Miwadi – Revitalising a Brand Leader
Kevin Donnelly
Marketing Director – Britvic Ireland
The MiWadi Team
Leonie Doyle
Dee Cunniam
M
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Susanne Martin
Lyndsey O’Leary
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Paul Staunton
Marty Cowman
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Agenda
 Background & Context
 What We Did
 Results
 Lessons Learned
The Irish Squash Market
€53m
Per Capita
Half of GB
70% Homes
Buying
Not All Squash
Homes Are Equal
16/60
Miwadi – Market Leader in Squash
1927
2010
It’s Not Your Wadi – It’s My Wadi
External Challenges
Consumers Spending Less
Raw Material
Cost Inflation
Coca-Cola Launches into Squash
Private Label
Attack
External Challenges
Obesity Challenge
Demonisation of Sugar
Internal Pressures
• Cuts in Marketing
Investment
• Company Restructuring
• Staff Turnover
• Internal Focus
Britvic Ireland – Brand Portfolio (8/5/3)
No.1
No.1
No.2
No.1
No.2
No.1
No.2
No.2
No.1
No.1
No.3
No.3
No.1
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No.2
No.3
MiWadi in 2010 – Under Pressure
Miwadi
Miwadi Value Market Share of Squash
52%
50%
48%
46%
44%
42%
40%
40%
37.0%
38%
36%
34%
32%
2009
*Source : Nielsen
Q3 10
Q4 10
Q1 11
Q2 11
Q3 11
Q4 11
Q1 12
Q2 12
Q3 12
Q4 12
Q1 13
Miwadi Goals 2011 -2012

Recover market share loss and more.
 To grow value market share from 37% to 42% i.e. higher than before the
competitors arrived.
 It’s important to call out value market share as we did not want to get into a
price war with competitors and devalue the overall squash category.

Restoring gross margin to the pre-cost inflation levels.

Strengthening brand equity among the core target consumers (25 to 44 year olds)
by increasing
 Spontaneous awareness from 68% to 75%,
 Top-2-box-consideration from 30% to 37%
 Worth-paying-more-for from 23% to 30%.

Grow the category – add 1L of total squash consumption per capita every year.
Miwadi Recovery Strategy
 A More Compelling Proposition
 Emotional Connection
 Consumer Participation
 Category Growth at the Heart of Everything We Do
Are We Good Enough?
6. Values,
Beliefs and
Personality
7. Reasons
to Believe
The proof we offer
The brand values –
to substantiate the
what the brand stands
benefits / brand
for and believes in
experience
– and its
9. Essence
personality
5. Benefits
Brand Key
Template
The distillation of
the brand into a
core idea or
promise
The
differentiating
functional, emotional
and sensory benefits
that motivate
purchase
8.Discriminator
The single
most compelling
and competitive
reason for the
target consumer
to choose
the brand
4. Insight
The consumer / shopper motivation
(need) on which the brand is founded
2. Competitive
Environment
The market and alternative
choices as seen by the
consumer and the relative
value the brand offers in the
market
3. Target
The person and the
situation for which the
brand is always best
choice, defined in terms of
their attitudes and values,
not just demographics
1. Root Strengths
The original product, values and or benefits that made the brand
great and on which we want to build
Miwadi – More Defined Brand Key
Tir
na
N’Og
Holistic Margin Management
The Consumer Value Equation
 What is truly important to the consumer in making category
and brand purchasing decisions?
 Where does the brand want to be superior, parity, inferior to
competitors?
 What are the Brand Distinctive Assets?
 What are the non-value-added-costs in the Value Chain?
Range in early 2010
The Opportunity & Challenge of Brand Renovation
Q3 2010 – Full Brand
Relaunch

Retain Brand Distinctive Assets
 Logo
 Bottle Shape

New Improved Liquid
 No artificials

New Livery
 Real Fruit
 Hydration Cues
 Clear NAS Differentiation

New Advertising Campaign
 Wadi-Festo
 Value-for-money

On-Line Engagement
Dart & Luas Cards
Dart & Luas Cards
Shopping Trolley Handles
Communicating Value-For-Money
Significant Shift in Miwadi Brand Volume
100%
90%
80%
70%
50%
60%
80%
50%
NAS
40%
Full Sugar
30%
20%
50%
10%
20%
0%
Before Relaunch
After Relaunch
Innovation – Launch of Miwadi Double Concentrate
Crowd-Sourcing
Microsite
Hub n’ Spoke Strategy
Promotional Packs
Calendar of Key Events 2012
FEB
MARCH
APRIL
MAY
JUNE-JULY
AUG
Launch of the Competition Micro Site
March to Sept and content will be updated as the competition moves from entry into voting and then to announce the winner
TV
Advertising
New Miwadi
Ireland
Facebook site
goes live
Drive to microsite
Digital Advertising
April to Sept – this will be up-weighted at key times to drive participation, voting and announce winner
Winning in
Store
Voting
New Wadi in
store
Short listed entries
will be voted on to
pick the winner
Back to School
PR
announcement
March 15th
On Pack Promo
Packs in Trade
Technical Dev & Set Up
PR
announcement
Results
MiWadi up 12 value share pts over two years
Miwadi
Miwadi Value Market Share of Squash
DC Launch
52%
49.3%
Relaunch
50%
47.6%
48%
45.6%
46%
45.4%
43.7%
43.4%
44%
42%
My Way
42.7%
41.3%
40%
40%
38.9%
38.5%
37.0%
38%
36%
34%
32%
2009
*Source : Nielsen
Q3 10
Q4 10
Q1 11
Q2 11
Q3 11
Q4 11
Q1 12
Q2 12
Q3 12
Q4 12
Q1 13
Brand Health Scores Have Improved Significantly
Wv1
Feb 11
Wv2
Sep 11
Wv3
Feb 12
Spontaneous Awareness
68%
76%
79%
Drunk in past 4 weeks
28%
30%
35%
Top 2 Box Consideration
30%
37%
41%
Worth Paying More For
23%
29%
30%
Source: Millward Brown
Squash is the Fastest Growing Soft Drinks Category
Source: Nielsen
Gross Margin
Maintained
Huge Increase in On-Line Engagement
Miwadi Digital Community
30000
25,000
25000
20000
15000
10000
5000
400
0
Old Website
facebook
Conclusions
47
Ten ‘Takeaways’ (1 of 2)
 You need the right people to manage brands successfully –
continuity is essential
 Develop brands in tune with a combination of the key
consumer trends
 Resist the temptation to be too short term and tactical – stay
true to strategic brand development over the longer term
 Look at the entire value chain, not just at the ‘marketing’ bits
– work out what’s of most value to the consumer
 Be very clear on what consumer perception and behaviour
you are seeking to change and measure against this
Ten ‘Takeaways’ (1 of 2)
 Be very clear on how you are going to drive brand financial
performance
 Make it easy and compelling for consumers to engage with
and participate in your brand
 Digital Marketing is part of a Consumer Engagement
Strategy – its not a separate discipline
 As a leading brand, you have a responsibility to grow the
category
 Have a robust tool-kit to help make key decisions on your
brand
Useful Contacts
For Re-brands
For Holistic Margin Management
Hans Glover