How to write a Monthly Report for your brand

“You run the brand. Don’t Let the Brand Run You”

Every brand should have a monthly report to track how the brand is doing through the course of the year. In fact, if you are investing in a brand, it’s almost negligent not to do one. While these reports can feel tedious to write, the 3-4 hours it takes to dig in is a good investment in discipline, knowledge as well as maintaining that touch-feel of managing of the brand.

The monthly report serves as a guide for all those across the company to stay on track with the annual plan everyone is committed to delivering. It gives senior management awareness of the grass-root issues, it enables course correction decisions at the senior levels, it exposes weakness and risk. It should carry action statements within the document that serve as a mini-version of the brand plan. We break it into two sections, to show both the consumption performance (market share) and the shipment performance (sales). And finally, it gives everyone a sense that the brand team has full control of what’s happening on delivering the plan.

Your monthly report should answer the following CONSUMPTION questions:

  1. What’s the one-line story that captures what’s happening on the brand? This is your elevator speech for the CEO.
  2. What’s the dollar, tonnage or unit share, on a 4 week, 12 week and YTD basis? Focus on the share that the company uses–it can vary. Having all 3 time breaks allows people to see the trends.
  3. How’s the brand doing vs year ago, prior periods, vs the category or vs plan for the year? Speak in terms of both % and share point changes. Theory of relativity allows you to tell the story better.
  4. What’s the competition doing? Trends in the consumption, tracking results related to their brand funnel or potential action that’s rumoured in the marketplace.
  5. What are the top 3 drivers of the brand for the month or year? It can be a combination of consumption trends (sku, regions, channel, account, flavour etc), beneath the surface Brand Funnel scores, program results that are contributing to share, competitive moves. Explain how you’re going to continue these going forward.
  6. What are the 3 inhibitors and what are you doing about it? These are things that are holding back the brand. Expose weaknesses you’re seeing in the programs, potential distribution gaps, competitive moves that are beating you, changes in consumer behaviour etc. Explain what you plan to do about it, giving the assurance that you are running the brand.
Analytics 2016.104
Powered by Zedity

Your monthly report should answer the following SHIPMENT questions:

  1. What’s the one-line story that captures what’s happening on the brand? This might be the story that you know you could back up, when confronted by the VP of sales in the same elevator. If it’s bad news, they will have to answer to the CEO.
  2. What’s the overall sales for the month, the quarter and how will it impact the year-end call? Senior management might adjust their own forecast or may change their short-term investment stance based on that performance.
  3. How are the sales by key account, by skus or by regions? Track on both the month and on a YTD basis. This highlights strength and exposes weakness.
  4. What are the top 3 drivers of the brand for the month or year? You want to highlight the accounts, skus or regions that are showing the most growth, explain why and tell what you’re going to do to keep these going.
  5. What are the 3 inhibitors and what are you doing about it? These are things that are holding back the brand. While the sales numbers are in the chart, start to explain the top line of what’s happening. Connect with the Account lead, ensuring they buy in to the statement you’re about to put. This gives you a chance to stay connected to what’s happening on each account. If your account people aren’t great at getting back to you, saying “I’m about to write a monthly report for the President and I want to know what’s going on at your account”. They’ll get back to you. Also, you need answers in the report to show that you are trying to get as much out of the brand as you can. Both short and long-term.
Analytics 2016.106
Powered by Zedity

Digging In

As you are analyzing the mounds of data in front of you, you want to dig in everywhere that you can.

  • Start at the 4 week share for the brand overall, compare it to the 12-week, then the 52 week and see the major trend. This is the start of the story. Dig deeper on regions, channels and skus, figuring out the relative differences you start to see–either on the overall share basis (development index) or on the overall growth rate. Do the same with major competitors. That should give you the basis of your 4-week story and you can begin the document.
  • You next want to focus on the performance for the overall year. With both consumption and share, you want to give management a good forecast on what you think will happen. This can be in consultation with sales and your demand teams. The story has to be consistently told and shared with the senior leaders. If they sense a disconnect, it will look bad on you.
  • If you have good tracking studies, dig in on program tracking (advertising, sampling, in-store, professional recommendations etc) any brand funnel tracking (awareness, trial, repeat, U&A) that can support what’s happening on the consumption and shipments.
  • Drivers and Inhibitors are things that are happening in the market, not things that could happen. Ideally, they should match up to the Annual Brand Plan and the objectives on the brand. Think of these monthly reports like 1/12th of your brand plan–not only highlighting how the brand is doing, but what you are willing to do about it.
  • Keep it all on one page, forcing your writing style to be more direct. A senior leader should be able to digest it in 10 minutes.

When I was an Assistant Brand Manager (ABM), I dreaded doing the monthly report. It was a chore that cut into my life. I always wondered if anyone read them. I was awful at the beginning and then became a master of the report. I kept thinking if I can just get promoted to Brand Manager, I’ll no longer have to do them. But as I made it up to the VP level, I read them in detail, even sending back questions for each brand. Then, I started to do my own version of the report for the President. I dug in as I had at the ABM level and crafted the story. Not only did it project a sense of control to my boss, it also allowed me to sleep better because it gave me the sense that I knew what was going on.

Brand Dashboard

There is tremendous value in setting up a Brand Dashboard across your business.  You should be looking at brand wealth indicators such as Sales, Market Share, Margins, but you should also be looking at brand health scores such as brand funnel data (awareness, trial), program performance scores (advertising tracking) and distribution scores. Here is the example we use for most brands, but it really does matter on the key indicators for your brand.

Brand Plans 2016.074
Powered by Zedity

 

Here’s our training workshop we run on creating a Business Review for your brand:

Beloved Brands: Who are we?

At Beloved Brands, we promise that we will make your brand stronger and your brand leaders smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand Concept. We also can help create Brand Plans that everyone in your organization can follow and helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that uses a provocative approach to align your brand to the sound fundamentals of brand management. 

We will make your team of Brand Leaders smarter so they can produce exceptional work that drives stronger brand results. We offer brand training on every subject in marketing, related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer marketing and marketing execution. 

To contact us, email us at graham@beloved-brands.com or call us at 416-885-3911. You can also find us on Twitter @belovedbrands. 

 

BBI Creds Training 2016 red.019

 

How to write the ideal Monthly Report for your brand. And, why you need one.

In a world of big data and analytics, every brand should have a monthly report to track how the brand is doing through the course of the year. While these reports can feel tedious to write, the 3-4 hours it takes to dig in is a good investment in discipline, knowledge as well as maintaining that touch-feel of managing the brand. The report serves as a guide for all those across the company to stay on track with the annual plan everyone is committed to delivering. It gives senior management awareness of the grass-root issues, it enables course correction decisions at the senior levels, it exposes weakness and risk. It should carry action statements within the document that serves as a mini-version of the brand plan. And finally, it gives everyone a sense that the brand team has full control of what’s happening on delivering the plan.

Consumption Section

The monthly report should answer the following CONSUMPTION questions:

  1. What’s the one-line story that captures what’s happening on the brand? This is your elevator speech for the CEO.
  2. What’s the dollar, tonnage or unit share, on a 4-week, 12 -week and YTD basis? Focus on the share that the company uses–it can vary. Having all 3-time breaks allows people to see the trends.
  3. How’s the brand doing vs year ago, prior periods, vs the category or vs plan for the year? Speak in terms of both % and share point changes. Theory of relativity allows you to tell the story better.
  4. What’s the competition doing? Trends in the consumption, tracking results related to their brand funnel or potential action that’s rumored in the marketplace.
  5. What are the top 3 drivers of the brand for the month or year? It can be a combination of consumption trends (sku, regions, channel, account, flavor etc), beneath the surface Brand Funnel scores, program results that are contributing to share, competitive moves. Explain how you’re going to continue these going forward.
  6. What are the 3 inhibitors and what are you doing about it? These are things that are holding back the brand. Expose weaknesses you’re seeing in the programs, potential distribution gaps, competitive moves that are beating you, changes in consumer behavior etc. Explain what you plan to do about it, giving the assurance that you are running the brand.

Sales Shipment Section

The monthly report should answer the following SHIPMENT questions:

  1. What’s the one-line story that captures what’s happening on the brand? This might be the story that you know you could back up when confronted by the VP of sales in the same elevator. If it’s bad news, they will have to answer to the CEO.
  2. What’s the overall sales for the month, the quarter and how will it impact the year-end call? Senior management might adjust their own forecast or may change their short-term investment stance based on that performance.
  3. How are the sales by key account, by skus or by regions? Track on both the month and on a YTD basis. This highlights the strength and exposes weakness.
  4. What are the top 3 drivers of the brand for the month or year? You want to highlight the accounts, skus or regions that are showing the most growth, explain why and tell what you’re going to do to keep these going.
  5. What are the 3 inhibitors and what are you doing about it? These are things that are holding back the brand. While the sales numbers are on the chart, start to explain the top line of what’s happening. Connect with the Account lead, ensuring they buy into the statement you’re about to put. This gives you a chance to stay connected to what’s happening on each account. If your account people aren’t great at getting back to you, saying “I’m about to write a monthly report for the President and I want to know what’s going on at your account”. They’ll get back to you. Also, you need answers in the report to show that you are trying to get as much out of the brand as you can. Both short and long-term.

Digging in on the data 

As you are analyzing the mounds of data in front of you, you want to dig in everywhere that you can.

  • Start at the 4-week share for the brand overall, compare it to the 12-week, then the 52-week and see the major trend. This is the start of the story. Dig deeper on regions, channels, and skus, figuring out the relative differences you start to see–either on the overall share basis (development index) or on the overall growth rate. Do the same with major competitors. That should give you the basis of your 4-week story and you can begin the document.
  • You next want to focus on the performance for the overall year. With both consumption and share, you want to give management a good forecast on what you think will happen. This can be in consultation with sales and your demand teams. The story has to be consistently told and shared with the senior leaders. If they sense a disconnect, it will look bad on you.
  • If you have good tracking studies, dig in on program tracking (advertising, sampling, in-store, professional recommendations etc) any brand funnel tracking (awareness, trial, repeat, U&A) that can support what’s happening on the consumption and shipments.
  • Drivers and Inhibitors are things that are happening in the market, not things that could happen. Ideally, they should match up to the Annual Brand Plan and the objectives of the brand. Think of these monthly reports like 1/12th of your brand plan–not only highlighting how the brand is doing, but what you are willing to do about it.
  • Keep it all on one page, forcing your writing style to be more direct. A senior leader should be able to digest it in 10 minutes.

Writing the report

When I was an Assistant Brand Manager, I dreaded having to do the Monthly Report. It was a chore that cut into my life. It took all day to find the data. Even all night. I always wondered if anyone would ever read my report. And, I was awful on my first few attempts. I kept thinking if I can just get promoted to Brand Manager, I will no longer have to ever write a Monthly Report ever again. After a year, I became a master of the report. When I did get promoted to Brand Manager, I re-wrote it for my boss. And when I made it up to the VP level, I read everyone’s report in detail, even sending back inquiry questions for each of the 15 brands I had under me. I started to do my own version of the report for the regional President. I dug in the same way I had at the junior levels and crafted the story. Not only did it project a sense of control over my business, it allowed me to sleep better because I knew what was going on with my business. I actually was in control.

I’ve always believe “You run the brand. Don’t let the brand run you.”

When we get out of control, the brand starts to run us. It takes over.

Here’s our training workshop we run on creating a business review for your brand:

To learn more about this type of thinking, you should explore my new book, Beloved Brands.

With Beloved Brands, you will learn everything you need to know so you can build a brand that your consumers will love.

You will learn how to think strategically, define your brand with a positioning statement and a brand idea, write a brand plan everyone can follow, inspire smart and creative marketing execution and analyze the performance of your brand through a deep-dive business review.

Beloved Brands book

To order the e-book version or the paperback version from Amazon, click on this link: https://lnkd.in/eF-mYPe

If you use Kobo, you can find Beloved Brands in over 30 markets using this link: https://lnkd.in/g7SzEh4

And if you are in India, you can use this link to order: https://lnkd.in/gDA5Aiw

Beloved Brands: Who are we?

At Beloved Brands, our purpose is to help brands find a new pathway to growth. We believe that the more love your brand can generate with your most cherished consumers, the more power, growth, and profitability you will realize in the future.

We think the best solutions are likely inside you already, but struggle to come out. Our unique playbook tools are the backbone of our workshops. We bring our challenging voice to help you make decisions and refine every potential idea.

We start by defining a brand positioning statement, outlining the desired target, consumer benefits and support points the brand will stand behind. And then, we build a brand idea that is simple and unique enough to stand out in the clutter of the market, motivating enough to get consumers to engage, buy and build a loyal following with your brand.

We will help you write a strategic brand plan for the future, to get everyone in your organization to follow. It starts with an inspiring vision that pushes your team to imagine a brighter future. We use our strategic thinking tools to help you make strategic choices on where to allocate your brand’s limited resources.

Our brand playbook methodology will challenge you to unlock future growth for your brand

  1. Our deep-dive assessment process will give you the knowledge of the issues facing your brand, so you can build a smart plan to unleash future growth.
  2. Find a winning brand positioning statement that motivates consumers to buy, and gives you a competitive advantage to drive future growth.
  3. Create a brand idea to capture the minds and hearts of consumers, while inspiring and focusing your team to deliver greatness on the brand’s behalf.
  4. Build a brand plan to help you make smart focused decisions, so you can organize, steer, and inspire your team towards higher growth.
  5. Advise on advertising, to find creative that drives branded breakthrough and use a motivating messaging to set up long-term brand growth.
  6. Our brand training program will make your brand leaders smarter, so you have added confidence in their performance to drive brand growth.

To learn more about our coaching, click on this link: Beloved Brands Strategic Coaching

To learn more about our training programs, click on this link: Beloved Brands Training

If you need our help, email me at graham@beloved-brands.com or call me at 416 885 3911

You have my personal promise to help you solve your brand building challenges. I will give you new thinking, so you can unlock future growth for your brand.

Signature

Graham Robertson

Founder and CMO, Beloved Brands Inc.