H2 Run Strategic Planning Training

H2 Run Strategic Planning Training
The story begins H2 Run Strategic Planning Training

Brand Planning at Fosters

Let us make some changes …
Why are we here? 1 Current format Brand Planning process Framework for measurement and accountability Link to Business Strategy Long term and short term Quantified risk and opportunities Programme of learning initiatives The result is an overwhelmed and confused Fosters! 2 3 4 5 6 7 Let us make some changes …

Introduction

Principles that will underpin brand planning …
1 Simplicity Common sense, language, approach Measurement and accountability Digging deep (i.e. audits) Role of brand in portfolio Issues and resolution Marketing levers achieving goals 2 3 4 5 6 7

Brand Planning at Fosters
Brand equity development is a core strategic advantage for Fosters. You cannot drive brands (and the Fosters business) forward if you don’t know where you are going. For this reason all brands should have a clearly understood and defined strategic role in the business (otherwise they are simply adding complexity and distract valuable resources from where they are needed most). Note, however Big Ideas do not need to be complex, cumbersome and verbose – in fact powerful planning and strategy should be SIMPLE! In writing brand plans we need to be aware of Foster’s executional capability. It is appropriate for higher priority brands to have several executional outputs, however, low priority brands should focus on one executional output only.

INSIGHT GENERATION The Propeller INSIGHT GENERATION COMMERCIAL
SUSTAINABILITY PARTNERSHIPS CHANNEL ENGAGEMENT SHOPPER CONNECTION CONSUMER CUSTOMER INSIGHT GENERATION INSIGHT GENERATION

The Propeller INSIGHT GENERATION
The driving force behind building brands at Fosters is the Brand Propeller. At its centre is the discipline of putting insight at the heart of everything we do. The Insight Generation process ensures that appropriate rigor is applied to everything we do and that our activities address the key motivations of our consumers, shoppers and customers. By having the Propeller as the primary input it focuses our attention on not only what drives consumers brand choices and consumption but also what wins in store. The Propeller better focuses our strategic initiatives to help build strong brands, drive top line growth and in doing so will establish a more profitable platform moving forward. PLANNING BRAND BRAND STORIES CONNECTION MODEL CONSUMER INNOVATION ARCHITECTURE EFFECTIVE PARTNERSHIPS AGENCY DISCIPLINES SPECIALIST cONSUMER CONNECTION STRATEGY MEDIA + display VISIBILITY OCCASSIONALity DRIVERS management category EFFECTIVENESS PROMOTINONAL + space RANGE DEEP DIVES CUSTOMER tRADE MATHS SALES EXCELLENCE PLANNING AND EXECUTION SEGMENTATION CHANNEL MANAGEMENT P+L COGS PRICING WORKING WITH REPORTS ACTIVITY EVALUATION INSIGHT GENERATION

Integrating the propeller blades …
Commercial & Category Alignment Brand Vision Goal Setting Strategies Activity Consumer Programmes building trial, loyalty, consumption - Sampling - New Variants - Packaging Upgrade - Advertising Channel Channel Plans Sales Drivers Shopper Customer Specific Activities - Visibility - In Store Activity - Prices - Promotions - Assortment Activity Schedule ScoreCard

The Propeller answers 7 key questions …
1 What aspiration does our brand portfolio shoot for? How committed are our consumers to our brands in attitude and behaviour? What insights should drive our goals? What are our strategic options and which create the most value? Which activities generate the most value? Which initiatives will be delivered and when? How we analyse results, measure growth and sharpen future activity and planning 2 3 4 5 6 7

How will we measure its impact
Brand equity development is a core strategic advantage for Fosters. You cannot drive brands (and the Fosters business) forward if you don’t know where you are going. For this reason all brands should have a clearly understood and defined strategic role in the business (otherwise they are simply adding complexity and distract valuable resources from where they are needed most). Note, however Big Ideas do not need to be complex, cumbersome and verbose – in fact powerful planning and strategy should be SIMPLE! In writing brand plans we need to be aware of Foster’s executional capability. It is appropriate for higher priority brands to have several executional outputs, however, low priority brands should focus on one executional output only.

Links to Integrated Planning
Insights Annual Planning Business Vision Brand Prioritisation Portfolio BRAND Channel Customer Channel CUSTOMER Sales and Marketing 3 Year Horizon September Group LTP Competitor / Market Annual Execution Challenge: Balancing the mix between equity and volume Equity Volume

How Brand Planning fits with the Overall Process
July August ……… Brand Vision Sept Oct ……… Brand Strategy Nov Dec ……… Brand Activity Jan Feb ……… Prioritisation & Scope of Workers March April May June ……… Work Up Plans July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June ……… Implementation, Measurement & Evaluation

Embedding a new brand planning process …
Define the aspiration Define long term brand plan Define short term brand plan Activation in a total business context Measure and evaluate the plan Commercial plan brief Sub Category Drivers SWOT Detailed financials Annual goal Activities Calendar Measures Compare activity to plan Gate approvals Propeller understanding review Brand Audit Goals Key Issue/Problem Opportunities Strategic agenda Prioritisation Pipeline Imperatives Innovation Funnel Prioritisation A & P Management Vision Range reviews NPD launches D&R Management Prioritisation Goals Annual SEP Evaluate success of activity against goals Actual performance VS scorecard targets Customer plans Sales execution Pricing Share of voice Category management plan Growth Barriers Brand Vision plan Brand Strategy plan Brand Activity plan Brand activation: - cross portfolio plan Brand measurement: target scorecard Output Category GM Brand Manager Customer Marketing Responsibility Sales Finance/BM Output

There is still work to be completed …
! Finance Calculator – Setting Goals RCQ / Equivalent – Activity Selection Post Launch Reviews – Measurement Creating Framework for Brand Vision Provide the appropriate training WARNING Marketing Services / Insights & Finance are working at an optimal solution

Chapter 1 Vision

Do not go past Go if you have not completed Brand Story (i. e
Do not go past Go if you have not completed Brand Story (i.e. signed off essence, positioning, brand building benefit and architecture). This is covered off in a separate module.

Brand Vision Plan This is the Thinky - Thinky part of the process
We need to review the past, conduct a thorough Propeller deep dive and conduct analysis of all available servers of information (refer Insights Module) to define the core questions we face and pull together the insights and implications discovered We then layout an aspirational future of our brand and finally develop several alternative goals that will form the basis of our strategic and annual plans. The three key stages: 1 Propeller Understanding, Review 2 Compelling Vision 3 Defining Consumer Goals If you are unfamiliar with the Insights Funnel and Consumer Connection STOP Now 1 2 3

Propeller Understanding Review …
COMMERCIAL SUSTAINABILITY PARTNERSHIPS CHANNEL ENGAGEMENT SHOPPER CONNECTION CONSUMER CUSTOMER Consumer Communication Plan Summary of Brand Health Ad Tracking Media Expenditure summary Consumer portrait Brand essence Brand Positioning/mapping Commercial Pricing Strategy Productability analysis Market performance Measurements & evaluation survey SKU/COGS strategy CONNECTION CONSUMER INSIGHT GENERATION Customer On/Off strategy Competition Strategy Channel Analysis Customer story Shopper Shopper Behaviour Visibility Drivers Key Issue summary shopper

When undertaking the Propeller Understanding Review
Ensure all brands organise with Propeller Heads/Wise Guys appropriate phasing of time so all brands obtain the right attention. Good cross functional teamwork and open, frequent communication are essential for building brands with strength. Prior to undertaking the Propeller Understanding Review there is the assumption that not only is the Brand story complete and relevant that there is already a pre built profile of our consumer’s levels of brand commitment. Throughout the Review please consider the Insights Module and principles from the Consumer Connection module when workshopping the ‘funnel’ Scoping Issues Information Insights Implications Brand Vision Core Consumer Questions Consumer Connections Goals Frequent use of the Principles enunciated in the Insights Module ensures that our hypotheses are bases on deep understanding of the motivation

Key Outputs from Learning Review
The key issues/opportunities captured should represent the most important 4 to 5 triggers or barriers to the brands growth and development (refer to template). It is a structured review of past business performance and future opportunities: Brand Health, Competition, Customer, Shopper, Consumer and Support. Prioritisation and focus are critical here Ultimately these platforms will feed our key insights and implications for the long term vision of the brand The Insights Funnel (refer to Insight Module) is used to ensure we carefully define the issues through to implications and accurately define the core consumer questions. Once the learning's and key issues are identified we can use this understanding to update our Brand Vision and decide our Consumer Goals. We can also use the Insight Funnel to work through some of the issues and uncover insights and implications

The Brand Top 10 … How is my business performing?
Who is my target consumer? How is my consumer base changing? How does my target consumer relate to my brand? How effective are my communications at reaching and persuading consumers? Who is my primary competition? How are they engaging consumers? What macro trends may affect my brand? How am I doing with key customers? What role do value added in-store activity play in any consumer and shopper interactions?

Creating the Vision The next step is to update or create the Brand Vision – a vivid description of where we want the brand to be in the long term Who is my target consumer? In most cases the Brand Vision will exist and will only need to be reviewed in light of the implications from the Propeller Understanding Review. How does my target consumer relate to my brand? It is essential that the Brand Vision be well though through, since it will play a key role in determining the Consumer Connection Goal alternatives Use the Brand Vision tool (refer template). Need to include examples case studies Brand Vision is best developed in a facilitated cross functional workshop, including our partner agencies. It is helpful to distribute relevant case studies and articles in advance. “Strategic planning is worthless – unless there is first a strategic vision” John Naisbitt

The Need for Growth The key reason to incorporate Brand Vision as part of the Brand Planning Rhythm is to ensure at one stage we are pushing/stretching the growth possibilities Brand Vision provides the framework that will propel what strategies and activities that will drive top line growth of the brand and in what ways are we anticipating and shaping change When we envision the future, there are 3 major avenues of growth open to us: Brand Growth Options Brand Equity Reinforcement and Enhancement Brand Equity Extension Brand Equity Evolution

Brand Growth Options Brand Equity Enhancement & Reinforcement
Utilize Brand Story and Brand Building Benefit to identify the equity elements you want to reinforce and identify opportunities for improvement Brand Equity Extension Generate ideas for new extensions Identify key extension opportunity areas Brand Equity Major Evolution Use various exercises and tool to identify changes needed

Brand Growth Tools and Exercises
Please use tools articulated or refer to the next few pages

Brand Scope Sun Core Category Extension Category Stretch Category
The original product category of the brand (and often still its major source of revenue) E.g. Regular Beer, Table Wine, Bourbon Extension Category Categories adjacent to the original product category E.g. Premium Beer, Sparkling Wine, Rum Stretch Category Categories within the broader competitive set – beverages E.g. Pepperjack Ale, Cascade Non-Alc Super Stretch Category Completely un-related categories to beverages E.g. clothing, personal care etc.

Brand Vision – Trends Challenge
It is important to review macro trends as well as trends specific to the brands categories. Insights team can develop a series of trend challenge questions to check that the brand is addressing key?, demographic, economic, shopper and lifestyle trends. Questions Trend Yes / No If yes what is the implications Qestions Trend Yes / No If yes what is the implications

Brand Vision – Growth Drivers
In determining how to build our brands we must remember that growth does not come only from launching range extensions or new product development. There are may drivers of brand growth besides product innovation. New Competitor Arena New Industry Structure New Geographies New Delivery Approaches New Products & Services New Customers Existing products to existing customers New Competitive Arena Apple’s move into the digital music market with iPod and iTunes is a significant step away from the core computer business. New Industry Structure ebay is having an important impact on the structure of many markets by providing a highly involving and effective on-line auction Service. New Geographies L’Oreal promotes diversity using high profile ethnic models to widen its beauty expression to include all races, thereby helping it to spread geographically. New Delivery Approaches Coca Cola has famously driven its availability via every possible distribution and consumer channel to get within arms reach of desire. New Products and Services BMW’s launch of the 1 Series has extended its range into the high volume compact car segment New Customers Gillette’s launch of the Venus shaving range for women has been a very successful move away from its traditional male grooming business. Existing Products To Existing Customers The down sizing of the UK’s broadsheet newspapers into the tabloid size has significantly increased shares and sales for the early movers.

Brand Vision – Growth Pyramid
Based on the Seven Degrees of Freedom model the Growth Pyramid helps focus our brand strategy setting. We should always start by maintaining and strengthening our core business first. We ignore it at our peril. Brand Vision should clearly address sources of growth from the core before moving on to extend or stretch the brand edge. Driver of Growth 1 New Brands New Categories Horizon 3 Strength New Categories 2 Adjacent Categories Horizon 2 Extend the core Adjacent Categories 3 New Customers New Countries New Channels Build the core Core Category Geography / Channels 4 Grow Market Grow Share Grow the core Share of Industry / Share of Throat

Brand Vision – 6P’s Brand Growth Model
This tool specifies the key marketing mix elements that can impact upon brand performance. A brand’s sales volume, value and profitability will ultimately be determined by the levels of consumer penetration and loyalty we can achieve. These in turn will be influenced by the following 6 P’s, all of which are levels for growth. Brand Lever Description Greatest impact on growth Change consumer behaviour Improve brand performance Proposition The brand purpose including benefits and reason to believe. Promotion All forms of advertising, activation, PR etc. Place The places where consumers purchase the product. Include all forms of selling or trade channel. Price The price the consumer pays for the SKU. Includes discounts and price reductions of all forms. Pack The packaging the consumer sees and interacts with in using or consuming the product. Product The physical product or service offered.

Moving towards the vision
Again these Growth Exercises and tools are best conducted utilising a workshop environment As you work through the Brand Vision, try to: Envision future category trends Do strategic Brand Profiling List current brand characteristics Envision future characteristics (unbounded by current constraints) Develop external growth ideas Develop ways to energise and engage the organisation Try to challenge orthodoxies then work through the four components of a Brand Vision from core ideology to envisioned future. “A vision without action is just a dream. Action without vision just passes the time. A vision with action can change the world”

Vision and Essence Other Components Core Values
The Brand Vision Core Purpose is a succinct summary of where we believe we could take the brand in the future, as opposed to the Brand Essence (see Brand Story Module_ which is how our brand is defined in people’s mind’s today. Other Components Core Values The Brands True Beliefs Guiding principle for every employee who touches the brand Big Hairy Audacious Goal Should ‘Stretch’ LTP (a huge daunting challenge) Should connect with consumer connections Goal Vivid Description Bring to life to inspire the entire workforce Create Passion and Conviction The 5yr vision should inform the 3 yr commercial plan and in turn the 3 yr Brand Strategy Plan

Vision to Consumer Connection Goal
The Big Hairy Audacious Goal derived in Brand Vision can be used to guide the consumer goal aspirations. Teams can conduct ‘what if’ analysis to see which consumer goal can yield the target. Because building Consumer Connection demands a long term horizon, the link to Strategic Brand Planning is vital. The Consumer Connection grounds Brand Vision in the here and now, driving clarity around the brand’s role in the portfolio and focusing brand activity around a single minded who and what Consumer Connection Goal. It’s a pivotal concept, built on the principle that sustainable long term growth can only be driven by long term commitment, not by short term deals. By comparing our share of commitment with out share of volume we can see what is really driving the difference between what consumers would like to do but don’t…the growth drivers Think of ham and eggs. The chicken in involved. The pig is committed” Martina Navratilov

Defining Consumer Connection Goals
These Goals must be specific, measurable, desired changes in consumer attitudes and behaviour. Achievement of these goals is what will drive our brand growth and deliver shareholder value The Consumer Goals are based on the next step we want consumers to take in their Consumer Connection journey towards greater brand commitment. The consumer Goals can be expressed as numbers of people moved from one stage to the next or increases in consumption or both Several alternative goals should be generated which can be evaluated later to see which generate the most value

Consumer Connection Planning Framework
1 REVIEW… CURRENT CC (COMMITMENT) PROFILE & REVISIT BRAND’S CONSUMER HEARTLAND THIS GIVES US: Absolute CC understanding on who our core consumer is (committed vs rejection), what else is in their repertoire and how this matches up with the brand’s current consumer portrait 2 2 IDENTIFY… BRAND CC STRENGTH BY SEGMENT (ATTITUDES VS BEHAVIOUR) & NARROW FOCUS THIS GIVES US: Relative strength of brand CC by the segments we activate brand growth against (States & Consumer segments) vs competitors, and whether the segment CC focus is attitudinal or behavioural 3 INTERROGATE… PRIORITY CONSUMER SEGMENTS & ASSESS RETURN-RISK OF IDENTIFIED CC GAPS THIS GIVES US: Understanding of competitor strength and rest of FA portfolio strength with each segment to narrow segments down, followed by a deeper assessment of payoff and risk with each core segment CC opportunity 4 DEFINE… CC GOAL & INFORM CONSUMER STRATEGY THIS GIVES US: Clear definition of the specific CC Goal(s) and critical context shaping the agreed CC segment focus to help articulate the attitudinal or behavioural platform that will drive growth 5 EVALUATE… PROGRESS TOWARDS CC GOAL (REVIEW & ADJUST) THIS GIVES US: Ongoing accountability to the agreed core CC growth platform based on pinpointing the appropriate segments and CC focus, leading to a re-evaluation of the core & target consumer brand heartland

Two Ways to Drive Consumer Growth
TWO WAYS TO DRIVE CONSUMER CONNECTION GROWTH > BRAND RETURN Do a Mixture of Both ASSUME CURRENT BEHAVIOURAL RETURN AT EACH CC LEVEL – MOVE DRINKERS TO NEXT BEHAVIOUR LEVEL Move Consumers from one Level of Brand Connection to Another Build Attitudes ASSUME NUMBER OF CONSUMERS AT EACH CC STAYS THE SAME – BUT LEVERAGE GREATER BEHAVIOUR FROM EACH CC Drive Greater Behaviour Return from Current Brand Connection Drive Behaviour

Driving Attitudinal Connection
20% Drunk Brand L7D, Drinking +2 Drinks L7D Move Consumers from One Level of Brand Connection to Another

Driving Behavioural Connection
20% Category Drinkers Already Committed (=CEILING) Drive Greater Behaviour Return from Current Brand Connection

STEP 1: Identify Brand Heartland & Consumer Strengths/Weaknesses
WHO DOES OUR BRAND CONNECT STRONGEST WITH: who is our core heartland consumer segment (vs who rejects)? CONSUMER PROFILING: Who am I: From what Beer Segments and States? Other supporting demographic SOURCE: BRAND PLANNING FY09 INPUTS LOCATION: X:\MKT.Insights\FACT (FA Consumer Track)\Brand Planning\FY 2009\[CATEGORY]\WHAT – Cons Segment + Brand CC Profiling_FY09 FACT (brand-specific CC profile) CC ATTITUDES (Primary) CC BEHAVIOUR WHAT IS THE CONNECTION BUILDING OPPORTUNITY: attitudinal vs behavioural connection by consumer segment? SEGMENT: BEER AS BADGE SEGMENT: BEER AS BADGE SOURCE: BRAND PLANNING FY09 INPUTS (Brand Health Report) LOCATION: X:\MKT.Insights\FACT (FA Consumer Track)\Brand Planning\FY 2009\[CATEGORY]\WHAT – [Category] Health Report FY09 Jul-Jun08

STEP 2: Estimate connection opportunities payoff (based on step 1) & assess ability to action
WHAT IS THE ESTIMATED RETURN FROM POSSIBLE CONNECTION OPPORTUNITIES: what connection (attitudinal vs behavioural) with what consumer segment SOURCE: BRAND PLANNING FY09 INPUTS LOCATION: X:\MKT.Insights\FACT (FA Consumer Track)\Brand Planning\FY 2009\[CATEGORY]\WHAT – CC Calculator IF ATTITUDES ARE THE IMPERATIVE IF BEHAVIOUR IS THE IMPERATIVE WHAT CONNECTION LEARNINGS HELP GUIDE EXECUTION: based on if growth is coming from attitudinal vs behavioural CC, what else do we know about how to get there SOURCE: BRAND PLANNING FY09 INPUTS (Brand Health Report) LOCATION: X:\MKT.Insights\FACT (FA Consumer Track)\Brand Planning\FY 2009\[CATEGORY]\WHAT – Cons Segment + Brand CC Profiling_FY09 FACT NB: Refer brand-specific CC profile as well as overall core consumer segment profile 2 PROFILES: BRAND CC (1 per brand) + CONSUMER SEGMENT (applies to all brands)

(STEP 2): Using CC Calculator to Estimate Connection Returns
1 2 3

CATEGORY CONS. SEGMENTS CORE COMPETITOR TARGETS
Step 3: Definition Output for Brand Plan: CC GOAL Template (Define & Populate) CORE QUESTION CONTENT EXAMPLE (Carlton Draught) WHAT IS THE CC BUILDING FOCUS? ATTITUDINAL CC AND /OR BEHAVIOURAL CC ATTITUDINAL CC 1 SPECIFIC ATTITUDINAL VS BEHAVIOURAL CC OPPORTUNITY Drive stronger Brand Depth (converting more consumers from receptive & respect to commitment) WIDTH DEPTH DRINKERS DRINKS (per drinker) ACTIVATED WITH WHICH CONSUMER SEGMENT(S)? 2 CATEGORY CONS. SEGMENTS AND /OR STATES (GEOGRAPHY) BEER AS BADGE TARGETING WHAT COMPETITORS / FA BRANDS OVERLAP? CORE COMPETITOR TARGETS FA BRAND WATCH OUTS (CANNIBALISE) 3 + COMPETS: Coopers, TED FA WATCH OUTS: Pure Blonde, VB SUMMARISING CC GOAL To GROW BRAND [Attitudinal/Behavioural Metric] BY [ Target/ Timeframe] WITH [Consumer Segment] TARGETING [Competitors] To grow brand COMMITMENT by 5% OVER 3 YRS with BEER AS BADGE targeting TED & Coopers INFORMING GOAL: CONSUMER STRATEGY CLUES ATTITUDES: Also look at: Other brand commitment Brand meaning/needs Media & lifestyle Prior ATL activity BEHAVIOUR: Also look at: Other brands consumed Brand occasions Channels & purchase behaviour BAB-CD strong/over-indexes on: value for money & engaging/social group socialising & on premise metro print & online media 4

Step 3A: DEFINITION OUTPUT FOR BRAND PLAN: CC GOAL TEMPLATE (Define Primary & Support CC targets)
CORE QUESTION (1) PRIMARY CC GOAL (2) SUPPORT CC GOAL 1 WHAT IS THE CC BUILDING FOCUS? THIS MAY MEAN LESS CONSUMER CHANGE REQUIRED (MORE MAINTENANCE), BUT IT RECOGNISES AN IMPORTANT CONSUMER FOCUS TO HELP SUPPORT BRAND GROWTH TARGETS SPECIFIC ATTITUDINAL VS BEHAVIOURAL CC OPPORTUNITY THIS SHOULD REFLECT THE DOMINANT CONSUMER CHANGE, WHERE ACTIVITY WILL NEED TO TARGET MOST ACTIVATED WITH WHICH CONSUMER SEGMENT(S)? 2 TARGETING WHAT COMPETITORS / FA BRANDS OVERLAP? 3 SUMMARISING CC GOAL 4 INFORMING GOAL: CONSUMER STRATEGY CLUES

Consumer connection finance calculator is still to be upgraded …
Rather than reverse engineering CC movements to meet budget volume target (leading to unrealistic commitment targets), CC with an upgrade to drive target setting, could inform budget and A & P allocation across portfolio ! WARNING Insights/Finance to confirm At this stage, we should have long term vision and 3 year consumer goal

The Decision Point As Brand Vision typically takes a 5 year lens, you now have the tools and inputs/outputs to discuss and sign off with you GM The Brands Big So What’s From the Propeller Understanding Review The Brand Vision (the aspirational future) Core values Big Hairy Audacious Goal Core Purpose Vivid Description Consumer Connection Goal Outputs from the Brand Vision Stage will inform the commercial 3yr Planning Process and subsequently the 3 yr Brand Strategy Plan. Don’t proceed unless you have alignment

Template TBC …

Insight will also uncover our core growth barriers …
FROM TO HOW Consumer Barriers Shopper Barriers Channel Barriers Internal Barriers These barriers will be the springboard for strategy. We need to watch out for approaching the Insights Department with innumerable demands for data and analyses as it will render the planning process inefficient and complex. The Insight generation and application method will pave the way.

The Top 10 Top 10 Implications Top 10 Insights 1 2 3 4 5 6 7 8 9 10 1

The Vision guides our long term aspiration …
Core Ideology Envisioned future Core values – should be: Guiding principle for every employee who touches the brand Evident to consumers Persuasive Audacious goal – should be: A huge daunting challenge Engaging, energising A unifying focal point An extraordinary effort E.g.: Disney – imagination, wholesomeness E.g.: Disney – Become the premier entertainment brand doubling revenue to over $50 billion Core purpose – should be: The reason for being Inspirational The answer to “why is this important?” A reason for consumer to choose products from our brand Vivid description: Create passion and conviction Bring the goal to life Create an image people can ‘see’ E.g.: Disney – make people happy E.g.: Disney – will provide the best wholesome entertainment option across all entertainment experiences including home party, hotels, zoos, cruises, sports, website, and even neighbourhoods * Please note: the Brand Vision core purpose is a succinct summary of where we believe we could take the brand in the future, as opposed to the Brand Essence which is how our brands defined in peoples mind. Once established we can move to how vision connects with our consumer profile. Undertake the RIIDE planning framework (refer to Consumer Connection module.

STEP 3: DEFINITION OUTPUT FOR BRAND PLAN: CC GOAL TEMPLATE (Define & Populate)
CORE QUESTION CONTENT EXAMPLE (Carlton Draught) WHAT IS THE CC BUILDING FOCUS? ATTITUDINAL CC AND /OR BEHAVIOURAL CC ATTITUDINAL CC 1 SPECIFIC ATTITUDINAL VS BEHAVIOURAL CC OPPORTUNITY WIDTH DEPTH DRINKERS DRINKS (per drinker) Drive stronger Brand Depth (converting more consumers from receptive & respect to commitment) ACTIVATED WITH WHICH CONSUMER SEGMENT(S)? 2 CATEGORY CONS. SEGMENTS AND /OR STATES (GEOGRAPHY) BEER AS BADGE TARGETING WHAT COMPETITORS / FA BRANDS OVERLAP? 3 CORE COMPETITOR TARGETS FA BRAND WATCH OUTS (CANNIBALISE) + COMPETS: Coopers, TED FA WATCH OUTS: PBlonde, VB SUMMARISING CC GOAL To GROW BRAND [Attitudinal/Behavioural metric] BY [ target/timeframe] WITH [Consumer Segment] TARGETING [Competitors] To grow brand COMMITMENT by 5% OVER 3 YRS with BEER AS BADGE targeting TED & Coopers INFORMING GOAL: CONSUMER STRATEGY CLUES ATTITUDES: Also look at: Other brand commitment Brand meaning/needs Media & lifestyle Prior ATL activity BEHAVIOUR: Also look at: Other brands consumed Brand occasions Channels & purchase behaviour BAB-CD strong/over-indexes on: value for money & engaging/social group socialising & on premise metro print & online media 4

Step 3A: DEFINITION OUTPUT FOR BRAND PLAN: CC GOAL TEMPLATE (Define Primary & Support CC targets)
CORE QUESTION (1) PRIMARY CC GOAL (2) SUPPORT CC GOAL WHAT IS THE CC BUILDING FOCUS? 1 THIS MAY MEAN LESS CONSUMER CHANGE REQUIRED (MORE MAINTENANCE), BUT IT RECOGNISES AN IMPORTANT CONSUMER FOCUS TO HELP SUPPORT BRAND GROWTH TARGETS THIS SHOULD REFLECT THE DOMINANT CONSUMER CHANGE, WHERE ACTIVITY WILL NEED TO TARGET MOST SPECIFIC ATTITUDINAL VS BEHAVIOURAL CC OPPORTUNITY 2 ACTIVATED WITH WHICH CONSUMER SEGMENT(S)? 2 3 TARGETING WHAT COMPETITORS / FA BRANDS OVERLAP? SUMMARISING CC GOAL INFORMING GOAL: CONSUMER STRATEGY CLUES 4

Developing Our Consumer Portrait
Needs and Motiation Consumption Behaviour Connection Moments Segmentation Inc. Demographics, Attitudes, Lifestyle Relationship with the Brand Attitudes to the Product Category Media Usage

Chapter 2 Strategy

The process is kicked of by commercial planning …
Corporate Strategy & Imperatives Portfolio Audit Consumer Shopper Channel Business A match between Corporate & Marketing Goals can drive the creation of a dashboard likely to gain traction Facts (top 10 insights, top 10 implications) Goals, Issues, Opportunities, Strategy , Measures Category Drivers Brand Briefing Book Force brands to look beyond what is happening to ascertain why it is happening and how the brand should respond Strategic Imperatives Category Plan Brand Planning & Innovation Pipeline Kick-off. First Burst Game Breakers proposed The key output is the Commercial brief that is given to the Brand teams

Expectations for the Commercial Plan
Purpose for brand building The role of the commercial plan is to provide direction for the brand managers The Commercial Plan should include: Directional A&P (GM’s to hold back part pool for unexpected market changes) There will be priorities of brand within the portfolio and expected number of executional outputs Addresses: Issues that are outside individual brands are addressed such as out business play against trade consolidation, factory efficiencies, brand overlap in consumer segments etc.

The Brand Strategy Plan
The Brand Strategy Plan is a strategic document that describes a brand’s key goals, objectives and strategies across a 3-5 year timeframe. It’s role is to translate the Brand Vision into a set of clear brand equity and business targets and a related series of strategic activities and action plans (Brand Activity Plan). The Brand Strategy Plan will ensure our marketing efforts are focused on the key growth drivers for each of our brands. By defining clear priorities it will help align marketing efforts and mix development across all markets. By setting key measures of success, it will ensure we track and assess brand progress in moving toward the vision. “Where are we going, how we are going to get there”

The Key Elements in the Brand Strategy Plan are:
Goal The brand’s central longer tern business target which should be compared against Consumer Connection Goal for validity Objectives The key priorities and ‘jobs to be done’ by the brand Strategies The major initiatives the brand will carry out in areas such as Range, Architecture, Product and design, Channel, Communication and Pricing Measures The key measurable metrics that will be used to track brand progress over time Strategic Agenda A summary of the critical ‘must do’ activities to align everyone behind the brands top priorities The Formula for Guaranteed Success 1 Know where you want to go 2 Know where you are now 3 Know what you have to do to get where you want to go 4 Do it David Taylor, The Naked Leader

What are the inputs Brand Story Brand Vision
Category Portfolio Strategy This is the absolute reference point for everything the brand does – it defines what we want the be and to be. It is essential for this to be agreed before the Brand Strategy Plan is created since the purpose of the plan is to define how we will get there. The Brand’s Big “So What” From the Propeller Understanding Review The Brand Vision Core values Big Hairy Audacious Goal Core Purpose Vivid Description Consumer Connection Goal Commercial/Category Planning determine category portfolio strategy and the role of each leading brand within it. This is part of the agreed operating framework and will set clear expectations in terms of the position of brands as No.1, No.2 and challenger Brands. Business Objectives Commercial Planning Brief FACT The business objectives for the brand are set by the business and form part of the Long Term Plan (LTP). These cover the sales and profitability requirements over a 3-5 year period. Expected Growth Rates Category Strategic Imperative Brand Role Prime Goal LTP/BHAG/Consumer Connection inspired Draft A&P This will be conducted to identify specific brand issues and opportunities across lay markets, segments etc. This situation analysis is needed to ensure the Brand Strategy Plan is guided by relevant insights into brand performance and drivers as well as market opportunities and threats (will include shopper insights and trends).

Building the Expectation
Setting a clear, simple and shared strategic brand building agenda allows us to have a constructive dialogue about brand growth priorities and their implications The Brand Strategy Plan should therefore be written as succinctly as possible to reflect that clear choices have been made. Is it not the place for motherhood statements, general learning or sharing all proven best practice. Rather is focuses on action we must take – the key goals, objectives, strategies and measures that we must focus on to build the brand and the business. Every brand Strategy Plan will be attached to the agreed Brand Story so we do not need to repeat the information contained with the Brand Story (i.e. Essence, positioning, target group etc.)

Setting the Goal What is our business ambition?
The Prime Goal is the business target and may focus on the top-line growth, margin delivery or market share. The Prime Goal should be concrete, stretching and engaging. It may also indicate the portfolio role of the brand The Prime Goal is originated via the Commercial Planning Brief To ensure the Prim Goal has validity please utilise Consumer Connection Goal as the source of comparison. For example Will be the worlds number one sports brand and bring inspiration and innovation to every athlete in the world (if you have a body you’re an athlete). It will grow to $X billion by 1012 Will aim for overwhelming leadership. Number one in each market it competes. Stepping up growth to 12% pa to deliver 750m by 2012 Continue volume & value growth to reach new margin of $149,800,000 by end F10 and retain contract “You read a book from beginning to end. You run a business the opposite way. You start with the end and then do everything you must to reach it” Harold Green

Prioritising the Objectives
What do we need to achieve? The objectives are the rand’s key ‘jobs to be done’ the things the brand much achieve if it is to deliver its Goal. Objectives will specifically include: Geography Priorities: what will different regions contribute to building the brand Expand Geography Range Architecture Priorities: which platforms and product lines will be priorities and why Extend Range Architecture Equity Priorities: which specific brand attributes and associates will be strengthened? What do we want consumers to experience and value in the brand? Drive penetration of year old men In setting objectives, there will be many possible options for the brand The choice of the most important 3-5 clear and focused priorities is an iterative process

Great Brand Planning Objectives must be SMART Prioritising Strategies
Setting Objectives Prioritising Strategies Combining the Brand Vision with revenue target to define specific brand objectives Identifying the (few) key strategies that will contribute most to meeting the objectives Objectives must be SMART Specific – what change by whom Measurable – how will we recognise success Ambitious …but realistic Times – by when

Smart Objectives Attitude / Behaviour (change)
Increase frequency of purchase Consumer Group In active, sociable men and women aged 25-35 From from twice per month To to once per week By by end of June 2012 To be measured by 32% of target audience ate brands as 1 of 3 favourites

The Brand’s Consumer Objectives
Behaviour Objective The desired change in consumer purchasing To deliver revenue growth Attitude Objective The desired change in consumer perceptions To deliver the change in behaviour Awareness Maximise the brand’s visibility and establish the Brand Building Benefit Credibility Substantiating the Brand Building Benefit, attributes, Characteristics, heritage. Personality Reinforcing the Brand Building Benefit through values Intimacy Creating deeper bonds with consumer through the Brand Building Benefit Focus on one single objective each year

Need to make sure it all adds up!
Setting Objectives Attitude Objective Behaviour Objective Example measures Awareness Increase the number of consumers who are aware of the brand Consideration Increase the number of consumers who would consider the brand Penetration/Trial Increase the number of consumers who have tried the brand How much change in behaviour By which consumers? % Aware % ‘Would consider drinking’ Preference Increase the number of consumers who would choose the brand Loyalty Increase the number of consumers who for whom it is their favourite brand Frequency of Purchase Increase the number of times consumers buy the brand (your brand’s share in their repertoire) Purchase per week/month/year % Drunk in last 12 months % Drunk in last 3 months % Top 3 favourite brand % Favourite brand Weight of Purchase Increase the volume purchased on each occasion (Beyond repertoire to share of threat) Volume per Occasion % Share of Threat % Favourite brand Need to make sure it all adds up!

Question is: The Key Question
There are many ways to drive consumer connection. Addressing consumer rejection, building commitment, strengthening behavioural conversion, shifting the consumer segment focus… the list goes on. Question is: What’s the best thing for the brand to do to grow in the portfolio content? Answering this question means digging behind the consumer connection to not only work out the best consumer growth path but also – how to get there.

Informing Goal: Deriving Consumer Strategy Clues to Guide
INFORMING GOAL: CONSUMER STRATEGY CLUES Use this section to: Inform how the consumer goal can be met (strategy) and justify CC goal Refer brand planning consumer inputs, select focus consumer segment & depending if CC Goal is ATTITUDES or BEHAVIOUR focused - look at respective profiling: WHAT CONSUMER SEGMENT IS THE FOCUS? CONSUMER CONNECTION CONSUMER SEGMENTS 1 MM BAB BDV BNB CBC BA INTERROGATE ATTITUDINAL AND/OR BEHAVIOURAL PROFILING REFER BRAND PLANNING CONSUMER INPUTS > PROFILING IN ‘WHAT’ FOLDER IF ATTITUDINAL CC GOAL LOOK AT: IF BEHAVIOURAL CC GOAL LOOK AT: > WHAT OTHER BRANDS IN MY REPERTOIRE AM I COMMITTED TO? > WHAT OTHER BRANDS & ALC. CATEGORIES IN MY REPERTOIRE DO I CONSUME? 2 > WHAT MEANING DOES EACH BRAND HOLD & HOW IS IT POSITIONED IN MY MIND? > WHAT OCCASIONS & EXPERIENCES ACCOUNT FOR MY BRAND CONSUMPTION & BEHAVIOUR? > WHAT DRIVES MY MEDIA CONSUMPTION & LIFESTYLE (other activities, interests, attitudes) > WHAT DEFINES MY PURCHASE BEHAVIOUR ON & OFF PREMISE (channels, drivers, etc) > WITH WHOM HAS PRIOR BRAND ACTIVITY HAD AN IMPACT & HOW SO (advertising, sponsorship)? > WITH WHOM HAS PRIOR BRAND ACTIVITY HAD AN IMPACT & HOW SO (advertising, sponsorship)?

Setting objectives and evaluation criteria upfront
Clear objectives Define what success looks like Provide a focus for all planning and activity Establish a learning loop Great Brand Strategy Map a route to deliver the brand’s objectives Build a coherent and consistent brand consumer experience Optimise the brand’s available resources Facilitate the development of great executions

Make it compelling The right behaviour objectives
Feasible: can be achieved Contribute to the key team strategy The relevant attitude objectives Understand what consumers think now and how that must change Reflect the brand’s evolution Specific and Detailed Build the brand personality from day 1 Build credibility using rational facts from day 1 Invest a lot in the early stage Level 1 of investment will change but shouldn’t stop Build intimacy once the brand is established Clear measures identified to track change Different objectives dive different plans

Nailing the Strategy Once we know what ‘jobs that need to be done’ (aka objectives) we must dig deep to maximise the strategic impact. There are two ways: Utilise Insight Funnel (refer to Insights Module) Utilise opportunity Identification Framework (currently being worked up in Innovation Module) Tim Opie and Kevin Yong to provide Regardless of the method, you must be able to identify the problems/issues that the brand will encounter in achieving the stated objectives

The INSIGHT Funnel… (1) Scoping of Business Problem or Opportunity Consumer Issue Shopper Issue Commercial Issue Customer Issue (2) Information Gathering, Observation and Judgement (3) Insight Generation (4) Insights Statement - Optional (5) Implication and Validation to Business Problem or Opportunity

The Mind Map is a key source to identify issues
What do we need to change? Basic Packaging Summer nights Lime Wedge Outdoors What From To Attributes & Facts Weak tasting Unique tasting Functional Benefits - Emotional Benefits Social Benefits A bit chicky Unisex Icons Personality Occasionality Just a summertime beer Good times beer Values Optimistic Playful Easy Going Griffin & Crown Sunday Afternoons Escape Chilled Out In The Know Authenticity Freedom Popular Simplicity Independence Worldly Approachable Confident Like It’s Summer A Bit Chicky Easy To Drink Refreshing Sessionable Mexican/Latin Weak Taste Long neck bottle

Issues and Resolutions
Obstacles/hurdles to be addressed by the brand to deliver a tangible return Positive if we address it Or negative if we do not Worded so that someone not close to the business would be able to understand clearly Declining sales is not an issue. Ask why? Each time you demonstrate declining sales, cite the cause Maximum 3-5 key issues in order of priority that the brand must address

DEFINITION INPUTS: STRATEGIC BRAND PLANNING INPUTS TO GUIDE CC DEFINITION + STRATEGY
WHERE TO FIND? X:\MKT. Insights \FACT (FA Consumer Track) \Brand Planning\FY 2009\[CATEGORY] CATEGORY Brand Consumer 360 Snapshots Who Segment Overviews What Brand Health Profiling Where When Occasion Channels Experiences Why Positioning Factors Needs Provides a 2 page brand 360 summary incorporating all core brand planning inputs in one place Who are we seeking a connection with? How does Foster’s perform across segments / states. What state / segments drive different category / brand volume? What’s the brand’s strength of consumer connection and competitive position? What’s our brand strength across beer consumer segments? What does our core brand drinker look like Where When Understanding a sub category / brand’s on and off premise footprint to identify growth opportunities and portfolio / brand overlap / synergies Why Consumer brand perceptions across 30 image personality attributes covering rational and emotional meaning. Identifies strength of brand meaning across core areas. What underlying needs drive different sub categories and brands CONTENT OUTPUT: INTEGRATED 2 PAGER BRAND OVERVIEWS – KEY FA & COMPETITOR BRANDS BY SUB CATEGORY CONTENT OUTPUT: CONSUMER SEGMENT OVERVIEWS & DEEPDIVES CONSUMER SEGMENT & STATE VOLUME FOOTPRINTS CONTENT OUTPUT: CONSUMER CONNECTION (CC) HEALTH REPORT CONSUMER SEGMENT & CC 360 PROFILES ADVERTISING CONNECTION AC NIELSEN BRAND PERFORMANCE REPORT CONTENT OUTPUT: OCCASIONS / EXPERIENCE FOOTPRINTS CONSUMER SEGMENT & CC OFF & ON PREMISE PURCHASE BEHAVIOUR CONTENT OUTPUT: POSITIONING MAPS BRAND FACTORS BRAND NEEDSTATES DISCRIMINATING MEANING/EQUITY BRAND DRIVERS ATTITUDES + BEHAVIOUR BEHAVIOUR FOCUSED ATTITUDES FOCUSED

Nailing the Strategy – Utilising our information sources
1. Brand Assessment: Competitive Context (sub-cat’ & key brands) Health Dynamics (connections x segment) Brand Positioning (disc’ need states -‘space’) Brand Footprint (segm’ occ’n profit pools) => Brands role with FA portfolio RELAX ON OWN SOCIAL / CELEB’ RELAX GROUP EAT / RELAX RELAX ONE OTH’ 7 1 6 9 2 11 21 5 4 3 OFF PREMISE ON PREMISE CONSTR’D REG’ AUS’ BLOKE YOUNG HEDONIST BEERS’ A BADGE APPREC’ 2. Growth / Development Strategy: Health Building (consumer connection dev’t) Equity Drivers (relevant differentiation) Footprint Development (occasions relevance) 3. Execution Plan Pricing – base & tactical Promotion – messages & mediums Distribution – channels & displays Product - format & packaging BRAND PLAN

Brand Health Summary Assessment Summary Development Strategy
7.2% 7.1% 9.8% 5.5% 5.3% 23.5% 15.2% 14.8% 13.1% 23.3% 22.8% 23.7% 24.5% 18.8% 19.6% 19.5% 19.1% 24.3% 26.4% 35.3% 32.6% 39.2% Constrained Regular Aus’ Bloke Young Hedonist Beers’ a Badge Beer Appreciator CATEGORY DRINKERS 16.8% 22.9% 20.3% 32.9% Un-Aware Rejecting Receptive Respect’ Commitm’ Assessment Summary Segment focus – which consumer segment is the primary focus for the brand ? Brand typology – what over-riding characteristics does the brand have (which of the 5 areas fall within) ? Health dynamics – how have the brands health dynamics developed over the past year ? Becks Boags Draught Boags Premium Boags St George Carlton Cold Carlton Draught Carlton Mid Carlton Premium Dry Cascade Draught Cascade Premium Light Cascade Premium- Coopers Corona Crown Lager Emu Bitter Emu Draught Emu Export Fosters Light Ice Hahn Premium Light Hahn Premium Heineken James Squire Melbourne Bitter Reschs Southwark Bitter Stella Artois Sterling Tooheys Extra Dry Tooheys Gold Tooheys New Tooheys Old Black Tooheys Red Victoria Bitter West End Draught XXXX Bitter XXXX Gold (Mid) Fosters Pure Blonde 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% BRAND WIDTH BRAND DEPTH (% of beer drinkers open to brand consideration) (% conversion of beer drinkers from consider to commit ) Development Strategy Consumer connection development – what level of consumer connection is being developed and amongst which consumer segments? Tangible consumer impact – amongst what number of drinkers and what $ value does this equate to? NSR % growth – what is the net sales uplift that will be achieved as a result?

Brand Positioning Summary
NEW WORLD / MODERN OLD WORLD / TRADITION VALUE / EVERYDAY CRAFTED / SPECIAL Boags St George Becks Heineken James Squire Hahn Premium Stella Artois Corona Cascade Premium Boags Premium Crown Lager Better For You Special Crafted For Men And Women A Working Man's Beer Rugged Indulgent Down To Earth Youthful Unconventional Everyday Easy Going Social Independent Intelligent Often On Special Fun Original Traditional Authentic Exclusive Stylish Up-To-Date Innovative Popular Gaining In Popularity Good Value High Quality Distinctive Different Assessment Summary Brand ‘space’ – what area of the positioning map does the brand fall within and who are the other key players in that space? Superior factors – on what image dimensions does the brand stand out? Discriminating needs – what consumer need states does the brand deliver on? REFLECTION COMFORT BELONGING ESCAPISM POTENCY STATUS EXPLORATION ACHIEVEMENT 6 8 53 7 4 Development Strategy Equity Levers – what critical dimensions need to be developed in order to achieve the desired brand relationship developments? Positioning focus – what area of the competitive landscape does the brand want to Relevantly Differentiated on? 10 20 30 40 50 60 Quality Style Engaging Real Thing Tradition Fun Happening Stand Out Value Wellbeing Masculine Crown Lager CAT AVE

Brand Footprint Summary
0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 4.0% CONSTR’D 1.2% Assessment Summary Hero occasions – amongst which segment occasions (cells) is the brand most commonly used? Broader footprint – in which other cells does the brand also play a significant role? REG’ AUS’ BLOKE 1.8% YOUNG HEDONIST 2.1% BEERS’ A BADGE 3.5% APPREC’ 3.1% TOTAL 1.9% RELAX ON OWN RELAX ONE OTH’ RELAX GROUP SOCIAL / CELEB’ SOCIAL / CELEB’ RELAX GROUP EAT / RELAX 1 3 3 3 2 6 Development Strategy Footprint development / ‘cells strategy’ – amongst which consumer segments and across which occasions is the brand intending to grow? Cells link to channels – what channels provide the strongest linkage to these consumer cells? Cell purchase influencers – what are the primary choice drivers on these occasions? CONSTR’D 3 5 6 5 2 5 5 REG’ AUS’ BLOKE YOUNG HEDONIST 3 3 3 4 2 4 1 BEERS’ A BADGE 5 7 5 21 2 11 APPREC’ 2 2 9 6 1 7 OFF PREMISE ON PREMISE

Strategies underpinned by Insight Generation
Now that we have addressed the issues by undertaking a thorough information deep dive and asked probing questions (particularly the why?) It is now time to get a committed team and workshop the potential implications. These implications should be themed and prioritised These implications will form the basics of our forward growth strategies.

How will we take action to deliver growth
The key components are: Range Architecture Strategy How the range will be developed and built, including specifications of Brand Scope and key range platforms Design Strategy – product and Pack Development plans and key performance indicators (KPI’s) for all key product formats including both the physical packaging and graphics. Channel Strategy Priorities for current channels of distribution and new ways of getting our products to consumers Communication Strategy The overall communication strategy (priority targets, messages, preferred media and levels of spend) plus the idea and the Activation Platform Pricing Strategy Price positioning relative to market, competitor and consumer benchmark Competition on consumption and responses Any anticipated competitor moves or activities and our intended responses 1 2 3 4 5 6

The Strategy Map A key outlook of the workshop should be a ‘shopping list’ of potential strategies to take the brand forward Clearly we cannot implement all the strategies but it is important at this stage to consider all, harvest down to 4-5 per objective (this may be by utilising stand alone strategies or by considering related strategies) Simmer on your strategy map for at least a night and be prepared to prioritise a strategic agenda at a later date.

The Strategic Agenda The Strategic Agenda crystalises the content of the Brand Strategy into the clear priorities that must inform the Activity Plans. The Strategic Agenda can be used using a traffic light system to signify priority and allocate resources accordingly The strategic Agenda summarises the main drivers and measures that will help us achieve our Brand Strategy. These can be subsequently tracked through to the National Annual Activity Plans

The Strategic Road Ahead
January 2009 Now that the strategic agenda has clearly prioritised the initiatives it is important to ‘phase and pulse’ the agenda over a three year period Careful consideration should be made as to the desired momentum of the brand. Meeting At the same time we will also use the Brand Innovation/Deletion Scorecard as a guide to timing

Measurement of Brand Strength
Having defined the brand’s key objectives and strategies, we need to translate these into long term metrics. These will consist of measurable marketing and communications objectives that should be tracked to assess ongoing brand performance and progress The measures should focus attention on executing the strategy effectively (i.e. there will be separate brand strength metric) for Activity Plans. Tim Ovadia to follow up with wise guy re Brand Strength long term measurements (ie will need different measures for 12 months activity evaluation)

Template (TBC)

Commercial Planning Brief
Category xx Category Sub-segment Expected Category Growth Rate 3 year vision Category strategic imperative to answer Brand role in FA portfolio (e.g. volume mover) Commercial Brief (Inc. Prime Goal) Consumer Brief Customer Brief Shopper Brief Draft A&P This will be provided by your GM as part of a category briefing session held w’c 1/10/09. Not all of the propeller briefs will be completed for every brand. Some GM’s may choose to supply a top 10 insights pack for the different blades that you’ll need to analyse with a brand lens. An indicative prime goal(business goal) will be set by your GM under the commercial brief section. – it’s the responsibility of your team to agree or challenge this goal as part of your plan using the consumer connection model as a key driver. Your GM will provide direction as to whether a masterbrand or sub brand plan is required.

The Strategy Map The Prime Goal The Goals The Objectives The
Strategies Measurement The Prime Goal Consumer Connection Shopper Customer Commercial

The Strategic Agenda 1 2 3 4 5 Brand Prime Goal In plan, at priority
Objectives Strategies Priority (1 = Highest) Plan Track Resource % Split A B C 1 2 3 4 5 In plan, at priority In plan, different priority to brand strategy Not in plan/not a target

The Strategic Road Ahead -: We will allocate these priorities over three years …
F’10 Focus on existing growth engines. F’11 Premiumise Portfolio F’12 Expand the Carlton Footprint Strategic Imperatives Carlton Draught – Draught to Pack conversion Lead creative expression of brand personality through integrated communications CND to lead FA Draught Beer assault Nationally Strategically manage price Carlton Draught National Expansion – Focus QLD / NSW Drive growth through pack innovation Lead creative expression of brand personality through integrated communications CND to lead FA Draught Beer assault Nationally Strategically manage price e.g. Win in Big Two If we are utilising the propeller, the above strategies should incorporate a healthy mix of consumer, customer and shopper input

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