An integrated approach to optimise both trade and brand marketing 

2. Strategy To Deliver Maximum Growth
An integrated approach to optimise both trade and brand marketing
SALES
How much of our sales come from brand equity?
BRAND
How can we optimise our brand positioning and what’s
the financial return of doing so?
INVESTMENT
Should we invest in brand building or trade marketing?
TRADE
How can we maximise the conversion of equity to sales
at the POS?

3. MEANINGFUL
Consumers feel an affinity for
the brand or think it meets their
needs
DIFFERENT
Feels different from other brands
or sets the trends for the
category
SALIENT
Comes to mind quickly and readily
when activated by ideas relating to
category purchase
The meaningfully different equity framework:
We have found that the capacity of a brand to deliver volume share and justify a higher price
point is dependent on how meaningful, different and salient the brand is to consumers.
BUY MORE
PAY MORE
Power
Premium

4. 2013 Index across all global categories and countries (Apple in 23 categories. Coca-Cola in 19)
$81bn $147bn
Unique personality and tangible
product innovation = differentiation
worth paying for
Coca Cola is first to mind for billions
of thirsty people = dominant volume
share for impulse category
132
161
232
134
230
102
Average Average
MEANINGFUL
DIFFERENT
SALIENT
A brand example

5. Kantar Worldpanel Credentials
Continuous tracking of purchases
PROFILE
SHOPS
PRICE PURCHASES
SKU DETAIL
700,000
Representative Panellists,
20 000 in France
Panels representing more than 4,500 million consumers across the world
(2/3 of the world population)

6. Our Approach
Build a picture of consumer purchase decisions to quantify the role of equity
PURCHASING
Continuous collection of
detailed category & brand
purchase data
QUESTIONNAIRE
Collection of measures
of brand association
and equity
ANALYSIS
Overlay image and equity
metrics with purchase
variables

7. Building a picture of consumer decisions
Volume opportunity, lost at
the point of purchase
Secure volume supported
by brand equity
Volume won at point of
purchase, vulnerable to tactical
POS activity
D I V E R T E D F U L F I L L E D C O N V E R T E D
N O N P U R C H A S E P U R C H A S E
BRAND PURCHASE
BRAND POW ER

8. SHAMPOO STUDY
IN COLOMBIA
A FOCUS ON

9. Shampoo Context – Sedal Issues
Source : KWP Columbia - Shampoo
%Penetration-Total
AveragePrice$/ml-Total

10. Shampoo study – Power vs Real Volume
Ranking Brand Power
17.0
13.0
11.0
10.4
9.3
8.2
7.8
6.4
5.9
3.4
72
33
24
45
66
87
98
11
Ranking Real Volume Share
109
510
23.8
7.5
8.7
13.4
8.3
7.6
7.2
5.9
5.2
7.7
* Voume Share calculated
using last 6 months (Oct –
March 2015) and considering
only set of 12 brands included
on project

11. Volume Breakdown for SEDAL
7,2% 3,8% 4,9%
D I V E R T E D F U L F I L L E D C O N V E R T E D
BRAND PURCHASE
BRAND POW ER
Volume opportunity, lost at the point of
purchase
Secure volume
supported
by brand equity
Volume won at point of
purchase, vulnerable to
tactical POS activity
N O N P U R C H A S E P U R C H A S E
11%
8,7%

12. Qualifying current buyers
44% 56%Volume
Penetration 16,3 % 15,1 %
How different they are?
Can we really see difference within current buyers?
Who they are?
Where they shop? What pack they shop?
What size they shop?
What brand they shop? What basket they shop?

13. Truly understanding the Sedal buyer
Converted SEDAL Fulfilled SEDAL
Who they are?
50+ yrsUnder 49 yrs
Singles & Couples Families
NSE 1,3&4 NSE 2
Where they shop? Modern Trade Traditional/Catalogue
What other brands
purchased?
H&S, Pantene, Dove Savital, Avon, Konzil
What pack they shop? Plastic Bottles Sachet & Doy Pack
What basket they shop? Gros caddie Petit Caddie
What size pack?
Market - 200ml – 800ml
Sedal - 600ml – 800ml
Market - 30ml/800ml++
Sedal – 30ml

14. How does Sedal compare to other brands?
6.6 9.1 7.2 5.6 5.4 5.1 3.5
10.4
3.9 3.8 4.9 3.9 2.7 2.4
13.4
3.6 4.9
8.5
4.4 4.4 2.8
C O N V E R T E DD I V E R T E D F U L F I L L E D

15. An opportunity to convert in sale : $4m from
people already engaged with brand
Secure volume share : only 44% of volume
comes from shoppers engaged with brand
SEDAL

16. HOW TO INCREASE
EQUITY FUELLED SALES?

17. Salient
123
Different
100
Meaningful
112
Powe
r 11
Index
: 100
SEDAL brand equity
Power
11.0
Can we find a more meaningful positioning to close the gap with leaders and establish
clearwater to the smaller threats? What volume share ROI could that deliver?
144
134
153
17.0
119
134
117
13.0
118
87
113
10.4

18. How to increase equity via ads

19. Inspire women to feel more positive about the way they look
Make you feel self assured
Help you manage problem hair
Give you great hair that helps you feel fired up
Give you salon quality hair
Make your hair manageable/easy to style
Offer customised solutions for specific hair needs
Image territories in Colombia for shampoo
We can diagnose brand equity with a path model by grouping the image attributes into factor territories
and modelling their relationship with meaningful, difference, salience and ultimately Power and purchase.
Meaningful
Different
Salient
Power
Nourish your scalp
Repair damaged hair
Nourish your hair
Effectively moisturise your hair
Are better quality than other brands
Work better than other brands
Have a good user experience
Care for your hair
People talk a lot about
Are modern/up to date
Are effective against dandruff
Cost more than you are prepared to pay
Are too cheap to be of acceptable quality
Are better value for the price you pay than other brands
Have a nice fragrance
Are suitable for the whole family
Nourish and repair
Self Image
Everyday family
care
Effective
Buzz
Anti-dandruff
Too expensive
Too cheap
Value

20. Importance
to Power
27
24
17
13
10
3
2
0
-3
Nourish and repair
Self Image
Everyday family
care
Effective
Buzz
Anti-dandruff
Too cheap
Too expensive
Value
-3
33
22
-4
-25
-4
-17
16
-18
14
-13
-14
-43
186
-23
-39
-37
-31
9
30
-2
34
-29
-1
-13
-24
-5
-6
-12
30
8
-26
-11
-6
65
-41
22
-22
51
-25
-16
10
-15
-2
-4
Sedal lags behind its major competitors on perceptions of efficacy. But has a clear strength in helping
with self-image, and everyday family care. Like Savital it has some baggage of being too cheap.
Performance of leading brands on image territories

21. Scenario 1
“Inspire women to feel more
positive about the way they look”
Scenario 2
“Providing a good user experience”
Scenario 3
“People talk a lot about”
The simulator – quantifying the ROI outcomes
We can test our three recommendations to see which one delivers the greatest market
share return
A
B
C

22. Self Image
How could we address the weakness in perceptions of
efficacy?
Work better than
others
Good user
experience
Are better
quality
Detail of specific statements in the “Effective” territory to seek opportunitiesEffective
Care for your
hair
“Providing a good user experience” is the statement in this group that
correlates most strongly with the Self-image territory, building from and
enhancing their current strength.
It is also a relatively specific and actionable area to target.
2.

23. Inspire to feel more positive about the way they look
Make you feel self assured
Help you manage problem hair
Give you great hair that helps you feel fired up
Give you salon quality hair
Make your hair manageable/easy to style
Offer customised solutions for specific hair needs
Simulation: “Inspire women to feel more positive about the
way they look”
Can Sedal ladder up to enhanced association with the emotional benefit of feeling good?
Meaningful
Different
Salient
Power
Nourish your scalp
Repair damaged hair
Nourish your hair
Effectively moisturise your hair
Are better quality than other brands
Work better than other brands
Have a good user experience
Care for your hair
People talk a lot about
Are modern/up to date
Are effective against dandruff
Cost more than you are prepared to pay
Are too cheap to be of acceptable quality
Are better value for the price you pay than other brands
Have a nice fragrance
Are suitable for the whole family
Nourish and repair
Self Image
Everyday family
care
Effective
Buzz
Anti-dandruff
Too expensive
Too cheap
Value
2
+3%
+5%
+5%
3.9%
3.5%
3.1%
+1.9%
+0.67%
$1.3M

24. Scenario 1
“Inspire women to feel more
positive about the way they look”
Scenario 2
“Providing a good user experience”
Scenario 3
“People talk a lot about”
The simulator – quantifying the ROI outcomes
We can test our three recommendations to see which one delivers the greatest value return for the brand
A
B
C
$1M
$1.3M
$0.3M
Build association with “good user experience” to improve efficacy
perceptions. A 5% shift in “good user experience” could deliver a 1.9%
uplift in Power share.
With the current fulfilment rate that would deliver $1.3m of secure
sales.

25. Volume Breakdown for SEDAL
7,2% 3,8% 4,9%
D I V E R T E D F U L F I L L E D C O N V E R T E D
BRAND PURCHASE
BRAND POW ER
Volume opportunity, lost at the point of
purchase
Secure volume
supported
by brand equity
Volume won at point of
purchase, vulnerable to
tactical POS activity
N O N P U R C H A S E P U R C H A S E
11%
8,7%

26. Truly understanding the diverted
Converted SEDAL Fulfilled SEDAL
Who they are?
50+ yrsUnder 49 yrs
Singles & Couples Families
NSE 1,3&4 NSE 2
Where they shop? Modern Trade (Exito) Traditional/Catalogue
What other brands
purchased?
H&S, Pantene, Dove Savital, Avon, Konzil
What pack they shop? Plastic Bottles Sachet & Doy Pack
Gros caddie Caddie de proximité
What size pack? Market - 200ml – 800ml
Sedal - 600ml – 800ml
Market - 30ml/800ml++
Sedal – 30ml
Diverted SEDAL
Market – 200-400ml
Under 34 yrs
Families
NSE 1&3
Plastic Bottles
Gros caddie
H&S, J&J, Savital, Avon
& Bioexpert
Catalogue, Modern Trade
What baskey they shop?

27. Other
Avon is primarily driving diversion through price and promotion. Savital benefits from its pricing and
packaging. Meanwhile, J&J have the right range and packsize and are often bought for others in the
household.
Reasons consumers divert
Power Share
11
Special Offer -0.4
*Total Share of Volume
-0.32Good Price
-0.26Range / size available
-0.19Packaging
-0.24Instore Communication
11.0Power (Mind)
8.7*
Total Volume Shampoo Market
Brand Purchase
-0.20
Bought for others -0.67
225
245
287
470
470
117
133
128
132

28. Reasons consumers divert – Range and pack size!
Other
Special Offer -0.4
-0.32Good Price
-0.26Range / size available
-0.19Packaging
-0.24Instore Communication
11.0Power (Mind)
8.7*Brand Purchase
-0.20
Bought for others -0.67
117
133
128
132
*Note fulfilment rate for Sedal is generally low, so even an index of 100 (which means average for Sedal) is low.
200-400ml pack
causing biggest
diversion

29. 44% of SEDAL sales are supported by Brand Equity. This
is lower than the likes of Pantene (52%) and other markets
(eg Spain shampoo 54% avr).
Overall Sedal summary – What do we need to do?
So, in this fragmented retail environment competing at
trade is critical, but boosting equity driven share would
make the brand‘s future more secure. Therefore we have a
long and short term action.
Build association with “good user experience” to improve
efficacy perceptions. A 5% shift in “good user experience”
could deliver $1.3m
Sedal suffers relatively high point of sale diversion, bringing
this back to average levels would return $4m.
Competing better on shelf in the mid-pack sizes against
H&S and J&J is the most important area to focus.
SALES
How much of our sales
come from brand equity?
INVESTMENT
Should we invest in
brand building or trade
marketing?
BRAND
How can we optimise
our brand positioning and
what’s the financial return
of doing so?
TRADE
How can we maximise
the conversion of equity
to sales at the POS?

30. Power Purchase tells you
which drivers to activate in order to increase your business
Brand strategy1
Retailer focus3
Tactical in-market levers2
To build equity
Converting equity to sales
Converting equity to sales

31. Client Feedback!
Thank you. We really think it will make a big difference in
our business…. For a brand like Sedal, this information
can really define a new way of converting our brand
lovers and to continue to build our brand, especially when
the market has become so competitive in Colombia.
We saw an amazing reception from our top management,
with excellent comments.
“
”

32. More info
Sandra BERGAMO
Expert Solutions Director – Kantar Worldpanel
+33 (0)1 30 74 81 61
Sandra.BERGAMO@KantarWorldpanel.com
Pierre GOMY
Managing Director – Millward Brown
+33 (0)1.55.56.40.75 / +33 (0)6 21 50 57
Pierre.Gomy@millwardbrown.com