Lovemarks: The Future Beyond Brands

KEVIN ROBERTS, CEO WORLDWIDE, SAATCHI & SAATCH I Foreword by A.G. LaAcy, C hairman , Presiden t, and C hie f Executive, Procter & Gamble

®

powe rHouse Books New York, NY

"I have learned, based on my experience, that everything is dominated by the market. So whenever we are struck with any obstacles or difficulties, 1 always say to myself: 'Listen to the market, listen to the voice of the customer.' That's the fundamental essence of marketing. Always, we have to come back to the market, back to the customer. That is the Toyota way. "So, whenever we're stuck, we always go back to the basics. Because branding, image, or Lovemarks are determined by the customers, not us . We really cannot determine anything. The customer does that. That is the essence."

Yoshio Ishizaka, Executive Vice President, Member of the Board, Toyota Motor Corporation

••

Contents FOREWORD A.G. LAFLEY

9

CHAPTER 1: START ME UP

II

H ere's what I lea rn ed from fi ve g reat busin esses I've wo rked for: • Always sllrrollnd you rsel f with Inspiration al Pla ye rs · Z ig when others zag · Get Ollt of the office and in to rh e street · Li ve o n th e ed ge · No thin g is Im poss ible

CHAPTER 2: TIME CHANGES EVERYTHING

23

T he journey fro m products ro trade ma rks, from tradema rks co brands. A q uick look at why brands are runni ng our of juice as they confront th e Attenrio n Eco no m y

CHAPTER 3: EMOTIONAL RESCUE

37

W hy I believe emo ti o nal co nnecti o ns ca n transform bran ds. If YO LI spend yo ur days rev iew in g d ata, read eve ry wo rd of th is chapter. Twi ce. INS IGHTS: Mauri ce Levy, Publicis Groupe

CHAPTER 4: ALL YOU NEED IS LOVE

49

Taking brands to rh e next level depends on o ne fo ur-Icn cr word: L-O-V- E. INS IG HTS: Sea n Firzpatrick, sportsman; Tim Sand ers. Yahoo!

CHAPTER 5: GIMME SOME RESPECT

59

Love wi ll chan ge th e way we do busin ess, but on ly if it is built o n Res pen. No Respec t, no Love. Simple. Let's celebrate what Respect has achi eved

CHAPTER 6: LOVE IS IN THE AIR

65

Okay, so how do yo u crea re Loya lry Beyo nd Reason ? INS IGHTS: Ala n Webber, Fast Company magazine

CHAPTER 7: BEAUTIFUL OBSESSION

73

SO what are Love marks? They inspire Loya lty Beyo nd Reaso n through th ei r o bsess ion w ith Mystery, Sens uality, and Inri macy. H ere are o ur first id eas abo ut purring rhem inro aer io n. INS IGHTS: Jim Srengel , Procrer & Gamble

CHAPTER 8: ALL I HAVE TO DO IS DREAM U nd e rstand how Mystery can tran sfo rm rela tio nship s w ith co nsum ers. G rea r sto ri es; m ythi c chara cte rs; the past , prese m , and future toget her; drea ms and inspiration. Be insp ired by rh e id eas and action s of g reat Mysre ry makers. INS IG HTS: Da n Sro rper, Purumayo World Music; Cecilia D ea n , Visioflflire magazine; Mauri ce Levy, Public is Gro upe; Sea n La nd ers, a rt ist

81

CHAPTER 9: THE HUMAN TOUCH

103

The five senses-sight, hea ring, smell, [Quch, tas te-make Lovemarks real in rhe world. Leadin g sensualists show how they move liS. INS IG HTS: Dan Sror pe r, Purumayo Wo rld Music; Masao Ino ue, Toyma; Alan Webber, Fm! Company magazine

CHAPTER 10: CLOSE TO YOU

127

Intimacy is rh e chall enge of our tim e. l nrimacy demands tim e and ge nu ine feelin g, both in ve ry shorr suppl y. See how businesses deep inro Inr imacy ca n create empathy, co mmitment, and passion. INSIGHTS: Clare Hamill, N ike Goddess

CHAPTER 11 : ACROSS THE BORDER

145

The Love/ Res pec t Ax is is yo ur first step. By plerring where YOLI arc roclay, YOLI can trace whe re YO LI need to go. Using the Love/ Respect Ax is, Kodak shows how it rein vigora ted itself with th e yo urh marker. INS IGHTS: Eri c Lenr , Ko d ak

CHAPTER 12: I CAN SEE CLEARLY NOW

153

The rei nve nrion of resea rch. Xplor ing a nd power listening-and powerfu l new proof that Lovemarks are what maner most to co nsumers. INSIGHTS: Malcolm G ladwell , wrirer; Peter Cooper, QualiQuam Imernational; Jim Stengel , Procte r & Gamble; Masao Inolle, Toyota; Cla re Hamill , N ike Goddess

CHAPTER 13: I' LL FOLLOW THE SUN

169

An Inspirarional Cons um er is precious beyo nd measure. Saatchi & Saatchi people share their most inspi ring co nsumer sto ri es. Tell me yo urs at www.love ma rks. co m INS IGHTS: Tim Sa nd ers, Yahoo!; Malcolm G ladwell, writer

CHAPTER 14: ROLLING THUNDER

185

Lovemarks in action. Real li fe client stOri es from Olay, Brahma bee r, Lex us, C hcc rios, and Tide showing the power of M ys tery, Sensuality. and jmimacy

CHAPTER 15: WHAT THE WORLD NEEDS NOW

20 1

The rol e of business is to make the world a berrer place for everyonc. Becoming a Lovemark has to be th e destination of eve ry business. Step up to th e challen ge. INS IGHTS: Sandra Dawso n, Cambridge Univers ity; Alan Webber, Fast Company magazin e; Dr. Arn o Penzias, No bel Pri ze winn er; Bob Isherwood, Saatchi & Saa tch i

INDEX

216

FURTHER READING

219

Foreword by A.G . Lafley, Chairman, President, and Chief Executive, The Procter & Gamble Company The best brands consistently win two crucial mome nts of truth. The first mom ent occurs at the sto re shelf, when a consumer decides whethe r to buy one brand or another. The second occurs at home, when she uses the brand- and is delighted , or isn't. Brands that win these moments of rruth again and again ea rn a special place in co nsum ers' hea rts and minds; rhe

stro ngest of these establish a li felo ng bond with co nsumers. Most of the [,stest-growin g P&G brands today Focus intensely on winning these m oments

of truth. Th ey a re in touch with consumers, not as demographics or psychogra phi cs, but as peop le- as indi viduals. Fast-growin g bra nds such as C rest, Olay, and Pampers have very e motio na l, aspirational equities. We are lea rnin g that a brand like Crest doesn't sta nd only For toothpaste or toothbrushes, bur For hea lth y smil es-a nd an expanding line up of brand ed products and se rvices that ca n help create those smiles . It's no coi ncidence rhar all of th ese brands are growi ng with the help of Kevin Roberrs a nd his coll eagues at Saatchi & Saatchi. I've known and have worked closely wit h Kevin For seven yea rs. His pass ionate belief in building brands co nsumers love is inspirational , and effective. It is helping reinvent how we at P&G think about creatin g, nurturing, and growing big brands. T h is book will provide even the most experie nced marketers with Fresh new ways to think about branding. It provo kes readers to think about mystery, sensuality, and intimacy as brand building tools. It provides practical insights into leveraging the power of emotion, res pect, a nd love. And it provides prove n case studi es that brin g the Love mark concept to liFe. In short, thi s is an important book for all o f us who care about consumers and th e brands

they love.

A.C.

L1.Aey, C hai rman , President , and Chid Execurive, The Procter & Gamb le Compan y

9

Chaptet.l

STA,RT ME UP

.

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I was born an optimist.

During my childhood in Lancaster I always believed that nothing was impossible. Where bener to find myself than as CEO Worldwide of Saatchi & Saatchi, the Ideas Company that made this belief a founding declaration? I've been lucky to have been guided by exceptional people who have mentored me. Inspirational Players. People who believe that to dream is as important as to act, and that winners are powered by passion and emotion. By the time I was ready to enter the world of work I wanted to go somewhere that was top of its class. Somewhere that relied on passion and inspiration as its driving force. Who better to work for than the most inspirational businesswoman of the 60s, Mary Quant? 12 lovem......

Mary opened her famous Lo ndon bourique Bazaa r in 19 55 and was swin gi ng-60s London person ified. The miniskirrs, hot- pallts, shin y plasti c rain coats, and painr-box makeup all added up ro rhe Mary Quanr decade. Mary was rhe first person [0 opcrarionalizc rh e co ncept "less is more." As she sa id:

''A woman is only as young as her knees." When Bea rl e George Harriso n and model ['arr i Boyd married in 1966, they both dressed head-ro-roe in Quanr.

." ...~

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It wasn't my in credib le cool and fashion sense that landed me the job. it was beca use I had learned French and Spanish at school and Quanr was moving into Europe. fu one does, I started in the lowest of jobs: fus istanr Brand Manager. The business was moving so fast it wasn't long before they promoted my marketing manager and a gaping opportunity opened up right in fronr of me.

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to Tony Eva ns. the boss of the ilHcrna tio nal d ivision . and said .

"I'll do the job for half the salary of the previous guy for the next six months. If you think I'm worth it, then you can pay me what the job deserves." I Ie said , "Okay, yo u're on . D o it. " Working in cosmetics was incredible. Every thing happened so fas t. It was try, r.,i l, learn , try .lga in , win. rry again. Every mOlH h. Wt' were f,f{)\ving o ur busi ness at 500 pt'rce nt a year wit h a product lifccyclc o f aro und nine mo n ths. That's new produ cts conceived , lau nched , sold , and d iscoIltinued with in ni ne mo nths! Fo r Illl' it was like enro ll ing in the Un iversity of Branding. I loved every m inute. Inn ovation a nd flln were ou r passion . \X/e we re the fi rst (0 do "makeup (0 make love in": a wa terp roof kissahk· lipst ick. waterp roo f masca ra. We did the first eve r makclip for men. W ith her perfe'ctl y o n-brand , super cool h airc u t hy Vidal Sassoon , Mary u nderstood as well as anyo ll e I have ever Ill et th at hrands a re ah o ut clll ot io n and personality. She also kllew that in tilt, l'nd it was what con sumers desired tha t wo uld pro pel her business in to the srrarosp here. "T he fundam ental s of fas h ion re ma in the s" me," she wrote in her book, QUI1n1 by QUl1nt:

"Women wear clothes to make them feel good and to feel sexy. Women turn themselves on. Men like to look at women to be turned on-to feel sexy is to k now you're al·lve. " W ht'llt'vn I .11 11 in Illectings and hea r compl ica ted stra tegies fo r getti ng co nsume r an clltio n. I rC lllt'mbcr M.lfY (~ u a nt 's simple heli ef in human desires and pass ions.

11 R ove m .ar~A

My ex perie nce in bringing new produc ts to market landed me my nex t job: G illette's Internatio nal New Products M anage r fo r their fast-g rowin g business in the M iddle East. It was my fi rst taste of the serio us corporate wo rld ; a three-year stay where I first visi ted the Casi no d u Liban, Aew Pa n Am 001, a nd sta rted a love affa ir with G illette razo r blades that grows stronger wirh eve ry innova ti o n they launch. I'm now a Mach 3 Turbo jun kie. G illerte was the fi rs t step rowa rds rhe com pany th at would cha nge my life: Proc ter & Ga mble, th e inte rnational m ulti -bi ll ion-do ll ar co nsu mer goods co mpany. T he people who inve nted brand man age m ent.

p&G My rela rio nship wit h P&G sra rred o n January 1, 1975-the d ay I jo ined . W har can I say' I love r &G . I always have.

I found out everything important I know about people, business, and marketing at P&G. And in amazi ng places li ke Sa na'a, AI Ain , Casablanca, a nd Fel ixsrowe Ferry w here I spent five mo nths selling P&G brands to the trade. I love P&G's scale. I love the ambitio n o f the enterprise. Th e disciplines inve nted at P&G have shaped my life. To be a P&G Brand Ma nage r in the 1970s was to be Kin g of the Wo rl d. In rhe Midd le East 1 lea rned lessons th at have been in valuab le to me abo ut how ro connecr with co nsu mers, and how to do it in a place w here mass marketi ng was in its infa ncy. I learned to love the peo pl e. In Arab co untries yo u make fr iends fo r life. T he peo pl e we re genu ine, emo t io nal, fa m ily- focused , h ospi ta ble. They understood their tradi tio ns and the past, a nd rhey really un de rstood tha t they h ad a co mp letely differe nt future. It was very excit ing. T here was lirde resistance to the new beca use they d id n't have much of a presen t. They had a past and they had a future.

Stan Me Up 15

I also lea rn eel there that yo u co uld make a big diffe rence fas t. The re weren't Weste rn -

style barri ers in place, so new ideas go t to th e surface much qui cker. Th ere was no burea uc racy to go through , they d idn't have a n orga ni zed, data- ri ch trade to say " NO! )) And yo u didn't have corporate HQ on yo ur tail. Whe n yo u broug ht Tide, Ariel, or Pampers in to Oujda , Abha, or Sa lalah it was trul y li fe-c ha ngin g. It didn't improve li ves a little bit: it improved li ves significa ntl y. P&G is a company to tally committed to doin g th e rig ht thin g. W hy?

Because the principles don 't belong to Procter & Gamble, they belong to the people who work there. Jo hn Pepper, H e rbert Schmitz, Ron Pea rce, and Fo uad Kurya tim li ve the principlesand th e d rea ms- dnd processes. All

J

I-lave ro Do Is Drea m 83

No wonder they find it tough to communicate with anyo ne, including th eir ow n people. They pump out specificatio ns, deta ils, and diagrams. D efin e this benefi t, del ineate that target. Write plans a nd strategies backed up with statistics. Gives me a headache just thinkin g about it. And it's no t going to wo rk. Ir is nor go ing to work in rh e a irline business, the food business. th e clea nin g business, or a ny other busin ess. H ow can it? Every major industry playe r now has exactl y rhe sa me data , rhe sa me resea rch suppliers. the sa me techniques. the same processes, a nd, in ma ny cases, the same people, who've just changed companies but stayed in the industry. As Pete Seeger w rOte in his son g: "T he re's a green Oll e a nd a pink one and a blu e o ne and a yel low one, a nd th ey're all made OU[ of ti cky- tacky and they all look j ust the sa me."

Ac 10'lq as ::)"'0;:) e have 3 ,plYdtlons a'lO ~Ioa s a'ld C!redms, they w II dlw:1y0 JdV8 tv-y ,tpry Who('ver heard of llYO,18 r

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Th e great thin g abo U[ M ys tery is that it is beyo nd rati onal ity, beyo nd calculation. But Myste ry is under pressure evcryvv he re. From th e bureaucrats, the inc re mental ists, rh e traditionalists, th e we've- never-had- it-so -good brigade, the don't- rock-the- boat crew, and of course, rhe cul t of rhe Village G reen Preservation Society! And it is erod ing befo re o ur eyes. Tak ing acti o n o n Mys tery sou nds pa rad oxica l, but that is exactl y what we mu st do. C reatin g M ys tery is a n an. l

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I call it "Love in the bank." W ith Loyalty Beyond Reason, Apple could make mistakes and still be forgiven. Th is is the rewa rd for a Lovemark. Only Love wi ll get consumers through the bad times when common sense tells them they should change. Because Apple users loved the product, they were committed to it as an idea of the mselves. They were Apple people. Loved members of t he Apple fami ly. For M icrosoft, looking down from the top of its mu lti -billion -doll ar mountain , the Apple story may seem inconsequential. Big mistake. T he lesso n for Mi crosoft is not the threa t of Apple buildin g a bigger co mpan y based on Love a nd comm itment, but Microsoft's own chan ces of retainin g one that's not. Bigger giants than M icrosoft have decayed. W hen so mething bette r and more lovable ca me alo ng, nobody was committed enough to hang around.

C lose

to

You 141

Passion Th ere is o ne more thin g th at I believe Lovem a rks need that aligns with Intimacy. empathy, a nd commitm e nt. It is the intensity and rush that accompanies o nl y the stron ges t emotions. Pu t toge the r wit h Love it ca n transform the most insign ifi ca nt product inro a must-ha ve. It has t he power to give a n intensity to a relation ship th at wi ll carry it through good times a nd bad. Passion.

With passion, the most difficult of objectives can be achieved. Wit ho ut passion , the best-laid p lans can wit he r and die. Analyzi ng it is a waste of time. Having it is a blessing and a gift. W hen N ike signed up Mi chael Jordan , even they never suspected how pass io nately co nsumers wo uld co ntinue to feel about this man. Clare Ha mill , Vice Preside nt, N ike Goddess, says:

"The Brand Jordan phenomenon that's a part of the Nike brand continues to show an inexplicable Love for that man. With Michael Jordan, it's personal. You call him Michael, you have a name relationship with him. Somehow sports teams and some key athletes can really create that kind of emotional connection. They're like your family. You live and die if they do. "

142 iOYEma rb.

Pass ion can deepen if i[ can be handed on fro m person to person. The Zi ppo ligh[er has been an inspirat ion ro American servicemen throughout th e

wo rld. Why is [his? Apart from [he fan [hat the lighter wo rks every time, I think it has ro do with the way Z ippo has encouraged the use of its lighter as a mini billboard . Havin g yo ur Zippo engraved with a personal slogan has beco me a rite of passage for millions of sold iers and sailors.

It all started in the Second Wo rld Wa r when U.S . soldiers, far from home, regarded their Z ippos as prized possessions, o ften personalizing them with unique Trench Art. Ernie Pyle, the famous WWII war correspondent, wrote in August 1944:

"If I were to tell you how much these Zippos are coveted at the front, and the gratitude and delight with which the boys receive them, you would probably accuse me of exaggeration. I truly believe that the Zippo lighter is the most coveted thing in the army."

So why bother? Letting consumers participate in the brand is very powerful. With Lovemarks, as with personal relationships, yo u often ga in power by givi ng it away. The obvious question is, of course, why should a busin ess care wheth er its products are Lovemarks or not ' After all , things are going pretry well for companies like Microsoft. Wh y sho uld a fa th er be generous to his kids? W hy should we ca re abour o ur next-doo r neighbors? Because thar's how we create a wo rld we love to li ve in . It's a150 how we create long-lasting relationships- and Loyalty Beyo nd Reason. Without Love, 1 guarantee even the greatest businesses will topple. They wo n't even see it comi ng because no one will care enough to tell th em. It has hap pened befo re and will happen again . Even if yo u are [he biggest, the best, or the brightest , why wou ldn't yo u also crave to be the mOSt loved' Why wouldn't yo u want to help make the world a better place?

Close

to

You 143

Five things to do tomorrow

The Love/ Respect Axis 5aatchi & 5aatchi's C hairman Bob 5eelert is a Slllarr man and a grea t soundin g board for ideas that are struggli ng to realize them selves. We we re wa iting at Auckland Ai rport late o ne evenin g o n o ur way to Los Angel es and I started o n my Love rap. Bob had heard most of it before, b ut this ti m e I pulled o ut a nap kin a nd drew a horizontal line showing Love at o ne end and Res pect at the o th er. I showed Bob how it m ig ht wo rk. H ow everyt h ing was tell ing us that brands h ad run out of ju ice. How th ey had to evolve into somethin g more. And how I wo uld place th is new kind of brand near the Love e nd of th e lin e. Lots of Respect, but movin g towards hi g h Love on the righ t. Products wo u ld stay at the far left , low Res pect, low Love. Th e standa rd brands wou ld probably be so m ewhe re in th e middle.

The goal would be at the head of the line. High on Love ! Bob loo ked at it fo r a couple of m inures.

"Th ere's another way

[Q

show this to more

effect, " he to ld m e. Taking th e pen he drew a second lin e. thi s o ne crossing ove r my Love/ Res pect line midway. My lin e was transform ed in an insta nt inro an axis. And Bob was so ri ght. T he ax is forma t immed iately showed Love as a goal above a nd beyo nd Res pect. 146 tovEmar~'"

Now we could clearly show the o ngoing importance of Respect and the urge ncy of moving inro a relat ionsh ip based on Love. Love of des ign, Love of serv ice, Love of custome rs, Love of life. W ithout Res pect there is no fo und at io n fo r a ny lo ng-te rm relat io nship. W ith o ut th e sharp delineation of rhe axis fo rmat, it was toO easy for our ideas about Love to float off into feel ings with no practical edge. Okay if

we wanted

(0

be psychotherapists abo ut it,

bur so m ehow that was not w here we were headed' Bob brought Love to ea rth.

Respect is the key to the success of many of our biggest clients. Such success should not be devalued; it's just no longer enough. Compan ies like big-time 5aa tchi & 5aatchi clients Toyota and Procter & Gamble have in vested billions and won aston ishing Res pect for theit products a nd brands. And they have do ne it throu g h susta ined feats of foc us and self-disciplin e. W hatever we call ed the new ge neration of brands, it was go ing to need Res pect- and a lot of it. Respect, it was clea r, had to be tab lesta kes. No Res pect, no admission.

Looking for Love '/ L t1W ~1'~Vf I /

As we started to shape Lovemarks at Saatchi & Saatchi we saw how the Love/ Res pect Axis could help us work our where they fitted.

How low can you go? It was obvious that the lowe r left- hand area-low Res pect, low Love-would hold co mmodities. The products peo ple need but d o n't desire, or even like a lot. Sa nd , iron, salt, gravel, that so rt of stuff. Some o f them make it out of the shade and wo rk their way lip. Bas marj rice is o ne example. So is Ca rrara marble. Co uld brands fa ll from grace back inro this co mmodificatio n hole? Telcos will tell yo u the answer to that one. You bet th ey can. Afte r o ne of my presentations, a yo un g mark eter cam e up [Q me w ith an impo rtan t question .

"You say emotion is the key to building relationships," she said. ''I'm in the brick industry. How do you make bricks emotional?" "You don't," [ told her. "Buc," [ added, "what you do do is talk about what the bricks stand for: homes, families sitting around the fireplace feeling safe and warm. Achievements. Buildings built by bricklayers whose inspirational dream was nothing less than to touch the sky."

The botto m ri gh t- hand area had to be the home of fad s, fas hio n, and infatuatio ns. Loved for 15 minutes and then tossed as ide to make way fo r the next cool item in the queue. From hula hoops to kipper ries' to "Survivo r." I n far uario ns grow fro m ou r fan tasies abo ut w ho we are and where we belo ng. They thri ve o n ho pe, nOt understanding. Fun , froth y, and ri ght fo r the mome nt. And just that momenr. Yo u ca n make a lot o f mo ney out of a fad , but your timin g must be impeccable. Wh o wa nts a bunch of Beanie Bab ies now? So me ra re in fa tuatio ns ca n tra nsfo rm into Love. Look at the So ny PlayS tatio n. Initiated as a gaming system w ith N inrendo in 199 1, Sony qu ickl y went ir alo ne a nd released rhe first PlaySta rio n in Japan in 1994 . It srormed pas r the established comperirio n o ffe red by Sega a nd N intendo a nd too k anothe r leap forwa rd w irh rhe release of the PiayS ratio n2 in 200 1. No one is call ing it a fad any more.

• Don', remember those cXlra-widc kipper ties? T hat's because [hey were only a fad. Here today, forgoncn toJnorrow.

148 iovemar~A

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Stuck in the middle with you Above the low Respect lin e on the left are most brands. This is where the effortS and in vest ment of the last 50 years have gotten th em. But many risk fa ll ing into the sand trap below, tough competition , tight margins, and lack of individuality turning the m into "blands. " Others have built up high levels of Respect based o n sOllnd management and co ntinuo us improvement. But what they have earn ed in Respect has littl e emotio n. Se nsibl e and well meas ured, it's hard to tell o ne from another.

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In the top right, the sun always shines: high Respect, high Love. W hy wo uldn't you want to be there? You know by instinct who belo ngs in this quadrant. Virgin is there. United would like to be. The iM ac? Yes. The ThinkPad ' Don't think so. It's ho me for Disneyland but not for Seve n Flags.

I-DV£'

= lOVEMARK2

Make yo ur ow n list.

Love

Across [he Border 149

The Love/Respect Axis is at its best in conversation: co nversarions about products and brands and what they need in order to become Lovemarks, conversations about successes, conversations to spark insights. Jill Novak, a Saatchi & Saatchi Senior Vice President in New York, and Eric Lent, Kodak's Direcror of Youth Marketing, gor together over the Love/Respect Axis ro trace how Kodak got ro grips with the youth market in the Un ited States.

By the mid-1990s a new force was about to start snapping pictures: Generation Y. Kids born between 1979 and 1994. Cen Y had the biggest discretionary spending power of any teen demographic in history. And they loved photography, particularly girls from 12 to 17. The trouble was that Kodak was experiencing some keen competition from Fuji, and Cen Y 's comfort wi th technology made the situation even more critical. Eric sums up the issue:

"Technology had never entered a generation's cultural vernacular in such an intense way. The category was heading away from traditional photography to digital photography, making these young consumers even more important. They were the ones to drive the adoption of new products and services. We absolutely had to alter their perceptions of us and create a relationship that could last a lifetime." For a company that had, in Eric's words, "a 1OO-year history of talking to moms," it was time for radical change. JiU: Eri c, this conve rsation wi ll be about Saatchi & Saatchi taking a journey in the land of youth with Kodak. Jr's a journey we began almost four years ago. It all started with th e business objective of makin g Kodak the brand choi ce for th e generation that is critical to Kodak's fueure, Gen Y, and specifically teen girls. Eric: The Love/Respect Axjs maps out what was happening competitively in rhe U.S. market in 1999. We had Polaro id with their i-Zo ne instant

150 lov€markA

photo stickers. This was a novelry techno logy and very appealing to teens. Jr was the fad of the day, with high Love but no long-term Respect. Our other co mpetitor, Fuji, was primari ly into price competition. So they belong in the low Respect, low Love quadrant. Bur even there they were still seri ous competitOrs. Being a Japa nese company a nd not subj ect to the quarterly pressures we face, th ey were ab le to take a lo ng-term, 3D-year-plus view of the marker. O n top of that, Fuji had a

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W hich brings us to Kodak. You can see that for one-ri me- use ca meras, which is the product line we are looking at, I have pur us in th e top left quadrant. And yo u ca n see that we were getting much stronger Love from adults than teens. Jill: That's Kodak in 1999. How wou ld th e Love/Respect Axis look today for yo u with the Gen Y teen market? Eric: ['d say we are a developi ng Lovemark. N or at the sweet Sp Ot yet, but well on (he way. Fuj i went into the marker but stayed with price. and so hasn't rea lly moved on the Axis. Polaroid neve r got out of the fad qu adra nt. Jill: Cou ld you outline how we worked together to capture th e teen market? Eric: As a brand for teens you have to be fun and you have to be cool. In 1999 we were doing quite well, but when you looked at th e larger category, you quickly realized that everybody else was also into fun and cool. So we analyzed both the brand and the consumers closely. We found out th at relative to the category we had a heritage with some golden nuggets.

Kodak 's equities are emotion , optimism , quality, and trust. All very important to teens. So we tra nslated them for teens to drive off of: con nectio n, hopefulness, auth enticity, and honesty. We also found th at we were already part of the teen cul turaJ vern acular. You'll have heard it: "Excuse me, ca n I have my Kodak moment back?" Now that's a stro ng, ri ch, deep co nnection. We knew toO that teens go through so m e very dramati c changes. Trying on different value systems, different sets of fr iends, different sets of clothes. Trying to figure Out who they are, where they fit in, and what ro le th ey have.

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We also learned that everybody wants to be around a kid with a camera. When you have the camera in yo ur hand, yo u're in co ntrol. It helps yo u overco me some social inhibitions. We were onto so me d eep, deep teen truths. Jill: Can we look at how Mystery, Sensuality, and Intimacy helped shift Kodak to becoming a Teen Lovemark? Eric: Let's talk first about Intimacy. Once you get below th e ha rd surface, most teenagers are fragile individuals trying to figu re our who rhey are and where they fit in . Our adve rtising created a sense of optimism and hopefulness in their quest fo r self-identity. As for Mystery, just about all our TV SpotS show a situation that immediately intrigues kids about what's go ing on.

We show stories versus telling them and selling them. Let them figure things out for themselves. Jill: A great example was the goth spot. Eric: Sure. The spot Saatchi & Saatchi developed for us showed a goth teen takin g pictures and making a collage for a school photo project. And as she makes this collage she also co nnects wuh a goth guy in her class who is another .outsider. When she displays her collage, the entire class recoils in disbelief Bur one boy leans forward. It's the other goth, and they smile at each other. Jill : Where do we need to focus If Kodak IS to continue to push no rth to the top f1ghrhand corner of the Lovemark quadran t? E ric: I think it's Intimacy. What se ts us apart from everybod y else is we ca n relate to th e tee n wo rld.

Across [h e Border 151

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We discovered what we call passion points-everything from music , fashion, sports, and celebrities, to entertainment and technology, And we identified music as a teen's most important passion point. We worked with a record company out in L.A. and found an up-and-coming boy band called Youngstown. We didn't want an established group because teens want to be pan of the discovery and make a band. Jill: Mystery, right? Eric: Right. So we trained Youngstown to be brand stewards, and put them on a [Qur of 22 markets throughout the U.S. in partnership with Volunteers of America. We were in malls because this is where everything in America happens. We did a lot of pre-event awareness-building activities-advertising, radio, Channel I in schools, a partnership with Sam Goody where they sold a special Youngstown pack with a one-rime-use camera. a CD specific to the event, a Youngscown keychain. Usually, events like this get maybe a couple of hundred people, but our band was drawing up to 3,000 teens per event. As the show opened there was a big Kodak splat logo, which we had designed for younger consumers, on the back of the stage.

The boys came out with their onetime-use cameras, snapping pictures of the audience. Then they 'd throw the cameras out to them. It was just this massive photography love-fest. Jill : We also developed those cool little carry cases with the Kodak logo. Kodak Wraps.

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Eric: Playing to the theme of Intimacy as well. Teen girls worked on designing their dream accessory for a one-rime-use camera. Designs and color choices were pur up on AHoy. com, and teens voted on the final product line. Then we brought to market exactly what they recommended. Thar was a product created for tee ns by teens. Jill: So Kodak's in a great place right now with teens, but we need to keep up the momentum. What can we do to ensure that Kodak does n't become a fud like Polaroid? Eric: We need to have an absolutely relentless focus on what's top-of-mind with teens today, because we know their habits change.

And we have to remain a beacon to teen girls across the nation, letting them know that it's really okay to be themselves, Then, on top of that, we need products and services that anticipate teens' un met needs and tap into their desires. To sum that up with two words, we need to continue to be authentic and relevant. But the rewards for moving in the direction of a Lovemark are high. With, relatively speaking, limited funds we've achieved significant successes. The nrSt share increase in our company's history for the one-time-use camera segment. The Number One, Two, and Three hi gheSt-sco ring ads in the company's 100-plus year histOry. As well as improvements in brand preference and category usage. In fact, teen girls are now usin g one-timeuse cameras 53 percent more frequendy than at our starting point in 1999!

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Chapter 12

I CAN SEE CLEARLY NOW

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Malcolm Gladwell again :

"I am interested in what it means to take the unconscious seriously in marketing and other realms. Much of psychology at the moment is consumed with taking the unconscious seriously after a gap of 50 years. But it is a return in a much more sophisticated way than previously, exploring the role the unconscious plays in decision making, in impression formation, preference formation.

"Once you take the unconscious seriously you undermine virtually all quantitative market research and its focus. This is very good news for the creative part of the advertising world, and bad news for the number-crunchers. "I nside the heart of every marketer beats a control fanatic. They want a quantifiable process, and they would like to introduce a level of transparency to things that are necessarily oblique. " In my new book, I am interested by this question: When you ask someone how they feel , how seriously can you take their answer? And the answer to that is, not very seriously. And yet the temptation to take their answer at face value is nearly overwhelming in all domains, not just marketing. "

Lovemarks need research, but a d ifferelH kind of research. I know that I am rarely asked my opin ion as a consumer. I presume my transact io ns a re data-t racked and batch-analyzed by computer, but I never get asked for my stories. We need research that puts consumers at the cente r rather than at the base of a ve ry large pyram id. And I'm not ta lk ing about JUSt turning the PowerPoint upsid e-down l

156

iov€mar~~

I'm looking for resea rch rhar counts the beats of your heart rather than the fingers of yo ur hand. Research that connects with the inner life of the consumer. Not as statistical constructs. Not as they were. Not as yo u wo uld like them to be, but as they truly are: living, feeling beings full of fears and desires, hopes and dreams . Kris Kristofferson got it: "A walkin' contradiction/Partly truth and partly fiction."

Fresh and true insights are the way into the inner life of the consumer. Peter Cooper of the London research company QualiQuant International offered us this one:

"The way people personalize computers or other ordinary, everyday objects around the home is a very significant way in which people make sense out of the world. One of the earliest studies I was involved in was for Electrolux, the appliance manufacturer. I was always struck by a remark from one particular housewife lip in Manchester, England. She described her spin dryer like this, 'My spin dryer to me is called Fred, and I have a relationship with Fred which is often better than the one I have with my husband.'" As Lovemarks take onboard the best attributes of brands, so the new research will be created out of rh e best techniques of current research.

The failure of research to truly engage with consumers is not just a problem for resea rchers. It's a problelTI most people in any business share.

I discovered this first-hand when I was working in the Middle East for Procter & Gamble . Like other co mpanies at the time, P&G 's resea rch was done by th e numbers. Sometimes it seemed to m e that we did little other than to verifY what we already knew. We were tied to benchmarks and followed norms. I found it tough to see the value of all this, so I spent as much time as I could our of the office, three weeks out of four.

I Can Sec Clearly Now 157

My passion was store checks and home vis its. After goi ng through all the numbers, I'd head into Dubai and visi t a hundred little shops in the Soukh and get myself invited into consumers' ho mes. I talked w ith retailers, consumers,

people juSt walk ing by. Irrespective of what the share nu mbers said , I got my ins ights from these con nectio ns.

When th e store vis its ind icated the trends, I knew whether I had the right distribution model, the right prici ng model , and the right packaging lineup. My conversatio ns with store owners and what I saw with my own eyes wId me if O llf fundamenta ls were 0 11 track.

O nce I'd done the store checks, I'd go into homes and watch rhe wome n at wo rk. I'd sir down with a wo man

and watch h er life and the lives of her kids. I'd get an understa nding of how much tim e she spent with her hu sba nd, how he dressed, what he d ressed in , where he wen t, and what peo ple's reactio ns wcrc. I lea rned what

m atte red to them as a fam ily. As I gOt to know some of these wo men, they'd let me look into th eir laundry baskets, allow me to check out their cupboards. Some of these people were ve ry poor. Some didn't even have underclothes . The lesso n was obvious. W hile we had been ve ry co ncern ed in o ur adverrisi ng with helpi ng ou r co nsumers wash nne fab rics, guess what' Most of them d idn't have anyl

I learned that unless you get to know people and stand beSide them as they work, you will find out only what they believe you want to know.

158 iovemarbl..

I found this to be true tim e and time again. W hen I was wo rking for Pepsi, I found o ne of my local cafes wo uld buy pri vate- label cola and po ur it into their o ne Pepsi bottle. W hen a customer turned up they wou ld always be served a " Pepsi." You could interrogate the num bers ti ll you're blue in the face and never get close to that in sight into how people trul y va lued the brand. To undertake Lovema rks resea rch whereve r yo u are means develop ing close relationships with consume rs. J n the M iddle East this co uld mean markets and cafes. In the Un ited States we co uld be talkin g sports ga mes and schoolya rds. W ithout a doubt many consum ers are hi ghl y info rmed a nd deeply suspicious of marketing. W hat they do respo nd to, however, is pass io n. No one can resist enthusiasm. If you are sea rching fo r insight because yo u love yo ur product, the resu lts can be extraordinary. At Saatchi & Saatchi we gro up o ur resea rch into rh ree approaches. I believe these ap proaches can transform the way businesses co nn ect w ith co nsumers:

1. Climb a mountain 2. Go to the jungle 3. Think like a fish

I Can Sec Clea rl y Now 159

2. Go to the jungle Xploring is based on a very simple principle.

If you want to understand how a lion hunts, don't go to the zoo, go to the jungle. Xploring came out of our attempts ro understand China. 1.3 billion people. 3.7 million square miles. and 40 new babies every minute! At Saatchi & Saatchi. we believe that Nothing is Impossible. We began by encouraging our clients ro invest in better. more insightful research. We invested our own money and time in focus groups and discussions. fact-finding and analysis. Essentially. we gathered a lot of information.

Enter Xploring. It is probably the oldest research technique ever used. But despite its effecti veness, most compan ies seem to have forgotten abo ut it. Ironically. Xploring is far easier ro conduct. more affordable. and far more insightful and inspiring than traditional research .

Simply put, the Xplorer puts on a pair of comfortable shoes, grabs a backpack, and heads off. There are no one-way viewi ng mirrors . No projective techniques. Just interaction. observation. and lots of conversation.

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In those travels we have met 22-year-old millionaires, and gas station anendants with dreams [0 own their own business.

We have met children whose ambition is to learn English, not so they can study abroad, but so they can make China stronger in the world market. C hildren with ambitions [0 keep Ch ina clean. O ld men who believe roday's Chi na is a woman's world . And yo ung srudents who believe the furure of the world 's economy is firmly in the hands of C hina. To be successful in C hina, we have [0 srop being lured blindly by the sheer scale of the market (and it is amazing) and take the time ro understand its people-and most importantly, what motivates them. As A.G. Lafley of P&G says, "Answers aren't just found in numbers. You have [0 get out and look. " By doing just that, we came away from our firsr Xploring trip I don't Wieve: JI any

II The women of China have achieved a high measure of financial equaliry. Now they are struggling for recognition and higher starus.

III

Like people everywhere, what the Chinese say is not necessarily how they feel , but the fear of loss of face adds a new layer of complexiry.

1/11 The Chinese are in Love with

romance. It is not the past that the Chinese [Oday respond ro.

-tttf- They are motivated by their passion to

make C hina great in the future.

-tttf- IThere are no VCRs. There are many DVDs. C hina is not slowed by decades of technological baggage, and leaps straight to the best new offerings.

-tttf- II Consumers in China don't fear technology. They crave it.

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The Chinese do nOt want to become Western. What they do want is to gain respect for being C hinese. Western icons and imagery interest them. Respect for what is C hinese connects with them.

It is nor difficult to see how emotional can be inspired by any of these the bt!!ury of Xploring is that conducted on a sU~,err!lar~.

P&G have taken the "go to the jungle" idea and developed it as an approach they expect from everyone in the company. Jim Stengel, P&G's Global Marketing Officer, puts it like this: "What P&G tries to do is to be very closely and personally in touch with our consumers. This means being out there with them and participating in the ways they live their lives. And that's not just calling them or sending them an Internet survey. It's about being in their homes, shopping with them, watching them as they use our products, talking to them about their lives. For senior people, junior people, everybody at P&G , our culture means being a part of our Consumer's life. " Jim reveals a host of insights discoveted at the consumer's side. Insights that have not only shaped how P&G talks with consumers, but also how they have developed new products. Here's one example of how effective this kind of research can be: "I Unite States we sell a lot of Tide in outlets where they sell very large sizes of products at a discount. In the end we came to the point where we were making the detergent botrles so big and heavy that our consumers were having trouble lifting them! But, because we saw the problem in action in the supermarkets and at home, we knew we needed to act. Our solution was to put a spout on the bottom of the bottle, like a beer tap. This meant that was doing the washing could push a button and hold a cup underneath the get the amount

"You don't get an idea like that by sitting in a room. It happened when we were watching consumers struggling to pour out of very big bottles of detergent in their own laundries at home." The reverse situation came out of the same sort of observation in the Middle East. There, P&G people noticed that women often could not afford a box of Ariel for their washing. So they began selling Ariel in small sachets. Now households could spread the cost of washing and still avoid going down to the river with a bar of hard soap. Masao Inoue, the Chief Engineer of Toyota's fuel-efficient vehicle, the Prius, ventured out to do his own Xploring. He was wo rking on a new model for the very different Ametican matket. "Baseball is very popular in Los Angeles, so I went and watched a game there. I parked my Prius in the parking lot and then watched the game. When I walked back to the parking lot I found my car was surrounded by larger cars and pick-up trucks. The Prius looked very, very small against them. I just felt it very strongly. It is something that you have to experience, to feel. So my thought was that the Pri us as it was might be too small for the United States market. By being there and seeing the different sizes I learned something you can't real ly learn from r."Olno the size and m"asl"reme:n~

3. if ink like a fish . Clare and lier people at the Nike Goddess stores talked with consumers about time

Five things to do tomorrow

Chapter 13

I'LL FOLLOW THE SUN

Lovemarks are owned by th e people who love them. That's simple enough. But just as the consumer's point of view (rather than simply that of the brand) comes into focus, something else becom es very cl ea r. Some people take their Love of a brand very seriously indeed. These are the peopl e who would be shocked by the very idea of the "passive consumer," so loved by marketing manuals and anti-brand acti vists . Th ey are the ones who promote and advocate for their brand. The ones who organize for rein statement, who suggest improve ments and refin em ents, who create websites and spread the word. They are also the people who act as moral guardians for the brands they love. They make sure th at wrongs are righted and hold the brand fas t to its stated prin ciples .

I call them Inspirational Consumers.

"When you think about viral marketing and the people who turn others on to your service and recommend it highly, they are your Inspirational Consumers. These are consumers who themselves market the things they are passionate about. So, they might say, 'Oh, haven't you flown JetBlue?' and they all but sell you the tickets and put you on the plane! For the company, they become the buzz marketing arm. In the early days of Yahoo! we had a lot of that. Now you can see it too with Google. People are just passionate about Google, and they can't help themselves from telling their friends about it. For Yahoo! our Inspirational Consumers are the ones that, without getting any marketing dollars from us, tell people about our services."

170

~ov€mar~.1

In 1985, it was I n s pirational Co n s um e r s

who told the C o ca-C ol a Co mpany In no

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terms that New

C oke was not gOing to repl ace tradi tional Coca-Cola. And th at was that. Too bad about the $4 million inves tm e nt in market

resea rch and over 200 ,000 blind taste tests. It may in prin ciple (or even in fact) have tas ted better, bu t these Coke love rs d idn't care. A del uge of phone calls and letters demanded the return of t he origin al C oca-Cola.

A group of In spirational Consumers formed the Society fo r the Preservation of the Real Thing . There was panic buying. In San Antonio , Texas , a local man drove to the town's bottler and bought $1 ,000 worth of "real" Coca-Cola. And C oke got the message. It took less than three mo nths fo r this huge company to respond ro rhe consumer tid e of o utrage,

and return to the original ingredients. C oke acknowledged that it is th e consumer w ho owns a Love mark ,

not the company. I 'll Follow l heSun 17 1

The New C oke debacle has become legendary, bur 1 am interested in those consumers who caused the turmoil and turnaround. Coke's website pays tribute to them today by posting New Coke memories. T his one is my favo rite:

That's the question that wo uld have allowed their Insp irational Consumers [Q warn rh em of the consequences. And make it ve ry clear to them that the line, "The best just got better" was never go ing to fly.

" My family and I have been active Coke drinkers for my entire life. I recall a time when Coca-Co la decided to change the formula; there was havoc amongst the members of my household. I believe there was a date when the new Coke would be sold and the old Coke would be removed from the shelves. My father, who is a tremendous Coke consumer, panicked , rushed to the store, and bought several cases of what is now Coke classic. These Co kes only lasted two weeks. I was a child when this happened , and I recall my father grounding me for drinking his 'old Coke,' which he held as priceless. Thank God for the return of Coke classic or my family may still be in mayhem. "

Inspirational Consumers understa nd that the Love o f a brand goes two ways. When a co nsum er loves yo u enough to take actio n, any action, it is t ime to take notice. Immediately.

As Roger Enrico, former CEO of arch-rival Pepsi-Co la, said in his well-known book The Other Guy Blinked, "By the end of their nightmare, [Coca-Cola] fi gured out who they really are. C aretakers." H e might have added ... "of a Lovemark. " Those blind tests were blind alright. They forgot to ask the key question:

"How would you feel if we changed Coca-Cola to this new formula?" 172 2ovemarkJ..

Be hon est. How man y suggestio n cards have yo u left in a box waiting until yo u had the time to loo k at them? How many times have yo u side-stepped an irate customer beca use you didn't need the stress' And isn't it a li ttle weird that yo u never get a sin gle e-ma il from a co nsum er? Ever. Yes, business protects itself wel l, and consum ers know it. But in these co nsumers li e the seeds of inspiration.

So start thinking of these people who love what you do as Inspirational Consumers. Help them get behind your brand and watch it accelerate into a Lovemark. Inspiratio nal Co nsum ers bu ild fan sites, Inspirational Consumers act as the catal yst for word-of- mouth campai gns, Inspirational C onsumers can make great produ cts better, Inspirational Co nsumers have ideas that matter, ideas that can transform yo ur brand- if yo u will let them.

In m y ex perie nce, Inspiratio nal C onsumers not only love a bra nd , they also love peo ple. That's what gives them their emotional dri ve- what g ives th em the ir sheer stamina.

They are the first voice in the game of tag we call "word-of-mouth. "

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W hat was th e most famo lls telev isio n co mme rcial eve r produ ced in the histo ry o f the world ? Apple. 1984 . Ri ght? O nl y ra n o nce a t the Superbow l. W he n peo pl e first saw it th at Sunday nig ht, I do n't beli eve an ybody go t it. W hat was she doin g w ith that hamm er' And then .. . wo rd -of- mo uth . The best thin g yo u can do is e nterta in and stinllliate thro ugh a grear piece of M ys terious, Sensuous. a nd Intima te co mmuni cat io n . The n peopl e sta rt talk ing a nd you have th a t miracl e of powe r communi cation: wo rd-o f- mou th.

Perso nall y, I fin d "word -of-mo uth" a silly ex press ion. W he re else do wo rds come fro m ? W hat's impo rtant is wh ose wo rd -o fmouth and wh y they're talkin g. Some guy co mes up to you o n the sidewalk and raves abo ut his mobile phone. We all d o the sa me thing. Step to o ne side. Neve r slow dow n . We can hear eve rything, bur we wa nt to listen to somethin g that matters-fro m someone we love a nd res pect. So Lovema rks grow o n emo tio na l connectio ns rather tha n just word-of- m o uth. As Malco lm G ladwe ll put it:

"What I am looking for is someone who is defined simply by knowing more than I do . If I wanted absolutely the best source on computers, I would find someone who worked in the industry. But I don't. Most of us look for someone who has a marginal advantage over us in information. I tend to opt for trust over expertise, and I ask my brother." Let's look at some o f these Inspiratio nal Consumers at wo rk.

I'll Follow dl(' Sun 173

Inspirational break Insp irational Consumers can also help Lovemarks transform products. "Break" is a square chocolate bar with a loyal following in Greece. It had one problem. The blocks were so thick people struggled to break or bite off a piece. The retailets soo n picked up the message from the consumers and let Break know. Consumers wa nted a slim -

mer bar that they could snap. The Break people heard these comp laints and acted. The blocks we re made thinner and less expensive. Lovemarks hear messages of Love from Inspirational Consumers when everyone else hea rs compla ints.

Inspirational busybody In Spain, one Inspirational Consumer participated in the marke ting of corporate g iant Genera l

Mills. A fanatic lover of Old EI Paso Mex ican food knew that if he was to see his loved cuisine made more readily available, he was go ing to have to come to Genera l Mills' aid . The road to Sll ccess, as he saw it, was paying more atten tion to th e loca l situation. Why call it "Thick 'n Chunky" sauce if rh e product was "like our Spanish traditional Pisto sauce, but cooked in a Mexican way?"

The Old EI Paso products were perceived as too spicy, roo difficult to cook, and reserved by the Spaniards for special occasions. But our In spirational Co nsum e r was convinced that

Mex ican food co uld be co nsum ed daily like Spanish paella. Putting his thoughts down on paper he sent a list of suggestions to General M ills. He po inted out th e s im ila riti es be twee n Mexican and Spanish cuisine and even offered to write a cookbook that wou ld convince th e Spaniards that Old EI Paso was easy to ptepare. Th e result of this inspirational interve ntion? General Mills marketing managers wrote a textbook happy ending. They made the suggested changes. New labels, new product names and , yes, yo u guessed it, a cookbook written by Old EI Paso fanatics is to be published. 174 iovemarkA.

-.

Inspirational grandmothers In spirational Consumers want their Lovemarks to be available, nOt just for themselves, bur for everyo ne. T hat is their power. W hen a grandmother in Turkey found that the red cap milk she used was hard ro get at the local sto re, she took anion. This Insp irationa l Co nsUlner looked after her granddaughter, and red cap milk was the only product she felt was good enough for her precious charge. Unfortunatel y, she and her husband lived on the outsk irts of Istanbul, where red cap milk was hard ro get. She ta lked ro her local srore, rang the sales rep resentative of Slitas, and kept ringing until red cap mi lk was ava ilab le locally.

T his was fantas tic stuff, but th en she went that important step furth er. Concerned tha t her local sto re wo uld sto p stocking the milk if sales were low, she bega n a personal campaign. She deco rated the srore, recruited a gro up of volunteers to distribu te leaAets, and spread the news. I beli eve the re are Inspirational Consumers like this all over the wo rld just waiting for the call.

Inspirational rustlers Some Inspirational Consumers are so in Love with their brand they li terally can't keep their hands off them. Th is was what Becker's beer discovered in C hile when they introduced a powerful new character, a black sheep with the Becker's attitude. It was an instant classic. Everybody fell in Love wit h the Becker's sheep. It became an icon. So much so that ou r people started rece iving ca lls fro m reta ilers sayi ng that their pointof-sale black sheep cutouts we te being stolen faste r than they co uld replace them' O kay, I don't want to encourage people to strip sto res, bur that is th e so rt of attitude that ca n be harnessed for good. In spirationa l Co nsum ers want to be close to th e bran ds th ey love. We need to get out th ere with them and feed off their energy. I'll Follow the Sun 175

Inspirational snaps Any brand that wa nts to beco me a Lovemark gets no hig her mark of recognition than the hours of time Inspirat ional C onsume rs put

into fan clubs. Of the many Love marks that ha ve spro uted such loose but pass ion ate assoc iati ons, non e was more surpri s ing

to m e than th e Russian-made LOMO ca mera. Old-fashioned it may be. Strange design' Certa inly. Loved ' You better beli eve it. On the web there are 25 country, 80 personal, and seven commun ity sites for the LOMO , including th e iconi c society www.lomography.com. LOMO fans eve n persuaded the St. Petersburg fa cto ry to restart production of the fabled LC-A. T hey visited the factory and pressured th e then-Mayor of St. Petersburg, Vladimir Putin. No one stands in th e way of a Lovemark.

Inspiration rereleased Consumers who were Loyal Beyond Reason persuaded Techni cs to bring back th e fabled Technic 1200 d ecks. It turned our that OJ s so loved this giant of the turntable world that they wou ldn't play with anything else. Now th e Technics brand approaches Lovemark sta tus for th e club sce ne. C heck o ut the T-shirts, bags, and slip mats bearing the unmista kable line drawin gs of th e Technics decks and other equipmenr. So roo w ith Kung Fu ice cream

in Denmark.

A local radio OJ co nvinced over 6,000 Inspirational Co nsumers to co ntact loca l com pany Van den Bergh to rein state liquori ce-Aa vored Kung Fu ice cream. FOllr yea rs breI'. in 2002, Van den Bergh launched a website w here consumers could vO te for th e ir favo rite ice cream. The inevitable

resu lt' Kun g Fu , wit h 51,000 votes.

176 ioV€mar~h

Inspirational countdown Perhaps even more fanati cal than the LOMO lovers is the man who is probably th e ultimate Inspiratio nal Consumer: Jim Jetters of Douglasville, Georgia. In 1999, Jim's Toyo ta Starlet was getting read y to clock one million miles! Love his car? Sure did. The Starlet still had th e o riginal transmiss io n and engin e and. with regular maintenance, had been all but trouble-free. Jim wa nted everyo ne to know

it too.

His passio n for his Toyo ta ea rned him a spot o n th e " Late Show with David Letterman" and th e audience got to see the zeros click over for themselves . And remem ber, Jim also owns a couple of C amrys, one with 240,000 miles on the clock and the o ther 100,000. Jim is counting down already.

Stepping up Inspirational Consumers are always passio nate, fo rever enthusiastic, so metimes fanati cal, and

fiercely loyal. Tapping intO their emo tional co nn ections can reveal the insights Lovemarks live off. T hey do tend to see everything in black-a nd-white, but this is JUSt the Love shining through. Seeking out Inspirational C onsumers and feeding their innovations bac k intO the design, manufacturing, marketing, distribution , and sales processes is simple co mmon sense. Busi ness finds it tough to give up the control relationship they have had with consumers. This mea ns they have bee n very reluctant to unleash the power of the Inspirational Co nsumer. We are now past unleashing. Those Inspiratio nal C onsumers have been empowered hugely by th e Internet, and they are going to use their power in ways beyo nd anyth ing we can imagine. Get ready. By getting close to Inspiratio nal Con sumers, I believe an y business can transform itself and step up to beco me a Lovemark .

I'll Follow th e Sun 177

We have tapped the voices and opinions of Inspirational Consumers through our website www.lovemarks.com . Here 's a selection of what touches the passions and loyalties of people around the globe. REMO

Singapore Airlines

The antithesis of blah, an on-line

I love the way they let me sleep through the (fa ntas tic) food service and then when I wake up in the midd le of the nigh t, they bring me a bowl of great noodles. Complete bliss-a nd no fuss. I Consu lt ~uu . U.K.]

AJ addin's cave, rh e esse nce of must have and always, bur aiways ... full . Ie's a reminder of a misspent youth , rhe excitement of providing

rhe perfect giFt, and knowing that the recipient w ill nor be able ro resist REMOin g in return.

Love is a REMO stripey thing! [Manager. Auslr,llia j

A-Channel

Palm Pilot

The impac t A-Channel has o n each co mmuni ty it serves is pheno menal.

A tradesman ca me to my house to give a quote- bur when he pu lled

It's nor just a TV Station- it se rves as a public forum , a charitable o rgani zatio n, and a frie nd to

out his Palm Pi lot to check his schedule I knew I would give him the job....

every Ma niroban. A-Channel is LOVED because Love is what it offers. They offer great

When you come ac ross another Palm Pilot devotee yo u have fo und a friend , someone on your wavelength , so meo ne who und ersta nds.

progra mmin g roo. There a re seve ral stations here in Ca nada that care about their audience, bur A-Channel is so sincere-it spreads its Love-vibe

[Consuh:ulI, Aust ralia]

IKEA IKEA is the place where fantasy

iii ••••

rhroughout the region. People all over Manitoba have "A"s on display 011 their homes, cars, kids, and selves and they are all homemade' These people are in Love. [Producer. Canada )

becomes reality an d where adu lts

become children. At I KENs shop you can jump rhe chairs, sleep in rhe beds, improve yo ur Swedi sh, inve nt yo ur house, find free pencils,

iPod

0 11

and leave your babies at the playlleld ... and it all

Wherever I go, as lo ng as my iPod is right there with me, I rock. It's nor

fits in your ca r!

just larirude. It's att itud e. It's go t rh e

178 ~ovemarb.

[Student, Italy]

look of Love.

r Adw n i ~ i n g cxec lI ti\'C,

U.S.A. I

Aveda

Apple After 14 years I'm still in Love. To be honest, I don't know why I feel

Like a bevy of kind , attentive,

this way. I've simpl y never wanted [Q give rh e other olles a go. I don't even rcally know w hat

the differences are.. " Well , apart from looks' I've been told both do almost the same things-o ne way o r another. Bur wou ld (hey feel rhe same in the da rk' Perhaps deep down I know it's the way you learn to handle them, how readily they respond to your needs, the way they do it. Or maybe there's more to it? Ri cha rd Brie rs/Geo rge Clooney. PC/A ppl e Mac. What sort of idiot wo uld divorce their soul matc? Apple Mac- you arc my Lovemark. IDt:Signer, New Zealand ]

attractive sisters, m y Aveda hair products sit waiting to do m y hair ri ght each morning. Dressed in their sweet, subdued colo rs, th e team springs into action to smooth me, hold me, shine me up .... Patiently they work to disciplin e m y un rul y mop 't il it gleams

and hangs JUSt right. They wrap me up in their bright scents and send me out to f.:1ce th e world,

knowing deep down that I am loved. [Educaror, U.S.A.]

Twinings Twinings teas have a special place

. '\,'o\\NII'~' ""o,~ ,s

in my life. I'm JU St not a mornin g

The Statue of Liberty

person, but if, as I wake up to that unftiendl y light, I focus on the image of my breakfast tray

In tim es ullce rrain , past and prese nt, hu rnaniry in vests her with- or does she

already possess?- rhe srrengrh of a living icon, rh e hope of a li ving spirir. I've stood within her skin , climbed her winding stair, a nd surveyed

w ith its fragra nt pot o fTwinin gs Russian Caravan tea, 1 ca n make that brave move out from under rhe covers, Just a cup clears my head , ge ntl y, nor with a crude rush of caffein e, just a se nsiti ve push into reali ty, Twinings teas

help me face the day ahead with courage.

her domain frolll her crown. The nobi li ty of her

[Mother, Auslralia l

face, her steady gaze, and stro ng, straight stance

keep the f.1 ith like nothing else on this planer. Words are not equal to the hope and f.1ith the Statue of Liberty perpetuates.

Where the Wild Things Are

[Crcarin direcror, U.S.A. I o

Barbie The famous fad of the 60s is now a se rious Love mark thanks to the undying Love of yo ung girls eve rywhere. Barbie taps into th eir

dreams and hopes. She takes them by the hand partway into adulthood, but always in the safe guise of play. (Ed iwr, New Zealand]

The grea test children's book ever written. Everyone ca n ide ntify wi th Max beca use there's a littl e bit of him in all of us. At tim es we want (0 escape fro m so mething or someo ne, yet we know in ou r hearrs that the grass is gree ner

where we stand. This book is absolutely timeless and tho ught-provoking. It will endure fo rever and will be read and re-read by children and their parents un t il the end of time, (Entrepreneur. U .S .A.]

I'll Follow the Sun 179

BBC

Dodge Viper

It was only a few years ago tha t the BBC booked a one-way ticket to th e U .S. on th e QE2 . It soon becam e a ray of ligh t amongst th e thousa nds of bland tel evision stations we a re bombarded wi th here in rh e Scates. Since [hat rime, my own cultu ral horizo ns have grown a nd matured along with irs progra mmin g. Ever since crossing over to th e "English chan nel," t he word comedy has taken on a whole new meanin g, "home deco rating" has rurned into something of a sporr, an d m y garden (or whatever you call the rwo-by- two patch of grass in front o f my house) has blossomed. M y Anglophilia has finall y been satisfied.

A friend of m y son lenr h im h is Viper to go to a wedding. M y so n took me for a d rive. I have neve r experienced such a n ove rwh elmin g transition- from passe nge r to copi lo t. This veh icle embraces yo u as you sit down , it makes you pan of it. If o ne we re to get a ti cke t, it wouldn't be for go in g too fast, it wou ld be for fl ying too low. This isn't a ny ca r, (his is a T ime Machin e.

[Legal assistant, U.S.A. ]

BMW motorcycles BMW mororcycles are a world (and a brand) apart. And so much morc (han a brand. It is a lifestyle, a way of living, a way of definin g myse lf and the world a round me. When I am on m y R 1150 GS, traveling through the w ild and wonde rfu l co rn ers of Africa, (his inc redib le machi ne becomes m y survival kit. And after hu nd reds of thousands of kilo meters, the " kit" becomes "comrade," and the bond becomes emotional. To me, this brand means freedom. Or b rea king free. Escaping. But th at is almost generic ro all b ike b rands. The unique ness of the BMW is that it is a motorcycle for the wi ld . Ir turn s me, an ordinary man, imo an explorer, a p ionee r, a Lone Ra nge r. It makes me more than I am. [Author, South Africa]

] Farmer, Canad:l ]

Absolut

,'I

-

it is sman , funn y, uendy. It always has a d ifferem s[Qry for us-in viting us to "'. d iscover "what is the story (his (i me?" It can be an yth ing it wanrs, transformin g an y object, situation , or issue. I do n't eve n dri nk vodka, but I love the Absolut b ra nd.

[Designer, Romania]

Technics Classic tec hnology. T he 1200s are rhe original direct-d ri ve turntable. Precision hi -fi equipm ent made to last. First produced in the ea rl y 7 0s, small chan ges were made in th e late 70s (a d ifferent moto r and a few new co mpo ne nts) and th e MK J 1 was rel eased. This solid consuucrion , with the ab ility to tun e trackin g, we ight, p itch , etcetera saw irs popu larity in crease. The first Disco a nd Bear DJ s looked for reli abil ity an d fl exibili ty [Q scratch lloop/m ix music with other m usi c and M Cs in clubs, and on th e stree ts. The 1200 was th e an swe r. As a workho rse, the audioph iles have to agree. T his is a fin e marr iage- precision equipm ent mee rs th e rocke rs up[Qwn.

[DJ. U.K.[

180 iovemark ....

Fnac

Birkenstock

A specialist seller of books, C Ds, and videos. F!lac has around 60

A great stOry: 19th century German cobbler Konrad Birkenstock refi nes the shape of his grandfather's clog molds and adds a Aexible arch

shops all over France. Their main co mpetitors are rhe big retailers like Carrefollf

that sell yo u everything cheaply-from a pound of ca rrots to TV sets. Fnac, on rhe other hand,

suppon. It wins th e su ppon of loca l doerors.

has managed to c reate a special cl imate in their Sto res and a pride in buying culrural products from them rath er than from rh e big retaile rs. Their assista ll ts know abom everything. So much so, it becomes a challenge to question

next-generation innovation and takes the clog one step Funher- into a shoe. Voiffl-the Birkenstock sa nd a l is born. I love th e classic

them about a field they don't know! And in every shop, yo u will find a space dedicated to

Eighty years later, Konrad's son Karl applies the

styling, and most of all 1 love the comfort. H eidi Klurn can keep her "designer collec ti on" denim and rhin esto nes!

[Builder. ' I'he Netherlands]

ex hibitions or artist intervi ews or a showcase of

some kind . This makes Fnac not just a place where culture is sold- bur also a place whe re culture happens.

[1-.1anager. France1

Original Tommy's Burger

~.

Mikimoto I received my Mikimoro pearls as Q(", a gift from my boyfriend of three momhs baek in 1986. Immediately I knew he was a keeper. What a romantic, luxuriolls gift For a man to give a woman . Foreve r assoc iated in my mind with images of t he bea utiFul Mrs.

Every rime I'Ill back at Beverl y and Ramparr, I can't help feel ing like I'm 16 aga in. This was the stop on the way home from Dodgers and Kings

Jacqueline Kenn edy Onassis and the Queens of

games, co ncerts, shopp ing, or a nything else tha t

them. J married this m a n-and two child ren later, we re ma in vc ry much in Love!

would bring me to L.A. for the day. I've seen everything from wedding parties to gang fightS , Magic John son in his limo to a vagrant on C hri stmas day who ate a burge r I gave him like it was the only thi ng he'd had ro eat in d ays. Tommy's has had an effect on me like my first ki ss, or m y first ca r; it's so mething that stays w ith YOLI no mat ter where YOll go. For me, Tomm y's wi ll always be more than a burger; it's

part of my Ii fe.

[Graphic designer. U.S.A.]

England. When J'm weari ng them rhey remind

me of my husband's Love fat me. I cherish

]Wif,' :md mOther. U.S.A. ]

Tiffany's It's just a little aqua-blue box, but yo u know that in side is so m ething

absolutely special. Cou ld you ever open a Tiffany bo x w ithout a quiver of excitcment over what it contains? No other brand says more about how yo u Feel abou t someone (han this. [Creative director. AUSII':lli:l [

I'll Follow lhc SUIl 181

Tonga

Toyota

The best kept secret in the South Pacific, and probably th e most welcoming place in rhe world. Deserted paradise islan d s, virgin beaches, acrive volca nos, coral lagoons, Jonah Lomu. Cu rrentl y apply ing for status as an international marin e park reserve. A famolls hisrory of independ ence and the site of the mutin y on rhe Bounty. Sc uba diving visib ility for 50 meters. The only place in rhe wo rld that YO LI can watch humpback w hales d a n ce wit hout ever having ro leave the beach.

Here in Egypt I see loved Toyota pick-up tru cks every day. Paint jobs don't last well in thi s cl imate w ith sand being such a big problem. It upsets locals that own Toyota pick-ups to find t ha t the large Toyota sign at the back of th e veh icle wears our. The answe r, for many. is to painr the nam e "Toyota" in bright colors over th e original sign. That way YO ll ca n show you r Love for yo ur pick-up trllck and the name Toyota at the sa m e ti me. These brightl y painted signs on the back of p ick-lip trucks are eve rywhe re to be see n in this city of Cairo and all other parts of Egypt.

[M:nketcr. New ZCJ.b nd J

[Retailer. Egypd

Snaidero Snaidero was rhe first [0 understand that kitchens are evolvin g from a place w he re you cook and eventuall y ear, into a place where YO LI tran sfo rm food into Love an d affection for yo urself a nd yo ur fami ly and fr iend s. Famous des igners ha ve worked for them. Their new ES kitchen is made in slich a shape t hat it ca n be pur anywhereeven in front of a w indow. It feels smooth and fun ction al a nd it follows the c urves of your body when you Aex yo urself in one of your favori te sports-cooki ng!

ICEO , Ital y]

Coppertone

Campbell's

FJ"

.= My Lovemark is the ultimate comforr Tomato food-Cam pbell's tomato sou p and ....... our) grilled cheese on toast. On a gloomy day, lou nging on th e couch drinking so up is the ve ry bes t cure for th e blues. Cam pbell 's so up is more than a brand. Okay, so it was immortalized by Andy Warho l, but th at was simpl y a recognition of irs permanelH place as an ico n. H ere am I, in Swi t2:erla nd , a co ulHry with so m e of the fin est foods in the world ... fondues an d raclettes are brilliant and they're comforr foods in their ow n ri gh t". But on th is foggy w in te r day all [ desire is a big bowl of Ca mpbell 's tomato so up and toasted cheese.

IAdmin istrator, Swi tzerland]

Jn

the 60s rh e fragralH , exo ti c smell of this lotion , the sun , and the ocean , libe rated our coasral backwate r. C losin g yo ur eyes on a lonel y beach in a bikini, you could dream a nd esca pe to America, where it was all happening! ICompany director. New Zea land l

182 2 oVEmClr~,1

Google

Coogle

Google is my best friend' Google is my bes t fri end! Google is my best fri end! Google is my best friend' Google is my best friend' lCopywriter. Turkeyl

Concorde

Ermenegildo Zegna

A spectacular symbol of technologica1 achievemen t and by far the most beautiful aircraft in the sky. T he sleek, delicate hull and that complex wing shape. No other machine makes people stop and gape as it passes. No orhcr machine retains it's

Just a dream. The perfect wear for rhe perfeer man. JUSt for a few men. W he n I d ie I'll want

[Q

wea r an

Ermcnegildo Zegna suit so I can be in heaven wit h all the Ermenegildo Zegna angels. [Salesman , Costa Rica ]

own singular identity-peop le don't eve r say

"There's a Co ncordc," JUSt (he one we lovcthe Concorde.

[Enginee r, Francel

Doc Martens Docs signified teen angst and rebel lion for me and all the other kids growi ng up in suburbia. W hen I started wea ring them my parents didn't get it. Fo r girls, Docs showed the wo rld that for the first time "cool" meant morc [Q you th an "prctry" and you we re developing your own

sense of style. True, all your fr iends wo re the same shoes, so yo ur style was n't necessarily original, but it was gcrring there. At least I didn't dress like my parents! [Stylist, U.S.A. I

Bundaberg ot all ginger beers are created equal-but most are. For my loor and loyalty, one towers above the rest. The distinctive, yellow label is a century-old echo of mystery. Set against the deep brown of the bottle, it hin ts of a subtropical legacy of toi l and dedication rowards perfecting rhe ultimate dri nk nirvana. The burst of effervescence lIpon opening is an aura l orgy. And the taste of a cold o ne-Woah ! A dance o n the tonsils that slays thirst and jllSt keeps going down. Words don't do justice. W hich says it all really. [journalist, Australia ]

~

Steinway

~

The piano chosen by over 90 percent of concen pianists is one

Breyers To sum up my feelings, I must quore Ren (of "Ren & Stimpy"): "Oh! My beloved icc cream!" All that Breyers lacks is what makes it sooooo good. Eating Brerers is akin (0 eating homemade-from the way it melts. to the way irs edges "crisp" up in root-bee r Aoars. As a premium ice cream it's incomparable!

of rhe great musical Lovcmarks. 5teinway pianos are lovingly polished, tllned, and cared for through generations. A 5rein way brings the past, prescnt, and fuwre together with rhe myste rious power of music.

(Car salesman. U.S.A. ]

[Accountant, U.S.A.I

['11 Follow rhc Sun 183

Five things to do tomorrow

At Saatchi & Saatchi, we've been putting Lovemark ideas into practice. We want to make as many Lovemarks for our clients as we can. We know that any business that is not creating Lovemarks is simply not creating value. Here are case studies on Olay, Brahma, Lexus, Cheerios, and Tide from our ideas people from around the globe. Each one of these stories dramatically demonstrates the power of harnessing the Lovemark characteristics: Olay using Mystery to launch into a tight market; Brahma wrapping up the beer market with the power of storytelling; Lexus dealers building empathy with customers; Cheerios and Tide repositioning themselves as consumer Icons.

@

o LAY. A Mystery story W hat do Y OLI do when you are so successful that your loyal band of consumers don't want you to change? When yo u know you are limited by the category, but the ones who love you most won't let you move? This was O lay in 1999 . A great product , well-loved , and the leader in mass-market sales o f mid-priced moisturizers. But onc huge, new area rem ained for Olay to break into: the prestige skin -care market- th e wo rld o f supermodels, movie stars, and beauty queens. A sector that

186 2ovemark",

accounted for nearl y 40 perce nt o f the global skin-care m arket. And , criti ca lly, a step up [Q premium p rices .

The stakes in this market are high. With them come the desire to stay young. Or, even more profoundly, the quest to fend off mortality. Th e pres tige secto r had been do minated for years by th e Bi g Beauty Industry Playe rs. They played hard. T heir adve rtisingarrogant, self-ass ured, confident- played on consumers' hopes and drea ms. Surely, prestige consumers whispered to themselves, rhe stuff you pay a lot of mo ney fo r is mo re likely to work. And the stuff you pay less for ' Got to be a little less effecrive. Millio ns of women througho ut the world had lisrened to this "logic" for decades . The prestige sector also had se rvice on th eir side. D eparrn1enr stores are where the expensive luxury brands reign. T hat's where the beauty co nsultants ("dragon ladi es" with ve rmilion lipsti ck and perfect skin ) lie in wait, read y to grab a woman's hand and persuad e her that the pro duct is perfect for her. Olay, o n the other hand , lived in rhe "self-select" section o f the market- pharmacies, drugstores, even supermarkets. There, with no help in sight, a woman had to feel something abo ut the product before she got an yw here near the sto re.

T he power of 1 a nd 2 . . . Olay entered this co mplex situ ation wit h a lo ng and va lued hi story w ith wome n ... a nd a trump card. A new a nti -agin g c rea m wit h su pe rb performance. Plu s, P&G kn ew they co uld make thi s superior level of perfo rm a nce access ib le to more women than ever before. T hey could , in some cases, offe r th eir c rea m at up to $ 100 less than compa rab le products sold in departm en t sto res .

... equals 3: Enter a who le new beauty opportunity, masstige! Prestige products for rhe mass marker. Respect before Love The first job was to make sure that this fantastic product was greeted with the Respect it deserved . To take O lay into the hea rt of the prestige skin -care market, the credi bili ty of teal opinion fanners was cri tical. T hese are rhe bea uty ed itors, rhe mavens, and the media types. T hose super-stylish, trendsetting fashionistas from New York and London. But how to get these high-Ayers to listen ' Our team knew that if we sa id, " H ere's a mo isturi zer that is proven ro be more effective tha n all those other brands ... and it's ftom O lay," we'd get a "yeah, right" kind of respon se-a nd that wo uld be that. What was needed was a breakthrough insight that wo uld not only make these professional inAuencers notice the product, but also fa ll in Love with it.

At Saatchi & Saatchi, we figured there had to be a way to capture the best of both worlds . 1. To up-sell the tradi tion al "self-select" co nSllm er, a nd 2. ro e nti ce the prestige consumer off her luxury- bra nd pedesta l ...

We looked to Lovemarks and found just the thing : Mystery. T he a ura o f the u nknow n The first task was to cOll vin ce the opinion lead ing ed itors to trial the new product, but without the brand name. They agreed. The resu lt was spectacula r.

Rolling Thunder 187

"I call it amazing effects because it does exactly what it says it will do. I am hooked. " "Fan tastic. Where can Lget more?" "To my amazement the area under my eyes isn't as crinkly as it usually is," "I am really starting to glow now. When I put it on my face it

fecl s like a part of my skin that I have been missing. It is nice [Q be reunited with a youthful glow again. I'm happy'"

Mystery raised interest and expectations. Testers really did fall in Love with the product. And although they were surprised when they found out who was behind the Mystery. they were not disappointed. Our intuition was that the same enthusiastic

support could be created with consumers as well. A series of trials and tests co nfirm ed rhe hunch that Mystery was an inherent part

of the success of this Aedgling product.

Perceptions of the value of the product-with and without the association of the Olay name-were very different.

With the Olay name attached, the acceptable price point came way, way down.

Clearly, whi le associations with the O lay name were very positive,

it

was nor a

brand that could ex ist alone outside of mid-t ier pricing. For this new p rod uct ro break into the prest ige market it needed som ething more. And so th e laun ch of Total Effects. To the power of seven In developing the concept of Total Effects, Mystery was a guiding light. Take the lise of myrhs and icons. The promise to "Fight the 7 Signs of Aging" evoked all th e iconic associations of th e number seven. As a visual

identifier, we created a graphic of the numbe r seven that was used for th ree years

around the globe. T he m o me nt of Intimacy- an d tru th

Equipped with th e expert testimony of the beauty industry inAuencers, Total Effects was ready to launch and to take on th e prestige sector. The campa ig n started in the hea rt of the beauty business: Vogue magazin e. Real women who'd participated in the initial trials were recruited and photog raph ed. Th e spreads were beautiful- but, cruciall y, beli evable. The Tota l Effects laun ch was a ph enom enal success, proving the ab ility of

Without the O lay nam e, so me women (Old

Olay to attract rh e elusive prest ige consumer.

us th ey would be wi llin g to spend up to $60 for th e produ ct. That was th ree times more than the price Olay intended taki ng to market!

Sales were 53 percent high er in so phisticated prestige markets such as New York, Los Angeles, and Chicago.

188 ioV€mar~h

And the figu res kept on growing. long after the initial marketi ng campaigns were over. Unlike 92 percent of new product introductions. Total Effects' sales grew in (he second year, and even more dramatically in the thi rd year. Olay has always been respected and loved. With the add iti o n of Mys tery and lntimacy. it was also abl e to make a dramati c leap in price po int with the launch of Total Effects.

g

rmm:JM~ Brazil-where the beer comes from Everyone in Brazil knows Brahma beer. After all . they have had well over a century to get acquai nted . Brahma was founded in 1888. and has built its positio n to be the leading brewer in the nation. Th e name says it all : Brahma is "hee r. " In 1990 . most Brazilians wo uld have said Brahma was a Lovcmark. Brahma was th e lead ing brand . with 35 perce nt market share. A ycar later, Brahma decided nOt just to be out front . but to make everyo ne k now about it. They adopted th e line 'Th e N umber I. " Co nfid ent. assertiveand foc used on th e beer and its leadership of the market. Troubl e was. there was nothin g in there about the peopl e who drank it.

Seven years later. Brahma had lea rned the big Lovemarks lesson:

Love cannot be taken for granted. T he lin e "The Nu mber 1" crea ted confusio n. Was it th e first beer to be made in Brazil. the best beer. th e leading beer' W ho knew and. morc and more, who ca red? Brahma suffe red a hefty 11 percent drop in market share. Facing up to the truth . Brahma understood it had become toO traditional for the yo ung people who consumed it-their largest market. Fo r man y. it was no lo nger about having a good time or self-indulgence. Brahma's return to the embrace of yo unger consumers is a tex tboo k Lovcmarks story. To get back in to uch. Brahma and F/Nazca Saa tchi & Saatchi reached for Sensuali ty and . mo re specifica lly. for sound. In rh e search for a moment of real emotional con nec tion with th e Brahma drinking

experience. the sound of a ca n being opened was perfect.

"Tsss" became the sound of good times, the sound of anticipation, and the sound of Brahma. The power of sound as an iconic element in a campaign had immediate results.

Rolling Thunder 189

"Tsss" beca m e part of the vernacular of yo un g Braz ilian drinkers. Walk into a bar. Make the so und. You get what yo u wanted without saying a singl e word. You were in stantl y part of a club of fans. "Tsss" beca m e an ico n in its own right. Bralllna had nailed sound , but did not ignore the other senses. Specially decorated cans were produced for popular Brazilian parties and festivals. Touch was picked up on with thermosensitive stickers that changed color as rhe beer cooled. And Brahma was sold in champagnesized bottles in a stunning visual surprise.

successful marketing ideas to co nn ect with Brazilians.

The turtle spoke to the hearts of Brazilians . The turtle was irreverent, colorful, surprising .. . and he loved to party. This was a character that reflected every young Brazilian's ideal image of the national personality.

Indi viduall y th ese senses- based actions were sma rr, bur more importa nt was what they achieved to ge ther. Brahma was dramaticall y repositioned as ph ys ical, with excitement in irs sOllnd and (Ouch , and as a n esse ntial pa rt of rh e action. Now that was so methin g that eve ry yo ung Brazilian could relate to on an emotional level.

The original commercials featured the [Unle's efforts to lind a Brahma beer on a hot, dusty road. Th e tunic was an animated character interacting with real people and real situation s. This freed up the ca mpaign to heighten the action on-screen, and w make abs urd juxtapositions.

Having created a physical bond throu gh the senses, F/Nazca Saatchi & Saatchi and Brahma looked to utilizing more Lovemark characteristics-great sto ries, mythic characters. empath y, and pass ion.

The nrst turrle spot was a big hit. People couldn't get enoug h of the thirsty turtie who hij acks a truckload of beer in his quest to get a Brahma and to get up-close and intimate with som e bea uti ful wo men at the same time.

As Benjamin Franklin once famously remarked, "Beer is living proof that God loves us and wants us to be happy." That was ce rtainl y th e spirit that spa rk ed Brahma's runle ca mpa ign , one of the most

190 ~oV€mar~h

F/Nazca Saatchi & Saatchi and Brallma understood that beer was part of the consumer's emotional landscap e. That being the case, they reasoned , the more Love mark elements that could be drawn on in th e co mm ercial, the more potential there would be for an emotional response. Working through the key Love mark qualiti es, the turtie and his world are rich in Lovemark wuchpoints.

Mystery: The crearion of th e turtle's personaliry was inspired. Thi s was how Brazilian yo urh rhemselves wanted to be. Irreve rent, inclin ed ro show off, decisive, very successful ar achieving goa ls rhat are darin g and tin ged wirh dan ge r. The sto ries of the turtle's escapades we re classicall y constructed. The runle has a problem : he is hot and tired and trapped in an unwelcomin g e nvironm e nt. H e sees an

opportuni ty and se izes it. He thus rea ps the reward of a cold Brahma beer. In 1868, the scholar Georges Polti underrook an ex tensive review of wo rld literature. and concluded rhat th ere are o nl y 36 fundam ental stori es . Th e turtle's daring narrati ve of problem-opponunity-actionsuccess must be one of th e world's favorites.

Ir taps in to rhe drea ms of every hum an being: rhe sea rch for good fortune. Th e turtl e rhen becam e a hugel y popular character in hi s own ri ghL An icon for

Inti mac)': The runl e's perso nality res ponded

Brazili an attitud e and humor. So intense was rhe pass ion for rh e tu rrl e rhar hi s

to w hat consum ers wanted most in a fri e nd.

creator, Fabio Fernandes, became concern ed

rhar rh e rurtl e mi ght beco me bi gger than the brand. Sensuality: The rurtle is highl y ph ysical. He may have beco me a symbol of thirsr, bur hi s jugglin g and balan cing of the beer cans delighted eve ryone wirh irs crazy skill and dexrerity. As fo r so und , the turtle's delighred "ii iih" victory cry becam e part of rhe Brazilian vernacular.

The level cou ld be exaggerated, of course, bur humor a nd irreverence were highl y va lued by younger consumers. Th ey felt rhe rurtle was on e of th e m.

After rhree rurtl e SpOts, F/Nazca Saarchi & Saatchi felr rhe series had done its work. The cli ent had orher ideas. Enchanted by rhe success of th e turtle and the emot ional

response it had creared wirh rhe peopl e of Brazil , Brahma asked for on e more runle spor.

Rollin g Thunder 191

T his o ne would be special. The co mm ercial would support the Brazilian soccer team, whi ch was playing to qualifY for the 2002 FI FA World C up in Korea and Japa n. At the time, no o ne rated them as potential winners of the C up. Th e new spot encouraged everyone in Brazil to support the underdog Brazi lian eleven .

As Brazil's chances improved, it was almost inevitable that another turtle spot was called for. T he turtle had to keep goi ng with the tea m itself. H e had gone from being a mascot to a lucky charm. Against th e odds, the Brazilian tea m wo n th e World C up- and Bra hm a was with them all the way. Many Brazili ans could not help but give the turtle so me small credit for this remarkable victory. The effect of creating such a stro ng emotional ti e with the co nsume r had dram at ic res u lts for Brahma. Th e tunle ad, with its hum o r, personality, and empathy, ach ieved an incredible 59 percent awareness during the Wo rld C up. T his represented an ave rage increase of 7 percent over the fu ll cam paign. Brahma's brand consideratio n also increased by 4 percent; Brahma had achieved the highest recall and prefere nce in all product categori es in Brazil. During the World Cup, a udience recall peaked at just under 50 percent- a massive increase frolll rhe morc usual 5 to 15 percent.

192 iovemark ....

©,

EXIIS

A new luxury car for America? You've got to be kidding! It is hard to believe now, but as recently as the 1980s, the automotive giant, Toyo ta , was litrle known in the United States. Back then , the co mpan y was known as a manu fact urer of well -priced , sInall cars. And cve n in th e 80s, "made in

Japan ," the great put-down of the 60s, still lurked in corners of the trade. In Japan, Toyota ru led, but the compa ny needed ex pansion outside th e Pacifi c. Th e Am eri ca n car market was huge. Winning th e hearts of Ame ri can s was

crucial if Toyota was to mee t its growth expecta tions, and Toyota fully intended to d o JUSt that.

Did they do it? They certainly did. During the past few years, Toyota 's sales and profits have climbed . T hey have achieved th eir goal to beco me the most profitabl e automotive company in th e wo rld, a nd a rc now pursuin g a n even

higher goa l: to becom e the wo rld leader in

globa l 3uw mori ve sales .

A big parr of rh is success can be ri ed to rh e crea tion of LeXlIS, a lu xury Toyora brand specifi call y bui lr for Am eri ca ns. Th e introdu ctio n of LeXLls demo nstrates rh e critical importa nce of local connections and insight in develop in g powerful global brands. Ir also hi ghli g h rs how relarion ships-th e beating hea rt of a Lovema rk- can be th e foundarion fo r long-te rm competiti ve advantage.

How Toyota turned the tide of consumer opinion from mistrust, through Respect, to Love is a classic Lovemarks story. Leadin g wit h t he local In rhe 7 0 s a n d 80s, Toyo ra had rise n to rh e challenge of co n vin cin g a nat ion of Americans, in Love w ith American cars, [Q bu y and dri ve Japanese. Sa les of small cars we re boomin g, and Toyota had begun to di ve rsify th e lin eup. But th e introd ucti on of LcxlIs- a lu xury caT and a luxury distr ibution channel t har wou ld take o n th e big European a nd Ameri ca n manufacturers-was, ( 0 say th e leas t, a bold move. T he initial reaction ' Scorn a nd d isbeli ef. Toyota knew th e Lexus was up to th e job of dom inat ing the lu xu ry car marker. T hey also kn ew th ey had some powe rful allies in rh e task of co nvinc ing America ns to c han ge th eir rrad irio nal views- ca r d ealers. Such was th e Res pec r rhar Toyo ra had built up w irh irs own ca r d eaiers, as well as that of th e auromorive industry in ge neral , they we re

co nfident th at peo pl e wo ul d cl amor for rh e cha nce to acqu ire a Lex us franchi se. And th ey d id. M ike Sulli va n , a di e- hard car sales professiona l from Santa Monica, Californi a, had wo rk ed with Vo lkswagen , H y und a i, a nd Isuz u. In 1988, he heard abour Toyora's pl ans to es tab lish a se parate Lex us chann el:

"There were literally thousands of applicants. Without seeing the product or knowing much about it, other than that it was Toyota's upscale division, people were throwing themselves at the Lexus rep for the opportunity to be awarded a franchise. " We gOt in t h e lo n g line and starred negotiating. We j umped in a nd spent, at rh e rim e, a lor of mo ney for a ve ry excitin g 'm ay be.' Ir was so rr of blind faith - in hindsight, a labor of Love." W ith so m an y d ealers kee n [Q co rn e o nboa rd , Toyota co uld affo rd to be selec ti ve. Und ersta ndin g t he powe r of relat io nships, rhey saw rh eir d ealers as business parrners w hose ow n success was inregral ro rhar of rh e co mpa ny itself. Toyota saw them as people wit h w hom they intend ed to bui ld a mutuall y be nefi cial, lo ng- ter m relation ship.

Rollin g Thund,:r 193

So how did Toyo ta select their future partners' "T his was before all the surveys, and it was sort of g Ut instinct as ro who wanted ro move forward and change the industry w ith the m," says Sullivan. " We simply embarked on a 'no ful es' serv ice situation. Of course, th e Lex lis was an unbelievable car. But more importantly, Toyo ta didn't say no to us. Eve n if th ere was a problem, they'd say, ' Well, fi x it for the customer, and yo u and I'll work out th e d etail s later.' They d idn't ti e our hands with havin g to argue with rhe customer over what was perceived (0 be wrong. If the ( US(Omer was upset, we were supposed to fix it. And we

did ."

Dan Davidson has been with Toyota sin ce he started washing their cars in 1968. Dan was a noth er on e of the lucky few to be welcomed into th e LeXl!s deal er fo ld. "Toyota ke pt the number of d eal e rs to a minimum , which allows liS to sell quire a few ca rs per ourler, a nd for us ro be pro fitable. With that profitability we're able to give th e customers that littl e bit ex tra. And we're ab le to keep reinvestin g in the service side of Ollf business." C usto mers own the brand Toyota's corporate focus o n "QDR"-Quality, Durability, Reliability-is legendary. These elements of Res pect are now rablesrakes in rh e J uromori ve industry.

If everyone is respected ! everyone is the same. The task then is to step up 194 iovemarkA

beyond Respect and form a relationship created out of emotional connections. This sort of bond requires sensational service. With a cO lllmitme nt ro serv ice, LeXlls d ealers se t new sta ndards that oth er d ealers struggle to match. Does it wo rk' You only need to ask LeXlls owne rs. Serv ice has beco me a ha llmark of th e LeXl!s brand.

Mike Sulli va n endorses th e "littl e th ings" that add up to a big difference. "Th e free ca r washes . th e fresh ro lls, the Starbucks coffee. the leather c hairs w ith the Internet service ... there's no on e tangible thin g. It beco mes the who le ex perience." At Longo LeXlls, there are no customers, only guests, states Tom Rudnai . "We rreat every guest like a gu est in our ho me. We have rel ationships that grow with eve ry vis it to our facility and we are very respectful of our guests' ti me. We wa nt to meet and exceed ex pectations every time a guesr comes to Lo ngo. " Dan D avidso n, too , makes superio r se rvice a focus of his bus in ess. "We offer free pick-up an d deli ve ry whe n servicin g o r purchasing, via Aatbed. And all minor services are performed by rov ing technicians at the custo mer's home o r office. allowing the custo mer to make th e most of eve ry moment in their busy day.

"Say so mebody buys a car fro m us, and they dri ve it home, and a few days later a scratch appears on the vehicle, or it gets a crack in the windshield , or a Rat tire. T hen th e Clisro mcr calls liS up, and there's one of two thin gs we ca n do. We can say no . and

make the guest feel un co mfo rtable. Or we ca n replace the windshield or the tire, and it may COSt us a cou ple of hundred bucks. And we clo that. We say, no problem-when wo uld yo u like it' Do yo u need a loaner ca r' We'll take ca re of that G uest. We have an advocate for life."

Says Dan Davidso n, "Toyo ta's Lexus people listen, they trul y listen. Other co mpanies probably conduct the same sort of meetings. But wha t do they do with the in formation ' Yo u might as well not have bothered with rhe mee tin g, because rhe manufacturer is

just go ing ro go down the path they're already going.

Listening Beyo nd Reaso n LeXlIS

dealers offer a conduit

[0

th e consumer-

but as in all successful relationsh ips, the co mmunica ti on is two-way. Dealers a re

regularl y consulted about improvements. They're often ca lled on ro coordinate custOm er foc lis g ro ups) w hi ch are morc like

fami ly gatherin gs, to gather va luable product feedback.

But unlike some other manufacturers, Toyota takes this feedback onboard. This generates a feeling of trust that perpetuates the willingness of dealers and consumers to give back to the company-a virtuous cycle that keeps the relationship alive and growing .

" Lexus is different. Every single ca r that co mes our, we're as ked to contribute ou r

knowledge to its development. T hey want ro know the things that are really important ro the co nsumer. "

We've lea rned a great deal from participating in the Lexus srart-up. Like Saarch i & Saatchi , Toyota believes that Nothing is Imposs ibl e. And li ke us, they roo understand the power of Loyalty Beyond Reason- the ve ry loya lty they created with Lexus owners.

Rolling Thunder 195

recogni ze its d istin ctive shape and most

likely recall having eaten C hee rios ce real at so me time in his or her li fe. CO ll1modit) to

Out of the bowl and into the heart of the family Breakfast is big busin ess in the U.S. T hink $8 billio n a yea r. And that's the ready-tOcat ccreal catego ry alo ne. How much do

Americans love their cereal? Beyo nd reaso n. And, at the heart of this passionate mo rningtime Love affair is General Mi lls' cheery little 0 in its bright yel low box.

The deciding factor is about what the consumer needs in his or her life. Back when cerea l was still a commodity, co nsumers eating breakfast wa nted little informatio n beyond what type of gra in

When breakfast cereals first ap peared o n American tables in the 1940s, C hee rios

they were con suming . W hea t, ri ce, o r oars wa s abo ut as far as things we nt. Later,

was th e re. At that ti me, cereal was a

peop le needed

co mmod ity product based o n grai n forms. Co rn Flakes and Rice Krispies fro m Ke ll ogg's. W heaties, Corn Puffs, and C heerios from General Mills. Back the n, these five origin atO rs shared a powerful 75 percent of th e cerea l market.

tiated one g ra in from ano th er. and

Today the cereal busi ness is packed with ove r 250 brands, and market share has declined accord in gly. But in spite of thi s

to

know just what d iffe ren-

breakfast eaters began to choose from a wider ra nge of cr ite ria: taste, texture,

colo r, size, and shape. So me exceptiona ll y effective adve rtising byli nes were bo rn at the breakfast table. T he great "Co rn C runch" and "S nap! C rack le! Pop! " Ge neral Mills was one step ahead. They tOok their messages furth er- our of th e

dramati c shi ft, C hee ri os re main s a

bowl, and in to th e lives of the ir core

N umber One, a Lovemark th at has li ved th rough the histO ry of ce real itself. This is a brand thar has built such powerful

consumers. Focusing strongly o n "higher" values of health and nu trit io n, C heerios was established as both releva nt and salient fo r ad ults. Pediatricians reco mmended C heerios as the ideal first solid food fo r

emotional co nnect io ns w ith consume rs

that any Ameri can from six 196

hrand

H ow d id C heerios do it? How d id the cereal manage to t hrive in this fie rcely co mperiti ve category? To begin with , Genera l Mills realized ea rl y o n that food purchases are rarely ever about what's in the box, the package, o r the can.

Rovemar~/"

to

60 wo uld

babies. Studi es showed that children who ate a hea lth y brea kfast did better in school. And oar bran was shown (0 redu ce cholesterol and promote a health y hea rt. G rea t nev{s for rh e dominant oat cerea l on rh e marke r.

Advisin g General Mills. Saatchi & Saa rc hi convinced the company that emotion . not information , was the key to long-term success. The way forward was ro transfo rm Chee ri os from a breakfast cereal into a member of the fam il y. The campaign wo uld

o is f()[ Optillml11

with the emotional moments of breakfast

The rat ional. hea lth-ben efit message worked to establish Chee ri os firm ly in rh e minds of co nsume rs as "The One and Onl y" who le-gra in ce rea l that was best for the fam il y. So far. so good. This powe rful . produ c t-based pro pos ition sustained Cheerios throu gh two generations, positioning it as th e N umber Th ree brand in th e ca tegory. w ith an average 3.3 s hare.

time- Mother. From extensive research, and

focus on rhe person most closely associated

yea rs of speaking to her with rational messages. Saatchi & Saatchi and General Mi lls already kn ew what was goi ng on in her head. The

next step was

(0

capture her heart.

I~rand

to [mem.r!" A new campaig n was created to build on the Res pec t Cheerios had gai ned. adding a cr ucial new in g redienr. Love.

But in th e late 1990s. Gene ral Mills. along wit h rhe other big cereal ma nufacture rs, becam e ala rm ed . 1998/99 had marked th e third stra ig ht year of sa les d eclin e for brea kfast cereals-th e lo nges t d ecline in the histo ry of th e busi ness.

To make matters worse, new cereal competitors continued to proliferate, dangerously eroding the big players' share. And to shore up losses, many of the key cereal manufacturers moved away from longterm, brand-building initiatives, pouring marketing dollars into tactical sales promotions and price incentives.

Rational product cla ims were ca refully exam ined and translated into how a mot her mi ght res pond to them emo tionall y. T his understanding form ed th e basis for a seri es of T V Spots and print wo rk showin g Chee rios in intimate fami ly siruations .

Rollin g Thunder! 97

In the se ri es, C heerios was prese nted as emotional support ro a mother's innate sense of nurturing, as well as pe rvasive in her children's growing up. Chee rios srood in as both the opportunity ro connect with in the fam ily, and the child's need ro fly. And the ad ult-focused , hea lthy-heart message became th e brand 's recognition that all parents wanr ro be there for the ir loved o nes as they grow up.

Bigger than breakfast T he results of the campaign were dramatic. Sales grew an ave rage of 4. 1 percent in volume, representin g a yea r-an-year in crease of about $75 million. And share leapt ro an average of 4.4 perce nt, taking C hee rios from N umber Three ro Num ber On e in breakfast cerea ls. By positi o ning Cheerios as a member of the famil y, Saatchi & Saatch i and General Mi ll s were able ro captllre the emotiona l power behind the brand's powerful heritage. Th e result was rhe transformation of co mmon oats to an enduring ex pression of a moth e r's Love for her family.

Time and Tide Ge neratio ns of Americans grew up with the smell and feel of clothes was hed in Tide. The box with th e bull 's-eye was emotio nally co nnected to the memori es of fa milies thro ughout America. The crispness of a fa ther's shirr. The smell of fresh, Tidecleaned linen desperately missed in the cold bed of a college dorm. Sheets flapping on the family lin e. Tide was the scent of a fa mily that ca red.

These were the fam ily-o riented values that had carried the Tide brand for decades. Si nce 1946, when Procter & Ga mble introduced the world's first synthetic laundry detergent, Tide has led its category far ahead of its nearest co mpetitor. But by the late 90s, Mom was more likely to be up to her elbows in paperwo rk than suds, and nosta lgia was no longer powerful enough ro g ro w the brand. I n a new era of instant gratification , sales sragnated. Tid e was startin g to be perce ived by consum ers as a mass- marke r prod uct, out-of-touch with the realiti es o f everyday lives. P&G knew that Tide could still wo rk sensual wo nders in the laundry. They also knew that was hing clothes remain ed a ritual act of caretaking, an activity that helps keep fa milies fun ctional and in harmo ny.

198 Rov€mar~1.I

Four issues stood o ut. How to: • increase the releva nce of th e brand • re-establish the close relationship th at Tide had forged with the famil y • make Tid e a Lovemark for the co ntem po rary generation and beyond • demonstrate that Tide understood the ve ry diverse needs and values of consumers

C learly, Tide cou ld no lo nger ta lk to these wo men in the way it once did-she d idn't stand still lo ng eno ugh! T he brand would have to catch he r on the run- out in rhe wo rld. no r in the home, whe re its adve rti sing messages had tradition all y reached her.

T he challenge was to get intimate with a whole new group of co nsum ers.

The first thing that P&G and Saatchi & Saatchi did was to take a long, hard look at the lives of what P&G affectionately calls" Moms." It beca me a pparent that, whil e fami ly was no less impona nt to them than it had been for their own mo thers and grandmothers, the way they cared for th eir fa mi lies had changed. And it had changed radically. Moms on the move Tod ay's wo men li ve their daily li ves o n a punishing schedu le. They delive r th eir chi ldren to and from school. Their days are often packed wi th events and eX(facurricular actt vittes. Then there is the planning and participating in famil y events on the weekends and runn ing the househo ld. Added to this marathon is th e fact that the majority of mothers work full- or part-time. Th ey live in their cars. Th ey're constantl y o n the move.

The message wou ld have to be clear and qui ck. A message that showed how the brand empathized with her hecti c and d emanding lifestyle.

Rolling Th under 199

Po in t of Dirt All mot hers a re familiar wi th the place m ent of point of sale ca nd ies, g um , a nd small rays at the checko ut w ithin tantali zin g reach of sm all eyes and ha nds. The easy pu rc hases yo u just can't resist in a Illome nt of weak ness. To ta lk with Tide's co nsumers, we d eveloped rh e " Poi n t o f D in " ca mpa ig n . T hi s, we fig ured , wo uld rep rese nt all th e class ic sit ua tio ns w he re spill age a nd stai nin g occur. I n th e ca r. O n th e bus. At th e pizza pa rl or. A m yri ad o f p laces .

The strategy was to have Tide speak to mothers at the Point of Dirt-and to reassure her that in that instant, Tide would be right alongside her to clean up the mess . T he adve rt ise m ents that Saatchi & Saa tchi created we re lig ht- hea rted. Optimisti c. A musing. Ads that b ro ug ht smi les to the faces of m o th ers and everyon e else who ident ified th eir own personal sticky situatio ns w ith the sto ries o n th e billboa rds. As one consu me r to ld us: "Everybody's been the re. It's so app rop ri ate. " AJ10rhcr: " I thin k it's mo rc perso nal when they speak [Q YO ll at that mo m ent. It's almost as if they kn ew what YO LI wcre do ing. "

200 iovemarbA

The ca mpa ig n was a rare and successful fus io n o f med iu m a nd message. An in tr iguing bl end of info rm atio n a nd Intimacy. The rewa rd ' Sa les s howed an imm ed iate lea p, a nd con tinued to grow yea r-on-year, in so me m a rkers up ro 25 pe rcen t. No w th at's a dra ma tic rurn around fo r a brand that was funnin g O ll t of energy. By liste nin g to rh e co nsumer, we creared a ve ry special mo ment of Inrimacy- a mo ment thar reveals emo t io nal und ersranding. A mome nt th ar proved ro be rh e fou nda rio n of return ing a bra nd- T ide-to its status as a tr ue and endur ing Lovcmark.

T he past informs, but it ca nn ot be changed. My concern is th e future. How ca n business navigate self-i nterest towards social interes t? How can we mobi li ze th e innovations born of

corporate Resea rch and Developme nt for the be nefit of man y? How ca n busin ess crea te a tipping point that se ts a course for human well-being' Any business Illu st make sense eco nomica ll y, bur the re are now

new imperatives. It must also be enviro nmenta ll y and socially sustainable over time. The planet, people, and profits. Al l for one and one for all. We need to g uaran tee ro our children (hat the foundatio ns arc in place for sustainable enterprises across

all dimensions. Ca n business do this' [ believe it can. It sure has the credentials! As I rell business students arou nd the wo rld , busin ess is the engi ne of human progress. If yo u wa nt to cha nge the wo rld, yo u're in the right place. W hy? Because the people who will lead the innovation and crea te the opportunities that build and transfo rm li ves wi ll be the ones w ho dream about, obsess over,

and plan the Row of goods, ideas, and ex peri ences. And what is it that makes the heart of business beat? People. T he desi re of people a ll over the world to choose products, se rvices, and ex peri ences that satisfY the ir needs, fir th ei r va lues. engage their e mo tions, and respond to th eir des ires. To substitute funct iona l over-the-counte r transactio ns for the wa rm th of ge nuine emotio nal co nnections. W he n they find such co nnections, I ha ve seen co nsu mers nansform from fi ckle

brand-hoppers to fi ercely loyal advocates. As YOll know fro m C hapter 13, I ca ll these people Inspirational Consumers-the passionate guardians of a Lovemark .

T his is the new reali ty. A wo rld that not o nl y dema nds that busin esses be up- front and n3nspa re nt, but also in sists that consumers be trul y at the center. In such a world , producers

who embrace consumers and communities by bu ilding Respect and insp iring Love ca n anticipate prem iu m rewards. Producers

who don't wi ll be sidelined and, over time, displaced.

What (he World Needs Now 203

I often ask people whether they'd rather wo rk for a co mpany that is liked, or one that is loved. One hundred percent go for Love. W ith more of their time spent wo rking, people want that work to mean more to them. T hey are searching for identity and they are determ ined to make a contribution. G reat companies respond to this demand by articulating a higher purpose. T hey inspire their people with a call to action that builds identi ty, focuses o n inclusiveness, excites pass io n,

and challenges possibi lity. And, no doubt, a tock-solid foundation from which it is possible to make the world a better place. Even the hard neural sciences are fi nding evidence through brain scans that cooperating and feeling that we are doing the right th ing can really make us foel great. In The New York Times, Natalie Angier summed up Dr. Gregory S. Berns' find ings:

"The small, brave act of cooperating with another person, of choosing trust over cynicism, generosity over selfishness, makes the brain light up with quiet joy." It seems we are wired to cooperate. And what greater project do we have to cooperate on th an making the world better for all of us? Th is is the phi losophy I can see taking roOt at Toyota-a huge and successful company determ ined to make fundam ental change, and understanding that such change pivots on the commitment of Toyota people. Wo rking with passion and dedication, they are committed to a more prosperous society in this new century.

Pos itive steps toward a better future are being taken by businesses everywhere. An example? Research and Development that was once corralled at corporate HQ is increas ingly bein g undertaken where it will be appli ed, where it can make a difference. But let's go further.

204 lovemarlu

I believe that international companies should aim 50 percent of their R&D budget at those 1.3 billion people who earn less than a dollar a day. T his wo uld be a fantas ti c objecti ve fo r businesses with a real co mmitment to inclusive ness. Wi ll the shi ft towa rds business taking more respo nsibili ty fo r the wo rld's wel l-being be easy? No. As w ith al l shi fts o f power, there are to ugh iss ues to be assessed and resol ved. Professor Sandra D awso n, Director of the Judge Institute of M anagement at Cambridge Uni ve rsity in E ngland , highlighted what lies beneath the su rface:

"There is a paradox in the sense that if you empower or regenerate, or you enter into a partnership that fundamentally affects the power balance, then it's like a parent and a child . As a parent you enable an independence, which means that a child won't necessarily look at the world the way you do. So if you want to get away from the colonial notion of development, then that means you have to take really high risks, because you are enabling things to happen which may not then seem to be exactly what you would have wanted. In other words, you can't empower and secure regenerative actions and at the same time exercise control."

W hat {he World Needs Now 205

The desire to control is tough to relinquish, but that is what we mllst do if we want to start on the journ ey towards Lovemar ks. And let's face it, once yo u are in sp ired by th e id ea of Lovemarks, it becomes impossible to settl e for an ytbing less. Tracking Love returns a premium on every conceivab le level. As philosopher Daniel Dennett said: "The secret of happiness is to find so mething more important than yo u are, and then dedicate yo ur life to it. " Alan Webber, Founding Editor, Fast Company:

" One of the things we've always believed at Fast Compauy is that there is a higher road for business to take. That when you combine the notion that work is personal and that outcomes and performance matter, and you hook those two values up to the same energy source, then you actually get the best of all possible worlds, Vou get a workforce and a team of people who are totally committed to what they're doing, You get better results in their performance and in their sense of what's possible." At Saatchi & Saatchi , we are determined to expand our sense of what is possible. We have already made our focu s "to create and perpetuate Lovemarks through the power of our ideas. " We wi ll use our ideas to connect, transform, and em power the people in the 82 countries we operate in. We will demonstrate that to be sustainabl e in the new century, ente rpri ses will need to take on an emotional dimension. And we wil l grow stronger because we know that those who engage with more than th eir own profit margins wi ll gather momentum fast.

Those who limit their benchmarks to rational and financial outcomes will go nowhere slowly. 206 iOYEmar~,..

We have fo und this to be true in the area of social commitmenr. Over rhe yea rs, Saarchi & Saarchi has raken o n pro bono wo rk around the wo rld to hel p social causes. Ou r respo nse was emo tio nal. C lients wo uld b ring us powerful stories o f gro ups and orga nizatio ns pitched aga inst the most unimagi nable social injusti ce. C hild abuse, road d eaths, sex ually transmitted diseases, war, racism, drugs, to rture, lack of co nt racep tio n, ce nso rship , enviro nm e ntal damage, and many, many more. O ur respo nse was to create some of th e most co mpelling ideas in the wo rld.

- - - - - - - - - -- ;"

REII

THIS YOU

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... Of SHIT.

PENIS WIllIOUT AroNOOM. '~lrlllllll,

"m'l m·ml.

Whar rhl' \X'orld Needs Now 207

..

,

.....

Did this make us lose focus on profit' No. Did it dilute our relationships with major clients' Quite the reverse. What it did do was to ttansform us into one of the world 's leading social co mmunicatio n companies . Do our peopl e get a buzz from that and want to do more

(0

set things right with the world?

You bet they do.

The more power you give away, the more it comes back to you . 208 iovemarkn

But if business is to make the wo rld a better place we also need ro step o lltside o ur own com fort zo ne, share resources, and take a new pe rspecti ve.

It was this insigh t, championed by o ur Wo rld wide Creati ve D irecto r, Bob Isherwood, that inspired the Saatchi & Saatchi Inn ovatio n in Communica tion Awa rd s. Literall y, a cel ebration

of wo rld-changing ideas. We are an ideas co mpany, but we know th at ideas by themselves change noth ing. It's when they go to wo rk a nd transform the way people live tha t they matte r. D r. Arno Pen zias, fo rmer Vice President and C hief Scientist at Bell L1bo ratories and jo int win ner of the 19 78 Nobel Prize in Physics, li ves by this disti nctio n.

" Invention is the product of a creative or curious mind. Innovation is something that changes the life of the customer. It changes the life of the customer in some way, or th e world in which the customer ex periences things. That's an innovation ." T here is a paradox in all this, of course. O ften the simplest innovatio ns have the po tential to change the wo rld most. This was certai nl y true of D avid Irvine- Halliday's inve ntio n, which won rhe T hi rd Saarchi & Saarchi Innovation in Co mmunication Awa rd in 2003. Dave's idea was born du rin g a trekkin g tr ip ill ro the mo untains

of Nepal. A photo ni cs engi neer from Ca lgary, Ca nad a, Dave was str uck by the fact that the villagers in this rem o te, rural land faced an overwhelming barrier to their health , well-being, and develop ment-darkn ess.

They had no access to electric lighta situation that confronts some 1.7 billion of the world's people . What (he World Needs Now 209

Bob Isherwood takes up the story: "Dave Irvine- Halliday's in vention was exactly the kind we had been hoping for when we created th e Innova tion in Communication

Award. What we were after was the application of a simple, practical idea for the greater good . Dave's in vention is certai nly a simple idea, bur rhe impli ca tions for humanity are immense. " It is based on the amazing power of wh ite light em itting diodes. These tiny bulbs require very little energy but they light up a remarkable arca for their size. By clustering a group of t hese tin y light sources together, Dave took the technology into another realm. He produced a unit that could suppl y enough light for a child to read by. What a li fetransforming idea.

"A nd there is a lot of trouble to find. L1rge numbers of the people of the world find themselves hard-up against barriers that prevent them from doing simple things that most of the first world takes for granted. I'm thinking of basic acti vities like being able to read , gettin g quick, competent medical services, or having access to electricity.

"O ur idea' If the lives of million s were burdened by so much trouble, and at the same time ideas people are out there looking for trouble, why nOt put the twO together? That's why we issued the challenge for people to put forward ideas that have the potential to change the way we communicare.

future. That is the essence of how

"We we ren't thinking of anyone kind of communication. It could be anything- from between individuals

businesses can make a difference.

to

"To me, id eas are the currency of the

I agree with Arno Penzias:

between nations and planets! It was, as we say in the ideas business.

a very open brief. "'Creative people let their minds wander, and they mix ideas freely. Innovation often comes from unexpected juxtapositions, from connecting subjects that aren't necessarily related. Another way to generate ideas is to treat a problem as though it were generic. If you're experiencing a particular problem, odds are that other people are experiencing it too. Generate a solution, and you may have

"My friend and Innovation Award judge, Edward de Bono, sums it up best: ' It is better to have enough ideas for so me of them to be wrong, than to be always right by having no ideas at aII... : "The Innovatio n in Communication Award is

an innovation. '

another step towards making the world a better place. It's an examp le of how curiosity, passion, and concern for the well-being of our planet

"Ideas peop le start their day, in the words of

and its people can inspire miracles."

our technical consultant David Levy, 'looking

for trouble: 2 10 iovemarb.

A selection of standout entries from past Saatchi & Saatchi Innovation in Communication Awards Kaspa-Dr. Leslie Kay, New Zealand (W inner, 1998)

NeuroGraph- Dr. Richard Granger, U.S.A. (Finalist, 2003)

A sensory subst itute for the visually impai red. The helm et-like device uses so nar signa ls to help blind

Non~invasive aid for the early diagnosis of Alzheimer's and other neurological diseases.

peopl e "see with so und, "

Self·Adjustable Spectacles-Professor Joshua Silver, U.K . (Edward de Bono Medal , 1998)

Mind Switch- Professor Ashley Craig, Au stralia (Finalist, 2003)

develo ping world.

A radical devi ce (hat (Urns brai n waves into a ph ys ical exte nsio n of rhe body, allowing the disa bled (Q operate electro ni c equipmenr by remOle co ntro l.

Ouicktionary-Wizcom Technologies Ltd. , Israel (Finalist, 1998)

Artificial Sight- Dr. William Dobelle, U.S.A. (Finalist, 2003)

A handheld "pe n" des ig ned rra llsbre it simultan eou sly.

A pioneerin g rec hn o logy using vid eo proj ect ion and skull impl ant's, w hi ch has resulred in people wh o have lost th eir sight be ing ab le ro "sec" af-rer yea rs of roral blindn ess.

An inex pensive eyeglass-len s system destin ed for rhe

[0

sca n text and

Univers Revolved-Ji Lee, U.S.A (Finalist, 1998) A three-di m e nsiona l typeface that e ncourages

peo pl e to read "in rhe round ."

The Kinkajou Projector-Design that Matters Team , MIT, U.S .A. (Finalist, 2003)

Peratech-Peratech Company, U.K. (Winner, 2000)

A mobil e library. cl ass room projecror, an d t e3cher~ training roo l in o ne-ro give remore co mmunities unprecedenrcd a ccess {Q ed ucat ion.

A revo lutionary cl ass of clcc rrica lly cond uct ive co mpos ites (QT Cs) in corporated inw a texti le. The fa bri c, w ith rh e uniqu e abiliry (Q respon d w hum an rOllch, has been rested by NASA fo r spacesuits, and has been used by Bunon in "inrelli ge nr" snowboardin g jac kets.

Stand Up and Walk- Professor Pierre Rabischon9, France (Finalist, 2003) A syste m of b iomed ical implants that offers p3r3pl egics the real possi bility of wa lk ing again.

More abo ut th ese projects, and about the Award, at www.saatehi-saatchi .com/in novation

Judges 1998

2000

2003

Buzz Aldrin-Astron;ulI and moonwalkcr

Paul Davies-Mathematical physicist and

L1uric Anderson-Artist and musician

philosop[wr

Da\'id Byrne-Mllsici:1Il and ;lrtiSI Edward de Bon o-lnvc!I[or oflatloral thinking

James Burke-Scicncc writer Edwa rd de Ilono-Inventor ofbteral thinking

Edwan:1 (Ie Bono-Inventor of Lucral thinking Brian Eno-Multimedia anis!

Danny Hillis- Parallcl computing pium:er Dr. Kenji Kitatan i-Vicc pre~ide lll , Sony

W illi am G ibson-Science fiction writer

Kevin Kelly- Founding editor, \'(fired

Corporation

Tibor Kalman- lnAuential designer

Pattie Maes-Associate professor, M IT

u cilian Murd ocll-News publisher Ricllard Saul \Vurman-I nform:u ion :u chi,,'ci

Mt:dia 1...1b Kjell Nordslrom-C.o-amhor, FUliky RlfSiliffl

John Maeda-Artist and c),berguru Dr. Story Musgra\'e-Astro~scicnt i M Julie Taymor-Film and ,healer dirt'nor

What the World Needs Now 211

To set out to make the world a better place is inspirational. No inspiration , no innovation. Inspiration is contagious. It

is accessible to all. And, I believe, will accelerate us towards a better world. Sa ndra Dawso n aga in:

"You can't do it all on inspiration, but without different ideas you can't be good at business. So I think inspiration is absolutely essential. The more diverse your experience, the more you allow yourself to think unusual things, the more different experiences you have, the more you question and the more you look at things from different angles. That's when the ideas begin to Rowand where inspiration can be very significant." To set Ollt to make the world a better place is inspirarional.

That inspiration feeds back to create more great ideas and actio ns. This very powerfu l cycle wi ll not only benefit the people of the world, but everyone who parti cipates. Businesses, indi viduals, co mmunities, organi z.,,'u ions.

2 12 iovemar~/:I

Index 7 UP 17 42 Below vodka 5 Ahsolut Vodka 180 A-Channel TV station 178 Alessi 100 All Blacks rugby team 51, 88, 93, 114 Amazon.com 38, 79 Amul dairy products 4 Angier, Natalie quotation from 204 anti-globalization movement 35 Apple computers 79, 123, 141, 17.3, 179 Architectural Digest magazine 119 Ariel (Procter & Gamble) 16,79, 165 Aston Martin 140 Attention Economy 33-36,62 Audi 92,93 Australian cricket team 99 auto industry 123, 192-95 Aveda hair products 179 Band-Aid 26 Barbie 179 Basmati rice 148 BBC in U.S.A. 180 Beatles 4,50 heauty industry 13, 14, 116, 186, 188 Kevin Roherts in 13, 14 Becker beer I 75 Beeby, Bob (PepsiCo International) 16 Berns, Dr. Gregory S. findings of 204 beverage industry 16, 18, 27 Birkenstock shoes I 81 Bischmann, Joanne (Harley-Davidson) 28 Bloomingdale's department store 130 BMW motorcyles 180 The Body Shop 79, 95 Bond, James, movies 90 Brahma beer I I 7 Lovemark case study 189-92 brands 24 evolution of, from trademarks 30 limitations of 32-36, 66, 67 Branson, Richard 35, III Break chocolate bars 174 breakfast cereal industry 196-98 Breyers ice cream 183 Budweiser beer 130 Bundaberg Ginger Beer 183 Burberry pattern 112 business role of, in the world 202 Campbell's soups 182 Camper shoes 90 Camry (Toyota) 136, 137, 177

216 QovEmarb

Le Caprice restaurant 140 car industry see auto industry Carrara marble 148 case studies in Lovemarks 186-200 Chanel No. ') 85 Cheerios (General Mills) 93 Lovemark case study 196-98 China Lion Nathan operations in 18 Saatchi & Saatchi research team in 162-64 transformation of 24 understandi ng 162-64 CNN79 Coca-Cola bottle shape as trademark 27 as Lovemark 78, 79, 130 New Coke 171, 172 Pepsi, battle with 16, 17,31 color 114, 115 Pan tone color range 115 commitment, as element of Intimacy 138-41 Commitment-red Marketing 138 Concorde 18.3 consumers emotion, key role of for consumers 42 Inspirational Consumers 168, 170-86 listening to, importance of 3, 75, 81, 156, 166-68, 195, 200 Lovemarks, consumer "ownership" of 3, 74, 78 loyalty, consumer 138 Loyalty Beyond Reason 66, 78, 81, 139-41 product development, involving consumers in 166, 167, 195 Cooper, Peter (QualiQuant International) Lovemarks, research into 160, 161 quotations from 157, 167 Coppertone 182 cosmetics industry see beauty industry CoverGirilipstick (Procter & Gamble) 79 Crayola 109 Crowe, Russell 8') Dawson, Sandra (University of Cambridge) quotations from 205, 212 de Bono, Edward as judge of Innovation in Communication Awards 210, 211 Dean, Cecilia (Visionaire magazine) 86 quotation from 87 Decker, Charles and Winning with the P6-G 99 16 design, importance of 62, 64 Disney 79,91,149

Doc Martens 183 Dodge Viper 180 dreams, tapping into consumers' 93

eBay 79 edge, ideas from the 16, 17 Eisner, Michael (Disney) 55 Electrolux 157 emotion

in husiness and economics .38, 42, 72 consumers, making emotional

connections with 105 music and 117 primary emotions 44 reason compared with 42 secondary emotions 45 empathy, as element of Intimacy 136-38 Enrico, Roger 16 and The Other Guy Blinked 172 Ermenegildo Zegna lin FSOMAR (World Association of Opinion and Marketing Research Professionals) 155,160 Est"e l.auder I 16 Fado music 5 Fast Company magazine 66-72 Fe Bayern Munich soccer team 99 I'edcral Express 130 Fitzpatrick, Scan (All Blacks captain) 51 quotation from 'i 1 Fnac stores 181 I'uji 146 Gan, Stephen (Visionaire magazine) 86 General Mills 9.0, 196-98; see also Cheerios General Motors 192 Giants, New York 140 Gillette l'i Cilson, Clive (co-author Peflk PerjiJrmance) 93 Gladwell, Malcolm quotations from l'i'i, 1'56, ITl and The 7lpping Point l'i'i Goddess, Nike 166 Coogle 2'i, 79, 137, 170, 182 Guinness beer 92

Hamill, Clare (Nike Coddess) Nike Coddess research 166 quotations frolll 142, 166 Harley-Davidson 2X, 78, 79, %, 140 Harvey Nichols department store J.)O Havaianas 4 Head & Shoulders shampoo (Procter &

Gamble) 22, 12J Hello Kitty 97

Hermes 140 Hofil1cyr, Jan (co-author Commitment-red

Marketing) 138 IBM ThinkPad 7H trademark 27 icons and myths, importance of for Lovemarks 9(, IKEA 178 iMac 123, 149 innovation ()4

Saatchi & Saatchi Innovation in Communication Awards 209-11 Inoue, MascIO (''''yota) quotations fi-om 118, 125, 165 inspiration 212, 213 Inspirational Players 12, 213 Internet

role of in research 167 Intimacy Brahma heer campaign, as clement in 189 characteristic of Lovemarks 74-79, 128-44 Tide campaign, as clement in 198 iPod 78, 178 Irvine-Halliday, David 209, 210 Isherwood, Bob (Saatchi & Saatchi) 20, 209 on the Innovation in Communication

Awards 210 Ishizaka, Yoshio (''''yota) quotation from 3

Islam, Yusuf see Stevens, Cat Italy land of the emhrace 122 as Lovcmark 79 Jaguar cars 1.,0 Jcll-O 26 JetBlue Airways 170 Jordan, Michael 142, 166

kaizen (continuous improvement) 61 Kaliardos, James (Visionaire magazine) 86 Klein, Naomi 35 Kodak marketing to teen Generation Y 150-52 Kuryatim, ",llIad 16 Kung I'u icc cream (Van den Bergh) 176 Lafley, A.G. (Procter & Camhle) Foreword by 9 quotation from 164 Landers, Scan (artist) quotation fi-om 100 LECO 79, U9 Lent, Eric (Kodak) l'iO-52 Letterman, David (the "Late Show") 177 Levi's 79 Levy, Maurice (Publicis Groupe) quotations from 42, 43, 94 LeXlIS ('I('yota) 89

Lovemark case study 192-95 Lion Nathan Kevin Roberts as Chief Operating Officer for 18 listening to consumers, importance of 3, 75,81,156,166-68,195-200 LOMO cameras 176 The Lord of the Rings film trilogy 85,93 Love business, Love's importance for 56, 57 hUlnan emotion, most fundamental 45-47,52, 53 Love Bug computer virus 56 Love/Respect Axis 146-52, 160, 161 sport, Love's importance for 51, 99 Lovemarks case studies 186-200 characteristics of 60-63, 74-79 development of concept of 66-72 Inspirational Consumers and 170-S3 Intimacy, as characteristic of Lovemarks 74-79, 128-44 Love/Respect Axis 146-52, 160, 161 Mystery as characteristic of Lovemarks 74-79,82-102 research, Lovemarks approach to 154-68 research into 160-62 Saatchi & Saatchi's role in development of74 Sensuality, as characteristic of Lovemarks 74-79, 104-26 "Trustmarks" concept 68-70 Lucky Charms cereal 140 McDonald's 79, 129 McElroy, Neil development of brand management 30 M&M's 98 M·A·C cosmetics 116 Mach 3 Turbo razors (Gillette) 15 Manchester United soccer team 79 Mandela, Nelson 79, 97 Maori people of New Zealand 88, 166 Mary Quant 12, 13 MGM lion 26 Microsoft 94, 141, 143 Middle East Gillette in 15 Pepsi in 14,31 Procter & Gamhle in 157, 158, 165 Kevin Roberts in 15, 16, 31, 105, 157-59 Mikimoto pearls I 8 I mobile phones 137, 138 Monroe, Marilyn 85 moon project, Apollo 11 94 motorcycle industry 28

Mystery Brahma beer campaign, as element in 189 characteristic of Lovemarks 74-79, 82-102 myths and icons, importance for Lovemarks 96

The New Yorker magazine 4 New Zealand Kevin Roberts in 18, 19 Nike 79,96, 129, 166 Nike Goddess 166 Nintendo 79, 144 Nokia 79 Novak, Jill (Saatchi & Saatchi) 150-52 Olay skin-care products Lovemark case study 186-89 Old El Paso (General Mills) 174 Olympic Games 99 Original'](,mmy's Burger 181 The Other Guy Blinked 172 Owens Corning pink fiberglass 28 Padron Millennium cigars 140 Palm Pilot 178 Pampers (Procter & Gamble) 16, 79 Pan~one color range 1 15 passIOn as element of Intimacy 142, 143 about your own product 75 past, acknowledging the 91 Pawle, John (QualiQuant International) 161 Peak Performance 93, 99 Pearce, Ron 16 Penzias, Dr. Arno quotation from 209, 210 Pepper, John 16 Pepsi, 32, 159 Canada, in 16, 17 Coke, battle with 16, 17, 31 Middle East, in the 16, 31 Kevin Roberts and 16, 31 Peters, 10m 67 PlayStation (Sony) 148 Polti, Georges study of storytelling 191 Postrel, Virginia 43 Pottasch, Alan 16 Pratt, Mike (co-author Peak Performance) 93 President Avenue Fruirworld 4 Prius (Toyota) 98, 118, 165 Procter & Gamble 15,30, 146, 157, 166; see also Lafley, A.G.; Olay skin-care products; 'lIde research methods 165-67 Putumayo World Music 84, 85, 115

mUSK

emotion and 117 importance of for Lovemarks 124 Myers, Douglas (Lion Nathan) 18

QualiQuant International 157, 160, 161, 167 quality control 62 Quant, Mary 12, 13, 116

217

Red Bull 27, 85 Red Crescent 96 Red Cross 79, 96 reliability, importance for Lovemarks 62 REMO general store 178 Research 154-67 focus groups, limitations of 162, 167 Internet, role of 167 Love/Respect, correlation between 161 Lovemarks, research into 160, 161 QualiQuant International 157, 160, 161, 167 qualitative and quantitative, relationship between 161 Research & Development budgets 116, 205 research methods, limitations of 154-59 Saatchi & Saatchi, China research ream 162-64 Xploring 162-65 Respect as foundation for business 60-63 Love/Respect Axis 146-52 Olay Total Effects, in marketing 187 Rice, Butch (co-author Commitment-red Mtlrketing) 138 Roberts, Kevin China, in 18, 24 Gillette, as International New Products Manager for Middle East 15 Lion Nathan, as Chief Operating Officer for 18 Mary Quant, working for 13, 14 Middle East, in the 15,16,31 105, 157-59 New Zealand, in 18, 19 Petlk Perforrrltlnce, co-author of 93 Pepsi, in the Middle East 16 Pepsi Canada, as CEO of 16 Procter & Gamble, as Brand Manager f(Jt 15 Saatchi & Saatchi, as CEO Worldwide of20 "Trust in the Future" article 66-70, 72 Roddick, Anita (The Body Shop) 95 Rolcx Daytona 140 Rollerblades 26 Saatchi & Saatchi 20, 21, 40, 41 case studies on Lovemarks 186-200 China, research team in 162-64 F/Nazca Saatchi & Saatchi, Brahma beer campaign 189-92 Head & Shoulders campaign 123 Innovation in Communication Award

209-11 pro bono work 207 Kevin Roberts, becoming CEO Worldwide 20, 21 Sanders, Tim (Yahoo!) quotation from 170 Schmitz, Herbert 16,32

secrets

eliminating unnecessary secrets from your business 64 Seelert, Bob (Saatchi & Saatchi) 20 developing the Love/Respect Axis 146 Sensuality Brahma beer campaign, as element in 189 characteristic of Lovemarks 74-79, 106-26 service, importance of for Respect 62 Lexus, and 194 Seven Flags 149 sight using visual style in marketing 113-15 Singapore Airlines 178 "single living," rising trend of 135 smell Head & Shoulders campaign 120 use in marketing 118-21 Snaidero kitchen designers 182 Sony PlayStation 148 sound use in marketing 117-18, 189 Starbucks 97, 120 Starck, Phillipe 100 Starlet (Toyota) 177 Statue of Liberty 179 Statue of the Virgin Mary, Harissa 5 Steinlager 128 Steinway pianos 18.3 Stengel, Jim (Procter & Gamble) quotations from 78,79, 165 Stevens, Cat (Yusuf Islam) 40, 41 "Father and Son," Telecom NZ TV spot 40,41 Storper, Dan (Putumayo World Music) quotations from 84, 113 storytelling, importance of for business 75,88-90, 191 SUras dairy products 175 Swatch 79 Sydney Opera House 96 taste

Apple, iMac campaign 123 use in marketing 122-23 Technics turntables 176, 180 Telecom New Zealand 40, 41 "Father and Son" TV spot 40, 41 telecommunications industry 40, 41 telemarketing 34 text-messaging 125 ThinkPad, IBM 149 Tide 16, 66, 79,104,165 Lovemark case study 198-200 Tiffany's 181 The Tipping Point 155 Tonga 182 Total Effects (Olay) 188 touch use in marketing 124, 125

Xbox controller 125 Toyota 3, 79, 98, 118, 125, 136, 137, 146, 177,182 trademarks 25-29 brands, evolution into 30 generic nan1es, transformation into 26 historical development of 25 Trimble, Sam 119 Trung Nguyen cafes 5 trust

importance of in business 62, 66-69 "Trust in the ~uture" article, by Kevin Roberts 66-70, 72 Twinings teas 179 United Airlines 149 value, consumer perception of 62

Olay Total Effects campaign 186 Van den Bergh ice cream 17') Vaseline 26 Vespa 79 Virgin 78 Atlantic 79, 149 music stores 111 Visiontlire magazine 86, 87 Vogue magazine 188 Walkman 26 Wal-Mart 62 Walton, Sam (Wal-Mart) 62 Webber, Alan (FriSt COrnptlflY magazine) quotations from 67, 72, 120,206 "Trust in the Future" article, by Kevin Roberts 66-70, 72 Weymes, Ed (co-author I'mk I'erforrrltlnce) 93 Where the Wild Thing,- Are 179 Winfrey, Oprah 134 World Cup (Soccer) 192 Xbox (Microsoft) 12') Xploring, approach to research 162-6') Yahoo! 137, 170 Yankees, New York 99 Yorkshire pudding 5 Zippo lighters 143

Further Reading Diane Ackerman, 1991,

Margaret Mark and Carol S. Pearson, 2001,

A Nfltllrtll History olthc Senses, New York: Vintage Books.

The Hero and the Out/awe Building Extraordinary Brands Through the Power ofArchetypes, New York: McGraw-HilI.

Diane Ackerman, 199'),

A Ntltura! History olIoue, New York: Vintage Books.

Geoff Mulgan, 1998,

John Armstrong, 2002,

Business School Press.

Connexity: How to Live in

fI

Connected World, Boston: Harvard

Conditions ojIolle: The Philosophy oflntimflcy, London: Penguin. David G. Myers, 2002, Donald Caine, 2000,

Intuition: Its Powers find Perils, New Haven: Yale University Press.

Within Rl'IIson: Ntltionrziity find Humfln Behflvior, New York: Vintage Books.

Hamish Pringle and Marjorie Thompson, 1999,

Brflnd Spirit: How Cfluse Related Marketing Builds Brands, Antonio R. Damasio, 1994,

Sydney: John Wiley & Sons.

Desmrtes' Frror: Jimotion, Neflson, find the Humfln Brain, New York: Avon Books.

Robert D. Putnam, 2000,

Bow!ing Alone: The Collapse and Revivfll ofAmericfln Community, Antonio R. Damasio, 20U},

New York: Simon & Schuster.

Looking/i" SpinoZi/: Joy, Sorrow, find the Feeling Bmin, Orlando: Harcourt, Inc.

Annette Simmons, 20U 1,

Ciep Franzen and Margot Bouwman, 2001,

The Story Fflctor: Inspirfltion, Influence, and Persuasion Through the Art of Storytelling, Boston: Perseus Publishing.

Fhe Mental World of Brand;; Mind, Memory find Brrmd Success, Oxf