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  1. 1. © Wolff Olins Page 1
  4. 4. We help companies invent, not predict, the future. In this world, we’re ambitious for clients. We think the future will be better than the past. We believe in progress. We’re optimistic for the world. What we do is create brands, redefine and reinvent existing brands, and increasingly create brand-led product, service and experience innovation. This helps our clients become something unique. Not one of many, but one of one. © Wolff Olins
  6. 6. SOME OF THE WAYS IN WHICH WE’VE HELPED OUR CLIENTS Brand idea-inspired Since launching the new 85 new “Imagination brand in 2007, NYC tourism Breakthroughs,” creating In the first four months after the launch, the museum has increased by 5% and $25 billion in additional attracted a 600% surge in visitors and 400% boom in tourism spending by revenues. new members. 13.31%. Every Unilever business, from China to Argentina, embraced the brand idea of adding vitality to life. The idea continues to be used to determine which businesses to invest in, Helping Target deliver more which to exit from, and Targetness through where to innovate (almost a simpler architecture €1 billion a year is spent on and new product brands. vitality-driven innovation). The new vitality-inspired Created new business offer Knorr Vie drink has sold that helped Mercedes over 60 million bottles. extend its brand beyond By June 2008 Unilever was automotive and into achieving an underlying services. sales growth close to 8%. From the day it opened, London’s Tate Modern was In its first five years, Orange a huge success, attracting attracted a huge and Within the UK, brand double its target visitor unusually loyal customer recognition has already numbers and becoming the base of 7 million people. reached 85% and globally, most popular art gallery in Year after year, Orange recognition is over 50%. the world. After a year, scored highest of the Sponsorship exceeded Tate’s overall annual visitor mobile networks on expectations with partners numbers had risen 87% to customer satisfaction, and Created a new business spending more than €400 7.5 million. As the wrote in lowest (less than 15%) on model and raised $100 million in the first year and May 2005, Tate “has churn. By the time France million to combat AIDS in the 2012 Olympic games Created a new online social changed the way that Sony Ericsson increased its Telecom bought the Africa, Inspi(RED) is the are setting records for commerce experience to Britain sees art, and the income by 139% to €362 business, it was worth an biggest-selling t-shirt in generating more money transform the UK’s largest way the world sees Britain.” million. astonishing €25 billion Gap history. than any previous games. home shopping retailer.
  8. 8. (RED) EMBRACING CONSCIOUS COMMERCE AMBITION (RED)’s ambition was to harness the power of the world’s greatest companies to help eliminate AIDS in Africa. To do this, it created both a new business model and a new brand model to achieve three goals: deliver a source of sustainable income for the Global Fund, provide consumers with a choice that makes giving effortless and last but not least, generate profits and a sense of purpose for partner companies. ACTION 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 Gap to take the plunge. We built the brand around the idea that (RED) inspires, connects and gives consumers power, with a unique brand architecture that unites participating businesses by literally embracing their logos to the power (RED). Many partners have gone the extra mile and manufactured products or packaging in African countries, generating jobs and opportunities for local people. IMPACT Within the first five weeks of the US launch, the (RED) brand registered 30% unaided awareness. Over 1.35 million people watched a YouTube video showing the impact and there are over 850,000 (RED) friends on MySpace. In its first two years, (RED) partners delivered $108 million to the Global Fund, more than most countries donated in the same period. This is enough money to give 650,000 people life- saving drugs for a year. © Wolff Olins
  9. 9. © Wolff Olins
  10. 10. CARTER’S: SALES UP 10% AMBITION In the $18 billion children’s apparel and accessories marketplace, Carter’s was the leading brand. But with private-label growth from brands such as Target and Walmart, Carter’s needed to strengthen and leverage its brand and stand out in the sea of pastel sameness. The Carter’s brand also suffered from inconsistent execution and a shopping experience that was far from easy for moms, so the challenge was also to create a new brand vision that would drive change inside Carter’s and help them shift from a wholesale mindset to delivering a powerful brand experience. ACTION After extensive analysis across customer and wholesale segments, it was clear that Carter’s held a strong position of trust and quality with consumers, but many of its innovations had become commoditized. To make sure Carter’s was getting credit for all its great products and features, and continued to drive a culture of innovation, Wolff Olins articulated the brand vision as “what really matters to moms.” We established a fresh, new brand and a new visual and graphic style with emotional photography and iconic illustration. To further reinforce Carter’s difference, we created a propriety language strategy that communicated product features and benefits with confidence and authority. As an integral part of the program, Wolff Olins helped rationalize 45,000 SKUs down to 30,000 and delivered the brand through packaging, in-store signage, the size/color system, point-of-sale systems, and product and service innovations. IMPACT When Carter’s new brand experience launched, wholesale partners applauded and so did moms. Stores are now easy to navigate and shop. Packaging and POS has already impacted current store sales and consumers are reacting extremely positively to the changes. The new Carter’s retail experience started to rollout in the fall of 2006 and almost immediately wholesale sales went up 3% and retail sales went up 10%. © Wolff Olins
  11. 11. LIVING PROOF: PUTTING THE BRAINS BACK INTO THE BEAUTY INDUSTRY AMBITION Living Proof started with a molecule, and some chemistry between like-minded individuals in Cambridge, MA. They came together, under the name Andora, as outsiders with absolutely no preconceived notions about what could and couldn’t be done in the beauty industry. They shared one, clear ambition 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 next big beauty company as a result. ACTION Armed with a lab full of radical, never before seen technologies, access to some of the best life scientists in the world and an initial product line nearly ready 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 deep dive into the world of beauty, ran diagnostics on the competition and went well beneath the skin of consumer needs to find real insights. We observed that the beauty industry largely ignored or committed to the basic needs of consistency, simplicity, confidence, truth and responsibility. We developed the brand idea – solving problems – and the brand name “Living Proof” based on the idea that the products produced results you can see from across a room. IMPACT Living Proof has achieved unparalleled success. It is the first brand to ever receive Allure’s Beauty Breakthrough Award before the first product (No Frizz) even hit the shelves. With each appearance on QVC, product has completely sold out. In February 2009, Living Proof was the first brand to ever launch nationwide in Sephora, and is credited with increasing traffic during a retail slump and driving incremental sales. Initial selling led Sephora to triple its 2009 sales forecast, give the brand a secondary location in all stores and feature Living Proof in their windows. It has also received huge notoriety in the design world and been awarded a prestigious Art Directors Club Silver Cube, a One Show Bronze Pencil, a coveted D&AD Award, and the prestigious platinum Pentaward all for its packaging, created and designed by Wolff Olins. © Wolff Olins
  12. 12. FRITO-LAY TRUENORTH: ENERGY POSITIVE AMBITION Frito-Lay dominates the snack category with a 70% market share and in 2006 was looking for new growth opportunities. The Innovation team asked Wolff Olins to help them make a branded move into the nut aisle, attracting an older, health-conscious consumer, challenging the category dominant brand Planters. ACTION Through close collaboration with the Frito-Lay team, we developed a target consumer profile baby boomers eager to eat more healthily, looking for authentic, tasty snacks. Understanding the consumers’ needs and wants led to a strategic brand idea centered on making a purposeful impact on your own life and the wider world. This idea then informed the product development brief, a sustainable approach to sourcing, manufacturing and distribution, the brand name TrueNorth, as well as the natural, simple tone of the packaging and marketing communications in an otherwise noisy category. TrueNorth is only the second new brand launched by Frito-Lay in the past 20 years. IMPACT The brand manager responsible for the project was named PepsiCo Innovator of the Year for 2007. TrueNorth exceeded sales benchmarks set for test launch in 2008 and launched nationwide with its commercial debut on the Academy Awards in 2009. A new target consumer has been drawn into the Frito-Lay portfolio and initial consumer research results are outstanding. © Wolff Olins
  13. 13. TARGET: UP&UP AMBITION In 2006, Target came to Wolff Olins with the challenge of creating an architecture for their own brand portfolio that would enable them to achieve a new level of growth. Our work led to a range of recommendations to simplify and upgrade Target’s own brands. One of the central insights was that Target had the opportunity to re-energize their presence in everyday items by creating a new, vibrant brand that would directly appeal to their female guests’ needs. The ambition was to create a new brand spanning all Target products in cleaning, beauty, personal care and pharmacy, that would drive growth by creating new levels of guest loyalty and purchase frequency. ACTION We worked with Target senior management to define how the essence of the Target brand should be applied to its own brands. We conducted both quantitative and qualitative analysis to understand the competitive landscape, consumer needs and Target’s unique advantages. The key insight uncovered that no retailer was providing consumables that deliver on the three core customer needs of value, ease and connection, a position that Target was able to own. These learnings led to the strategy of bringing a helpful, positive attitude to daily purchases, and the brand name of Up&Up, brought to life through new packaging design, messaging strategies and online strategies. IMPACT Up&Up launched in April 2009 with suncare products and is now launched in diapers, baby formula, shampoo, cleaning products and other household goods. “We believe that it will stand out on the shelf, and is so distinctive that we’ll get new guests that will want to try it that maybe didn’t even notice the Target brand before,” said Kathee Tesija, executive vice president of merchandising for Target. Initial sales results have exceeded expectations and garnered considerable media and consumer interest. We look forward to tracking its continued success as it expands into new categories. © Wolff Olins
  14. 14. TESCO: 70% SALES GROWTH AMBITION Britain’s largest supermarket wanted to create big new growth in its own-label products. To do that, Tesco reinvented own-label. Traditionally, the approach is tactical: supermarkets treat each category as a separate battlefield, and take on the major brands in that category, imitating their packaging, and making frequent design changes. Instead, Tesco decided to create a single own-label brand, with a consistent design across every product. ACTION Wolff Olins created a brand to express Tesco’s customer-friendly personality, with premium (‘Finest’) and economy (‘Value’) variants. Rather than seeing own-label as a cheaper substitute for the real thing, customers would seek out Tesco-labeled products. We created a positioning and a packaging style – with a confident use of the Tesco logo and simple typography – that would work for all 37,000 products. Just as importantly, we created an online brand management system that all Tesco’s design agencies would use. IMPACT This radical new approach worked. In year one, Tesco increased sales across hundreds of categories – in some cases, achieving as much as 70% growth. And with fewer designs and agencies to manage, the company saved £3 million in costs. Rather than struggle individually, Tesco products could win together. © Wolff Olins
  15. 15. BEAUTIFULL: TASTY. HEALTHY. REAL. AMBITION Founded by entrepreneur Eric Greenberg – mobilized by the growing global health crisis and his own struggles with lousy eating habits that affected his health – Beautifull was created to change the way America eats. With a strong focus on finding a solution to help time- starved consumers eat real, tasty, healthy food effortlessly, the company had already begun to build a menu and a business model, but needed a brand to inspire consumers and businesses to challenge their expectations and try something new. ACTION Wolff Olins created the Beautifull brand identity so that it would draw in a wide swath of consumers with the real foods, great taste story while still persuading the subset of more extreme health-focused individuals. The entire brand experience was designed through the consumer’s process of discovery – from initial awareness of the brand offering, to real consideration and comparison, to an ever-widening range of meal options, point of purchase, preparation, consumption and repeat behavior – either in store or online. IMPACT Since the brand launch in 2008, Beautifull food can be found in more than 20 Bay Area stores, including their own retail store, which recently opened in April 2009. Beautifull food will also be available soon in Whole Foods markets. © Wolff Olins
  16. 16. ILORI: A NEW LENS ON LUXURY AMBITION Italian sunglass empire Luxottica Group had already created an impressive international footprint for its retail brand, Sunglass Hut, a veritable machine for selling quality sunglasses to a broad audience. But they suspected they were missing the opportunity to attract a more affluent female shopper who would traditionally shop at high-end retailers such as Dior, Chanel or Prada for her sunglasses. ACTION We worked through potential scenarios with Luxottica to ensure that the business strategy of two complementary brands was the right move. We then developed the brand idea of “luxury galore.” With their Italian roots in craft and fashion, and an ambition to cultivate an audience who are just as attracted by the experience and service as the product, it made sense that the brand should invite you to indulge without guilt, to be pampered and pandered to, a brand as unapologetically opulent and sumptuous, and as unique and desirable as the high-end fashion brands it collects and curates. From the brand strategy we created the name Ilori, which is a Nigerian name literally translating to “special treasure.” We designed the experience from communications through to retail and online, ensuring that the right taste level, attention to detail and love of luxury permeated throughout. IMPACT Ilori now has 16 stores in the United States as of December 31, 2008, including flagship stores in the SoHo neighborhood of New York City and in Beverly Hills, California. Initial results exceeded expectations, and Ilori continues to build on the success of focusing on prestigious locations, brand exclusivity and extremely high service levels. © Wolff Olins
  17. 17. SUNGLASS HUT: FROM “THE HUT” TO HOT AMBITION With the US market reaching full penetration and the competition heating up, the challenge for Wolff Olins was to help Sunglass Hut develop the optimum brand strategy to satisfy their own ambitions for growth, and those of their fashion partners, real estate developers and ultimately the needs of their consumers in the premium sunglass category. ACTION We were hired to help them answer five big questions: How far could the Sunglass Hut brand stretch? Should they build one or two brands? If the answer is two, how should they be positioned to avoid cannibalization? Should they be marketed as strong sibling brands, each with their own area of expertise and focus, or as entirely separate entities? And finally, should Sunglass Hut change its name? With the help of insights gained from quantitative and qualitative research, we modeled the possibilities several ways and quantified each opportunity. Having made the big decisions, we worked together with the Sunglass Hut team to define the big idea behind the brand and clearly distinguish it from its new upscale sister – Ilori. We then joined forces with other internal and external partners to establish how the idea of “find your cool” would manifest itself in all aspects of the business. We recommended retaining the Sunglass Hut name rather than adding the acronym SGH and created a fresh modern identity and retail experience that would shed their old image for good. IMPACT Since 2007 the parent company Luxottica has gone from strength to strength, purchasing the Oakley brand and launching the luxury retail brand Ilori. In the last 3 years Sunglass Hut’s comparable store sales globally have increased 40%. Nearly 70% of stores will have been remodeled to deliver the new brand experience by the end of 2008. The rebranding lead to substantial changes to the product mix allowing the chain to focus on fashion and luxury brands, especially for women. As a result, sales of Luxottica products in Sunglass Hut stores in 2008 rose strongly against pre acquisition levels, from around 14% of net sales in April 2001 to around 80% of net sales, including Oakley products. © Wolff Olins
  18. 18. AOL: RENEWED NOT MORE OF THE SAME Wolff Olins have been working with AOL in translating this vision into an innovative new brand platform for their business. Deliberately disruptive, deliberately unlike what is being done by other media businesses. because the media world of today is entirely unlike the media world of yesterday. Today’s media world is not broadcast, it is discovered in fragmented, messy, non-linear, niche conversations. It is a world where AOL already has over 80m unique users engaging with every possible flavor of content from Gothic nightclubs to Tiger Woods’ driving skills. Under these circumstances, how a brand behaves matters much more than old-fashioned pre-conceptions of identity. READY TO DISRUPT Our job was not to make things more consistent, but instead to disrupt accepted web 2.0 conventions by creating a platform that embraces fragmentation, sharing and non- linear pathways into content. Because AOL is content, the brand has to be like content: fluid, flexible, and changeable. It exists as a host for new innovations and new content experiences. © Wolff Olins
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  20. 20. MERCEDES-BENZ: 10 MONTHS, 3 NEW BUSINESSES GROWING A GLOBAL ICON In 2007, Daimler set up a team of senior executives to develop new growth initiatives beyond the world of cars. Having identified the brand as one of the most important assets to leverage, the Business Innovation team approached Wolff Olins to help develop appropriate businesses to generated new and profitable growth without putting one of the world’s most iconic brands at risk. FROM IDEAS TO REALITY Wolff Olins developed a brand-led innovation framework that ensures that each venture protects the Mercedes-Benz brand, leverages what is tangibly special about it (e.g., German engineering), gives the brand new relevance in the world (attracting younger customers and building new sustainability credentials) and makes money (with a return on sales of 20% or more). Working with Daimler’s Business Innovation team and the leaders of the business in UK, US, China and Japan, we developed ten new businesses to pilot. In January 2009 (ten months after the commencement of the project), Daimler launched solutions for family mobility at the Mercedes-Benz brand centre in Surrey UK. A PLATFORM FOR GROWTH Kinderclass has already led to a significant increase in the sale of child safety accessories and continues to attract younger families to the Mercedes-Benz brand. Later in 2009, a new high profile venture and an exclusive travel service will be launched in the UK and China, respectively. Wolff Olins continues to provide advice and creative assistance as other products and services are being developed and launched around the world. © Wolff Olins © Wolff Olins Page 22
  21. 21. UNILEVER: ADDING VITALITY TO BUSINESS AMBITION Unilever is big. 150 million times a day, in 150 countries, people choose to make Unilever brands part of their lives. But in the consumer goods industry, growth is hard. Unilever decided that it was too diffuse, with too many brands and with no unifying driver of growth. Unilever wanted to become a single-minded, idea-led growth business. ACTION Wolff Olins helped Unilever change, from an invisible owner of brands to a much more visible business, leading its brands through a single idea: “adding vitality to life.” We created a visual identity that expresses “Vitality” and that is starting to appear on every Unilever product. Under this banner, we also worked on dozens of projects to put vitality at the heart of the organization – from designing workplaces to transforming the recruitment process t o training employees how to pass on the stories that underlie the idea. And we’ve helped Unilever invent new products and projects that deliver vitality. IMPACT Since implementation of the Vitality idea, Unilever’s operating profit has increased at an average rate of more than 15% per year. Every Unilever business, from China to Argentina, has embraced the Vitality idea. Unilever is using the idea to determine which businesses to invest in, which to exit from, and where to innovate, and now spends almost €1 billion a year on vitality-driven innovation. Results are coming through: the new vitality-inspired Knorr Vie drink, for example, has sold 60 million bottles since launch, driving Unilever’s profits to new heights. © Wolff Olins
  22. 22. 2012 OLYMPIC GAMES AMBITION London’s bid for the 2012 Olympic and Paralympic Games was like no other. It promised to inspire the youth of the world. To engage, involve and enthuse – to change lives. It promised to put the Olympic and Paralympic Games at the heart of contemporary life. To achieve this, London’s Organizing Committee needed a powerful brand, one that could inspire and engage with a global audience of four billion people. A brand that could make the Olympic and Paralympic Games more relevant, accessible and inspiring than ever. ACTION We worked with London’s Organizing Committee to define a clear ambition for London 2012. These Games were to be everyone’s. They would call on people to challenge themselves – to try new things, to go further, to discover new abilities. The brand we created supports this ambition. The emblem is 2012, an instantly recognizable symbol and a universal form – one already closely associated with the Games in London. It is unconventionally bold, deliberately spirited and unexpectedly dissonant, echoing London’s qualities of a modern, edgy city. Containing neither sporting images nor pictures of London landmarks, the emblem shows that the Games is more than London, more than sport. It is for everyone, regardless of age, culture and language. It is designed to be populated, to contain infills and images, so it is recognizable enough for everyone to feel and be part of London 2012. IMPACT The ambition – everyone’s – is already shaping London 2012. For the first time the Olympic and Paralympic Games will share the same brand, using their own variant of the emblem. And in another first, the Cultural Olympiad will be able to share the brand. New technology is being put in place to get everyone closer to the action and more deeply involved. Digital media will be used to create a Games in which everyone can play a part wherever they are. The brand we created will shape the experience of 2012. It will take the Games beyond sport, creating wider interest and even greater inspiration. It will create a Games for everyone. © Wolff Olins
  23. 23. 150 PEOPLE 21 LANGUAGES 3 OFFICES 1 BUSINESS PART OF OMNICOM © Wolff Olins © Wolff Olins Page 25
  24. 24. Michael Wolff and Wally Olins set up Wolff Olins in 1965. The 80s was the great age of corporate identity. Wally wrote the book. We worked For 3i, Q8 and In the 60s, we did convention-breaking design work for Prudential. Repsol took us into Spain. And we created big companies like boc, for government bodies like a little banking brand in Britain called First Direct. Camden and for the Beatles. We started the 90s with Europe’s biggest corporate In the 70s, we pioneered corporate identity for P&O. identity project, BT, and then morphed into branding with And with tough economic times in Britain, we moved into Orange, then Heathrow Express. And we closed France with Colr and Germany with Aral. the decade by opening in New York. In the 00s, we’ve become a world business with GE, Oi, PwC and (RED) in the Americas. Beeline, London 2012, Macmillan, Sony Ericsson, Tate and Unilever in Europe. And Airtel, Sony, Tokyo Metro and Wacom in Asia. Page 26
  25. 25. WE’D LOVE TO TALK: Matthew Adams Main: +1 212 471 1504 Direct: +1 646 298 7916 matthew.adams@wolffolins.com Wolff Olins 200 Varick Street 10th Floor New York, NY 10014 www.wolffolins.com Page 27 © Wolff Olins Page 27