1. Introduction to Services
May 3, 2010
Submitted by: Tim Parr
Telephone: (415) 968-5040
E-Mail:
tim_parr@me.com
may 10, 2010 © 2010 Parr Goldman & Byrne, confidential and proprietary

2. CONTENTS
01 ABOUT PARR GOLDMAN & BYRNE
02 WHAT PARR GOLDMAN & BYRNE DOES
03 THINK OF IT THIS WAY...
04 SPECIFICALLY WHAT PGB DELIVERS
05 PRICING
may 10, 2010 © 2010 Parr Goldman & Byrne, confidential and proprietary

3. 2
01 ABOUT PARR GOLDMAN & BYRNE
PGB has traditionally worked along PG&B was originally founded in 2002 by Tim This track record of up-ending conventional thinking has
side leaders who face problems that Parr. The firm provides service in the areas of resulted in speaking engagements at trade events, col-
Brand Strategy, Outsourced Creative Services, leges, and conferences.
don’t neatly fit within the Marketing,
and long term strategy consultation. PG&B has
Design, or Strategy departments of a delivered solutions ranging from full creative Tim Parr has given lectures at the Stanford School of
company. services for multi-national corporations, to strat- Design, the San Francisco Academy of Art, the Califor-
egy implementation for 115 year old American nia College of Arts, Outdoor Retailer, Fly Fishing Re-
We start be clearly defining a well brands. The firm follows a multidisciplinary ap- tailer, and Interbike.
constructed vision based on the proach to inventing strong, clear visions and
delivering market success.
philosophies and mission that the
company faces. PG&B has created solutions for a wide range of
organizations. Clients include young start ups
We then create stories that translate such as the iconic bicycle brand SWOBO, to
how the company communicates industry leaders like PATAGONIA, and include
such remarkable heritage brands like FILSON,
and why your products matter.
L.L. BEAN, and GOORIN BROS....none of
which are younger than 115 years of age.
The goal is to complement the ra-
tional side of your business (that The firm’s work has not only resulted in radical
meticulously builds benefits and client success, but in radical changes to industry-
features into stuff), and build benefits wide assumptions and dynamics.
and features into YOU.
may 10, 2010 © 2010 Parr Goldman & Byrne, confidential and proprietary

4. 3
02 WHAT PARR GOLDMAN & BYRNE DOES
When PGB was originally hired by We all understand that great brands are not Not very efficient, and overall an unfortunate waste of
Patagonia, we were the only outside solely defined by the products that they pro- good people’s time.
duce, but also by big ideas and deep beliefs.
agency to ever work on the Patago-
These deep beliefs and big ideas are difficult to What we are hired to do is fairly simple:
nia brand in it’s 30+ year history. copy, sustainable over time, and our strategic
advantages for growing any company success- We allow all the people who manage your brand’s as-
We work closely with CEO’s, CMO’s, fully. sets, and company, to care about all the same stuff you
and founders to get people, prod- care about. All the time.
ucts, and communication all working We also know that if we were to create an
agreed upon bedrock of “truth” about your be-
towards the same big goal.
liefs and ideas…we could establish a point of
view, and trajectory, that all corners of the busi-
The firm has worked with a wide ness could embrace and develop. With that in
range of consumer product brands hand, employees, customers, and vendors have
that occupy an even wider range of an opportunity to be on the same page.
distribution. From Saks 5th Avenue,
The point of institutionalizing these beliefs is to
to R.E.I. , to specialty sporting goods provide a relevant tool that performs as a
channels, we’ve navigated them all “compass” to all creative (and operational) exe-
with success. cution within the company. It is a story for eve-
ryone to embrace and build upon.
Establishing a direction comes from defining a
vision, and realizing how that vision will be re-
flected in communication strategies, it’s opera-
tions (retail, web, etc.) and all product strate-
gies.
“Vision” is often a widely mis-understood and
mis-managed corporate asset that can be better
managed if it is better articulated.
It rarely is.
Usually we find wasted resources due to well
meaning employees, just trying to do the best
they can with the understanding that they ab-
sorb over time.
may 10, 2010 © 2010 Parr Goldman & Byrne, confidential and proprietary

5. 4
03 THINK OF IT THIS WAY...
SOUL (inner white circle):
This center of your universe is what
your company stands for above all
else. It’s what drives us.
.(/01)*2 CHARACTER (middle orange circle):
5-21'4:
Our character traits form a personal-
;0+8*-*< ity that contains many dimensions of
behavior. Your character must drive
%&'(')*+(
your communications and actions, or
30-*/(-'4 ,('-*
you’re creating a bunch of BS that
Here is a simple way of how some
5/-)+ %&'(')*+( %&'(')*+( A+B2-*+ your audiences will quickly recognize
of your companies deepest beliefs as such. These days, you’ve got to
,('-* ,('-*
(the soul of the company) will have be true.
a profound effect on your day to
day tasks.
Simple solution? Yes.
%&'(')*+(
,('-* !"#$ %&'(')*+(
,('-*
ACTIONS (outer brown circle):
Here are just some examples of what
we make and “do” every day in order
It has to be....it’s what started your to make it all come to life for people.
brand in the first place. %&'(')*+( %&'(')*+( .')@'9-89
Given the high cost of all these ac-
,('-* ,('-* tions, it’s amazing how little compa-
607+(*-2-89 %&'(')*+( nies invest in the other 2 parts of our
,('-* model.
>+*'-4: By defining every ring in detail, we
=+22'9+2 387-(/8?+8* maximize the effects that ALL of our
actions have across all parts of the
business.
may 10, 2010 © 2010 Parr Goldman & Byrne, confidential and proprietary

6. 5
04 SPECIFICALLY WHAT WE DELIVER
Some of the most respected com- DIAGNOSTIC 3 weeks project
panies ever built, have trusted PG&B Locating areas of interests and discussion.
with one of their greatest
assets...their names. We can schedule a half day that we spend at
your office, meeting with your team and discuss-
ing your business. We will then spend time for-
We deliver projects as brief as two
mulating some best practices in areas that we
weeks, or more commonly, we stay feel will need deeper investigation.
on-board to help navigate your posi-
tion we’ve helped define. Sometimes
for years. ARCHITECTURE 6-8 weeks project
Drafting what matters. Why it matters. How to
use what matters.
Whether it’s a new product launch,
or going back to re-install the deep First, there is the order of business of creating a
beliefs of a 120 year old institutional relevant position within the market that will
American brand, we have an ap- scale. This is us, with your team, coming up with
proach to solve some widely misun- a complete brand strategy that properly articu-
lates your vision and what it all means.
derstood practices.
BUILD monthly retainer
Putting understanding to work.
Design is communication. It is not the taste or
flavor of the moment. PGB will manage the crea-
tive that represents your business to ensure that
communication is appropriate and clear for your
target audiences.
MANAGE monthly retainer
Strategy + Design + Business
We work directly with you on brand issues tied
to daily opportunities and threats.
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7. 6
DIAGNOSTIC
Locating areas of interests and discussion.
Anyone who has spent time building great prod- How long will it take?
ucts and competing in today’s hyper saturated 3 weeks
consumer product markets, knows that it’s easy
to simply lose the days to aggressive blocking
What happens?
and tackling. We know it’s become a necessity
1. Distribute key questions to leader-
for survival and success. We understand the
effort that you and your teams put into bringing ship team for review.
products to market. We’ve done it ourselves. 2. Spend 1/2 day inside the corpo-
rate headquarters meeting staff
In this initial Diagnostic phase, we put energy and reviewing data.
into defining the problems you believe you have,
3. Conduct our own research within
or are currently trying to solve. We will define
the issues that we can clearly effect...and give the market.
some context to those issues that fall outside of
our control, but not necessarily outside of our What gets delivered?
worldview. •Clearly defined problem scope
•Current situation analysis
We review revenue and profit centers to see
•Current opportunity map
where the largest contributions (and biggest
drains) are occurring, review competition, and
gain insights on your current target audiences.
We then return with a diagnostic report on
where we believe advances could be made.
DIAGNOSTIC
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8. 7
ARCHITECTURE
Drafting what matters. Why it matters.
How to use what matters.
How long will it take?
We believe that any vision can be, and should 6-8 weeks
be, disassembled into definable parts where
everyone can actually make use of it on a day What happens?
to day basis. PGB uncovers which philosophies
1. Establish core team for project
drive the company, where the company wants to
go, and what tools are available to make it all 2. Conduct interviews with core team
happen. 3. Define the approach for making
the vision real
Learning curves should be flattened as much as 4. Define the approach for making
possible for everyone within a company, but
the brand strategy relevant
oddly enough, what we find is that there’s gaps.
5. Conduct our own market research
Gaps usually grow over time as companies
grow, and messages get layered. This layered 6. Project Workshop with core team
reality makes learning curves (for even veterans) 7. Establish shared definition of prob-
somewhat steep, and key ingredients get lost lems and project vision
over time. 8. Work with core team to evaluate
concepts, and evaluate the most
Defining the architecture of your brand strategy
ARCHITECTURE gives everyone who comes in contact with the likely to succeed options
firm a deep understanding of why the company
matters. We find that founders will even use the What gets delivered?
tool, many years after we have left it behind, in •Shared vision and brand insights
order to get a “bearing” on where to turn or
review
navigate next.
•Documented specifics on Commu-
The PGB Architecture tool acts as a compass to nication, Culture, and Offerings prac-
anyone and/or everyone who comes in contact tices
with your company for business purposes. •Documented specifics on Character
Clients view this process and deliverable as be- traits and how those traits effect
ing critical to their success in establishing a con-
future behavior
sistent vision and company message.
DIAGNOSTIC •Working document that can be
used “as is” or designed into a
broader application of a Brand Bible.
•Provides both a philosophical and a
tangible set of parameters to test
against.
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9. 8
BUILD
Putting understanding to work.
Your creative direction should be driven by your How long will it take?
business strategy and your newly articulated
3-6 month retainers
brand strategy. We don’t rely on any one per-
son’s “taste” as being the criteria on whether
your design language and execution fulfills your What happens?
much needed market differentiation. 1. Work with in-house designers on
BUILD migrating design principles to-
Design is communication. “Art for Art’s sake” is wards company vision
for the front of refrigerators. We believe that
2. Source freelance designers to
graphic artists should be held to high standards,
and managed as business partners in charge of work within the guidelines set forth
communication at the most important points of within the Architecture of the
customer contact. brand.
3. Manage creatives in their execu-
PG&B will act as an outsourced creative direc-
tion of communication design
tor / art director for your company. We will take
4. Define the framework in a way that
all the hard work that was completed in our ear-
lier projects or services, and put those under- enables deep comprehension
standings to work. We take the ideas and les- without stifling innovations and
ARCHITECTURE sons that we’ve learned along the way and use growth.
those tools to properly manage all creative
communication.
What gets delivered?
•Outsourced Art Director / Creative
Director with a deep understanding
of your business and vision
DIAGNOSTIC
may 10, 2010 © 2010 Parr Goldman & Byrne, confidential and proprietary

10. MANAGE
9
MANAGE
Strategy + Design + Business
How long will it take?
When it comes time to implement the newly de-
3-6 months
veloped mantra, our goal has always been to
lead cultural change and adoption in the most
inspirational way possible. What happens?
BUILD 1. Continue to promote and install
Most of our clients retain our consulting for the company’s renewed mode of
many months after we complete an Architecture focused communication and de-
phase, so we can all be held accountable for
sign
making sure the vision we are passionate about,
doesn’t get either lost in translation, or squan- 2. Monitor and remedy any inconsis-
dered by a reluctant team member. tencies with strategy and market
3. Participate with the migration over
Business is never static, and what is true today of time rather than create a harsh
your competitors, customers, and channels of
transition
distribution, may have some interesting opportu-
4. Participate in new opportunities
nities tomorrow. We stay present with you and
your team to troubleshoot and take advantage and issues that present them-
ARCHITECTURE of what are some interesting times. selves
What gets delivered?
•Monthly participation and consulta-
tion on all brand related issues.
DIAGNOSTIC
may 10, 2010 © 2010 Parr Goldman & Byrne, confidential and proprietary