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

1. Apple
Case Study
A great case study in how Apple use their big idea of “simplicity”
to drive Brand Love and turn it into power and profits.

2. We make brands stronger.
We make brand leaders smarter.
Define
the
Brand
Think
Strategically
Big
Idea
At Beloved Brands, we use a branding approach
Vision Analysis
Key Issues
Strategies
Execution
• Advertising
• In-Store
• Innovation
• Consumers
• Category
• Channels
• Competitors
• Brand
Values, Goals
• Experience
Brand Plan
Create Brand Plans
Inspire
creative
execution
Analyze
performance
Sm
art
Creative
Ideas

3. We make brands better.
We make brand leaders better.
The role of a brand is to create a
bond with your consumers, that will
lead to a power and profit beyond
what the product alone could achieve.

4. We make brands stronger.
We make brand leaders smarter.
1
Consumers move along Brand Love
Curve tightening their bond with brands
2
Consumers connect with big idea and
expect consistency at every touch-points
3 The tight consumer bond creates
brand power with key stakeholders
4 The brand power drives profit through
price, cost, share, market size
Promise Experience
Purchase
Moment
Innovation
Brand
Story
Consumer
Premium
Prices
Trading
Up
Lower
COGS
Efficient
Spend
Stealing
Share
Users to
use more
New
markets
Find new
uses
Brand
8 ways Marketers can drive more profits
Why does brand love matter? The more loved a brand is by
consumers, the more powerful and profitable that brand will be.
Channels
Competitors
New Entries
Suppliers
Media
Influencers
Employees
Consumers
Brand
Power
Big
Idea
Love It
Indifferent
Beloved
Like It

5. We make brands stronger.
We make brand leaders smarter.
• In 1996, the Apple brand was bordering on bankruptcy.
They were basically just another computer company,
without any real point of difference. Years of overlooked
opportunities, flip-flop strategies, and a mind-boggling
disregard for market realities caught up with Apple,
Windows 95 has seriously eroded the Mac's technology
edge. Apple was rapidly becoming a minor player in the
computer business with shrinking market shares, price
cuts and declining profits.
• This was the year before even contemplating the return
of Steve Jobs, really showcasing how badly Apple was
run through the 1990s. They were making bad decisions
with inconsistent strategies and most importantly, there
was no big idea for what Apple stood for.
• After Steve Jobs came into Apple in 1997, everything he
did was built around the big idea of "making technology
so simple that everyone can be part of the future." He
took a consumer first approach in a market that was all
about the gadgets, bits and bytes.
Apple looked like it would not survive
How Apple turned around their business and how
they build everything around their Big Idea

6. Apple case study
1
2
3
How Apple’s Big Idea guides
everything they do
How to develop Apple’s Brand
Strategy Road Map
How Apple’s brand love drives
power and profit

7. Everything Apple does is focused around their Big Idea:
“Apple makes technology so simple that everyone can be
part of the future”. We’ll show how that translates into the
brand promise, brand story, innovation, purchase moment
and the brand experience they create.
1
How Apple’s Big Idea guides
everything they do

8. We make brands stronger.
We make brand leaders smarter.
Brand’s
Big Idea
We will help create a Big Idea that will transform your internal
brand soul into a winning external brand reputation.
The Big Idea helps
simplify the brand message
as an outward expression of
the inner Brand Soul
We make brands stro
We make brand leaders sm
Promise Brand Story Innovation Purchase Moment Experience
Big
Idea
Brand
Positioning
Advertising and
Communication
Product
Development
Selling and
Retail
Operations
and Culture
Consumer
The
Brand
Big
Idea
Drive consistency using the brand’s Big Idea to show
up the same way at all 5 consumer touch-points. The
goal is to create happy purchases that builds trust.
Consumers have 7
seconds to connect
with a brand’s Big Idea
A brand finds its equilibrium when the Big
Idea impacts a brand reputation to
perfectly match up to the Brand Soul
Soul Reputation=
Based on their personal
experiences, consumers
form a reputation they
spread to others.
1
2
3
4
5
=Big Idea
Brand
Soul
Consumer

9. We make brands stronger.
We make brand leaders smarter.
Brand
Soul
Big
Idea
The brand soul is a messy collection of inner thoughts of the organization that includes the
purpose, values, motivations and beliefs. The big idea simplifies and organizes the expression of
the brand soul into the cluttered marketplace to become the brand's outward expression that is
unique, simple, motiving and own-able. The big idea must steer everyone who works on the brand
to match up to every possible consumer touch point (story, innovation, purchase, experience), to
create a brand reputation in the consumer’s mind that ends up being a perfect match for the soul.
A brand finds its equilibrium when the big idea, soul and reputation are the same.
The big idea, the brand soul and the brand reputation must work
together to ensure the brand shows up consistently in the market.

10. We make brands stronger.
We make brand leaders smarter.
Consumers first connect with the brand’s big idea,
which should be an outer reflection of the brand soul
Big
Idea
The
Brand
Big Ideas help simplify and organize brand messages to gain entry on the first encounter. The
idea must be interesting, unique and motivating enough to tempt consumers. The big idea
must be inspiring to the team behind the brand, to be layered easily across the organization
and have longevity over the life of the brand so the brand begins to own the idea.
The
Consumer

11. We make brands stronger.
We make brand leaders smarter.
Apple
makes technology
so simple that
everyone can be
part of the
future.
Special K
inspires and
empowers women
to take control and
maintain their
healthy body.
Starbucks
provides a personal
moment of escape
from a hectic life,
between work
and home.
Rolex is
assembled with
scrupulous
attention to detail,
Rolex is a sign of
prestige and
success.
Can you explain your brand in 7 seconds?
7 second brand
BIG IDEAS help simplify and organize brand messages making it easily understood and
remembered. The idea must be unique, own-able and motivating. The Big Idea must
gain a quick entry, be layered easily and have longevity over the life of the brand. All
activity on the brand must be organized under the Big Idea.

12. We make brands stronger.
We make brand leaders smarter.
Simplicity
Once you have found your 7 second brand,
can you narrow it further to the 1-second brand?
Empower Moments Prestige
1 second brand
There is a power in focusing everyone based on ONE word for your brand.

13. We make brands stronger.
We make brand leaders smarter.
Products
and Services
Consumer
Reputation
Brand Role
Internal
Beacon
Influencer
Reputation
Inside the Brand Soul Outward Brand Reputation
The Stabilizing Bridge
The work of the review and positioning assesses the inner
and outer elements of the brand to build a unifying big idea
Big idea
must be interesting,
simple, unique,
inspiring,
motivating and
own-able.
Brand
Soul

14. We make brands stronger.
We make brand leaders smarter.
Products and Services Consumer Reputation
Brand Role
Internal Beacon
Big Idea has to
accurately express
the brand’s soul and
outward reputation. It
must be interesting,
simple, unique,
inspiring, motivating
and own-able. Influencer Reputation
The Big Idea Blueprint
What is the focused point of difference
that your products or services can win on,
because they meet consumer needs, and
separates your brand from competitors?
What is the internal rallying cry that
reflects your brand’s purpose, values,
motivations helping inspire, challenge
and guide the culture? These words
should come from your brand’s soul.
What is the link between the consumer
and the brand, reflecting the way the
brand services, supports and enables
the consumers to make the most out of
your brand? The brand role links the
internal and external sides.
What is the desired reputation of the
brand, that attracts, excites, engages
and motivates consumers to think,
feel and purchase your brand?
Who are the key influencers and
potential partners who impact the
brand? What is their view of the brand
that would make them recommend or
partner with your brand?
Brand
Soul

15. We make brands stronger.
We make brand leaders smarter.
Products & Services Consumer Reputation
Brand Role
Internal Beacon Influencer Reputation
Apple uses surprising technology
that changes the world. We make
every product stylish, simple,
easy to use. Essential to stay at
the fore-front of technology.
At Apple, we are a consumer
driven company that starts with the
consumer experience and then
works back to the technology, to
eliminate consumer frustrations.
Apple
makes technology
so simple that
everyone can be
part of the
future.
Apple is an inspiring and
enabling coach that teaches you
easy ways to unlock modern
technology so you can avoid any
intimidation or frustration
At Apple, we think like consumers. We
make it so easy to use modern
electronics, so that you will feel smarter
and at the leading edge of technology
Product reviewers are long
time Apple fans, who see the
idea of simplicity, style and
design as key separators.
Brand
Soul
Apple’s Big Idea Blueprint

16. We make brands stronger.
We make brand leaders smarter.
The consumer’s first
interaction with a
brand will be with a
big idea that delivers
the Brand Promise
The big
idea must
motivate
consumers
think, feel
and move
towards the
Purchase
Moment
Surpising
Innovation builds
from the big idea to
keep up to trends,
satisfy a broader
array of needs and
stay ahead of
competitors
Happy experiences
must over-deliver the
original promise of the
big idea. Every happy
purchase tightens the
bond and spread the
brand love to others.
The Brand Story must use the big idea
to entice consumers to think, feel and
act in ways that will benefit the brand.
GRAYS
Guilt free pleasure
gourmet cookies
2
5
1 3
4
We make brands stronger.
We make brand leaders smarter.
Consumer
GRAYS
Lemon creme
Guilt free pleasure
gourmet cookies
GRAYS
Peanut Butter
Guilt free pleasure
gourmet cookies
GRAYS
Ginger Bread
Guilt free pleasure
gourmet cookies
GRAYS
Cranberry Time
Guilt free pleasure
gourmet cookies
The consumer’s first
interaction with a
brand will be with a
big idea that delivers
the Brand Promise
Purchase Moment
Innovation
Experience
The consumer may
engage in the big idea
through the telling of
the Brand Story
GRAYS
Guilt free pleasure
gourmet cookies
2
5
1
3
4
Grays Cookies were
created with a bit of luck
Gray’s Cookies is based
on a 40-year-old family
recipe that had been used
for years in a local coffee
shop in Stowe Vermont.
Gray’s was a local favorite
and even among tourists,
famous for it’s Chocolate
Chip and Peanut Butter
flavors. No one realized it
was also a healthy treat—
low fat, low calories.
A taste of guilt
free pleasure
We make brands stronger.
We make brand leaders smarter.
Consumer
GRAYS
Lemon creme
Guilt free pleasure
gourmet cookies
GRAYS
Peanut Butter
Guilt free pleasure
gourmet cookies
GRAYS
Ginger Bread
Guilt free pleasure
gourmet cookies
GRAYS
Cranberry Time
Guilt free pleasure
gourmet cookies
The consumer’s first
interaction with a
brand will be with a
big idea that delivers
the Brand Promise
Purchase Moment
Innovation
Experience
The consumer may
engage in the big idea
through the telling of
the Brand Story
GRAYS
Guilt free pleasure
gourmet cookies
2
5
1
3
4
The consumer engages a brand at 5 main touch-points

17. We make brands stronger.
We make brand leaders smarter.
Today’s consumer engages 5 main touch-points, but in a non-linear,
and random way, within a confusing and cluttered marketplace
Purchase
Moment
Brand
Story
Innovation
Surprise
Competitive
messages
Consumer
Brand
Promise
Without an organizing big idea, the brand is at risk of showing up
as a complete mess within the cluttered mess of the market
The
Brand
Influential
Voices
Happy
Experiences
Ubiquitous
connections
Experiences
beyond products

18. We make brands stronger.
We make brand leaders smarter.
• Create a simple brand promise that separates your brand from
competitors, based on being better, different or cheaper.
• Use your brand story to motivate consumers to think, feel or act, while
beginning to own a reputation in the mind and hearts of consumers.
• The moment of truth as consumers move through the purchase cycle
and use channels, messaging, processes to make the final decision.
• Fundamentally sound product, staying at the forefront of trends and
using technology to deliver on your brand promise.
• Turn the usage of your product into an experience that becomes a
ritual and favorite part of their day.
Align all 5 consumer touch-points
under the brand’s Big Idea
Brand Promise
Brand Story
Happy Experiences
The big idea organizes the brand across all 5 touch points.
Purchase Moment
Innovation Surprise

19. We make brands stronger.
We make brand leaders smarter.
Big idea connects
and separate brand
from competitors
Use your brand’s
differences to move
consumers
Keep your brand
fresh and on top of
trends
Move consumers
through the buying
system
Experiences that
consistently over-
deliver the promise
Consumer
Big
Idea
The
Brand
Brand
Promise
Brand
Story
Happy
Experiences
Purchase
Moment
Innovation
Surprise
Positioning Advertising and
Communication
Product
Development
Selling and
Retail
Operations
and Culture
The big idea must inspire and align everyone who works behind the scenes of the brand.
The big idea is the bridge between brand and consumer,
aligning everything around the 5 consumer touch-points

20. We make brands stronger.
We make brand leaders smarter.
We think like
consumers, and
make everything
easy to use.
Technology should
not be frustrating.
We make it easy to
do more/get more.
Surprising leap-
frog technology
built around
simplicity
Allow consumers
to try, touch,feel
the products
without pressure.
Start with consumer
experience and
works back to the
technology.
Consumer Brand
Brand
Promise
Brand
Story
Happy
Experiences
Purchase
Moment
Innovation
Surprise
Positioning Advertising and
Communication
Product
Development
Selling and
Retail
Operations
and Culture
Apple used the big idea of “simplicity” as the bridge between brand
and consumer, to align everything around the 5 consumer touch-points
We make
technology so
simple that
everyone can be
part of the
future

21. Apple’s advertising expresses “simplicity”
We make brands stronger.
We make brand leaders smarter.

22. All in one for
work &
creativity at
work or family
at home. The
original brand.
Do everything
anywhere.
Creative,
functional, with
durable,
portable.
Ubiquitous
connectivity to
your world. Mail,
phone, music,
photos.
iTunes, Apple
music, Beats
The fun of
music,
movies, books
Explore the
world of
entertainment,
social and
connectivity.
“Simplicity” aligns all the Apple product innovation
We make brands stronger.
We make brand leaders smarter.
Home/Office Portable SocialEntertainmentMobile

23. Straight out of the box.
No set up needed.
Apple allows everyone (from kids to
seniors) to experience computers.
Apple’s big idea starts with the expected consumer
experience and works back to the technology
Integration helps
products work
together and
work the same.
Fully
integrated
Apple Care
Support.
We make brands stronger.
We make brand leaders smarter.

24. Genius Bar where you
can get one-on-one
tech support
Training Courses for
any Apple products.
Take any Apple product on
a test drive or play around.
Accessories to
personalize Apple
products and
experience.
Apple’s store layout delivers “simplicity” at
every stage towards the purchase moment
We make brands stronger.
We make brand leaders smarter.

25. We show how Apple’s strategy lines up to the 7 elements of
Strategic Thinking and then create a 5-year brand strategy road
map combining the Big Idea Map and Brand Plan.
2
How to develop Apple’s
Brand Strategy Road Map

26. We make brands stronger.
We make brand leaders smarter.
1 3
4
5
6
7
8
Visionary
Early Win
Speed
Leverage
Gateway
Opportunity
Questions2
Case
Study
We will teach you the 8 elements of smart strategic thinking
Break through point where you
see a shift in momentum
towards your vision. Proof to
everyone this strategy will work.
Aspirational stretch goal
for future, linked to a well-
defined goal purpose. It
should scare you a little,
but excite you a lot.
Turn the early win into
tipping point where you
achieve more in return
than you put in.
Shift in positional power
that allows you to
achieve your vision.
Seize opportunity
quickly before others
react or it is closes.
An opening in the
market, based on a
potential change in the
market (consumer
needs, technology
change, new channels)
Align your limited
resources to a
distinct point you
can break through
getting you on a
path to your vision.
Must ask the right
questions that frame the
issues in the way of
achieving the desired vision
Where do you struggle the most?

27. We make brands stronger.
We make brand leaders smarter.
8 elements of smart strategic thinking
1 3
4
5
6
7
8
Visionary
Early Win
Speed
Leverage
Gateway
Opportunity
Questions2
How do we strengthen and
leverage our bond with our
most loyal Apple users?
With each new product,
they used,high profile
launch hype to generate
excitement, transforming
early adopters into vocal
Apple activists to spread
the word.
Apple wants
everyone to be
part of technology
in the future.
Apple created a consumer bond
around the Big Idea of “making
technology simple” leveraging
tight connection with their brand
fans to enter new categories.
Apple is now the most
beloved consumer driven
brand, with premium
prices, stronger market
share, sales and profits.
Fast follower on
technology, making
easy to use, with
consumer-friendly
laptops, phones,
tablets.
Capitalize on the
consumer frustration with
technology, that was
preventing the mass
consumers from
experiencing everything
technology can offer.
Build everything around
simplicity and design. A
consumer first mentality to
technology, transform leading
technology into “consumer
accessible” technology.
Case
Study

28. We make brands stronger.
We make brand leaders smarter.
Purpose
Strategy
Rough draft worksheet of the brand strategy
Vision
Values
Goals
Key
Issues
Tactics
Apple wants everyone to be part of technology in the future.
At Apple, we have to remind ourselves to think differently. We will make a dent in the
universe as we change the status quo of our consumers.
• Consumer first
• Simplicity and ease of use
• Stylish designs for living
• Continue 10% sales growth, double market share in Asia, launch 5 new technology
enhancements per year
1. How do we battle Samsung/Google in smart phones?
2. How do expand beyond our saturated North American market?
3. What technology platform will the next round of surprising innovation come from?
4. How do we strengthen and leverage our bond with our most loyal Apple users?
• Fast to market to stay ahead
• Create and build a community
• Increase size options
• Improve tech experience
• Win on design
• Launch watch to catch up
to competitors
Regain leadership in
smart phone technology
Higher service to tighten
Apple community
Build community around
cloud technology
Geographic focus into
China
• Specific Chinese products
• Brand building program
• New retail space
• Build e-commerce China
program
• Integrate retail purchasing.
• Explore automated cars.
• Explore acquisition into
social media programs
• Take more services
online, face to face.
• Increase Apple U courses
• Increase retail footprint.
Case
Study

29. We make brands stronger.
We make brand leaders smarter.
© Beloved Brands Inc.
Promise: Experience:Innovation Purchase MomentStory:
Vision:
Purpose:
Values:
Brand strategy road map for the future
Strategies:
Tactics:
Organizing Big Idea: Apple makes technology so SIMPLE that everyone can be part of the future
• Increase size options
• Improve tech experience
• Win on design
• Launch watch to catch up
to competitors
Regain leadership in
smart phone technology
Higher service to tighten
Apple community
Build community around
cloud technology
Geographic focus into
China
• Specific Chinese products
• Brand building program
• New retail space
• Build e-commerce China
program
• Integrate retail purchasing.
• Explore automated cars.
• Explore acquisition into
social media programs
• Take more services
online, face to face.
• Increase Apple U courses
• Increase retail footprint.
Apple wants everyone in the world to be part of the future.
At Apple, we want to make a dent in the universe by challenging the status quo and thinking differently.
We believe equally in art and technology.
Consumer first, simplicity and ease-of-use, stylish designs, fast-to-market, community.
Goals:
Issues:
Continue 10% sales growth, double market share in Asia, launch 5 new technologies per year.
1. How do we battle Samsung/Google in smart phones?
2. How do expand beyond our saturated North American market?
3. What technology platform will the next round of surprising innovation come from?
4. How do we strengthen and leverage our bond with our most loyal Apple users?
We make technology
so simple so that
everyone feels smarter
Technology should
not be frustrating. We
make it easy to do
more/get more.
Surprising leap-frog
technology around
simplicity
Allow consumers to
try, touch, feel in a soft
sell retail store.
Launch hysteria.
Enable consumers
to get the most from
your Apple.
Case
Study

30. A Beloved Brand like Apple uses the love consumers have for
the brand to replicate the power of a monopoly. And from that
power, it drives stronger growth and higher profits.
3
How Apple’s brand love drives
power and profit

31. We make brands stronger.
We make brand leaders smarter.
Indifferent
Love It
Like It
Beloved
We use the Brand Love Curve to get in the shoes of the
consumer and understand how they see your brand
Consumer
Unknown
The
Brand

32. We make brands stronger.
We make brand leaders smarter.
Indifferent
Love It
Like It
Beloved
We use the Brand Love Curve to get in the shoes of the
consumer and understand how they see your brand
Consumer
Unknown
Satisfied
A logical, practical choice.
Begin to trust the brand. No
emotional bond or feeling.
Unfamiliar
Never saw brand before.
Must be new. I don’t know
anything about brand.
No Opinion
Don’t really see difference.
Confused or not interested.
Stick to current brand.
Crave It
Emotional choice, lifestyle
fit. Great experience. One
of your favorite brands.
Part of a routine.
Brand Lovers
Self expressive, emotional
Rituals, memories built into
your life. Never switch.

33. We make brands stronger.
We make brand leaders smarter.
The BRAND LOVE you generate transforms into
BRAND POWER that you can wield in the marketplace.
Brand Love Power

34. We make brands stronger.
We make brand leaders smarter.
Here’s how a beloved brand can generate more
competitive power through Michael Porter’s model
Competitive
Rivalry
Power of
Buyers
Power of
Suppliers
Threat of
Substitutes
Threat of
Entrants
New Brands just can’t
break through the
emotional bond of a
beloved brand.
Consumers feel more
and think less. Desire
and crave. They become
brand fans who can’t live
without the brand.
Suppliers serve at mercy
of the beloved brand. High
volumes drive down costs
& margins. Suppliers build
completely around brand.
Channels are powerless
against beloved brand.
Consumers would switch
stores before brands.
Stores cannot stand up to
beloved brand.
Substitutes cannot match emotional bond that
the beloved brand has with their brand fans.
They have a monopoly on feelings.

35. The tighter the bond the brand creates with their consumers,
the more powerful that brand will be with all stakeholders
Consumers switch
stores before they
switch brands
Willing to cut costs
to be part of the
beloved brand.
Cannot duplicate
emotional connection
of the beloved brand
Struggle to break bond
and momentum the
beloved brand has
Proud, fully engaged,
motivated, outspoken
fans. Strong culture.
Outspoken brand fans
carry influence over the
purchase
All media (paid, earned,
search, social, home)
favor the beloved brands
Channels Competitors
New EntriesSuppliers
Media
Influencers
Employees
Outspoken fans
who think less and
feel more
Consumers
Brand
Power

36. We make brands stronger.
We make brand leaders smarter.
The tight bond Apple has created with consumers gives
them a tremendous source of power
Apple is a badge that people want to show off. It has always been the
anti-establishment anti-blue suit brand (anti-IBM, anti-Microsoft) that’s on
the side of the people. Apple uses this emotional power with consumers to
defend, to buy every new product and to pay 30-50% price premiums.
Everything starts with the consumer.
“You’ve got to start with the customer experience and work
backwards to the technology. You can't start with the technology
and then try to figure out where you're going to sell it.”
Steve p. Jobs
Consumers
Outspoken fans who
think less and feel more

37. We make brands stronger.
We make brand leaders smarter.
37
Apple is seen as the most beloved brand in the category.
Samsung and Sony have some like, but very few love
Apple’s Brand promise
connects, and the
product and experience
exceeds expectation on
delivering that promise.

38. We make brands stronger.
We make brand leaders smarter.
Apple’s tight bond with consumers makes it nearly
impossible for competitors to penetrate that bond.
Competitors think technology first.
Consumers find technology to be
confusing, frustrating, intimidating.
Project technology gadgets not
consumer benefits.Void of design,
simplicity and emotional appeal.
New entrants have not been
able to replicate the
combination of technology,
simplicity, design and coolness.
Competitors
New Entries
Cannot duplicate
emotional connection
of the beloved brand
Struggle to break bond
and momentum the
beloved brand has

39. We make brands stronger.
We make brand leaders smarter.
In terms of value chain, Apple commands a power over
both the channels and suppliers
Apple’s power gets it Preferential
Treatment. Price premiums and lower
margins for retailers. Popularity of the Apple
stores is tremendous. Best space in malls,
special sections in stores, sales rep fans.
Suppliers play by Apple’s rules. Apple has a
supplier code of conduct and an Apple Audit
Team to ensure they are on side. Apple has
access to supplier’s best new products
(e.g. Intel chips) before others do.
Channels
Suppliers
Consumers switch
stores before they
switch brands
Willing to cut costs
to be part of the
beloved brand.

40. We make brands stronger.
We make brand leaders smarter.
Apple is a very passion-driven culture, similar to the
emotional connection they have with consumers.
Apple is a passionate culture, but a
tough passion.
People want to be part of Apple, but only the best of
the best survive. Apple is a purpose driven culture
that wants to make am “dent in the universe”.
Challenging and perfection driven culture in the spirit of
Steve Jobs. OK is always rejected, pushing for
greatness obsessively on every detail. It’s a “Think
Different” and a work-hard play-hard culture. Apple is
about absolute secrecy and insistence on control
almost to the point of dysfunctional.
Proud, fully engaged,
motivated, outspoken
fans. Strong culture.
Employees

41. We make brands stronger.
We make brand leaders smarter.
Apple’s consumer popularity gives it a power
over all the sources of media
Stay
newsworthy,
manage the
news cycle.
Consistently
innovative Ads
witt high
breakthrough.
People use apple.com to find
products directly and
completely by-pass search.
Outspoken fans
influence social
media.More
likes/tweets.
Apple leverages its power to influence
and control all sources of media.
Social Media Home PageEarned Media SearchPaid Media Purchase MediaExperiential
Outspoken fans
influence social
media.More
likes/tweets.
Provide
product “test
drives” at the
store level
All media (paid, earned,
search, social, home)
favor the beloved brands
Media

42. We make brands stronger.
We make brand leaders smarter.
Consider
Aware
Fan
Loyal
Repeat
Satisfied
Buy
Search
Consumer
Apple manages the Consumer Buying System at every stage
Hype Launch
Announcements to creates
news and excitement.
Be everywhere by
Influencing experts,
critics and news media
gives credibility to
Apple products.
User friendly experience on day 1.
Apple genius bar provides quick easy
answers to make you smarter.
Mass Advertising that connects
emotionally and separates Apple
products from the pack.
Point of Sale space and
experts creates distinction for
Apple, Apple stores, or the
store-within-a-store concept.
Apple knows the details
matter. The products over
deliver and satisfy consumers.
Apple uses leadership
position on social media to
spread the brand messages
Stylish Cool designs
have made Apple a
badge to show off.
Sense of a club creates a “with
us or against us” advocacy that
creates outspoken fans.

43. We make brands stronger.
We make brand leaders smarter.
Apple’s brand power helps them earn Media via the News,
Social Media and Twitter dwarfs their competitors.
0"
50"
100"
150"
200"
250"
300"
350"
400"
Apple Google Microsoft Sony Samsung
News"
Social"
Twi3er"
• Apple gets almost $1
Billion per year in free
media value.
• Apple is the #1 news
media brand, 2x
Google. It’s the #2
social brand behind
Google, and #1 Twitter
brand 3x that of Sony
and Samsung.

44. We make brands stronger.
We make brand leaders smarter.
Apple does a great job in managing all tech critics
and on-line tech blogs
Tech Experts speak out on behalf
of Apple: Able to garner positive
reviews for every new product launch
and help defend against inferior
competitors. Apple has a tight
network of pro-Apple supporters they
continuously reach out to.
Outspoken brand fans
carry influence over the
purchase
Influencers

45. We make brands stronger.
We make brand leaders smarter.
The economics and accounting of how beloved brands
turn power into stronger growth and profit
Price&
Quan+ty&
Supply&
Demand'
Increased'
Demand'
$400$
$250$
10M$ 15M$
Driving demand gives your
brand the ability to drive
the price up, and higher
quantities gives better
economies of scale.
Profitability = Margin x Quantity
Prices ShareCosts Market SizeMargins Volume
Premium
Pricing
Trading
Up
Lower cost of
goods
Efficient
Program
Spending
Stealing
Competitive Users
Get loyal
users to use
more
Enter
new markets
Find new
uses

46. The 8 ways that Brands can use their power to drive more profit
1
Premium
Pricing
2
Trading
Up
3
Lower
cost of
goods
4
Efficient
Program
Spending
5
Stealing
Competitive
Users
6 Get loyal users
to use more
7
Enter
new
markets
8
Find new
uses
Higher Prices
Higher Share
Lower Costs
Bigger Market
Higher Margins
Higher Volume

47. We make brands stronger.
We make brand leaders smarter.
Apple uses their brand love and power to increase
prices, lower costs gain share and enter new markets
Case
Study

48. We make brands stronger.
We make brand leaders smarter.
• Apple has done a good
job in diversifying over the
years. However, with the
success of smart phones
and tablets, Apple’s
revenue has become a
very mobile driven
revenue stream.
• With a shifting business
mix, Apple has seen
steady gains on Gross
Margins % from 27% up
to 44%. For instance, the
iPhone has GM% of 58%.
Apple’s revenue mix shifting to iPhones and iPads

49. Brand Love ProfitPower
Apple has been able to turn their brand love into power and
then into Profits and a remarkable increase in Valuation
Apple over-delivers
against the promise of
simplicity and coolness to
creates an emotional bond
with an extremely loyal and
outspoken following.
Apple has Momentum with a 25-
fold growth rate in the last 10
years. Power with consumers
creates badge & talk value. media
hype, channel compliance.
Competitors can’t keep up.
Cash Flow + Optimism
gives strong brand value.
Revenue Growth helps
every ratio. Gross Margins
are up due to price
premiums.

50. Apple uses the love consumers have for the brand to
create a bond that replicates the power of a monopoly.
Brand Love ProfitPower

51. We make brands stronger.
We make brand leaders smarter.
Apple has used brand love to command power and
enable them to drive both revenue and profits

52. We make brands stronger.
We make brand leaders smarter.
We will help you unleash
your full potential
Brand Coaching Services

53. We make brands stronger.
We make brand leaders smarter.
We make brands stronger.
We make brand leaders smarter.
Our role is to challenge you to think differently about
your future, so that you can realize your full potential.
TM

54. We make brands stronger.
We make brand leaders smarter.
Define
the
Brand
Think
Strategically
Big
Idea
At Beloved Brands, we use a branding approach
Vision Analysis
Key Issues
Strategies
Execution
• Advertising
• In-Store
• Innovation
• Consumers
• Category
• Channels
• Competitors
• Brand
Values, Goals
• Experience
Brand Plan
Create Brand Plans
Inspire
creative
execution
Analyze
performance
Sm
art
Creative
Ideas

55. We make brands stronger.
We make brand leaders smarter.
We make brands stronger.
We make brand leaders smarter.
We lead a 360 assessment of your business, looking at the
marketplace, consumers, channels, competitors and the brand.
We help you define your brand, with a simple, unique, inspiring,
motivating and own-able Brand Positioning Statement.
We will create a Big Idea that will transform your brand’s soul into a
winning brand reputation.
We help you build a strategic Brand Plan that everyone who works on
the brand can follow
We coach on Marketing execution, helping to tighten the bond with
your consumers and drive brand growth
We will build a Brand Management training program, to unleash the
full potential of your Marketing team.
1
2
3
4
5
6
TM

56. We make brands stronger.
We make brand leaders smarter.
We will lead a 360 brand assessment, looking at the
marketplace, consumers, channels, competitors and brand
Deep Dive
Review
Macro view of marketplace
looking at economic,
consumer, technology, trends.
Define consumer target,
looking at beliefs, buying habits,
growth trends and key insights.
2
5
1
3
4
Understand brand performance and
reputation. Use brand funnel, tracking
results, pricing analysis, distribution
gaps and financial results.
Look at channel
performance,
customer
strategies,
distribution gaps,
merchandising
performance.
Dissect closest competitors by looking
at performance, positioning, innovation,
pricing, distribution and reputationSummarize the analysis into drivers and
inhibitors currently facing brand as well as
threats and opportunities for the future.
Drivers Inhibitors
Factors of strength or
inertia that accelerate
your brand’s growth.
Weaknesses or
friction slows brand
down, leak to fixi
Opportunities Threats
Changing consumer
needs, technologies,
channels, legal,
Competitor launch,
trade barriers,
customer preference.
6
Look at macro subsegments or formats
• Some different types of
macro views you want to
look at includes
performance of size,
format or benefit
segments. Look at the
channel performance at
the category level. You
can also look at macro
competitive market share
trends.
• With each chart, you are
looking for a break in the
data to tell a story on the
category.
0"
10"
20"
30"
40"
50"
60"
XL" Large"size" Mid"Size" Travel"size" Overall"
2012"
2013"
2014"
2015"
Healthy(
Whitening(
Freshening(
Repair(
0"
20"
40"
60"
80"
100"
120"
140"
Grocery" Drug" Mass" Club" Overall"
2012"
2013"
2014"
2015"
Size Formats Benefit Segment
Where sold Allergy Category $ Share
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
P
E
D
ec
29
01
P
E
F
eb
23
02
P
E
A
pr20
02
P
E
June
15
02
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E
A
ug
10
02
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O
ct05
02
P
E
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ov
30
02
Jan
25
2003
M
ar22
2003
M
ay
17
2003
July
12
2003
S
ept06
2003
N
ov
01
2003
D
ec
27
2003
Feb
21
2004
A
pr17
2004
June
12
2004
A
ug
07
2004
O
ct02
2004
N
ov
27
2004
Jan
22
2005
M
ar20
2005
M
ay
14
205
Jul9
2005
S
ep
3
2005
O
ct29
2005
Reactine Benadryl Claritin Aerius Allegra Chlor-Tripolon C/L
Competitive Market Share
Category
Analysis
The Brand Funnel
Awareness
Familiar
Consider
Purchase
Repeat
Loyal
Unknown
Indifferent
Love It
Like It
Beloved
The Brand Love Curve
0
15
30
45
60
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Gray's Dad's Sue's Devonshire
Competitive market share performance
Customer scorecards
Customer A Scores
Overall Sales Dollars 39
Share of Category 11%
% dollar change +19.1%
Your Brand Share 33%
% change +3.3 points
Share Index 105
Your brand’s avg Price $6.33
% change +3.3%
Price Index 125
Share of Co-Op Ads 33%
% change +18%
Co Op Index 143
Share of Merch 25%
% change -2%
March Index 111
Customer scorecards
Customer A Scores
Overall Sales Dollars 39
Share of Category 11%
% dollar change +19.1%
Your Brand Share 33%
% change +3.3 points
Share Index 105
Your brand’s avg Price $6.33
% change +3.3%
Price Index 125
Share of Co-Op Ads 33%
% change +18%
Co Op Index 143
Share of Merch 25%
% change -2%
March Index 111
and versus other periods.
Pricing Differences by Channel
First, look at the average price and change versus year
for each channel. Match up the data to what the sales
colleagues are saying about the different prices for each ch
Depending on channel/brand, you should be looking at
deal pricing, % on deal and coop ad points. Compare ea
the channels and compare to prior years.
Food Drug Mass Club
Avg Price $6.55 $6.47 $6.62 $6.54
% change vya -6.4% -2% +3.1% -1.9%
Avg Price on Deal 5.99 6.59 5.29 5.49
% change vya +8.3% -12.3% +1.7% +2.7%
% on deal 32% 22% 38% 20%
+/- vya +7 pts +1 pt +10 pts -2 pts
A
B
We make
We make brand
Distribution gap analysis
Tops Kroger CVS Club A&P Safeway 7-1
Gray’s
8 ct Choc Chip
Gray’s
16 ct Choc
Chip
Gray’s
8 ct Mint Chip
Gray’s
16 ct Mint Chip
Gray’s
8 ct Lemon
W
We ma
Distribution gap analysis
Tops Kroger CVS Club A&P Safewa
Gray’s
8 ct Choc Chip
Gray’s
16 ct Choc
Chip
Gray’s
8 ct Mint Chip
Gray’s
16 ct Mint Chip
Gray’s
8 ct Lemon
W
We mak
Draw conclusions. Compare how you're doing in each channel
and versus other periods.
We
We make
Pricing Differences by Channel
First, look at the average price and change versus year ago,
for each channel. Match up the data to what the sales
colleagues are saying about the different prices for each channel.
Depending on channel/brand, you should be looking at the
deal pricing, % on deal and coop ad points. Compare each of
the channels and compare to prior years.
Food Drug Mass Club
Avg Price $6.55 $6.47 $6.62 $6.54
% change vya -6.4% -2% +3.1% -1.9%
Avg Price on Deal 5.99 6.59 5.29 5.49
% change vya +8.3% -12.3% +1.7% +2.7%
% on deal 32% 22% 38% 20%
+/- vya +7 pts +1 pt +10 pts -2 pts
A
A
B
B
We make brands stron
We make brand leaders sma
Distribution gap analysis
Tops Kroger CVS Club A&P Safeway 7-11
Gray’s
8 ct Choc Chip
Gray’s
16 ct Choc
Chip
Gray’s
8 ct Mint Chip
Gray’s
16 ct Mint Chip
Gray’s
8 ct Lemon
We make b
We make brand l
Distribution gap analysis
Tops Kroger CVS Club A&P Safeway 7-11
Gray’s
8 ct Choc Chip
Gray’s
16 ct Choc
Chip
Gray’s
8 ct Mint Chip
Gray’s
16 ct Mint Chip
Gray’s
8 ct Lemon
Program tracking shows how well you are
doing behind key marketing activities
• Program tracking or testing results
can compare how well the program
has done against key measures.
• You will also be able to get scores
that match up to the brand funnel
such as Awareness (aided,
unaided), purchase scores (share
of last 5 purchases) and purchase
intention.
Tracking Results Gray’s Norm
Aided Recall 38 62
Unaided Recall 30 46
Brand Recognition 10 23
Brand Link .33 .50
Main Message 64 60
Uniqueness 38 22
Purchase Intent 10 9
Ad Tracking
Brand
Analysis

57. We make brands stronger.
We make brand leaders smarter.
Define a focused consumer
target profile with insights,
enemies and buying patterns.
Use our
Benefits
Ladder to
move from
features to
rational and
emotional
benefits
We will help you define your brand, with a simple, unique,
motivating and own-able Brand Positioning Statement.
2
5
1
Use our benefit cheat sheets to
understand the Functional and
Emotional benefits you can own.
3Benefits Ladder
4
Determine
your winning
zone, where
your brand is
better,
different or
cheaper.
Winning
positioning
statement that
is unique, own-
able motivating
to consumers
Brand
Positioning
Building a winning brand positioning statement
To
(Target)
• Healthy proactive preventers who want
to do more for their health, working
moms, who are 35-40 years old.
Gray’s is the
(Category)
• Tasty healthy cookie option
That is the
(Benefit)
• Guilt free cookie that tastes so good
that you can stay in control of your health
That’s
because
(Support Points)
• In blind taste tests, Gray’s matched the
leaders on taste, but only 100 calories
and 3g of net carbs.
• In a 12-week study, consumers using
Gray’s once a night as a desert were
able to lose 5-10 pounds.
1
2
3
4
Consumer Target
Product features
Functional benefits
Emotional benefits
Works
betterFunctional
Benefits
Simplify
Life
Make
Smarter Make
Healthier
Saves
money
Helps
family
Sensory
Appeal
Stay
Connected Experience
Seek
knowledgeFunctional
Benefits
Stay in
control
Feel
myself Feel
comfortable
Feel
optimistic
Feel
free
Get
noticed Feel
liked

58. We make brands stronger.
We make brand leaders smarter.
Brand’s
Big Idea
We will help create a Big Idea that will transform your internal
brand soul into a winning external brand reputation.
The Big Idea helps
simplify the brand message
as an outward expression of
the inner Brand Soul
We make brands stro
We make brand leaders sm
Promise Brand Story Innovation Purchase Moment Experience
Big
Idea
Brand
Positioning
Advertising and
Communication
Product
Development
Selling and
Retail
Operations
and Culture
Consumer
The
Brand
Big
Idea
Drive consistency using the brand’s Big Idea to show
up the same way at all 5 consumer touch-points
Consumers have 7
seconds to connect
with a brand’s Big Idea
A brand finds its equilibrium when the Big
Idea impacts a brand reputation to
perfectly match up to the Brand Soul
Soul Reputation=
Based on their personal
experiences, consumers
form a reputation they
spread to others.
1
2
3
4
5
=Big Idea
Brand
Soul
Consumer

59. We make brands stronger.
We make brand leaders smarter.
2
4
31 Strategic questions to
help frame the key issues
5
We will help build a strategic Brand Plan that
everyone who works on the brand can follow
Drivers and inhibitors currently facing
brand. Risks and opportunities for future.
Deep dive review looks at every
potential area of the brand
• Market: Macro view, economic indicators,
consumer behavior, technology, political
• Consumer: Target, buying habits, trends,
consumer enemies, key insights
• Channels: growth channels, major
customers, available tools and programs
• Competitors: Performance, positioning,
innovation, pricing, distribution, perceptions.
• Brand: Funnel, reputation, tracking results,
pricing, distribution, financial analysis.
Drivers Inhibitors
Factors of strength or
inertia that accelerate
your brand’s growth.
Weaknesses or
friction slows brand
down, leak to fixi
Opportunities Threats
Changing consumer
needs, technologies,
channels, legal,
Competitor launch,
trade barriers,
customer preference.
What is the core strength
your brand can win on?
How engaged are
consumers?
What is your current
competitive position?
How tightly connected is your
consumer to your brand?
What is the current business
situation your brand faces?
3
1
5
4
We make brands stronger.
We make brand leaders smarter.
1. Where could we be?
2. Where are we?
3. Why are we here?
4. How can we get there?
5. What do we need to do?
Before getting started on your Brand Plan, map out your
strategic thinking by asking 5 simple strategic questions
Vision/Purpose/Goals
Situation Analysis
Key Issues
Strategies
Execute & Measure
Questions to ask Planning elements
1
2
3
4
5 6
Use “where are we” questions to uncover
answers that frame the overall brand plan.
Lay out
elements of
the Brand
Plan, on one
page and in
a formal
presentation
Brand
Plan
2
The Annual “Brand Plan On a Page”
Analysis Issues and Strategies Executional Plans
P&L forecast
• Sales $30,385
• Gross Margin $17,148
• GM % 56%
• Marketing Budget $8,850
• Contribution Margin $6,949
• CM% 23%
Drivers
• Taste drives a high conversion of Trial to
Purchase
• Strong Listings in Food Channels
• Exceptional brand health scores among Early
Adopters. Highly Beloved Brand among niche.
Inhibitors
• Low familiar yet to turn our sales into loyalty
• Awareness held back due to weak Advertising
• Low distribution at specialty stores. Poor
coverage.
• Low Purchase Frequency even among most
loyal.
Threats
• Launch of Mainstream cookie brands
(Pepperidge Farms and Nabisco).
• De-listing 2 weakest skus weaken in-store
presence
• Legal Challenge to tastes claims
Opportunities
• R&D has 5 new flavors in development.
• Sales Broker create gains at Specialty Stores
• Explore social media to convert loyal following.
Key Issues
1. What’s the priority choice for growth: find new
users or drive usage frequency among
loyalists?
2. Where should the investment/resources focus
and deployment be to drive our awareness
and share needs for Gray’s?
3. How will we defend Gray’s against the
proposed Q1 2014 ‘healthy cookie’ launches
from Pepperidge Farms and Nabisco?
Strategies
1. Continue to attract new users to Gray’s
2. Focus investment on driving awareness and
trial with new consumers and building a
presence at retail.
3. Build defense plan against new entrants that
defends with consumers and at store level.
Goals
• Increase penetration from 10% to 12%,
specifically up from 15% to 20% with the core
target. Monitor usage frequency among the
most loyal to ensure it stays steady.
• Increase awareness from 33% to 42%,
specifically up from 45% to 50% within the
core target. Drive trial from 15% to 20%. Focus
for sales is to close distribution gaps going
from 62% to 72%.
• Hold dollar share during competitive launches
and continue to grow 11% post launch gaining
up to 1.2% share. Target zero losses at shelf.
Advertising
• Use awareness to drive trial of the new Grays.
Target “Proactive Preventers”. Suburban
working women, 35-40.Main Message of “great
tasting cookie without the guilt, so you can stay
in control of your health”. Media includes 15
second TV, specialty health magazines, event
signage, digital and social media
Sampling
• Drive trial with In-store sampling at grocery,
Costco, health food stores and event sampling
at fitness, yoga, women’s networking, new
moms.
Distribution
• Support Q4 retail blitz with message focused
on holding shelf space during the competitive
launches. Q2 specialty blitz to grow distribution
at key specialty stores.
Innovation
• Launch two new flavours in Q4/15 & Q4/16.
Explore new diet claims, motivating and own-
able.
Competitive Defense Plan
• Pre Launch sales blitz to shore up all
distribution gaps. At launch, heavy
merchandising, locking up key ad dates,
BOGO. TV, print, coupons, in-store sampling.
• Use sales story that any new “healthy” cookies
should displace under-performing and
declining unhealthy cookies.
Brand Vision: To be the first ‘healthy cookie’ to generate the craving, popularity and sales of a mainstream cookie. $100 Million brand by 2020.
Forecast
Analysis
Brand Vision
Strategies
Execution
Key Issues
Goals
1
5
4
3
2
6
5

60. We make brands stronger.
We make brand leaders smarter.
We make brands stronger.
We make brand leaders smarter.
Promise Brand Story Innovation Purchase Moment Experience
Big
Idea
Brand
Positioning
Advertising and
Communication
Product
Development
Selling and
Retail
Operations
and Culture
Consumer
The
Brand
Innovation drives ideas, concepts,
testing, launches through system.Build culture to support
consumer experience
creating a brand credo
with purpose, values,
service behaviors.
2
4
3
1
CREATIVE(BRIEF((
1.""Why(Are(We(Adver3sing(
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2.#What’s(the(Consumer(Problem(We(are(Addressing(
I’m&always&watching&what&I&eat.&&And&then&BAM,&I&see&a&cookie&and&I’m&done.&&As&much&as&I&look&aHer&
myself,&I&s>ll&like&to&sneak&a&cookie&now&and&then.&&"
3.((Who(are(you(talking(to?(
“Proac>ve&Preventers”.&Suburban&working&women,&35L40,&&who&are&willing&to&do&whatever&it&takes&to&
stay&healthy.&&They&run,&workout&and&eat&right.&For&many,&Food&can&be&a&bit&of&a&stressLreliever&and&
escape&even&for&people&who&watch&what&they&eat.&&&&"
4.((Consumer(Insights(
L&“I&have&tremendous&willLpower.&&I&work&out&3x&a&week,&watch&what&I&eat&and&maintain&my&figure.&&But&
we&all&have&weaknesses&and&cookies&are&mine.&&I&just&wish&they&were&less&bad&for&you”&
L&&“I&read&labels&of&everything&I&eat.&&I&s>ck&to&1500&calories&per&day,&and&will&find&my&own&ways&to&
achieve&that&balance.&&&If&I&eat&a&400&calorie&cookie,&it&may&mean&giving&something&up.”&
5.(What(does(our(consumer(think(now?(
I’ve&never&heard&of&Grays&Cookies.&&But&I’d&likely&need&to&try&it&and&see&if&I&like&it.&&If&it&really&does&taste&
that&good,&it’s&something&I&might&consider&as&a&snack.&&&
6.((What(do(you(want(your(consumer(to(think/feel/do?((Desired(Response)(
We&want&them&to&try&Grays&and&see&if&they&like&the&great&taste.&&"
7.((What(should(we(tell(them?((S3mulus:((benefit)(
With&Grays&Cookies&you&can&s>ll&have&a&great&tas>ng&cookie&without&the&guilt,&so&you&can&stay&in&
control&of&your&health.&&
8.((Why(should(they(believe(us?(
In&blind&taste&tests,&Grays&Cookies&matched&the&market&leaders&on&taste,&but&only&has&100&calories&and&
2g&of&fat.&&In&a&12&week&study,&consumers&using&Grays&once&a&night&as&a&desert&were&able&to&lose&5lbs.&&&
9.((Brand(Posi3oning(Statement(
For&“Proac>ve&Preventers”,&Women&30L45,&Grays&Cookies&are&the&best&tas>ng&yet&guiltLfree&pleasure#
so&you&can&stay&in&control&of&your&healthy&lifestyle.&&That’s&because&Grays&combines&the&great&taste&in&a&
low&fat&and&calorie&sensible&cookie.&In&blind&taste&tests,&Grays&Cookies&matched&the&market&leaders&on&
taste,&but&only&has&100&calories&and&2g&of&fat.&&In&a&12&week&study,&consumers&using&Grays&once&a&night&
as&a&desert&were&able&to&lose&5lbs.&&&
10.((Tone(and(Manner(
Successful,&Mo>vated,&Reliable,&In&Control,&Natural.&
11.((Media(Op3ons(
Main&crea>ve&will&be&in&specialty&health&magazines,&event&OOH&signage&and&inLstore.&&Want&to&carry&
the&idea&into&digital,&social&media&and&a&microsite.&&&
12.((Mandatories(
The&line:&“best&tas>ng&yet&guiltLfree&pleasure”&is&on&the&packaging.&25%&of&Print&must&carry&the&Whole&
Foods&logo&as&part&of&our&lis>ng&agreement&and&include&the&Legal&disclaimer&on&the&taste&test&and&the&
12&week&study.&&&
Brief focuses creative &
media decisions on
positioning & strategy
5
Influence purchase moment
through channels, e-commerce,
selling and merchandising
At Beloved Brands, we promise to
make your brand stronger and your
brand leaders smarter.
We believe big ideas, focus and
passion matter, because the more
loved a brand is by consumers, the
more powerful and profitable that
brand will be.
We will challenge you to think
different, because the thinking that got
here may not get you to the next level.
Our Credo
Align execution to
focus on moving
consumers
through stages of
the buying system
Consumers connect with Big Idea
through 5 supporting touch-points
Consider
Satisfied
Buy
Search
Fan
Loyal
Repeat
Aware
6
We coach on Marketing execution, helping to tighten
the bond with your consumers and drive brand growth
Marketing
Execution

61. We make brands stronger.
We make brand leaders smarter.
We will build a Brand Management Training Program,
to unleash the full potential of your Marketing team.
Training
Program
Strategic Thinking
Brand Positioning
Brand Plans
Creative Briefs
Brand Analytics and the Business Review
Marketing Execution
Creating a Beloved Brand
Consumer Centricity
Managing your Marketing Career
1
2
6
4
5
3
7
8
9
Menu of training programs

62. Investing in your people pays off with smarter strategies,
amazing execution and stronger brand results
We will unleash the full potential of your people so you will
see a direct impact on your brand’s growth trajectory.
We will train your team on the
fundamentals of brand management
• Address gap on brand analytics and strategic
thinking, to ensure you end up with smarter
Brand Plans and Creative Briefs.
• Improve judgment and decision-making to
ensure your Marketing execution pays back.
• We can see first hand the impact that training has
on your team’s skills, motivations and behaviors.
• Our workshop style training provides an
immediate impact on their day-to-day jobs.

63. We make brands stronger.
We make brand leaders smarter.
Graham spent 20 years in Brand Management leading some of the world’s most
beloved brands at Johnson and Johnson, Pfizer, General Mills and Coke, rising up to
VP Marketing. In his career, he has won numerous Advertising and Innovation awards.
Graham played a major role in helping Pfizer win Marketing Magazine’s
“Marketer of the Year” award.
Graham started Beloved Brands believing he could make brands stronger
and brand leaders smarter. Graham will challenge you and your team to think
differently and strategically. He leads workshops that will help define your
Brand Positioning Statement, create a Big Idea for your brand, and write
Brand Plans to motivate and focus everyone that works on the brand.
He will build Brand Management training programs that will help
unleash the full potential of your team, so your team can produce
exceptionally smart work that drives stronger brand results.
The Beloved Brands robust client roster has included the NFL
Players Association, Reebok. Acura, Shell, Jack Link’s, 3M,
Melitta, Capital One and Pfizer.
Graham Robertson at Beloved Brands
One of the voices of today’s Brand Leaders.

64. We make brands stronger.
We make brand leaders smarter.
Graham Robertson at Beloved Brands
Significant career experience in Brand Management
Education
• MBA, Ivey School of Business, Western University, 1994
• Bachelor of Commerce, Carleton University, 1989
Work History
• President, 2009- Present
• VP Marketing, 2005-08
• Group Brand Director, 1999-2005
• Senior Brand Manager, 1997-99
• Associate Brand Manager, 1994-96
• Coca-Cola, Summer Marketing Intern, 1993
• Marketing Training Program, 1989-92

65. We make brands stronger.
We make brand leaders smarter.
Do you want to get smarter
about Marketing?
Visit beloved-brands.com
Over 5 million views from Marketers getting smarter

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

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