Contenu connexe Similaire à WO ON RETAIL (20) 2. OUR PROPOSITION IS ARTICULATED
AROUND ONE PRINCIPLE:
IN A WORLD WHERE WHAT YOU DO IS
MORE IMPORTANT THAN WHAT YOU SAY,
WE AIM TO CREATE BETTER REALITIES,
NOT JUST A NICER IMAGE.
© Wolff Olins
4. We help companies invent, not predict,
the future. In this world, we’re ambitious
for clients.
We think the future will be better
than the past. We believe in progress.
We’re optimistic for the world.
What we do is create brands, redefine
and reinvent existing brands, and increasingly
create brand-led product, service and
experience innovation.
This helps our clients become something
unique. Not one of many, but one of one.
© Wolff Olins
5. WE HELP YOU EXPAND YOUR
AMBITION THROUGH A BOLDER
BRAND-LED STRATEGY.
WE HELP YOU CREATE BETTER
PRODUCTS AND SERVICES
THROUGH BRAND-LED INNOVATION.
WE USE THE POWER OF BRAND
TO DELIVER TRANSFORMATION
INSIDE YOUR ORGANIZATION.
AND WE HELP YOU TAKE YOUR PLACE
IN THE WORLD THROUGH A STRONGER
BRAND EXPRESSION.
© Wolff Olins
6. SOME OF THE WAYS
IN WHICH WE’VE HELPED
OUR CLIENTS
Brand idea-inspired Since launching the new
85 new “Imagination brand in 2007, NYC tourism
Breakthroughs,” creating In the first four months after the launch, the museum has increased by 5% and
$25 billion in additional attracted a 600% surge in visitors and 400% boom in tourism spending by
revenues. new members. 13.31%.
Every Unilever business,
from China to Argentina,
embraced the brand idea of
adding vitality to life. The
idea continues to be used
to determine which
businesses to invest in,
Helping Target deliver more which to exit from, and
Targetness through where to innovate (almost
a simpler architecture €1 billion a year is spent on
and new product brands. vitality-driven innovation).
The new vitality-inspired
Created new business offer Knorr Vie drink has sold
that helped Mercedes over 60 million bottles.
extend its brand beyond By June 2008 Unilever was
automotive and into achieving an underlying
services. sales growth close to 8%.
From the day it opened,
London’s Tate Modern was In its first five years, Orange
a huge success, attracting attracted a huge and Within the UK, brand
double its target visitor unusually loyal customer recognition has already
numbers and becoming the base of 7 million people. reached 85% and globally,
most popular art gallery in Year after year, Orange recognition is over 50%.
the world. After a year, scored highest of the Sponsorship exceeded
Tate’s overall annual visitor mobile networks on expectations with partners
numbers had risen 87% to customer satisfaction, and Created a new business spending more than €400
7.5 million. As the wrote in lowest (less than 15%) on model and raised $100 million in the first year and
May 2005, Tate “has churn. By the time France million to combat AIDS in the 2012 Olympic games Created a new online social
changed the way that Sony Ericsson increased its Telecom bought the Africa, Inspi(RED) is the are setting records for commerce experience to
Britain sees art, and the income by 139% to €362 business, it was worth an biggest-selling t-shirt in generating more money transform the UK’s largest
way the world sees Britain.” million. astonishing €25 billion Gap history. than any previous games. home shopping retailer.
8. (RED)
EMBRACING CONSCIOUS
COMMERCE
AMBITION
(RED)’s ambition was to harness the power of the world’s greatest
companies to help eliminate AIDS in Africa. To do this, it created both
a new business model and a new brand model to achieve three goals:
deliver a source of sustainable income for the Global Fund, provide
consumers with a choice that makes giving effortless and last but not
least, generate profits and a sense of purpose for partner companies.
ACTION
The first challenge was to get the all-important founding partners
on board. So we helped Bobby Shriver and Bono paint a vision of what
(RED) could be. This vision of the future provoked Amex, Converse,
Emporio Armani and Gap to take the plunge.
We built the brand around the idea that (RED) inspires, connects
and gives consumers power, with a unique brand architecture that
unites participating businesses by literally embracing their logos
to the power (RED). Many partners have gone the extra mile and
manufactured products or packaging in African countries, generating
jobs and opportunities for local people.
IMPACT
Within the first five weeks of the US launch, the (RED) brand
registered 30% unaided awareness. Over 1.35 million people watched
a YouTube video showing the impact and there are over 850,000 (RED)
friends on MySpace. In its first two years, (RED) partners delivered
$108 million to the Global Fund, more than most countries donated in
the same period. This is enough money to give 650,000 people life-
saving drugs for a year.
© Wolff Olins
11. CARTER’S:
SALES UP 10%
AMBITION
In the $18 billion children’s apparel and accessories marketplace,
Carter’s was the leading brand. But with private-label growth from
brands such as Target and Walmart, Carter’s needed to strengthen
and leverage its brand and stand out in the sea of pastel sameness.
The Carter’s brand also suffered from inconsistent execution and
a shopping experience that was far from easy for moms, so the
challenge was also to create a new brand vision that would drive
change inside Carter’s and help them shift from a wholesale mindset
to delivering a powerful brand experience.
ACTION
After extensive analysis across customer and wholesale segments,
it was clear that Carter’s held a strong position of trust and quality
with consumers, but many of its innovations had become
commoditized. To make sure Carter’s was getting credit for all its
great products and features, and continued to drive a culture of
innovation, Wolff Olins articulated the brand vision as “what really
matters to moms.” We established a fresh, new brand and a new
visual and graphic style with emotional photography and iconic
illustration. To further reinforce Carter’s difference, we created a
propriety language strategy that communicated product features
and benefits with confidence and authority. As an integral part of
the program, Wolff Olins helped rationalize 45,000 SKUs down to
30,000 and delivered the brand through packaging, in-store signage,
the size/color system, point-of-sale systems, and product and
service innovations.
IMPACT
When Carter’s new brand experience launched, wholesale partners
applauded and so did moms. Stores are now easy to navigate and
shop. Packaging and POS has already impacted current store sales
and consumers are reacting extremely positively to the changes. The
new Carter’s retail experience started to rollout in the fall of 2006 and
almost immediately wholesale sales went up 3% and retail sales
went up 10%.
© Wolff Olins
12. LIVING PROOF:
PUTTING THE BRAINS
BACK INTO
THE BEAUTY INDUSTRY
AMBITION
Living Proof started with a molecule, and some chemistry between
like-minded individuals in Cambridge, MA. They came together,
under the name Andora, as outsiders with absolutely no
preconceived notions about what could and couldn’t be done in the
beauty industry. They shared one, clear ambition to cure the most
common hair and skin ills of the beauty frustrated, one product at
a time, once and for all, and to become the next big beauty company
as a result.
ACTION
Armed with a lab full of radical, never before seen technologies,
access to some of the best life scientists in the world and an initial
product line nearly ready for consumers, Wolff Olins helped to build
and guide the entire brand, from top to bottom. We started by doing
a lot of homework. We took a deep dive into the world of beauty, ran
diagnostics on the competition and went well beneath the skin of
consumer needs to find real insights. We observed that the beauty
industry largely ignored or committed to the basic needs of
consistency, simplicity, confidence, truth and responsibility. We
developed the brand idea – solving problems – and the brand name
“Living Proof” based on the idea that the products produced results
you can see from across a room.
IMPACT
Living Proof has achieved unparalleled success. It is the first brand to
ever receive Allure’s Beauty Breakthrough Award before the first
product (No Frizz) even hit the shelves. With each appearance on
QVC, product has completely sold out. In February 2009, Living Proof
was the first brand to ever launch nationwide in Sephora, and is
credited with increasing traffic during a retail slump and driving
incremental sales. Initial selling led Sephora to triple its 2009 sales
forecast, give the brand a secondary location in all stores and feature
Living Proof in their windows. It has also received huge notoriety in
the design world and been awarded a prestigious Art Directors Club
Silver Cube, a One Show Bronze Pencil, a coveted D&AD Award, and
the prestigious platinum Pentaward all for its packaging, created and
designed by Wolff Olins.
© Wolff Olins
13. FRITO-LAY
TRUENORTH:
ENERGY POSITIVE
AMBITION
Frito-Lay dominates the snack category with a 70% market share
and in 2006 was looking for new growth opportunities. The Innovation
team asked Wolff Olins to help them make a branded move into the
nut aisle, attracting an older, health-conscious consumer,
challenging the category dominant brand Planters.
ACTION
Through close collaboration with the Frito-Lay team, we developed
a target consumer profile baby boomers eager to eat more healthily,
looking for authentic, tasty snacks. Understanding the consumers’
needs and wants led to a strategic brand idea centered on making a
purposeful impact on your own life and the wider world. This idea
then informed the product development brief, a sustainable
approach to sourcing, manufacturing and distribution, the brand
name TrueNorth, as well as the natural, simple tone of the packaging
and marketing communications in an otherwise noisy category.
TrueNorth is only the second new brand launched by Frito-Lay in the
past 20 years.
IMPACT
The brand manager responsible for the project was named
PepsiCo Innovator of the Year for 2007. TrueNorth exceeded sales
benchmarks set for test launch in 2008 and launched nationwide
with its commercial debut on the Academy Awards in 2009. A new
target consumer has been drawn into the Frito-Lay portfolio and
initial consumer research results are outstanding.
© Wolff Olins
14. TARGET:
UP&UP
AMBITION
In 2006, Target came to Wolff Olins with the challenge of creating an
architecture for their own brand portfolio that would enable them to
achieve a new level of growth.
Our work led to a range of recommendations to simplify and upgrade
Target’s own brands. One of the central insights was that Target
had the opportunity to re-energize their presence in everyday items
by creating a new, vibrant brand that would directly appeal to their
female guests’ needs. The ambition was to create a new brand
spanning all Target products in cleaning, beauty, personal care and
pharmacy, that would drive growth by creating new levels of guest
loyalty and purchase frequency.
ACTION
We worked with Target senior management to define how the
essence of the Target brand should be applied to its own brands. We
conducted both quantitative and qualitative analysis to understand
the competitive landscape, consumer needs and Target’s unique
advantages.
The key insight uncovered that no retailer was providing consumables
that deliver on the three core customer needs of value, ease and
connection, a position that Target was able to own. These learnings
led to the strategy of bringing a helpful, positive attitude to daily
purchases, and the brand name of Up&Up, brought to life through
new packaging design, messaging strategies and online strategies.
IMPACT
Up&Up launched in April 2009 with suncare products and is now
launched in diapers, baby formula, shampoo, cleaning products and
other household goods. “We believe that it will stand out on the shelf,
and is so distinctive that we’ll get new guests that will want to try it
that maybe didn’t even notice the Target brand before,” said Kathee
Tesija, executive vice president of merchandising for Target. Initial
sales results have exceeded expectations and garnered considerable
media and consumer interest. We look forward to tracking its
continued success as it expands into new categories.
© Wolff Olins
15. TESCO:
70% SALES GROWTH
AMBITION
Britain’s largest supermarket wanted to create big new growth
in its own-label products. To do that, Tesco reinvented own-label.
Traditionally, the approach is tactical: supermarkets treat each
category as a separate battlefield, and take on the major brands in
that category, imitating their packaging, and making frequent design
changes. Instead, Tesco decided to create a single own-label brand,
with a consistent design across every product.
ACTION
Wolff Olins created a brand to express Tesco’s customer-friendly
personality, with premium (‘Finest’) and economy (‘Value’) variants.
Rather than seeing own-label as a cheaper substitute for the real
thing, customers would seek out Tesco-labeled products. We created
a positioning and a packaging style – with a confident use of the
Tesco logo and simple typography – that would work for all 37,000
products. Just as importantly, we created an online brand
management system that all Tesco’s design agencies would use.
IMPACT
This radical new approach worked. In year one, Tesco increased sales
across hundreds of categories – in some cases, achieving as much as
70% growth. And with fewer designs and agencies to manage, the
company saved £3 million in costs. Rather than struggle individually,
Tesco products could win together.
© Wolff Olins
16. BEAUTIFULL:
TASTY.
HEALTHY.
REAL.
AMBITION
Founded by entrepreneur Eric Greenberg – mobilized by the growing
global health crisis and his own struggles with lousy eating habits
that affected his health – Beautifull was created to change the way
America eats. With a strong focus on finding a solution to help time-
starved consumers eat real, tasty, healthy food effortlessly, the
company had already begun to build a menu and a business model, but
needed a brand to inspire consumers and businesses to challenge
their expectations and try something new.
ACTION
Wolff Olins created the Beautifull brand identity so that it would draw
in a wide swath of consumers with the real foods, great taste story
while still persuading the subset of more extreme health-focused
individuals. The entire brand experience was designed through the
consumer’s process of discovery – from initial awareness of the brand
offering, to real consideration and comparison, to an ever-widening
range of meal options, point of purchase, preparation, consumption
and repeat behavior – either in store or online.
IMPACT
Since the brand launch in 2008, Beautifull food can be found in more
than 20 Bay Area stores, including their own retail store, which
recently opened in April 2009. Beautifull food will also be available
soon in Whole Foods markets.
© Wolff Olins
17. ILORI:
A NEW LENS
ON LUXURY
AMBITION
Italian sunglass empire Luxottica Group had already created an
impressive international footprint for its retail brand, Sunglass Hut,
a veritable machine for selling quality sunglasses to a broad audience.
But they suspected they were missing the opportunity to attract
a more affluent female shopper who would traditionally shop at
high-end retailers such as Dior, Chanel or Prada for her sunglasses.
ACTION
We worked through potential scenarios with Luxottica to ensure that
the business strategy of two complementary brands was the right
move. We then developed the brand idea of “luxury galore.” With
their Italian roots in craft and fashion, and an ambition to cultivate
an audience who are just as attracted by the experience and service
as the product, it made sense that the brand should invite you to
indulge without guilt, to be pampered and pandered to, a brand
as unapologetically opulent and sumptuous, and as unique and
desirable as the high-end fashion brands it collects and curates.
From the brand strategy we created the name Ilori, which is a
Nigerian name literally translating to “special treasure.” We
designed the experience from communications through to retail
and online, ensuring that the right taste level, attention to detail
and love of luxury permeated throughout.
IMPACT
Ilori now has 16 stores in the United States as of December 31, 2008,
including flagship stores in the SoHo neighborhood of New York City
and in Beverly Hills, California. Initial results exceeded expectations,
and Ilori continues to build on the success of focusing on prestigious
locations, brand exclusivity and extremely high service levels.
© Wolff Olins
18. SUNGLASS HUT:
FROM “THE HUT” TO HOT
AMBITION
With the US market reaching full penetration and the competition
heating up, the challenge for Wolff Olins was to help Sunglass Hut
develop the optimum brand strategy to satisfy their own ambitions
for growth, and those of their fashion partners, real estate
developers and ultimately the needs of their consumers in the
premium sunglass category.
ACTION
We were hired to help them answer five big questions: How far
could the Sunglass Hut brand stretch? Should they build one or two
brands? If the answer is two, how should they be positioned to avoid
cannibalization? Should they be marketed as strong sibling brands,
each with their own area of expertise and focus, or as entirely
separate entities? And finally, should Sunglass Hut change its
name? With the help of insights gained from quantitative and
qualitative research, we modeled the possibilities several ways and
quantified each opportunity. Having made the big decisions, we
worked together with the Sunglass Hut team to define the big idea
behind the brand and clearly distinguish it from its new upscale
sister – Ilori. We then joined forces with other internal and external
partners to establish how the idea of “find your cool” would
manifest itself in all aspects of the business. We recommended
retaining the Sunglass Hut name rather than adding the acronym
SGH and created a fresh modern identity and retail experience that
would shed their old image for good.
IMPACT
Since 2007 the parent company Luxottica has gone from strength
to strength, purchasing the Oakley brand and launching the luxury
retail brand Ilori. In the last 3 years Sunglass Hut’s comparable
store sales globally have increased 40%. Nearly 70% of stores will
have been remodeled to deliver the new brand experience by the
end of 2008. The rebranding lead to substantial changes to the
product mix allowing the chain to focus on fashion and luxury
brands, especially for women. As a result, sales of Luxottica
products in Sunglass Hut stores in 2008 rose strongly against pre
acquisition levels, from around 14% of net sales in April 2001 to
around 80% of net sales, including Oakley products.
© Wolff Olins
19. AOL:
RENEWED
NOT MORE OF THE SAME
Wolff Olins have been working with AOL in translating this
vision into an innovative new brand platform for their business.
Deliberately disruptive, deliberately unlike what is being done
by other media businesses. because the media world of today
is entirely unlike the media world of yesterday.
Today’s media world is not broadcast, it is discovered in
fragmented, messy, non-linear, niche conversations. It is a
world where AOL already has over 80m unique users engaging
with every possible flavor of content from Gothic nightclubs to
Tiger Woods’ driving skills.
Under these circumstances, how a brand behaves matters
much more than old-fashioned pre-conceptions of identity.
READY TO DISRUPT
Our job was not to make things more consistent, but instead
to disrupt accepted web 2.0 conventions by creating a
platform that embraces fragmentation, sharing and non-
linear pathways into content.
Because AOL is content, the brand has to be like content:
fluid, flexible, and changeable. It exists as a host for new
innovations and new content experiences.
© Wolff Olins
22. MERCEDES-BENZ:
10 MONTHS, 3 NEW BUSINESSES
GROWING A GLOBAL ICON
In 2007, Daimler set up a team of senior executives to develop new
growth initiatives beyond the world of cars. Having identified the
brand as one of the most important assets to leverage, the Business
Innovation team approached Wolff Olins to help develop appropriate
businesses to generated new and profitable growth without putting
one of the world’s most iconic brands at risk.
FROM IDEAS TO REALITY
Wolff Olins developed a brand-led innovation framework that ensures
that each venture protects the Mercedes-Benz brand, leverages what
is tangibly special about it (e.g., German engineering), gives the brand
new relevance in the world (attracting younger customers and
building new sustainability credentials) and makes money (with a
return on sales of 20% or more). Working with Daimler’s Business
Innovation team and the leaders of the business in UK, US, China and
Japan, we developed ten new businesses to pilot. In January 2009
(ten months after the commencement of the project), Daimler
launched solutions for family mobility at the Mercedes-Benz brand
centre in Surrey UK.
A PLATFORM FOR GROWTH
Kinderclass has already led to a significant increase in the sale of
child safety accessories and continues to attract younger families to
the Mercedes-Benz brand. Later in 2009, a new high profile venture
and an exclusive travel service will be launched in the UK and China,
respectively. Wolff Olins continues to provide advice and creative
assistance as other products and services are being developed and
launched around the world.
© Wolff Olins © Wolff Olins
Page 22
23. UNILEVER:
ADDING VITALITY
TO BUSINESS
AMBITION
Unilever is big. 150 million times a day, in 150 countries, people
choose to make Unilever brands part of their lives. But in the
consumer goods industry, growth is hard. Unilever decided that
it was too diffuse, with too many brands and with no unifying driver
of growth. Unilever wanted to become a single-minded, idea-led
growth business.
ACTION
Wolff Olins helped Unilever change, from an invisible owner of
brands to a much more visible business, leading its brands through
a single idea: “adding vitality to life.” We created a visual identity
that expresses “Vitality” and that is starting to appear on every
Unilever product. Under this banner, we also worked on dozens of
projects to put vitality at the heart of the organization – from
designing workplaces to transforming the recruitment process t
o training employees how to pass on the stories that underlie the idea.
And we’ve helped Unilever invent new products and projects that
deliver vitality.
IMPACT
Since implementation of the Vitality idea, Unilever’s operating profit
has increased at an average rate of more than 15% per year. Every
Unilever business, from China to Argentina, has embraced the Vitality
idea. Unilever is using the idea to determine which businesses to
invest in, which to exit from, and where to innovate, and now spends
almost €1 billion a year on vitality-driven innovation. Results are
coming through: the new vitality-inspired Knorr Vie drink, for example,
has sold 60 million bottles since launch, driving Unilever’s profits to
new heights.
© Wolff Olins
24. 2012 OLYMPIC GAMES
AMBITION
London’s bid for the 2012 Olympic and Paralympic Games was like no
other. It promised to inspire the youth of the world. To engage, involve
and enthuse – to change lives. It promised to put the Olympic and
Paralympic Games at the heart of contemporary life. To achieve this,
London’s Organizing Committee needed a powerful brand, one that
could inspire and engage with a global audience of four billion
people. A brand that could make the Olympic and Paralympic Games
more relevant, accessible and inspiring than ever.
ACTION
We worked with London’s Organizing Committee to define a clear
ambition for London 2012. These Games were to be everyone’s. They
would call on people to challenge themselves – to try new things, to
go further, to discover new abilities. The brand we created supports
this ambition. The emblem is 2012, an instantly recognizable symbol
and a universal form – one already closely associated with the
Games in London. It is unconventionally bold, deliberately spirited
and unexpectedly dissonant, echoing London’s qualities of a modern,
edgy city. Containing neither sporting images nor pictures of London
landmarks, the emblem shows that the Games is more than London,
more than sport. It is for everyone, regardless of age, culture and
language. It is designed to be populated, to contain infills and
images, so it is recognizable enough for everyone to feel and be part
of London 2012.
IMPACT
The ambition – everyone’s – is already shaping London 2012.
For the first time the Olympic and Paralympic Games will share the
same brand, using their own variant of the emblem. And in another
first, the Cultural Olympiad will be able to share the brand. New
technology is being put in place to get everyone closer to the action
and more deeply involved. Digital media will be used to create a
Games in which everyone can play a part wherever they are. The
brand we created will shape the experience of 2012. It will take the
Games beyond sport, creating wider interest and even greater
inspiration. It will create a Games for everyone.
© Wolff Olins
26. Michael Wolff and Wally Olins set up Wolff Olins in 1965. The 80s was the great age of corporate identity.
Wally wrote the book. We worked For 3i, Q8 and
In the 60s, we did convention-breaking design work for Prudential. Repsol took us into Spain. And we created
big companies like boc, for government bodies like a little banking brand in Britain called First Direct.
Camden and for the Beatles.
We started the 90s with Europe’s biggest corporate
In the 70s, we pioneered corporate identity for P&O. identity project, BT, and then morphed into branding with
And with tough economic times in Britain, we moved into Orange, then Heathrow Express. And we closed
France with Colr and Germany with Aral. the decade by opening in New York.
In the 00s, we’ve become a world business with GE, Oi,
PwC and (RED) in the Americas. Beeline, London 2012,
Macmillan, Sony Ericsson, Tate and Unilever in Europe.
And Airtel, Sony, Tokyo Metro and Wacom in Asia.
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27. WE’D LOVE TO TALK:
Matthew Adams
Main: +1 212 471 1504
Direct: +1 646 298 7916
matthew.adams@wolffolins.com
Wolff Olins
200 Varick Street
10th Floor
New York, NY 10014
www.wolffolins.com
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© Wolff Olins
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