Problem Statement

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Problem Statement

• VIACTIV is in a downward spiral mainly driven by
• Losing relevance in the Calcium Segment
• Well established competitors entering the segment
  (Caltrate)
• Growth driven by Private Label

2
Problem Statement

• VIACTIV is in a downward spiral mainly driven by
• Losing relevance in the Calcium Segment
• Well established competitors entering the segment
  (Caltrate)
• Growth driven by Private Label
• Positioning not being implemented adequately
• Touch points on the brand are not aligned with
  the product experience
• No prioritization of key messages

3
VIACTIV Brand Footprint
4
TVC
Caltrate TVC
5
Packaging
vs
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Problem Statement

• VIACTIV is in a downward spiral mainly driven by
• Losing relevance in the Calcium Segment
• Well established competitors entering the segment
  (Caltrate)
• Growth driven by Private Label
• Positioning not being implemented adequately
• Touch points on the brand are not aligned with
  the product experience
• No prioritization of key messages
• Resource constraint
• No professional support

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Alternative Solutions

• Reposition the brand to better emotionally align
  with the female target
• Name, packaging, communication
• Alternative claims
• Product innovation
• Using SPLENDA as a differentiator vs. competition
• Licensing the VIACTIV ingredients
• Refocus the brand from mass to professional
• Reorient BME toward a 100 focus on Professionals
  and sampling
• Tele-detailing, e-detailing
• Optimize the promotional budget by channel and
  audience
• Making VIACTIV a compelling idea in a different
  category
• Candy
• Divest the brand

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Our Proposal and Rational

• Test learn 2 different options
• Reposition the brand to better emotionally align
  with the female target
• Name, packaging, communication
• Alternative claims
• Refocus the brand from mass to professional
• Reorient BME toward a 100 focus on Professionals
  and sampling
• Tele-detailing, e-detailing

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Key Assumptions that May Be Tested and How
1 - Reposition the brand to better emotionally
align with the female target

• Incorporate emotional benefits to make it more
  relevant to women
• Execute the right balance between functional
  emotional
• IMPLEMENTATION
• Keep the name but test different graphic
  treatments (imagery, create a sub-brand)
• Innovative packaging that translates the brand
  footprint appealing to women, convenient,
  experiential
• Focus engaging communication on digital, word of
  moth, POS
• Loyalty program to understand how to keep
  consumers longer
• Explore meaningful claims
• All the calcium your body needs in an enjoyable
  moment

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Risks and How to Minimize Them
1 - Reposition the brand to better emotionally
align with the female target

• Changing packaging
• Test different options
• Competitive brands investing massively
• Be smarter with our spend. Do more with less
• Rigorous measurement plan and optimize against it
• Positioning change
• Test with current and potential consumers

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2 - Refocus the brand from mass to professional
Key Assumptions that May Be Tested and How

• Build professional awareness and recommendation
• Influence consumers through professional
• IMPLEMENTATION
• Get the The 1 calcium brand recommended claim
• Build a professional education and promotional
  plan (to raise awareness among consumers)
• Strong sampling program through professionals
• Build the HCP advocacy through KOL influencer and
  strategic associations (e.g. ACOG)

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2 - Refocus the brand from mass to professional
Risks and How to Minimize Them

• Lose volume
• Experiment in a region or city
• Implement easy to-to-calcium test in the
  professional office (offer coupons)
• Professional may recommend calcium but not our
  brand
• Link professional recommendation with purchase
  (coupon on the Rx/tear pad)
• Manage Care strategy
• Lose credibility if we lack enough relevant
  clinical data
• Article publication plan
• Clinical data mining (Lifestyle benefits)

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Executive Summary

• VIACTIV is in a downward spiral and we believe
  the brand needs to take a dramatic change in the
  strategy
• Many options were explored (divesting, moving to
  different category, product innovation, etc) and
  recommendation is to pursue 2 test learn
  opportunities
• Reposition the brand to better emotionally align
  with the female target
• Refocus the brand from mass to professional
• Both ideas have to be tested concurrently,
  measured against control group, choose the wining
  one and implement nationally
• Expected outcome is to revert business results
  and get a sustainable, profitable business model
  platform

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