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AMBITIOUS
FOR CLIENTS
OPTIMISTIC
FOR THE WORLD
WE ARE LIVING
IN UNBELIEVABLY
EXCITING TIMES
CHANGE PRESENTS
BUSINESS AND
SOCIETY WITH BIG
CHALLENGES AND
EXTRAORDINARY
NEW OPPORTUNITIES
WE HELP OUR
CLIENTS BUILD:

CATEGORY DEFINING
MARKET LEADING
GROWTH DRIVING
IMPACT MAKING
GAME CHANGING
BRANDS
OUR VALUE          WE HELP AMBITIOUS
LIES IN UNIQUELY   CLIENTS SEIZE
FRAMING NEW        WHAT’S NEXT IN
OPPORTUNITIES      ORDER TO REINVENT
TO HELP CLIENTS    THEIR BUSINESS,
CAPITALIZE ON      REINVENT THEIR
CHANGE             CATEGORY OR INVENT
                   THE FUTURE
IMPACT
CITIBANK                                 TATE
                                                                                  (RED)                                     ALDAR              AOL
                                                                                                                            HUMANIZING         RE-IMAGINING
                                         2 MILLION CUSTOMERS                                                                URBAN
                                                                                  $160
                                                                                                                                               RE-POSITIONING
FROM 57TH                                IN THE 1ST MONTH                                                                   DEVELOPMENT
                                                                                                                            IN DOHA
                                                                                                                                               RE-BOOTING


TO 1ST                                   We helped Tate democratize art and
                                         create a museum for the many, not        MILLION
Citi regained its edge in the
                                         for the few, creating the world’s
                                         most visited modern art gallery.         RAISED
crowded Japanese retail banking                                                   With (RED) we built a new charity
environment by radically                                                          model; using the collective power of
re-imagining the customer               BEELINE                                   world-class brands to deliver a           PWC
                                        RUSSIA’S MOST                                                                       CREATING NEW VALUE
experience using unique behavioral      VALUABLE BRAND                            sustainable source of funding to          FOR CLIENTS
insights 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 PLATFORM


IN 6 YEARS
                                                               FOR GROWTH
                                                               AND
                                                               INNOVATION

Orange made telecommunications about people and                                   We helped Mercedes build new revenue, audience and
optimism. It grew from 4th entrant to market leader, and                          reputation by creating 3 new businesses that both leverage
6 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&UP
RAISED                                   ADMIRED                                  400% MORE                                 SALES UP
IN 1 YEAR                                COMPANY                                  MEMBERS                                   21%
We helped London 2012 redefine                                                    We helped the New Museum become
the Olympics as a platform for           We created mobile brand Oi for           a world art institution, a first-choice   We rationalized Target’s own brand
audience 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-label
funded, and most inclusive games         in its first year. Oi later became the   It had 600% more visitors, 400% more      brand. Up&Up achieved record-high
in history.                              brand for all of Telemar’s services.     members.                                  customer recommendation.
(RED)                                                Brand Strategy
                                                     Brand Purpose
                                                     Brand Values
                                                     Product Strategy
                                                     Brand Identity
                                                     Partner Engagement
                                                     Guidance


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.


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.


Within the first five weeks of the US launch, the (RED) brand registered
30% unaided awareness. (RED) is now a real phenomenon, with over
1 million fans on Facebook. (RED) partners include some of the world’s most
iconic brands — including American Express, Apple, Converse, Dell,
Emporio Armani, Gap, Hallmark, Nike, Penguin and Starbucks — who give
up to 50% of their profi ts on exclusive products to the Global Fund to invest
in HIV and AIDS programs in Africa. Since its launch in 2006, (RED) has
generated over $160 million for the Global Fund- which is more than most
individual countries donated in the same period. To date, (RED) has saved
over 5 million lives




A NEW MODEL
FOR CONSCIOUS
COMMERCE
GE                                                  Brand Strategy
                                                    Brand Architecture
                                                    Brand Identity
                                                    Employee Training
                                                    Employee Engagement
                                                    Advertising Guidelines
                                                    Packaging System

Ambition
With 300,000 people in 174 countries and 3,500 businesses, all number
one or two in their markets, GE defined the 20th-century corporation.
With the transfer of leadership from Jack Welch to Jeff Immelt, GE was
poised for transformation: From manufacturing to technology and service.
From US-centric to an emphasis on Asia and Europe. From a business
driven by organizational silos to greater focus on the customer. From an
under-leveraged, atomized Old World brand to 21st-century powerhouse
of innovation and impact.

Action
We worked with GE to create a market-facing brand architecture that
hugely simplified its portfolio of businesses into solution platforms for
customers. This allowed GE to enhance existing relationships with
businesses and develop new relationships with customers. We created a
modern identity that liberates and celebrates the GE monogram and that’s
flexible enough to work with everything from jet engines to light bulbs. We
traveled the world to excite GE leaders about the brand idea “imagination
at work,” and defined with them how the brand should be made real
throughout the business.

Impact
GE was named “most admired company” for two consecutive years by
Fortune magazine. It's now pitching to countries and governments, using
its newfound ability to bring unified solutions to its customers. $25 billion
in additional revenues have been added by 85 “Imagination Breakthroughs,”
inspired by the brand idea, “Imagination at work.” Since the launch of the
new brand, GE’s revenues have increased consistently at an average rate of
10% per year, reaching a phenomenal value of $183 billion in 2008. After
a remarkable increase of 29% between 2002 and 2008 in brand value, GE
is now the fifth largest brand in the world, valued at $43 billion in 2010.




BRAND REINVENTION
FOR THE
21ST CENTURY
MERCEDES                                           Brand Strategy
                                                   Brand-Led Innovation
                                                   Business Model Design
                                                   Brand Experience Design




Ambition
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 generate
new and profitable growth without putting one of the world’s most iconic
brands at risk.

Action
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 the UK, US, China and Japan, we developed 10 new businesses
to pilot. In January 2009 (10 months after the commencement of the
project), Daimler launched solutions for family mobility at the Mercedes-
Benz brand center in Surrey, UK.

Impact
The 2009 launch of Kinderclass has already led to a significant increase in
the sale of child safety accessories and continues to attract young families
to the Mercedes-Benz brand. The Driving Academy is engaging students
and parents alike and is helping Mercedes-Benz build relationships with
younger audiences, while raising the standards of driver education. The
Times of London credited the brand for “highlighting a huge and long
ignored problem.” The Academy aims to have 1,000 franchises by 2015 and
by August 2009 had already received 200 franchise applications.




NEW BUSINESSES
NEW AUDIENCES
NEW REPUTATION
UNILEVER                                                Brand Purpose
                                                        Brand Identity
                                                        Employee Engagement
                                                        Environmental Branding
                                                        Brand Launch



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”
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 to 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 implementing the Vitality brand idea, Unilever’s operating profit has
increased at an average rate of more than 15% a year, for four consecutive
years. Every Unilever business, from China to Argentina, has embraced the
Vitality brand idea and is using it to determine which businesses to invest
in, which to exit from and where to innovate. An incredible €1.2 billion of
additional annual revenue has been generated since the introduction of the
new brand idea, driving Unilever’s profits to new heights.




A PLATFORM FOR
GROWTH AND
INNOVATION                           .
NEW MUSEUM                                          Brand Purpose
                                                    Brand Identity
                                                    Signage




Ambition
The New Museum of Contemporary Art is New York City’s only museum
dedicated 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 exciting
challenge: Create a brand that would drive the museum’s vision and ambition
to become a world player in contemporary art and a first-choice, 21st-century
cultural destination.

Action
Based on the idea of “new art and new ideas,” our first step was to simplify
the name to loosen up the museum’s institutional feel. More importantly,
this broadened their scope from the narrow definitions of an art museum to
becoming recognized as a cultural hub.

In an exciting collaboration with the museum, we created a visual expression
that features a spectrum of color and language and a logo that literally moves
and flexes to welcome new artists and audiences and to announce new art
and the new museum. The mantra “open, fearless and alive” quickly became
an invaluable tool for internal decision-making.

Impact
The award-winning identity system captured the immediate attention, hearts
and minds of onlookers and museum lovers. The New Museum now has three
times as many visitors as the iconic PS1 MOMA in NYC, and its opening on
the Lower East Side of Manhattan has created an unprecedented growth of
contemporary 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 and
new ideas.




600% MORE VISITORS
400% MORE MEMBERS
TARGET                                         Brand Architecture
                                               Portfolio Rationalization
                                               Private Label Brand Creation
UP&UP                                          Packaging System




Ambition
In 2006, Target came to Wolff Olins with the challenge of creating an
architecture for its own brand portfolio that would enable it 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 its 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’s 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 Up&Up
was brought to life through new packaging design, messaging strategies
and online strategies.

Impact
Target’s private label Up&Up launched in April 2009 and has since propelled
Target to one of the most valuable retail brands in the US. In 2009, the brand
registered a 14% increase in comparable sales. By July 2010, comparable
sales 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 new
guests that will want to try it that maybe didn’t even notice the Target own
brand before,” said Kathee Tesija, executive vice president of merchandising
for Target. Target is continuing to add new categories to the Up&Up brand as
it has garnered considerable consumer interest, with record-high customer
recommendation levels..



SALES UP 21%
RECORD CUSTOMER
RECOMMENDATION                                          .
AOL                                            Brand Strategy
                                               Brand Architecture
                                               Brand Identity
                                               Employee Engagement
                                               Advertising
                                               B2B Marketing
                                               Events and Experience Design
                                               Product Concept/Design
Ambition
In December 2009, global web services business AOL departed from its parent
company, Time Warner. With a brand name synonymous with Internet access,
AOL looked to Wolff Olins to assist it in re-shaping perceptions of the brand
around the very different business it is actually in. New CEO Tim Armstrong’s
new mission reflected this strategy: To inform, entertain and connect
the world — not with more of the same, but with extraordinary content
experiences. AOL works with the best collection of journalists, artists and
musicians to create 80% original content.

Action
The brief to Wolff Olins was to help make AOL a media company for the
21st century. At the IPO, Wolff Olins’ first task was to create a forward-thinking
brand identity that reflected the importance of creativity and originality.
As AOL is content, it made sense to invent an identity that acted as a platform
for content. A brand identity that subsequently went on to win prestigious
awards from both AIGA and Cannes Lions as well as being featured
in trade and art publications. Named “best identity of 2010” by influential
identity blog Under Consideration, this was just the beginning of our work.

Impact
Wolff Olins continues to work with AOL across a full range of projects aimed
to rapidly evolve the AOL brand — from internal programs to energize the
organization to external marketing programs, such as AOLartists.com
(930,000 unique visitors in the first six months). We designed initiatives, such
as 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 25
grants program to infuse creativity in everything AOL does. And it’s starting to
pay off — 40% of AOL users surveyed in October 2010 described the AOL
brand as creative; and by the end of 2010, AOL was the only major brand to
have a better “buzz” score than major online brands like Google, Facebook and
Yahoo! according to Brand Index.




RE-IMAGINED
RE-POSITIONED
RE-BOOTED
LIVING PROOF                                         Brand Strategy
                                                     Brand Identity
                                                     Product Naming
                                                     Packaging Design
                                                     Retail Experience
                                                     Digital Experience


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 received Allure Magazine’s
Beauty Award three years in a row, including the Beauty Breakthrough Award
before the first product (No Frizz) had even hit the shelves. Living Proof
was 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 stores
around the world, and the new Full mousse product is the fastest-selling
SKU that Sephora carries. Living Proof has also received wide
acknowledgement in the design world after winning a prestigious Art
Directors Club Silver Cube, a One Show Bronze Pencil and a coveted D&AD
Award for its packaging, created and designed by Wolff Olins.




PROBLEM SOLVING
CATEGORY BUSTING
AWARD WINNING
NYC                                                     Brand Strategy
                                                        Brand Identity




Ambition
There’s only one New York City. But within that one city are five boroughs,
approximately 191 neighborhoods, nearly a million buildings and over
8.2 million people. Each individual has his or her own New York.

Within the mind of every New Yorker resides a different version of
New York City. It’s a place loved in 138 different languages and viewed through
an almost infinite mix of cultures, ideologies and ways of life. Everyone living
side 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 is
no one symbol, no one logo or brand that means New York City to everyone.

Action
To 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 no
one NYC.”

The resulting brand identity has now been embraced not just by New York
City’s official marketing, tourism and partnership organization, NYC &
Company, but across many city departments.

Impact
From what was once many disparate and confusing identities, the NYC
brand has become the singular and strong voice for the city. It is now used
across a range of city-wide initiatives, including greenNYC, BeFitNYC and
milliontreesNYC. The new brand has driven tourism marketing, and comes
alive 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 of
350,000 jobs. 2010 became a record breaking year, with 49 million visitors,
generating $31 billion in visitor spending and propelling New York City to the
most popular tourism destination in the US for the first time in 20 years.



BRANDING
THE UNBRANDABLE
CITY
OI                                                 Brand Strategy
                                                   Brand Identity
                                                   Communications
                                                   Packaging
                                                   Retail Concepts



Ambition
In 2001, the Brazilian telecom giant Telemar decided to launch a new mobile
phone service. In a market dominated by formal and formulaic brands,
Telemar wanted to be very different.

Action
Wolff 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”), and
its visual identity, brand language, communication style, packaging and many
other brand applications. More than 2.2 million people signed up in the first
year — almost 20% of the Brazilian market and 4 times more than the target.
Oi successfully took customers away from other networks; 75% of Oi’s
customers left other providers to join Oi. The launch was so successful that
in 2007 Oi became the brand for all of Telemar’s fixed line, broadband and
mobile services. Wolff Olins developed the brand strategy, brand architecture
and visual expressions for this new, bigger Oi.

Impact
In December 2002, the Brazilian business newspaper Istoé Dinheiro called the
new brand a “phenomenon” and it has continued to perform phenomenally
since. Oi is now the largest telecom provider in South America, with
14 million fixed-line and 17 million mobile customers.




OWNING
“HELLO”
OUR RECENT AWARDS
AIGA, IDENTITY SYSTEM, CROSS-MEDIA, BRANDING CATEGORY — AOL
BRAND (2010) /// ONE SHOW BRAND CERTIFICATE OF MERIT — AOL
(2010) /// CANNES LIONS, REBRAND DESIGN, BRONZE — AOL (2010) ///
D&AD AWARD, PACKAGE DESIGN —LIVING PROOF (2009) /// ART
DIRECTORS CLUB CUBE, SILVER — LIVING PROOF PACKAGE DESIGN
(2009) /// THE ONE SHOW PENCIL, BRONZE —LIVING PROOF PACKAGE
DESIGN (2009) /// CREATIVE REVIEW ANNUAL GRAPHIC DESIGN AWARD
— NYC (2008) /// D&AD BRANDING/EXISTING BRAND SCHEMES AWARD
— NEW MUSEUM & NYC (2008) /// ART DIRECTORS CLUB, CORPORATE
AND PROMOTIONAL DESIGN AWARD: LOGO/TRADEMARK — NYC
(2008) /// AIGA AWARDS, IDENTITY GUIDELINES MANUAL, BRAND AND
IDENTITY SYSTEMS — NEW MUSEUM (2008) /// TYPE DIRECTORS CLUB,
TYPOGRAPHIC EXCELLENCE AWARD — (RED) & NEW MUSEUM (2008) ///
CORPORATE DESIGN AWARD, INTERNATIONAL MUSEUM
COMMUNICATION INTEGRATION CATEGORY — SOUTHBANK CENTRE
(2007) /// DBA DESIGN EFFECTIVENESS, CORPORATE/BRAND IDENTITY
AWARD — WE ARE MACMILLAN CANCER SUPPORT (2007) /// D&AD NEW
BRANDING SCHEMES AWARD — (RED) (2007) /// AIGA AWARDS, BRAND
AND IDENTITY SYSTEMS DESIGN AWARDS — OI (2007) /// BRAND
REPUBLIC, DESIGN AGENCY OF THE YEAR (2006) /// DESIGN WEEK
BENCHMARK AWARD, BEST IN CATEGORY — MACMILLAN CANCER
SUPPORT (2006) /// AIGA AWARDS, BRAND AND IDENTITY SYSTEMS
DESIGN — CARTER’S (2006) ///
150         A
PEOPLE      WORLD VIEW
21
LANGUAGES
3
OFFICES
1
BUSINESS
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, then
In the 60s, we did convention-breaking design work for big        Heathrow Express. And we closed the decade by opening in
companies 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, PwC
And 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 wrote
the book. We worked For 3i, Q8 and Prudential. Repsol took        Recently we have helped to define what it means to be a
us into Spain. And we created a little banking brand in Britain   modern Arab brand, with Aldar and Mathaf. We created India’s
called 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 YOUR
AMBITION THROUGH A BOLDER,
BRAND-LED STRATEGY.
WE WILL HELP YOU CREATE BETTER
PRODUCTS AND SERVICES THROUGH
BRAND-LED INNOVATION.
WE WILL USE THE POWER OF BRAND
TO DELIVER TRANSFORMATION INSIDE
YOUR ORGANIZATION.
AND WE WILL HELP YOU TAKE YOUR
PLACE IN THE WORLD THROUGH
A STRONGER BRAND EXPRESSION.




IF YOU NEED
A GAME-CHANGING
BRAND TO DRIVE
YOUR BUSINESS,
WE ARE THE
RESPONSIBLE CHOICE
ALL OF
              APPLE            NEW YORK CITY
              ADIDAS           OI
              AOL              ORANGE

OUR CLIENTS
              APPLE RECORDS    PEPSICO
              ATHENS 2004      PG&E
              AMEX             PWC

SHARE
              BARCLAYS         (RED)
              BEELINE          REPSOL
              BLOOMINGDALE’S   REUTERS

AMBITION
              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 ONE
WAY TO BUILD
A GREAT BRAND
WE DESIGN OUR
PROCESS AND TEAM
TO MEET YOUR
UNIQUE CHALLENGE
AND DELIVER
POSITIVE IMPACT
CEO FAQ
Growing & 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 competition
intensifies, markets become saturated and growth slows. We believe achieving
new growth means finding new ways to delight your customers across one of
two key dimensions:

1. By intelligently extending your brand into new categories. From a product to
a service as we did with Driving Academy for Mercedes-Benz, or from a me-too
copycat to a completely new brand as we did with Up&Up for Target.

2. By reinventing an existing category. Reinventing charity, as we did with
PRODUCT (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 that's 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 your
organization; 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 by
working with them to create a visionary view of the future of their business and
their brand. A vision that can be clearly and easily communicated throughout
the organization, which will inspire change within that business. As we’ve done
with AOL and with Skype. Of course, with a vision comes change. Here we work
with leadership teams to find the key levers of change and how to focus not
only on what to do but also on what not to do.
CEO FAQ
Better 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 to
create flexibility within a global brand to how to manage the explosion in
digital touchpoints. Rather than a canned response, our approach is first to
understand the business challenge and then work with you to create a
solution that will assist in that challenge. Like creating a new kind of global
digital guidelines for Citi, or helping Telenor create a flexible approach to
global brand management.


Ensuring you are fit for tomorrow:
– We have fewer resources — how do we decide what we don't 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’t
mean your brand has to be based on the past. Instead we work with you to
understand two very simple things. First, what is special about you — those
unique capabilities and approaches that sit at the heart of your culture and
which others would find hard to copy. Second, what the world needs; those
things that are currently missing from the world. Using a deep customer
insight-led approach, we can help you to understand what your current
strengths and weaknesses are and better understand the future direction
you need to go in in order to succeed. As we’ve done for AOL or for Skype.
WE’D LOVE TO TALK
Gilles Guilbert
Direct: +1 212 471 1520
Main: +1 212 505 7337
gilles.guilbert@wolffolins.com

Wolff Olins
200 Varick Street
10th Floor
New York, NY 10014
www.wolffolins.com

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WOLFF OLINS ON BRAND 2011

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  • 3. WE ARE LIVING IN UNBELIEVABLY EXCITING TIMES CHANGE PRESENTS BUSINESS AND SOCIETY WITH BIG CHALLENGES AND EXTRAORDINARY NEW OPPORTUNITIES
  • 4. WE HELP OUR CLIENTS BUILD: CATEGORY DEFINING MARKET LEADING GROWTH DRIVING IMPACT MAKING GAME CHANGING BRANDS
  • 5. OUR VALUE WE HELP AMBITIOUS LIES IN UNIQUELY CLIENTS SEIZE FRAMING NEW WHAT’S NEXT IN OPPORTUNITIES ORDER TO REINVENT TO HELP CLIENTS THEIR BUSINESS, CAPITALIZE ON REINVENT THEIR CHANGE CATEGORY OR INVENT THE FUTURE
  • 6. IMPACT CITIBANK TATE (RED) ALDAR AOL HUMANIZING RE-IMAGINING 2 MILLION CUSTOMERS URBAN $160 RE-POSITIONING FROM 57TH IN THE 1ST MONTH DEVELOPMENT IN DOHA RE-BOOTING TO 1ST We helped Tate democratize art and create a museum for the many, not MILLION Citi regained its edge in the for the few, creating the world’s most visited modern art gallery. RAISED crowded Japanese retail banking With (RED) we built a new charity environment by radically model; using the collective power of re-imagining the customer BEELINE world-class brands to deliver a PWC RUSSIA’S MOST CREATING NEW VALUE experience using unique behavioral VALUABLE BRAND sustainable source of funding to FOR CLIENTS insights 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 PLATFORM IN 6 YEARS FOR GROWTH AND INNOVATION Orange made telecommunications about people and We helped Mercedes build new revenue, audience and optimism. It grew from 4th entrant to market leader, and reputation by creating 3 new businesses that both leverage 6 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&UP RAISED ADMIRED 400% MORE SALES UP IN 1 YEAR COMPANY MEMBERS 21% We helped London 2012 redefine We helped the New Museum become the Olympics as a platform for We created mobile brand Oi for a world art institution, a first-choice We rationalized Target’s own brand audience 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-label funded, and most inclusive games in its first year. Oi later became the It had 600% more visitors, 400% more brand. Up&Up achieved record-high in history. brand for all of Telemar’s services. members. customer recommendation.
  • 7. (RED) Brand Strategy Brand Purpose Brand Values Product Strategy Brand Identity Partner Engagement Guidance 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. 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. Within the first five weeks of the US launch, the (RED) brand registered 30% unaided awareness. (RED) is now a real phenomenon, with over 1 million fans on Facebook. (RED) partners include some of the world’s most iconic brands — including American Express, Apple, Converse, Dell, Emporio Armani, Gap, Hallmark, Nike, Penguin and Starbucks — who give up to 50% of their profi ts on exclusive products to the Global Fund to invest in HIV and AIDS programs in Africa. Since its launch in 2006, (RED) has generated over $160 million for the Global Fund- which is more than most individual countries donated in the same period. To date, (RED) has saved over 5 million lives A NEW MODEL FOR CONSCIOUS COMMERCE
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  • 11. GE Brand Strategy Brand Architecture Brand Identity Employee Training Employee Engagement Advertising Guidelines Packaging System Ambition With 300,000 people in 174 countries and 3,500 businesses, all number one or two in their markets, GE defined the 20th-century corporation. With the transfer of leadership from Jack Welch to Jeff Immelt, GE was poised for transformation: From manufacturing to technology and service. From US-centric to an emphasis on Asia and Europe. From a business driven by organizational silos to greater focus on the customer. From an under-leveraged, atomized Old World brand to 21st-century powerhouse of innovation and impact. Action We worked with GE to create a market-facing brand architecture that hugely simplified its portfolio of businesses into solution platforms for customers. This allowed GE to enhance existing relationships with businesses and develop new relationships with customers. We created a modern identity that liberates and celebrates the GE monogram and that’s flexible enough to work with everything from jet engines to light bulbs. We traveled the world to excite GE leaders about the brand idea “imagination at work,” and defined with them how the brand should be made real throughout the business. Impact GE was named “most admired company” for two consecutive years by Fortune magazine. It's now pitching to countries and governments, using its newfound ability to bring unified solutions to its customers. $25 billion in additional revenues have been added by 85 “Imagination Breakthroughs,” inspired by the brand idea, “Imagination at work.” Since the launch of the new brand, GE’s revenues have increased consistently at an average rate of 10% per year, reaching a phenomenal value of $183 billion in 2008. After a remarkable increase of 29% between 2002 and 2008 in brand value, GE is now the fifth largest brand in the world, valued at $43 billion in 2010. BRAND REINVENTION FOR THE 21ST CENTURY
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  • 15. MERCEDES Brand Strategy Brand-Led Innovation Business Model Design Brand Experience Design Ambition 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 generate new and profitable growth without putting one of the world’s most iconic brands at risk. Action 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 the UK, US, China and Japan, we developed 10 new businesses to pilot. In January 2009 (10 months after the commencement of the project), Daimler launched solutions for family mobility at the Mercedes- Benz brand center in Surrey, UK. Impact The 2009 launch of Kinderclass has already led to a significant increase in the sale of child safety accessories and continues to attract young families to the Mercedes-Benz brand. The Driving Academy is engaging students and parents alike and is helping Mercedes-Benz build relationships with younger audiences, while raising the standards of driver education. The Times of London credited the brand for “highlighting a huge and long ignored problem.” The Academy aims to have 1,000 franchises by 2015 and by August 2009 had already received 200 franchise applications. NEW BUSINESSES NEW AUDIENCES NEW REPUTATION
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  • 18. UNILEVER Brand Purpose Brand Identity Employee Engagement Environmental Branding Brand Launch 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” 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 to 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 implementing the Vitality brand idea, Unilever’s operating profit has increased at an average rate of more than 15% a year, for four consecutive years. Every Unilever business, from China to Argentina, has embraced the Vitality brand idea and is using it to determine which businesses to invest in, which to exit from and where to innovate. An incredible €1.2 billion of additional annual revenue has been generated since the introduction of the new brand idea, driving Unilever’s profits to new heights. A PLATFORM FOR GROWTH AND INNOVATION .
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  • 21. NEW MUSEUM Brand Purpose Brand Identity Signage Ambition The New Museum of Contemporary Art is New York City’s only museum dedicated 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 exciting challenge: Create a brand that would drive the museum’s vision and ambition to become a world player in contemporary art and a first-choice, 21st-century cultural destination. Action Based on the idea of “new art and new ideas,” our first step was to simplify the name to loosen up the museum’s institutional feel. More importantly, this broadened their scope from the narrow definitions of an art museum to becoming recognized as a cultural hub. In an exciting collaboration with the museum, we created a visual expression that features a spectrum of color and language and a logo that literally moves and flexes to welcome new artists and audiences and to announce new art and the new museum. The mantra “open, fearless and alive” quickly became an invaluable tool for internal decision-making. Impact The award-winning identity system captured the immediate attention, hearts and minds of onlookers and museum lovers. The New Museum now has three times as many visitors as the iconic PS1 MOMA in NYC, and its opening on the Lower East Side of Manhattan has created an unprecedented growth of contemporary 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 and new ideas. 600% MORE VISITORS 400% MORE MEMBERS
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  • 24. TARGET Brand Architecture Portfolio Rationalization Private Label Brand Creation UP&UP Packaging System Ambition In 2006, Target came to Wolff Olins with the challenge of creating an architecture for its own brand portfolio that would enable it 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 its 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’s 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 Up&Up was brought to life through new packaging design, messaging strategies and online strategies. Impact Target’s private label Up&Up launched in April 2009 and has since propelled Target to one of the most valuable retail brands in the US. In 2009, the brand registered a 14% increase in comparable sales. By July 2010, comparable sales 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 new guests that will want to try it that maybe didn’t even notice the Target own brand before,” said Kathee Tesija, executive vice president of merchandising for Target. Target is continuing to add new categories to the Up&Up brand as it has garnered considerable consumer interest, with record-high customer recommendation levels.. SALES UP 21% RECORD CUSTOMER RECOMMENDATION .
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  • 27. AOL Brand Strategy Brand Architecture Brand Identity Employee Engagement Advertising B2B Marketing Events and Experience Design Product Concept/Design Ambition In December 2009, global web services business AOL departed from its parent company, Time Warner. With a brand name synonymous with Internet access, AOL looked to Wolff Olins to assist it in re-shaping perceptions of the brand around the very different business it is actually in. New CEO Tim Armstrong’s new mission reflected this strategy: To inform, entertain and connect the world — not with more of the same, but with extraordinary content experiences. AOL works with the best collection of journalists, artists and musicians to create 80% original content. Action The brief to Wolff Olins was to help make AOL a media company for the 21st century. At the IPO, Wolff Olins’ first task was to create a forward-thinking brand identity that reflected the importance of creativity and originality. As AOL is content, it made sense to invent an identity that acted as a platform for content. A brand identity that subsequently went on to win prestigious awards from both AIGA and Cannes Lions as well as being featured in trade and art publications. Named “best identity of 2010” by influential identity blog Under Consideration, this was just the beginning of our work. Impact Wolff Olins continues to work with AOL across a full range of projects aimed to rapidly evolve the AOL brand — from internal programs to energize the organization to external marketing programs, such as AOLartists.com (930,000 unique visitors in the first six months). We designed initiatives, such as 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 25 grants program to infuse creativity in everything AOL does. And it’s starting to pay off — 40% of AOL users surveyed in October 2010 described the AOL brand as creative; and by the end of 2010, AOL was the only major brand to have a better “buzz” score than major online brands like Google, Facebook and Yahoo! according to Brand Index. RE-IMAGINED RE-POSITIONED RE-BOOTED
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  • 33. LIVING PROOF Brand Strategy Brand Identity Product Naming Packaging Design Retail Experience Digital Experience 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 received Allure Magazine’s Beauty Award three years in a row, including the Beauty Breakthrough Award before the first product (No Frizz) had even hit the shelves. Living Proof was 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 stores around the world, and the new Full mousse product is the fastest-selling SKU that Sephora carries. Living Proof has also received wide acknowledgement in the design world after winning a prestigious Art Directors Club Silver Cube, a One Show Bronze Pencil and a coveted D&AD Award for its packaging, created and designed by Wolff Olins. PROBLEM SOLVING CATEGORY BUSTING AWARD WINNING
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  • 36. NYC Brand Strategy Brand Identity Ambition There’s only one New York City. But within that one city are five boroughs, approximately 191 neighborhoods, nearly a million buildings and over 8.2 million people. Each individual has his or her own New York. Within the mind of every New Yorker resides a different version of New York City. It’s a place loved in 138 different languages and viewed through an almost infinite mix of cultures, ideologies and ways of life. Everyone living side 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 is no one symbol, no one logo or brand that means New York City to everyone. Action To 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 no one NYC.” The resulting brand identity has now been embraced not just by New York City’s official marketing, tourism and partnership organization, NYC & Company, but across many city departments. Impact From what was once many disparate and confusing identities, the NYC brand has become the singular and strong voice for the city. It is now used across a range of city-wide initiatives, including greenNYC, BeFitNYC and milliontreesNYC. The new brand has driven tourism marketing, and comes alive 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 of 350,000 jobs. 2010 became a record breaking year, with 49 million visitors, generating $31 billion in visitor spending and propelling New York City to the most popular tourism destination in the US for the first time in 20 years. BRANDING THE UNBRANDABLE CITY
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  • 39. OI Brand Strategy Brand Identity Communications Packaging Retail Concepts Ambition In 2001, the Brazilian telecom giant Telemar decided to launch a new mobile phone service. In a market dominated by formal and formulaic brands, Telemar wanted to be very different. Action Wolff 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”), and its visual identity, brand language, communication style, packaging and many other brand applications. More than 2.2 million people signed up in the first year — almost 20% of the Brazilian market and 4 times more than the target. Oi successfully took customers away from other networks; 75% of Oi’s customers left other providers to join Oi. The launch was so successful that in 2007 Oi became the brand for all of Telemar’s fixed line, broadband and mobile services. Wolff Olins developed the brand strategy, brand architecture and visual expressions for this new, bigger Oi. Impact In December 2002, the Brazilian business newspaper Istoé Dinheiro called the new brand a “phenomenon” and it has continued to perform phenomenally since. Oi is now the largest telecom provider in South America, with 14 million fixed-line and 17 million mobile customers. OWNING “HELLO”
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  • 42. OUR RECENT AWARDS AIGA, IDENTITY SYSTEM, CROSS-MEDIA, BRANDING CATEGORY — AOL BRAND (2010) /// ONE SHOW BRAND CERTIFICATE OF MERIT — AOL (2010) /// CANNES LIONS, REBRAND DESIGN, BRONZE — AOL (2010) /// D&AD AWARD, PACKAGE DESIGN —LIVING PROOF (2009) /// ART DIRECTORS CLUB CUBE, SILVER — LIVING PROOF PACKAGE DESIGN (2009) /// THE ONE SHOW PENCIL, BRONZE —LIVING PROOF PACKAGE DESIGN (2009) /// CREATIVE REVIEW ANNUAL GRAPHIC DESIGN AWARD — NYC (2008) /// D&AD BRANDING/EXISTING BRAND SCHEMES AWARD — NEW MUSEUM & NYC (2008) /// ART DIRECTORS CLUB, CORPORATE AND PROMOTIONAL DESIGN AWARD: LOGO/TRADEMARK — NYC (2008) /// AIGA AWARDS, IDENTITY GUIDELINES MANUAL, BRAND AND IDENTITY SYSTEMS — NEW MUSEUM (2008) /// TYPE DIRECTORS CLUB, TYPOGRAPHIC EXCELLENCE AWARD — (RED) & NEW MUSEUM (2008) /// CORPORATE DESIGN AWARD, INTERNATIONAL MUSEUM COMMUNICATION INTEGRATION CATEGORY — SOUTHBANK CENTRE (2007) /// DBA DESIGN EFFECTIVENESS, CORPORATE/BRAND IDENTITY AWARD — WE ARE MACMILLAN CANCER SUPPORT (2007) /// D&AD NEW BRANDING SCHEMES AWARD — (RED) (2007) /// AIGA AWARDS, BRAND AND IDENTITY SYSTEMS DESIGN AWARDS — OI (2007) /// BRAND REPUBLIC, DESIGN AGENCY OF THE YEAR (2006) /// DESIGN WEEK BENCHMARK AWARD, BEST IN CATEGORY — MACMILLAN CANCER SUPPORT (2006) /// AIGA AWARDS, BRAND AND IDENTITY SYSTEMS DESIGN — CARTER’S (2006) ///
  • 43. 150 A PEOPLE WORLD VIEW 21 LANGUAGES 3 OFFICES 1 BUSINESS
  • 44. 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, then In the 60s, we did convention-breaking design work for big Heathrow Express. And we closed the decade by opening in companies 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, PwC And 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 wrote the book. We worked For 3i, Q8 and Prudential. Repsol took Recently we have helped to define what it means to be a us into Spain. And we created a little banking brand in Britain modern Arab brand, with Aldar and Mathaf. We created India’s called 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.
  • 45. WE WILL HELP YOU EXPAND YOUR AMBITION THROUGH A BOLDER, BRAND-LED STRATEGY. WE WILL HELP YOU CREATE BETTER PRODUCTS AND SERVICES THROUGH BRAND-LED INNOVATION. WE WILL USE THE POWER OF BRAND TO DELIVER TRANSFORMATION INSIDE YOUR ORGANIZATION. AND WE WILL HELP YOU TAKE YOUR PLACE IN THE WORLD THROUGH A STRONGER BRAND EXPRESSION. IF YOU NEED A GAME-CHANGING BRAND TO DRIVE YOUR BUSINESS, WE ARE THE RESPONSIBLE CHOICE
  • 46. ALL OF APPLE NEW YORK CITY ADIDAS OI AOL ORANGE OUR CLIENTS APPLE RECORDS PEPSICO ATHENS 2004 PG&E AMEX PWC SHARE BARCLAYS (RED) BEELINE REPSOL BLOOMINGDALE’S REUTERS AMBITION 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
  • 47. THERE’S NO ONE WAY TO BUILD A GREAT BRAND WE DESIGN OUR PROCESS AND TEAM TO MEET YOUR UNIQUE CHALLENGE AND DELIVER POSITIVE IMPACT
  • 48. CEO FAQ Growing & 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 competition intensifies, markets become saturated and growth slows. We believe achieving new growth means finding new ways to delight your customers across one of two key dimensions: 1. By intelligently extending your brand into new categories. From a product to a service as we did with Driving Academy for Mercedes-Benz, or from a me-too copycat to a completely new brand as we did with Up&Up for Target. 2. By reinventing an existing category. Reinventing charity, as we did with PRODUCT (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 that's 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 your organization; 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 by working with them to create a visionary view of the future of their business and their brand. A vision that can be clearly and easily communicated throughout the organization, which will inspire change within that business. As we’ve done with AOL and with Skype. Of course, with a vision comes change. Here we work with leadership teams to find the key levers of change and how to focus not only on what to do but also on what not to do.
  • 49. CEO FAQ Better 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 to create flexibility within a global brand to how to manage the explosion in digital touchpoints. Rather than a canned response, our approach is first to understand the business challenge and then work with you to create a solution that will assist in that challenge. Like creating a new kind of global digital guidelines for Citi, or helping Telenor create a flexible approach to global brand management. Ensuring you are fit for tomorrow: – We have fewer resources — how do we decide what we don't 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’t mean your brand has to be based on the past. Instead we work with you to understand two very simple things. First, what is special about you — those unique capabilities and approaches that sit at the heart of your culture and which others would find hard to copy. Second, what the world needs; those things that are currently missing from the world. Using a deep customer insight-led approach, we can help you to understand what your current strengths and weaknesses are and better understand the future direction you need to go in in order to succeed. As we’ve done for AOL or for Skype.
  • 50. WE’D LOVE TO TALK Gilles Guilbert Direct: +1 212 471 1520 Main: +1 212 505 7337 gilles.guilbert@wolffolins.com Wolff Olins 200 Varick Street 10th Floor New York, NY 10014 www.wolffolins.com