foodcorp/design.indaba. creative.briefs....

Foodcorp/Design Indaba Creative Briefs

Foodcorp/Design Indaba

Creative Briefs

2011


CLIENT: Foodcorp BRIEF NAME: OUMA Rusks BRIEFING DATE: Written brief REQUIRED: • Creative big idea

-‐ Thinking/strategy explained -‐ Visual execution

• Visual and/or auditory execution of creative idea across a range of different mediums; -‐ ATL (TV, outdoor, radio) -‐ BTL (packaging (within current parameters), in-‐store POS, promotion)

• Packaging: revamp/blue sky BUDGET: N/A BACKGROUND: Ouma is an iconic South African brand synonymous with biltong and Mrs Ball’s Chutney. It all began in the year 1939 in the small Eastern Cape town of Molteno. The effects of the Great Depression had brought many communities to their knees. It was at this time that Ouma Greyvensteyn and her friends attended a church meeting where ways in which to help mission work were discussed. Like in the gospel, the women were given half-‐a-‐crown each to use their talents to generate income with which to further mission work. Using just one half-‐crown, her time-‐honoured family recipe and her home cooking talents, Ouma Greyvensteyn baked her rusks to sheer perfection. She sold her rusks to the visiting farmers’ wives in the community and within days, orders were pouring in for Ouma’s delicious rusks. And so from these humble beginnings of a half crown venture, Ouma emerged as South Africa’s most famous baker. Orders were soon received from as far a field as Johannesburg and Ouma’s husband, Thys, became known as Thys Beskuitjies amongst the locals of the Stormberg. Incidentally he also held the position of Mayor of Molteno for 21 years. Ouma Greyvensteyn remained personally involved in the operation for many years. She was a remarkable person who since her younger years had actively participated in Molteno’s cultural and art activities. Her dream of a large rusk factory with oven chimneys seen against the horizon later became a reality and today, having expanded extensively from its humble beginnings, the Ouma factory is still situated on the farm Friedenheim, just outside Molteno, currently employing around 100 full time staff, working 24 hours a day in three 8-‐hour shifts. Though Ouma Greyvensteyn lived to the ripe old age of 98 and passed away in 1989, her name lives on in thousands of households. Ouma is a true South African icon, it is adored locally and eagerly sought after by South Africans living abroad, Ouma Rusks are so entrenched in our national culture that in another 60 years we will probably still be saying: “Dip ‘n Ouma, dip ‘n Ouma.” Consumers have many more choices today than they had a few years ago as a result of the introduction of muffins, health energy count lines like jungle bars and the like, and as a result although Ouma (rusks) is top of mind when consumers are questioned specifically about the rusk category, they are not top of mind at a broader level. This is because Ouma currently dominates the relatively small rusk category (valued at nearly R300 million) compared with, for example biscuits, which is valued well ahead of R2 billion. We need to bring Ouma back into South Africans’ lives every day.


Ouma range includes the following:

BUSINESS CHALLENGE

• Our challenge is to build top of mind awareness. • To ensure that South Africans consider Ouma rusks as the perfect way to fill the morning gap

every day. • Overcome seasonality – although Ouma is closely associated with hot beverages (perhaps as a

result of the “Dip ‘n Ouma” campaign of old) the sales of which are not overly seasonal, our sales peak in winter.

• Communication must be relevant to South Africans’ lives. ADVERTISING/COMMUNICATION OBJECTIVES

• Awareness: Ouma dominates the Rusk category and is the most familiar brand of rusks even amongst non-‐users; the challenge is to make rusks more top of mind, as it is a typical South African product.

• Drive consideration: “Ouma is the best way to fill the gap with all hot beverages when I wake up in the morning.”

• Purchase behaviour.


Ouma should be on everyone’s shopping list. Ouma Rusks are a necessity like coffee and/or tea is for the grocery cupboard.

• Ouma communication must be relevant and appeal to all South Africans, whilst leveraging the strength of Ouma’s heritage.

COMPETITIVE SET

• Primary: Bokomo and DOB Rusks, Tuisnywerheid gebak and other gap fills that are ‘dunkable’. • Bokomo partnered Douwe Egbert coffee with the message that Bokomo Rusks are delicious for

breakfast or late night snacks, and are perfect for crunching or dunking into your favourite hot drink.

Ouma also competes with a broader range of products including biscuits, breakfast bars, and even bread (some of our consumers start their day with a cup of coffee and a few slices of bread). TARGET AUDIENCE

• Working females with a family • Age 24-‐49 • Our consumers are currently more affluent falling into the higher LSM 7-‐9 but this is as a result

of a price barrier with the entry price into this brand being at around R17, which is costly when compared to, for example muffins, which can be bought in singles, breakfast bars, bread etc.

• Our consumers have a traditionalist mindset. Their traditions and values are important to them. • They have a strong sense of community. • In terms of race, research tells us there are four black consumers for every one white Ouma rusk

user. Although we are over represented amongst white consumers and well under-‐represented amongst black consumers relative to the population profile. It is important not to confuse our target audience with our brand identity, which is for obvious reasons explained in the background as white and Afrikaans.

INSIGHT

• In a plastic, fast-‐paced world, I want to remain in touch with my traditions and values, so I am looking for brands that provide this in a unique and authentic South African way. Consumer quote: “If I was overseas I would want someone, if they send me a package, to send me Ouma rusks in my package. Ja it's like Mrs Ball’s Chutney.”

• Ouma makes you feel content and at peace with yourself. It gives a homely feeling and a sense of security and belonging (family & tradition). Ouma’s heritage, which is steeped in Afrikaans history and tradition, does not cause negativity towards the brand. There is overall buy-‐in to the message created by Ouma Greyvensteyn because she was resourceful (entrepreneurial) and cared for the community by creating employment.

• Although Ouma is mostly eaten in the morning (early breakfast snack) it is also eaten at other times throughout the day, mostly at home.

• Dipping is very much part of the Ouma (rusk) ritual. In one study it was found that 58% dipped their rusk, whilst 38% actually soaked their rusk in tea/coffee. Only 9% enjoy their rusks dry.

WHAT WE WANT THEM TO DO We want our target audience to wake up to an Ouma every morning.


CLIENT: Foodcorp BRIEF NAME: Yum Yum Peanut Butter BRIEFING DATE: Written brief REQUIRED: • Creative big idea



• Packaging: revamp / blue sky BUDGET: N/A BACKGROUND: Yum Yum holds a strong number two position within the peanut butter category with a 30% share, competing against Black Cat who holds a 40% share. This share position is continuously improving and we continue to erode Black Cat’s consumer base, encouraging consumers to switch to our brand. Yum Yum has continuously innovated ahead of competing brands being the first to offer peanut butter in a consumer (child) friendly plastic jar in 2005. At the same time Yum Yum was the only brand offering variety beyond smooth and crunchy peanut butters. In 2008 a major investment in plant and machinery ensured the delivery of a world-‐class peanut butter that is texturally superior to the better-‐known Black Cat brand. Also in 2008, Yum Yum introduced a bright and bold shrink sleeve, which ensured a more influential presence on shelf. Yum Yum range includes the following:

BUSINESS CHALLENGE

• Secure category leadership. • Hold the position of most innovative peanut butter.


ADVERTISING/COMMUNICATION OBJECTIVES

• Drive top of mind awareness. • Continue to drive consideration against our textural benefit – “Yum Yum is so deliciously smooth

it melts in your mouth.” • Encourage trial amongst non-‐users to demonstrate our textural benefit. • Encourage loyalty amongst non-‐loyal consumers. • Build our total brand value proposition beyond the simple textural USP to include the broader

brand personality. COMPETITIVE SET

• Primary: Black Cat and Own brand peanut butter. • Black Cat hero positioning.

Yum Yum also competes with a broader range of spreads and sandwich fillings including cheese spreads, meat spreads and cold meats, fish spreads, chocolate spreads and jam. TARGET AUDIENCE

• Young black moms, LSM 5-‐6, urban & peri-‐urban. • Attitude to food: food is an expression of love, they embrace cooking as part of their nurturing

role/identity, they take pleasure in providing for loved ones. • Their approach to life: confident, ambitious, optimistic, determined, progressive, embracing

others. • Their focus: family first and foremost, to be a great mother, positively impacting the lives of

others, financial independence, increased standards of living, a secure future for themselves and for others, health and safety, longevity.

• Their fears and concerns: finances, the economy and its uncertainty, crime, finding some time for themselves.

• Economic downturn behaviour: will cut back somewhat on frequency and quantity and will emphasise value.

INSIGHT

• Even when times are tough it is important for me to bring affordable pleasures to my kids everyday by making bread taste more delicious.

WE WANT Consumers to choose Yum Yum over the more established peanut butter brand.


CLIENT: Foodcorp BRIEF NAME: Glenryck Pilchards BRIEFING DATE: Written brief REQUIRED: • Creative big idea



• Packaging: revamp / blue sky BUDGET: N/A BACKGROUND: Glenryck participates in the pilchard category competing primarily against Lucky Star and Saldanha, although there are a large number of other participants. Pilchards compete against other proteins such as chicken, meat and even beans and are positioned as an affordable source of protein. The affordable association has resulted in a lack of brand status for the players within this segment. The pilchard category is restricted by yearly fishing quotas that are determined by the fishing authorities and in most instances demand substantially exceeds supply with the result that the stock is mostly allocated to customers. Lucky Star owns the biggest quota, and as a result is the biggest player dominating with around 50% share, followed by Glenryck with 20% and then Saldanha. Glenryck offers a very limited range including pilchards in either a tomato sauce or a chilli sauce. Pack sizes include 425g, 215g and 155g. Lucky Star has extended their brand into adjacent segments such as tuna, mackerel and middle cut, and Saldanha also offers a range that extends beyond pilchards.

Historically there is little differentiation between the pilchard brands. In the past the brands fell into one stable and there was no intrinsic difference between the brands. The little differentiation that exists is based on availability, with Lucky Star being the most available given the largest quotas, cues


communicated by packaging and the tonality of communication. In the case of Lucky Star this has been mostly print and outdoor (branded buses) communications and is fairly consistent. In more recent years, Lucky Star has broadened it supply base by sourcing fish from international markets. This has resulted in Lucky Star bringing stock in from as far afield as Thailand. In 2010/2011 in particular we saw an influx of products on South African shelves despite no increase in the TAC. This resulted in much trading (or price discounting) as customers chose to support the brand leader taking large quantities of Lucky Star. At Foodcorp’s Fishing Division we have made a decision to source all our pilchards locally offering Glenryck a unique opportunity for product differentiation. A local source means Glenryck pilchards will never be frozen in the process. They are caught, stored on our boats within refridgerated seawater, unloaded and processed quickly at our canning facility on the west coast. So in short:

• Supply is usually limited as a result of the TAC, which means one cannot easily increase volume share.

• Historic lack of intrinsic differentiation – “fish is fish”. • Category has low status – “affordable protein”. • One strong dominant player – due to availability (historically had the largest quota) with a

strong emotional positioning (ing’shaya ngaphakathi, which translated means “it hits the spot inside”) with continued consistent support for the brand across many mediums.

• Recent opportunity for product quality differentiation for Glenryck.

THE ROLE OF THE CATEGORY: Who is the pilchard consumer? The primary purchaser is the single mom with her family of children that are all of school going age. Our mom is often the breadwinner working as a domestic worker, in catering, as a waiter or as an admin clerk, or she is unemployed and living on a social grant from the government. Her family can be quite large. There is a strong and very emotionally rich ‘family’ undercurrent, which suggests that pilchards bring the family together (soul food).


Consumers are the complete family (mom, dad, children and extended family). Mom can feed her entire family from one tin of pilchards, it really stretches and she loves the health and convenience offered by the product. Other consumer groups include men who do manual work such as mining or construction, who eat pilchards straight from the can with bread as a lunchtime meal. Child-‐headed households also make use of pilchards on a regular basis. Driven by the cost and convenience as well as that a little goes a long way. All users emphasise the convenience, affordability and stretch of the product as key category attributes. Where do consumers enjoy using pilchards? Pilchards are mostly eaten at home for everyday meals as well as for special occasions. The convenience in terms of ease of use, storage and preparation is pervasive. Pilchards can be eaten hot or cold and as no cooking is required are often eaten out of the home as a convenience meal with bread. What does the consumer use pilchards for? Pilchards are extremely versatile and are used in a wide range of different meals. Mom uses pilchards to make:

• Sishebo (a fish stew which includes curry, vegetables and potatoes) served on rice, pap, samp and bread;

• Curry fish cakes served with the tomato from the tinned fish or mayonnaise; • Straight from the tin on bread or a fish sandwich to school or work; • Fish salads with either beetroot and mayonnaise or cooked cabbage; • Pies, fish bakes and quiche type dishes are also very popular.

Why does the consumer use pilchards?

• Functional: Affordability is a key driver as is convenience. When mom gets home from work in the evenings it’s quick and easy to prepare a healthy, substantial meal for her family. The Glenryck tin is easy to open with its easy opening can. Pilchards can be eaten even if there is no electricity as in some of the informal settlements. In terms of affordability, a key driver is stretch; one tin of pilchards can feed an entire family. Although there is an awareness of the health attributes of pilchards (Omega 3/ fatty acids, vitamins and proteins), a detailed understanding of the benefits is unclear. Moms know that pilchards are healthy and nutritious for the entire family as well as being filling. In short, pilchards are a versatile product that can be used for different occasions and different recipes.

• Emotional: Although brands within the category lack intrinsic differentiation – “fish is fish” – emotionally the territory is very rich. Pilchards are strongly linked to immediate family and other relatives and friends. Families are foremost in consumers’ minds and they love to use pilchards when relatives or friends visit. The physical and mental wellbeing of the growing child is also at the forefront of consumers’ minds. Pilchards are portrayed in the mind of the consumer with much nostalgia and are said to tie the bonds between the generations or to be the ‘glue to bridge generation gaps’. Here brand choice is often driven by past experience: “I buy what my mother


bought”. In research pilchards were said to be a ‘life saver’ in that it could save one from embarrassment should guests arrive and need to be fed.

When does the consumer use Glenryck? Pilchards are used at least once a week and are also a popular option for special occasions such as weddings, funerals, and birthday parties for children, when relatives and friends visit and they celebrate special family occasions, as well as on Sundays when the family is together. They are also used for monthly meetings like church gatherings or stokvel parties, and are a favourite when catering for small functions. How does the consumer use Glenryck? Starch is an important accompaniment for the pilchard meal. The most popular starch accompaniments are rice, pap, samp, potatoes or macaroni and spaghetti. Bread is used as a quick and easy meal as are dumplings. Mayonnaise is another popular side or sauce for the pilchard dish. Some other interesting uses arose such as being mixed with margarine and used as a spread. BUSINESS CHALLENGE Given the shortage of raw material (pilchards) our brand strategy will focus on value rather than volume share. This has resulted in a strategy that focuses on a premium price positioning albeit within reasonable bounds for the category relative to other proteins. Historically Glenryck has trailed Lucky Star pricing although the two brands have been at parity. In the future we aim to target premium pricing supported with a premium value proposition centred on ‘fresh fish’. ADVERTISING/COMMUNICATION OBJECTIVES Start to establish the brand’s newly defined essence – “Quality you can taste” – by launching the brand’s new proposition: Glenryck tastes the best because our pilchards are freshly caught, never frozen. This aims to build brand stature and ultimately allow for a premium price positioning. COMPETITIVE SET

Price Quality Time Functional Benefit Emotional Benefit Image

Affordable price points

Whole fish / cutlet, clean (no guts, skin in tact, no scales, no eggs, no tails), consistent thick tomato / tomato & chilly sauce, deep red sauce colour, firm fish texture, number of whole fish pieces, high in omega 3 oils, calcium (benefit from the bones), low cholesterol

Always available where I shop, versatile : many meal options, stretchability (can feed many people), convenient

Tasty Nutrition, Feeds the body and mind, Strong Bones, Healthy Heart

Loving, Nurturing Mom Good provider

Always available where I shop

Feel Like a Star, Glamorous, Modern, Star Performance

Star Performance

Versatile : many meal options

Be Lucky Star Strong Trusted Brand

Community Involvement (for the masses)

Tastes Good ÒEat Better, Live BetterÓ

Rich in Omega 3 Caring, not compromising Heritage

Established in 1905 Loving Nurturing Mom Loving, Warm, Attractive Thick Smooth Gravy

CATEGORY Value Expectations

Lucky StarAffordable Endorsed by the Heart, Diabetic, Kosher, Halaal, foundations, High in

Omega 3, High in Protein, Low in Sat Fat, No preservatives, low cholesterol, well known and well liked brand as defined by being the Experts in Canned Fish (Mackerel, Pilchards, Tuna, Sardines), Cooked in Freshness, 2 sauces : tomato and tomato and chilly. Use local fresh and imported frozen fish . Pack Sizes : 155g, 215g, 305g, 425g, 410g : mince, 400g imported

Saldanha Cheap Regional distribution :

Western Cape Freshness in the Can : Fresh from the Sea into the Can

Strong Muscles & Bones, Healthy Heart : Lowers cholesterol levels, Boosts your mood, Makes you smarter


BRAND: Lucky Star PRODUCT: Canned Fish Range

PAYOFF LINE • Eat Better. Live Better. • Ing’shaya ngaphakathi (Hits the spot).

TARGET AUDIENCE LSM 6-‐10, primarily female with some male targeting.

CONSUMER INSIGHT • Healthy eating is an important part of every family’s diet.

• Consumers look for both taste and convenience.

BRAND PROPOSITION • Good health starts with Lucky Star • Makes you a star at what you are • Tasty & good • Hits the spot • Makes you feel good/happy • Something you love

BRAND CHARACTER • Smart • Wholesome and good • Informative • All encompassing • Approachable

REASONS TO BELIEVE • Strong intrinsic health benefits (Calcium, Protein, Selenium & Omega 3 Fatty Acids).

• Endorsements (Heart & Stroke Foundation & Diabetes SA).

• Acceptable levels of salt & good fats = good taste.

• Loved by everyone.

IMPLICATIONS • Ensure good health with Lucky Star. • Loved on the same level as things – both material and personal – that are important to you / that you hold dear.

MEDIA Print, Radio, Press, TV & Outdoor

TARGET AUDIENCE LSM 6–8, Core LSM 7, Black Middle Income Mothers, 35+, urban and peri-‐urban. (Note: this is the more affluent of pilchard users given our targeted premium positioning.) Consumer mindset: Food is an expression of my love (for my family), pouring energy and passion into food preparation is a way of showing my family how much I care for them, it makes me feel as though I am fulfilling my role as a mother and a wife and this gives me a sense of identity and a purpose. Seeing the gratification of my family for the great food makes me feel loved and appreciated, “We focus”. Their approach to life: Despite that these consumers are under severe financial pressure their approach is confident, ambitious, optimistic, embracing, determined, progressive, embracing others.


Their focus: Family first, strive to be a great mother, positively impacting the lives of others, financial independence, increased standards of living, a secure future for themselves and for others, health and safety, longevity.

Their fears and concerns: Finances, the economy and its uncertainty, crime, finding some time for themselves.

WHAT WE WANT THEM TO DO We want existing users to pay more for Glenryck.

INSIGHT Protein is an important part of a well-‐balanced daily meal. Because pilchards are seen as a very affordable form of protein consumers do not aspire to them. The category attracts a poor quality perception.

“Protein for poor people”: Pilchards offer an affordable, flavoursome way to add the necessary protein into a diet. The versatility of Pilchards ensures that meals are always exciting and nutritious.


CLIENT: Foodcorp BRIEF NAME: Mageu Number 1 BRIEFING DATE: Written brief REQUIRED: Communication Plan and activities to support a ATL and BTL campaign BUDGET: N/A REQUIRED

• A succinct “BIG IDEA” is to be created for the Mageu Number 1 brand. It must be campaign-‐able and have longevity.

• An integrated communication plan supporting: o Packaging revamp. o Creative execution of communication strategy using print media and the in-‐store

environment.

COMMUNICATION OBJECTIVES PRIMARY MESSAGE

• New look packaging • Emphasise that although the product has been in the market for 40 plus years and has a strong

heritage value, it still is a source of healthy, affordable energy suitable for the modern consumer and today’s lifestyle.

OVERALL We need to position the brand as relevant to a larger consumer base thereby:

• Increasing frequency of consumption; • Attracting new consumers; • Modernising the image but not losing the product relevance re: heritage.

MAGEU NUMBER 1 BACKGROUND The story of the brand: Motho ke Motho ka Batho

Umuntu Ngumuntu Ngabantu! I am because of you....

Mageu Number 1, a brand closely associated with the rich cultural heritage of our country South Africa.

A brand that has continued endorsing and embracing the culture of Ubuntu and has grown from strength to strength, from the depths of the mines to the corporate boardroom, a food drink that is still satisfying the daily energy of a significant segment of the South African population.

Maggie Mogwase worked as a cook in the home of Ronnie Leviton. She was a talented cook, and a traditionalist, embracing the dietary values of her culture. In her own time, she brewed mageu that she would serve to her friends as a welcome drink to refresh and fill. More than forty years on, this traditional brew has become a South African icon: a brand that has withstood social change and evolving


consumer needs, yet maintained all of its original heritage. Indeed, as they say, “when you drink Mageu Number 1, you taste the soul of Africa.”

It was Levitan who recognised the commercial potential in Mogwase’s beverage creation. Together with a business partner (Mr. Egnal), Levitan and Mogwase tried and tested various recipes until they found one that presented the number 1 quality and taste profile for the emerging commercial market.

Initially, the trio set up production in a back room of a Mayfair dairy. Designing a carton with the typical three-‐legged black pot as the icon and the slogan “Give your Body a Boost", the product was packed and delivered daily to all the small cafés in the area. Success was imminent, as workers flocking to Johannesburg for work, were looking for something that reminded them of home and family celebrations. Demand grew rapidly, and the decision was taken to build a factory in Pretoria West, where Mogwase continued overseeing the brewing process.

The group sold out to Tiger Brands in 1979. The brewing process was scientifically formalised and the recipe standardised to maintain consistency and quality. Potentially viewed as a category with limited growth potential, the brand changed hands twice and in 1991, Nola (Pty) Ltd bought Mageu Number 1, the market leader in the packed market segment, and Hoeveld Magou Breweries, a company that serviced the mining industry and founded Mageu Number One (Pty) Ltd 1991.

It was during this era that South Africa’s first democratic elections took place. Mageu Number 1 celebrated the spirit of unity by adopting a work philosophy and embarking on a consumer marketing campaign based on the motto of “We salute the spirit of Ubuntu”. This slogan embraced the brand, became part of the packaging and became the cornerstone of marketing activations. The Mageu Number 1 Ubuntu Story Competitions, ran in partnership with the Sowetan newspaper and Dr Aggrey Klaaste, a champion of the humanitarian concept of Ubuntu, and became a platform where people shared their experiences reflecting this authentic African philosophy. This promotion was unique and a first of its kind, asking winners to donate their prizes to a charity of their choice!

From 1997, the brand underwent numerous revamps, in line with changing consumer needs. Today Mageu Number 1, a brand in the Foodcorp Beverage Division, is one of the market leaders within the Foodcorp Group. Foodcorp views this brand leader as the authentic African Energy drink and the forerunner of future energy solutions for Africa. With close to 70% marketshare it dominates and drives the category, and through segmentation, satisfies the varying energy needs of the consumers: the traditionalist who favours the masculine feel of the product and the performance it endorses, a smaller more feminine carton and smoother mouth feel for the female user, a sustenance sachet solving the midshift solution of the mine worker, and the original carton filled with low GI value carbohydrates, an affordable solution for the marathon runner.

Mageu Number 1, a brand that embraces the South African culture and history, and still delivers on the refreshment and energy values of the very first homebrew:

Mageu Number 1.... My number 1 power drink, all day all in one!

FACTS • Mageu Number 1 is traditional non-‐alcoholic maize based fermented beverage. • The brand name has been in existence since 1969. • The commercial growth of the category has strong links with the development of the Mining

Industry and movement of black workers to the urban areas. • The product is used by males and females as a quick meal, and as an energy boost.


• The brand has established credentials offering great product advantages but lacks vitality • Seasonality of the product.

BUSINESS OBJECTIVES

PRIORITY • Modernise the image of the brand but remain relevant. • Increase penetration. • Increase awareness. • Increase consumption. • Increase the current consumer base.

TARGET AUDIENCE

• LSM 4-‐6 • Age 30+ • Male • Blue collar worker, physical worker • Financially constraint • High unemployment • Beliefs and mind set:

o Traditionalist, strong cultural beliefs, strong family values, community orientated-‐ UBUNTU, nations building, Survival work ethic, Important: Family and health

• Insight: I work hard! I need a product that is affordable and makes me feel full and that gives me energy and sustains my energy levels.

WHAT DO WE WANT THESE PEOPLE TO DO?

• Be proud to use Mageu Number 1 • Why?

o Best 2 in 1 solution option: food drink o New packaging better suits my image, which says that this product understands who I

am, where I come from, who I would like to be. o This should encourage purchase and repeat purchase.

• Use Mageu Number 1 as the daily food drink of choice that allows for better performance. REASONS TO BELIEVE Only Mageu Number 1 provides sustained energy for daily physical hard work, because it’s the most affordable, healthy, refreshing and filling all-‐in-‐one food-‐drink.

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