Presented at Brand Matters,

an ESOMAR WORLD RESEARCH CONFERENCE,

New York, 8-10 February, 2006.
Diagnosing
Brand Health
Connecting the
dots between
attitudes and
behavior
Abstract
Traditional research approaches provide marketers with
the challenge of compiling data from different sources
purchase behavior and attitudinal studies and trying to
patch them together to get an integrated perspective of
brand dynamics : both in the minds of the consumer and
observed behavior in-store. The paper through a case
study demonstrates that it is possible to integrate attitudes
and behaviors and create a more holistic diagnosis of brand
health. Specifcally it connects the dots betweenwhat
consumers hold in their heads about brands decision
rules used to choose between brandstheir shopping
modality are they in scrutiny shopping mode or are on
habitual autopilot what in-store and pre-store infuences
impinge on their choices.and fnally what they buy in the
storeto develop a strategic road map for the brand.
Introduction
Marketers are inundated with
behavioral and attitudinal data from
disparate sources, each of which
provide only a partitioned profle of
the brands architecture.
Behavioral data reveals in-market
performance:
What is my brands market
share?
Is it growing?
Does it have strong penetration
and loyalty?
Does it operate in a growing
category?
Attitudinal data deconstructs the
consumers feelings towards the
brand:
Do they love my brand?
What tangible and intangible
associations do consumers have
of my brand?
Are they open to other brands?
Are they beginning to feel anxious
about the category in which my
brand operates?
This paper, through a case study,
attempts to integrate insights from
consumers feelings with how
consumers actually behave in-
store to diagnose where marketing
attention needs to be focused
to drive equity as well as ensure
market performance. Specifcally it
connects the dots betweenwhat
consumers hold in their heads about
brandsdecision rules used to
choose between brandstheir
shopping modality are they in
scrutiny shopping mode or are on
habitual autopilot what in-store and
pre-store infuences impinge on their
choices.and fnally what they buy
in the storeto develop a strategic
road map for the brand.
This valuable study provides an
integrated perspective on the
behavioral and attitudinal dynamics
of the brand, the category and key
competitors in a single snapshot.
The study was particularly useful
in dealing with a number of myths
about the category and competitors
that had arisen over the years.
Without data to refute them - or
confrm them these myths were
leading to a number of marketing
decisions that were sub-optimal.
One specifc example was around
the roles of and relative values of
trade and media spending for the
company/champion brand.
CASE STUDY
(The category and brand have been
masked)
The case study deconstructs the
behavioral and attitudinal dynamics
of the brand in the Sara Lee portfolio
to diagnose the opportunities and
challenges it faces in the context of
its operating environment.
Marketers tend to adopt a myopic
view of only reviewing individual
brands and their direct competitors
within a category. However we
began the diagnostic evaluation with
taking a step back and examining
the operating environment in which
a brand resides before we delved
into individual brands. Did the
brand exist in a healthy category? It
is possible to have a resilient brand
but in a vulnerable category, which
threatens the long term prospects
of the brand. The existing structure
of the market keeps evolving.
Traditional categories are under
threat and new categories are
nudging or even displacing existing
categories.
Lee brand to have an iron grip on
the market. Brands can easily get
bumped around.
Over the years, there has been little
category innovation to engage and
excite the consumers and hence
category involvement remains low.
The study confrmed that Sara Lee
was the dominant player in the
market and that it would need to
take the lead and drive up category
involvement and sales, which will
strengthen as well as secure its own
market performance.
' Copyright ES0HAR 2006
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Zm^hi^c\XViZ\dg^Zh#
How hea|thy is the category in which the Sara Lee
brand operates?
what structura| dynamics underpin this category?
I]ZXViZ\dgn^c"bVg`ZieZg[dgbVcXZgZkZVaZYi]Vi
hVaZh]VkZWZZck^gijVaanhiV\cVcidkZgi]ZnZVghVcY
bVg\^cVaanYZXa^cZY^ci]ZaVhinZVg#
FI0URE 2
CA1E00RY IN-HARKE1 PERF0RHANCE
6YZXdchigjXi^dcd[[ZZa^c\hgZkZVahi]Vil]^aZ
XdchjbZgh]VkZadl^ckdakZbZci^ci]ZXViZ\dgn!
i]ZWZ]Vk^djgh]dlhi]ViXdchjbZghVgZ]^\]an
ZmeZg^bZciVa^ci]Z^gejgX]VhZX]d^XZ#8dchjbZgh
VgZcVk^\Vi^c\i]ZgVc\Zd[dei^dchZmeZg^bZciVaan!
l]^X]aZVYhi]Zbid^iWZilZZcWgVcYh#6cVcVanh^h
d[i]ZXdchjbZghh]dee^c\bdYVa^inZm]^W^ihi]Vi
`ZnejgX]VhZig^\\Zghi]VideZgViZ^ci]ZXViZ\dgn
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Vc^gdc\g^edci]ZbVg`Zi#7gVcYhXVcZVh^an\Zi
WjbeZYVgdjcY#
FI0URE 3
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l]^X]l^aahigZc\i]ZcVhlZaaVhhZXjgZ^ihdlc
bVg`ZieZg[dgbVcXZ#
How can Sara Lee drive up category invo|vement /
perIormance?
8dchjbZgcZZYhiViZbdi^kVi^dchlZgZYZX^e]ZgZY
jh^c\aViZciXaVhhgZ\gZhh^dchZ\bZciVi^dcidgZkZVa
i]Z^bea^X^iYg^kZghi]ViXdjaYYg^kZjeXViZ\dgn
^ckdakZbZci$Xdchjbei^dckdajbZ#
Category HH Penetration 2004 = 77%
HOW HEALTHY IS THE
CATEgORY IN WHICH
THE SARA LEE BRAND
OPERATES? WHAT
STRUCTURAL DYNAMICS
UNDERPIN THIS CATEgORY?
The category in-market performance
revealed that sales have been
virtually stagnant over the years and
marginally declined in the last year.
A deconstruction of feelings reveals
that while consumers have low
involvement in the category, the
behavior shows that consumers
are highly experimental in their
purchase choice. Consumers are
navigating the range of options
experimentally, which leads them to
fit between brands. An analysis of
the consumers shopping modality
exhibits that key purchase triggers
that operate in the category are
promotion-led. This is not surprising
given that 47% of category sales are
on promotion.
The highly experimental nature of
the consumers shopping modality
creates a challenging environment
for the category champion, the Sara
' Copyright ES0HAR 2006
BRAN0 HA11ERS '%%+
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Zm^hi^c\XViZ\dg^Zh#
How hea|thy is the category in which the Sara Lee
brand operates?
what structura| dynamics underpin this category?
I]ZXViZ\dgn^c"bVg`ZieZg[dgbVcXZgZkZVaZYi]Vi
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bVg\^cVaanYZXa^cZY^ci]ZaVhinZVg#
FI0URE 2
CA1E00RY IN-HARKE1 PERF0RHANCE
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Vc^gdc\g^edci]ZbVg`Zi#7gVcYhXVcZVh^an\Zi
WjbeZYVgdjcY#
FI0URE 3
DkZgi]ZnZVgh!i]ZgZ]VhWZZca^iiaZXViZ\dgn
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bVg`ZieZg[dgbVcXZ#
How can Sara Lee drive up category invo|vement /
performance?
8dchjbZgcZZYhiViZbdi^kVi^dchlZgZYZX^e]ZgZY
jh^c\aViZciXaVhhgZ\gZhh^dchZ\bZciVi^dcidgZkZVa
i]Z^bea^X^iYg^kZghi]ViXdjaYYg^kZjeXViZ\dgn
^ckdakZbZci$Xdchjbei^dckdajbZ#
Category HH Penetration 2004 = 77%
' Copyright ES0HAR 2006
BRAN0 HA11ERS '%%+
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VcYcZlXViZ\dg^ZhVgZcjY\^c\dgZkZcY^heaVX^c\
Zm^hi^c\XViZ\dg^Zh#
How hea|thy is the category in which the Sara Lee
brand operates?
what structura| dynamics underpin this category?
I]ZXViZ\dgn^c"bVg`ZieZg[dgbVcXZgZkZVaZYi]Vi
hVaZh]VkZWZZck^gijVaanhiV\cVcidkZgi]ZnZVghVcY
bVg\^cVaanYZXa^cZY^ci]ZaVhinZVg#
FI0URE 2
CA1E00RY IN-HARKE1 PERF0RHANCE
6YZXdchigjXi^dcd[[ZZa^c\hgZkZVahi]Vil]^aZ
XdchjbZgh]VkZadl^ckdakZbZci^ci]ZXViZ\dgn!
i]ZWZ]Vk^djgh]dlhi]ViXdchjbZghVgZ]^\]an
ZmeZg^bZciVa^ci]Z^gejgX]VhZX]d^XZ#8dchjbZgh
VgZcVk^\Vi^c\i]ZgVc\Zd[dei^dchZmeZg^bZciVaan!
l]^X]aZVYhi]Zbid^iWZilZZcWgVcYh#6cVcVanh^h
d[i]ZXdchjbZghh]dee^c\bdYVa^inZm]^W^ihi]Vi
`ZnejgX]VhZig^\\Zghi]VideZgViZ^ci]ZXViZ\dgn
VgZegdbdi^dc"aZY#I]^h^hcdihjgeg^h^c\\^kZci]Vi
),d[XViZ\dgnhVaZhVgZdcegdbdi^dc#I]Z]^\]an
ZmeZg^bZciVacVijgZd[i]ZXdchjbZghh]dee^c\
bdYVa^inXgZViZhVX]VaaZc\^c\Zck^gdcbZci[dgi]Z
XViZ\dgnX]Vbe^dc!i]ZHVgVAZZWgVcY!id]VkZ
Vc^gdc\g^edci]ZbVg`Zi#7gVcYhXVcZVh^an\Zi
WjbeZYVgdjcY#
FI0URE 3
DkZgi]ZnZVgh!i]ZgZ]VhWZZca^iiaZXViZ\dgn
^ccdkVi^dcidZc\V\ZVcYZmX^iZi]ZXdchjbZghVcY
]ZcXZXViZ\dgn^ckdakZbZcigZbV^chadl#
I]ZhijYnXdcgbZYi]ViHVgVAZZlVhi]ZYdb^cVci
eaVnZg^ci]ZbVg`ZiVcYi]Vi^ildjaYcZZYidiV`Z
i]ZaZVYVcYYg^kZjeXViZ\dgn^ckdakZbZciVcYhVaZh!
l]^X]l^aahigZc\i]ZcVhlZaaVhhZXjgZ^ihdlc
bVg`ZieZg[dgbVcXZ#
How can Sara Lee drive up category invo|vement /
performance?
8dchjbZgcZZYhiViZbdi^kVi^dchlZgZYZX^e]ZgZY
jh^c\aViZciXaVhhgZ\gZhh^dchZ\bZciVi^dcidgZkZVa
i]Z^bea^X^iYg^kZghi]ViXdjaYYg^kZjeXViZ\dgn
^ckdakZbZci$Xdchjbei^dckdajbZ#
Category HH Penetration 2004 = 77%
Category in-market performance
Total US Food/Drug/Mass excludes Wal-Mart
HOW CAN SARA LEE
DRIvE UP CATEgORY
INvOLvEMENT /
PERFORMANCE?
Consumer need state motivations
were deconstructed using latent
class regression segmentation to
reveal the implicit drivers that could
drive up category involvement /
consumption volume.
The largest segment in this category
is the value/convenience seekers
segment (contributing to stagnating
growth in this category). The
product category lovers is the
next largest segment and has not
only functional and seasonal / off
seasonal occasion drivers but it also
is characterized by strong emotive
drivers. Similarly, the consumption
occasion enthusiasts is defned by
functional, emotive and seasonal
occasion drivers. This segment also
synergizes neatly with the brands
core values. The last segment is
the smallest of the four segments is
led by kids consumption attributes
that constitute the core equity of
one of the competitors.
Sara Lee being a category champion
needs to focus on driving category
involvement through the Product
Category Lovers and Consumption
Enthusiasts segments. A focus
on the combination of these two
segments will allow Sara Lee to
grow both seasonal and non-
seasonal consumption. The
brands core values need to be
extended to the Product Category
Lovers segment where as among
the Consumption Occasion
Enthusiasts, there is already a
synergy between the brands core
values and the segment. Among
this second segment, non-
seasonal consumption needs to be
stimulated to drive involvement and
growth.
3 Copyright ES0HAR 2006
BRAN0 HA11ERS 2006
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FI0URE 5
BRAN0 ECUI1Y vS. HARKE1 SHARE
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FI0URE 4
IS THE SARA LEE BRAND
STRUCTURALLY SECURE?
Brand Equity and Brand
Share : The Sara Lee brand has
equity leadership in the category.
Examining the relationship between
equity and market share across
brands reveals that its equity is
proportionately stronger than its
market share, indicating future
growth potential. The brand has
untapped potential building among
consumers that are emotively
bonded but not behaviorallly loyal.
The Heritage brand on the other
hand has a somewhat stronger
market performance relative to
its equity. A further diagnosis
reveals that the brand has a long
standing market presence and
therefore strong familiarity but lacks
a differentiated positioning platform.
Its market performance could be
eroded in the future if it does not
invest in building equity.
The Struggler brand has a strong
market performance, but is not
backed by emotive commitment
(weak equity). Bargain hunters
are attracted to this brand and its
purchase is primarily triggered by
promotions. Its sales are therefore
highly sensitive to promotional
activity which is supported by
the Panel data that reveals low
purchase loyalty. This brand faces
the greatest threat.
3 Copyright ES0HAR 2006
BRAN0 HA11ERS 2006
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conven|ence see|e|s semen con|||u|n o
sene|n |ow| |n ||s ceeo|y` |e 'p|oduc
ceeo|y |ove|s |s |e nex |e|es semen end
|es no on|y unc|one| end seesone|/o-seesone|
occes|on d||ve|s |u e|so |s c|e|ece||zed |y
s|on emo|ve d||ve|s |m||e||y, |e ceeo|y o
'consump|on occes|on en|us|ess |s deined |y
unc|one|, emo|ve end seesone| occes|on d||ve|s
||s semen e|so syne||zes nee|y w|| |e
||end`s co|e ve|ues |e |es semen, |e sme||es
o |e ou| semens, |s |ed |y ||ds` consump|on
e|||ues |e cons|ue |e co|e equ|y o one o |e
compe|o|s
e|e |ee, es e ceeo|y c|emp|on, needs o ocus on
d||v|n ceeo|y |nvo|vemen ||ou| |e '||oduc
Ceeo|y |ove|s end 'Consump|on |n|us|ess
semens / ocus on |e com||ne|on o |ese
wo semens w||| e||ow e|e |ee o |ow |o|
seesone| end non-seesone| consump|on |e ||end`s
co|e ve|ues need o |e exended o |e '||oduc
Ceeo|y |ove|s semen w|e|ees emon |e
'Consump|on 0cces|on |n|us|ess |e|e |s e||eedy
e syne|y |eween |e ||end`s co|e ve|ues end
|e semen /mon ||s second semen, non-
seesone| consump|on needs o |e s|mu|eed o d||ve
|nvo|vemen end |ow|
Is the Sara Lee brand structura||y secure?
7gVcY:fj^inVcY7gVcYH]VgZ/ |e e|e |ee ||end
|es equ|y |eede|s||p |n |e ceeo|y |xem|n|n |e
|e|e|ons||p |eween equ|y end me||e s|e|e ec|oss
||ends |evee|s |e |s equ|y |s p|opo||onee|y
s|one| |en |s me||e s|e|e, |nd|ce|n uu|e
|ow| poen|e| |e ||end |es unepped poen|e|
emon consume|s |e e|e emo|ve|y |onded |u no
|e|ev|ou|e||y |oye|
FI0URE 5
BRAN0 ECUI1Y vS. HARKE1 SHARE
|e |e||ee ||end, on |e o|e| |end, |es e
somew|e s|one| me||e pe|o|mence |e|e|ve o
|s equ|y / u||e| d|enos|s |evee|s |e |e ||end
|es e |on send|n me||e p|esence end |e|eo|e
s|on em|||e||y |u |ec|s e d|e|en|eed pos||on|n
p|eo|m |s me||e pe|o|mence cou|d |e e|oded |n
|e uu|e | | does no |nves |n |u||d|n equ|y
|o syn|es|z|n |e |e|ev|o|e| me||e pe|o|mence
dee w|| |e e|ud|ne| dee wou|d |eve |ed o e
d|e|en se o conc|us|ons end |ecommende|ons
|n ||s spec|ic |nsence, exem|n|n on|y |e ||end
|qu|y |ee |nd|cees |e e|e |ee |es |e |||es
equ|y emons e|| ||ends sud|ed end |e unepped
FI0URE 4
Brand Equity vs. Market Share
Typology : Compared to key rival
Heritage brand, the Sara Lee brand
had a slightly weaker marketer
presence in terms of penetration
and familiarity but a stronger depth
of relationship among its consumers
(behavioral and emotive loyalty). It
needs to focus on closing the gap
on familiarity and penetration.
Building Familiarity is the most
critical driver for strengthening
equity in this category since it is
relatively fragmented. The Hertiage
brand has an advantage over the
Sara Lee brand on familiarity due to
its long standing presence backed
by its visibility in related categories.
The Sara Lee brand needs to drive
brand saliency through advertising
noise, shelf presence at point of
purchase and event sponsorships.
~ Copyright ES0HAR 2006
BRAN0 HA11ERS 2006
poen|e| o |eve|ee |e |||e| |en p|opo||onee
equ|y m|| |eve |een m|ssed w||ou |e |enei o
|e|ev|o|e| dee syn|es|s
|e |u|e| ||end |es e s|on me||e
pe|o|mence, |u |s no |ec|ed |y emo|ve
comm|men wee| equ|y` |e|e|n |une|s e|e
e|eced o ||s ||end end |s pu|c|ese |s p||me|||y
||e|ed |y p|omo|ons |s se|es e|e |e|eo|e ||||y
sens||ve o p|omo|one| ec|v|y w||c| |s suppo|ed
|y |e |ene| dee |e |evee|s |ow pu|c|ese |oye|y
||s ||end eces |e |eees ||ee
Inedad\n/ Compe|ed o |ey ||ve| |e||ee ||end,
|e e|e |ee ||end |es e s||||y wee|e| me||e
p|esence |n e|ms o pene|e|on end em|||e||y |u e
s|one| dep| o |e|e|ons||p emon |s consume|s
|e|ev|o|e| end emo|ve |oye|y` | needs o ocus on
c|os|n |e ep on em|||e||y end pene|e|on
FI0URE 6
BRAN0 L0YAL1Y vS. BRAN0 PENE1RA1I0N

|u||d|n |em|||e||y |s |e mos c|||ce| d||ve| o|
s|en|en|n equ|y |n ||s ceeo|y s|nce | |s
|e|e|ve|y |emened |e |e||ee ||end |es en
edvenee ove| |e e|e |ee ||end on em|||e||y
due o |s |on-send|n p|esence |ec|ed |y |s
v|s|||||y |n |e|eed ceeo||es |e e|e |ee ||end
needs o d||ve ||end se||ency ||ou| edve||s|n
no|se, s|e| p|esence e po|n o pu|c|ese end even
sponso|s||ps
FI0URE 7
BRAN0 ECUI1Y vS. BRAN0 FAHILIARI1Y

:hhZcXZ/ |e e|e |ee ||end |s we|| d|e|en|eed
on |mee e|||ues |e d||ve ||end equ|y |n |e
ceeo|y |e e|e |ee ||end s|e|e |oweve|
dec||nes |n |e w|ne| mon|s pe||y d||ven |y |s
pos||on|n |e ocuses on summe| consump|on
occes|ons ||s cen ||eeen |s |eede|s||p |n |e
ceeo|y end pus| | owe|ds e mo|e n|c|e pos||on
FI0URE 8
BRAN0 ASS0CIA1I0NS: C0NSUHP1I0N 0CCASI0NS
~ Copyright ES0HAR 2006
BRAN0 HA11ERS 2006
poen|e| o |eve|ee |e |||e| |en p|opo||onee
equ|y m|| |eve |een m|ssed w||ou |e |enei o
|e|ev|o|e| dee syn|es|s
|e |u|e| ||end |es e s|on me||e
pe|o|mence, |u |s no |ec|ed |y emo|ve
comm|men wee| equ|y` |e|e|n |une|s e|e
e|eced o ||s ||end end |s pu|c|ese |s p||me|||y
||e|ed |y p|omo|ons |s se|es e|e |e|eo|e ||||y
sens||ve o p|omo|one| ec|v|y w||c| |s suppo|ed
|y |e |ene| dee |e |evee|s |ow pu|c|ese |oye|y
||s ||end eces |e |eees ||ee
Inedad\n/ Compe|ed o |ey ||ve| |e||ee ||end,
|e e|e |ee ||end |es e s||||y wee|e| me||e
p|esence |n e|ms o pene|e|on end em|||e||y |u e
s|one| dep| o |e|e|ons||p emon |s consume|s
|e|ev|o|e| end emo|ve |oye|y` | needs o ocus on
c|os|n |e ep on em|||e||y end pene|e|on
FI0URE 6
BRAN0 L0YAL1Y vS. BRAN0 PENE1RA1I0N

|u||d|n |em|||e||y |s |e mos c|||ce| d||ve| o|
s|en|en|n equ|y |n ||s ceeo|y s|nce | |s
|e|e|ve|y |emened |e |e||ee ||end |es en
edvenee ove| |e e|e |ee ||end on em|||e||y
due o |s |on-send|n p|esence |ec|ed |y |s
v|s|||||y |n |e|eed ceeo||es |e e|e |ee ||end
needs o d||ve ||end se||ency ||ou| edve||s|n
no|se, s|e| p|esence e po|n o pu|c|ese end even
sponso|s||ps
FI0URE 7
BRAN0 ECUI1Y vS. BRAN0 FAHILIARI1Y

:hhZcXZ/ |e e|e |ee ||end |s we|| d|e|en|eed
on |mee e|||ues |e d||ve ||end equ|y |n |e
ceeo|y |e e|e |ee ||end s|e|e |oweve|
dec||nes |n |e w|ne| mon|s pe||y d||ven |y |s
pos||on|n |e ocuses on summe| consump|on
occes|ons ||s cen ||eeen |s |eede|s||p |n |e
ceeo|y end pus| | owe|ds e mo|e n|c|e pos||on
FI0URE 8
BRAN0 ASS0CIA1I0NS: C0NSUHP1I0N 0CCASI0NS
Brand Loyalty vs. Brand Penetration
Brand Equity vs. Brand Familiarity
Essence: The champion brand
is well differentiated on image
attributes that drive brand equity
in the category. The Champion
brand shares however decline in
the winter months partly driven
by its positioning that focuses on
summer consumption occasions.
This can threaten its leadership in
the category and push it towards a
more niche position.
Brand Associations: Consumption
Occasions
Champion Brand Shares : On and
off season
~ Copyright ES0HAR 2006
BRAN0 HA11ERS 2006
poen|e| o |eve|ee |e |||e| |en p|opo||onee
equ|y m|| |eve |een m|ssed w||ou |e |enei o
|e|ev|o|e| dee syn|es|s
|e |u|e| ||end |es e s|on me||e
pe|o|mence, |u |s no |ec|ed |y emo|ve
comm|men wee| equ|y` |e|e|n |une|s e|e
e|eced o ||s ||end end |s pu|c|ese |s p||me|||y
||e|ed |y p|omo|ons |s se|es e|e |e|eo|e ||||y
sens||ve o p|omo|one| ec|v|y w||c| |s suppo|ed
|y |e |ene| dee |e |evee|s |ow pu|c|ese |oye|y
||s ||end eces |e |eees ||ee
Inedad\n/ Compe|ed o |ey ||ve| |e||ee ||end,
|e e|e |ee ||end |es e s||||y wee|e| me||e
p|esence |n e|ms o pene|e|on end em|||e||y |u e
s|one| dep| o |e|e|ons||p emon |s consume|s
|e|ev|o|e| end emo|ve |oye|y` | needs o ocus on
c|os|n |e ep on em|||e||y end pene|e|on
FI0URE 6
BRAN0 L0YAL1Y vS. BRAN0 PENE1RA1I0N

|u||d|n |em|||e||y |s |e mos c|||ce| d||ve| o|
s|en|en|n equ|y |n ||s ceeo|y s|nce | |s
|e|e|ve|y |emened |e |e||ee ||end |es en
edvenee ove| |e e|e |ee ||end on em|||e||y
due o |s |on-send|n p|esence |ec|ed |y |s
v|s|||||y |n |e|eed ceeo||es |e e|e |ee ||end
needs o d||ve ||end se||ency ||ou| edve||s|n
no|se, s|e| p|esence e po|n o pu|c|ese end even
sponso|s||ps
FI0URE 7
BRAN0 ECUI1Y vS. BRAN0 FAHILIARI1Y

:hhZcXZ/ |e e|e |ee ||end |s we|| d|e|en|eed
on |mee e|||ues |e d||ve ||end equ|y |n |e
ceeo|y |e e|e |ee ||end s|e|e |oweve|
dec||nes |n |e w|ne| mon|s pe||y d||ven |y |s
pos||on|n |e ocuses on summe| consump|on
occes|ons ||s cen ||eeen |s |eede|s||p |n |e
ceeo|y end pus| | owe|ds e mo|e n|c|e pos||on
FI0URE 8
BRAN0 ASS0CIA1I0NS: C0NSUHP1I0N 0CCASI0NS
a Copyright ES0HAR 2006
BRAN0 HA11ERS 2006
FI0URE 9
SARA LEE BRAN0 SHARE: 0N AN0 0FF-SEAS0N

Eg^X^c\[ddieg^ci/ |e e|e |ee ||end`s p||ce |s |n ||ne
w|| w|e consume|s e|e w||||n o pey end |e|eo|e
| s|ou|d me|ne|n |s p||c|n
FI0URE 10
RE1AIL PRICE vS. C0NSUHERS' wILLIN0NESS 10 PAY
PRICE PREHIUH
|oweve| |s p|omo|one| ec|v|y needs o |e sce|ed
|ec| \|en ||ends e|e p|omoed |n-so|e |ey
e|ec new |uye|s, |u e|so |ose |evenue oppo|un|y
emon |oye| |uye|s w|o e|e pu|c|es|n |e ||end on
euo-p||o mode end don` even no|ce |e p|omo|on
/n exem|ne|on o |e |e|e|ons||p |eween |e
|eve| o |e p|omo|one| ec|v|y vo|ume se|es on
p|omo|ons` ee|ns |n-so|e pu|c|ese dec|s|ons |e
e|e ||e|ed |y p|omo|on |evee|s |ow eec|ve
p|omo|ons e|e |n ec|ve|n c|o|ce |e |u|e|
||end, w||c| |es e wee| |mee, |s p||me|||y d||v|n
se|es |y ec|ve|n consume|s ||ou| |s p|omo|ons
|s |on |o|||n p|omo|one| p|ens e|e eec|ve |n
d||v|n p|omo|on |ed ||end c|o|ce e po|n o se|e
|u |e e|e |ee ||end, desp|e |s equ|y |eede|s||p,
|es |eee| p|omo|one| ec|v|y |en |e |u|e|
||end, |ou| e| |ess eec|ve |n ||e||n e
p|omo|on |ed pu|c|ese c|o|ce \||ou |e |enei
o |e |no|me|on on |e p|omo|on |ed pu|c|ese
||e|s, |e equ|ve|en vo|ume se|es on p|omo|ons
wou|d |eve |ed us o |e||eve |e |eceuse |e e|e
|ee ||end |es mo|e vo|ume se|es on p|omo|on, |
wou|d |e e ||| |mpec compe|ed o, o| exemp|e,
|e s|u|e| ||end ||s wou|d no |eve e||owed
us o dee|m|ne |e desp|e |e ||| vo|ume o
se|es on p|omo|on, |e e|e |ee ||end ecue||y |s
|ess eec|ve e p|omo|one| |ed pu|c|ese ||e|s
compe|ed o |e s|u|e| ||end
FI0URE 11
PR0H01I0NAL AC1IvI1Y vS. PR0H01I0N LE0 CH0ICE

H]dee^c\BdYVa^in/ /s e |esu| o |s s|on
p|omo|one| ec|v|y, |e e|e |ee ||end |es
e|eced consume|s w|o e|e |e|e|ve|y expe||mene|
end enee |n sc|u|ny mode s|opp|n, un|||e |e
|e||ee ||end |e |es e consume| p|oi|e w|o
s|op on |e||ue| euo-p||o mode Consume|s w|o
e|e expe||mene| e|e e |pp|n po|n end e|e ees||y
e|eced o compe||ve ||end ec|ve|on s|ee|es
||ends w|| e s|one| s|ew owe|ds expe||mene|
consume|s e|e mo|e vu|ne|e||e end |e|eo|e |e
Pricing Footprint : The Champion
brands price is in line with what
consumers are willing to pay for it
and therefore it should maintain its
pricing.
However its promotional activity
needs to be scaled back. When
brands are promoted in-store
they attract new buyers, but also
lose revenue opportunity among
loyal buyers who are purchasing
the brand on auto-pilot mode and
dont even notice the promotion.
An examination of the relationship
between the level of the promotional
activity (volume sales on promotions)
against in-store purchase decisions
that are triggered by promotion
reveals how effective promotions
in activating choice. The Struggler
brand, which has a weak image, is
primarily driving its sales by activating
consumers through its promotions.
Its long rolling promotional plans are
effective in driving promotion led
brand choice at point of sale.
But the Sara Lee brand despite
its equity leadership has greater
promotional activity than the
Struggler brand, though far less
effective in triggering a promotion
led purchase choice.
a Copyright ES0HAR 2006
BRAN0 HA11ERS 2006
FI0URE 9
SARA LEE BRAN0 SHARE: 0N AN0 0FF-SEAS0N

Eg^X^c\[ddieg^ci/ |e e|e |ee ||end`s p||ce |s |n ||ne
w|| w|e consume|s e|e w||||n o pey end |e|eo|e
| s|ou|d me|ne|n |s p||c|n
FI0URE 10
RE1AIL PRICE vS. C0NSUHERS' wILLIN0NESS 10 PAY
PRICE PREHIUH
|oweve| |s p|omo|one| ec|v|y needs o |e sce|ed
|ec| \|en ||ends e|e p|omoed |n-so|e |ey
e|ec new |uye|s, |u e|so |ose |evenue oppo|un|y
emon |oye| |uye|s w|o e|e pu|c|es|n |e ||end on
euo-p||o mode end don` even no|ce |e p|omo|on
/n exem|ne|on o |e |e|e|ons||p |eween |e
|eve| o |e p|omo|one| ec|v|y vo|ume se|es on
p|omo|ons` ee|ns |n-so|e pu|c|ese dec|s|ons |e
e|e ||e|ed |y p|omo|on |evee|s |ow eec|ve
p|omo|ons e|e |n ec|ve|n c|o|ce |e |u|e|
||end, w||c| |es e wee| |mee, |s p||me|||y d||v|n
se|es |y ec|ve|n consume|s ||ou| |s p|omo|ons
|s |on |o|||n p|omo|one| p|ens e|e eec|ve |n
d||v|n p|omo|on |ed ||end c|o|ce e po|n o se|e
|u |e e|e |ee ||end, desp|e |s equ|y |eede|s||p,
|es |eee| p|omo|one| ec|v|y |en |e |u|e|
||end, |ou| e| |ess eec|ve |n ||e||n e
p|omo|on |ed pu|c|ese c|o|ce \||ou |e |enei
o |e |no|me|on on |e p|omo|on |ed pu|c|ese
||e|s, |e equ|ve|en vo|ume se|es on p|omo|ons
wou|d |eve |ed us o |e||eve |e |eceuse |e e|e
|ee ||end |es mo|e vo|ume se|es on p|omo|on, |
wou|d |e e ||| |mpec compe|ed o, o| exemp|e,
|e s|u|e| ||end ||s wou|d no |eve e||owed
us o dee|m|ne |e desp|e |e ||| vo|ume o
se|es on p|omo|on, |e e|e |ee ||end ecue||y |s
|ess eec|ve e p|omo|one| |ed pu|c|ese ||e|s
compe|ed o |e s|u|e| ||end
FI0URE 11
PR0H01I0NAL AC1IvI1Y vS. PR0H01I0N LE0 CH0ICE

H]dee^c\BdYVa^in/ /s e |esu| o |s s|on
p|omo|one| ec|v|y, |e e|e |ee ||end |es
e|eced consume|s w|o e|e |e|e|ve|y expe||mene|
end enee |n sc|u|ny mode s|opp|n, un|||e |e
|e||ee ||end |e |es e consume| p|oi|e w|o
s|op on |e||ue| euo-p||o mode Consume|s w|o
e|e expe||mene| e|e e |pp|n po|n end e|e ees||y
e|eced o compe||ve ||end ec|ve|on s|ee|es
||ends w|| e s|one| s|ew owe|ds expe||mene|
consume|s e|e mo|e vu|ne|e||e end |e|eo|e |e
Retail Price vs. Consumers willingness to
pay price premium
Promotional Activity vs. Promotion led choice
a Copyright ES0HAR 2006
BRAN0 HA11ERS 2006
FI0URE 9
SARA LEE BRAN0 SHARE: 0N AN0 0FF-SEAS0N

Eg^X^c\[ddieg^ci/ |e e|e |ee ||end`s p||ce |s |n ||ne
w|| w|e consume|s e|e w||||n o pey end |e|eo|e
| s|ou|d me|ne|n |s p||c|n
FI0URE 10
RE1AIL PRICE vS. C0NSUHERS' wILLIN0NESS 10 PAY
PRICE PREHIUH
|oweve| |s p|omo|one| ec|v|y needs o |e sce|ed
|ec| \|en ||ends e|e p|omoed |n-so|e |ey
e|ec new |uye|s, |u e|so |ose |evenue oppo|un|y
emon |oye| |uye|s w|o e|e pu|c|es|n |e ||end on
euo-p||o mode end don` even no|ce |e p|omo|on
/n exem|ne|on o |e |e|e|ons||p |eween |e
|eve| o |e p|omo|one| ec|v|y vo|ume se|es on
p|omo|ons` ee|ns |n-so|e pu|c|ese dec|s|ons |e
e|e ||e|ed |y p|omo|on |evee|s |ow eec|ve
p|omo|ons e|e |n ec|ve|n c|o|ce |e |u|e|
||end, w||c| |es e wee| |mee, |s p||me|||y d||v|n
se|es |y ec|ve|n consume|s ||ou| |s p|omo|ons
|s |on |o|||n p|omo|one| p|ens e|e eec|ve |n
d||v|n p|omo|on |ed ||end c|o|ce e po|n o se|e
|u |e e|e |ee ||end, desp|e |s equ|y |eede|s||p,
|es |eee| p|omo|one| ec|v|y |en |e |u|e|
||end, |ou| e| |ess eec|ve |n ||e||n e
p|omo|on |ed pu|c|ese c|o|ce \||ou |e |enei
o |e |no|me|on on |e p|omo|on |ed pu|c|ese
||e|s, |e equ|ve|en vo|ume se|es on p|omo|ons
wou|d |eve |ed us o |e||eve |e |eceuse |e e|e
|ee ||end |es mo|e vo|ume se|es on p|omo|on, |
wou|d |e e ||| |mpec compe|ed o, o| exemp|e,
|e s|u|e| ||end ||s wou|d no |eve e||owed
us o dee|m|ne |e desp|e |e ||| vo|ume o
se|es on p|omo|on, |e e|e |ee ||end ecue||y |s
|ess eec|ve e p|omo|one| |ed pu|c|ese ||e|s
compe|ed o |e s|u|e| ||end
FI0URE 11
PR0H01I0NAL AC1IvI1Y vS. PR0H01I0N LE0 CH0ICE

H]dee^c\BdYVa^in/ /s e |esu| o |s s|on
p|omo|one| ec|v|y, |e e|e |ee ||end |es
e|eced consume|s w|o e|e |e|e|ve|y expe||mene|
end enee |n sc|u|ny mode s|opp|n, un|||e |e
|e||ee ||end |e |es e consume| p|oi|e w|o
s|op on |e||ue| euo-p||o mode Consume|s w|o
e|e expe||mene| e|e e |pp|n po|n end e|e ees||y
e|eced o compe||ve ||end ec|ve|on s|ee|es
||ends w|| e s|one| s|ew owe|ds expe||mene|
consume|s e|e mo|e vu|ne|e||e end |e|eo|e |e
Shopping Modality : As a result
of its strong promotional activity,
the Sara Lee brand has attracted
consumers who are relatively
experimental and engage in scrutiny
mode shopping scrutiny mode
shopping, unlike the Heritage brand
that has a consumer profle who
shop on habitual auto-pilot mode.
Consumers who are experimental
are at tipping point and are easily
attracted to competitive brand
activation strategies. Brands with a
stronger skew towards experimental
consumers are more vulnerable and
therefore the Sara Lee brand should
cut back on its promotion spending
and attract loyal consumers that
shop on auto-pilot mode.
HOW CAN THE SARA LEE
BRAND STRENgTHEN ITS
FUTURE PERFORMANCE?
Drive familiarity
Familiarity is the most critical driver
for building equity in this category
since it is relatively fragmented.
The Sara Lee brand needs to drive
brand saliency through advertising
noise, shelf presence at point of
purchase and event sponsorships.
Reduce promotional spending,
maintain price
While the Sara Lee brand should
maintain its price, it needs to scale
back its promotional activity. It
needs to redirect its ineffcient
promotion spending to advertising
and drive familiarity. The brand
should identify appropriate partners
and focus on doing more event
and co-promotions and less price
only activities - like BOGOS and
TROGOS...
Focus on strengthening off season
usage occasion perceptions
The Sara Lee brand is well
differentiated on perceptions that are
associated with seasonal summer
consumption, which contributes
to its strong sales performance
in the summer months. However
the brand needs to focus on
strengthening its associations with
off season consumption occasions
to drive both off-season brand share
and category sales.
Introduce line extensions focused
at off-seasonal consumption
occasions
New exciting favors and product
variants more suitable for non-
summer months will help drive off-
seasonal consumption.
Maintain retail distribution
The Sara Lee has strong distribution
support, which is almost at par
with the Heritage brand. However
it should focus on strengthening
visibility at point of purchase to
drive familiarity through greater shelf
presence and merchandizing.
The market research industry has
transitioned from providing Data to
Insights and the next stage in the
evolution is to deliver Integrated
Insights. We need to stretch the
boundaries and evolve beyond
the myopic vision of addressing
marketing issues by focusing on
the conclusions gleaned from
only one specifc research study.
The industry needs to stretch
the boundaries and take on a
consultative role by integrating
insights across multiple customized
research studies and syndicated
data sets to deliver holistic solutions
and enable marketers to accelerate
their success.
Gigerenzer Gerd, et al., (1999),
Simple Heuristics That Make Us
Smart, OUP. {Examines why and
how people use simple rule sets
to make choices}
Gladwell, M. (2000). The Tipping
Point. Little Brown and Company
(UK)
Keller, Kevin Lane (1998) Strategic
brand Management: Building,
Measuring and Managing Brand
Equity, Prentice-Hall
Aaker, David A., Managing Assets
and Skills: The Key to Sustainable
Competitive Advantage, California
Management Review, 1989
Farquhar, Peter H., :Managing
Brand Equity, Marketing Research,
September 1898
Bruce Humbert
Then
VP of Strategic Development
Sara Lee Foods
10151 Carver Rd
Cincinnati, Oh 45242
Now
Partner
TURNER + HUMBERT, LLC
10200 Alliance Dr, Suite 310
Cincinnati, OH 45242
Tel: 513-288-5900
email: bruce@turnerandhumbert.com
Manjima Khandelwal
Vice President
ACNielsen (Customized)
Research & Development
770 Broadway, New York,
NY 10003, USA
Tel: +1-646-654-8173
Fax: +1-516-213-1548
email:
Manjima.Khandelwal@ACNielsen.com
Implications For
The Market
Research Industry Bibliography The Authors
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