tribal waters embracing consumer tribes

eBook © Accelteon Partners and Torque Ltd. 2009

TRIBAL WATERS:Embracing Consumer Tribes

Table of Contents1. Preface p3

2. Eastern Water Company (EWC): In a Tight Squeeze p4

3. Client Engagement Process p6

a. Audit p7

i Understanding EWC p8

ii. Bottled Water Industry Snapshot p10

iii. Understanding EWC’s Consumers p13

1. Who are EWC’s Consumers? p14

2. Why Bottled Water? p15

3. On What Occasions Was Wellspring Consumed? p16

4. How Can Wellspring Be Improved? p17

b. Tribe Exploration p18

i. Recap of the Tribe Approach p19

ii. EWC’s Potential Tribes p22

iii. Fast Start Moms Tribe p24

c. Tribal Strategy & Planning and Execution p28

i. Developing a Tribal Strategy p29

ii. Brand Name Repositioning p30

iii. Product Packaging and Bottle Design p31

iv. Distribution p33

v. Marketing Communications p34

vi. Tribal Strategy, Goals & Metrics p40

vii. Rollout Plan p45

2

3Preface

In our previous white paper entitled “Tribal Marketing”, we discussed the concept of consumer tribes and tribal marketing, answering:

• What is tribal marketing?

• Why should I care? and

• Is it right for me?

In this eBook, we have teamed up with Torque – a Chicago based brand marketing agency, to present a case looking at a Vermont-based bottled water company desiring to strengthen their relationship with their consumers, and ultimately, increase their annual sales. This case study will show you how applying a Tribal Strategy can achieve a company’s business goals. Our work has been inspired in part by Consumer Tribes, by Bernard Cova, Robert Kozinets and Avi Shankar. With Seth Godin's publication of Tribes, we feel we are entering an exciting period of growing acceptance of tribal marketing concepts.

Torque Ltd.,

is a brand marketing agency, providing mid market businesses with brand strategies and full service marketing programs.

Accelteon’s

mission is to enable your organization to strategically unleash the potential of consumer tribes.

http://www.accelteon.com/files/Accelteon_Tribal_Marketing.pdf

http://www.accelteon.com/files/Accelteon_Tribal_Marketing.pdf

4EWC: In a Tight Squeeze

Accelteon was approached by Eastern Water Company (EWC) to help increase sales of their bottled water brand, Wellspring. While meeting with Maria Whitaker, the CEO, we began to understand why they were struggling to get shelf space in many convenience and grocery stores.

“Our product, Wellspring, is being squeezed from both ends of the market;” she said, “the multi-nationals can buy significant media spots and buy their way onto premium shelf spaces such as end caps. At the other end, the store and discount brands often use their cost advantage to maintain lower prices than ours.”

5

Maria who visited our website and blog thought that the answer to gaining share and increasing sales volume might come from a better connection to their consumer base, and that the Tribal Approach may work well with the Wellspring brand.

She went on to say, “In the past we have tried to get on store shelves through slotting fees, but without much lasting success.”

We showed Maria our overall engagement process that would enable EWC to understand the company’s high value consumers more fully, generate appropriate strategies to achieve the company’s goals, and to put the strategy into action (Figure 1, page 6 ). As a first step, we suggested that we conduct an audit to understand the company, brand, industry and EWC’s existing consumer base.

EWC: In a Tight Squeeze

Wellspring faces strong

competition from both

ends of the market:

large multinationals and

discount brands. EWC

wants to increase market

share and sales of their

Wellspring brand.

6

Figure 1:

• UnderstandingEWC:‣ problem/opportunity

‣ Goals&objectives

• UnderstandingEWC’scontext:industry,competitors,consumers

• IndepthprimaryandsecondaryresearchprovidesthebasisfordefiningandunderstandingEWC’spotentialconsumertribes

• Further research is conducted to understand tribal and

consumption behavior

• Developinternal(company-facing)strategiesandexternal(consumer-facing)strategiestosuccessfullybuildpositiveconsumerrelationships

• Develop measures for

success, tied to overall

business goals

• Developmonitoringplan

•Executemarketingprogramsandinternalalignmentstrategies

•Measurementreporting&analysistomonitorsuccessandmakestrategicrevisions

AUDIT EXECUTIONTRIBE EXPLORATION

STRATEGY & PLANNING

Client Engagement Process

COMPANY • INDUSTRY • CONSUMERS

Audit

7AUDIT EXECUTIONTRIBE

EXPLORATIONSTRATEGY

& PLANNING

8Understanding EWC

EWC was established in 1995 by the Richards family who owned an 80-acre farm near Rutland, Vermont. The land was originally settled in the 1890s by Sam Richards and was family run for generations. The success of the farm in part was due to a natural spring that could provide irrigation for the crops during dry seasons.

In 1993, Jacob Richards noticed the emergence of the bottled spring water market in the US. Two years later he set up a small bottling facility on the property, marking the founding of EWC. The company began selling 500ml individual containers and 12 and 24 packs to local convenience and grocery stores under the brand Wellspring, the name of which was meant to convey that the source of water was from a natural spring.



STRATEGY & PLANNING

9Understanding EWC, cont.

As the company grew between 1997 and 2001, the complexity of the business was too much for the Richards family to handle, and they decided to hire a professional management team. After a lengthy search they hired Maria Whitaker as the CEO. Maria built her career in the beverages industry; starting as an analyst for Coca-Cola, she eventually became a VP of Sales and Marketing for a major bottle water company.

Maria successfully grew the company’s revenue from $7.5 million in 2002 to $23.0 million in 2006, primarily focusing distribution and sales in the Northeast U.S. In 2007, however, revenues increased to only $24.5 million and in 2008 revenues were practically steady at $25.1 million.

EWC spent about $1.7 million in marketing in 2008. About $700 thousand went into trade marketing including slotting fees, in store promotions and discounts. Only about $1.0 million was spent on consumer marketing, mainly focused on radio and print in large urban markets such as New York, Boston and Philadelphia.



STRATEGY & PLANNING

Revenue grew from $7.5

million to $23.0 million from

2002 - 2006. Revenues were

practically steady in 2008.

10

The $17 billion U.S. bottled water industry has been a booming industry in recent years, growing at a compound annual growth rate of 8.5% over the past five years. The very strong health and wellness trend along with strong marketing and branding from large multinational corporations have contributed to the industry’s rise.

Bottled Water Industry Snapshot



STRATEGY & PLANNING

U.S. bottled water industry...

$17 billion...growing at

8.5% CAGR

11

The industry has faced and continues to face significant challenges, however. Controversies with respect to the quality and price of bottled water versus tap water, as well as an increasingly environmentally-conscious society are among the most significant challenges. These factors might explain why the industry, though growing year to year, has experienced a declining growth rate since 2006.

From a competitive standpoint, several categories of bottled water companies exist, including large multinationals, regional brands, and small niche private label companies. Multinational corporations are the prominent players, with Nestle, PepsiCo., and Coca-Cola dominating 57.4% of market share. The remainder of the market is fragmented, with several hundred small and mid-sized operators.

Bottled water Market Share




STRATEGY & PLANNING

Other33%

Nestle S.A.30%

PepsiCo, Inc.14%

The Coca-Cola Company12%

Suntory Limited10%

12

With retailers such as convenience and grocery stores

being the primary buyers who ultimately distribute

product to end consumers, bottled water companies

must compete for shelf space. Traditionally, bottled

water has been differentiated by its composition (e.g.

presence of particular trace minerals) and provenance

(derivation from a particular source). However, since

the large multinational players entered into the market

in the mid 1990’s, branding has become the most

significant differentiator.




STRATEGY & PLANNING

“Branding has become

the most significant

differentiator”

13

While secondary research provided us with a broad consumer profile of bottled water drinkers in the U.S., we wanted to dig deeper to ensure our consumer research would provide insights most relevant to EWC. Therefore, over a period of a few weeks we set out to conduct surveys and focus groups with EWC’s existing consumer base. The purpose of the research was to understand existing consumers in greater depth.

• Who were they?

• What motivated them to purchase Wellspring?

• In what instances and occasions did they purchase Wellspring?

• How could the product be improved?

Ultimately, the research would reveal insights on potential consumer tribes to target, and by what means.

Understanding EWC’s Consumers



STRATEGY & PLANNING

14

Who are EWC’s Consumers?

• Skew to Women (63%)

• Skew to Non-Whites (56%)

• Tend to be adults who are on the young side (18-44 yrs) (67%)

• 52% of their consumers had kids between 8-18, of which 45% have their kids enrolled in sports or other activities

5663 67

Non-WhitesWomen

Young Adult



STRATEGY & PLANNING

15Why Bottled Water?

Why bottled water?

6

24

35

45

Tap isn’t as Healthy Tastes Better than tapHealthier Alternative Mobile & Convenient

51 57 68

Source (spring water)Availability

Trust Brand

38 year old male consumer

“I trust that it is better for

you than some of the other

brands. After all, it is a

family business and not

some big company.”


Why Wellspring?


STRATEGY & PLANNING

35 year old mother

“I refuse to give my kids pop

or juices with sugar. Bottled

water is a better choice.”

She further explained “I was

upset to learn that many of

the big companies simply

purify municipal water. I like

Wellspring because I know it

comes from a local spring.”

16On What Occasions Was Wellspring Consumed?

• 8%: Work

• 9%: At home

• 20%: Fitness and Exercise

• 22%: Family/Community Outings

• 24%: Children’s Sporting Events

89

2022

24

WorkAt home

Fitness and Exercise

Family/Community Outings

Children’s Sporting Events



STRATEGY & PLANNING

40 year old mother

“I coach soccer in the

summer. I buy cases of

Wellspring for my team

from the supermarket

before the game.”

37 year old mother

“I like to get together with

other families in my kids’

school and extracurricular

communities. We bring

Wellspring to community

events for a healthier

beverage option.”

17How Can Wellspring be Improved?

• 35% believed that the environment was a key concern

for them in their decision not to purchase the product.

• 79% of people believed that the bottle water industry

in general was either very or somewhat negatively

impacting the environment.

• Wellspring consumers would prefer more convenient

locations to purchase the product, other than

convenience and grocery stores.

• Convenience in packaging for easy transport of the

product would help, specifically for carrying 12

and 24 multipacks.



STRATEGY & PLANNING

Tribe Exploration


STRATEGY & PLANNING

19Recap of the Tribal Approach

EWC traditionally segmented their consumers through

geographic and demographic segmentation. The tribal

approach provides a very different perspective of EWC’s

consumer base, focusing primarily on a common passion

that bonds a consumer group – a tribe.

Segment Tribe

Female18 - 49

Male18 - 49

Caring parents ofChildren & young teens

Environmentally mindful and active community members


STRATEGY & PLANNING

• Consumers are viewed as independent decision makers

• Marketing focuses on company/consumer communications

• Marketers focus on developing company/consumer relationships: loyalty marketing, 1-to-1 marketing

• Companies focus on leveraging consumer/consumer relationships: Word of mouth (WOM) marketing, social/viral marketing

• The tribal approach views the role of the company as supporting the activities, passions and interaction between consumers

• Consumer tribes value goods and services for their ability to connect them to others

• Marketing communications focuses on joining conversations


STRATEGY & PLANNING

Recap of the Tribal Approach

The Tribal Relationship Traditional Marketing

Relationship / WOM Marketing

Tribal Marketing

21


STRATEGY & PLANNING

Why Consumer tribes?

Recap of the Tribal Approach

In return, the organization gains the opportunity to receive several benefits from the consumer tribe.

Word of mouth by

tribe membersDevelop intimate

relationshipswith consumersFree WOM

by passionateconsumers wholove to spread

the word

Reducedmarketing

spend

BrandAdvocacy

Solicitconsumerfeedback

Gain Valuableinsight

Productimprovements& innovation

ConsumerLoyalty

Increasedrevenues

ROI

Business drivers Indirect benefits Direct benefits

22EWC’s Potential Tribes

Using the consumer research we gathered as the crux of our analytical and creative thinking, we were able to identify two potential tribes for EWC.

Potential TribeCaring Parents

Enthusiastic Environmentalists

Potential Tribes

CONSUMERRESEARCH

ANALYSIS &CREATIVE THINKING

Common passionHealthy lifestyle for their

family and children

Feeling of responsibility for the environmental impact of

bottled water consumption


STRATEGY & PLANNING

23

EWC’s Potential Tribes

These tribes were not necessarily mutually exclusive. Nonetheless, their common passions could potentially be leveraged and we wanted to know more. Could EWC support these consumer tribes to achieve profitable growth? And through what means could EWC be able to do so?


STRATEGY & PLANNING

CARINGPARENTS

ENTHUSIASTICENVIRONMENTALISTS

24Fast Start Moms

Through more in-depth primary research with potential tribe “members” (as identified during initial surveys and focus groups), we were able to further identify and define a central tribe on which to focus: Fast Start Moms.

The strength of marketing to

a tribal consumer comes from the discipline of being

highly focused and selective,

rather than being many

things to many people.


STRATEGY & PLANNING

25Getting to Know the Fast Start Moms Tribe

• Mother or primary parenting figure and manager of household.

• Hyper-involved parent, rooted in their belief that their children should have all of the advantages available to successfully launch them into their adult lives.

• Go on to become “Helicopter Parents” as their children emerge into young adulthood, hovering over their children and micromanaging every aspect of their lives.

‣ Tend to be 2nd or 3rd generation Caucasian, or Hispanic.

‣ Tend to have 2+ children.

A Brief Profile of FSMs


STRATEGY & PLANNING

26Getting to Know the Fast Start Moms Tribe

Tribal behavior• FSMs take full advantage of school, church,

community and sports teams offered in the community (e.g. get involved as assistant coaches in their child’s sporting activities, is on PTA, on the board of the homeowners’ association).

• They are both fully involved in supporting the organizations as well as demanding a lot from townships and districts behind them.

• Highly communicative tribe, staying in contact in person or virtually.

• Technology enabled:

‣ Cell phones, e-mail, instant messaging, Facebook accounts, Google and other tools are daily necessities.

‣ Shoot digital photos and miniDV movies of events and gatherings, and post them to the Internet for a variety of different sharing and collaboration purposes.

Consumption behavior• Do most if not all the shopping for their

household.

• Detailed and conscientious about their product selections, determined to pick the best (although not necessarily at any cost—couponing and discount intelligence is often a tribal topic).

• Prefer shopping locations where they can purchase items for multiple needs (e.g. club stores, power centres).

• Some, but not all FSMs are very environmentally conscious decision makers.

• Need to believe the makers of a product have their interests in mind.

• FSMs can become strong promoters —or detractors— of products for which they’ve had notable experiences using.


STRATEGY & PLANNING

Churchevents

Tribal Behavior

Fast Start Moms Tribal Map: Virtual and real spaces where the FSM tribe meets and interacts

27


STRATEGY & PLANNING

CellPhone

InstantmessagingTwitter

School Events Sporting

activitiesCommunity

events

Facebook messaging Sharing of

digital photos

Real Space

Asynchronous

Virtual Space

Synchronous

AUDIT EXECUTIONTRIBE EXPLORTATION

STRATEGY & PLANNING

Tribal Strateg y, Planning and Execution

Brand Promise • Brand Name • Packaging & Design • Distribution • Communication

29Brand Name Reposistioning

Before After

WellspringPREMIUM DRINKING WATER


STRATEGY & PLANNING

Brand Promise • Brand Name • Packaging & Design Distribution • Communication

We recommended EWC to slightly modify the product name from Wellspring to WellSpring.

The modification signifies EWC’s renewed consumer focus on the FSM tribe, where the name emphasizes not only the product’s derivation from a natural spring water source, but also the themes of wellness (“Well”) and performance (“Spring”)

30

As a small niche brand, we understood that it was not realistic for EWC to compete with large multinationals on a large national scale; rather, our focus was to grow EWC’s market share and sales in the category and geographic areas in which it competes.

Based on the analytics we conducted on the research gathered on the FSM consumer tribe, we developed a 3-part brand promise that would appeal to the tribe:

• Trust: FSMs can be extremely loyal to a brand they know

and trust. The brand must continue to uphold its reputation.

• Convenience: FSMs have limited time to spend shopping

and they constantly look for ways to simplify their lives.

Thus, Wellspring must find innovative and feasible ways to

make their products more accessible and user friendly.

• Health & fitness: Children’s health, fitness, and general

well-being was a primary concern for FSMs. Thus,

Wellspring should stay true to its natural source and stay

away from additives.

Developing a Tribal Strategy for EWC


STRATEGY & PLANNING

30

31Product Packaging and Bottle Design


STRATEGY & PLANNING


To address the brand promise of convenience, we recommended to supplement the 12 and 24 pack with handles at both ends for easy transport.

Additionally, we suggested a redesign of the bottle mold to include a bump texture to make it easy for small hands to grip. This would require a new die, but cost per bottle is low given the long production runs, over time.

32Packaging Design


STRATEGY & PLANNING


With passionate environmentalists comprising a sizable share of the FSM tribe, we recommended changing the packaging, from plastic wrap to cardstock. This also gave the packages a premium appearance comparable to upscale water brands, as well as better merchandising opportunity.

Develop branded

refillable containers

Develop 48 oz. coolers for

athletic field-size refills

Introduce “WellSpring Friends

of the Environment” package to

select 24 packs (includes

seeds, natural fertilizer, and a

‘plant a tree’ packet guide’)

Create a reusable no slip sleeve

that can slide onto bottles. This

would be packaged with 24

multipacks as a promotion

33

Distribution


STRATEGY & PLANNING


EWC was limiting distribution of the product to grocery and convenience store distribution. To address the consumption behavior of FSM’s we recommended distribution of product in locations where FSM’s normally shop to raise the probability of increased sales.

• Grocery stores

• Convenience stores

• Club stores • Power centers• Community

events • Grocery stores• Convenience

stores

Before After

34Marketing Communications

EWC focused their marketing budget primarily on trade marketing and little on consumer marketing. We recommended EWC to shift spend on supporting the tribe & facilitating communication amongst tribe members.

The shift in focus provides several advantages:

• Concentrates resources on a passionate and engaged group of consumers –a tribe –who willingly propagate the brand message, leading to more efficient marketing spend.

• Consumers associate mass media marketing with large corporate brand marketing. The move towards targeted community-driven media creates a close-knit feel and fosters trust in the brand.

• More focused and intimate communication with consumers generates opportunities to gather consumer insights

• Supporting the tribe and relevant causes fosters trust and reinforces EWCs brands in areas and occasions that matter most to the tribe.


STRATEGY & PLANNING


Trade Marketing:

• Slotting Fees

• In store promotions

and discounts

Consumer Marketing:

• Radio

• Print

• Focus on supporting the

tribe & facilitating

communication amongst

tribe members

• Use targeted media that

leverages the tribe’s

current modes of

communication

Before

After

35Leveraging Web 2.0 tools: A Strategic Approach


STRATEGY & PLANNING


We do not believe in the ‘build it and they will come’ theory. Rather, Web 2.0 tools and social media enable companies to facilitate tribal interaction, and we develop this process strategically.

The idea is to introduce the brand to the tribe and tribe members to each other step by step, starting by leveraging current modes of communication.

Progress checks are built into the process to ensure the strategy is working, and to improve where it is not.

36


STRATEGY & PLANNING


Leveraging the Tribe’s Current Modes of Communication

Stratagy: Leverageing Web

2.0 tools

Strategy: Be active

in supporting events relevant

to FSMʼs

Churchevents

CellPhone

InstantmessagingTwitter

School Events Sporting

activitiesCommunity

events

Facebook messaging Sharing of

digital photos

Real Space

Asynchronous

Virtual Space

Synchronous

Fast Start Moms Tribal Map: Virtual and real spaces where the FSM tribe meets and interacts

37Communications Strategy


STRATEGY & PLANNING


• Leverage social media sites:

become active in posting comments

and beginning dialogue with existing

Facebook, Twitter and other online

communities.

• Redesign WellSpring website and

begin to post information that

supports the tribe as determined

through initial consumer research

(e.g. providing tips on how to get

children hydrated for better sports

performance)..

• Bring awareness to online initiatives:

‣ Search engine maximization

‣ Promote website on product labels

‣ Promote at community events

• Progress check to

determine if online

community traffic &

responsiveness is

sufficient to proceed with

subsequent phases.

• Build further dialogue

by building a forum for

members to discuss

topics of interest to

them on the WellSpring

website.

• Develop mechanism for

collecting & analyzing

consumer insights.

• Utilize consumer

insights to generate

ideas for product

improvements, product

innovations, and

campaigns that

support the tribe.

38Communications Strategy


STRATEGY & PLANNING


Leveraging social media sites where the FSM tribe interacts:

WellSpring on Facebook

Building a forum for tribal interaction:

the WellSpring website

39Real Space Communications Strategy


STRATEGY & PLANNING


Similar to the Web 2.0 strategy, the idea of a real space communications strategy is to introduce the brand to the tribe and tribe members to each other step by step. A first step would be to get to know the tribe by participating in relevant community events, providing a face for the brand.

The real space communications strategy integrates closely with the Web 2.0 strategy, where consumer insights are utilized to discover and develop more ways to support the tribe in real space. For instance,

consumer insights might reveal that it would be important to:

• Sponsor local sports leagues and community events

• Sponsor world children relief charities aligned with the company’s product, such as charity:water

Charity:water

www.charitywater.org

• Non-profit organization

bringing clean and safe

drinking water to people in

developing nations

• Gives 100% of donated

money directly to project

costs, providing financial

support to develop

sustainable clean water

solutions

• Projects involve drilling wells

to provide people with water

in areas of greatest need

In turn, the success of campaigns in real space can be leveraged to propagate positive word of mouth online.

Utilize consumer insights

retrieved online to discover and develop

more ways to support

the tribe in real space

Attend and

participate in relevant community events

Leverage success of campaigns

in real space to propagate positive word of mouth online

(share success of community

events to online community, etc)

Obtain further feedback to

discover and develop more ways to support the

tribe in real space

http://www.charitywater.org/

http://www.charitywater.org/

40Monitoring Progress and Measuring Success

Our approach to measurement The tribal strategy is always supported by a business case that indicates precisely how the tribal strategy contributes to the organization’s overall business goals. The organization’s business goals - in EWC’s case, “to increase sales” and “increase market share”– are translated into specific, quantifiable goals. Subsequently, a monitoring plan is created and a monitoring dashboard is built to enable progress monitoring.

Traditional financial measures, such as sales and ROI figures, are important but alone can be misleading. Instead, we rely on multiple sets of measures – stemming from various perspectives – to provide an integrative picture of the firm’s performance as it relates to achieving their overall business goals. A Tribal Strategy Metrics Summary is used to measure overall success and pinpoint potential problem areas (Figure 2, page 41 ).

Develop business case: build quantifiable goals

& metrics

Understand business goals

Create monitoring plan & build

monitoring dashboard

Use dashboard to monitor &

re-calibrate strategy


STRATEGY & PLANNING


41

Figure 2:

Measurement Perspectives and the Tribal Strategy Metrics Summary

Measurement Perspective What is measured Example of goals and metrics

Financial Perspective Measures financial results of actions taken in

the past

Goal: Increase sales by 8% this year

Metric: Actual Sales at beginning of year verses end of year

Measurement tool: Compare sales figure as per company Financial

statements

Consumer Perspective Measures the ability to meet, sustain and

predict consumer requirements

Goal: Increase brand awareness amongst FSMs by 20% this year

Metric: Actual brand awareness

Measurement tool: brand awareness survey

Internal Perspective Measures the ability to meet strategic

requirements efficiently through the right choice

of business processes

Goal: Create new marketing campaign monitoring process by August 31st

Metric: Actual completion date

Measurement tool: n/a

Other measurement perspectives are incorporated, based on the client’s business objectivesOther measurement perspectives are incorporated, based on the client’s business objectivesOther measurement perspectives are incorporated, based on the client’s business objectives

WeightingPerspective

scoreWeighted

scoreTarget weighted

scoreDifference:

Target vs. Actual

Financial Perspective 30% 83% 24.9% 24.0% +0.9%

Consumer Perspective 40% 74% 29.6% 32.0% -2.4%

Internal Perspective 30% 81% 24.3% 24.0% +0.3%

Total 78.8% 80.0%

*Metricsaresamplenumbers*Metricsaresamplenumbers*Metricsaresamplenumbers*Metricsaresamplenumbers*Metricsaresamplenumbers*Metricsaresamplenumbers

OverallprogressismeasuredPotentialproblemareascanbeidentified,andinvestigatedin

furtherdetail

42Example: Consumer Measures

Consumers proceed through several stages in their interaction with a brand:

The intent of consumer measures is to monitor progress throughout these stages. The underlying premise behind this model is that the tribal strategy supports consumer tribes, ultimately translating to the overall business objectives of ‘increased market share’ and ‘increased sales.’

Metrics are carefully crafted to be able to monitor progress at each stage. Thus, areas of strength and weakness can be determined throughout the monitoring process (Figure 3, page 43).

Consideration &

brand preference

Brand awareness Purchase Loyalty


STRATEGY & PLANNING

43

Figure 3:

Sample Metrics-Consumer PerspectiveSTAGE Example consumer

Perspective Goals

Weights Measures Measurement Tool Target

(/100%)

Actual Differential (Target vs. actual)

weightedScore

Awareness Increase brand awareness

amongst FSM’s by 20% this

year10%

Actual brand awareness at

beginning versus end of year

Measure brand awareness prior to

strategy execution using surveys

and periodically thereafterx% x% x% x%

Preference Be the number one choice

preference by FSM’S 25%

WellSpring rating versus competitor

brands

Utilize surveys to rate brand

preference x% x% x% x%

Loyalty Maximizing consumer

satisfaction in terms of the

company’s product quality 20%

Actual consumer satisfaction in

terms of the company’s product

quality

Utilize surveys to quantify consumer

satisfaction x% x% x% x%

Loyalty

Maximizing consumer

satisfaction in terms of the

company’s tribe support

efforts

20%

Actual consumer satisfaction in

terms of the company’s tribe

support efforts

Utilize surveys to quantify consumer

satisfaction x% x% x% x%

Loyalty

Increase positive word of

mouth regarding the

company and its products25%

Combination of word of mouth

measures (positive keywords,

customers surveys, social media

activity

Track the number of “positive

keywords” indicting positive states of

mind in posts and commentsx% x% x% x%

Consumer perspective scoreConsumer perspective scoreConsumer perspective scoreConsumer perspective scoreConsumer perspective score x% x% x% x%

Tribal Strategy Metrics Summary Tribal Strategy Metrics Summary Tribal Strategy Metrics Summary Tribal Strategy Metrics Summary Tribal Strategy Metrics Summary Tribal Strategy Metrics Summary Weighting Perspective

scoreWeighted

scoreTarget weighted

scoreDifference:

Target vs. Actual

Financial 30% 83% 24.9% 24.0% +0.9%

Consumer 40% 74% 29.6% 32.0% -2.4%

Internal 30% 81% 24.3% 24.0% +0.3%

Total 78.8% 80.0%

Specific metrics can be monitored for potential

areas of improvement

Consumer Perspective Score is rolled up into the

high level Tribal Strategy Metrics Summary

44Tribal Strategy Metrics Summary

17%

33%

50%

67%

83%

100%

Summary of performance

TribalStrategyMetricsSummaryTribalStrategyMetricsSummaryTribalStrategyMetricsSummaryTribalStrategyMetricsSummaryTribalStrategyMetricsSummary

PossibleScore TargetScore ActualScore Difference:Targetvs.Actual

FinancialPerspective 30% 24.00% 24.90% 0.90%ConsumerPerspective 40% 32.00% 29.60% -2.40%InternalPerspective 30% 24.00% 24.30% 0.30%Total 100% 80.00% 78.80% -1.20%

Project at a Glance Internal Metrics

Metrics Summary Analytics

Financial Metrics Reporting

Consumer Metrics

-3.00%

-2.25%

-1.50%

-0.75%

0%

0.75%

1.50%

Differential: Target versus Actual Performance

PossibleScoreTargetScoreActualScore

Metrics are rolled up into a Dashboard for review of progress and analytics.

Financial Perspective Consumer Perspective Internal Perspective Total TotalInternal PerspectiveConsumer PerspectiveFinancial Perspective

45Rollout Plan

M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12

Packaging & Bottle Design

Bottle Design

12 & 24 pack handles

“WellSpring Friends of the Environment” package

Reusable no slip sleeve

Branded refillable containers

48 oz. coolers

Distribution

Distribution negotiations with club stores and power centers

Point of sale development

Communication

Web 2.0 Communication strategy

Initiate content and outreach on social media sites

Website redesign

Search engine optimization strategy

Develop platform for discussion and interaction on WellSpring Website

Develop consumer insight collection mechanism

Real space communication strategy

Commence participation in relevant community events

Sponsorship program

46

Accelteon Partners [email protected] T 647 727 4070www.accelteon.comwww.accelteon.com/blogToronto, ON

Torque [email protected] 312 421 7858 www.torquelaunch.comwww.torquetribemarketing.comChicago, IL

Tribal Waters eBook is a fictitious case study, intended to model tribe marketing methodologies. No names, products, companies or individuals are meant to represent any real-world counterparts.

46Please contact us for more on Tribal Marketing, or to discuss your Tribe Strategy.

mailto:[email protected]

mailto:[email protected]

http://www.accelteon.com

http://www.accelteon.com

http://www.accelteon.com/blog

http://www.accelteon.com/blog

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mailto:[email protected]?subject=

http://www.torquelaunch.com

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http://www.torquetribemarketing.com

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