2. WE ARE AT THE
THRESHOLD OF
UNBELIEVABLY
EXCITING TIMES
3. THE CONDITIONS FOR
GROWTH HAVE CHANGED
EVERYONE IS TALKING ABOUT
OPTIMIZING FOR A LOW-GROWTH
FUTURE
BUT LASER-LIKE FOCUS ON
OPTIMIZATION HAS ITS LIMITS,
AND LEADS TO PARITY
THE OPPORTUNITY TODAY IS TO
USE YOUR BRAND TO DRIVE
GROWTH, TO INSPIRE INNOVATION
AND TO CAPTURE NEW MARKETS
8. CONSUMERS HAVE
CHANGED
MORE PROACTIVE
97% OF INTERNET USERS SEARCH
FOR A BRAND ONLINE AND SAY THE
EXPERIENCE INFLUENCES WHETHER
THEY MAKE A PURCHASE1
MORE CRITICAL
OVER THE PAST 50 YEARS,
CONSUMER BELIEF IN BUSINESS
ACTING RESPONSIBLY HAS DROPPED
FROM 68% TO UNDER 20%
CONFIDENCE2
MORE CONNECTED
WEBSITE ACCESS THROUGH MOBILE
DEVICES IS PROJECTED TO PRODUCE
A 600% GROWTH IN TRAFFIC3
MORE INFORMED
73% OF ONLINE CONSUMERS POST
A PRODUCT OR BRAND REVIEW ON
A WEBSITE1
SOURCES
1. Razorfish study, 2009
2. Yankelovich + CNN/USA Today/Gallup Poll
3. Bango Analytics
10. NEW NEW EXPERIENCES
USE BRAND TO CREATE
NEW BUSINESSES,
WAYS NEW REVENUE STREAMS
NEW PLATFORMS
TO CREATE NEW BRAND
SYSTEMS, NOT
DRIVE
INCREMENTAL
OFFERINGS
GROWTH NEW PROCESSES
OPEN UP, MOVE FASTER,
ACHIEVE MORE
NEW EQUITY
FOCUS ON VALUES
AND VALUE
13. NEW EXPERIENCES
MERCEDES-BENZ
Wolff Olins worked with Mercedes-Benz to
challenge the paradigm of what it means
for an automotive manufacturer to provide
exceptional, best-in-class experience. We
looked beyond the car. We looked beyond
the showroom. The result is three new
businesses that offer entirely new
experiences to entirely new customer
segments growing both brand equity and
revenue.
GROWING A GLOBAL ICON
In 2007, Daimler set up a team of senior
executives to develop new growth initiatives
beyond the world of cars. Having identified
the brand as one of the most important
assets to leverage, the Business Innovation
team approached Wolff Olins to help develop
appropriate businesses that generated new
and profitable growth without putting one
of the world’’s most iconic brands at risk.
14. FROM IDEAS TO REALITY
Wolff Olins developed a brand-led innovation
framework that ensures that each venture
protects the Mercedes-Benz brand,
leverages what is tangibly special about it
(e.g., German engineering), gives the brand
new relevance in the world (e.g., attracting
younger customers and building new
sustainability credentials) and makes money
(with a return on sales of 20% or more).
Working with Daimler’’s Business Innovation
team and the leaders of the business in UK,
US, China and Japan, we developed ten new
businesses to pilot. In January 2009 (ten
months after the start of the project),
Daimler launched Kinderclass –– elegant
solutions for family mobility –– at Mercedes-
Benz World in Surrey, UK. June 2009 marked
the launch of the Mercedes-Benz Driving
Academy in the UK –– the first of its kind in the
world. Later in 2009, an exclusive travel
service will be launched in China.
19. CONSCIOUS CONSUMPTION
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.
25. READY TO DISRUPT
AOL’’s new identity launched on December 10,
2009 and has already made an impact with
research firm YouGov listing it as one of its
top five gainers on their December Brand
Index. Behind the identity, AOL is making its
new brand real through new ventures. AOL
has left its old world of access, entered the
new world of content –– and is ready to
disrupt the whole media industry.
27. NEW EQUITY
UNILEVER
With transparency and corporate social
responsibility issues increasingly impacting
brand value, the role of Unilever had to
change from an invisible owner to a guiding
force for their many product brands. By
providing stewardship and guiding principles
to live by, Unilever has transitioned into the
21st century through the equities and
principles it represents, not solely on the
products they offer.
SINGLE-MINDED GROWTH BUSINESS
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.
28. TELLING THE VITALITY STORY
Wolff Olins helped Unilever change from an
invisible owner of brands to a much more
visible business, leading its brands through a
single idea: ““adding vitality to life.”” We
created a visual identity that expresses
““vitality,”” and that is starting to appear on
every Unilever product. Under this banner, we
also worked on dozens of projects to put
vitality at the heart of the organization –– from
designing workplaces to transforming the
recruitment process to training employees
how to pass along the stories that underlie
the idea. And we’’ve helped Unilever invent
new products and projects that deliver
vitality.
31. WOLFF OLINS IS A BRAND
AND INNOVATION FIRM
FOR THE 21ST CENTURY
More than your message, brand is the
guiding force that informs and shapes the
experiences you offer, the business models
you design and the culture you inspire.
For over 40 years, Wolff Olins has provided
solutions for the ever-changing role of brand.
Over that time, the environment for our
interaction with brands has become more
complex, more sophisticated.
By bringing clarity to these complex
challenges, we deliver disruptive solutions
and validate new opportunities for creating
value across the ecosystem of your brand’’s
offerings, experiences, interactions and
behaviors.
32. SOME OF OUR CLIENTS
(RED) NBC
ADIDAS NEW MUSEUM
AOL NEW YORK CITY
APPLE RECORDS OI
ATHENS 2004 ORANGE
OLYMPICS PEPSICO
BEELINE REPSOL
BOOZ AND COMPANY ROYAL MAIL
BT SKY
CARTER’’S SKYPE
CITI SMITH & NEPHEW
DIAGEO SOCIETE GENERALE
EMI SONY ERICSSON
FILA STAPLES
FRITO-LAY STARBUCKS
GE TARGET
GM TATA
HAWAIIAN AIRLINES TATE
ILORI TELENOR
LIVING PROOF TESCO
LLOYDS TSB TOKYO METRO
LONDON 2012 UNICEF
OLYMPICS UNILEVER
MAPQUEST V&A
MCDONALD’’S VIVO
MERCEDES-BENZ WACOM
MICROSOFT WAMU
MOVISTAR
33. Michael Wolff and Wally Olins set up The 80s was the great age of corporate
Wolff Olins in 1965. identity. Wally wrote the book. We worked
For 3i, Q8 and Prudential. Repsol took us into
In the 60s, we did convention-breaking Spain. And we created a little banking brand
design work for big companies like boc, in Britain called First Direct.
for government bodies like Camden and for
the Beatles. We started the 90s with Europe’’s biggest
corporate identity project, BT, and then
In the 70s, we pioneered corporate identity morphed into branding with Orange, then
for P&O. And with tough economic times in Heathrow Express. And we closed the decade
Britain, we moved into France with Colr and by opening in New York.
Germany with Aral.
In the 00s, we’’ve become a world business
with GE, Oi, PwC and (RED) in the Americas.
Beeline, London 2012, Macmillan, Sony
Ericsson, Tate and Unilever in Europe. And
Airtel, Sony, Tokyo Metro and Wacom in Asia.
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