This document outlines the terms and procedures for two mobile subscription services - MT subscriptions and content by installment.
For MT subscriptions, it describes the subscription options and restrictions, general statements, requirements, penalties, and advertisement guidelines. It provides the general scenario for subscriptions.
For content by installment, it describes the service options and restrictions, the main scenario which allows users with insufficient balances access to content in installments, and the penalties for non-compliance.
The document aims to establish clear terms and guidelines for partners to follow to properly implement and manage these mobile subscription services.
Shop Direct Group wanted to attract younger customers and transition to being an online retailer. They hired Wolff Olins to create a new brand called Very based on a social shopping network where customers provide feedback. Wolff Olins developed the Very brand identity, website, and marketing materials. Very launched 10 months later in July 2009 and generated enthusiastic reactions from customers.
Mary Meeker, one of Fortune Magazine’s “ten smartest people in tech”, released her latest set of internet trends data in May. The report, which has been trending ever since, provides an eye-popping picture of future internet tends. It can be found at: http://www.slideshare.net/kleinerperkins/kpcb-internet-trends-2012
At Wolff Olins we’re big fans. It was Mary's ‘Reimagination of Everything’ that really captured our attention. In this section of her presentation she takes takes numerous categories and shows how they have been reimagined by social / mobile / local.
Inspired by her ideas, a group of us got together to imagine the future of these categories, providing the ‘Next’ to Mary’s ‘Then: Now’. Our predictions follow.
The document discusses how consumers are no longer passive and simply consume products and services. People are now active, skeptical, creative, and entrepreneurial and are reshaping their relationships with businesses and organizations. Specifically, people are sidestepping traditional authorities and institutions, demanding more control and transparency. They are also making their own meaning through creative activities and finding new ways of doing things. The strategies proposed for businesses and organizations include becoming a place people sidestep to, sharing a sense of purpose, focusing on connections over transactions, giving people ways to participate, make, share and sell things. Businesses should build minimal brands people can adapt and improve, provide marketplaces and help people collaborate. Overall, the document advocates that businesses focus on people
Noé charity launches an awareness campaign called "In the shadow of the largest, smallest disappear" to highlight the threat faced by common and small biodiversity species that are often overlooked. The campaign features a video and prints that initially draw attention to larger iconic species like whales and bears, before revealing smaller species behind them that are dying in silence.
The ‘web of things’ or ‘internet of things' simply describes the relationship between human beings and everyday objects using the internet.
A world where lighting is controlled by the genre of music being played and our fridges notifying us that we need more juice to replace the vitamins lost on the cycle commute is a very real one. The ‘web of things’ is happening.
An era of devices that intertwine with our clothing and bodies (wearable technology) is upon us.
If you are to cast your minds back to 2010 and the release of the iPad and recall the cries of ‘Why? Why would we need such a product? How does this help me in life?’
And look at us now, eagerly awaiting the next iteration and it’s accompanying accessories.
The same thing will inevitably happen when the impending wearable technologies crash over us. Google Glass, Samsung and Apple’s smart watches will change the way we consume products, socialise and work.
This week’s Identica Insight delves under the skin of the wearable tech world.
Mergers, acquisitions, and spin-offs are tricky operations. By keeping these seven crucial questions in mind, companies can ensure that their brand doesn't get lost in the clutter.
This document outlines the terms and procedures for two mobile subscription services - MT subscriptions and content by installment.
For MT subscriptions, it describes the subscription options and restrictions, general statements, requirements, penalties, and advertisement guidelines. It provides the general scenario for subscriptions.
For content by installment, it describes the service options and restrictions, the main scenario which allows users with insufficient balances access to content in installments, and the penalties for non-compliance.
The document aims to establish clear terms and guidelines for partners to follow to properly implement and manage these mobile subscription services.
Shop Direct Group wanted to attract younger customers and transition to being an online retailer. They hired Wolff Olins to create a new brand called Very based on a social shopping network where customers provide feedback. Wolff Olins developed the Very brand identity, website, and marketing materials. Very launched 10 months later in July 2009 and generated enthusiastic reactions from customers.
Mary Meeker, one of Fortune Magazine’s “ten smartest people in tech”, released her latest set of internet trends data in May. The report, which has been trending ever since, provides an eye-popping picture of future internet tends. It can be found at: http://www.slideshare.net/kleinerperkins/kpcb-internet-trends-2012
At Wolff Olins we’re big fans. It was Mary's ‘Reimagination of Everything’ that really captured our attention. In this section of her presentation she takes takes numerous categories and shows how they have been reimagined by social / mobile / local.
Inspired by her ideas, a group of us got together to imagine the future of these categories, providing the ‘Next’ to Mary’s ‘Then: Now’. Our predictions follow.
The document discusses how consumers are no longer passive and simply consume products and services. People are now active, skeptical, creative, and entrepreneurial and are reshaping their relationships with businesses and organizations. Specifically, people are sidestepping traditional authorities and institutions, demanding more control and transparency. They are also making their own meaning through creative activities and finding new ways of doing things. The strategies proposed for businesses and organizations include becoming a place people sidestep to, sharing a sense of purpose, focusing on connections over transactions, giving people ways to participate, make, share and sell things. Businesses should build minimal brands people can adapt and improve, provide marketplaces and help people collaborate. Overall, the document advocates that businesses focus on people
Noé charity launches an awareness campaign called "In the shadow of the largest, smallest disappear" to highlight the threat faced by common and small biodiversity species that are often overlooked. The campaign features a video and prints that initially draw attention to larger iconic species like whales and bears, before revealing smaller species behind them that are dying in silence.
The ‘web of things’ or ‘internet of things' simply describes the relationship between human beings and everyday objects using the internet.
A world where lighting is controlled by the genre of music being played and our fridges notifying us that we need more juice to replace the vitamins lost on the cycle commute is a very real one. The ‘web of things’ is happening.
An era of devices that intertwine with our clothing and bodies (wearable technology) is upon us.
If you are to cast your minds back to 2010 and the release of the iPad and recall the cries of ‘Why? Why would we need such a product? How does this help me in life?’
And look at us now, eagerly awaiting the next iteration and it’s accompanying accessories.
The same thing will inevitably happen when the impending wearable technologies crash over us. Google Glass, Samsung and Apple’s smart watches will change the way we consume products, socialise and work.
This week’s Identica Insight delves under the skin of the wearable tech world.
Mergers, acquisitions, and spin-offs are tricky operations. By keeping these seven crucial questions in mind, companies can ensure that their brand doesn't get lost in the clutter.
A MONTH OF IDEAS - SEPTEMBRE 2015
par le Planning Stratégique de Brand Union Paris
Un mois, 30 jours ou presque, autant de bonnes idées, de drôles de choses, de belles images ou de brillantes initiatives qui nous ont interpellées, et qu'on voulait partager avec vous...
Rendez-vous le moins prochain.
The document provides summaries of 24 marketing and branding ideas from October 2015. Some of the ideas include:
- An Italian cultural heritage organization opened 500 cultural sites across Italy through an "Open Doorbells" campaign telling stories through intercoms.
- A billboard campaign in Stockholm notified pedestrians of what they would encounter around the corner based on their smartphone location data.
- Ikea launched a bike designed with only 19 parts to assemble, making it as easy to put together as a sandwich.
- A Japanese lingerie brand launched an automatic bra vending machine, a novel concept that showed evolving attitudes towards women's underwear.
The company has a global wholesale coverage model with a presence in 130 countries across 5 continents, primarily through more than 40 direct subsidiaries representing over 90% of sales. It reaches approximately 200,000 points of sale by leveraging a strong brand portfolio through a selective distribution strategy that differs by brand across luxury, premium fashion, fashion, and lifestyle segments. There are new opportunities for growth through emerging markets and new channels like department stores and travel retail.
A MONTH OF IDEAS - MAY/JUNE 2016
by the Strategic Planning of Brand Union Paris
1 month, almost 30 days of good ideas, funny things, beautiful pictures or brillant initiatives that triggered our attention and that we wanted to share with you...
See you next month.
A MONTH OF IDEAS - NOVEMBER 2015
by the Strategic Planning of Brand Union Paris
1 month, almost 30 days of good ideas, funny things, beautiful pictures or brillant initiatives that triggered our attention and that we wanted to share with you...
See you next month.
Identica Bitesize 170114 Health on the HorizonMichael Nash
IT’S THE BEGINNING OF A NEW YEAR WHICH MEANS GYMS ARE OVERCROWDED AND NEW DIETS ARE PAINFULLY BEDDING IN.
But what will health mean to us all in 2014? We know that consumers are increasingly knowledgeable, regarding their own health and actively taking preventative measures to manage it.
Identica have highlighted five trends that will impact many of us as we strive to monitor and improve our personal health.
AOL announced in early 2009 that it would become an independent business separate from parent company Time Warner. As a new independent business, AOL aimed to offer online content, products, and services for consumers, publishers, and advertisers. AOL hired Wolff Olins to help develop a new brand identity that expressed AOL's mission to entertain and connect the world through extraordinary content experiences rather than more conventional offerings. Wolff Olins worked with AOL to create a brand identity that set AOL apart from other media businesses and embraced change. AOL's new identity launched in December 2009 and has helped AOL attract new audiences and stay relevant to existing customers as it transitions from a focus on access to online content.
We’re seeing a rise in anomalistic design.
Design that inspires or discourages
within an instant. A conscious effort is
being made by some brands to not
aesthetically conform. Anti-design.
These examples bask in their unusual
morphology and design. Weird but wonderful, this micro-trend certainly challenges consumers to think again about what we pass as ‘normal’.
This document contains contact information for Michael Nash, a freelance designer based in the UK. It lists his email and phone number at the top, and provides examples of clients and projects he has worked with over his career, including J2O drinks, Amtech Tools, Tesco, and Marmite. It also includes his work history as a freelance designer and at various design agencies since 1996. At the bottom it provides instructions for booking him or viewing his full portfolio.
Heathrow Express is a rail link between Heathrow Airport and central London. In the 1990s, BAA set up a joint venture with British Rail to build a fast rail link, but needed to attract passengers away from cheaper transit options. Wolff Olins redesigned the rail link experience with airline-style standards of high speed, capacity, information, and ticketing. This new "Heathrow Express" brand launched in 1998 and has been very successful, now carrying over 16,000 passengers daily and receiving high marks for customer satisfaction for many years.
The New Museum of Contemporary Art in New York City is dedicated exclusively to showcasing contemporary art. Wolff Olins was tasked with creating a brand that would help the museum become a world leader in its field. They simplified the name to make it feel less institutional and broadened its scope beyond a narrow focus. Wolff Olins developed a visual identity featuring a spectrum of color and language to communicate that the museum is open, fearless, and alive. This new branding was highly successful, driving a 600% increase in visitors and 400% growth in new members within months of launching.
First Direct was launched in 1989 by Midland Bank to target richer customers with a new type of banking focused on telephone and online services rather than physical branches. They created the brand First Direct to deliver this new banking approach and differentiate it from Midland Bank. First Direct has been very successful, growing to a loyal customer base of 1.2 million people based largely on positive word-of-mouth recommendations.
Living our Purpose means that across the MUP organization, we are unified in our approach and collaborative in our efforts to make a difference in the lives of the people we touch. This effort
applies to everything we do — from our scientific methodology, to our manufacturing processes, to the tone, look, and feel of our communications.
Siegel+Gale was tasked with creating a naming system and visual identity for Sprint's new joint venture with cable operators to bring digital cable programming and services to mobile devices. They created a new name, "Pivot", and naming architecture guidelines. They also developed a graphic identity to bring the names to life and guide how the Pivot brand was launched and applied across audiences by each partner company. The system allowed each partner to market the products within their footprints while connecting back to the parent brand.
Ten learnings on thinking small for big impact Wolff Olins
When we take on big challenges, like innovation, it’s tempting to jump to big
solutions. But sometimes, it’s the small things that matter most.
Small is in the detail. And small often requires big thought. But when
creating sustainable systems that support change there is power in small.
Here are ten (tiny) lessons we’ve learned at Wolff Olins
where thinking small can have a big impact.
Ten learnings from Wolff Olins on setting up a marketing department for successWolff Olins
1. The document provides 10 recommendations for setting up a successful marketing department. The first is to clarify the marketing mandate by agreeing on objectives, tools, and responsibilities with senior management.
2. It also recommends that marketing monitor the entire customer experience and be integrated across the business, not just focused on sales and acquisition.
3. Establishing a clear marketing mantra or north star that the whole team can work towards is also suggested to help focus and integrate marketing efforts.
This document summarizes Wolff Olins' work with various ambitious clients to help build category-defining, market-leading, growth-driving brands through brand strategy, identity, marketing and other services. It provides examples of projects with clients like (RED), GE, Unilever, New Museum, Target, AOL and others that have helped the clients reinvent their businesses, categories and futures.
The Victoria and Albert Museum in London underwent a major renewal effort led by its new director Mark Jones to revitalize its buildings and collections displays and move it from acting as the nation's attic to an inspiration for contemporary design. Wolff Olins was hired to update the V&A's brand to reinvigorate its purpose and position it as a global art and design brand. The refreshed brand launched in 2002 helped boost programming, visitor numbers, which increased 34% to 2.5 million by 2009, and website visitors, which grew from 1.6 to 20 million, establishing the V&A as a global brand.
A MONTH OF IDEAS - SEPTEMBRE 2015
par le Planning Stratégique de Brand Union Paris
Un mois, 30 jours ou presque, autant de bonnes idées, de drôles de choses, de belles images ou de brillantes initiatives qui nous ont interpellées, et qu'on voulait partager avec vous...
Rendez-vous le moins prochain.
The document provides summaries of 24 marketing and branding ideas from October 2015. Some of the ideas include:
- An Italian cultural heritage organization opened 500 cultural sites across Italy through an "Open Doorbells" campaign telling stories through intercoms.
- A billboard campaign in Stockholm notified pedestrians of what they would encounter around the corner based on their smartphone location data.
- Ikea launched a bike designed with only 19 parts to assemble, making it as easy to put together as a sandwich.
- A Japanese lingerie brand launched an automatic bra vending machine, a novel concept that showed evolving attitudes towards women's underwear.
The company has a global wholesale coverage model with a presence in 130 countries across 5 continents, primarily through more than 40 direct subsidiaries representing over 90% of sales. It reaches approximately 200,000 points of sale by leveraging a strong brand portfolio through a selective distribution strategy that differs by brand across luxury, premium fashion, fashion, and lifestyle segments. There are new opportunities for growth through emerging markets and new channels like department stores and travel retail.
A MONTH OF IDEAS - MAY/JUNE 2016
by the Strategic Planning of Brand Union Paris
1 month, almost 30 days of good ideas, funny things, beautiful pictures or brillant initiatives that triggered our attention and that we wanted to share with you...
See you next month.
A MONTH OF IDEAS - NOVEMBER 2015
by the Strategic Planning of Brand Union Paris
1 month, almost 30 days of good ideas, funny things, beautiful pictures or brillant initiatives that triggered our attention and that we wanted to share with you...
See you next month.
Identica Bitesize 170114 Health on the HorizonMichael Nash
IT’S THE BEGINNING OF A NEW YEAR WHICH MEANS GYMS ARE OVERCROWDED AND NEW DIETS ARE PAINFULLY BEDDING IN.
But what will health mean to us all in 2014? We know that consumers are increasingly knowledgeable, regarding their own health and actively taking preventative measures to manage it.
Identica have highlighted five trends that will impact many of us as we strive to monitor and improve our personal health.
AOL announced in early 2009 that it would become an independent business separate from parent company Time Warner. As a new independent business, AOL aimed to offer online content, products, and services for consumers, publishers, and advertisers. AOL hired Wolff Olins to help develop a new brand identity that expressed AOL's mission to entertain and connect the world through extraordinary content experiences rather than more conventional offerings. Wolff Olins worked with AOL to create a brand identity that set AOL apart from other media businesses and embraced change. AOL's new identity launched in December 2009 and has helped AOL attract new audiences and stay relevant to existing customers as it transitions from a focus on access to online content.
We’re seeing a rise in anomalistic design.
Design that inspires or discourages
within an instant. A conscious effort is
being made by some brands to not
aesthetically conform. Anti-design.
These examples bask in their unusual
morphology and design. Weird but wonderful, this micro-trend certainly challenges consumers to think again about what we pass as ‘normal’.
This document contains contact information for Michael Nash, a freelance designer based in the UK. It lists his email and phone number at the top, and provides examples of clients and projects he has worked with over his career, including J2O drinks, Amtech Tools, Tesco, and Marmite. It also includes his work history as a freelance designer and at various design agencies since 1996. At the bottom it provides instructions for booking him or viewing his full portfolio.
Heathrow Express is a rail link between Heathrow Airport and central London. In the 1990s, BAA set up a joint venture with British Rail to build a fast rail link, but needed to attract passengers away from cheaper transit options. Wolff Olins redesigned the rail link experience with airline-style standards of high speed, capacity, information, and ticketing. This new "Heathrow Express" brand launched in 1998 and has been very successful, now carrying over 16,000 passengers daily and receiving high marks for customer satisfaction for many years.
The New Museum of Contemporary Art in New York City is dedicated exclusively to showcasing contemporary art. Wolff Olins was tasked with creating a brand that would help the museum become a world leader in its field. They simplified the name to make it feel less institutional and broadened its scope beyond a narrow focus. Wolff Olins developed a visual identity featuring a spectrum of color and language to communicate that the museum is open, fearless, and alive. This new branding was highly successful, driving a 600% increase in visitors and 400% growth in new members within months of launching.
First Direct was launched in 1989 by Midland Bank to target richer customers with a new type of banking focused on telephone and online services rather than physical branches. They created the brand First Direct to deliver this new banking approach and differentiate it from Midland Bank. First Direct has been very successful, growing to a loyal customer base of 1.2 million people based largely on positive word-of-mouth recommendations.
Living our Purpose means that across the MUP organization, we are unified in our approach and collaborative in our efforts to make a difference in the lives of the people we touch. This effort
applies to everything we do — from our scientific methodology, to our manufacturing processes, to the tone, look, and feel of our communications.
Siegel+Gale was tasked with creating a naming system and visual identity for Sprint's new joint venture with cable operators to bring digital cable programming and services to mobile devices. They created a new name, "Pivot", and naming architecture guidelines. They also developed a graphic identity to bring the names to life and guide how the Pivot brand was launched and applied across audiences by each partner company. The system allowed each partner to market the products within their footprints while connecting back to the parent brand.
Ten learnings on thinking small for big impact Wolff Olins
When we take on big challenges, like innovation, it’s tempting to jump to big
solutions. But sometimes, it’s the small things that matter most.
Small is in the detail. And small often requires big thought. But when
creating sustainable systems that support change there is power in small.
Here are ten (tiny) lessons we’ve learned at Wolff Olins
where thinking small can have a big impact.
Ten learnings from Wolff Olins on setting up a marketing department for successWolff Olins
1. The document provides 10 recommendations for setting up a successful marketing department. The first is to clarify the marketing mandate by agreeing on objectives, tools, and responsibilities with senior management.
2. It also recommends that marketing monitor the entire customer experience and be integrated across the business, not just focused on sales and acquisition.
3. Establishing a clear marketing mantra or north star that the whole team can work towards is also suggested to help focus and integrate marketing efforts.
This document summarizes Wolff Olins' work with various ambitious clients to help build category-defining, market-leading, growth-driving brands through brand strategy, identity, marketing and other services. It provides examples of projects with clients like (RED), GE, Unilever, New Museum, Target, AOL and others that have helped the clients reinvent their businesses, categories and futures.
The Victoria and Albert Museum in London underwent a major renewal effort led by its new director Mark Jones to revitalize its buildings and collections displays and move it from acting as the nation's attic to an inspiration for contemporary design. Wolff Olins was hired to update the V&A's brand to reinvigorate its purpose and position it as a global art and design brand. The refreshed brand launched in 2002 helped boost programming, visitor numbers, which increased 34% to 2.5 million by 2009, and website visitors, which grew from 1.6 to 20 million, establishing the V&A as a global brand.
Unilever wanted to transform from a diffuse company with too many brands and no growth strategy into a single-minded, idea-led business focused on growth. With Wolff Olins' help, Unilever adopted the idea of "adding vitality to life" as a unifying theme. Wolff Olins created a new visual identity and worked on projects to embed the vitality idea throughout Unilever's operations and culture. As a result of this vitality-driven approach, Unilever achieved nearly 6% underlying sales growth, launched several new successful products, and saw worldwide revenue reach €40.5 billion in 2008.
Tate reinvented itself in the 1990s from a traditional museum to a branded collection of art experiences across four sites in London and elsewhere. With help from Wolff Olins, Tate developed the brand "Look again, think again" to invite visitors to experience art in new ways. The rebranding was a success, with Tate Modern attracting double its target visitors and becoming the most popular modern art gallery in the world. Overall, Tate's annual visitors tripled to 7.7 million after seven years.
Tata DOCOMO launched in India in 2009 as the eighth mobile operator in an extremely competitive market. They partnered with Wolff Olins to develop a brand identity focused on being pioneering and unconventional, inspiring customers to "do new, different and better things". The 'DO' brand launched with innovative pricing plans and was an instant success, reaching its annual subscriber target in less than 90 days and becoming the fastest growing network in India with over 10 million customers after 18 months.
Southbank Centre was built in 1951 but by 2007 had become fragmented with each of its four venues operating independently. Wolff Olins helped create a new brand and idea called "Arts' new chemistry" to unite the venues and create new relationships across art forms. The new brand has had a transformative effect, with Southbank Centre now instigating and producing events rather than just hosting performances. It attracts over three million visitors annually and produces over 1,000 paid performances each year, with visitor numbers increasing 62% and income rising 50% following the new brand launch.
Sony Ericsson has refreshed its brand identity to become the third largest mobile phone brand in the world within just six months by focusing on what people love to do with their phones.
The document discusses the need to create a unified brand for New York City to represent its diversity, with over 8 million residents from 138 different languages and cultures living across the city's 191 neighborhoods. The created NYC brand uses thick, durable lettering to symbolize New Yorkers and functions like a window, revealing different images that represent the many professions and activities in the city. Since its launch, the NYC brand has been used for various city initiatives and driven a significant increase in tourism, with a 13% rise in visitors the following year and 2008 becoming a record year with 47 million visitors and $33 billion in spending.
In 2007, Daimler set up a team to develop new business ventures for the Mercedes-Benz brand within 10 months. Working with Wolff Olins, the team launched 10 new pilot businesses, including Kinderclass in January 2009 which offers elegant solutions for family mobility. In June 2009, Mercedes-Benz Drive Academy was launched as the first advanced driving school of its kind. These new ventures help protect and leverage the Mercedes-Benz brand while attracting new customers and building sustainability credentials to generate over 20% return on sales.
Macmillan Cancer Support underwent a branding transformation to become a broader source of support for anyone affected by cancer, and to drive change in cancer care. The rebranding included developing a new brand identity and personality to help Macmillan resonate more in daily life and make it easier for people to talk about cancer. Since launching the new brand, Macmillan has seen record income growth and expanded its resources through a merger, allowing it to do more for people affected by cancer.
London's 2012 Olympic bid promised to inspire youth around the world and make the Games more accessible. To achieve this vision, London needed a powerful brand to engage the global audience of 4 billion people. The brand they created, a bold 2012 emblem, supports the ambition of making the Games everyone's. It has already achieved over 50% brand recognition worldwide, exceeding sponsorship expectations as partners support sustainability and athletes.
Liverpool sought to redevelop a derelict 42-acre city-center site into a new shopping and residential district called Liverpool ONE to become the top retail destination in northwest England. Costing £920 million, it would be Europe's biggest single regeneration project. To attract people to the unpromising location, the developers commissioned Wolff Olins to brand the project with the idea "No rules" to position it as unconventional and free-spirited like Liverpool's culture. When it opened in 2008, Liverpool ONE was immediately successful and revitalized the city's heart, attracting 500,000 weekly visitors and maintaining a 98.5% occupancy of its shops even during recession.
Luxottica Group owned the sunglasses retail brand Sunglass Hut but wanted to target the high-end luxury market by offering sunglasses from designers like Dior and Chanel. They created the brand Ilori to operate high-end boutiques selling these exclusive sunglasses. Brand strategy firm Wolff Olins helped develop the Ilori brand identity and retail experience. Ilori quickly became successful, opening multiple boutiques in luxury locations like Beverly Hills and achieving higher than expected sales results by focusing on an exclusive brand experience and high level of customer service.
GE underwent a transformation from a manufacturing company organized into silos to a digital industrial company focused on building customer solutions platforms. As part of this transformation, GE created a modern brand identity centered around the idea of "Imagination at work" to excite leaders and drive impact throughout the business. Since launching this new brand, GE has seen consistent revenue growth averaging 10.25% annually and added $85 billion in additional revenues through 85 "Imagination breakthroughs" inspired by the brand idea.
Frito-Lay sought to expand into the nut aisle to attract older, health-conscious consumers and challenge Planters' dominance. Working with Wolff Olins, Frito-Lay developed the TrueNorth brand centered around making a purposeful impact on your life and the world. TrueNorth exceeded sales benchmarks in its test launch and launched nationwide, drawing a new target consumer into Frito-Lay's portfolio. The brand manager was named PepsiCo Innovator of the Year for successfully launching TrueNorth.
Carter's needed to strengthen its children's apparel brand against growing private label competition. An analysis found that while Carter's had strong brand trust, it had lost innovation and its shopping experience was inconsistent. To address this, Carter's created a new brand vision focused on what matters most to mothers. This included rationalizing products, improving in-store signage and packaging, and innovating new products and services. When the new brand experience launched, both wholesale partners and mothers responded positively. As a result, wholesale sales increased 3% and retail sales increased 10%, strengthening Carter's position as the leading children's apparel brand.
BT wanted to transform from a state utility to a global communications company that is responsive to customers. Wolff Olins created a new brand identity and simplified the name to BT to represent its purpose and responsiveness. They implemented the new identity across BT's assets on time and on budget. This branding transformation helped improve how BT was perceived by the public and made it a success story of privatization, with a third of its revenue now coming from outside the UK.
(RED) was launched in 2006 by Bono and Bobby Shriver to harness the power of companies to eliminate AIDS in Africa. It created a new business model where companies created (RED) branded products and 50% of profits went to fight AIDS. This provided consumers with an easy way to contribute through normal shopping. Over $125 million has been raised for the Global Fund to Fight AIDS, TB, and Malaria from partnerships with companies like American Express, Converse, Gap, and Emporio Armani. The brand aims to inspire, connect people, and give consumers power through conscious consumption of (RED) products.