Problem Statement VIACTIV is in a downward spiral

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

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

VIACTIV Brand Footprint

TVC Caltrate TVC

Packaging vs

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

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

Our Proposal and Rational Test & learn 2 different options: 1. Reposition the brand to better emotionally align with the female target • Name, packaging, communication • Alternative claims 2. Refocus the brand from mass to professional • Reorient BME toward a 100% focus on Professionals and sampling • Tele-detailing, e-detailing

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

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

#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)

#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)

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