Ted Matthews Press Kit

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Ted Matthews Press Kit

  1. 1. Press Kit Ted Matthews Brand Coach, Founding Partner Instinct Brand Equity Coaches 416.369.0505 416.518.2538 480.288.2610 tedm@instinctbrandequity.com Toronto Cellular Arizona www.instinctbrandequity.com
  2. 2. Table of Contents Ted Matthews Biography 3 Brand: It Ain’t the Logo* 4 Synopsis 6 Praise 8 Marketing magazine excerpt 10 Speaking Selected Speaking Appearances 14 Testimonials 16 Selected Video Clips on CD 2
  3. 3. Ted Matthews Biography Brand Coach, Founding Partner Instinct Brand Equity Coaches He persuaded adidas to bring back The Three Stripes. He convinced Energizer not to kill the Bunny. But it's still not about the logo. Ted Matthews, Canada's original Brand Coach, is lead author of Brand: It Ain't the Logo*. With passion, irreverence and colorful stories drawn from his 37-year career, Ted vividly illustrates that North American business leaders – if they want their Brands to flourish – must acknowledge that A Brand is what people think of you™. Released in October 2007, the book has been met with acclaim from business leaders, the media and academia alike. It is available on Amazon.com and Books for Business. Ted brings a unique style, evangelical passion and unprecedented knowledge and insight to each of his engagements. He pushes his clients to understand that a Brand is not the logo, the website or the advertising. His over three decades of experience and an unbiased, no-nonsense approach helps time-starved leaders become CBOs – Chief Brand Officers – as they must in order to ensure that the Brand is lived at every touchpoint. Ted has been an integral force behind the Brand-building efforts of companies such as, among many others, MDS, Honda, Steelcase, Toshiba, Strata Health, Oxford Properties, Pickseed, Investment Planning Counsel, adidas, Benjamin Moore, ornge, Steam Whistle Brewing, Kinross Gold, Purolator, Canadian Tire and The Richard Ivey School of Business. For his pearls of wisdom and famously entertaining style, Ted is a sought-after speaker for some of Canada's most prominent corporations (including Purolator and Canadian Tire), the highest levels of government (including the Privy Council Office), professional fora (including KPMG Enterprise) and elite business schools (including the Richard Ivey School of Business and the Schulich School of Business). A more detailed list of Ted's 2007 and 2008 speaking engagements appears on page 14. Helping lay the groundwork for future Branding excellence, he lends his time to coaching young entrepreneurs, and together with sitting on the board of Street Kids International, serves as Brand Coach for that non-profit organization. Many media channels are frequented by Ted and his thinking, including the Business News Network, Marketing magazine, the National Post, 680 News and Canadian Business Online. He is the driving force behind instincts, the monthly newsletter of Instinct Brand Equity Coaches. Ted Matthews lives between an island cottage in Muskoka and a desert home near Phoenix, Arizona. In his spare time, he enjoys making sawdust. Ted Matthews 3
  4. 4. “Marketing has a handful of essential truths and I can think of nothing more essential than Ted's oft-repeated mantra that a brand is "what people think of you.” Ted's ability to cut through the clutter and deliver a message that sticks is legendary. It has been a joy to learn from him.” Ashwin W. Joshi Director, MBA Program Associate Professor in Marketing Schulich School of Business, York University Brand: It Ain’t the Logo* *It’s what people think of you™ ted matthews with greg de koker and andris pone Brand: It Ain’t the Logo* 4
  5. 5. "From Bangkok to Beijing and Sydney to Singapore, Ted's advice rings true because the branding principles he so clearly articulates are universal. This makes Brand: It Ain’t the Logo* a must-read for marketing success in any hard-fought international arena." Ron McEachern President, PepsiCo Asia Brands are more important than ever to the survival of North American business. Our manufac- turing base continues to disappear, epitomized by the dismal Branding performance of icons like Ford, Chrysler and GM. The thickening fog of hyper-messaging – the unprecedented amount of commercial messages that flood media channels and the minds of target audiences – is making it increasingly diffi- cult for Brands to attract and retain either customers or the best employees – the latter amidst our worsening labor crisis. Yet at this critical moment, “Brand” is widely misunderstood. Egged on by business schools and the ad industry, a wide swath of senior executives at companies from startup to Fortune 500 equate their Brand with their logo or advertising tactics. These executives believe, therefore, that the Brand isn't their responsibility – but that of the marketing department alone. With passion, irreverence and colorful stories drawn from his 37-year career, Ted Matthews vividly illustrates that North American business leaders – if they want their Brands to flourish – must acknowl- edge that A Brand is what people think of you™. And that all the time and money that marketers spend on advertising is pointless if every employee isn't consistently doing what the ads say they will. CEOs must appoint themselves CBOs – Chief Brand Officers – because they are the only people who can protect the Brand from their own executives and ad agencies, and who can make delivering the Brand everyone's responsibility. Only then can the Brand realize its full promise: to be the principle around which the entire company is organized, to attract and retain the best employees, and to enjoy the greater strategic effectiveness and huge cost savings that come with consistently on-Brand behavior. ted matthews persuaded adidas to bring back The Three Stripes. He convinced Energizer not to kill the Bunny. But it’s still not about the logo. Over the course of a 37-year career, he has preached proper Brand understanding and relentless consistency enroute to some of the most successful Brand evolutions in North America – at companies including adidas, Steelcase, Toshiba, Oxford Properties, Benjamin Moore, Steam Whistle Brewing, Kinross Gold and Honda. Ted is Brand Coach and Founding Partner of Instinct Brand Equity Coaches. greg de koker is Brand Coach and Managing Partner at Instinct. Greg’s client list includes Bombardier Regional Aircraft, The Beer Store, Canon, Macquarie Financial, Suzy Shier and CanWest Media. andris pone is Brand Coach and Partner at Instinct. His client engagements have included Fairmont Hotels & Resorts, KingSett Capital, Princess Margaret Hospital Foundation and Warrillow & Co. $25.00 US/CDN Brand Coaching Brand: It Ain’t the Logo* 5
  6. 6. Brand: It Ain’t the Logo* Synopsis “Brand” is widely misunderstood. Yet as our manufacturing base continues to disappear, the ability to build strong Brands is more important than ever to the survival of North American business. Egged on by business schools and the advertising industry, a wide swath of senior executives at companies from startup to Fortune 500 equate their Brand with their logo or advertising tactics. These executives believe, therefore, that the Brand isn't their responsibility – but that of the marketing department alone. For over three decades and counting, Ted Matthews has been witness to this fundamental mis- understanding of Brand. Ted was CEO of his own marketing communications firm for 30 years and is now Brand Coach and Founding Partner of Instinct Brand Equity Coaches. His vision is to teach the broader understanding and appreciation of Brand. As he argues, in reality A Brand is what people think of you™. You don't even own your Brand – all the people thinking about you do. Every time your Brand comes in contact with your employees, customers or any other stakeholders, they judge you. All the hard work and money that marketers spend on advertising and promotion is therefore pointless if every person in the organization isn't doing, consistently over time, what those communications say they will. As the only person with the power to make delivering the Brand everyone's responsibility, the CEO must make himself the CBO – the Chief Brand Officer. The fragmentation of media and the globalization of competition mean that ubiquitous commercial messages are being ignored, like never before, by overwhelmed Brand stakeholders. If a Brand is to cut through the noise, the CBO must drive it to be remark-able – capable of inspiring early adopters to tell their story to trusting others, who tell still others, and so on. As our manufacturing base continues its long decline, Branding is one of the few areas in which we still have a chance to lead the world. Epitomizing this so far-missed opportunity are American icons like Ford, Chrysler and GM, none of which has established a compelling Brand position and had the discipline to stick with it over time. As a result, they have cut hundreds of thousands of jobs since the 1990s. In contrast, foreign car Brands have differentiated them- selves so clearly and consistently that in July 2007, for the first time in history, the “Big Three” sold less than 50% of cars purchased in the United States. Another promising area of opportunity for those with an accurate understanding of Brand disci- pline is the power that Brands have to attract and retain the best employees in the face of the labor crisis already confronting North American business. A smaller-than-ever cohort of young people is entering our labor market just as our workforce is aging like never before. Making the situation even more difficult for employers is our continuing transition to an information-based economy, and the increasingly high levels of job mobility this shift gives to knowledge workers. Brand: It Ain’t the Logo* 6
  7. 7. Synopsis, continued Broadcasting the Brand to potential employees and all other stakeholders is a matter of cement- ing the Brand's unique position and essential components in an unchangeable Brand Foundation and aligning all behavior with it. Because a Brand is what people think of you, the Foundation- building process must be informed by a solid understanding of what stakeholders think of the Brand now. This constellation of opinion serves to fully inform executives on what steps are needed to achieve the Brand's full potential. All Brands must be protected from a constant stream of threats. Underlining that Branding is a process, not an event, the Brand must be protected mainly from the people who have an almost irresistible urge to change it: the new or bored executives inside the firm and the advertising agencies outside the organization. While it is true that sometimes adjustments to the Brand are absolutely unavoidable – as in the case of a takeover or profound industry shift – evolution, not revolution is the only way to preserve the Brand's hard-won equity. The reward to consistent Brands is ever-increasing Brand equity – defined as positive, retained thoughts in the minds of stakeholders. When the Brand faces the inevitable difficulties that come from a variety of sources, long-observed consistency grants the Brand a reservoir of equity from which to draw and carry the Brand forward through heavy seas. Consistent Brands also enjoy the substantial cost savings and increased effectiveness of running campaigns that always convey the Brand's unchanging position. This in contrast to the majority of Brands, which waste money and lose mindshare by running campaigns that constantly change the message. The Brand Foundation is the ultimate reservoir of Brand discipline. However, strong Brands are profoundly rich with elements that cannot be captured in a single Brand Foundation. These characteristics may be reflected in policies like 3M's rule that 15% of engineers' time be spent working on whatever projects they like, or be virally passed on to generations of workers through inspirational stories and initiatives that colorfully portray Foundational attributes. Indeed, the Brand's heritage is a rich resource of potential that is all too often forgotten under competitive pressure, neglected by a succession of leaders or denied out of executive boredom. Brand: It Ain't the Logo* closes with a paraphrase of Southwest Airlines' promise – that a strong Brand can “make them want you before you want them.” Brand: It Ain’t the Logo* 7
  8. 8. Praise for Brand: It Ain’t the Logo* "From Bangkok to Beijing and Sydney to Singapore, Ted's advice rings true because the branding principles he so clearly articulates are universal. This makes Brand: It Ain’t the Logo* a must-read for marketing success in any hard-fought international arena." Ron McEachern President, PepsiCo Asia “This is a book about perspective and understanding. The kind of perspective that marketers need – not just for themselves but for those with whom they work every day and rely upon for support at planning time. Brand: It Ain't the Logo* should be required reading for any- one who sits around the ‘big table’ and for anyone who seeks to influence their decisions.” Ken Wong Associate Professor, Business and Marketing Strategy Queen’s School of Business "Matthews and his team are champions of Brand actualization. They validate the business rationale for emancipating Brand from the confines of market fads, cyclical ad budgets and management whim. Thus, Brand is justly positioned as a cornerstone in corporate strategy, organizational behavior and leadership. The impact? The amorphous definition of Brand evolves into a tangible, actionable set of behaviors for individuals throughout any organiza- tion to embrace and strengthen, or dismiss and destroy, with their every interaction." Michael Boydell Former Vice President, Yahoo! "Marketing is going digital. Customers and prospects are interacting with brands in ways we never anticipated. It is up close and personal…and there is nowhere to hide. Understanding a brand’s equity, and delivering it consistently on-line, is a whole new challenge for marketers. Failure is everywhere – but Ted Matthews’ book is an excellent, easy-to-read roadmap to success in this future." Tony Miller Former CEO MacLaren McCann and Vice Chairman of McCann Worldgroup “Ted Matthews has taken the mystery out of branding and, in so doing, has given executives a powerful competitive weapon. Tomorrow I become the Chief Brand Officer of my company!” Real Bergevin CEO, NuComm International One of Canada's 50 Best Managed Companies™ for six consecutive years Author, Call Centers for Dummies Brand: It Ain’t the Logo* 8
  9. 9. Praise for Brand: It Ain’t the Logo*, continued “Brand: It Ain’t the Logo* contains a concise message that is delivered very effectively. The lessons can be applied to companies in every industry. If you have an emerging brand or an established one, you have to read this book.” Jerry Patava President & CEO, Great Gulf Group of Companies “Brand: It Ain’t the Logo* is an enjoyable read with a host of clear rules and colorful stories that will inspire CEOs and their CMOs to build great brands.” John Bogert Chief Marketing Officer, Coleman Natural Foods “Ted Matthews wraps a persuasive argument in a lively read. This book is packed with fascinating examples that back up its clear-sighted analysis of how to build your brand, and – just as important – how not to. If you want highfalutin academic analysis, look elsewhere. But if you want clear, convincing and actionable advice on how to build your brand, you've come to the right place.” Jim McElgunn Senior Editor, PROFIT Magazine “Ted gives us pause for thought that branding should become a corporate metric. If companies were to directly correlate the billions of dollars they spend on brand-building to their ROI, I suspect they would discover it to be negative – because they fail to grasp that a brand, indeed, “is what people think of you.” Neil Glasberg President and CEO, Invis Head of Mortgage Services, HSBC Financial “Brand: It Ain’t The Logo* is a great read. I couldn’t put it down. Great stories and great insights. I plan to lay it on our MBAs to help them in GettingItDone!” Brendan Calder Professor, GettingItDone Rotman School of Management, University of Toronto “In Brand: It Ain’t The Logo*, Ted Matthews offers a simple, logical and inspirational manual made especially compelling by his insistence that the CEO must be the Chief Brand Officer. As well as being a must-read for every CEO and their teams, this book is a sales and market- ing "bible" for every organization and I will definitely make it a must-read in my company!” Karen Kerswill Vice President, Global and Multi-National Sales, HRG North America Brand: It Ain’t the Logo* 9
  10. 10. Friends T he enemies of brand consistency lurk everywhere. Worst are “old friends.” These are the people inside the organ- ization who are so tired of their own messaging, they assume everyone else is too. Old friends will agree to any new brand message ideas that come along, just to in get away from their same old brand position or incessant jingle. They’re the people at Coca-Cola who are sick and tired of giving (or receiving) another red T-shirt, or the folks at Energizer who’d just as soon blow up that bunny as hear his incessantly beating drums. High F:KBG>E:G=3MACHRH?KIMBMBHG For a model of brand consistency, look to Marineland in Niagara Falls, Ont., which only operates from May to October each year. For generations of people living in southwestern Ontario and northwestern New York, a visit to the park is an annual summertime ritual. And for as many springs Places as anyone can recall, Marineland has run television and radio ads with an unforgettable musical jingle. If owning mind share is tough enough with year-round contact, it’s extremely difficult for seasonal brands that disappear for months at a time. So wouldn’t it seem sensible to exercise consistency in the use of creative, as Marineland has Bg Zg ^q^kim _khf ma^bk g^p [hhd% [kZg]bg` ^qi^kml done to such great effect? Of course. But it’s tougher than you might think. Imagine telling someone in the Niagara Falls area that you work at Marineland. M= F:MMAPL% @K@ = DHDK Zg] :G=KBL IHG You know what’s coming next–some comment about the jingle. You might aZee^g`^ fZkd^m^kl mh lmbd mh ma^ mkb^] Zg] mkn^ Zg] even be treated to a few off-key bars. Truth is, you can’t escape the darn thing. k^lblm ma^ lbk^g Zee h_ hhe g^p k^Zmbo^ And you assume everybody’s just as ready for a change as you are. F:KDMBG@ ?;KN:KR +.% +))1 +. Brand: It Ain’t the Logo* 10
  11. 11. Brands that got it right... PHOTO: NIELSEN MEDIA RESEARCH MARINELAND: Lmbdbg`pbmama^lZf^cbg`e^r^ZkbgZg] MAYTAG: Ma^pZlabg`fZabg^hfiZgraZlk^lblm^] TOSHIBA: ?bk^]abZm=ZrZ_m^kZ`^grpZgm^]mhmbgd^k r^ZkhnmaZlfZ]^Zmkbimhma^ma^f^iZkdZlnff^kmbf^ ]hbg`ZpZrpbmabml]^i^g]Z[e^%ehg^erk^iZbkfZg_hkho^k pbmabmlan`^erln^ll_neÊBZgÍm[^eb^o^Ba^d^]fr kbmnZe_hk_Zfbeb^l -)r^Zkl ghm^[hhdËZfiZb`g Wrong. Consumers are over-burdened with and outside creative suppliers–is chomping at the the same time I noticed that the brand position commercial messages. They’re highly receptive bit to make its mark. Old friends–those longtime was changing. Instead of talking about heritage to a friendly, familiar reminder–be it another red employees so bored with your brand message that and quality, Sleeman was rolling out a bunch of Coke T-shirt, the Energizer Bunny or the Marine- they’re dying for a change–are easy prey for the new clichéd ads chockablock with deck parties and land jingle. friends and eager to act as accomplices. bodacious babes. I sent John an e-mail to ask what was going on. Ê?KBG=LËH?:G:=B:GMBK LEF:GÍLLEBIIKRLEHI He replied that his new marketing friends inside Even more entrenched than the Marineland jingle New friends contributed mightily to the downward the business knew what they were doing, thank was Canadian Tire’s brilliant “Give like Santa, saveslide and, in 2006, the sale of Canada’s third-largest you very much. They were going with deck par- like Scrooge” campaign that ran like clockwork everybrewer, Sleeman Breweries of Guelph, Ont. ties and babes because Sleeman’s branding came Christmas for eons all across Canada, on TV and From the start, Sleeman’s brand was very different across as too “old” for the younger generation of in print. I was flabbergasted when Canadian Tire from Molson and Labatt, owners of almost 100% beer drinkers they wanted to attract. killed it. It was a bona fide Christmas tradition andmarket share when Sleeman was relaunched dur- But wait: Weren’t the original drinkers of Slee- bought the brand instant, positive mind share for the ing the late 1980s by John Sleeman (after he was man products, when the beer was introduced in calendar’s most profitable shopping season. Funny, given the original recipes that his family had used the late ’80s, young themselves? Yes they were. The they’d just hired a new ad agency from Chicago. to brew beer in the 1800s and early 1900s). While heritage and quality appeals worked then, and there’s If old friends are a brand’s worst enemy, who the goliaths were selling an array of indistinguish- no reason to believe they wouldn’t work again with able beers by bouncing from another generation of young drinkers. := :@GBL :G= MABK K:MBOL EBD MH one bikini-driven message to In 2006, John Sleeman announced a profit MABGD MA:M GP B=:L :K MABK K:LHG another, Sleeman stayed con- warning and lowered his premium prices in lock- ?HK ;BG@% pa^g bg mknma% g^p b]^Zl Zk^ ma^bk sistent. Radio spots featured step with the emergent buck-a-beer brands. Shortly John Sleeman himself talk- thereafter the company was sold to Sapporo Brew- _ng]Zf^gmZe ikh[e^f ing about his family’s brewing eries of Japan, becoming the third and final major are the next worst? That’s right: “new friends.” heritage and his beer’s premium quality. This laser- Canadian brewery laid to rest in foreign hands. Together, old friends and new friends conspire to like focus earned Sleeman a crystal-clear position I’m happy to say that it appears Sapporo appreci- destroy consistency, your most powerful brand- and customers happy to fork over premium prices ates the value of consistency. My optimism comes building tool. They’re an especially virulent prob- compared to the major brewers. Sleeman steadily from a recent chance encounter. I was out for lem as your firm grows. As more and more people cut into the big boys’ market share, grabbing in the lunch and received a tap on the shoulder from make decisions that affect your brand, it becomes area of 10%, a truly astounding figure. none other than John Sleeman. I was deeply grati- tougher to be consistent because the new blood in But then John got busy with his success and fied by his words: “Ted,” he said, “you were right. your organization–an unholy alliance of new staff the demands of an initial public offering. At about HGMBGN= HG I' ,) 77 Brand: It Ain’t the Logo* 11
  12. 12. ...And brands that got it wrong CANADIAN TIRE: Ebd^FZkbg^eZg]%ma^Lkhh`^ SLEEMAN: NilmZkm[k^p^kfZ]^ZgZf^_hkbml^e_[r 1-800-GOT-JUNK: Ln^ll_neerihlbmbhg^]ahnl^ahe] ZfiZb`gpZlZgZggnZekbmnZemaZmlahne]gÍmaZo^[^^g l^eebg`jnZebmrZg]mkZ]bmbhg%[nmhne]gÍmk^lblmmakhpbg` cngdk^fhoZeZl[^bg``hh]_hkma^lhne%ma^gmak^pbmZee dbee^] [Z[^lbgmhbmlZ]l ZpZrpbmaZgZ]Z[hnmkZml 77 HGMBGN= ?KHF I' +/ Maytag’s stick-to-it-iveness has earned it the key that is the advertising industry for creating that We are reviving our premium position with our “dependability” position in virtually every mind in which has never been seen. This is an industry next set of ads. We’re going to be talking about America. That’s an exceptional accomplishment that congratulates itself at a glitzy awards show in quality and great-great-grandpa again!” Right in a category where the average person might pur- Cannes, for heaven’s sake. And you’ll never win on John. chase only two washing machines in a lifetime. an award for working with an old idea, even if it To fully appreciate the magnitude of Maytag’s does serve the brand well. F:RM:@ÍL=IG=:;EIBMAF:G achievement, understand this: Ad agencies and New-happy creatives may or may not real- Sapporo and John Sleeman may have a soulmate their creatives like to think that new ideas are ize that coming up with something fresh (like in Maytag, a company that’s had the discipline to their reason for being, when in truth, new ideas Burnett has continually done for the Maytag stay consistent for 40 years and counting. Since are their fundamental problem. Man) is actually a lot harder than dreaming up the late 1960s, the venerable manufacturer In exchange for creating new ads–the exact something new. Being fresh requires that you of washing machines has challenged a single opposite of consistent brand messaging–creatives always work in a single, unchanging context: advertising agency–Leo Burnett USA–to create are rewarded with pay raises, bonuses, promotions what the brand actually stands for. New, on the fresh and relevant situations for Ol’ Lonely, the and new job offers. They are celebrated and even other hand, means the freedom to start over on Maytag Man. worshipped by the mutual appreciation society a clean canvas every time. Brand: It Ain’t the Logo* 12
  13. 13. LG=BGMAK:ML can’t believe I checked my notebook!” The 30- 1-800-Got-Junk, billed as the world’s largest junk second story featured a hapless business traveller removal service, got that way by positioning junk who inadvertently checks his notebook at the air- removal as an issue of emotional health for house- line counter, only to realize his mistake at 30,000 hold-running women. Junk zeroed in on the great feet. After a fretful flight he is rewarded when his feeling of organization and order these ladies get Toshiba notebook boots up following a tough trip from cleaning out their nasty basement or embar- through the baggage handling system. rassing backyard. So successful was the ad that Toshiba began to Junk’s compelling position allowed them to set gain on IBM’s market share. Toshiba management and surpass some very lofty goals. They made it an asked its agency Chiat Day, for the next ad in the series. But those hotshots refused MA LNKLM I:MA MH EHPK QIGLL% to do a mere sequel. Toshiba fired ab`a^k k^o^gn^ Zg] bgk^Zl^] [kZg] ^jnbmr bl them and hired my firm to create mh lbfier [^ hglblm^gm the sequel–“Follow that cab!”–in which our same hero chases down objective to appear on Oprah, a direct channel to his notebook after placing it on the trunk of an millions of North American women, in their first airport taxi. The commercial leveraged the equity two years of business. They did it inside of one. of the first ad and helped drive Toshiba to market Next was an appearance on the Dr. Phil show. On share leadership. both occasions the theme of discussion was how So why wasn’t there a third ad in the series, cleaning up your living space is part of setting and a fourth? Why isn’t the Toshiba campaign still your life in order. running today, like the Maytag Man? You guessed With all of this success, I assumed that Junk it–because old friends at Toshiba, to the detriment would be one outfit capable of resisting the tempta- of their brand, were evidently bored stiff by their tions of new creative friends. One day I received a own messaging. call from the leadership of their Toronto franchise, One of the best things about proper brand disci- who wanted my opinion on an ad campaign a new pline is that it’s one of the few business realms in agency was pitching them. The agency was propos- which, if you want to succeed, you never have to do ing a “funny” TV spot in which rats–yes, rats–were anything completely new. The surest path to lower being thrown out of the company’s distinctive blue expenses, higher revenue and increased brand equity trucks onto suburban front lawns. The ad cuts to is to simply be consistent. housewives screaming in horror at the rat invasion. Keep your messaging consistent from period to The positioning statement for the campaign? “Call period, year to year. Enjoy the enormous savings us before we send you rats.” in man hours and production costs that come from It was a campaign that threatened to take all the avoiding constant, costly and unnecessary retoolings. brand equity 1-800-Got-Junk earned from talk show Then enjoy the biggest bonus of all–more time to appearances and throw it not on the lawn, but on build brand equity by focusing on the core issues the proverbial junk pile. It’s a potent illustration of of your business. new friends’ compulsion to always do something Remember this rule of thumb: Just when people new. I thought to myself: Thank goodness the Junk inside your organization are getting bored of your boys checked with me before rolling over for some brand message, that’s the moment at which your creatives itching to make their mark. target market is just beginning to notice. But my relief was misplaced when I noticed It’s a truism that underscores how important it is that the rats ad not only went ahead, but won an to control your brand’s friends, old and new. Com- award at one of the ad industry’s many festivals municate to those folks who seem to be itching for of self-congratulation–persuasive evidence that a change that brand consistency is good not just the new Junk advertising diverts from what was for the business, but for them. Tell them that the a hugely effective brand message. I could sum- way to make a mark is not by changing the brand marize the discipline of brand consistency in the message but by helping solidify it. Challenge your form of a question to the Junk people: “If it ain’t creative suppliers to do fresh, not new. And say a broke, why ‘fix’ it?” polite goodbye to the ones trying to sell you change for its own sake. MHLAB;:@MLMHN@A Years ago, Toshiba positioned their computer M= F:MMAPL bl [kZg] hZa Zg] _hng]bg` iZkmg^k h_ notebooks as the tough ones that could take the Bglmbgm ;kZg] jnbmr hZa^l bg Mhkhgmh' @K@ = DHDK bumps of everyday life and still be counted on to bl fZgZ`bg` iZkmg^k Zg] :G=KBL IHG bl iZkmg^k' ;kZg]3 work. Chiat Day, the hot creative shop of the time, Bm :bgÍm ma^ Eh`h !BmÍl PaZm I^hie^ Mabgd h_ Rhn bl ZoZbeZ[e^ Zm came up with a brilliant TV campaign called “I Enen'hf Zg] Zm ;hhdl_hk[nlbg^ll'hf Brand: It Ain’t the Logo* 13
  14. 14. Selected Speaking Appearances 2007/2008 Privy Council Office - Government of Canada Communications Planning Session Keynote Speech: Brand: It Ain't the Logo* June 13, 2008 Ottawa, Ontario, Canada Investment Planning Council Spring Partners Conference Keynote Speech: Brands and the Experience Economy May 19, 2008 Greece - Aboard the MSC Musica Canadian Tire Leadership Offsite Keynote Speech: What a Brand is - and isn't May 15, 2008 Toronto, Ontario, Canada Schulich School of Business Keynote Speech: Brand, Shmand: We have a logo March 24, 2008 Toronto, Ontario, Canada Purolator Leadership Conference Keynote Speech: What a Brand is - and isn't January 22, 2008 Toronto, Ontario, Canada Speaking 14
  15. 15. Selected Speaking Appearances, continued North American Retail Hardware Association 2007 Convention and Annual Meeting Keynote Speech: Brand, Shmand: We have a logo Hyatt Regency Grand Cypress June 11-12, 2007 Orlando, Florida, United States KPMG Enterprise and the Richard Ivey School of Business Quantum Shift - Unleashing the Power of Entrepreneurs Presentation: Instinctive Brand Leadership™ Richard Ivey School of Business May, 2007 London, Ontario, Canada Deloitte Leaders Edge Program Keynote Speech: Building Your Personal Brand The Fairmont Royal York March 2007 Toronto, Ontario, Canada Cassels Brock Blackwell LLP Client Information Session Presentation: How to Build a Brand February 20, 2007 Toronto, Ontario, Canada Speaking 15
  16. 16. Testimonials TO: Speakers’ Spotlight FROM: Peter Blackwell, VP Marketing, Canadian Tire RE: Letter of Reference for Ted Matthews DATE: Friday, January 9, 2009 To Whom It May Concern, It has come to my attention that Ted Matthews, Founding Partner of Instinct Brand Equity Coaches, is seeking representation by Speakers’ Spotlight. To aid you in your process I thought it might be helpful to share a brief perspective of the very strong value that we at Canadian Tire have experienced from having Ted recently speak to our Senior Leadership Team. When organizing the kick-off meeting to our last annual planning process we decided to focus on the importance of ‘Consistency of Brand Experience’ as our key theme. Having read Ted’s book, Brand: It Ain’t the Logo* (*It’s What People Think Of YouTM), I arranged to have him speak on the topic at our Leadership Planning Offsite. Ted’s role in this important meeting proved invaluable. The audience was a mix of leaders across Marketing, Merchandising, Finance, Logistics, Store Operations, IT, and others. Many in the room brought a traditional perspective of having little if anything to do with the customer’s experience with our Brand. Ted’s insightful, engaging and entertaining talk lifted each person’s perspective to a new level of awareness around the possibilities and responsibilities we all have in delivering the best, most consistent Canadian Tire brand experience in every single thing we do across every department. Ted’s talk was a turning point for the outlook and attitude of our Leadership Team. Ted’s vast experience on the ‘front lines’ of Advertising and Marketing is reason enough to listen to what advice he has to offer. Ted has the gift, however, of wrapping this experience in a truly electric, invigorating, inspiring style that moves the event from being just a business presentation to being an ‘experience’ too rarely seen in business today. I would strongly recommend that anyone charged with the stewardship of a brand should seek to infect their organization with the energy and enthusiasm that comes from having Ted Matthews speak to their business team. Regards, Canadian Tire Corporation, Ltd. 2180 Yonge Street, Toronto, ON M4P 2V8 Dir: (416) 480-3000 C Speaking 16
  17. 17. Testimonials, continued Schulich School of Business “Marketing has a handful of essential truths and I can think of nothing more essential than Ted's oft-repeated mantra that a brand is what people think of you.” Ted's ability to cut through the clutter and deliver a message that sticks is legendary. It has been a joy to learn from him.” Ashwin W. Joshi Director, MBA Program Associate Professor in Marketing Schulich School of Business York University Deloitte “Ted: Enclosed is the feedback summary. Suffice it to say, the results were excellent. Thank you again for a thought-provoking and high-energy presentation. I think that you gave our audience a lot to think about.” Michael Spicer Vendor Alliance Management Deloitte Inc. Investment Planning Counsel We cannot thank you enough for your great presentation. We have had very positive feedback from all our advisors, many who told us you were the highlight of our conference agenda. Chris Reynolds President Investment Planning Counsel Speaking 17
  18. 18. Testimonials, continued Cassels Brock LLP “My focus at Cassels Brock is to provide advocacy and advice, concerning intellectual property and related branding matters, to some of Canada’s largest marketers. A number of times each year, we invite these clients to our offices for seminars dealing with marketing issues. Frequently, an outside guest speaker is also asked to take part in the presentation. We have featured Ted Matthews as a presenter to the firm's clients. His unique approach to branding is delivered with an intensity, mastery and passion befitting the most seasoned courtroom dramatist. I have been proud to work with Ted.” John S. McKeown Partner Cassels Brock LLP Purolator “Ted, Thanks for your efforts in pulling together and delivering today's presentation. I was pleased with how it went and received some very positive feedback from a number of folks. Safe travels on your way back to the sun and warmth!” Brian Meagher Senior Vice President, Sales and Marketing Purolator Speaking 18

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