Lovemarks The Future Beyond Brands

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 United 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 1 OO-year history of talking to moms," it was time for radical change. JiU: Eri c, this conversation 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 the business objective of making Kodak the brand choice for the 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 Polaroid with their i-Zone instant 150 lov€markA photo stickers. This was a novelry technology and very appealing to teens. Jr was the fad of the day, with high Love but no long-term Respect. Our other competitor, Fuji, was primarily into price competition. So they belong in the low Respect, low Love quadrant. Bur even there they were still serious competitOrs. Being a Japanese company and not subject to the quarterly pressures we face, they were able to take a long-term, 3D-year-plus view of the marker. O n top of that, Fuji had a

"i". i ,4' >AG.a>. i • • • . ' Q.",."". I I I li'r' • • ' ••• • • I ' •••• "i 'i ' • • • • • • • • • .. • • • . ' '.".''', .i •• ,il'i' • ---•• '0' • • • • ~ • • • • .. ' • • • I ,I • • ' , ' • • .... "'- ~' .. '" I _I' ~ _ ... --_ ..... _ __ t l , ~-.. -- -.... ••••••• - -.. ---....:::.---- • ,~ , , I,. I ~ • , , ,'",'_c:::-, ------- ------- multi-billion-dollar war chest they could tap into to ensure their price competitiveness. Which brings us to Kodak. You can see that for one-rime-use cameras, which is the product line we are looking at, I have pur us in the top left quadrant. And you can see that we were getting much stronger Love from adults than teens. Jill: That's Kodak in 1999. How would the Love/Respect Axis look today for you with the Gen Y teen market? Eric: ['d say we are a developi ng Lovemark. Nor at the sweet Sp Ot yet, but well on (he way. Fuji went into the marker but stayed with price. and so hasn't really moved on the Axis. Polaroid never got out of the fad quadrant. Jill: Cou ld you outline how we worked together to capture the 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 the 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 that 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 translated them for teens to drive off of: con nection, hopefulness, authenticity, and honesty. We also found that we were already part of the teen cul turaJ vernacular. You'll have heard it: "Excuse me, can I have my Kodak moment back?" Now that's a strong, rich, deep connection. We knew toO that teens go through some very dramatic changes. Trying on different value systems, different sets of friends, different sets of clothes. Trying to figure Out who they are, where they fit in, and what role they have. We also learned that everybody wants to be around a kid with a camera. When you have the camera in your hand, you're in control. It helps you overcome some social inhibitions. We were onto some deep, 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 the hard 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 taking pictures and making a collage for a school photo project. And as she makes this coll age she also connects 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? Eric: I think it's Intimacy. What sets us apart from everybody else is we ca n relate to the teen wo rld. Across [he Border 151

.. , ' , . ""."'"" . '" ' •••• ' . • • • OVO.· iI " ••• i 'OO~ ' ,~. • i . '0 ... , , I I. • I I • iI • ''i''. '' •••• 'I • • • • •••• " ..... II I I , , . ~"'~ ---- ••• . 1 ••• " •• 1 .1, •• ' . 1 • • • • • • • • ••••• '"""", ' ... __ ;' ____ 4_ ~ ......... , .. ~ __ _ ----::.....---::- -... ~ ---~ 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. 152 iovemarkAo ------ 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 teens 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 doesn'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 higheSt-scoring 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 using one-timeuse cameras 53 percent more frequendy than at our starting point in 1999! (

Chapter 12 I CAN SEE CLEARLY NOW /

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 transactio ns are data-tracked 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 pyramid. 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 your hand. Research that connects with the inner life of the consumer. Not as statistical constructs. Not as they were. Not as you 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 companies at the time, P&G 's resea rch was done by th e numbers. Sometimes it seemed to me 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 visits. After goi ng through all the numbers, I'd head into Dubai and visit a hundred little shops in the Soukh and get myself invited into consumers' ho mes. I talked with retailers, consumers, people juSt walk ing by. Irrespective of what the share numbers said, I got my insights from these con nections. When th e store visits 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 Ollf fundamenta ls were 0 11 track. O nce I'd done the store checks, I'd go into homes and watch rhe women at wo rk. I'd sir down with a woman and watch h er life and the lives of her kids. I'd get an understa nding of how much time she spent with her hu sba nd, how he dressed, what he d ressed in , where he wen t, and what people's reactio ns wcrc. I lea rned what matte red to them as a fam ily. As I gOt to know some of these women, 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 our adverrisi ng with helpi ng our 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 time and time again. When I was working for Pepsi, I found o ne of my local cafes wo uld buy pri vate-label cola and pour it into their one Pepsi bottle. When a customer turned up they wou ld always be served a "Pepsi." You could interrogate the numbers ti ll you're blue in the face and never get close to that insight into how people truly va lued the brand. To undertake Lovema rks resea rch whereve r you are means developing close relationships with consumers. J n the Middle East this co uld mean markets and cafes. In the Un ited States we co uld be talking sports games and schoolyards. W ithout a doubt many consumers are hi ghly informed a nd deeply suspicious of marketing. W hat they do respond to, however, is passion. No one can resist enthusiasm. If you are sea rching fo r insight because yo u love your product, the resu lts can be extraordinary. At Saatchi & Saatchi we group our resea rch into rh ree approaches. I believe these ap proaches can transform the way businesses connect with consumers: 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. Most businesses gather information consumers ~ goi~nt".~:Q.J respondents in a ·vlewing snack$. ~ let tbrough Enter Xploring. It is probably the oldest research technique ever used. But despite its effectiveness, most companies seem to have forgotten about 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. ~ve been ired counties homes. hung out with kids in video arcades.

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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 young srudents who believe the furure of the world's economy is firmly in the hands of China. To be successful in China, 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 China great in the future. -tttf- I There are no VCRs. There are many DVDs. China 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. -tttf-ill The Chinese do nOt want to become Western. What they do want is to gain respect for being Chinese. Western icons and imagery interest them. Respect for what is Chinese 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 si tuation 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 really 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 becomes 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 activists. They are the ones who promote and advocate for their brand. The ones who organize for reinstatement, who suggest improvements and refin ements, 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 fast to its stated principles. 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 ns pirational Co n s um e r s who told the C o ca-C ol a Company In no uncerrain terms that New Coke was not gOing to repl ace tradi tional Coca-Cola. And th at was that. Too bad about the $4 million investment in market research and over 200,000 blind taste tests. It may in principle (or even in fact) have tasted better, bu t these Coke love rs d idn't care. A del uge of phone calls and letters demanded the return of the origin al Coca-Cola. A group of Inspirational Consumers formed the Society for 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 Coke got the message. It took less than three months fo r this huge company to respond ro rhe consumer tide of o utrage, and return to the original ingredients. Coke acknowledged that it is the consumer who owns a Lovemark, not the company. I'll Follow lheSun 17 1

The New Coke 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: " My family and I have been active Coke drinkers for my entire life. I recall a time when Coca-Cola 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 Cokes 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. " As Roger Enrico, former CEO of arch-rival Pepsi-Cola, 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. Caretakers." He 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.. That's the question that would have allowed their Insp irational Consumers [Q warn rhem of the consequences. And make it very clear to them that the line, "The best just got better" was never go ing to fly. Inspirational Consumers understand that the Love of a brand goes two ways. When a co nsumer loves yo u enough to take action, any action, it is time to take notice. Immediately. Be hon est. How many suggestio n cards have you 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 nsumer? Ever. Yes, business protects itself well, and consumers 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 Consumers bu ild fan sites, Inspirational Consumers act as the catalyst for word-of-mouth campai gns, Inspirational Consumers can make great products better, Inspirational Consumers have ideas that matter, ideas that can transform yo ur brand- if yo u will let them.

In my ex perience, Inspiratio nal Consumers not only love a brand , they also love people. That's what gives them their emotional dri ve- what gives th em their sheer stamina. They are the first voice in the game of tag we call "word-of-mouth. " .... .' ..... :-: ·0:: .... W hat was th e most famo lls telev isio n comme rcial eve r produced in the histo ry of the world ? Apple. 1984 . Right? O nly ran o nce a t the Superbowl. W hen peopl e first saw it th at Sunday nig ht, I do n't beli eve anybody got it. W hat was she doing with that hammer' And then .. . wo rd-of-mo uth. The best thing you can do is entertain and stinllliate thro ugh a grear piece of Mysterious, Sensuous. a nd Intima te co mmuni catio n. Then peopl e sta rt talk ing and you have th a t miracl e of powe r communi cation: wo rd-of- mou th. Perso nally, I fin d "word-of-mo uth" a silly ex pression. W he re else do wo rds come from? W hat's impo rtant is wh ose wo rd-o fmouth and why they're talkin g. Some guy comes up to you o n the sidewalk and raves about his mobile phone. We all do the same thing. Step to o ne side. Never slow down. We can hear eve rything, bur we wa nt to listen to something that matters-fro m someone we love and respect. So Lovema rks grow o n emo tio nal connectio ns rather than just word-of-mo uth. As Malco lm G ladwell 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 of these Inspiratio nal Consumers at work. I'll Follow dl(' Sun 173

Inspirational break Inspirational 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 complaints 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 marketing of corporate g iant General Mills. A fanatic lover of Old EI Paso Mexican food knew that if he was to see his loved cuisine made more readily available, he was going to have to come to Genera l Mills' aid. The road to Sllccess, as he saw it, was paying more atten tion to the 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 Consumer was convinced that Mex ican food co uld be co nsumed daily like Spanish paella. Putting his thoughts down on paper he sent a list of suggestions to General Mills. He pointed out th e sim ila riti es be tween 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. The result of this inspirational intervention? General Mills marketing managers wrote a textbook happy ending. They made the suggested changes. New labels, new product names and, yes, you guessed it, a cookbook written by Old EI Paso fanatics is to be published. 174 iovemarkA.

Inspirational grandmothers - . Inspirational Consumers want their Lovemarks to be available, nOt just for themselves, bur for everyone. 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 Inspirationa l ConsUlner looked after her granddaughter, and red cap milk was the only product she felt was good enough for her precious charge. Unfortunately, she and her husband lived on the outskirts 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 milk was ava ilab le locally. T his was fantastic stuff, but th en she went that important step further. Concerned that her local store would stop stocking the milk if sales were low, she bega n a personal campaign. She deco rated the srore, recruited a group of volunteers to distribu te leaAets, and spread the news. I beli eve there 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. This was what Becker's beer discovered in Chile when they introduced a powerful new character, a black sheep with the Becker's attitude. It was an instant classic. Everybody fell in Love with the Becker's sheep. It became an icon. So much so that ou r people started rece iving ca lls from reta ilers sayi ng that their pointof-sale black sheep cutouts wete 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 Consumers want to be close to th e brands 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 become a Lovemark gets no higher mark of recognition than the hours of time Inspirational Consume rs put into fan clubs. Of the many Lovemarks that have spro uted such loose but passionate assoc iati ons, none was more surprising to me than th e Russian-made LOMO camera. 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 decks. It turned our that OJs 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. Check out the T-shirts, bags, and slip mats bearing the unmista kable line drawin gs of th e Technics decks and other equipmenr. 176 ioV€mar~h So roo w ith Kung Fu ice cream in Denmark. A local radio OJ co nvinced over 6,000 Inspirational Consumers to co ntact loca l company 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 where consumers could vO te for th eir favo rite ice cream. The inevitable resu lt' Kung Fu, with 51,000 votes.

Inspirational countdown Perhaps even more fanati cal than the LOMO lovers is the man who is probably th e ultimate Inspirational Consumer: Jim Jetters of Douglasville, Georgia. In 1999, Jim's Toyota Starlet was getting ready to clock one million miles! Love his car? Sure did. The Starlet still had th e original transmission and engin e and. with regular maintenance, had been all but trouble-free. Jim wanted everyone to know it too. His passion for his Toyota ea rned him a spot on 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 Camrys, one with 240,000 miles on the clock and the other 100,000. Jim is counting down already. Stepping up Inspirational Consumers are always passionate, forever enthusiastic, sometimes fanati cal, and fiercely loyal. Tapping intO their emotional co nn ections can reveal the insights Lovemarks live off. T hey do tend to see everything in black-and-white, but this is JUSt the Love shining through. Seeking out Inspirational Consumers and feeding their innovations back intO the design, manufacturing, marketing, distribution , and sales processes is simple common 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 Consumer. We are now past unleashing. Those Inspiratio nal Consumers 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 Inspirational Consumers, I believe an y business can transform itself and step up to become a Lovemark . I'll Follow the 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 The antithesis of blah, an on-line AJ addin's cave, rhe essence 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 will nor be able ro resist REMOing in return. Love is a REMO stripey thing! [Manager. Auslr,llia j Palm Pilot A tradesman came to my house to give a quote- bur when he pu lled out his Palm Pi lot to check his schedule I knew I would give him the job .... When you come across another Palm Pilot devotee you have fo und a friend , someone on your wavelength , someo ne who understands. [Consuh:ulI, Australia] IKEA iii •••• I KEA is the place where fantasy becomes reality and where adults become children. At I KENs shop you can jump 0 11 rhe chairs, sleep in rhe beds, improve your Swedish, invent your house, find free pencils, and leave your babies at the playlleld ... and it all fits in your ca r! [Student, Italy] 178 ~ovemarb. Singapore Airlines I love the way they let me sleep through the (fa ntastic) 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. Consu lt ~uu . U.K.] A-Channel The impact A-Channel has on each community it serves is phenomenal. It's nor just a TV Station- it serves as a public forum , a charitable o rganization, and a frie nd to every Ma niroban. A-Channel is LOVED because Love is what it offers. They offer great programming roo. There are several stations here in Canada that care about their audience, bur A-Channel is so sincere-it spreads its Love-vibe 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 ) iPod Wherever I go, as lo ng as my iPod is right there with me, I rock. It's nor just larirude. It's attitude. It's got rhe look of Love. Adw g cxeclI ti\'C, U.S.A. I

Apple After 14 years I'm still in Love. To be honest, I don't know why I feel this way. I've simply never wanted [Q give rhe other olles a go. I don't even rcally know what the differences are .. " Well , apart from looks' I've been told both do almost the same things-o ne way or another. Bur wou ld (hey feel rhe same in the dark' 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? Richard Briers/Geo rge Clooney. PC/Appl e Mac. What sort of idiot would divorce their soul matc? Apple Mac- you arc my Lovemark. The Statue of Liberty In times ullcerrain , past and IDt:Signer, New Zealand ] present, hu rnaniry invests her with- or does she already possess?- rhe srrengrh of a living icon, rhe hope of a li ving spirir. I've stood within her skin , climbed her winding stair, and surveyed her domain frolll her crown. The nobili ty of her 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. [Crcarino direcror, U.S.A. I Barbie The famous fad of the 60s is now a serious Lovemark thanks to the undying Love of young girls everywhere. Barbie taps into their dreams and hopes. She takes them by the hand partway into adulthood, but always in the safe guise of play. (Ed iwr, New Zealand] Aveda Like a bevy of kind , attentive, attractive sisters, my Aveda hair products sit waiting to do my hair right each morning. Dressed in their sweet, subdued colo rs, the team springs into action to smooth me, hold me, shine me up .... Patiently they work to disciplin e my un ruly mop 'til it gleams and hangs JUSt right. They wrap me up in their bright scents and send me out to f.:1 ce the world, knowing deep down that I am loved. [Educaror, U.S.A.] Twinings ,'o\\NI '~' . Twinings teas have a special place '\ ,~ ,s in my life. I'm JU St not a mornin g person, but if, as I wake up to that unftiendly light, I focus on the image of my breakfast tray with its fragra nt pot ofTwinin gs Russian Caravan tea, 1 can make that brave move out from under rhe covers, Just a cup clears my head, gently, nor with a crude rush of caffeine, just a sensitive push into reality, Twinings teas help me face the day ahead with courage. [Mother, Auslralia l Where the Wild Things Are The greatest children's book ever written. Everyone can ide ntify wi th Max because there's a littl e bit of him in all of us. At times we want (0 escape from something or someone, yet we know in ou r hearrs that the grass is greener where we stand. This book is absolutely timeless and thought-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 It was only a few years ago that the B BC booked a one-way ticket to the U.S. on the QE2. It soon became a ray of light amongst the thousands of bland television stations we are bombarded wi th here in rh e Scates. Since [hat rime, my own cultu ral horizons have grown and matured along with irs programming. Ever since crossing over to the "English channel," the word comedy has taken on a whole new meaning, "home decorating" has rurned into something of a sporr, and my garden (or whatever you call the rwo-by-two patch of grass in front of my house) has blossomed. My Anglophilia has finall y been satisfied. BMW motorcycles BMW mororcycles are a world (and a brand) apart. And so [Legal assistant, U.S.A.] much morc (han a brand. It is a lifestyle, a way of living, a way of definin g myself and the world around me. When I am on my R 1150 GS, traveling through the wild and wonderfu l corners of Africa, (his incredible machi ne becomes my survival kit. And after hund reds of thousands of kilometers, the "kit" becomes "comrade," and the bond becomes emotional. To me, this brand means freedom. Or breaking free. Escaping. But that is almost generic ro all bike brands. The uniqueness of the BMW is that it is a motorcycle for the wild . Ir turns me, an ordinary man, imo an explorer, a pioneer, a Lone Ra nger. It makes me more than I am. [Author, South Africa] 180 iovemark .... Dodge Viper A friend of my son lenr him his Viper to go to a wedding. M y so n took me for a d rive. I have never experienced such an ove rwhelmin g transition- from passenger to copilot. This veh icle embraces you as you sit down , it makes you pan of it. If one were to get a ticket, it wouldn't be for go in g too fast, it wou ld be for fl ying too low. This isn't any car, (his is a T ime Machine. ] Farmer, Canad:l] Absolut it is sman , funn y, uendy. It always has a d ifferem s[Qry for us-in viting us to discover "what is the story (his (i me?" It 'I , - "'. can be anything it wanrs, transformin g any object, situation, or issue. I don't even dri nk vodka, but I love the Absolut brand. Technics Classic technology. T he 1200s are rhe original direct-d rive [Designer, Romania] turntable. Precision hi-fi equipment made to last. First produced in the ea rly 70s, small chan ges were made in the late 70s (a d ifferent moto r and a few new compo nents) and the MKJ 1 was released. This solid consuucrion , with the ab ility to tune tracking, weight, pitch, etcetera saw irs popu larity in crease. The first Disco and Bear DJs looked for reli ability an d fl exibili ty [Q scratchlloop/mix music with other music and M Cs in clubs, and on the streets. The 1200 was the answer. As a workho rse, the audioph iles have to agree. T his is a fin e marriage- precision equipment meers the rockers up[Qwn. [DJ. U.K.[

Fnac A specialist seller of books, CDs, and videos. F !lac has around 60 shops all over France. Their main competitors are rhe big retailers like Carrefollf that sell you everything cheaply-from a pound of ca rrots to TV sets. Fnac, on rhe other hand, has managed to create a special cl imate in their Stores and a pride in buying culrural products from them rather than from rhe big retailers. Their assista ll ts know abom everything. So much so, it becomes a challenge to question them about a field they don't know! And in every shop, you will find a space dedicated to exhibitions or artist interviews or a showcase of some kind. This makes Fnac not just a place where culture is sold- bur also a place where culture happens. Original Tommy's Burger [1-. 1anager. France1 . Every rime I'Ill back at Beverly and Ramparr, I can't help feeling like I'm 16 aga in. This was the stop on the way home from Dodgers and Kings games, concerts, shopp ing, or anything else that would bring me to L.A. for the day. I've seen everything from wedding parties to gang fightS, Magic Johnson in his limo to a vagrant on Christmas day who ate a burger I gave him like it was the only thi ng he'd had ro eat in days. Tommy's has had an effect on me like my first kiss, or my first car; it's something that stays with YOLI no matter where YOll go. For me, Tommy's wi ll always be more than a burger; it's part of my Ii fe. [Graphic designer. U.S.A.] Birkenstock A great stOry: 19th century German cobbler Konrad Birkenstock refi nes the shape of his grandfather's clog molds and adds a Aexible arch suppon. It wins the su ppon of loca l doerors. Eighty years later, Konrad's son Karl applies the next-generation innovation and takes the clog one step Funher- into a shoe. Voiffl-the Birkenstock sa ndal is born. I love the classic styling, and most of all 1 love the comfort. Heidi Klurn can keep her "designer collection" denim and rhinesto nes! [Builder. 'I'he Netherlands] 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 . Forever associated in my mind with images of the beautiFul Mrs. Jacqueline Kenn edy Onassis and the Queens of England. When J'm weari ng them rhey remind me of my husband's Love fat me. I cherish them. J married this man-and two child ren later, we remain vc ry much in Love! ]Wif,' :md mOther. U.S.A.] Tiffany's It's just a little aqua-blue box, but you know that in side is something absolutely special. Could you ever open a Tiffany box without a quiver of excitcment over what it contains? No other brand says more about how you Feel abou t someone (han this. [Creative director. AUSII':lli:l [ I'll Follow lhc SUIl 181

Tonga The best kept secret in the South Pacific, and probably the most welcoming place in rhe world. Deserted paradise islands, virgin beaches, acrive volca nos, coral lagoons, Jonah Lomu. Cu rrently applying for status as an international marin e park reserve. A famolls hisrory of independence and the site of the mutiny on rhe Bounty. Scuba diving visib ility for 50 meters. The only place in rhe wo rld that YOLI can watch humpback whales d ance without ever having ro leave the beach. Snaidero Snaidero was rhe first [0 understand that kitchens are [M:nketcr. New ZCJ.b nd J evolving from a place whe re you cook and eventually ear, into a place where YOLI tran sform food into Love and affection for yourself a nd your fami ly and friends. Famous designers have worked for them. Their new ES kitchen is made in slich a shape that it can be pur anywhereeven in front of a window. It feels smooth and functional a nd it follows the curves of your body when you Aex yourself in one of your favori te sports-cooki ng! Coppertone J n the 60s rhe fragralH, exotic smell of this lotion , the sun , ICEO , Ital y] and the ocean , libe rated our coasral backwater. Closing your eyes on a lonely beach in a bikini, you could dream and escape to America, where it was all happening! ICompany director. New Zea land l 182 VEmClr~,1 Toyota Here in Egypt I see loved Toyota pick-up trucks every day. Paint jobs don't last well in this cl imate with sand being such a big problem. It upsets locals that own Toyota pick-ups to find that the large Toyota sign at the back of the veh icle wears our. The answe r, for many. is to painr the name "Toyota" in bright colors over the original sign. That way YOll can show you r Love for your pick-up trllck and the name Toyota at the same time. These brightly painted signs on the back of pick-lip trucks are everywhe re to be seen in this city of Cairo and all other parts of Egypt. [Retailer. Egypd Campbell's My Lovemark is the ultimate comforr food-Campbell's tomato sou p and grilled cheese on toast. On a gloomy FJ" .= Tomato ....... our) day, lou nging on the couch drinking soup is the ve ry best cure for th e blues. Campbell's soup is more than a brand. Okay, so it was immortalized by Andy Warhol, but that was simply a recognition of irs permanelH place as an icon. Here am I, in Swit2:erland , a coulHry with some of the fin est foods in the world ... fondues and raclettes are brilliant and they're comforr foods in their own righ t". But on th is foggy win ter day all [ desire is a big bowl of Campbell 's tomato soup and toasted cheese. IAdmin istrator, Switzerland] Google Coogle Google is my best friend' Google is my best fri end! Google is my best friend! Google is my best friend' Google is my best friend' lCopywriter. Turkeyl

Concorde A spectacular symbol of technologica1 achievement 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 own singular identity-people don't ever say "There's a Concordc," JUSt (he one we lovcthe Concorde. Doc Martens Docs signified teen angst and rebellion for me and all the [Enginee r, Francel other kids growi ng up in suburbia. When I started wearing 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 than "prctry" and you were developing your own sense of style. True, all your friends wo re the same shoes, so your style wasn't necessarily original, but it was gcrring there. At least I didn't dress like my parents! Breyers To sum up my feelings, I must quore Ren (of "Ren & Stimpy"): [Stylist, U.S.A. I "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-beer Aoars. As a premium ice cream it's incomparable! [Accountant, U.S.A.I Ermenegildo Zegna Just a dream. The perfect wear for rhe perfeer man. JUSt for a few men. W hen I d ie I'll want [Q wea r an Ermcnegildo Zegna suit so I can be in heaven with all the Ermenegildo Zegna angels. [Salesman, Costa Rica ] 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 toil and dedication rowards perfecting rhe ultimate dri nk nirvana. The burst of effervescence lIpon opening is an aural 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. Which says it all really. [journalist, Australia ] Steinway ~ The percent pian of o concen chosen b piani y ove sts r 90 is one ~ of rhe great musical Lovcmarks. 5teinway pianos are lovingly polished, tllned, and cared for through generations. A 5reinway brings the past, prescnt, and fuwre together with rhe mysterious power of music. (Car salesman. U.S.A.] ['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 YOLI do when you are so successful that your loyal band of consumers don't want you to change? When you 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 of mid-priced moisturizers. But onc huge, new area remained for Olay to break into: the prestige skin -care market- th e wo rld of supermodels, movie stars, and beauty queens. A sector that 186 2ovemark", accounted for nearly 40 perce nt of the global skin-care market. And, criti ca lly, a step up [Q premium prices. 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. The prestige secto r had been dominated for years by th e Big Beauty Industry Players. They played hard. T heir advertisingarrogant, self-ass ured, confident- played on consumers' hopes and dreams. Surely, prestige consumers whispered to themselves, rhe stuff you pay a lot of mo ney for is more likely to work. And the stuff you pay less for' Got to be a little less effecrive. Millions of women throughout the world had lisrened to this "logic" for decades. The prestige sector also had se rvice on th eir side. Deparrn1enr 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, ready to grab a woman's hand and persuad e her that the product is perfect for her. Olay, on the other hand, lived in rhe "self-select" section of the market- pharmacies, drugstores, even supermarkets. There, with no help in sight, a woman had to feel something about the product before she got anywhere near the store.

T he power of 1 and 2 . . . Olay entered this complex situation with a lo ng and va lued history with wome n ... and a trump card. A new anti-agin g crea m with supe rb performance. Plus, P&G kn ew they co uld make this superior level of performance accessib le to more women than ever before. T hey could , in some cases, offer th eir cream at up to $ 100 less than compa rab le products sold in department sto res. At Saatchi & Saatchi, we figured there had to be a way to capture the best of both worlds. 1. To up-sell the tradi tional "self-select" co nSllmer, a nd 2. ro enti ce the prestige consumer off her luxury- brand pedesta l ... ... equals 3: Enter a whole 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 bility 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, "Here's a mo isturizer that is proven ro be more effective than all those other brands ... and it's ftom O lay," we'd get a "yeah, right" kind of response-a nd that wo uld be that. What was needed was a breakthrough insight that would not only make these professional inAuencers notice the product, but also fa ll in Love with it. We looked to Lovemarks and found just the thing : Mystery. T he aura of the unknown The first task was to cOll vin ce the opinionleading 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. " "Fantastic. Where can L get 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 fecls 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 nfirmed 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. Without the O lay name, some women (Old us th ey would be wi lling to spend up to $60 for th e product. That was th ree times more than the price Olay intended taki ng to market! 188 ioV€mar~h 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-tier pricing. For this new prod uct ro break into the prestige market it needed something 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 the number seven. As a visual identifier, we created a graphic of the number seven that was used for th ree years around the globe. T he mo me nt of Intimacy- and 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 ign started in the hea rt of the beauty business: Vogue magazin e. Real women who'd participated in the initial trials were recruited and photograph ed. The spreads were beautiful- but, cruciall y, beli evable. The Tota l Effects launch was a phenomenal success, proving the ab ility of Olay to attract rh e elusive prestige consumer. Sales were 53 percent high er in so phisticated prestige markets such as New York, Los Angeles, and Chicago.

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 third year. Olay has always been respected and loved. With the add ition of Mystery and lntimacy. it was also abl e to make a dramati c leap in price point 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 position to be the leading brewer in the nation. The name says it all: Brahma is "hee r. " In 1990. most Brazilians would have said Brahma was a Lovcmark. Brahma was th e lead ing brand. with 35 percent 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 'The N umber I. " Confid 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 line "The Number 1" crea ted confusio n. Was it th e first beer to be made in Brazil. the best beer. th e leading beer' Who 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 young people who consumed it-their largest market. Fo r many. it was no longer about having a good time or self-indulgence. Brahma's return to the embrace of younger consumers is a tex tbook Lovcmarks story. To get back in touch. Brahma and F/Nazca Saa tchi & Saatchi reached for Sensuality and. more specifica lly. for sound. In rh e search for a moment of real emotional con nection with the 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" became part of the vernacular of young Brazilian drinkers. Walk into a bar. Make the so und. You get what you wanted without saying a singl e word. You were instantly part of a club of fans. "Tsss" became 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. Indi vidually these senses-based actions were sma rr, bur more important was what they achieved together. Brahma was dramatically repositioned as ph ysical, with excitement in irs sOllnd and (Ouch , and as a n esse ntial pa rt of rhe action. Now that was somethin g that every yo ung Brazilian could relate to on an emotional level. Having created a physical bond through the senses, F/Nazca Saatchi & Saatchi and Brahma looked to utilizing more Lovemark characteristics-great sto ries, mythic characters. empathy, and passion. 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 rked Brahma's runle campaign , one of the most 190 ~oV€mar~h 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. The original commercials featured the [Unle's efforts to lind a Brahma beer on a hot, dusty road. The tunic was an animated character interacting with real people and real situation s. This freed up the campaign to heighten the action on-screen, and w make absurd juxtapositions. 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 some bea uti ful women at the same time. F/Nazca Saatchi & Saatchi and Brallma understood that beer was part of the consumer's emotional landscape. That being the case, they reasoned , the more Lovemark elements that could be drawn on in th e commercial, the more potential there would be for an emotional response. Working through the key Lovemark qualiti es, the turtie and his world are rich in Lovemark wuchpoints.

Mystery: The crearion of th e turtle's personaliry was inspired. This was how Brazilian yourh rhemselves wanted to be. Irreve rent, inclined 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 unwelcoming environment. 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. The turtle's daring narrati ve of problem-opponunity-actionsuccess must be one of th e world's favorites. Ir taps in to rhe dreams of every human being: rhe sea rch for good fortune. The turtl e rhen became a hugel y popular character in his own ri ghL An icon for Brazili an attitude and humor. So intense was rhe passion for rh e tu rrl e rhar his creator, Fabio Fernandes, became concerned rhar rh e rurtl e mi ght become bigger than the brand. Sensuality: The rurtle is highly ph ysical. He may have become a symbol of thirsr, bur his juggling and balancing of the beer cans delighted eve ryone wirh irs crazy skill and dexrerity. As for so und , the turtle's delighred "ii iih" victory cry became part of rhe Brazilian vernacular. Inti mac)': The runl e's perso nality res ponded to what consumers wanted most in a fri end. The level could be exaggerated, of course, bur humor a nd irreverence were highly va lued by younger consumers. They felt rhe rurtle was one of them. 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 emotional response it had creared wirh rhe peopl e of Brazil , Brahma asked for one more runle spor. Rolling Thunder 191

T his one would be special. The commercial would support the Brazilian soccer team, whi ch was playing to qualifY for the 2002 FI FA World Cup in Korea and Japa n. At the time, no one rated them as potential winners of the Cup. The 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 team itself. H e had gone from being a mascot to a lucky charm. Against th e odds, the Brazilian team wo n th e World Cup- and Brahma was with them all the way. Many Brazili ans could not help but give the turtle some small credit for this remarkable victory. The effect of creating such a stro ng emotional ti e with the co nsume r had dramatic resu lts for Brahma. The tunle ad, with its humo r, personality, and empathy, ach ieved an incredible 59 percent awareness during the Wo rld C up. T his represented an average increase of 7 percent over the fu ll campaign. Brahma's brand consideration 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, audience 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, Toyota , was litrle known in the United States. Back then, the company was known as a manufact 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. The Ameri ca n car market was huge. Winning the hearts of Ame ri can s was crucial if Toyota was to mee t its growth expecta tions, and Toyota fully intended to do 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 become the most profitabl e automotive company in the wo rld, a nd a rc now pursuing a n even higher goa l: to become the wo rld leader in globa l 3uw morive sales.

A big parr of rh is success can be ri ed to rhe creation of LeXlIS, a luxury Toyora brand specifi cally bui lr for Ameri ca ns. The introductio n of LeXLls demo nstrates rh e critical importa nce of local connections and insight in develop in g powerful global brands. Ir also highlighrs 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. Leading with the local In rhe 7 0s a nd 80s, Toyo ra had rise n to rh e challenge of co nvin cin g a nation of Americans, in Love with American cars, [Q buy and dri ve Japanese. Sa les of small cars were booming, and Toyota had begun to di versify th e lin eup. But th e introd uction of LcxlIs- a lu xury caT and a luxury distribution channel thar wou ld take o n the big European and Ameri ca n manufacturers-was, ( 0 say the least, a bold move. T he initial reaction ' Scorn a nd d isbeli ef. Toyota knew the Lexus was up to the job of dom inating the luxu ry car marker. T hey also kn ew th ey had some powerful allies in rh e task of co nvinc ing America ns to c hange their rrad irio nal views- ca r dealers. Such was th e Respecr rhar Toyora had built up wirh irs own ca r d eaiers, as well as that of th e auromorive industry in general, they were co nfident that peopl e woul d cl amor for rh e cha nce to acqu ire a Lexus franchise. And they d id. M ike Sulli va n , a die-hard car sales professiona l from Santa Monica, Californi a, had wo rked with Volkswagen , H yunda i, a nd Isuzu. In 1988, he heard abour Toyora's pl ans to establish a separate 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 th e long line and starred negotiating. We jumped in a nd spent, at rhe rime, a lor of mo ney for a very excitin g 'maybe.' Ir was so rr of blind faith - in hindsight, a labor of Love." W ith so many d ealers kee n [Q co rn e o nboa rd , Toyota could affo rd to be selecti ve. Und ersta ndin g the powe r of relatio nships, rhey saw rh eir dealers as business parrners whose own success was inregral ro rhar of rh e compa ny itself. Toyota saw them as people with w hom they intended to bui ld a mutually be nefi cial, lo ng-term relation ship. Rolling Thund,:r 193

So how did Toyo ta select their future partners' "T his was before all the surveys, and it was sort of gUt instinct as ro who wanted ro move forward and change the industry with them," says Sullivan. "We simply embarked on a 'no ful es' service 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 details 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 anoth er one of the lucky few to be welcomed into th e LeXl!s deal er fo ld. "Toyota kept the number of deal ers to a minimum, which allows liS to sell quire a few ca rs per ourler, and for us ro be profitable. 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 ustomers own the brand Toyota's corporate focus o n "QDR"-Quality, Durability, Reliability-is legendary. These elements of Respect are now rablesrakes in rh e J uromorive 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 cOlllmitme nt ro serv ice, LeXlls dealers se t new sta ndards that other dealers struggle to match. Does it wo rk' You only need to ask LeXlls owne rs. Service has become a hallmark of th e LeXl!s brand. Mike Sullivan endorses th e "littl e th ings" that add up to a big difference. "The free ca r washes. th e fresh ro lls, the Starbucks coffee. the leather chairs with the Internet service ... there's no one tangible thin g. It becomes the who le experience." At Longo LeXlls, there are no customers, only guests, states Tom Rudnai. "We rreat every guest like a guest in our home. We have rel ationships that grow with eve ry visit 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 Davidso n, too , makes superio r se rvice a focus of his busin ess. "We offer free pick-up an d delivery when servicin g o r purchasing, via Aatbed. And all minor services are performed by rov ing technicians at the customer's home o r office. allowing the customer to make th e most of eve ry moment in their busy day.

"Say somebody 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 the Clisromcr calls liS up, and there's one of two things we can do. We can say no. and make the guest feel un comfortable. 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 you need a loaner ca r' We'll take ca re of that Guest. We have an advocate for life." Listening Beyond Reaso n LeXlIS dealers offer a conduit [0 the consumerbut as in all successful relationsh ips, the communica tion is two-way. Dealers are regularly consulted about improvements. They're often ca lled on ro coordinate custOm er foc lis gro ups) whi 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. Says Dan Davidson, "Toyota's Lexus people listen, they truly listen. Other companies probably conduct the same sort of meetings. But wha t do they do with the information ' You might as well not have bothered with rhe meeting, because rhe manufacturer is just go ing ro go down the path they're already going. "Lexus is different. Every single ca r that comes our, we're asked to contribute our knowledge to its development. T hey want ro know the things that are really important ro the consumer. " We've lea rned a great deal from participating in the Lexus srart-up. Like Saarchi & Saatchi, Toyota believes that Nothing is Impossibl e. And li ke us, they roo understand the power of Loyalty Beyond Reason- the very loya lty they created with Lexus owners. Rolling Thunder 195

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 morningtime Love affair is General Mills' cheery little 0 in its bright yel low box. When breakfast cereals first appeared on American tables in the 1 940s, Chee rios was there. At that ti me, cereal was a commodity product based on grai n forms. Corn Flakes and Rice Krispies from Kell ogg's. W heaties, Corn Puffs, and Cheerios from General Mills. Back then, these five origin atO rs shared a powerful 75 percent of th e cerea l market. Today the cereal busi ness is packed with ove r 250 brands, and market share has declined accord in gly. But in spite of this dramati c shi ft, C hee ri os re mains a Number One, a Lovemark th at has li ved th rough the histOry of ce real itself. This is a brand thar has built such powerful emotional connectio ns w ith consume rs that any Ameri can from six to 60 would 196 Rovemar~/" recognize its d istin ctive shape and most likely recall having eaten Chee rios ce real at some time in his or her li fe. COll1modit) to hrand How d id Cheerios do it? How d id the cereal manage to thrive in this fie rcely comperiti ve category? To begin with, Genera l Mills realized ea rl y on that food purchases are rarely ever about what's in the box, the package, or the can. 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 wanted little informatio n beyond what type of gra in they were consuming. W hea t, ri ce, o r oars was about as far as things went. Later, people needed to know just what d iffe rentiated one gra in from ano th er. and breakfast eaters began to choose from a wider ra nge of criteria: taste, texture, color, size, and shape. Some exceptiona ll y effective advertising byli nes were born at the breakfast table. T he great "Corn Crunch" and "Snap! C rack le! Pop! " Ge neral Mills was one step ahead. They tOok their messages furth er- our of th e bowl, and in to th e lives of their core consumers. Focusing strongly on "higher" values of health and nu trition, Cheerios was established as both releva nt and salient fo r ad ults. Pediatricians recommended Cheerios as the ideal first solid food fo r

babies. Studi es showed that children who ate a hea lthy brea kfast did better in school. And oar bran was shown (0 reduce cholesterol and promote a health y hea rt. G rea t nev{s for rhe dominant oat cerea l on rhe marke r. o is f()[ Optillml11 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 ily. So far. so good. This powe rful. produc t-based pro position sustained Cheerios through two generations, positioning it as the Number Th ree brand in th e ca tegory. w ith an average 3.3 share. But in the late 1990s. Gene ral Mills. along with rhe other big cereal ma nufacture rs, became alarmed. 1998/99 had marked the third stra ig ht year of sa les declin e for breakfast cereals-the lo ngest decline 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. 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 rios from a breakfast cereal into a member of the fam ily. The campaign would focus on rhe person most closely associated with the emotional moments of breakfast time- Mother. From extensive research, and years of speaking to her with rational messages. Saatchi & Saatchi and General Mills already knew what was goi ng on in her head. The next step was (0 capture her heart. I~rand to [mem.r!" A new campaign was created to build on the Respect Cheerios had gai ned. adding a crucial new in gredienr. Love. Rational product cla ims were ca refully exam ined and translated into how a mother might respond to them emo tionally. T his understanding formed th e basis for a series of T V Spots and print wo rk showin g Chee rios in intimate fami ly siruations. Rolling Thunder! 97

In the se ri es, C heerios was presented as emotional support ro a mother's innate sense of nurturing, as well as pervasive in her children's growing up. Chee rios srood in as both the opportunity ro connect within 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 ones as they grow up. Bigger than breakfast T he results of the campaign were dramatic. Sales grew an average of 4. 1 percent in volume, representing a yea r-an-year in crease of about $75 million. And share leapt ro an average of 4.4 perce nt, taking Cheerios from Number Three ro Number One in breakfast cerea ls. By positioning Cheerios as a member of the famil y, Saatchi & Saatch i and General Mi lls were able ro captllre the emotiona l power behind the brand's powerful heritage. The result was rhe transformation of common oats to an enduring expression of a mother's Love for her family. 198 Rov€mar~1.I Time and Tide Generatio ns of Americans grew up with the smell and feel of clothes washed in Tide. The box with th e bull's-eye was emotio nally connected to the memori es of fa milies throughout 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 line. 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 & Gamble introduced the world's first synthetic laundry detergent, Tide has led its category far ahead of its nearest competitor. But by the late 90s, Mom was more likely to be up to her elbows in paperwork than suds, and nosta lgia was no longer powerful enough ro grow the brand. I n a new era of instant gratification, sales sragnated. Tide was starting to be perce ived by consumers 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 work sensual wo nders in the laundry. They also knew that washing clothes remained a ritual act of caretaking, an activity that helps keep fa milies functional and in harmony.

Four issues stood out. 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 Tide a Lovemark for the co ntempo rary generation and beyond • demonstrate that Tide understood the very diverse needs and values of consumers T he challenge was to get intimate with a whole new group of consumers. 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 became apparent that, whil e fami ly was no less imponant to them than it had been for their own mothers and grandmothers, the way they cared for th eir fa milies had changed. And it had changed radically. Moms on the move Today's women li ve their daily li ves o n a punishing schedu le. They deliver th eir children to and from school. Their days are often packed with events and eX(facurricular acttvittes. 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. They live in their cars. They're constantly on the move. Clearly, Tide could no lo nger ta lk to these women in the way it once did-she d idn't stand still long eno ugh! T he brand would have to catch her on the run- out in rhe wo rld. nor in the home, where its adve rtising messages had traditionally reached her. The message wou ld have to be clear and qui ck. A message that showed how the brand empathized with her hecti c and demanding lifestyle. Rolling Th under 199