EMBA London Residence Week   London, July 1999 Mark Brown Board Planning Director Leo Burnett, London
Advertising & Brand Strategies Towards C21st  <ul><li>Leo Burnett - who we are </li></ul><ul><li>Preparing for the New Con...
WHO WE ARE
Helped Build Some of the World’s Most Valuable Brands Source:  Financial World WHO WE ARE
Build Strong Brand Relationships <ul><li>Our mission is to create deep, enduring relationships between users and brands… <...
Agency Vision <ul><li>To be an indispensable source of our clients’ competitive advantage </li></ul>WHO WE ARE
In short, Blue Chip Roster of 18 Global Full-Service  Clients WHO WE ARE
Proof of Performance in Successful Partnerships <ul><li>Worldwide, over 500 brands ranked #1or #2 </li></ul><ul><li>Averag...
We Build Global Icon Brands WHO WE ARE
Billings 1998    $ 6,810 1997    $ 5,980 1996   ...
WHERE WE ARE
88 Offices Around the Globe A Network that Networks WHERE WE ARE                             ...
North America WHERE WE ARE <ul><li>Chicago </li></ul><ul><li>Detroit </li></ul><ul><li>Los Angeles </li></ul><ul><li>Miami...
Central America <ul><li>Guatemala City  </li></ul><ul><li>Managua </li></ul><ul><li>Mexico City </li></ul><ul><li>Panama C...
South America <ul><li>Asuncion </li></ul><ul><li>Bogota </li></ul><ul><li>Buenos Aires </li></ul><ul><li>Caracas </li></ul...
<ul><li>Amsterdam </li></ul><ul><li>Brussels </li></ul><ul><li>Copenhagen </li></ul><ul><li>Dublin </li></ul><ul><li>Frank...
<ul><li>Athens </li></ul><ul><li>Bratislava </li></ul><ul><li>Bucharest </li></ul><ul><li>Budapest </li></ul><ul><li>Istan...
Middle East and Africa <ul><li>Beirut </li></ul><ul><li>Cairo </li></ul><ul><li>Damascus </li></ul><ul><li>Dubai </li></ul...
Asia <ul><li>Bangkok </li></ul><ul><li>Beijing </li></ul><ul><li>Calcutta </li></ul><ul><li>Dhaka </li></ul><ul><li>New De...
Australia <ul><li>Adelaide </li></ul><ul><li>Brisbane </li></ul><ul><li>Melbourne </li></ul><ul><li>Sydney </li></ul><ul><...
WHO I AM
S “ Preparing for the New Consumer Age.”
<ul><li>Life at the end of the 20th Century  </li></ul>
 
<ul><li>Science  Fact  NOT  Science Fiction... </li></ul>
<ul><li>Understanding our world today... </li></ul>
<ul><li>Change </li></ul>
<ul><li>“ When the world changes fundamentally, survival depends on fundamental change.” </li></ul>
“ It’s as if several tornadoes were coming together at once.  Individually their force might not be very powerful, but tog...
<ul><li>Consumers are ‘Pulling’ change </li></ul>
<ul><li>Clients are ‘Pushing’ change  </li></ul>
<ul><li>Technology </li></ul>
<ul><li>No guarantee of future market dominance... </li></ul>
<ul><li>Alliance Advantage </li></ul>
 
The consumer at the centre of the world
Privatisation of Risk
Contradictory consumer <ul><li>Consumers are more demanding …. but they are also more ‘satisfied’ </li></ul><ul><li>Consum...
<ul><li>The old stereotypes don’t work ... </li></ul>
<ul><li>Too much choice? </li></ul>
Everyone is running out of time (% agreeing) 0 10 20 30 40 50 60 70 1991 1993 1995 1997 1998 52% 53% 57% 61% 63% Source: H...
Prepared to pay to avoid queuing <ul><li>Airport check in 26% </li></ul><ul><li>Leisure Park 24% </li></ul><ul><li>Cinema ...
Time as currency Time Pressure Spend time Time as currency Save time Invest time Value for time Time deepening e.g. Drivin...
<ul><li>Shift in the balance of power... </li></ul>
Risk Averse
Need for trust brands Source: The Henley Centre, Planning for Social Change 1998 Personal   responsibility Personal  conse...
<ul><li>Consumer strategies for dealing with overchoice. </li></ul>
Few of us are confident we will make the right choice <ul><li>Holiday 56% New car 18% </li></ul><ul><li>H’hold electrical ...
A market dominated by scares 0 10 20 30 40 50 60 70 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 I am never sure food i...
Dealing with overchoice
Dealing with overchoice <ul><li>“ I’m not going to listen (to authorities), I’ll just do whatever I feel” </li></ul><ul><l...
Dealing with overchoice <ul><li>“ I’m not going to listen (to authorities), I’ll just do whatever I feel” </li></ul><ul><l...
Dealing with overchoice <ul><li>“ I’m not going to listen (to authorities), I’ll just do whatever I feel” </li></ul><ul><l...
Dealing with overchoice <ul><li>“ I’m not going to listen (to authorities), I’ll just do whatever I feel” </li></ul><ul><l...
Modes serve as guides to consumption
Stores can’t meet the demand for organic food
<ul><li>Decision delegation... </li></ul>
<ul><li>Prepare for the age of the never satisfied consumer ... </li></ul>
<ul><li>Empowered consumers ... </li></ul>
<ul><li>Personal Power  @.com </li></ul>
<ul><li>The dawn of the New Consumer Age </li></ul>
<ul><li>Real time responsiveness </li></ul>
<ul><li>No hassle convenience </li></ul>
<ul><li>Discounting </li></ul>
<ul><li>“ Share what you know. Learn what you don’t. Consumer reporting from actual consumers.” </li></ul>
<ul><li>Mass customised choice </li></ul>
<ul><li>Ultra-service </li></ul>
<ul><li>World-class quality </li></ul>
<ul><li>Charter of demands for the New Consumer Age </li></ul>
<ul><li>A growing minority?... </li></ul>
 
<ul><li>Unprecedented choice </li></ul>
Simplification of choice <ul><li>“ One effect of fragmentation of consumer markets is that consumers become paralysed for ...
 
“ Brands as signposts ….”
From Trademark to Trustmark
Trust Management
Who do you trust?
Who do you trust to be honest and fair? Source: Henley Centre, Frontiers ‘99 (Eur8) 64 33 10 6 39 35 31 29 17 0 10 20 30 4...
 
The opportunity for brands <ul><li>Loss of Trust & No Partners </li></ul><ul><li>+ </li></ul><ul><li>Explosion of Choice &...
Brand evolution Source: Aaker; Frontiers 98/99 Brand as product  Brand as  user image Brand as personality  Brand as  orga...
Future brand evolution Source: Aaker; Frontiers 98/99 Brand as product  Brand as  user image Brand as personality  Brand a...
The consumer at the centre of the world
Conversation between the customer and the brand
<ul><li>Brands are ideas ... </li></ul>
<ul><li>Inform, Entertain…  SELL </li></ul>
“ A good basic selling idea, involvement and relevancy of course are as important as ever …”
“… but in the advertising din of today, unless you make yourself noticed and believed, you ain’t got nothin’.”
S “ Preparing for the New Creative Age.”
<ul><li>Impact of technology on advertising communications </li></ul>
<ul><li>From a monologue to a dialogue world... </li></ul>
<ul><li>Understand the new digital media... </li></ul>
<ul><li>Immediacy and impact... </li></ul>
<ul><li>The fourth era: The Creative Age </li></ul>
“ This is the age of creativity because that’s where new technology wants us to go next.” John Kao, Jamming
<ul><li>Exploiting new technology... </li></ul>
<ul><li>The age of golden opportunity... </li></ul>
<ul><li>An industry used to change... </li></ul>
<ul><li>A vision of the future... </li></ul>
 
<ul><li>Convergence... </li></ul>
<ul><li>Information </li></ul>
<ul><li>Information </li></ul><ul><li>Transaction </li></ul>
<ul><li>Information </li></ul><ul><li>Transaction </li></ul><ul><li>Communication </li></ul>
<ul><li>Information </li></ul><ul><li>Transaction </li></ul><ul><li>Communication </li></ul><ul><li>Entertainment </li></ul>
<ul><li>One core idea of and about the brand... </li></ul>
<ul><li>Brands will become more powerful in the digital world... </li></ul>
<ul><li>Velocity in advertising and communications </li></ul>
Planning for a New world of Brand Communications S
“ Markets change faster than marketing…” Kotler
C21st
<ul><li>“ The industry will change…” </li></ul>
<ul><li>“ Advertising will only be part of what we do... </li></ul>
<ul><li>“ Change or die…” </li></ul>
GROWTH
 
 
Four benefits of a strong brand <ul><li>1. Competitive shield </li></ul>
Four benefits of a strong brand <ul><li>1. Competitive shield </li></ul><ul><li>2. Elevates the buying decision </li></ul>
Four benefits of a strong brand <ul><li>1. Competitive shield </li></ul><ul><li>2. Elevates the buying decision </li></ul>...
Four benefits of a strong brand <ul><li>1. Competitive shield </li></ul><ul><li>2. Elevates the buying decision </li></ul>...
Collaboration
Thinking within the framework in which problems were created cannot solve problems ….
A simple common goal...
Inform Excite Motivate  SELL
Open-systems model
<ul><li>Hard Reality </li></ul><ul><li>Giant Step  </li></ul>
 
Unconfined by media
 
 
 
 
 
 
Holistic approach - everything contributes
Innovations Leo Direct Hard Reality @leoburnett BRAND Leo Burnett Advertising HOW WE WORK Life Brands The Lab Stars Leo Ev...
<ul><li>The Brand is at the heart of Leo Burnett </li></ul><ul><li>The best way to grow a brand is to have a cross-functio...
Case Study: McDonalds
Leo Burnett servicing McDonalds in many areas Brand advertising Promotional Advertising Promotional Merchandise Event Mark...
QUESTIONS? That’s all folks
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    1. 1. EMBA London Residence Week London, July 1999 Mark Brown Board Planning Director Leo Burnett, London
    2. 2. Advertising & Brand Strategies Towards C21st <ul><li>Leo Burnett - who we are </li></ul><ul><li>Preparing for the New Consumer Age </li></ul><ul><li>Preparing for the New Digital Age </li></ul><ul><li>Planning for a New World of Brand Communications </li></ul><ul><li>Case Study: McDonalds </li></ul>
    3. 3. WHO WE ARE
    4. 4. Helped Build Some of the World’s Most Valuable Brands Source: Financial World WHO WE ARE
    5. 5. Build Strong Brand Relationships <ul><li>Our mission is to create deep, enduring relationships between users and brands… </li></ul><ul><li>With daring, fresh, engaging ideas built on human truths…. </li></ul><ul><li>To create profitable, long-term growth for your business </li></ul>WHO WE ARE
    6. 6. Agency Vision <ul><li>To be an indispensable source of our clients’ competitive advantage </li></ul>WHO WE ARE
    7. 7. In short, Blue Chip Roster of 18 Global Full-Service Clients WHO WE ARE
    8. 8. Proof of Performance in Successful Partnerships <ul><li>Worldwide, over 500 brands ranked #1or #2 </li></ul><ul><li>Average client relationship is 16 years, vs. industry average of 5.3 years </li></ul>WHO WE ARE
    9. 9. We Build Global Icon Brands WHO WE ARE
    10. 10. Billings 1998  $ 6,810 1997  $ 5,980 1996  $ 5,821 1995  $ 5,387 1990   $ 3,585 1985  $ 1,868 1980   $ 635 1970   $ 392 1965   $ 185 1960   $ 117 1955   $ 70 WHO WE ARE
    11. 11. WHERE WE ARE
    12. 12. 88 Offices Around the Globe A Network that Networks WHERE WE ARE                                                               
    13. 13. North America WHERE WE ARE <ul><li>Chicago </li></ul><ul><li>Detroit </li></ul><ul><li>Los Angeles </li></ul><ul><li>Miami </li></ul><ul><li>Montreal </li></ul><ul><li>New York </li></ul><ul><li>Toronto </li></ul>      
    14. 14. Central America <ul><li>Guatemala City </li></ul><ul><li>Managua </li></ul><ul><li>Mexico City </li></ul><ul><li>Panama City </li></ul><ul><li>San Jose </li></ul><ul><li>San Juan </li></ul><ul><li>San Salvador </li></ul><ul><li>Santo Domingo </li></ul><ul><li>Tegucigalpa </li></ul>WHERE WE ARE         
    15. 15. South America <ul><li>Asuncion </li></ul><ul><li>Bogota </li></ul><ul><li>Buenos Aires </li></ul><ul><li>Caracas </li></ul><ul><li>Lima </li></ul><ul><li>Montevideo </li></ul><ul><li>Quito </li></ul><ul><li>Santiago </li></ul><ul><li>Sao Paulo </li></ul>WHERE WE ARE         
    16. 16. <ul><li>Amsterdam </li></ul><ul><li>Brussels </li></ul><ul><li>Copenhagen </li></ul><ul><li>Dublin </li></ul><ul><li>Frankfurt </li></ul><ul><li>Lisbon </li></ul><ul><li>London </li></ul><ul><li>Madrid </li></ul><ul><li>Milan </li></ul><ul><li>Oslo </li></ul><ul><li>Paris </li></ul><ul><li>Stockholm </li></ul><ul><li>Zurich </li></ul>Western Europe WHERE WE ARE                            
    17. 17. <ul><li>Athens </li></ul><ul><li>Bratislava </li></ul><ul><li>Bucharest </li></ul><ul><li>Budapest </li></ul><ul><li>Istanbul </li></ul><ul><li>Kiev </li></ul><ul><li>Moscow </li></ul><ul><li>Prague </li></ul><ul><li>Riga </li></ul><ul><li>Sofia </li></ul><ul><li>Tallinn </li></ul><ul><li>Vienna </li></ul><ul><li>Warsaw </li></ul><ul><li>Zagreb </li></ul>Central and Eastern Europe WHERE WE ARE                            
    18. 18. Middle East and Africa <ul><li>Beirut </li></ul><ul><li>Cairo </li></ul><ul><li>Damascus </li></ul><ul><li>Dubai </li></ul><ul><li>Harare </li></ul><ul><li>Jeddah </li></ul><ul><li>Johannesburg </li></ul><ul><li>Kuwait City </li></ul><ul><li>Tel Aviv </li></ul>WHERE WE ARE         
    19. 19. Asia <ul><li>Bangkok </li></ul><ul><li>Beijing </li></ul><ul><li>Calcutta </li></ul><ul><li>Dhaka </li></ul><ul><li>New Delhi </li></ul><ul><li>Guangzhou </li></ul><ul><li>Ho Chi Minh City </li></ul><ul><li>Hong Kong </li></ul><ul><li>Jakarta </li></ul><ul><li>Karachi </li></ul><ul><li>Kuala Lumpur </li></ul><ul><li>Manila </li></ul><ul><li>Mumbai </li></ul><ul><li>Seoul </li></ul><ul><li>Singapore </li></ul><ul><li>Shanghai </li></ul><ul><li>Taipei </li></ul><ul><li>Tokyo </li></ul>WHERE WE ARE                  
    20. 20. Australia <ul><li>Adelaide </li></ul><ul><li>Brisbane </li></ul><ul><li>Melbourne </li></ul><ul><li>Sydney </li></ul><ul><li>Wellington </li></ul>WHERE WE ARE     
    21. 21. WHO I AM
    22. 22. S “ Preparing for the New Consumer Age.”
    23. 23. <ul><li>Life at the end of the 20th Century </li></ul>
    24. 25. <ul><li>Science Fact NOT Science Fiction... </li></ul>
    25. 26. <ul><li>Understanding our world today... </li></ul>
    26. 27. <ul><li>Change </li></ul>
    27. 28. <ul><li>“ When the world changes fundamentally, survival depends on fundamental change.” </li></ul>
    28. 29. “ It’s as if several tornadoes were coming together at once. Individually their force might not be very powerful, but together they are awesome.” Robert Tucker, Managing the Future
    29. 30. <ul><li>Consumers are ‘Pulling’ change </li></ul>
    30. 31. <ul><li>Clients are ‘Pushing’ change </li></ul>
    31. 32. <ul><li>Technology </li></ul>
    32. 33. <ul><li>No guarantee of future market dominance... </li></ul>
    33. 34. <ul><li>Alliance Advantage </li></ul>
    34. 36. The consumer at the centre of the world
    35. 37. Privatisation of Risk
    36. 38. Contradictory consumer <ul><li>Consumers are more demanding …. but they are also more ‘satisfied’ </li></ul><ul><li>Consumers are more rational and growing more savvy …. but they are also often confused </li></ul><ul><li>Consumers say that they like personal approaches …. but remain suspicious of ‘relationship’ marketing techniques </li></ul>
    37. 39. <ul><li>The old stereotypes don’t work ... </li></ul>
    38. 40. <ul><li>Too much choice? </li></ul>
    39. 41. Everyone is running out of time (% agreeing) 0 10 20 30 40 50 60 70 1991 1993 1995 1997 1998 52% 53% 57% 61% 63% Source: Henley Centre
    40. 42. Prepared to pay to avoid queuing <ul><li>Airport check in 26% </li></ul><ul><li>Leisure Park 24% </li></ul><ul><li>Cinema 19% </li></ul><ul><li>Supermarket 18% </li></ul><ul><li>Bank branch 11% </li></ul>Source: Henley Centre/First Direct Time & Money Survey
    41. 43. Time as currency Time Pressure Spend time Time as currency Save time Invest time Value for time Time deepening e.g. Driving + making calls + listening to tape/news + escapism
    42. 44. <ul><li>Shift in the balance of power... </li></ul>
    43. 45. Risk Averse
    44. 46. Need for trust brands Source: The Henley Centre, Planning for Social Change 1998 Personal responsibility Personal consequences Trust gap Loss of trust Risk Explosion in choice No time No expertise No partners
    45. 47. <ul><li>Consumer strategies for dealing with overchoice. </li></ul>
    46. 48. Few of us are confident we will make the right choice <ul><li>Holiday 56% New car 18% </li></ul><ul><li>H’hold electrical goods 40% Life insurance 16% </li></ul><ul><li>Car insurance 35% Home computer/PC 16% </li></ul><ul><li>Travel ticket 34% Health insurance 14% </li></ul><ul><li>Home insurance 28% Mortgage 12% </li></ul><ul><li>General banking 22% Investment products 12% </li></ul>Source: Henley Centre Teleculture Futures
    47. 49. A market dominated by scares 0 10 20 30 40 50 60 70 '87 '88 '89 '90 '91 '92 '93 '94 '95 '96 '97 '98 I am never sure food is safe to eat I would pay more for food with no additives Source: Henley Centre
    48. 50. Dealing with overchoice
    49. 51. Dealing with overchoice <ul><li>“ I’m not going to listen (to authorities), I’ll just do whatever I feel” </li></ul><ul><li>Disengage </li></ul>
    50. 52. Dealing with overchoice <ul><li>“ I’m not going to listen (to authorities), I’ll just do whatever I feel” </li></ul><ul><li>Disengage </li></ul><ul><li>“ The whole system is rotten, and we have to replace it” </li></ul><ul><li>Alternative Philosophy </li></ul>
    51. 53. Dealing with overchoice <ul><li>“ I’m not going to listen (to authorities), I’ll just do whatever I feel” </li></ul><ul><li>Disengage </li></ul><ul><li>“ The whole system is rotten, and we have to replace it” </li></ul><ul><li>Alternative Philosophy </li></ul><ul><li>“ If brand X does it, it must be OK” </li></ul><ul><li>Prophet Seeking </li></ul>
    52. 54. Dealing with overchoice <ul><li>“ I’m not going to listen (to authorities), I’ll just do whatever I feel” </li></ul><ul><li>Disengage </li></ul><ul><li>“ The whole system is rotten, and we have to replace it” </li></ul><ul><li>Alternative Philosophy </li></ul><ul><li>“ If brand X does it, it must be OK” </li></ul><ul><li>Prophet Seeking “I just want the facts” </li></ul><ul><li>DIY Expert </li></ul>
    53. 55. Modes serve as guides to consumption
    54. 56. Stores can’t meet the demand for organic food
    55. 57. <ul><li>Decision delegation... </li></ul>
    56. 58. <ul><li>Prepare for the age of the never satisfied consumer ... </li></ul>
    57. 59. <ul><li>Empowered consumers ... </li></ul>
    58. 60. <ul><li>Personal Power @.com </li></ul>
    59. 61. <ul><li>The dawn of the New Consumer Age </li></ul>
    60. 62. <ul><li>Real time responsiveness </li></ul>
    61. 63. <ul><li>No hassle convenience </li></ul>
    62. 64. <ul><li>Discounting </li></ul>
    63. 65. <ul><li>“ Share what you know. Learn what you don’t. Consumer reporting from actual consumers.” </li></ul>
    64. 66. <ul><li>Mass customised choice </li></ul>
    65. 67. <ul><li>Ultra-service </li></ul>
    66. 68. <ul><li>World-class quality </li></ul>
    67. 69. <ul><li>Charter of demands for the New Consumer Age </li></ul>
    68. 70. <ul><li>A growing minority?... </li></ul>
    69. 72. <ul><li>Unprecedented choice </li></ul>
    70. 73. Simplification of choice <ul><li>“ One effect of fragmentation of consumer markets is that consumers become paralysed for choice. Faced with a jungle of choices, consumers will return to brands they trust.” </li></ul>Source: John Naisbitt
    71. 75. “ Brands as signposts ….”
    72. 76. From Trademark to Trustmark
    73. 77. Trust Management
    74. 78. Who do you trust?
    75. 79. Who do you trust to be honest and fair? Source: Henley Centre, Frontiers ‘99 (Eur8) 64 33 10 6 39 35 31 29 17 0 10 20 30 40 50 60 70 Your doctor Philips Sony Your church Danone Coca Cola McDonalds Current government Multinationals
    76. 81. The opportunity for brands <ul><li>Loss of Trust & No Partners </li></ul><ul><li>+ </li></ul><ul><li>Explosion of Choice & No Expertise </li></ul><ul><li>+ </li></ul><ul><li>Personal Responsibility & No Time </li></ul>
    77. 82. Brand evolution Source: Aaker; Frontiers 98/99 Brand as product Brand as user image Brand as personality Brand as organisation
    78. 83. Future brand evolution Source: Aaker; Frontiers 98/99 Brand as product Brand as user image Brand as personality Brand as organisation Brand as relationship Brand as life manager Brand as trust guide
    79. 84. The consumer at the centre of the world
    80. 85. Conversation between the customer and the brand
    81. 86. <ul><li>Brands are ideas ... </li></ul>
    82. 87. <ul><li>Inform, Entertain… SELL </li></ul>
    83. 88. “ A good basic selling idea, involvement and relevancy of course are as important as ever …”
    84. 89. “… but in the advertising din of today, unless you make yourself noticed and believed, you ain’t got nothin’.”
    85. 90. S “ Preparing for the New Creative Age.”
    86. 91. <ul><li>Impact of technology on advertising communications </li></ul>
    87. 92. <ul><li>From a monologue to a dialogue world... </li></ul>
    88. 93. <ul><li>Understand the new digital media... </li></ul>
    89. 94. <ul><li>Immediacy and impact... </li></ul>
    90. 95. <ul><li>The fourth era: The Creative Age </li></ul>
    91. 96. “ This is the age of creativity because that’s where new technology wants us to go next.” John Kao, Jamming
    92. 97. <ul><li>Exploiting new technology... </li></ul>
    93. 98. <ul><li>The age of golden opportunity... </li></ul>
    94. 99. <ul><li>An industry used to change... </li></ul>
    95. 100. <ul><li>A vision of the future... </li></ul>
    96. 102. <ul><li>Convergence... </li></ul>
    97. 103. <ul><li>Information </li></ul>
    98. 104. <ul><li>Information </li></ul><ul><li>Transaction </li></ul>
    99. 105. <ul><li>Information </li></ul><ul><li>Transaction </li></ul><ul><li>Communication </li></ul>
    100. 106. <ul><li>Information </li></ul><ul><li>Transaction </li></ul><ul><li>Communication </li></ul><ul><li>Entertainment </li></ul>
    101. 107. <ul><li>One core idea of and about the brand... </li></ul>
    102. 108. <ul><li>Brands will become more powerful in the digital world... </li></ul>
    103. 109. <ul><li>Velocity in advertising and communications </li></ul>
    104. 110. Planning for a New world of Brand Communications S
    105. 111. “ Markets change faster than marketing…” Kotler
    106. 112. C21st
    107. 113. <ul><li>“ The industry will change…” </li></ul>
    108. 114. <ul><li>“ Advertising will only be part of what we do... </li></ul>
    109. 115. <ul><li>“ Change or die…” </li></ul>
    110. 116. GROWTH
    111. 119. Four benefits of a strong brand <ul><li>1. Competitive shield </li></ul>
    112. 120. Four benefits of a strong brand <ul><li>1. Competitive shield </li></ul><ul><li>2. Elevates the buying decision </li></ul>
    113. 121. Four benefits of a strong brand <ul><li>1. Competitive shield </li></ul><ul><li>2. Elevates the buying decision </li></ul><ul><li>3. Provides a bridge to other markets </li></ul>
    114. 122. Four benefits of a strong brand <ul><li>1. Competitive shield </li></ul><ul><li>2. Elevates the buying decision </li></ul><ul><li>3. Provides a bridge to other markets </li></ul><ul><li>4. It’s a powerful glue </li></ul>
    115. 123. Collaboration
    116. 124. Thinking within the framework in which problems were created cannot solve problems ….
    117. 125. A simple common goal...
    118. 126. Inform Excite Motivate SELL
    119. 127. Open-systems model
    120. 128. <ul><li>Hard Reality </li></ul><ul><li>Giant Step </li></ul>
    121. 130. Unconfined by media
    122. 137. Holistic approach - everything contributes
    123. 138. Innovations Leo Direct Hard Reality @leoburnett BRAND Leo Burnett Advertising HOW WE WORK Life Brands The Lab Stars Leo Events Leo Sports
    124. 139. <ul><li>The Brand is at the heart of Leo Burnett </li></ul><ul><li>The best way to grow a brand is to have a cross-functional Brand Team managing it </li></ul><ul><li>The Brand Team works with the client to determine the optimum solution for the brand </li></ul>The Brand Team  HOW WE WORK
    125. 140. Case Study: McDonalds
    126. 141. Leo Burnett servicing McDonalds in many areas Brand advertising Promotional Advertising Promotional Merchandise Event Marketing Sponsorship Sports marketing Product development Retail planning Internet
    127. 142. QUESTIONS? That’s all folks

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