Thirty brand managers walk out of the same planning cycle each with a plan, a budget and a reason — and a year later they know what it did. This is the 2022 corporate marketing plan I directed and implemented at Pronaca: protein, value-added, pet food, animal nutrition and a retail chain, plus three launches I owned end to end.
The corporate marketing investment for 2022, up 18% on the prior year. Digital strategy and CRM ran across every line below; three of the launches were mine to direct and implement directly.
| Vice-presidency | Direct to line | Trade marketing | Total 2022 | vs 2021 |
|---|---|---|---|---|
| Livestock & animal nutrition Chicken · turkey · pork · eggs · animal nutrition |
$2.4 M | $0.5 M | $2.9 M | +21% |
| Value-added Cold cuts · frozen · fish · beef · preserves · pet food |
$4.1 M | $1.7 M | $5.8 M | +10% |
| Corporate marketing Consumer service, CRM, owned media, promotions |
$2.8 M | — | $2.8 M | +37% |
| Total marketing investment | $9.2 M | $2.2 M | $11.4 M | +18% |
Corporate marketing budget 2022, against a 2021 projection of $9.6 M.
Portfolio totals are shown as they were — $11.4 M, $9.6 M. Individual brand budgets are shown to their magnitude only — $6XX K. The scale is what makes the case; the exact budget of a former employer is theirs, not mine to publish.
brands with a plan of their own inside one consolidated document
slides in the consolidated plan — the whole company's marketing year in one file
consumer CRM base the plans were built to activate
emails a year against that base
This is the part of the record that surprises people. Alongside consumer brands, the function covered the animal nutrition business: commercial feed, breeding stock, technical demand generation for farmers, and a chain of agricultural stores the company owns and operates.
market share held in poultry feed
in pig feed
in cattle feed — the leadership position of the three
producers targeted by the demand-generation programme
Most consumer marketers never touch physical retail they own. Here the plan included opening stores, branding them, standardising them and inventing reasons for a farmer to visit — which is retail marketing with a very short feedback loop.
| Programme | What it covered | Investment |
|---|---|---|
| Expansion plan | 5 new stores against an $8M business model — internal and external branding, signage, paint, refrigeration, opening communications campaign, uniforms for new staff | $3X K |
| Store maintenance | Paint and signage across the existing network, display units, roll-ups and inflatables | $1X K |
| High-impact activity | 45 "Store Days" — 18 chick, 17 piglet, 10 cattle — plus the AhorraSí promotional plan | $1X K |
| Almacenes INDIA | 45 activities | $6X K |
| Trade & demand | What it covered | Investment |
|---|---|---|
| 198 points of sale | Brand standardisation and visibility across 78 direct and 120 indirect outlets — paint, signage, traffic-breakers — plus merchandising and fleet banners | $9X K |
| 134 demand-generation activities | 9 technical schools for pig, poultry and cattle farmers, 14 client recognitions, 30 Chick Days, 36 Pig Days, 30 Cattle Days, 2 dealer forums, technical field tools and product trials | $1XX K |
| 3 product launches | Nucleus & premix feeds for poultry, pigs and cattle; ProAves pre-starter; ProCerdos breeding concentrate | $2X K |
Channel strategy underneath all of it: migrate to a 50/50 split between direct points of sale and distributors, enter the self-consumption segment with nucleus and premix feeds, and secure 16 million day-old chicks to clients on a value proposition rather than on price.
Value-added carried the largest share of the budget because it carries the largest share of the competitive pressure. Each front had its own strategic guideline, and none of them was "spend more".
Guideline: defend leadership in mass channel and grow in supermarkets, with a four-brand architecture covering every price tier.
Plumrose $1.XX M — top-of-mind plus digital for younger generations, target 19.5% share. Mr. Pollo $2XX K — healthy poultry cold cuts, 5.7% share. Fritz $1XX K — premium and innovation. La Danesa $1XX K (+102%) — the economy shield against low-price rivals.
Guideline: defend 63.74% category share, recover food service, and open a flexitarian front.
Kids' range with Pati Nuggets; Mr. Cook for practicality; Veggie Deli launched with a 12 TM/year target on a $4X K plan — digital, influencers and sampling rather than mass media.
Guideline: hold leadership in jams, take second place in mayonnaise, mustard and tomato sauce, innovate in product and packaging.
The most trade-heavy plan in the portfolio: $4XX K of the $6XX K sits in trade, concentrated in the four supermarket chains. Includes the brand-equity and product-test research budget.
Guideline: enter canned fish as a quality reference against the established players, and complement it with differentiated frozen.
The most aggressive growth rate in the plan. Target: 1% of the category = 613 TM of tuna and sardine. Priced at a deliberate +15% premium.
Pet food ran as its own six-brand portfolio — Procan, Avant, Compa, Procat, Chiki and Derby — at roughly $1.XX M, covering premium, economy, cat, and an equine nutrition brand. Pandemic-era pet adoption grew the category and a competitor was widening its range fast, so the plan was written around defending leadership tier by tier rather than brand by brand.
The difference between approving a plan and running one. These three I owned: portfolio definition, pricing, channel, creative, internal launch and the commercial mechanics behind them.
100% supermarket channel, which holds 51% of cold cuts in value. Against the grilling-sausage incumbents.
| SKU | Retail price | Trade price | Target |
|---|---|---|---|
| Jalapeño cheddar chorizo · 400 g | $5.15 | $4.72 | 680 kg/mo |
| Fine herbs chorizo · 400 g | $5.15 | $4.72 | 1,975 kg/mo |
| Chistorra · 250 g | $3.72 | $3.10 | 980 kg/mo |
| Butifarra · 250 g | $4.28 | $3.55 | 1,000 kg/mo |
| 4 SKUs | — | — | ~4.6 TM/mo |
Launch mix: key visual, video across social and video platforms, grilling and foodie influencers, in-store sampling, and an internal launch — mailing plus a gift box to the business, on the line "the best ones carry the family name". Sales objection handled up front: premium price, but the campaign pulls the demand.
Insight: 77% of the target say they look after their health and 96% consider nutrition vital — but turkey was stuck as a Christmas product. The job was to make it ordinary.
| SKU | Retail price | Trade price | Target |
|---|---|---|---|
| Turkey sausage · 200 g | $2.88 | $2.65 | 878 kg/mo |
| Breakfast sausage · 200 g | — | — | 700 kg/mo |
| Turkey bacon · 200 g | $4.80 | $4.40 | 500 kg/mo |
| Breast ham · 3.5 kg | $20.22/kg | $18.55 | 3,911 kg/mo |
| Leg ham · 3.5 kg | $19.69/kg | $18.06 | 731 kg/mo |
| Light breast & light sausage | $4.53 / $5.24 | $4.16 / $4.81 | reformulation |
| 5 new SKUs + 2 reformulations | — | — | ~6.7 TM/mo |
New formula: smoked note, artisanal netting, low fat, protein as first ingredient. Campaign #MONDAYMOOD — the clearest expression of the strategy, because Monday is exactly the day a Christmas product has to earn.
A repositioning, not a campaign: from "deliciously trustworthy" to the category's national brand. Brand equity was slipping — salience down from 49% to 46%, with shoppers drifting to unbranded pork.
total campaign investment
TRPs across two television commercials, including the cooking-show block
branded trucks, plus 9 billboards and 61,600 screen spots a month
TM/year target, taking share to 20.4% — a full point
Built around a national cooking-show chef surprising families mid-cook with the question the category actually lives on — "so what am I making today?" — across four everyday scenes, backed by a 40-recipe book built on traditional dishes. Media split: $4XX K television, $5X K fleet, the rest digital and production.
As Digital Strategy & CRM Manager in corporate marketing, my function was transversal to every plan on this page: the owned channels, the 250,000-record consumer base and its 2.8 million emails a year, the paid digital layer, the social listening, and the digital support behind each launch in the portfolio.
On top of that ran direct ownership of the three launches above — which is the part I would want a hiring committee to press me on, because directing a plan and implementing one are different jobs and only the second teaches you what a price list does to a creative idea.
Objectives, budget and channel role per brand, in one document.
Allocation with a reason that survives the meeting.
One cycle, thirty brands, one measurement.