Marketing Director

Career Profile

2017

+44 (0) 7454 209630

craddock.dan@gmail.com

Dan Craddock

*Me in a nutshell…

Following a successful corporate career in marketing with Diageo, Heinz and Coca-Cola, I have specialised in the interim

and consultancy space as I relish the challenge of turning round brands in a short space of time.

Following my marketing degree I set up, built and sold a soft drinks company. This entrepreneurial spirit blended with my vast brand experience means I can usually get to the nub of

the problem quickly and return a brand to growth.

*Career Timeline

Phase 1 Client Side Marketing

Phase 2 Consultancy, Interim Marketing, Agency

1994 2005 1998 2002 2009 2008 2006

Brand Manager

Marketing Manager

Brand Director

Marketing Director

Global Innovation Consultant

Interim Marketing Director

Brand Consultant

2012

Interim Marketing Director

Founder

2017

DLC Marketing Ltd

Emphasis on Brand Building

Emphasis on Brand Rejuvenation

Over 20 years of blue chip marketing experience

Increased the EBITDA on HEINZ BAKED BEANS, the UK’s most trusted food brand & 500m units p.a. mega brand with

91% penetration, by 6% in one year by astute trade execution allied with dedicated factory complexity management

Trained over 500 Philips product marketers and R&D technicians from Taiwan to Sao Paulo to Boston in how to

build more consumer centric value propositions and helped increase global ROI on innovation of 100%

Saved Harp from extinction by revolutionising it into Harp Irish Lager convincing Guinness &

the Regional Brewer franchisees to sign new 5 year contracts to brew and stock Harp Irish Lager

Led the re-brand and portfolio expansion which put Maximuscle in the shop window for purchase by

GLAXO SMITHKLINE for £164m (4x multiplier)

As Marketing Director on HOVIS, the UK’s 7th biggest brand (£350m @ RSP), I turned the brand around and

gave it the strategic foundation to go on and compete again with Warburton’s, the new no.1 in bread

Generated biggest ever Summer sales (+25%) on Lilt in its history following launch of new Lilt Ladies TVC spoof

of Levi’s ‘walking through walls’ campaign

Rejuvenated Jus-Rol with a new pack design which when tested in-store with ‘eye-scan’ technology generated results

which were the best performing international brand in General Mills for 3 years

Key Achievements I have consistently helped some of the UK’s most ICONIC brands to achieve top-

line growth, regain momentum and drive the bottom line

Brand Experience

* Case Studies

Guinness supported

my recommendation

to revolutionise the

brand by …

Situation

The biggest brand in the Guinness lager portfolio and still £120m at RSP, Harp had slipped from no.1 in the 1970s to no. 7 in 1995 and was about to be jettisoned by the regional brewers who stocked it for trendier lagers like Fosters, XXXX and Carling Black Label.

HARP IRISH LAGER

Results

With a brand new identity based on its Irish heritage, new packaging and advertising, the Regional Brewers all bought into Harp Irish Lager and signed new contracts to 2000 which saved Harp from extinction!

Insight

Consumers used to love the tagline of ‘Harp stay sharp to the bottom of the glass’ but over time this combined with the chemical taste and low alcohol content had made Harp into a weekend ‘session lager’.

Position:

Brand Manager

Date:

1994 to 1998

Brands Managed:

Harp, Pilsner Urquell, Kronenbourg 1664

Core Skill:

Brand Transformation

The brand was

on the rocks

and brave

action was

needed!

creating Harp Irish Lager, increasing the alcohol content to 4.3% ABV and innovatively adding nitrogen to achieve a smooth product appearance helping the Trade fulfil a need in between standard and premium lagers.

Action

Action

I resisted the temptation to re-build the equity and ruin the P&L by spending heavily on new advertising and proposed a strategy of bespoke trade packs which helped retailers offer value promotions without ruining category value. With increased complexity and volume uplifts, I worked with the Factory day and night to ensure zero on-cost.

Situation Selling over 500m units p.a. and 91% penetration, HBB is the most trusted food brand in the UK, with the most loved advertising campaign of all time. Although a mega-brand and retail KVI it was starting to lose share & profitability. Action was needed but the ‘computer said no’ (econometric model) to any new advertising as it wouldn’t pay back. How then could Heinz win the Beans War?

Position: Marketing Manager

Date:

1998 to 2002

Brands Managed: Heinz Baked Beans, Heinz Spaghetti Hoops & Pasta Shapes, Heinz 99% Fat Free Noodles

Core Skill:

Brand Defence

HEINZ BAKED BEANS

Results

In one year, I increased the EBITDA profit by 6% on Heinz Baked Beans, Heinz’s no.1 brand! I also maintained brand equity scores, won back lost share and took away the competitors’ main weapon against the brand.

Insight

+6% +5% pts

Volume Brand Share EBITDA

Growth +12%

HBB KPI’s: 2002 vs. 2001

With the onset of 9p beans from the Discounters, BOGOFFs and huge price cuts on own label beans, Heinz Baked Beans brand value had started to erode. With brand equity also starting to slip, beans were commoditising

and becoming generic. Beanz were starting not to mean Heinz anymore. Why pay the extra? When probed, consumers still believed in the brand but at 9p, they were willing to switch.

Lilt incredibly reversed its 3 year decline and grew by 25% year on year in the Summer of 2003 via strong advertising awareness results. Oasis continued to grow ahead of the category whilst Burn unfortunately had to be exited.

With Oasis in good growth I concentrated on the most important cash generator for the portfolio in Lilt. With declining sales and facings dwindling, the brand needed a spark. I brought in a radical agency in Mother who created a highly entertaining TVC based on the Lilt Ladies running through walls as per the award winning Levi’s ad. I also updated the Oasis packaging and created a new poster campaign but after extensive research had to recommend that Burn Energy would not seriously challenge Red Bull and Coca Cola should adopt a new strategy.

Lilt Loved for its refreshment and tropical taste Lilt had reinforced its sugary image with the Lilt Ladies. Although incredibly engaging and funny in Advertising, the brand scores for ‘healthy soft drink’ were through the floor!

Oasis Young professionals don’t drink carbonated drinks any more apart from Coke but water can be boring. Oasis was the perfect answer but commuters found the brand too childish.

Burn Energy Red Bull had 88% share, 200 competitors had less than 1% share because Red Bull was first, supported adrenaline sports, tasted like medicine went well with vodka and looked cool. A new energy drink had to be entirely different to compete!!

What do you do with a faded star, a cash cow beginning to bark and a problem child trying to beat a brand with more energy than 200 of its copycat competitors? Juggle!! From water to fruit juice to energy drinks, Coca Cola had many new competitors eating into its no.1 UK brand position which it had worked so hard to create. My brief: Sort out the Adult Brands portfolio and return it to growth and learn about Coke’s biggest threats at close quarters.

LILT, & BURN ENERGY

+25%

+35%

BURN ENERGY OASIS LILT

Volume

Growth

Adult Brand Portfolio Performance: 2003 vs. 2002

Position:

Brand Director, Adult Brands

Date:

2002 to 2004

Brands Managed: Lilt, Oasis and Burn Energy

Core Skill:

Portfolio Management

Market Exit

Situation

Action Results

Insight

Position:

Marketing Director

Date:

2005 to 2006

Brands Managed: Hovis, Nimble & Elephantatta

Core Skill:

Brand Essence

One of Britain’s truly iconic brands, Hovis departed from its traditional brown bread in 2002 and launched bright, new, award winning packaging highlighting the complimentary ingredients of baked beans, cucumbers and eggs. Although initially successful, by 2005 the gloss had worn off & consumers had moved on, leaving Warburton’s in the No.1 Bread

brand position in the UK. Would the brand continue to slip or could a new future be created?

White bread was perceived as high in fat and salt whilst brown wholemeal bread was a little dry and boring. Suddenly, in-store bakery went through the roof & consumers flocked to the seeded batch breads in transparent packaging that Warburton's were quickly spreading down South from their traditional Northern homeland. Hovis had to catch up. Returning to the ‘Boy on the bike’ was not the answer, so fresh thinking, product development & clear communication were needed.

‘Natural Strength’ became the foundation for the new brand identity and re-established Hovis as the leader in bread again.

HoVIS BREAD

Hovis had to change but I knew

that the essence of the brand was still relevant. The problem was the outer wrapping. People were accustomed to seeing the

Hovis logo punched into a homemade loaf of brown bread which was wholesome & warming: a door to good old fashioned values and goodness. I created a new positioning of ‘Natural Strength’ which built on Hovis’ name (Hominis Vis = Strength of Man) and the way consumers evangelised about bread as ‘natural magic’. With a more authentic yet modern positioning, I initiated the battle to win Britain’s hearts, minds and stomachs!

Situation

Action Results

Insight The sliced bread market had gone a little stale by 2002. Glossy packaging was only a band-aid. Consumers wanted more artisanal, exotic & fresher breads which were healthier and more tasty.

I helped embed a new end user insight led philosophy within Philips by training over 500 R&D, Marketers, Senior Leaders and Technical Salespeople in 18 months all over the world from Taiwan to Sao Paulo to Eindhoven. By facilitating a training course which helped Philips people understand what an insight is, how to validate it, write one and then create an insight platform before showing it to consumers in a live focus group and then taking the feedback and building a stronger value proposition for a new product.

Situation

Action Results

Insight

PHILIPS

Great inventers but slow to see the market potential, cash in and become synonymous with that category (as per Sony and TV, Apple & Phones) Philips started inventing more flops than winners & lost sight of who they were inventing for.

With incredible Net Promoter scores the Sense and Simplicity training for Philips and Value Proposition House Tool helped Philips launch some of the most successful market leading innovations across lighting, computing, electrical and medical the company had ever seen.

Philips identified their point of difference as making technology which is sensible and simple but they had lost sight of this. They had started to over complicate the innovation process and were launching over-spec’d products with far too many features, thinking consumers wanted more razzle dazzle.

Although Philips had invented the Radio, TV, CD, DVD and MP3 player they weren’t no.1 in any of those categories. Why?

Position:

Global Innovation & Training Consultant

Date:

2006 to 2008

Brands: Philips Lighting, Medical, Computer and Electrical

Core Skill:

Building insightful ‘Value Propositions’

However, nothing could be further from the truth. Actually, consumers cannot catch two balls at once and in a world of vast choice, they were becoming more and more confused by Philips and other manufacturers trying to shoehorn more features into their products.

The key problem with pastry is that it looks too nice and difficult to create, almost something a Chef would do. The reality is pastry sticking to the surface, flour everywhere, boil outs. Moreover, high sat fat perceptions and strong winter associations make pastry an occasional eat. However, when

Situation

Action Results

Insight

80% of pastry is bought at Xmas time (mince pies). Retailer brands had cottoned on and the advent of luxury ranges had started to topple Jus-Rol, the long standing pastry market leader.

Static category growth, old fashioned packaging and an increase in artisanal bread making made the future look bleak for Jus-Rol until I rescued it from Winter obscurity and freshened up the brand, literally.

I created a new brand identity with Jus-Rol based on soft, pastel colours, the logo etched out of raw pastry and always showing beautiful fresh ingredients with a recipe on the back.

Before After

The brand went from no.4 in the volume charts at General Mills to no.2. TV was agreed and a long line of healthier and more cosmopolitan NPD has happened thereafter. The quantifiable stat’ is that the packaging out-performed any other international General Mills brand in an on-shelf eye-scan test! The proof was in the pudding you could say...

presented with raw pastry everyone admired its fresh, clean, beautiful appearance and tactility. So we rolled out a puff pastry sheet, added some ham, tomato, cheese and made a fantastic Summer tart. Consumers suddenly saw pastry differently. Eureka!!

Position:

Marketing Director (Dough)

Date:

2008 to 2009

Brands Managed: Jus-Rol Retail and Food Service & Pillsbury

Core Skill:

Category Growth

JUS-ROL PASTRY

Position:

Brand Consultant

Date:

2009 to 2012

Brands: Maximuscle, Maxitone, Maxifuel, Raw

Core Skill:

Brand Expansion

Situation

Action Results

Insight

Maximuscle had created the complex category of sports nutrition for guys wanting to get big but double digit growth year after year was becoming harder as they pushed into mainstream users.

Although they had ranges for endurance cyclists and women, Maximuscle had failed to gain traction as per the body builders or rugby players. How were they going to go to the next level?

When researching why consumers hadn’t bought ‘Maximucle for Women’ or the Viper & Recovermax range for cyclists; I started to understand that brands for muscle were not for endurance or for women. If you are cycling or a female going to the gym you want to be super lean not super muscly. With this insight I started to examine what could be stretched from the Maximuscle brand if muscle couldn’t. Luckily, Maxi stood for maximising and could be used to mean ‘the most’ and so naturally helped me create Maxitone and Maxifuel.

from Maximuscle and vice versa. In the end I used colour and the flexibility of an android image to show muscle bound men whilst morphing to super lean women using resistance bands or endurance cyclists.

When GSK bought the company for £162m (a 4x multiplier), 3 months after Maxitone was launched I knew that the branding had done its job! Maxitone and Maxifuel go from strength to strength and now MaxiRaw and MaxiActive have also arrived and Maxinutrition continues to broaden its franchise.

MAXIMUSCLE, TONE, FUEL...

I created a brand identity for the 3 brands which always had synergy in mind. However, it needed to flex and it was a difficult balancing act to make

sure that Maxitone/Maxifuel were sufficiently differentiated

* Testimonials

“I’ve always enjoyed working with Dan and you can’t say that about every Corporate Marketer these days. He knows what he wants and knows how to get the best out of creative agencies without over-control”. Jayne Lilly, Founder, The Collaborators and ex. MD of Vibrandt (top 10 Design Agency)

“Dan joined us as a creative marketer but left as a more balanced, wiser and commercial animal and will always benefit from the work he did in the trenches with the Heinz Baked Beans sales, trade marketing and finance teams”. Chris Webster. Financial Controller, Heinz UK

“Dan is analytical and very good at getting to the nub of the problem when it comes to difficult brand situations. He can put his finger on the issue quickly and has the ability to act on it”. Bruce Miller, Founder, Clickback (Coca-Cola Research Agency)

“Dan showed great passion, dedication and knowledge in helping shape the ‘end user’ approach for Philips. He is people-centric and is capable of convincing even the most sceptical of audiences to the benefits of consumer driven marketing”. Mat Shore, The Outside In Company (co Trainer of Philips)

“Dan drove the Formula 1 project faster than I’d seen any consultant. Within 7 months we were launching ground breaking new brands which increased the footprint of the company. We were very grateful for Dan’s excellent contribution to the team, business and brand portfolio”. Peter Boddy, Chairman, Maximuscle.

*Contact Information

Name: Daniel Lyndon Craddock

DOB: 15th February 1969

Nationality: British

Email: craddock.dan@gmail.com

Address: 19 Compton Way, Farnham, GU10 1QY

Mobile: 0044 (0)7454 209630

Home: 0044 (0)1252 782706

Linkedin: http://uk.linkedin.com/in/dancraddock1/