Marketing

Finance 101
for brand
managers

At Beloved Brands, our Marketing Training teaches how

the best marketers use brand analytics, strategic thinking,
brand positioning, brand plans, and marketing execution
 Eight Ways You Can
Drive Brand Profits
1. Premium pricing
2. Trade loyal consumers up to a higher price
3. Lower cost of goods
4. Lower marketing and selling costs
5. Steal competitive users
6. Get loyal users to use more
7. Enter into new markets
8. Find new uses for the brand

Profit = (Price - Cost) x (Market Share x Market Size)*

Profit = (Price - C0st) x (Market Share x Market Size)
• High quality perception allows
1 Premium Price
you to command a premium price
Price
• Good-better-best allows you to move
2 Trading down loyalists up to premium versions
Higher
Margins • Economies of scale gives your
3 Lower cost of goods brand power over suppliers
Cost
• Higher volume helps spend ratios.
4 Efficient marketing
Use power over media to achieve

• Use your brand’s momentum to

5 Stealing share gain tipping point on market share
Share
• Get loyal users to use more by
6 Higher usage turning routine into rituals
Higher
Volumes
7 • Take brand idea and loyalists to
Enter new markets follow into new categories
Market Size

8 • Increase the number of ways your

Find new uses brand fits into consumer’s life
1. How to use premium pricing

Under-pricing
high
Loses margins or Beloved
lowers reputation

relative
perceived Like It
value

low Over priced:

Indifferent Risk losing consumers
And related volume

low relative perceived price high

• Price increase: Simply put, brands can execute a price

increase when the market or consumers allow the brand to do
so. A beloved brand will have an easier time pushing through a
price increase as it can use the power of its brand versus
consumers, competitors, or channels. When pushing a price
increase through retail channel partners, brands usually require
proof that the new price will work or that product costs have
increased. Factors that help the brand story include the brand's
health and market.

• Price decrease: Use this tactic when battling a competitor in

reaction to sluggish economic conditions or retail channel
pressure. You can also use an aggressive price decrease when
you have a cost advantage, whether in manufacturing,
materials, or distribution. When you have that cost advantage, it
may make sense to deploy a lower price to deplete your
competitor's resources.
 will deploy a good/better/best approach to pricing. When your brand secures trust or a bond with the
consumer, it will be easier to use your brand reputation and product performance to move loyal
consumers up to the next level.
•
2. Trade consumer up or down
Trading consumers down: When the brand sees a potential unserved market, it can trade consumers
down when the move will bring minimal damage to the brand image or reputation. In a tough economy,
creating a lower-priced set of products can be a smarter strategy than lowering the overall price of your
main brand. Once the economy bounces back, you can discontinue the lower-priced product option.

Price Increase Formulas

Current New Profit impact of a price increase
Price $2.50 $2.75
((New Price - COGs) x new unit volume)
COGs 1.00 1.00
MINUS ((Old Price - COGs) x old unit volume)
Margin 1.50 1.75
Margin % 60% 64% = ((2.75-1.0) x 90,000) - ((2.5-1.0) x 100,000)
Unit Forcast 100,000 90,000 = $7,500

Revenue $250,000 $247,500 With a 10% price increase against a 10% volume
Profit $150,000 $157,500 decrease, you will generate $7,500 more profit.

The playbook for how to cre

brand your consumers will
• Trading consumers up on price: Make sure your brand can
make a meaningful difference to create a second or third tier so
consumers can see an apparent reason to move up. Many
brands will deploy a good/better/best approach to pricing. When
your brand secures trust or a bond with the consumer, it will be
easier to use your brand reputation and product performance to
move loyal consumers up to the next level.

• Trading consumers down: When the brand sees a potential

unserved market, it can trade consumers down when the move
brings minimal damage to the brand's image or reputation. In a
tough economy, creating a lower-priced set of products can be a
smarter strategy than lowering the overall price of your main
brand. Once the economy bounces back, you can discontinue
the lower-priced product option.
3. Use product costs as a
strategic weapon
• Decreasing the cost of goods: There are a few ways to
reduce the cost of goods (COGs). First, you can negotiate with
suppliers with your brand power and higher volumes. You can
use lower-priced raw materials, drive process efficiencies, or
explore offshore manufacturing.

• Increasing the cost of goods: The most significant reason to

increase the cost of goods (COGs) is when upgrading to a
premium market or an added benefit. Watch out for suppliers
trying to pass along costs beyond inflationary rates.

4. Control the marketing

and selling costs
• Marketing cost decrease: Companies often look at cost-
cutting to counter short-term changes within other parts of the
P&L (price, volume, or COGs). However, many best-run brands
keep the investment strong, aligning with the longer-term
strategy instead of a short-term situational need.

• Marketing cost increase: Used when there is an opportunity

to gain share against a competitor or as a defensive position
trying to hold share. The brand should see an opportunity where
significant revenue gains can cover the lower profit ratios.
 5. Steal other users
• Offensive share gains: Look to gain share using a significant
Control
competitive the marketing
advantage and selling
against an opportunity in thecosts
marketplace, whether that is a first-mover advantage into new
technology, an unmet consumer need, a changing retail
• Marketing
channels, or a chance
cost decrease: Many timestocompanies
steal share,
look at using yourto brand’s
cost-cutting superior
counter short-term changes
happening within other parts
performance the P&La(price,
against volume orcompetitor.
vulnerable COGs). However, many of the best-run brands
keep the investment strong, aligning with the longer-term strategy instead of a short-term situational
need.
• Defensive share stance: Hold your market share or minimize
• thecost
Marketing share losses
increase: until
Used when your
there brand can catch
is an opportunity upshare
to gain on against
technology.
a competitor or as
The
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ratios.likely to switch.

Return on Investment (ROI) for a marketing investment

Program Formulas for ROI
Incremental Sales Volume $5,000,000
Gross Margin = Revenue - Cost of Goods Sold
Cost of Goods Sold (COGS) $3,000,000 $5 Million - $3 Million = $2 Million
Gross Margin $2,000,000
Gross Margin % 40% Contribution Margin = Gross Margin - Spend
$2 Million - $1.5 Million = $0.5 Million

Total Investment Spend $1,500,000 ROI = Contribution Margin divided by spend

Contribution Margin $500,000 $0.5 Million divided by $1.5 Million = 33%

6. Get users to use more

The playbook for how to c
brand your
• A higher share of requirements: In many categories, consumers w
even
loyal consumers will work within a competitive set of favorite
brands. You must provide a reason through product superiority
claims, consumer experiences, or emotional benefits to
persuade loyal consumers to use your brand for every occasion.
• Get current users to use more: Look for opportunities with
loyal users to create a potential routine or ritual around your
brand.
 Steal other users
7. Enter new categories
hare gains: Look to gain share using a significant competitive advantage again
in the marketplace, whether that is a first-mover advantage into new technolog
eed, aWhen your retail
changing brandchannels,
has a strong base of to
or a chance loyal consumers,
steal and
share, using youbrand’s s
your
see an
e against opportunity
a vulnerable to take those consumers into a new peripheral
competitor.
category, you can open up new revenue streams for your brand.
shareMake
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y to switch.

Compound Annual Growth Rates (CAGR)

Year 1 Year 2 Year 3 Year 4 Year 5
Sales $500 $600 $650 $625 $800
Annual Growth 20% 8% -4% 28%

CAGR = ((Y5/Y1) to the power of (1/4 years) -1

= ((800/500) to the power of 0.25) - 1 = 12.47%
Average Growth Rate = ((Y5 - Y1)/Y1)/4 years
= ((800-500)/500)/4) = 60/4 = 15%

8. Find new uses

Take the brand and create similar experiences in a newThe playbook
format or fo
offering. You must ensure your current brand is in orderbrand
before your co
you divert attention to funding and focus on a potential blue ocean
expansion area. Be careful with this temptation because the
legendary success stories (Arm & Hammer or one-a-day Aspirin)
do not come along as often as you might hope.
The economics and accounting for how a
beloved brand turns brand love into profit
Creating demand allows your brand to drive the price up, and the
higher quantities create a better economies of scale.
Price

Supply

$400

$250

Increased
Demand

Demand
10,000 units 15,000 units
Quantity

Profitability = Margins x Volume

 Analyzing your brand’s

Financial
Performance

10 best marketing nance questions

1. What is your brand’s compound annual growth rate (CAGR)? Explain the ups and downs
over the past ve years.
2. What are your gross margins and contribution margins over last ve years? Can you
break it out by product line? Is there more pressure from price or the cost of goods?
3. What is your brand’s marketing budget breakout? Variable direct costs versus indirect
xed dollars? What is the break between media and creative production? Consumer
spend versus trade spend?
4. Have you completed any pricing elasticity studies? What did you learn about your
brand? If you did increase your price, what did you see in the marketplace?
5. How is your brand’s overall strategy impacting your brand’s pro ts? How do your
decisions on your brand’s core strength, consumer connection, competitive pressures,
and situation impact your nancials?
6. How are your current brand/business performance metrics, brand’s market goals, and
nancials linked?
7. Over the past 5 years, what are the programs that drive the highest and lowest ROI?
8. How does your business model impact your overall pro t? What is your focus now?
9. What are your forecasting error rates? Is there a seasonality impact? What economic
factors impact your brand’s nancials? How reasonable are your inventory levels?
10. What nancial pressures do you face on an annual or quarterly basis?
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 Analyzing your brand’s
Financial Performance
10 best marketing nance questions

1. What is your brand’s compound annual growth rate

(CAGR)? Explain ups and downs over the past 5 years.
2. What are your gross margins and contribution margins
over last 5 years? Can you break it out by product line?
Is there more pressure from price or the cost of goods?
3. What is your brand’s marketing budget breakout?
Variable direct costs versus indirect xed dollars? What
is the break between media and creative production?
Consumer spend versus trade spend?
4. Have you completed any pricing elasticity studies?
What did you learn about your brand? If you did
increase your price, what did you see in the
marketplace?
5. How is your brand’s overall strategy impacting your
brand’s pro ts? How do your decisions on your brand’s
core strength, consumer connection, competitive
pressures, and situation impact your nancials?
6. How are your current brand/business performance
metrics, brand’s market goals, and nancials linked?
7. Over the past 5 years, what programs drive the highest
and lowest ROI?
8. How does your business model impact your overall
pro t? What is your focus now?
9. What are your forecasting error rates? Is there a
seasonality impact? What economic factors impact
your brand’s nancials? How reasonable are your
inventory levels?
10. What nancial pressures do you face on an annual or
quarterly basis?
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Our Marketing
Training Program
looks at 5 specific
marketing skill areas:

Analytics, Strategy, Positioning,

Planning, and execution

Where does your team

have gaps?

At Beloved Brands, our Marketing Training teaches how

the best marketers use brand analytics, strategic thinking,
brand positioning, brand plans, and marketing execution
 Brand Analytics
How the best marketers use brand analytics
1. Understand all brand data sources and knowledge—market share,
funnels, consumption, qualitative, VOC, and financials.
2. Dig deep into data and draw out comparisons and insights to build an
analytical story that sets up the business problem to solve.
3. Lead a best-in-class 360-degree deep-dive business review for the brand
that identifies the key issues that set up the strategies.
4. Write analytical performance reports that outline the strategic
implications of in-market consumption and sales performance.

How our Marketing Training helps on brand analytics

Our Marketing Training teaches how the best marketers use analytical skills to
create a deep-dive business review with conclusions about what’s going on with
the marketplace, consumers, channels, competitors, and brand. Marketers must
use analysis to discover their brand's unique underlying situation to set up strategic
thinking. The analytics identi es the growth accelerators that will make your
investments move faster, inhibitors that will hold them back, opportunities to take
advantage of, and threats to avoid.

Our Beloved Brands tools for brand analytics

BUSINESS REVIEW SUMMARY
Business
B U S I N E S S R E V IReview
EW SUMMARY Consumption Analysis Funnel Analysis
The Omnichannel Marketing approach guides the creation of
Themes from each section valuable, relevant and consistent content that move consumers
Themes
• Market: from habits
As eating each section
are changing the Consumer Marketing The
cookie category
• Market:
cookie
As eating
category
ishabits
is
shrinking, whilethe
are changing
shrinking, while the
the Journey The Funnel
Brand
1. Create that attracts
Funnel
an idea
good-for-you segment thrives. consumers to drive mass
good-for-you segment thrives. awareness and consideration. Unknown
• Consumer:
• Consumer:New consumers
New consumers attracted
attracted to to Aware
Awareness
2. Use insights to connect, listen to
Gray’s
Gray’s“guilt
“guiltfree” positioning,
free” positioning, but but the great
the great
taste drives
taste drivesloyalty
loyalty
Brand
Brand Challenge Challenge their needs, provide the right
Fan Consider
• Channels: Gray’s needs to close
It is time to It
transition
is timeGray’s from a Gray’s from a
to transition information
Familiarto help them decide
• Channels: Gray’s needs to close product-led brand into an idea-led
distribution gaps but must maintain product-led brand into an idea-led 3. Earn their trust, to give them the
distribution brand to connect with consumers
advertisinggaps but must
investment maintain
to drive trial. comfort they need to help close the
advertising investment to drive trial. by owning the brand to“guilt
idea of connect
free” with consumers Loyal Search Consider
• Competitors: Gray’s has an opportunity by owning
snacking, rather than justthe idea
selling a of “guilt free” deal to turn them into buyers.
to dominate theGray’s
• Competitors: “good for
hasyou”ansegment
opportunity great tastingsnacking,
cookie. Gray’s needs Consumer Journey Purchase
rather than just selling a 4. Use high-touch service to create
before traditional brands enter segment. to begin to dominate and lead the
to dominate the “good for you” segment great tasting
“good for you” cookie segment. cookie. Gray’s needs Repeat Buy an exception experience and turn Love It
• Brand: Gray’s growth due to taste segment.
quality,
before traditional brands enter to begin to dominate and lead the themRepeat
into a happy consumers
but new “guilt free” positioning will connect
“good for you” cookie segment. Satisfied
• deeperGray’s
Brand: and fuelgrowth
new demand.
due to taste quality, 5. Delight your most loyal consumers
Loyal
so they influence their peers to
but new “guilt free” positioning will connect
deeper and fuel new demand. become new prospects

beloved brands
The starting point is the P&L d
Think of inbound marketing as a self-serve type journey for those consumers

Ideal Analytical
beloved brandsChart SWOT Analysis Profitability Analysis
who trust themselves to do the work. Don’t be offended by underestimating
consumers who want to search, learn, and decide on their own.

Conclusion Brand Financial Statement

Gray’s taste
Exceptional drives
scores a high
among early conversion
Adopters (“Proactive of trial Year 3 Year 4 Year 5
toPreventers”)
purchase (65% versus a norm of 50%).
making it highly beloved among the niche.
$ g% $ g% $ g% To assess the perfo
21,978 8% 24,616 12% 27,354 11%
and begin knowing
• Gray’s is very healthy among “Preventers” with strong awareness at 80% and all related Brand
Exceptional scores
70
Funnel
65 among early Adopters (“Proactive
scores significantly above norm. However, that strength has not carried over to the Net Sales
Preventers”) making
overall
52.5 it highly
market, where 50
beloved
Gray’s is significantly among inthe
under-developed niche.
the overall market.
38
• Gray’s has a very high Cost of Goods Sold 12,496 9% 14,754 18% 17,129 16%
•
35
Gray’s is very healthy
17.5
Brand Funnel Scores Preventers vs. Overall
among “Preventers” with strong awareness at 80% and allconversion
related Brand
Funnel scores significantly above norm. However, that strength has not carried over to the
to purchase Gross Margin 9,482 49% 9,862 4% 10,225 4% start by looking at
overall market, where Gray’s
0 beating the norm (65% to 50%)
is significantly under-developed in the overall market.

Conversion % to purchase higher than Dad’s GM % 43% 40% 37%

Story 1. Understand the s
Brand Funnel Scores Preventers vs. Overall
40
40

25 R&D 200 3% 352 76% 352 0%

to the economy o
30
22
20
• Gray’s taste drives high repeat
3,519 22% 4,266 21% 5,101 20%
2. Look at the gross
10

0
80
%, beating norm 40% to 25%.
Explore ways to leverage Love from Preventers, as early
Marketing Budget
60
adopters, to influence the rest of the market.
% repeat purchase Advertising 2,000 22% 2,000 0% 2,712 36%
Support Preventers Overall Norm
3. Dig into the contr
40
80
GRAY’S
Explore Gray’s
ways
Cookies
Dad’s
to leverage Love
20 Normas early
from Preventers, Business
Review
Research 125 55% 60 -52% 100 67%
percentage
60
adopters, to influence the rest of the market.
0
Packaging 133 66% 30 -77% 50 67%
Visual
40 Preventers
Awareness Overall Norm
GRAY’S Continue to look at driving trial, because the Business
Trade Expense 250 44% 1,000 300% 1,250 25%
4. Do a quick comp
20
Cookies Review

great taste drives high conversion to purchase.

0
Awareness

Other SG&A 1,011 22% 1176 16% 989 -16% growth rate and t
Contribution Margin 5,763 22% 5,244 -9% 4,772 -9%
CM % 26% 21% 17%
Reco

beloved
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 Strategic Thinking
Box will push you to How the best marketers use strategic thinking
for each question
1. Take a holistic view of your brand’s core strength, consumer bond,
competitive dynamic, and business situation.
2. Slow down to think strategically, coming up with the most challenging,
interruptive questions before reaching for solutions.

ThinkBox 3. Structure and write smart key issues and strategic statements that align
with a vision of a better future for their brand. \
4. Articulate the strategy throughout the organization to ensure everyone
working on the brand understands and delivers against it.

How our Marketing Training helps on strategic thinking

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 Brand Positioning
How the best marketers use brand positioning
1. Define an ideal target market (consumers, users, shoppers) framed with
accelerated needs, consumer insights, and enemies.
2. Understand how to use a benefits ladder that turns product features into
the ideal functional and emotional consumer benefits.
3. Find a winning brand positioning space that is own-able for the brand
and motivating to your target.
4. Develop a brand idea that steers how the brand shows up to every
touchpoint and organizes everyone who works on the brand to deliver.

How our Marketing Training helps on brand positioning

Our Marketing Training teaches how the best marketers use conceptual thinking to
create the ideal consumer pro le adding moments of accelerated needs, underlying
consumer insights, and enemies that torment them. They build the brand
positioning statement balanced with functional and emotional bene ts. Then, they
use an organizing brand idea to steer everyone who works on the brand.

Our Beloved Brands tools for Brand Positioning

Consumer Profile Consumer Insight emotional

Benefit Cheatsheets
Understanding the functional and
Understanding
needsthe functional
of your and
consumers
emotional needsFunctional
of your consumers

Saves Works Simplifies Makes you Helps your Drives business

you money
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Works your life
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smarter family
Functional you money better your life results
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Helps
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comfortable belonging
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Find the winning zone, that is motivating

Brand
to consumers andPositioning
ownable for the brand Positioning Statement Brand Concept
Brand Idea
Winning
Zone
The guilt free pleasure
What What Insight
consumers your brand Do you feel guilty when you stick your hand in the
cookie jar? Wouldn’t it be great if you could just sneak a

want does best cookie without worry that you have gone off your diet?

Benefit
Gray’s Cookies are the best tasting yet
guilt free pleasure so you can stay in
control of your health.

Dumb
That’s because Gray’s is low in fat and calories, yet
still tastes great. In blind taste tests, Gray’s cookies

Zone
matched the market leaders on taste, but has only
100 calories, with 2g of fat and 3g of sugar. In a
Losing
R.T.B.
12-week study, consumers using Gray’s once a
night as a dessert lost 10 pounds.
Zone Visual Try Gray’s Cookies and find GRAY’S
What your
competitor
your way to stay healthy GRAY’S
Cookies
Protein Ice Cream

does best Risky

Zone
C.T.A.
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 Brand Plans
How the best marketers use brand plans
1. Translate smart, strategic thinking into key issues and strategic
statements that form the foundation of the brand plan.
2. Make decisions on all elements of a smart brand plan, including the
vision, purpose, values, goals, issues, strategies, and tactics.
3. Strong in writing and presenting the brand plan to senior management
and across the organization.
4. Develop smart execution plans—communication, sales/retail, and
innovation—that deliver against the brand strategies.

How our Marketing Training helps on brand plans

Our Marketing Training teaches how the best marketers use planning skills to write
a strategic plan that de nes how to invest their limited resources to build
capabilities that drive growth. They establish a vision, purpose, values, and goals
that de ne a better future. And they nd key issues of what’s in the way with
detailed strategies and execution plans to guide everyone who works on the team.

Our Beloved Brands tools for Brand Plans

StartVision Statement
with a vision Key
for the future Use our Strategic Issues
ThinkBox questions to find Strategy Statement
your brand’s specific key issue questions
Brainstorming your vision $100 M in sales by

GRAY’S
2030. Stay #1 of the
1. What is your future revenue or market share? healthy segment.
GRAY’S Communicate Gray’s new
P Program A
2. Which consumers do you need to do to grow?
R
Need to be
more popular 3. Describe the future culture of your company. Cookies
Cookies
& loved like
other cookies 4. What do you want people to say about your brand?
Consumer Centric.
Great tasting. “guilt-free” positioning
5. What do your own people find motivating about working
on your brand?
Most popular. 360 ThinkBox Questions Gray’s Cookies Key Issues
High net 6. How do you want a consumers to describe their Taste that
leads to to a growing “proactive
P A Accelerator
promoter. New experience with your brand?

R target who live

normal
mainstream
cookie 7. Name some of the future accomplishments that would
make you proud.
craving
1 What is the core strength
your brand can win on?
1 How do we shift Gray’s from a product-led launch
into an idea-led brand to own “guilt-free”?
preventer”
Those who
want to live a
8. What do you do better than anyone else on the planet? a low-carb keto life
healthier life
9. Name something out-of-the-box that would make people 2 How tightly connected is your
2 How do we drive consideration and trial to establish
yet still love talk about your brand. Consumer to your brand? the brand in the consumers’ minds?
food 10.Who are your biggest brand fans who love you the most?

P tempt them to try Gray’s

3 What is your current
competitive position?
3 A
How do we defend against the entry of mainstream
cookies into the good-for-you segment? R Result and drive higher share
Brand Vision: What is the current business How do we keep growth momentum by closing the
4 4
GRAY’S To be the first, ‘healthy cookie’ to generate the craving, popularity, and situation your brand faces? identified gaps in distribution?
Cookies sales of a mainstream cookie. Make Gray’s a $100 Million by 2030.

Strategy Page Execution Page Strategic Plan

@ beloved brands inc.

Brand Communications Plan GRAY’S

Cookies

Strategy
Annual Brand Plan GRAY’S
Cookies

Strategy Communications Strategy:

• Advertise Gray’s “stay in control” positioning to new “proactive preventers” to move consumers from
consideration to trial and steal competitive users.

Target Market:
• “Proactive Preventers”. Suburban working women, 35-40, who want to stay healthy.

Brand Idea:
• Grays are the best tasting yet guilt free pleasure. Brand
Main Benefit:
• Guilt free cookie that tastes so good that you can stay in control of your health. Positioning
Goals Support Points:
• Gray’s matched leaders on taste, only 100 calories and 3g of net carbs.
• 12-week study, consumers using Gray’s as a daily desert lost 5-10 pounds.

What do we want consumers to think, do or feel? Desired Response:

Desired
• Try Grays to see if you like the great taste.

Tactics Media Options:

• Main creative will be TV 15-second spot, with specialty health magazines, event signage and in-store
sampling. Carry the idea into digital, social media and a website. Response

Watch out beloved brands

Media
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 Marketing Execution
How the best marketers use marketing execution
1. Lead any marketing execution project using our Marketing PlayBox and
checklists to make smarter and more creative decisions.
2. Write strategic, consumer-focused, and thorough creative briefs to steer
and inspire great work from experts, plus guide your decisions.
3. Partner with experts to inspire greatness from the teams of experts to
deliver great work.
4. Make smart and creative decisions backed by an OmniChannel mindset
to deliver the strategy and tighten the bond with your consumers.

How our Marketing Training helps on marketing execution

Our Marketing Training teaches how the best marketers use instinctual thinking to
help make decisions on any execution that goes to the market. The best marketing
execution focuses on the target, ts with the brand, delivers the main message, and
stays on strategy. They write smart, emotional, creative briefs that inspire experts to
deliver their best work. They make smart decisions when it comes to creative
advertising, media investment, new product innovation, and in-store marketing. And,
they work well with agency partners, product development, and the sales team.

Our Beloved Brands tools for Marketing Execution

Marketing PlayBox Judging Advertising Advertising Process
Fits brand
Attention Brand Link Communication Stickiness
H
Very
Concern Strong Strong
Focuses
on target layBox
Marketing P Main Branded

🎯
Message Breakthrough Poor Moderate Strong
A+B
S
IDEA Delivers
message
Very
Poor Poor Concern
L H
X Motivates Customers
tegy
Executes stra X C+D

OmniChannel Marketing

Creative Creative
Brief Checklist
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“Beloved Brands is the best marketing
training that I’ve ever attended”
It is time to invest in our marketing training to make your team
smarter so they produce better work and drive stronger results.

“The best marketing training course I’ve ever attended”

Beloved Brands Marketing Training
• Comprehensive Marketing Skill Development: We train marketing teams in
analytics, strategic thinking, brandin
Invest plans,
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• Practical Learning Approach: Our Marketing Training o ers hands-on, practical tools
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acquired skills are integrated into their daily routines for maximum impact.

• Tailored Training Programs: We provide specialized training tailored to di erent

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unique challenges and opportunities to foster brand growth and leadership. Marketers
learn best when they can see examples that look like the brand they are working on.

It’s time to invest in your marketing team

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 We designed our Marketing Training program
around the 5 pain points that marketing team
leaders see with their marketing talent

1 When your marketers do not analyze deeply enough, they will write or
speak with random opinions rather than a reality of what’s happening.
Our Marketing Training teaches how the best marketers use analytical skills to create a deep-dive
business review with conclusions about what’s going on with the marketplace, consumers, channels,
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the strategy. Marketers must identify the growth accelerators that will make their investments move
faster, inhibitors that will hold them back, opportunities to take advantage of, and threats to avoid.

2 When you see your marketers jump straight to tactics, you know they
are missing the underlying issues holding the brand back.
Learn how the best marketers use strategic thinking to understand your brand’s unique circumstances.
Our Strategic ThinkBox helps marketers ask challenging questions about 1) the brand’s core strength,
2) the consumer bond the brand has built, 3) the competitive dynamic, and 4) the business situation.

3 If your marketers make the mistake of trying to be everything to

anyone, you will see a brand that ends up being nothing to everyone.
Our training will teach your team how the best marketers use conceptual thinking to create the ideal
consumer pro le using moments of accelerated needs, underlying consumer insights, and enemies
that torment them. They build the brand positioning with functional and emotional bene ts, then use an
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When your marketers try to do too many things in their plan, every
4 idea lacks enough resources to make the impact they expect.
Learn how the best marketers use planning skills to write a strategic plan that de nes how to invest
their limited resources to build capabilities that drive growth. They establish a vision, purpose, values,
and goals that de ne a better future. And they nd key issues of what’s in the way with detailed
strategies and execution plans to guide everyone who works on the team.

When marketing execution is not aligned with a strategy, every team

5 works in silos, the consumers see a disjointed and confused brand.
Our training will teach how the best marketers use instinctual thinking to help make decisions on any
execution that goes to the market. Our Marketing PlayBox helps de ne what your execution must play
within 1) focuses on the target, 2) ts with the brand, 3) delivers the main message, and 4) stays on
strategy. They will write smart, emotional, creative briefs that inspire experts to deliver their best work.
They will make smart decisions on advertising, innovation, and in-store marketing.
Use brand funnels to look beneath the
surface and see the health of the brand
A
B Absolute
Ratio Scores Brand Plan GRAY’S
Cookies

The guilt free pleasure

Scores
Brand Vision: Be first ‘healthy cookie’ to generate craving, popularity and sales of a mainstream cookie. $100 Million by 2030.

93% Awareness Analysis Issues and Strategies Execution Plans

Strategic Do you feel guilty when you stick your hand in the
P&L forecast
• Sales
Key Issues Advertising
• Drive awareness and trial of Gray’s. Target

ayBox
Marketing Pl
$30,385 1.What’s the priority choice for growth: find new
(87 / 93 = 94%) 94% cookie jar? Wouldn’t it be great if you could just sneak a
• Gross Margin $17,148 users or drive usage frequency among “Proactive Preventers”, suburban working
• GM % 56% loyalists? women, 35-40. Main Message of “guilt-free

87% cookie without worry that you have gone off your diet? • Marketing Budget $8,850 2.Where should the investment/resources focus snacking, so you can stay in control of your

94%
Familiar
ThinkBox Gray’s Cookies are the best tasting yet
guilt free pleasure so you can stay in
control of your health.
• Contribution Margin
• CM%
Drivers
$6,949
23%

• Taste drives high conversion of Trial to

Purchase
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?
health.” Media uses 30/15-second TV,
specialty health magazines, health event
signage, digital, and social media.
Sampling
• Drive trial with in-store sampling at grocery,
82% Consider • Strong Listings in Food Channels
• Exceptional brand health scores among
Strategies
1.Continue to attract new users to Gray’s
Costco, health food stores and event sampling

Core Strength
at fitness, yoga, women’s networking, new

1 2.Focus investment on driving awareness and

S
Early Adopters. Highly Beloved Brand moms.
That’s because Gray’s is low in fat and calories, yet among niche. trial with new consumers and building a Distribution
77% still tastes great. In blind taste tests, Gray’s cookies

IDEA
Inhibitors presence at retail. • Support Q4 retail blitz with message focused

63% Purchase matched the market leaders on taste, but has only • Low familiar yet to turn our sales into loyalty 3.Build defence plan against new entrants to on holding shelf space during the competitive

Consumer
• Awareness held back due to weak Creative. defends with consumers and at store level. launches. Q2 specialty blitz to grow
100 calories, with 2g of fat and 3g of sugar. In a
2 12-week study, consumers using Gray’s once a
• Low distribution at specialty stores. Poor
coverage.
Goals
• Increase penetration from 10% to 12%,
distribution at key specialty stores.
Innovation
25% night as a dessert lost 10 pounds. • Low Purchase Frequency among most loyal.
Risks
specifically up from 15% to 20% with the core
target. Monitor usage frequency among the
• Launch two new flavours in Q4, improved
taste for 2025, convenience pack for 2026.
16%
Use ratios and compare to other brands,
Repeat
Competitor
• Launch of Mainstream cookie brands most loyal to ensure it stays steady. Explore popup cookie shoppe for 2027.
3 (Pepperidge Farms and Nabisco). • Increase awareness from 33% to 42%, Competitive Defence Plan

Try Gray’s Cookies and find GRAY’S

• De-listing 2 weakest skus weakened our in-
store presence
specifically up from 45% to 50% within the core
target. Drive trial from 15% to 20%. Close
• Pre-launch sales blitz to close distribution
gaps. At launch, TV advertising, heavy

so you can discover

12%
2% gaps
Loyalthat need fixing 4 Situation your way to stay healthy GRAY’S
Cookies
Protein Ice Cream
• Legal challenge to taste claims
Opportunities
• R&D has 5 new flavors in development.
• Sales Broker gains at Specialty Stores
distribution from 62% to 72%.
• Hold dollar share during competitive launches.
Grow 11% post launch gaining up to 1.2%
share. Target zero losses at shelf.
merchandising, locking up key ad dates,
BOGO. print, coupons, in-store sampling.
• Sales story focuses on "any new healthy
cookies should displace under-performing and
• Use social media to convert loyal following. declining unhealthy cookies.”

Ratio
Scores

1 Brand 2 Strategic 3 Brand 4 Brand 5 Marketing

Aware Familiar Consider Purchase Repeat Loyal
94% 94% 77% 25% 12%
Gray’s
93 87 82 63 16 2
Cookies

Analytics Thinking Positioning Plans Execution

98% 88% 86% 48% 63%
Devon’s 98 96 85 73 35 20
Cookies
Gap -4% + 6% -9% -23% -51%

Ratio Analyzing the

Gaps biggest gaps
D E
(-4 = 94-98)
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 How the best marketers think,
define,
Belovedplan, execute
Brands andTraining
Marketing analyze
The guilt free pleasure
Strategic
2 Strategic 3 Brand
Do you feel guilty when you stick your hand in the
cookie jar? Wouldn’t it be great if you could just sneak a
cookie without worry that you have gone off your diet?

F
ThinkBox Gray’s Cookies are the best tasting yet

Thinking Positioning
guilt free pleasure so you can stay in
control of your health.

Core Strength
That’s because Gray’s is low in fat and calories, yet
1 still tastes great. In blind taste tests, Gray’s cookies
matched the market leaders on taste, but has only
100 calories, with 2g of fat and 3g of sugar. In a
2 Consumer 12-week study, consumers using Gray’s once a
night as a dessert lost 10 pounds.

3 Competitor Try Gray’s Cookies and find GRAY’S

4 Situation
your way to stay healthy GRAY’S
Cookies
Protein Ice Cream

Use brand funnels to look beneath the

surface and see the health of the brand Brand Plan GRAY’S
Cookies

Brand Vision: Be first ‘healthy cookie’ to generate craving, popularity and sales of a mainstream cookie. $100 Million by 2030.
A
Analysis Issues and Strategies Execution Plans
B Absolute P&L forecast Key Issues Advertising
• Sales 1.What’s the priority choice for growth: find new • Drive awareness and trial of Gray’s. Target
Ratio Scores • Gross Margin
$30,385
$17,148 users or drive usage frequency among “Proactive Preventers”, suburban working
• GM % 56% loyalists? women, 35-40. Main Message of “guilt-free
Scores • Marketing Budget $8,850 2.Where should the investment/resources focus snacking, so you can stay in control of your
• Contribution Margin $6,949 and deployment be to drive our awareness and health.” Media uses 30/15-second TV,
• CM% 23% share needs for Gray’s? specialty health magazines, health event
93% Awareness Drivers 3.How will we defend Gray’s against the signage, digital, and social media.
• Taste drives high conversion of Trial to proposed Q1 2014 ‘healthy cookie’ launches Sampling
Purchase from Pepperidge Farms and Nabisco? • Drive trial with in-store sampling at grocery,
(87 / 93 = 94%) 94% • Strong Listings in Food Channels Strategies Costco, health food stores and event sampling
• Exceptional brand health scores among 1.Continue to attract new users to Gray’s at fitness, yoga, women’s networking, new

Fits brand
87% Familiar Early Adopters. Highly Beloved Brand 2.Focus investment on driving awareness and moms.
among niche. trial with new consumers and building a Distribution
Inhibitors presence at retail. • Support Q4 retail blitz with message focused
94% • Low familiar yet to turn our sales into loyalty 3.Build defence plan against new entrants to on holding shelf space during the competitive
• Awareness held back due to weak Creative. defends with consumers and at store level. launches. Q2 specialty blitz to grow
82% Consider • Low distribution at specialty stores. Poor Goals distribution at key specialty stores.
coverage. • Increase penetration from 10% to 12%, Innovation
• Low Purchase Frequency among most loyal. specifically up from 15% to 20% with the core • Launch two new flavours in Q4, improved
77% Risks target. Monitor usage frequency among the taste for 2025, convenience pack for 2026.
63% Purchase • Launch of Mainstream cookie brands
(Pepperidge Farms and Nabisco).
most loyal to ensure it stays steady.
• Increase awareness from 33% to 42%,
Explore popup cookie shoppe for 2027.
Competitive Defence Plan
• De-listing 2 weakest skus weakened our in- specifically up from 45% to 50% within the core • Pre-launch sales blitz to close distribution
store presence target. Drive trial from 15% to 20%. Close gaps. At launch, TV advertising, heavy
25%

layBox
• Legal challenge to taste claims distribution from 62% to 72%. merchandising, locking up key ad dates,

Focuses
Marketing P
16%
Use ratios and compare to other brands,
Repeat Opportunities • Hold dollar share during competitive launches. BOGO. print, coupons, in-store sampling.
• R&D has 5 new flavors in development. Grow 11% post launch gaining up to 1.2% • Sales story focuses on "any new healthy
• Sales Broker gains at Specialty Stores share. Target zero losses at shelf. cookies should displace under-performing and

so you can discover

2% gaps
Loyalthat need fixing on target
• Use social media to convert loyal following. declining unhealthy cookies.”
12%
Main

1 Brand ! 4 Brand
C Message

S
IDEA
Ratio
Scores

Delivers
Analytics
Gray’s
Aware

93
94%
Familiar

87
Consider
94%
82
Purchase
77%
63
25%
Repeat

16
12%
Loyal

2
message Plan
Cookies
98% 88% 86% 48% 63%
Devon’s
98 96 85 73 35 20
Cookies
Gap -4% + 6% -9% -23% -51% X
tegy
Executes stra
X
Ratio Analyzing the
Gaps biggest gaps

5 Marketing
D E
(-4 = 94-98)

Execution

Day Strategic Thinking and Day Brand Positioning

1 Brand Analytics 2 to define a brand
Strategic Thinking Defining the consumer target
• How you think and decide. • Defining consumer needs.
• Elements of strategic thinking. • Consumer insights and their enemy.
Using our Strategic ThinkBox • Building a consumer profile.
• Brand’s core strength. Building the brand positioning
• Consumer strategy. • Functional benefits.
• Competitive strategy. • Emotional benefits.
• Situation strategy. • Features and claims.
Deep-dive business review • Final brand positioning statement.
• Elements of analytics Defining the brand idea
• 64 best analytical questions • Brand Idea map to touchpoints.
• Finding the brand’s key issues. • Brand concepts, credo, story.

Day Building a Plan that Day Decision-making on

3 everyone can follow 4 Marketing Execution
Building the strategy Creative development process.
• Vision, purpose, values. • Marketing PlayBox.
• Analytical summary and key issues. • Writing the Creative Brief.
• Organizing brand strategy statements. Advertising decision-making
Execution Plans • Understanding Ads that get attention,
• Brand communications plans. brand link, communicate, and stick.
• Innovation plans. • Using our Creative Checklist.
• Sales, pricing, retail plans. • OmniChannel Media planning.
Brand planning process. Innovation decision-making
• Rough draft of plan. • Innovation planning
• Structuring the plan presentation. • Innovation process
• Building each strategic slide. • Using our Innovation Checklist
 “Beloved Brands is the cheat
code for brand managers”

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“The besttomarketing
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Toolkit helps you
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CONSUMERS
Brand Plan BUSINESS REVIEW SUMMARY 2. Low
Category growthfrequency
purchase and Gray’s(2.2
growth coming
boxes fromvs.
per year thenorm
West,
Brand Vision: First ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. $100 Million brand by 2030. but facing poor performance in the East.
of 7.3) even among the most loyal early adopters.
Analysis Strategy Execution Drivers Inhibitors
P&L forecast Key Issues Advertising • Taste drives a high conversion of trial to • Awareness among mainstream target 10 Boxes per year
Sales $30,385 1. What’s the priority choice for growth: find Use awareness to drive trial of the new Grays.
Gross Margin $17,148 new users or drive usage frequency among Target “Proactive Preventers”. Suburban working purchase (65% vs. norm of 50%). (20%) held back due to weak advertising 7.5 9.3
GM % 56% loyalists? women, 35-40.Main Message of “great tasting
• Strong listings has driven strong scores. Low attention scores and brand 5
7.3 • Gray’s is under-developed
• Gray’s is under-developed ononusage
Marketing Budget $8,850 2. Where should the investment/resources cookie without the guilt, so you can stay in control 5.6
Contribution Margin $6,949 focus and deployment be to drive our of your health”. Media includes 15 second TV, distribution in food channels (95%) link scores. 2.5 usage frequency,
frequency, vs.
vs. the the category
category norm and vs.
CM% 23% awareness and share needs for Gray’s? specialty health magazines, event signage, digital
3. How will we defend Gray’s against the and social media
• Exceptional brand health scores among • Low distribution at specialty stores at only 0
2.2
normDad’s
and the
vs.nearest
Dad’scompetitor.
the nearest If we could
Drivers early adopters (“Proactive Preventers”) 16%. Poor sales coverage. Dad's Gray's Devon's Norm
• Taste drives a high conversion of Trial to
proposed Q1 2014 ‘healthy cookie’ launches
Sampling match theIf norm,
competitor. we could
we could triplethe
match our
from Pepperidge Farms and Nabisco?
Purchase Drive trial with In-store sampling at grocery, making it a highly beloved brand among • Low purchase frequency (2.2 boxes/yr vs. business.
• Strong Listings in Food Channels Strategies Costco, health food stores and event sampling at
the niche. 7.3 norm) even among most loyal.
norm, we could triple our business.
• Exceptional brand health scores among Early 1. Continue to attract new users to Gray’s fitness, yoga, women’s networking, new moms.
Adopters. Highly Beloved Brand among niche. 2. Focus investment on driving awareness and Usage Frequency • Even amongst the most loyal consumers,
Inhibitors
trial with new consumers and building a Distribution
Opportunities Risks most use it as a treat (4x per year) rather
• Low familiar yet to turn our sales into loyalty
presence at retail. Support Q4 retail blitz with message focused on
holding shelf space during the competitive 13% • Eventhan
amongst the most
a usual brand. . loyal
• Awareness held back due to weak Advertising
3. Build defence plan against new entrants that
launches. Q2 specialty blitz to grow distribution at • R&D has 5 new flavors in development. • Mainstream cookie brands could enter the
• Low distribution at specialty stores. Poor
defends with consumers and at store level.
key specialty stores. Could launch Peanut Butter in Q4 of 2013 ‘health’ segment through R&D or 38% weekly consumers, most use it as a treat
Goals monthly
coverage.
• Increase penetration from 10% to 12%, Innovation (top 15% in test), Chocolate Chips in Q2 acquisition. Rumors that Pepperidge 25%
4x per year
(4x per year) rather than a usual
Risks Launch 2 new flavors in Q4/15 & Q4/16.
• Launch of Mainstream cookie brands
specifically up from 15% to 20% with the core
target. Monitor usage frequency among the Explore diet claims. of 2014 (top 50%) Farms will launch in Q1. 1x per year brand.
(Pepperidge Farms and Nabisco). most loyal to ensure it stays steady.
Competitive Attack Plan
• Sales broker could specifically target • De-listing of our 2 weakest skus because 25%
• De-listing 2 weakest skus weakened our in- • Increase awareness from 33% to 42%,
store presence specifically up from 45% to 50% within the Pre Launch sales blitz to shore up all distribution specialty stores, which are in high growth of POS thresholds, could weaken our in-
• Legal Challenge to tastes claims gaps. At launch, heavy merchandising, locking up
core target. Drive trial from 15% to 20%.
key ad dates, BOGO. TV, print, coupons, in-store (+15%/year) store presence.
Focus for sales is to close distribution gaps
Opportunities
• R&D has 5 new flavors in development. going from 62% to 72%. sampling. Use sales story that any new
“healthy” cookies should displace under-
• Use social media to convert strong loyal • Legal Challenge to “tastes as good as Leverage
Continue theatbrand
to look drivinglove among loyalists
trial, because to drive
the great taste drives
• Sales Broker create gains at Specialty Stores • Hold dollar share during competitive launch. following into mainstream mass appeal your favorite cookie”.
• Explore social media to convert loyal
following.
Continue to grow 11% post launch gaining up
to 1.2% share. Target zero losses at shelf.
performing and declining unhealthy cookies.
frequency by creating
high conversion a routine.
to purchase.

beloved brands beloved brands beloved brands

1-page Brand Plan Summary Analysis Consumer Review

Consumer Target Profile Brand Positioning Statement Brand Positioning ladder

Target Pro-Active Preventer Cookie Lovers

Target Suburban working women, 35-40, who are willing to do whatever it takes to stay healthy. They
Description run, workout and eat right. For many, food can be a bit of a stress-reliever and escape. To Healthy proactive preventers who want to do
1
(Target) more for their health, working moms, 35-40
Their needs Great tasting food, satisfy craving, healthy choices, maintain weight.
years old.
Their enemy Guilt, failure, out of control diet, temptation.
2 Gray’s is The healthy cookie option
Insights that • “I have tremendous will-power. I work out 3x a week, watch what I eat to maintain my figure.
(Category)
tell their story But we all have weaknesses and cookies are mine. I wish they were less bad for you.”
• “I read labels of everything I eat. I stick to 1500 calories per day, and will find my own ways
to achieve that balance.” 3 That is the Guilt-free cookie to help you stay in control
What do they I have only recently heard of Gray’s Cookies. I’ve tried them a few times and did like them. I (Benefit) of your health
think now? wouldn’t say I use them all the time.
How are they Most have been influenced by friends who have tried. Those who are buying, still do so less
buying? frequently than their normal favorite cookies. The household has yet to adopt the product. The • In blind taste tests, Gray’s matched the
mom uses it when she’s trying to diet. That’s leaders on taste, but has only 100 calories
4 and 3g of net carbs.
We want • See: Get noticed so consumers are aware of Gray’s, see it on shelf, see actual product. because
them to • Think: Gray’s might be a healthy alternative to my favorite cookies. (Support Points) • In a 12-week study, consumers using Gray’s
think/feel/do • Do: Try Grays to see if they like the great taste. once a night as a dessert were able to lose 5-
• Feel: Feel more in control with Gray’s as part of their routine and feel less guilt. 10 lbs.
• Whisper: Tell their friends they love Gray’s and share the success they are having.

beloved brands beloved brands beloved brands

Target Pro le Brand Positioning Consumer Bene ts

Gray’s winning brand concept

Brand Concept layout
Brand Idea Map Brand Strategy Roadmap

Consumer Guilt
The free
guilt pleasure
free pleasure with Gray’sCookies
with Gray’s Cookies Vision
Purpose
Be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. $100Million by 2030.
We want to help people re-discover the lost secret that the most amazing tasting food is made of natural ingredients.
The best Values Consumer first, great taste, healthy, natural ingredients, fast-to-market, family owned.
tasting yet guilt
free pleasure so GRAY’S •DoDoyouyou
feelfeel
guiltyguilty
jar?Wouldn’t
jar? Wouldn’t
when
when you stickyou
it be ifgreat
it be great
yourstick
if you
you could
hand your
in the hand
justcould
cookie in the cookie
sneak ajust sneak a cookie
cookie
Brand Idea: Grays are the best tasting yet guilt free pleasure so you can stay in control
you can stay in Cookies without worry that you have gone off your diet? Brand Promise Brand Story Innovation Purchase Moment Consumer Experience
control of your without worry that you have gone off your diet? Take control of your Real life stories that We never sacrifice Interrupt purchase We hope your
weight by replacing your show women living on taste, you won’t routine to set up weight loss results
weight
•Gray’s
Gray’s Cookies
Cookies are arethe thebestbest tasting
tastingyet yet
guilt free pleasure favorite snack with
Grays.
“All the pleasure, but
none of the guilt.”
have to sacrifice
your cookie.
Grays as the better
alternative.
empowers you to
stay in control.
so you
guilt can
free stay in control
pleasure so youofcan your health.
stay in
control of your health. Goals $100 Million brand by 2020, become a mainstream brand, increase usage, longer term penetration gains.
• That’s because Gray’s is low in fat and calories, yet still Key Issues 1. How do we tighten the bond with our most loyal brand lovers?

Brand Brand Innovation Purchase Happy tastes

That’s great.Gray’s
because In blind
is lowtaste
in fattests, Gray’s yet
and calories, cookies
still matched the 2. How do we balance driving penetration and usage frequency?
3. How will we defend Gray’s leadership position in the Healthy Cookie segment?
Promise Story Ideas Moment Experiences market
tastes leaders
great. In blindon
tastetaste,
tests,but hascookies
Gray’s only 100 calories, with 2g
matched 4. How do we leverage “guilt free” idea across new food categories
the
ofmarket
fat and leaders
3g ofonsugar.
taste, but
In ahas only 100 calories,
12-week with
study, consumers using
2g of fat and 3g of sugar. In a 12-week study, consumers Strategies Build community Become alternative to Leader of healthy Explore entering
Take control of your Real life stories that We never sacrifice Interrupt purchase We hope your
weight by replacing show women living on taste, you won’t routine to set up weight loss results Gray’s
using once
Gray’s oncea anight
night as
as aa dessert
dessertlost
lost
10 10 pounds.
pounds. of Brand Lovers mainstream cookies cookie segment new food categories
your favorite snack “All the pleasure, but have to sacrifice Grays as the better empowers you to
with Grays. none of the guilt.” your cookie. alternative. stay in control.

Try Gray’s
Try Gray’sCookies andfind
Cookies and find GRAY’S
• Social Media to connect
brand lovers
• Drive penetration using
advertising & nutritionist PR
• Dominate every shelf
• Attack competitive
• Build “guilt free” idea
• Innovation focused on
your way to stay healthy Tactics • Surprise and delight • Continue to attract new entries new segments
Packaging
Logo/Slogan
Advertising
and Media
Product
Development
Sales
and Retail
Culture and
Operations
your way to stay healthy Cookies program to most loyal
• Geographic expansion
users to Gray’s
• New flavor launches
• Leverage influence of
brand lovers
• Early trial with brand
lovers

beloved brands beloved brands beloved brands

Brand Idea Map Brand Concept Strategy Roadmap

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 Graham Robertson is one of the
voices of today's brand leaders
As a former VP of Marketing, I bring my real-world
experience to our marketing training to ensure that
every model, tool, and process can be used on the job.
I designed our marketing training program around the
ve pain points expressed by marketing team leaders.
They want their marketing people to be smarter with
brand analytics, strategic thinking, brand positioning,
strategic planning, and marketing execution.
My goal is to ensure that marketers make smarter
decisions, produce better work, and deliver stronger
growth on the brand they work on. The greatest
moments are when I can see improvements during a
breakout exercise in our marketing training sessions.
It's been a privilege to enrich the skills of marketing
teams for the NFL, National Geographic, Dr Pepper,
Honda, the Mayo Clinic, Slack, Hershey’s, Miller Beer,
and Shell. I love it when clients tell me it's “the best
marketing training they’ve ever attended.”

Throughout my marketing career, I led some of the world's most beloved brands at General
Mills, Coke, P zer, and Johnson & Johnson, rising up to VP of Marketing. My passion for
brand management drove growth and earned many awards, such as Marketing Magazine's
Marketer of the Year and four prestigious Ef e Advertising Awards.
My bestselling book, Beloved Brands, is the playbook for how to build a brand that
consumers will love. Our readers tell us they reach for Beloved Brands a few times each
week as a reference to set their brand up for success. The reviews are overwhelmingly
positive, with over 85% of online reviewers giving it a 5-star rating.
In 2021, I was ranked one of the top ten CMOs by The Silicon Review, and in 2023, I was
recognized as one of the most inspirational leaders in business by Tycoon Magazine.

Ready to elevate your marketing team? Let's build a marketing

training program to unlock your team's full potential.
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 Consumer
Marketing
Training

Ready to elevate your marketing team?

Let's build a marketing training program
to unlock your team's full potential.