WOLFF OLINS ON BRAND 2011

AMBITIOUSFOR CLIENTSOPTIMISTICFOR THE WORLD

WE ARE LIVINGIN UNBELIEVABLYEXCITING TIMESCHANGE PRESENTSBUSINESS ANDSOCIETY WITH BIGCHALLENGES ANDEXTRAORDINARYNEW OPPORTUNITIES

WE HELP OURCLIENTS BUILD:CATEGORY DEFININGMARKET LEADINGGROWTH DRIVINGIMPACT MAKINGGAME CHANGINGBRANDS

OUR VALUE WE HELP AMBITIOUSLIES IN UNIQUELY CLIENTS SEIZEFRAMING NEW WHAT’S NEXT INOPPORTUNITIES ORDER TO REINVENTTO HELP CLIENTS THEIR BUSINESS,CAPITALIZE ON REINVENT THEIRCHANGE CATEGORY OR INVENT THE FUTURE

IMPACTCITIBANK TATE (RED) ALDAR AOL HUMANIZING RE-IMAGINING 2 MILLION CUSTOMERS URBAN $160 RE-POSITIONINGFROM 57TH IN THE 1ST MONTH DEVELOPMENT IN DOHA RE-BOOTINGTO 1ST We helped Tate democratize art and create a museum for the many, not MILLIONCiti regained its edge in the for the few, creating the world’s most visited modern art gallery. RAISEDcrowded Japanese retail banking With (RED) we built a new charityenvironment by radically model; using the collective power ofre-imagining the customer BEELINE world-class brands to deliver a PWC RUSSIA’S MOST CREATING NEW VALUEexperience using unique behavioral VALUABLE BRAND sustainable source of funding to FOR CLIENTSinsights and technology. fight HIV/AIDS in Africa.ORANGE MERCEDES MATHAF A BOLD SYMBOL OF CHANGE$26 BILLION UNILEVER 3 NEW BUSINESSES IN 6 WEEKS A PLATFORMIN 6 YEARS FOR GROWTH AND INNOVATIONOrange made telecommunications about people and We helped Mercedes build new revenue, audience andoptimism. It grew from 4th entrant to market leader, and reputation by creating 3 new businesses that both leverage6 years later was valued at $26 billion. core brand equities and solve customer challenges.LONDON 2012 OI NEW MUSEUM 600% MORE TARGET£400 MILLION BRAZIL’S MOST VISITORS UP&UPRAISED ADMIRED 400% MORE SALES UPIN 1 YEAR COMPANY MEMBERS 21%We helped London 2012 redefine We helped the New Museum becomethe Olympics as a platform for We created mobile brand Oi for a world art institution, a first-choice We rationalized Target’s own brandaudience and partner participation. Brazil Telco Telemar, capturing cultural destination and a catalyst portfolio from 120 brands to 30 and“everyone’s Olympics” is the best nearly 20% of the Brazilian market for contemporary art in New York City. reinvented its core private-labelfunded, and most inclusive games in its first year. Oi later became the It had 600% more visitors, 400% more brand. Up&Up achieved record-highin history. brand for all of Telemar’s services. members. customer recommendation.

(RED) Brand Strategy Brand Purpose Brand Values Product Strategy Brand Identity Partner Engagement GuidanceAmbition(RED)’s ambition was to harness the power of the world’s greatestcompanies to help eliminate AIDS in Africa. To do this, it created both anew business model and a new brand model to achieve three goals: delivera source of sustainable income for the Global Fund, provide consumerswith a choice that makes giving effortless and, last but not least, generateprofits and a sense of purpose for partner companies.The first challenge was to get the all-important founding partners on board.So we helped Bobby Shriver and Bono paint a vision of what (RED) could be.This vision of the future provoked Amex, Converse, Emporio Armani and Gapto take the plunge.We built the brand around the idea that (RED) inspires, connects andgives consumers power, with a unique brand architecture that unitesparticipating businesses by literally embracing their logos to the power(RED). Many partners have gone the extra mile and manufactured productsor packaging in African countries, generating jobs and opportunities forlocal people.Within the first five weeks of the US launch, the (RED) brand registered30% unaided awareness. (RED) is now a real phenomenon, with over1 million fans on Facebook. (RED) partners include some of the world’s mosticonic brands — including American Express, Apple, Converse, Dell,Emporio Armani, Gap, Hallmark, Nike, Penguin and Starbucks — who giveup to 50% of their profi ts on exclusive products to the Global Fund to investin HIV and AIDS programs in Africa. Since its launch in 2006, (RED) hasgenerated over $160 million for the Global Fund- which is more than mostindividual countries donated in the same period. To date, (RED) has savedover 5 million livesA NEW MODELFOR CONSCIOUSCOMMERCE

GE Brand Strategy Brand Architecture Brand Identity Employee Training Employee Engagement Advertising Guidelines Packaging SystemAmbitionWith 300,000 people in 174 countries and 3,500 businesses, all numberone or two in their markets, GE defined the 20th-century corporation.With the transfer of leadership from Jack Welch to Jeff Immelt, GE waspoised for transformation: From manufacturing to technology and service.From US-centric to an emphasis on Asia and Europe. From a businessdriven by organizational silos to greater focus on the customer. From anunder-leveraged, atomized Old World brand to 21st-century powerhouseof innovation and impact.ActionWe worked with GE to create a market-facing brand architecture thathugely simplified its portfolio of businesses into solution platforms forcustomers. This allowed GE to enhance existing relationships withbusinesses and develop new relationships with customers. We created amodern identity that liberates and celebrates the GE monogram and that’sflexible enough to work with everything from jet engines to light bulbs. Wetraveled the world to excite GE leaders about the brand idea “imaginationat work,” and defined with them how the brand should be made realthroughout the business.ImpactGE was named “most admired company” for two consecutive years byFortune magazine. Its now pitching to countries and governments, usingits newfound ability to bring unified solutions to its customers. $25 billionin additional revenues have been added by 85 “Imagination Breakthroughs,”inspired by the brand idea, “Imagination at work.” Since the launch of thenew brand, GE’s revenues have increased consistently at an average rate of10% per year, reaching a phenomenal value of $183 billion in 2008. Aftera remarkable increase of 29% between 2002 and 2008 in brand value, GEis now the fifth largest brand in the world, valued at $43 billion in 2010.BRAND REINVENTIONFOR THE21ST CENTURY

MERCEDES Brand Strategy Brand-Led Innovation Business Model Design Brand Experience DesignAmbitionIn 2007, Daimler set up a team of senior executives to develop newgrowth initiatives beyond the world of cars. Having identified the brand asone of the most important assets to leverage, the Business Innovation teamapproached Wolff Olins to help develop appropriate businesses to generatenew and profitable growth without putting one of the world’s most iconicbrands at risk.ActionWolff Olins developed a brand-led innovation framework that ensures thateach venture protects the Mercedes-Benz brand, leverages what is tangiblyspecial about it (e.g., German engineering), gives the brand new relevancein the world (attracting younger customers and building new sustainabilitycredentials) and makes money (with a return on sales of 20% or more).Working with Daimler’s Business Innovation team and the leaders of thebusiness in the UK, US, China and Japan, we developed 10 new businessesto pilot. In January 2009 (10 months after the commencement of theproject), Daimler launched solutions for family mobility at the Mercedes-Benz brand center in Surrey, UK.ImpactThe 2009 launch of Kinderclass has already led to a significant increase inthe sale of child safety accessories and continues to attract young familiesto the Mercedes-Benz brand. The Driving Academy is engaging studentsand parents alike and is helping Mercedes-Benz build relationships withyounger audiences, while raising the standards of driver education. TheTimes of London credited the brand for “highlighting a huge and longignored problem.” The Academy aims to have 1,000 franchises by 2015 andby August 2009 had already received 200 franchise applications.NEW BUSINESSESNEW AUDIENCESNEW REPUTATION

UNILEVER Brand Purpose Brand Identity Employee Engagement Environmental Branding Brand LaunchAmbitionUnilever is big. 150 million times a day in 150 countries people chooseto make Unilever brands part of their lives. But in the consumer goodsindustry, growth is hard. Unilever decided that it was too diffuse, with toomany brands, and with no unifying driver of growth. Unilever wanted tobecome a single-minded, idea-led growth business.ActionWolff Olins helped Unilever change, from an invisible owner of brands toa much more visible business, leading its brands through a single idea:“adding vitality to life.” We created a visual identity that expresses “vitality”that is starting to appear on every Unilever product. Under this banner, wealso worked on dozens of projects to put vitality at the heart of theorganization from designing workplaces to transforming the recruitmentprocess to training employees how to pass on the stories that underlie theidea. And we’ve helped Unilever invent new products and projects thatdeliver vitality.ImpactSince implementing the Vitality brand idea, Unilever’s operating profit hasincreased at an average rate of more than 15% a year, for four consecutiveyears. Every Unilever business, from China to Argentina, has embraced theVitality brand idea and is using it to determine which businesses to investin, which to exit from and where to innovate. An incredible €1.2 billion ofadditional annual revenue has been generated since the introduction of thenew brand idea, driving Unilever’s profits to new heights.A PLATFORM FORGROWTH ANDINNOVATION .

NEW MUSEUM Brand Purpose Brand Identity SignageAmbitionThe New Museum of Contemporary Art is New York City’s only museumdedicated exclusively to showcasing contemporary art. It’s an adventurous,progressive institution with an internationally renowned program.In a city overly saturated with cultural institutions, we faced an excitingchallenge: Create a brand that would drive the museum’s vision and ambitionto become a world player in contemporary art and a first-choice, 21st-centurycultural destination.ActionBased on the idea of “new art and new ideas,” our first step was to simplifythe name to loosen up the museum’s institutional feel. More importantly,this broadened their scope from the narrow definitions of an art museum tobecoming recognized as a cultural hub.In an exciting collaboration with the museum, we created a visual expressionthat features a spectrum of color and language and a logo that literally movesand flexes to welcome new artists and audiences and to announce new artand the new museum. The mantra “open, fearless and alive” quickly becamean invaluable tool for internal decision-making.ImpactThe award-winning identity system captured the immediate attention, heartsand minds of onlookers and museum lovers. The New Museum now has threetimes as many visitors as the iconic PS1 MOMA in NYC, and its opening onthe Lower East Side of Manhattan has created an unprecedented growth ofcontemporary art in the neighborhood, which is now home to over 60 galleries.The New Museum — the place and the brand — continues to self-renew,opening the doors to future creative collaborations and inviting in new art andnew ideas.600% MORE VISITORS400% MORE MEMBERS

TARGET Brand Architecture Portfolio Rationalization Private Label Brand CreationUP&UP Packaging SystemAmbitionIn 2006, Target came to Wolff Olins with the challenge of creating anarchitecture for its own brand portfolio that would enable it to achieve a newlevel of growth. Our work led to a range of recommendations to simplify andupgrade Target’s own brands. One of the central insights was that Target hadthe opportunity to re-energize its presence in everyday items by creating anew, vibrant brand that would directly appeal to their female guests’ needs.The ambition was to create a new brand spanning all Target products incleaning, beauty, personal care and pharmacy that would drive growth bycreating new levels of guest loyalty and purchase frequency.ActionWe worked with Target’s senior management to define how the essenceof the Target brand should be applied to its own brands. We conductedboth quantitative and qualitative analysis to understand the competitivelandscape, consumer needs and Target’s unique advantages. The keyinsight uncovered that no retailer was providing consumables that deliveron the three core customer needs of value, ease and connection, a positionthat Target was able to own. These learnings led to the strategy of bringinga helpful, positive attitude to daily purchases, and the brand name Up&Upwas brought to life through new packaging design, messaging strategiesand online strategies.ImpactTarget’s private label Up&Up launched in April 2009 and has since propelledTarget to one of the most valuable retail brands in the US. In 2009, the brandregistered a 14% increase in comparable sales. By July 2010, comparablesales were already 21% higher than the previous year. “We believe that[Up&Up] will stand out on the shelf, and is so distinctive that we’ll get newguests that will want to try it that maybe didn’t even notice the Target ownbrand before,” said Kathee Tesija, executive vice president of merchandisingfor Target. Target is continuing to add new categories to the Up&Up brand asit has garnered considerable consumer interest, with record-high customerrecommendation levels..SALES UP 21%RECORD CUSTOMERRECOMMENDATION .

AOL Brand Strategy Brand Architecture Brand Identity Employee Engagement Advertising B2B Marketing Events and Experience Design Product Concept/DesignAmbitionIn December 2009, global web services business AOL departed from its parentcompany, Time Warner. With a brand name synonymous with Internet access,AOL looked to Wolff Olins to assist it in re-shaping perceptions of the brandaround the very different business it is actually in. New CEO Tim Armstrong’snew mission reflected this strategy: To inform, entertain and connectthe world — not with more of the same, but with extraordinary contentexperiences. AOL works with the best collection of journalists, artists andmusicians to create 80% original content.ActionThe brief to Wolff Olins was to help make AOL a media company for the21st century. At the IPO, Wolff Olins’ first task was to create a forward-thinkingbrand identity that reflected the importance of creativity and originality.As AOL is content, it made sense to invent an identity that acted as a platformfor content. A brand identity that subsequently went on to win prestigiousawards from both AIGA and Cannes Lions as well as being featuredin trade and art publications. Named “best identity of 2010” by influentialidentity blog Under Consideration, this was just the beginning of our work.ImpactWolff Olins continues to work with AOL across a full range of projects aimedto rapidly evolve the AOL brand — from internal programs to energize theorganization to external marketing programs, such as AOLartists.com(930,000 unique visitors in the first six months). We designed initiatives, suchas the 30 second weekly news roundup of what’s happening in the world.We created partnerships such as AOL Originals with Chuck Close, the 25 for 25grants program to infuse creativity in everything AOL does. And it’s starting topay off — 40% of AOL users surveyed in October 2010 described the AOLbrand as creative; and by the end of 2010, AOL was the only major brand tohave a better “buzz” score than major online brands like Google, Facebook andYahoo! according to Brand Index.RE-IMAGINEDRE-POSITIONEDRE-BOOTED

LIVING PROOF Brand Strategy Brand Identity Product Naming Packaging Design Retail Experience Digital ExperienceAmbitionLiving Proof started with a molecule, and some chemistry between like-minded individuals in Cambridge, MA. They came together, under the nameAndora, as outsiders with absolutely no preconceived notions about whatcould and couldn’t be done in the beauty industry. They shared one clearambition: To cure the most common hair and skin ills of the beauty frustrated,one product at a time, once and for all, and to become the nextbig beauty company as a result.ActionArmed with a lab full of radical, never-before-seen technologies, access tosome of the best life scientists in the world and an initial product line nearlyready for consumers, Wolff Olins helped to build and guide the entire brand,from top to bottom. We started by doing a lot of homework. We took a deepdive into the world of beauty, ran diagnostics on the competition and went wellbeneath the skin of consumer needs to find real insights. We observed thatthe beauty industry largely ignored or committed to the basic needs ofconsistency, simplicity, confidence, truth and responsibility. We developed thebrand idea — solving problems and the brand name “Living Proof” based onthe idea that the products produced results you can see from across a room.ImpactLiving Proof has achieved unparalleled success. It received Allure Magazine’sBeauty Award three years in a row, including the Beauty Breakthrough Awardbefore the first product (No Frizz) had even hit the shelves. Living Proofwas the 2009 number one haircare launch in Sephora, achieving sales of$1.4 million in only six months. The No Frizz line is now sold in Sephora storesaround the world, and the new Full mousse product is the fastest-sellingSKU that Sephora carries. Living Proof has also received wideacknowledgement in the design world after winning a prestigious ArtDirectors Club Silver Cube, a One Show Bronze Pencil and a coveted D&ADAward for its packaging, created and designed by Wolff Olins.PROBLEM SOLVINGCATEGORY BUSTINGAWARD WINNING

NYC Brand Strategy Brand IdentityAmbitionThere’s only one New York City. But within that one city are five boroughs,approximately 191 neighborhoods, nearly a million buildings and over8.2 million people. Each individual has his or her own New York.Within the mind of every New Yorker resides a different version ofNew York City. It’s a place loved in 138 different languages and viewed throughan almost infinite mix of cultures, ideologies and ways of life. Everyone livingside by side.This kaleidoscopic quality is one of the great things about this city.It’s the very thing we love. But it also makes it difficult to represent. There isno one symbol, no one logo or brand that means New York City to everyone.ActionTo create a brand for New York City, the challenge was not to define a purpose,but to capture an essence. This was articulated by the idea: “only one, but noone NYC.”The resulting brand identity has now been embraced not just by New YorkCity’s official marketing, tourism and partnership organization, NYC &Company, but across many city departments.ImpactFrom what was once many disparate and confusing identities, the NYCbrand has become the singular and strong voice for the city. It is now usedacross a range of city-wide initiatives, including greenNYC, BeFitNYC andmilliontreesNYC. The new brand has driven tourism marketing, and comesalive in the city’s visitor center, NYCgo. In 2007, the year following the launch,the number of visitors to the city increased by 5%, resulting in the creation of350,000 jobs. 2010 became a record breaking year, with 49 million visitors,generating $31 billion in visitor spending and propelling New York City to themost popular tourism destination in the US for the first time in 20 years.BRANDINGTHE UNBRANDABLECITY

OI Brand Strategy Brand Identity Communications Packaging Retail ConceptsAmbitionIn 2001, the Brazilian telecom giant Telemar decided to launch a new mobilephone service. In a market dominated by formal and formulaic brands,Telemar wanted to be very different.ActionWolff Olins started by defining a brand idea that captured this ambition:Cut the crap. We created a name for the new brand (Oi means “hi”), andits visual identity, brand language, communication style, packaging and manyother brand applications. More than 2.2 million people signed up in the firstyear — almost 20% of the Brazilian market and 4 times more than the target.Oi successfully took customers away from other networks; 75% of Oi’scustomers left other providers to join Oi. The launch was so successful thatin 2007 Oi became the brand for all of Telemar’s fixed line, broadband andmobile services. Wolff Olins developed the brand strategy, brand architectureand visual expressions for this new, bigger Oi.ImpactIn December 2002, the Brazilian business newspaper Istoé Dinheiro called thenew brand a “phenomenon” and it has continued to perform phenomenallysince. Oi is now the largest telecom provider in South America, with14 million fixed-line and 17 million mobile customers.OWNING“HELLO”

OUR RECENT AWARDSAIGA, IDENTITY SYSTEM, CROSS-MEDIA, BRANDING CATEGORY — AOLBRAND (2010) /// ONE SHOW BRAND CERTIFICATE OF MERIT — AOL(2010) /// CANNES LIONS, REBRAND DESIGN, BRONZE — AOL (2010) ///D&AD AWARD, PACKAGE DESIGN —LIVING PROOF (2009) /// ARTDIRECTORS CLUB CUBE, SILVER — LIVING PROOF PACKAGE DESIGN(2009) /// THE ONE SHOW PENCIL, BRONZE —LIVING PROOF PACKAGEDESIGN (2009) /// CREATIVE REVIEW ANNUAL GRAPHIC DESIGN AWARD— NYC (2008) /// D&AD BRANDING/EXISTING BRAND SCHEMES AWARD— NEW MUSEUM & NYC (2008) /// ART DIRECTORS CLUB, CORPORATEAND PROMOTIONAL DESIGN AWARD: LOGO/TRADEMARK — NYC(2008) /// AIGA AWARDS, IDENTITY GUIDELINES MANUAL, BRAND ANDIDENTITY SYSTEMS — NEW MUSEUM (2008) /// TYPE DIRECTORS CLUB,TYPOGRAPHIC EXCELLENCE AWARD — (RED) & NEW MUSEUM (2008) ///CORPORATE DESIGN AWARD, INTERNATIONAL MUSEUMCOMMUNICATION INTEGRATION CATEGORY — SOUTHBANK CENTRE(2007) /// DBA DESIGN EFFECTIVENESS, CORPORATE/BRAND IDENTITYAWARD — WE ARE MACMILLAN CANCER SUPPORT (2007) /// D&AD NEWBRANDING SCHEMES AWARD — (RED) (2007) /// AIGA AWARDS, BRANDAND IDENTITY SYSTEMS DESIGN AWARDS — OI (2007) /// BRANDREPUBLIC, DESIGN AGENCY OF THE YEAR (2006) /// DESIGN WEEKBENCHMARK AWARD, BEST IN CATEGORY — MACMILLAN CANCERSUPPORT (2006) /// AIGA AWARDS, BRAND AND IDENTITY SYSTEMSDESIGN — CARTER’S (2006) ///

150 APEOPLE WORLD VIEW21LANGUAGES3OFFICES1BUSINESS

Michael Wolff and Wally Olins set up Wolff Olins in 1965. We started the 90s with Europe’s biggest corporate identity project, BT, and then morphed into branding with Orange, thenIn the 60s, we did convention-breaking design work for big Heathrow Express. And we closed the decade by opening incompanies like BOC, for government bodies like Camden… New York.and for the Beatles.In the 70s, we pioneered corporate identity for P&O. In the 00s, we really changed the game, with GE, Oi, PwCAnd with tough economic times in Britain, we moved and (RED) in the Americas. Beeline, London 2012, Macmillan,into France with Renault and Germany with Aral. Sony Ericsson, Tate and Unilever in Europe. And Airtel, Sony, Tokyo Metro and Wacom in Asia.The 80s was the great age of corporate identity. Wally wrotethe book. We worked For 3i, Q8 and Prudential. Repsol took Recently we have helped to define what it means to be aus into Spain. And we created a little banking brand in Britain modern Arab brand, with Aldar and Mathaf. We created India’scalled First Direct. most successful brand with Tata Docomo. And are working at the bleeding edge of new media and technology with clients such as Skype, AOL and Microsoft.

WE WILL HELP YOU EXPAND YOURAMBITION THROUGH A BOLDER,BRAND-LED STRATEGY.WE WILL HELP YOU CREATE BETTERPRODUCTS AND SERVICES THROUGHBRAND-LED INNOVATION.WE WILL USE THE POWER OF BRANDTO DELIVER TRANSFORMATION INSIDEYOUR ORGANIZATION.AND WE WILL HELP YOU TAKE YOURPLACE IN THE WORLD THROUGHA STRONGER BRAND EXPRESSION.IF YOU NEEDA GAME-CHANGINGBRAND TO DRIVEYOUR BUSINESS,WE ARE THERESPONSIBLE CHOICE

ALL OF APPLE NEW YORK CITY ADIDAS OI AOL ORANGEOUR CLIENTS APPLE RECORDS PEPSICO ATHENS 2004 PG&E AMEX PWCSHARE BARCLAYS (RED) BEELINE REPSOL BLOOMINGDALE’S REUTERSAMBITION BOOZ & COMPANY ROYAL MAIL CARREFOUR SKY CITI SKYPE CURRENT TV SMITH & NEPHEW DIAGEO SONY EXPEDIA SONY ERICSSON FRITO-LAY STAPLES GE STARBUCKS HERO HONDA TARGET JETBLUE TATA DOCOMO LLOYDS TSB TATE LONDON 2012 TELENOR MATHAF TESCO MCDONALD’S TOKYO METRO MERCEDES-BENZ UNICEF MICROSOFT UNILEVER NBCUNIVERSAL VISA MOVISTAR VIVO NEW MUSEUM WACOM

THERE’S NO ONEWAY TO BUILDA GREAT BRANDWE DESIGN OURPROCESS AND TEAMTO MEET YOURUNIQUE CHALLENGEAND DELIVERPOSITIVE IMPACT

CEO FAQGrowing & innovating:– How can we grow now that we are coming out of the recession?– How do we better monetize without compromising what’s special about us?– How do we make massive change happen in an incremental world?– How do I innovate outside the category without doing something stupid?– Who should we partner with to develop more revenue?– How do I move into new markets and new categories?– How do we foster a more courageous, risk-taking culture?We believe innovation is the key to growth in the 21st century. As competitionintensifies, markets become saturated and growth slows. We believe achievingnew growth means finding new ways to delight your customers across one oftwo key dimensions:1. By intelligently extending your brand into new categories. From a product toa service as we did with Driving Academy for Mercedes-Benz, or from a me-toocopycat to a completely new brand as we did with Up&Up for Target.2. By reinventing an existing category. Reinventing charity, as we did withPRODUCT (RED) or reinventing art, as we did with the Tate.Setting vision & seeing change:– I’m a new incoming CEO — how do I set out my vision to galvanize the troops?– How can I engage my employees behind the brand?– How do I use this opportunity to engage with my staff, dealers and my customer’s customer?– How do we connect the employee experience to the customer experience?– How do I unify an organization thats grown by acquisition?– How can I get more synergies between different departments?– I’ve “done” my brand (I have the book and the visual identity). Now I need to change the business to deliver it. Can you help?– How do I create momentum for change internally?– How do I turn strategy into real impact?Vision should mean just that. Finding a vision for the future of yourorganization; of what it will do, of the role it can play in your customers’ lives.All too often, however, visions aren’t truly visionary. We work with our clients byworking with them to create a visionary view of the future of their business andtheir brand. A vision that can be clearly and easily communicated throughoutthe organization, which will inspire change within that business. As we’ve donewith AOL and with Skype. Of course, with a vision comes change. Here we workwith leadership teams to find the key levers of change and how to focus notonly on what to do but also on what not to do.

CEO FAQBetter managing your brand:– How do I move toward a single global brand?– How do I protect our brand image without creating a “police state”?– How do I create a coherent brand without compromising entrepreneurialism and individual responsibility?– How do I create an identity that fits my brand and embraces all the new digital touchpoints?There are many brand management challenges we see today. From how tocreate flexibility within a global brand to how to manage the explosion indigital touchpoints. Rather than a canned response, our approach is first tounderstand the business challenge and then work with you to create asolution that will assist in that challenge. Like creating a new kind of globaldigital guidelines for Citi, or helping Telenor create a flexible approach toglobal brand management.Ensuring you are fit for tomorrow:– We have fewer resources — how do we decide what we dont do in the future?– How do I succeed in the future?– How can I stay relevant?Human beings are notoriously bad at predicting the future, but this doesn’tmean your brand has to be based on the past. Instead we work with you tounderstand two very simple things. First, what is special about you — thoseunique capabilities and approaches that sit at the heart of your culture andwhich others would find hard to copy. Second, what the world needs; thosethings that are currently missing from the world. Using a deep customerinsight-led approach, we can help you to understand what your currentstrengths and weaknesses are and better understand the future directionyou need to go in in order to succeed. As we’ve done for AOL or for Skype.

WE’D LOVE TO TALKGilles GuilbertDirect: +1 212 471 1520Main: +1 212 505 7337gilles.guilbert@wolffolins.comWolff Olins200 Varick Street10th FloorNew York, NY 10014www.wolffolins.com

WOLFF OLINS ON BRAND 2011

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