target
Instead of figuring out who you want, focus on who wants you by
picking the target that is most motivated by what you do.

Difference between “selling” and “marketing” target
All Employees: Reactively sign up those who
engage and show interest in your program,
regardless if they fit your ideal target. Do not
spend your limited resources as you have seen
no signs that they’ll respond enough to provide
an efficient pay back.
Program Target: Specific campaign target that
you hope to move to think, feel or do with your
specific marketing program. Knowing who
these employees are will allow you to speak
directly to their needs and with their voice.
While targeting everyone “just in case” might safe at first, it is riskier
because you never see the full impact of your effort to know if it
worked. You may end up watering down a program or making it so
broad that those most interested might not appreciate it
Target
Employee

While products solve regular problems, the most beloved
brands beat down the enemies that torment us every day.
Starbucks
“Hectic Life”
Disney
“growing up”
Nike
“Losing”
Special K
“Jeans are
too tight”
Apple
“Frustration”
Staples
“Business is complicated”
FedEx
“Hate to wait” Facebook
“Fear of Losing
touch”
Volvo
“Other drivers”

Employee Functional and Emotional Need States
Functional
Need States
Emotional
Need States
Makes you smarter
Works Better
Helps
your
family
Helps you be
healthier
Sensory
Appeal
Simplifies
your life
Saves you
money
Experience
Curious for
knowledge
Sense of
optimism
Stay in
control
Feel
comfortable
Feel
myself
Feel liked
Feel free
Get
noticed
Stay Connected

Employee Insights are little secrets hidden
beneath the surface, that explain the
underlying behaviors, motivations, pain
points and emotions of your employees.
The insights are what enable you to connect with your employees on a deeper
emotional level, showing your employee that “WE GET YOU” so that employees
will stop and listen to your program’s promise and engage in the details of your
program as they move towards deciding to sign up.

What we read idea
submissions,
employee
performance
reviews,
applications,
exit interviews.
Observe employee reactions in
focus groups, 1 on 1 personal
discussions, or employee
engagements to add to insights.
Listen to Voice of
Employees (VOC)
what we hear from
department heads,
competitive
research. Look for
word choices.
Use our emotional
need state cheat
sheet to understand
potential emotional
insights.
Map out your
employee’s life and their
underlying behaviors,
motivations, pain points
and emotions. Draw
conclusions on how
their life impacts their
path to engagement with
the organization.
The 360 mining for employee insights
What we see
(observations)
Life Moments
(Day in the life)
What we sense
(Emotional Needs)
2
4
5
What we read
(Facts/Data)
What we hear
(Employee Voice)
31
Process
Graphic

We recommend that employee insights should start with “I” to get you into the
employee’s shoes and then use quotes to ensure you are using their voice.
Good employee insights should get in the shoes of your
employee and use the employee’s voice
For a Gym: “I have tremendous will-power. I work out
3x a week, watch what I eat to maintain my figure.
When I go to the gym, I feel great about myself—well
balanced and fresh. I wish we had a gym at work.”
New Hires: “I want to feel part of a team, where I will
be challenged to perform, rewarded for my efforts and
feel appreciated for my contributions. I crave
meaningful work and be proud of where I work.”
For a Gym: Recent research shows 20% of
employees would use a gym 6.2x month and
half will be more likely to stay loyal to the
organization.
New Hires: In this role, you will be
responsible for managing staff, ensuring
operational excellence, and customer/
employee engagement, while working
towards continuous improvement in all areas.
Lousy, boring insights end up flat Good insights inspire connectivity

You will know you have a powerful EMPLOYEE
INSIGHT, when your employees stop and say
“I thought I was the only one who felt like that.”

We summarize our great work into an Employee
Target Profile for “Employee Gym”
Target
Employees
Target Name Pro-Active Preventers
Target
Description
• Proactive Preventers, 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 stress-reliever and escape.
Their needs • Make healthy choices, personal appearance, stress release, maintain weight.
Their enemy • Excuses, failure, not enough time to work out, expensive.
Insights that
tell their story
• “I have tremendous will-power. I work out 3x a week, watch what I eat to maintain my ﬁgure.
When I go to the gym, I feel great about myself—well balanced and fresh.”
• “We all have excuses of why we don’t go to the gym. Mine are real: No time. No money”
What do they
think now?
• I wish our company offered discounted gym memberships. It would really help to get out to
the gym and stay healthier. It would help me keep my balance in life.
How do they
use programs
now?
• I read the programs our company offered when I joined 5 years ago. However, I’m so busy
as a sales person, I never take the time to look up what HR is offering. Usually they don’t ﬁt
with what I need.
We want them
to see, think,
do, feel, and
whisper
• See: Get noticed so employees are aware of the gym membership and details.
• Think: Gray’s free gym membership is a great reason to work here.
• Do: Sign up for the 1 year gym membership to get back to the gym.
• Feel: Feel more in control over their work life balance routines, feeling less guilt.
• Whisper: Tell other employees to join up on the free gym membership.

Target and insights What do employees want?
Program features What does your program do?
Functional benefits What do employees get?
Emotional benefits How does that make them feel?
Employees
Define target, need
states, enemies
and insights.
Functional
In employees voice,
answer, “So, what
do I get?”
Employee Benefits Ladder
Features
Program-focused
strengths, claims,
differences or
unique offerings.
Emotional
Look at rational
benefit, asking,
“So how does that
make me feel?”
12
3
4

Makes you
smarter
Works
Better
for you
Helps
your
family
Helps
you be
healthier
Faster
More
powerful
Safer
Lasts
Longer
Keeps you
organized
Saves
time
Social
Latest
Fashions
Latest
technology
Sounds
Taste
Smell
Sights
Education
Comfort
Life Stages
Mental
Health
Better Home Prevents
Weight/ExerciseLower
Risk
Track
Success
Resale
value
Invest for
future
Advice
Solutions Teaching
Helping hand
Sensory Appeal
Simplifies
your life
Stay
Connected
Hassle
Free
Functional benefits
Easier to
use
Touch/Feel
Good value
Quality
Reduces
Soothes
Cultural
How it is made
Saves
you
money
Experience
Variety
Personal
Service
In touch
Moments
Responsiveness
Memorable
Occasion
Rituals
Updates
Luxurious
Performance
IntegratedEfficient
Subconscious
Style

Curious for knowledgeSense of
optimism
Stay in
control
Feel
comfortable
Feel
myself
Motivated
Special
Successful
Inspired
Interesting
Alive
Cool
Playful
Popular
Trendy
Like-able
Friendly Intimate
Happy
Easy-
going
Nurtured
Compassion
Down-to--earth
Relaxed
Honest
Family
Trust
Safe
Respect
Reliable
Informed
Wisdom Smarter
Competent
Feel liked
Feel
free
Get
noticed
Excited
Emotional benefits
Employees Values

Functional
Emotional
Build your program around unique beneﬁt clusters
Feel
optimistic
Motivated
Special Inspired
Interesting
Alive
Feel
free Excited
Curious for
knowledge
Stay in
controlTrust Respect
Reliable
Informed
Wisdom
Smarter
Simplifies
your life
Hassle
Free
Easier
to use
Integrated
Efficient
Sights
Sensory
Appeal
Touch/Feel
Experience
Personal Service
Responsiveness
Memorable
Subconscious
Makes you
smarter
Keeps you
organized
Saves
time
Latest
technology
Solutions
TeachingHelping
hand
Simplifies
your life
Stay
Connected
Easier to
use
In
touch
Integrated
Efficient
Style
Helps you be
healthier
Saves
time
PreventsWeight/Exercise
Track
Success
Simplifies
your life
Hassle
Free
Easier to
use
Good
value
ReducesSoothes
Saves you
money
Integrated
Sense of
optimism
Stay in control
Motivated
Successful
Inspired
TrustReliable
These clusters help you with the word choices that
might run throughout your communications
GRAY’S Inc.
New Gym
for employees

Use the benefit clusters as the starting point to
brainstorm an Employee Benefits Ladder worksheet
Target: “Proactive Preventers”. Colleagues who want to do more for their health, and looking for an
opportunity to get out to the gym
Employee Enemy: Guilt, failure, not enough time to work out, temptation.
Employee Insights: 1) “I have tremendous will-power. I work out 3x a week, watch what I eat to
maintain my figure. When I go to the gym, i feel great about myself—well balanced and fresh.”
2) “We all have excuses of why we don’t go to the gym. Mine are real: No time. No money”
Emotional Benefits: 1) I feel in control of my health. 2) I feel more confident in my diet. 3) I feel
more optimistic about my health in the future 4) I feel comfortable with my appearance.
Functional Benefits: 1) I get a stay healthier, staying in shape and in control of your weight 2) I get
a fitness program that can help me succeed 3) I get a discount that will trigger me to join.
Features: 1) New gym with free weights and cardio machines 2) Save 25% off personal trainer or
fitness classes 3) Save 15% off home fitness equipment through Fitness Depot 4) Save 10% off all
massages at Hand and Stone spas.
GRAY’S Inc.
New Gym
for employees

Stop telling employees what you will do and start telling
them what they get and how it will make them feel.
Features
What do you do?
Functional Benefits
What do I get?
Emotional Benefits
How do I feel?
Gray’s is the fastest
working headache
medication.
Gray’s helps you to get
on with your day.
With Gray’s, you can feel
optimistic that nothing will
get in your way today.
Gray’s Bank stays
open till 8pm.
Gray’s Bank works around
your life instead of you
working around our life.
With Gray’s Bank, you can be
comfortable you can get to
the bank when you need to.
Gray’s Inc. gives has a
new gym with free
weights and cardio
machines
Gray’s new gym in the
office helps employees
stay in shape while saving
on membership fees
Gray’s new Gym in the office
will inspire you to stay in
control of your health.

Sell the benefit,
not the features.
People don’t really want a
quarter-inch drill. They just want
a quarter-inch hole to hang up
beautiful memories of their life.

A great articulation of the difference between functional
product features and emotional brand beneﬁts.

We narrow down the brainstorm list to
a winning brand positioning statement
To
(Target)
• Colleagues who want to do more for
their health, and looking for an
opportunity to get out to the gym
Gray’s is
offering
• New Gym in the office for all
employees
That
(Benefit)
• will kickstart your fitness regime and
inspire you to stay in control of your
health
That’s
because
(Support Points)
• We offer Free gym membership at all
Good Life fitness clubs or any
community membership
• We offer Save 25% off personal
trainer or fitness classes
1
2
3
4
GRAY’S Inc.
Free Gym
membership for
employees

Inspire yourself to stay in shape
Sign up for Gray’s Fitness Membership
and find your way to stay healthy
• Do you feel guilty when you don’t have time to get
to the gym? Wouldn’t it be great if you could get a
jolt of optimism to beat down all your excuses?
• Gray’s Free Fitness Membership will kickstart
your fitness regime and inspire you to stay in
control of your health.
• We offer Free gym membership at all Good Life
fitness clubs or any community membership
• We offer Save 25% off personal trainer or fitness
classes
Main headline should capture
the Big Idea for your program
Use Support
visual to
summarize
concept
Enemy or
insights helps
connect quickly
with employees
Support points
with two reasons
to believe
Motivating call to action to prompt purchase intent
Main Beneﬁt in a
promise statement
Using the work around Brand Positioning and the Big
Idea to generate winning Program Concept options

Who is in the employee target?
(Who is the most motivated to buy what you do?)
What is the main benefit?
(What is your main benefit—the rational/emotional?)
Why should they believe us?
(Support points to back up what you say)
What is your organizing Big Idea?
(What is the Soul or DNA for the program?)
What do we need the communications to do?
(Strategic Choices)
What do want people to think, feel or do?
(Desired Response)
Where will you deliver the message?
(Media Plan)
1
7 questions of a Program Communications Strategy
2
3
4
5
6
7
From the
positioning work
you have done
Decisions on the
Program Plan

When doing your strategy, you should think about the desired
response before planning what stimulus you will use.
Too many Leaders start with the stimulus and focus on what they want
to say. But, you should start with the desired response and then let that
guide what you are going to tell them.
Start with “what
do we want our
employees to see,
think, do, feel or
influence?”
Only after you know
what you expect from
employees can you
answer “What should
we tell them?”
Employees
1
2

And the main brief should drive every
other brief within your brand, giving
you consistency from the core of the
Marketing Execution strategy.
A good brief should be…
BRIEF!
Who is in the employee target?
• Colleagues who want to do more for their health, and looking for an opportunity to get out to the gym
What is the main benefit?
• Free Gym Membership to help kickstart your fitness regime and inspire you to stay in control of your health
Why should they believe us?
• We offer Free gym membership at all Good Life fitness clubs or any community membership
• We offer Save 25% off personal trainer or fitness classes
What is your organizing Big Idea?
• Inspire yourself to stay in shape
What do we need the communications to do?
• Helping Gray’s colleagues maintain their work life balance
What do want people to think, feel or do?
• We want our colleagues to sign up for this incredible benefit
Where will you deliver the message?
• We will mention at the next Town-hall, use signs at HQ, landing page of employee website, and email.
The Program Communications Plan

What is the current business situation your brand faces?
It’s crucial that you do a deep dive review to fully understand the business
situation your brand is facing so you can apply the right strategic plan to the
right situation. We look at four situations, whether that is continuing momentum,
facing a need for a turnaround or realignment. And ﬁnally, looking at the start up
situation that brands face. If you mis-diagnose your situation, you will fail.
Situational Strategy

What is the current business SITUATION your brand faces?
1. Keep it going: Sales growth and profitability in good shape, team is aligned on
direction for the future. Underlying brand metrics and relationships beyond
organization are strong. Keep business going strong.
2. Fix It: Continuing decline in sales, being attacked by competitors or category
shrinking. Margin squeeze, either due to price/cost or the shrinking sales line. There
is a downward momentum over 2-3 years. Lack of alignment, internally or externally,
on future solutions. Need to get business back on track.
3. Re-Align: Circumstances on business have changed, driven through either external
market forces or internal dynamics to the point where there is now a lack of
alignment on the direction or next steps for the brand.
4. Start Up: Getting a new brand into he market, or launching a current brand into new
categories of innovation. Organization needs setting up (team, culture, structure,
values, behaviors) Need focused strategic Investment choices to get brand going.

To determine where are we, you need to look at
health, as a signal to the future wealth of the Brand.
WEALTH measures what you can easily see. HEALTH are those
measures you can’t easily see. Looking deeper uncovers new questions.
Sales
Market
Share
ROI
Profit
Stock
Prices
Growth
Rate
Price
Premium
Share
Position
Brand Funnel
Competitive
Advantages
Voice of
Customer
Regulatory
Satisfaction
Scores
New
Products
Internal
Alignment
Market
Trends
Brand
Health
Brand
Wealth

Fuel growth drivers, while resisting temptation
for wholesale change
1. Do not make quick changes: prior leader likely revered/
promoted, your team may not respond/may resist any need
for change.
2. You have to adjust to the culture and team: use the time
to learn the ways behind the success. Resist temptation to
change because it does not match to what you are used to.
Don’t make them adjust to you.
3. Leverage strong growth/profit to attack competitors:
Use your brand power options to your advantage to
accelerate the momentum.
4. Continue to fuel what’s working: Invest behind the drivers
of the business and make adjustments to market dynamics
5. Attack small weaknesses: Continuing momentum does not
mean be blind to your gaps. Now is a time to close them.
Keep it
going

Change the business direction with new people,
new plan, new ideas, new attitude.
1. Right people in place: Before even creating the plan,
you need to get the right leadership talent in place.
Talent, motivation and alignment.
2. Look to close leaks on the Brand: Use brand funnel
to assess, using leaky bucket tool to close leaks.
3. Cut the fat, re-invest: go through every investment
decision, invest only in programs that give you an early
break through win.
4. 3-stage plan: In stage 1, find early/obvious win, halts
slide, helps motivation. In stage 2, invest behind new
positioning/new plan, focused decisions, take risks. In
stage 3, make adjustments to plan, build innovation
behind new ideas that fit plan.
5. Motivating a demotivated team: Losing can be
contagious to a culture/team. Recognize wins to fuel
performance driven culture.
Fix It

1. Get everyone on the same page: deep dive analysis to
gain agreement on issues, create brand positioning,
develop plan everyone can follow and make investment
decisions based on fact/opportunity.
2. Alignment of the team: establish values and
benchmarks for behavior to achieve the results.
3. Return behind our strengths: look to past successful
strategies, positioning, and execution. Validate to see if
they still hold true.
4. A return to the fundamentals: make fundamentals a
key norm in the behavior of the team. Invest in training
to make sure talent has skills.
5. Smart decisions, smart execution: Instill focus into
decision-making. Simplify the execution, aligned to
strategy, zero waste.
Re-focus the team, by gaining alignment Brand
(positioning, plan) and Culture. (values, behaviors)
Re-Align

1. Create a big Idea, instead of just a product: the first
mistake most start ups make is believing product alone is
good enough. Consumers connect with ideas more than
products—especially in a crowded market.
2. Build team: always crucial to build the right team based
on the right timing. Fit people to the strategy, not strategy
to the people.
3. Building capabilities: acquire skills, relationships,
capacity to fit the brand plan and execution.
4. Blowfish marketing: focused decisions make you look
bigger than you are. Resist temptation to do everything all
at once and focus on what is needed at the right timing.
5. Learn and adjust: new brands need to be constantly
maneuvering, without leaving their overall vision or
strategy.
Moving from blank slate to big idea, plan and
team. Focus! Focus! Focus!
Start up

Focus on enhancing or
fixing area of your brand
Impacting the situation
with one of:
a c
Take one of EACH of a + b + c + d
b
Writing situational strategy statements
The enhancements should put the organization in a better position for the future
have a direct impact on one of 8 brand wealth driversd
Premium
Prices
Trading
Up
Lower
COGS
Efﬁcient
Spend
Stealing
Share
Users to
use more
New
markets
Find new
uses
8 ways Marketers can drive more proﬁts
Price Cost Share Market
Deploying one of your key
resources against situation
Process
Graphic
Advertising
Media
Innovation
Positioning
Retail
Experience
Culture
Claims Financial
People
Time
Parnerships
Keep it
going
Start UpRe-align
Fix It

Personal Branding:
How to brand you as a leader in your
role to help to engage employees
7-second brand

Building your 7-second brand pitch
7 second brand
How you define yourself, what primary benefit you provide
and what secondary benefit you provide
and the expected result

As a brand leader with vast experience in CPG marketing, I have a tremendous passion for everything
Marketing. Experience in food, CPG, healthcare, moving up from Assistant Brand Manager up to VP Marketing.
Strong at Advertising, Innovation and brand planning. Proven track record of 20 years of driving growth while
moving up to VP marketing.
7 second brand
I have worked on brand turnarounds, always put on the most challenging brand assignments. I find growth
where others couldn’t. Known as turnaround expert, having led turnaround plans, led global launch, created
marketing program from scratch: positioning, advertising, package design, in-store program.
1. How you define yourself
2. What primary benefit you provide your employer/customer?
4. What is the expected result you deliver?
3. What secondary benefit you provide your employer/customer?
Led team into and through merger between J&J and Pfizer, with no departures of key team members. I create
motivated brand teams. Created a training program for the team on the fundamentals of marketing with a 100-
page book. Hands on coach, who gives honest feedback and uses teaching moments to make the team better.
Sales results always come first for me. Always proud in delivering great work to drive results. Led marketing
team at J&J share gains on 9 of 12 brands, sales growth on all 12. Developed new brand vision that guided the
brand to double digit annual growth for a decade.
Start by brainstorming ideas for each section. Then continue to narrow down
the list to what is most important to the reputation you wish to project.
4 questions to build your 7-second brand pitch

As a brand leader, I find growth where others
couldn’t and I create motivated brand teams
that deliver great work to drive results.
Bringing the best of all 4 elements to
create your own Personal Brand
How to answer: “So tell me about yourself?”
7 second brand
Start by brainstorming ideas for each section. Then continue to narrow down the list
to what is most important to the reputation you wish to project.

As a brand leader, I find growth where others couldn’t,
I create motivated brand team
that delivers great work to drive results.
Led global launch of Listerine
Pocketpaks with Canada as lead
market. Created marketing
program from scratch:
positioning, advertising, package
design, in-store program.
Known as
turnaround expert,
having led
turnaround plans
on Zyrtec, Nicoderm
& Purell.
History of success
in finding high
performance
advertising that
drives growth.
Led marketing team at J&J share
gains on 9 of 12 brands, sales
growth on all 12.
Proven track
record of 20 years
of driving growth
while moving up
to VP marketing.
Hands on coach, who gives
honest feedback and uses
teaching moments to make
the team better.
Led team into and
through merger between
J&J and Pfizer, with no
departures of key team
members.
Reputation for making my
team better, with a motivating
& challenging style that gets
the best from people.
Created a training
program for the team
on the fundamentals of
marketing with a 100
page book
Developed new Listerine brand vision that
guided the brand to double digit annual
growth for a decade.
You can then expand the 7-second pitch to
create your 30-minute brand pitch
30 minute brand

We make brands stronger. We make brand leaders smarter.
Brand Management Training Program

We can build a Brand Management Training Program,
to unleash the full potential of your Marketing team.
Strategic Thinking
Creating a Beloved Brand
Consumer Centricity
Brand Positioning
Brand Plans
Creative Briefs
Brand Analytics and the business review
Marketing Execution
Strategic Media Plans
Winning the Purchase Moment
1
2
6
4
5
3
7
8
9
10
Our menu of programs

We believe that Strategic Thinking is an essential foundation, to help
Marketers ask big questions that challenge and focus brand decisions.
• We teach brand leaders to think strategically. We show them how to ask the right
questions before seeing solutions, how to map out a range of decision trees that
intersect and connect by imagining how events will play out. We take them through
the 7 elements of good strategy: vision, opportunity, focus, speed, early win,
leverage and gateway. We use forced choice in each model to help the Marketers
make focused decisions.
• We teach the value of asking good questions, using four interruptive questions to
help frame your brand’s strategy, looking at your competitive position, your brand’s
core strength, the connectivity with your consumer and the internal situation your
brand faces.
• We show how to build strategic statements that set up a smart strategic brand plan.
How to turn strategic
focus into bigger gains
for your business
Training Workshop 1
Strategic Thinking

Why does Brand Love Matter? We believe that the more loved a brand is
by consumers, the more powerful and profitable that brand will be.
• We challenge Marketers to find brand love through the three core ingredients:
creating a Big Idea to rally around, strategically focusing all your resources and
instilling passion in the work to exceed the consumer’s expectations:
1. Build an organizing Big Idea that connects consumers at every touchpoint forming a tight
bond, reflecting the inner DNA of your brand and desired external reputation.
2. Need strategic focus of your limited resources to breakthrough points, moving
consumers along the brand love curve towards your vision.
3. Put all your passion into the execution creates breakthrough ideas that surprise and
exceed consumer expectations, becoming a favorite brand of the consumers.
The more loved a brand,
the more powerful and
profitable that brand will be
Training Workshop 2
Creating Brand Love

Marketers have to find the most motivated consumer who wants to buy
what you do. You have to matter the most to those who care the most.
• We challenge you to listen to your consumers, get in their shoes to understand their
mindset and speak in their voice as you represent them to your brand. Instead of
asking which consumers you want, ask which consumers want you.
• We build a consumer profile that looks at segmentation, need states, pain points,
consumer insights and desired consumer response. We outline the difference
between “selling” and “marketing” target. to ensure Marketers focus on those
consumers who provide the full impact of your effort.
• We go into depth on the 360 degree gathering of consumer insights. We teach that
insights should start with “I” to get you into the consumer’s shoes and then use
quotes to ensure you are using their voice.
Everything you do must
start and end with the
consumer in mind.
Training Workshop 3
Consumer Centricity

A winning brand positioning statement sets up the brand’s external
communication and internally with employees who deliver that promise.
• We show how to write a classic Brand Positioning statement with four key elements:
target market, competitive set, main benefit and reason to believe (RTBs).
• We introduce the Consumer Benefit ladder, that starts with the consumer target, with
insights and enemies. We layer in the brand features. then get in the consumers
shoes and ask “what do i get” to find the functional benefits and ask “how does this
make me feel” to find the emotional benefits.
• We introduce a unique tool that provide the top 50 potential functional and top 40
emotional benefits to help Marketers stretch their minds yet narrow in on those that
are most motivating and own-able for the brand.
• We then show how to build an Organizing Big Idea that leads every aspect of your
brand, including promise, story, innovation, purchase moment and experience.
Defining your brand, by
finding a unique, motivating
and own-able space
Training Workshop 4
Brand Positioning

A good Brand Plan provides a road map for everyone in the organization
to follow: Sales, R&D, Agencies and future Marketers on the brand.
• We demonstrate how to write each component of the Brand Plan, looking at brand
vision, purpose, values, goals, key Issues, strategies and tactics. We provide
definitions and examples to inspire Marketers on how to write each component. We
provide a full mock brand plan, with a framework for you to use on your own brand.
• We offer a workshop that allows Marketers to try out the concept on their own brand
with hands on coaching with feedback to challenge them. At each step, we provide
the ideal format presentation to management. We offer unique formats for a Plan on a
Page and long-range Strategic Road Maps.
• We show how to build Marketing Execution plans as part of the overall brand plan,
looking at a Brand Communications Plan, Innovation Plan, In-store plan and
Experiential plan. This gives the strategic direction to everyone in the organization.
Creating a brand plan that
everyone who touches
the brand can follow
Training Workshop 5
Writing Brand Plans

The Creative Brief frames the strategy and positioning so your Agency
can creatively express the brand promise through communication.
• Marketing Execution must impact the brand’s consumers in a way that puts your
brand in a stronger business position. The Creative Brief is the bridge between the
brand strategy and the execution.
• Through our Brand Positioning workshop, you will have all the home work on the
brand needed to set up the transformation into a succinct 1-page Creative Brief that
will focus, inspire and challenge a creative team to make great work.
• The hands-on Creative Brief workshop explores best in class methods for writing the
brief’s objective, target market, consumer insights, main message stimulus and the
desired consumer response.
• Brand Leaders walk away from the session with a ready-to-execute Creative Brief.
Focusing the strategy and
positioning into an
execution ready document
Training Workshop 6
Writing Creative Briefs

We show how to build a deep-dive business review on the brand, looking
at the category, consumers, competitors, channels and brand.
• We start with the smart analytical principles that will challenge your thinking and help
you gain more support by telling analytical stories through data.
• We teach you the steps to complete a deep-dive Business Review that will help assess
the health and wealth of the brand, looking at the category, consumer, competitors,
channels and brand. We show key formulas you need to know for financial analysis.
• We teach how to turn your analysis into a presentation for management, showing the
ideal presentation slide format. We provide a full mock business review, with a
framework and examples of every type of analysis, for you to use on your own brand.
• We show you how to turn your analytical thinking into making projections by
extrapolating data into the future.
Turning data into analytical
story telling that sets up
the strategic choices
Training Workshop 7
Brand Analytics

Brand Leaders to judge and decide on execution options that break
through to consumers and motivates them to take action.
• We provide Brand Leaders with tools and techniques for judging communication
concepts from your agencies, as well as processes for making decisions and
providing effective feedback. We talk about the crucial role of the brand leader in
getting amazing marketing execution for your brand.
• We teach how to make marketing decisions with the ABC’S, so you can choose
great ads and reject bad ads looking at tools such as Attention (A), Branding (B),
Communication (C) and Stickiness (S)
• We teach how to provide copy direction that inspires and challenges the agency to
deliver great execution. We also talk about how to be a better client so you can
motivate and inspire your agency.
Tools to help you assess,
decide and provide
feedback to Agencies
Training Workshop 8
Marketing Execution

We look at media as an investment and as a brand growth strategy,
exploring various media options—both traditional and on-line.
• We provide Brand Leaders with new ways to think about media to be able to drive
long term growth and profits for your brand. We bring a more consumer centric
approach to media, aligning the media choices to where your consumer will be
most likely to engage with your brand message.
• Media must change the consumer’s behavior so they think, feel or act in a way
that tightens the brand’s bond with consumers and gives the brand to have more
power and profit. We show where media fits into creative process.
• We look at all the types of Media through the lens of the Brand Leader, with
advice on how to use traditional media options, such as TV, radio, newspaper,
out-of-home and Modern media options such as digital, social and search.
Evaluating media based on
impact, efficiency and
connectivity with consumers
Training Workshop 9
Media Planning

Brand Leaders need to know how to move consumers on the path to
purchase, helping consumers to test, decide and then experience the
brand so that they try, repeat and become loyal brand fans.
• We provide brand leaders with analytics, planning and decision making tools to help
their instincts and judgement for moving consumers to purchase. Complete in-store
business review, looking at categories, consumer shopping behavior, competitors,
customers and the overall brand performance.
• We teach the basics of customer marketing planning, identifying the target consumer,
in-store messages, strategies, tactics and project management.
• We look at the available tools for customer marketing including pricing, promotions,
retail shelf management, merchandising and operational execution.
• We also talk about how to manage your in-store agency so that you can get the best
available execution from them.
Managing the consumer
path towards the
purchase moment
Training Workshop 10
Customer Marketing

Brand Boot Camp
We have created two separate 3-day
training programs for brand leaders.
Strategy Boot Camp
• Training sessions include strategic
thinking, brand analytics, writing
brand plans and brand positioning
statements
Execution Boot Camp
• Training sessions include brand
positioning & concepts, writing
creative briefs, judging marketing
execution and media planning

Graham is one of the voices of the modern Brand Leader.
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 client roster includes the NFL Players
Association, Reebok. Acura, Shell, Jack Link’s, 3M, and Pfizer.
Graham Robertson at Beloved Brands
A NEW WAY to look at Brand Management

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

At Beloved Brands, we will make your brand
stronger and your brand leaders smarter.
We lead workshops to define your brand, helping you uncover a unique, own-
able Brand Positioning Statement and an organizing Big Idea that transforms
your brand’s DNA into a consumer-centric and winning brand reputation.
We lead workshops to build a strategic Brand Plan that will optimize your
resources and motivates everyone that touches the brand to follow the plan.
We coach on Marketing execution, helping build programs that create a bond
with your consumers, to ensure your investment drives growth on your brand.
We will build a Brand Management Training Program, so you can unleash the
full potential of your Marketing team, enabling them to contribute smart and
exceptional Marketing work that drives brand growth.
Executive Coaching program designed to help Marketing Leaders get smarter,
and then drive stronger performance on their brands. Executives can use their
increased knowledge to help their own teams get smarter.
1
2
3
4
5

At Beloved Brands, we are guided
by our belief that smarter Marketers
will deliver incredible work that will
make their brand stronger.

Strategic
Thinking
Inspiring
smart
execution
Brand Plans
Defining
your
Brand
We believe in a total Brand Management approach,
analyzing, thinking, defining, planning and executing
Analyzing
performance

We believe that investing in your people will pay off
with smarter work and stronger brand performance
Unleash the full potential of your people and you will
see a direct impact on your brand’s growth trajectory.
We help Marketers embrace the
fundamentals of brand management.
• There is a talent gap around brand analytics and
strategic thinking that shows up in poorly-constructed
Brand Plans and Creative Briefs.
• Marketing execution is lacking the sound judgment
and decision-making to ensure that it pays off.
• Marketers are motivated when organizations invest in
their development. We can see first hand the impact
that training has on their skills and behaviors.
• Our workshop style training allow your team to use the
tools on the brand they are working on, providing an
immediate impact on their day-to-day jobs.

LOVE IT
INDIFFERENT
BELOVED
LIKE IT
1 Consumers move along Brand Love
Curve tightening their bond with brands
2 Consumers connect with Big Idea
through 5 supporting 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
Story
Media
Competitors
New Entrants
Employees
Consumer
Power
Premium
Prices
Trading
Up
Lower
COGS
Efficient
Spend
Stealing
Share
Users to
use more
New
markets
Find new
uses
Brand
Big
Idea
Channels
Consumers
Influencers Suppliers
The 8 ways Marketers can drive more profits
Price Cost Share Market
We believe the more loved a brand is by consumers,
the more powerful and profitable that brand will be.

Do you want to get smarter
about Marketing?
Visit beloved-brands.com
Over 4 million views from Marketers getting smarter

We would love the opportunity
to help you unleash the full
potential of your brand and your
team of brand leaders.
Graham Robertson • 416 885 3911 • graham@beloved-brands.com

Internal Branding

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