The War That Must Never Be Fought - Ch. 7–9, Edited by George P. Shultz and James E. Goodby
Goodby. RFP
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Transcript of Goodby. RFP
AGENCY, CLIENT & STAFF OVERVIEW
CONTACTINFO
720 California StreetSan Francisco, CA 94108P: 415.392.0669F: 415.955.6296goodbysilverstein.com
Rob Smith, Director of New Business Development/Associate Partner (primary contact)[email protected]: 415.955.6073M: 415.254.3758
Meagan Phil l ips, Agency Communications Coordinator (secondary contact)meagan_phil l [email protected]: 415.955.4533M: 650.346.3944
GOODBY SILVERSTEIN & PARTNERS
OUR CLIENTS
We are a ful l-service agency and capable of performing al l services in-house—creative, media planning and buying, strategic planning, account management, online and off l ine production, etc. Nineteen of our cl ients consider us their AOR.
CA Fluid Milk Processor Board (got milk?) 1993Hewlett-Packard 1996Dreyer’s Inc. 1998Special ized Bicycles 1999Netfl ix 2000Adobe Software 2001Häagen-Dazs 2003Comcast 2005Doritos/Frito-Lay 2006Foster Farms 2006Sprint 2007Commonwealth Bank of Austral ia 2007National Basketball Association 2007Cheetos/Frito-Lay 2007Tostitos/Frito-Lay 2008Nintendo/Wii Fit 2008Dropps 2009
Dickies 2009Yahoo! 2009AIDES 2010Chevrolet 2010American Rivers 2010Reputation Defender 2010Women’s Tennis Association 2011BevMo! 2011SONIC 2011Ruffles/Frito-Lay 2011Google 2011Chanel 2011
CLIENT LIST
Although we are a ful l-service agency,when it is more suited to our cl ients’ needs, we do outsource to trusted third-party vendors.
OUTSOURCING/PARTNERSHIP
THESTAFF
ACCOUNTMANAG E M E NT & OPE RATIONS
Account Management is responsible for understanding business goals and
the competitive landscape, and for offering strategic insights. Account
Operations is the central hub for creative execution and delivery.
PRODUCTIONB ROADCAST, PR I NT, I NTE RACTIVE
Management of the development of television, radio, print (OOH, magazine,
ROP, etc) and digital (banners, sites, OOH, etc) materials. Their main function
is to act as l iaisons between the creative team and outside vendors.
STRATEGYB RAN D, COM M U N ICATION, R ESEARCH, ANALYTICSIntegrated strategic group providing creative inspiration,strategic and marketing counsel, media planning and buying, reporting, forecasting, and analysis.
CREATIVEM U LTI D ISCI PLI NARYCreation of work across all media. From copywriters to art directorsto designers to 3D animators we employ a variety of creative typeswho come from various backgrounds.
BUSINESS PROBLEM
COMPANY CULTURE
The agency was founded in San Francisco in 1983, originally under the name Goodby, Berlin & Silverstein. In January 1992 Omnicom Group Inc.,our major shareholder for three years, purchased the remainder of the agency’s stock. In 1994 the agency’s name changed to Goodby, Silverstein & Partners.
We are 800 employees big (or small, depending on your perspective and which day of the week it is) . We work with a wide range of clients that includes got milk?, Hewlett-Packard, Frito-Lay, Sprint, Nintendo, Chevrolet, the National Basketball Association, Netflix, Adobe and the Commonwealth Bank of Australia.
Without wishing to toot our own horn too much (but, OK, just a little) , the agency is one of the most awarded creative agencies in the world, having been named “Agency of the Decade” by Adweek magazine in 2009 and repeatedly cited as “Agency of the Year” by advertising-industry trade publications such as Adweek, Advertising Age and Creativity magazine.
COMPANYBACKGROUND
We have often been credited with being the first blue-chip national agency that successfully made the transition from print and television creative to digital, and we have been named “Digital Agency of the Year” twice by Advertising Age and the One Club. And although everybody tries not to remind them too often, Jeff Goodby and Rich Silverstein were also named Adweek magazine’s “Executives of the Decade” in 2009 and honored with a CLIO Lifetime Achievement Award in 2010.
So much for awards, gongs and trophies. They make us proud. But the thing we are proudest of is our ability to “get it right.” By that, we mean our ability to create communications that get noticed, understood, appreciated, passed along—and that get results. The facts show that we have a more consistently high batting average of “getting it right” than any other agency in America. We’ve been lucky enough to grow when others haven’t. We have repeatedly won Effie awards for the effectiveness of our work.
It’s not an easy thing to do, and we’re very far from perfect. No agency ever is. But if we were asked to say why we’ve been fortunate so far, here are some of the key advantages we feel we have over other agencies that help us to be more right and less wrong more of the time.
KEYADVANTAGES
WE ARE TRULY
INTEGRATED.
Most agencies claim
integration, but if you look
behind the curtain, they are
often still made up of
separate, warring fiefdoms.
We are truly “all in it
together”—not just within
the agency but with our
clients as well. We can
make an idea bigger and
make the money go further.
That’s critical in today’s
difficult economy.
INTEGRATEDWE HAVE AN
UNBEATABLE ARRAY
OF TALENT.
The old maxim about
“success breeds success”
is true when it comes to
recruiting and attracting
talent, and we’ve been
consistently able to hire the
best and brightest.
Although other agencies
may try to follow strategic
and creative game plans
that are similar to ours, we
know that with this level of
talent we can out-think and
out-execute them.
TALENTEDWE WERE ONE OF
THE FIRST AGENCIES
IN THE U.S. TO “GET”
PLANNING, AND WE
DO IT BETTER THAN
ANYONE ELSE.
Chiat/Day beat us by a
year or so, but we
embraced planning early
and have continued to
embrace, upgrade and
evolve it ever since. In
combination with our
Communications and
MediaPlanning group,
the Strategy group at
GSP is rated one of the
best in the country—
which makes it one of
the best in the world.
ORGANIZED
Hopeful ly, the benefi t of al l these things to our cl ients is self-evident. Getting results is what it ’s all about—and getting
those results with the highest degree of certainty and a minimal degree of angst frees up our cl ients to devote more
t ime and resources to other areas of their business.
WE NEVER
STAND STILL.
Many agencies are
reluctant to change once
they hit their stride. But the
world and our clients’
businesses are constantly
changing, and we are
always on the lookout for
how to do things even
better in response to, or—
better yet—in anticipation
of, those changes.
EVOLVEDWE’RE FANATICAL
ABOUT EXECUTION.
It’s one thing to have a
great idea, but it’s another
to be able to bring that idea
successfully to life in
production. We are master
craftsmen, and we pay
meticulous attention to the
details of getting things
right in production.
PERFECTED
WE’RE NICE.
Honestly. We are. It
matters. Agencies take
themselves too seriously
and forget how to be
human. They lose touch
with how consumers live
and think. They lose the
ability to feel and share
their clients’ hopes, fears
and needs. We like to
listen, we like to joke and
we can take criticism. And
we like to acknowledge
that there are things more
important in life than
advertising. All of which
actually helps us to be
better at advertising.
NICE.
A WEST COAST
AGENCY?
WE’RE ACCUSTOMED TO WORKING FROM A DISTANCE.
We believe that being on the West Coast gives us perspective. We tend to look to Sil icon Valley as our reference rather than simply other advert ising agencies. In fact, we’re much more a part of “Madison Valley” than “Madison Avenue.”
But the advantage of being based in San Francisco has also meant that travel to our clients has been built into the DNA of the company. Collectively, we clocked up over 15 mil l ion air miles last year alone. In fact, more than half of our client base—the half that accounts for over 80% of our media bil l ings—falls outside of our t ime zone. Some of these fall outside of the country.
Should we be fortunate enough to work with you, we wil l ensure that distance isn’t an issue in our relationship in a few ways:
“We really don’t feel that the agency is 19 hours away. Yes, there is a huge t ime difference between Sydney and San Francisco; that is undeniable. But I think we work with Goodby Silverstein & Partners in much the same way we work with any agency locally. I think that we have put in place enough discipl ine and processes in the way we work with the agency to make sure that i t ’s a very easy relationship to work through.
We’ve put in place technology. We have almost l ive video streaming that makes that communication process a real ly easy thing to do. So I don’t real ly feel that t ime or distance has become a barrier for working with an agency in another part of the world.”
—MARK BUCHMAN CMO, COMMONWEALTH BANK OF AUSTRALIA
Goodby Silverstein & Partners wil l make sure you have agency presence in Jersey City (or Omaha) during the init ial ramp-up period of our working relationship.This consistent presence at the onset of our relationship wil l not only ensure that we are able to most eff iciently learn the inner-workings of your business, but also it wil l set the stage for a more personal and enduring partnership.
ON-SITE PRESENCE TO KICK OFF RELATIONSHIP
We know that physical ly being together is crucial to the success of any relationship. We’ve seen success with standing, regular face-to-face meetings with many of our cl ients. For instance, with Sprint, we meet on a bi weekly basis and rotate the hosting duties. This gives us the abil i ty to see each other on a regular basis as well as certainty and peace of mind on those days when we hold key meetings and creative reviews.
FACE-TO-FACE MEETINGS
It goes without saying that technology is a huge player in breaking down the barrier of distance. For our Chevy cl ient (based in Detroit) , we’ve developed a robust technology suite to maintain face-to-face contact, albeit in the virtual sense:
We instal led four state-of-the-art, high-definit ion videoconference hubs within our agency and worked with Chevy’s IT department to ensure a similar setup and compatibi l i ty on their end. This wil l al low for crisp visuals of each other and real-t ime data-sharing capabil i t ies.
We purchased LifeSize LG Executive desktop devices that al low for direct desk-to-desk communication between our agency and our key cl ient contact.
Within the above systems, we’l l enable access to meetings via iPad, iPhone or Android smart tablets for convenience on the go.
TECHNOLOGY
CORE AGENCY TEAM
Jeff Goodby is co-founder and co-chairman of Goodby Silverstein & Partners in
San Francisco, the company that Adweek Magazine recently chose as Agency of
the Decade. GSP has also been named Agency of the Year in Advertising Age,
Adweek, and Creativity magazines several t imes each, and has also been selected
as Digital Agency of the Year in Advertising Age, Business 2.0 and by The One
Club. The firm is widely acclaimed for most successfully integrating traditional
and digital media arts. Many of GSP’s campaigns—got milk?, the Budweiser
Lizards, Hewlett-Packard’s “Invent,” the National Basketball Association’s “I Love
This Game” and the E*TRADE chimpanzee, among them—are in the permanent
collection of the Museum of Modern Art in New York. The got milk? campaign
Goodby originated has spawned hundreds of imitators that are now listed in
several places online. In 2002 Goodby served as the president of the Cannes
Advertising Festival and has been head of the prestigious Titanium Jury. He has
also chaired judging for the ANDY’s and the One Club. In 2010 Adweek named
him, along with Rich Silverstein, as Executives of the Decade. The two of them
were key players in the 2009 industry documentary Art & Copy.
Goodby grew up in Rhode Island and graduated from Harvard, where he wrote for
The Harvard Lampoon. Three years were spent as a polit ical reporter in Boston.
He began his advertising career at J. Walter Thompson and was lucky enough to
meet the legendary Hal Riney at Ogilvy & Mather, whom he sti l l thinks of as his
mentor. It was with Riney that Goodby learned his reverence for surprise, humor,
craft and restraint. He continues to believe that his success is a happy confluence
of his mother, a painter; his father, a Wharton graduate; and his family, a constant
reminder of irony and humility. Goodby is also a director, printmaker and i l lustrator
whose work has appeared in TIME and Mother Jones. Two commercials he directed
were selected to be among the top 30 advertising fi lms of the 1990s by The One
Club of New York. The website based on his “Poemhouse” installation (poemhouse.
org) in St. Helena, California, has received thousands of visitors. In 2006 he was
inducted into the Advertising Hall of Fame.
Jeff l ives in Oakland, California, with his family, a dog, a cat, a rabbit, three horses
and probably some other things he doesn’t know about.
GOODBYSILVERSTEIN
JEFF GOODBYCO-CHAIRMAN/PARTNER
Rich grew up in Yorktown Heights, New York. After graduating from the Parsons
School of Design in New York City, he moved to San Francisco against his
father’s wishes. He worked in one-year increments as an art director for Roll ing
Stone magazine, Bozell & Jacobs, McCann-Erickson, Foote, Cone & Belding
and Ogilvy & Mather, where he met Jeff Goodby and finally settled down.
At GSP, Rich’s taste and enthusiasm infuse everything he does. He has set
a standard of design that has led the agency to compete against the country’s
leading design studios. His advert ising has won every award in the book, from
Gold Pencils to Gold Lions, and, along with his partner Jeff , he’s been named
Executive of the Decade by Adweek. In 2002 he was inducted into the New York
Art Directors Club Hall of Fame and, two years later, into The One Club
Creative Hall of Fame.
Rich is equally passionate about projects away from work, from creating his own
art to visually blogging for the Huffington Post. He served for f ifteen years on the
board of the Golden Gate National Parks Conservancy, where he helped make
them into a brand that is the envy of our country’s park system. He serves on the
board of Specialized Bicycles and the United States Cycling Federation and their
development committee, whose sole mission is to find the next Lance Armstrong.
Rich l ives in Mil l Val ley, Cal i fornia, with his wife Carla Emil . He has two grown
kids, Aaron and Simone, and is the proud grandfather of Maple, Will and Owen.
He considers himself to be extremely lucky to be able to r ide his bike over
Golden Gate br idge each morning.
R ICH SILVERSTEINCO-CHAIRMAN/PARTNER
AGENCYTEAM
After graduating from Queen’s University in
Ontario, Canada, Brian wondered how to best
put his sociology and philosophy degrees to
good use. He thought working in the Canadian
oil business might be the answer. He was
surprised to discover that it was not. After a
year (read: a terrifying winter) , he decided
to leave oil and pursue his MBA at the less
frostbitten University of Arizona. He graduated
in 1996 and has been at Goodby Silverstein
& Partners ever since. He has worked on
a variety of businesses including Polaroid,
E*TRADE, eBay, Häagen-Dazs, Comcast and
the NBA. Along with Todd Grantham, Brian
runs the Account Management department,
overseeing the direction of the department,
managing its people, and training and recruiting
new talent. He continues to stick around GSP
for the people, the work and the philosophy
that good ideas can come from anyone.
BRIAN McPHERSONDIRECTOR OF ACCOUNT MANAGEMENT
ASSOCIATE PARTNER
Rob started his career in the U.K. working for
Telewest around the start of the U.K. cable TV
and telephony boom. After a few years working
with and running the agency relationships, he
realized that his heart lay in the agency world
and moved to Rapier, where he worked with
clients such as Cable and Wireless, eurostar
and Barclays Bank. Within a year, Cable and
Wireless won Integrated Campaign of the
Year—a pleasant, fortunate coincidence. Seven
years at Ogilvy followed (both OgilvyOne and
O&M) , during which he ran first local and
pan-european, and then global, pieces of
business for both IBM and Motorola. He then
rose to Senior Partner and Worldwide Account
Director in the New York office. He finally saw
the l ight and joined GSP. He says he can’t
believe his good fortune to have discovered the
place. In 2007 GSP beat Ogilvy to the Sprint
account, and Rob’s been running it ever since,
leading it to a Cannes Gold Lion for best
integrated campaign for the “Now Network.”
Later, he added Intuit to his roster, and he
recently was asked to lead our new-business
efforts. He l ives in San Francisco with his wife,
Amy, their f ive-year-old son, Ell iot, and his
daughter, Ava, who’s three. If he’s not working,
he’s either running around after two kids or
ideally skiing or playing squash.
ROB SMITHDIR OF NEW BUS DEV.
ASSOCIATE PARTNER
Christ ine had a rocky start in advert is ing.
She started working in media planning
at Foote, Cone & Belding a spl i t second
before the dot-com bust but survived the
tumultuous t ime, launching new products
and brands for Microsoft and Levi Strauss
before moving to GSP in 2004.
At GSP, Chr is t ine oversees s t ra teg ic
communicat ions p lann ing , ensur ing tha t
med ia th ink ing is in jec ted in to the
creative-development process from inception
to execution across al l types of channels.
In 2008 Christine was named GSP Employee
of the Year for her award-winning work on the
Häagen-Dazs Loves Honey Bees and got milk?
campaigns, and for landing a portfolio of
Frito-Lay accounts. Her prize was a crown and
cape, along with a trip anywhere in the world
(her choices: Taiwan, Thailand and Maui) . The
following year, she was promoted to Deputy
Director to help manage and lead the
Communication Strategy department, which
has been MediaPost’s Media Department of the
Year for the last three years.
CRISTINE CHENDEPUTY HEAD OF
COMMUNICATION STRATEGY Derek started his career in direct marketing at
Ogilvy & Mather Direct in London as an account
planner. He was the first account planner in
London to move from a direct marketing agency
to the traditional advertising agency. He moved
from Ogilvy to Bartle Bogle Hegarty (BBH) ,
where he spent the next 13 years of his career
as the Agency’s Deputy Planning Director and
as the Managing Director. Under his leadership
the agency twice won Campaign magazine’s
Agency of the Year award, and grew its income
by 30%. This helped Derek to be featured
in Esquire magazine’s most influential men
under 40 (ahead of Sam Mendes the director,
no less) . Derek joined GSP in 2005 with a
remit to look at the agency with fresh eyes.
He has helped the agency position itself for
the future and has spent a good amount of
t ime restructuring it . He has also continued
his Agency of the Year winning streak (GSP
was Adweek’s Agency of the Year in 2007 and
2008 as wel l as Ad Age’s Digital Agency of
the Year in 2006 and Agency of the Year in
2007) . He works on Nintendo, Foster Farms,
NBA and SONIC, and has responsibi l i ty
for the agency’s strategic functions as wel l
as f inances. He l ives in a house in Tiburon
with his wife, Sarnia, his two daughters,
Mil l ie and Evie and a cat named Teddy.
DEREK ROBSONMANAGING PARTNER
CURRENT STATISTICS
ANHEUSER BUSCH (1995–2008): After being bought by InBev, the client went through a massive corporate structure change, which prompted us to look for other opportunities.
HD DVD (2007–2008): The project was only for one year.
NORTH AMERICAN COFFEE PARTNERSHIP (STARBUCKS/PEPSI) (2005–2007): We couldn’t f igure out how to fulf i l l the desires of two partners with very different tastes. It was better to part ways than to be a frustrated relationship counselor.
GE ECOMAGINATION (2008–2009): We remain in their stable of agencies. Judy Hu, general manager for corporate advertising and marketing communications, loves us and thinks we are indispensable.
HYUNDAI (2007–2009): They decided to take their business to an in-house-run advertising agency owned by none other than the chairman’s daughter.
ELIZABETH ARDEN (2003–2009): The client made their advertising an in-house project.
DENNY’S (2008–2010): We left after a new CEO was hired who suggested a very different plan from the one we thought was right.
QUAKER OATS (2008–2010): Again, the CEO was replaced, and a new day was mandated.
ACCOUNTTURNOVER
ENGAGEMENTS WON IN THE PAST
3 YEARS THAT ARE STILL CLIENTS
Frito-LayDropps Dickies Yahoo!AIDES
ChevroletAmerican Rivers
Reputation DefenderSONICBevMo!
Women’s Tennis Assc.Chanel
DIAMOND FOODS (2003–2010): The client acquired Kettle Chips, creating a confl ict with our Frito-Lay client, so Diamond moved the account.
EBAY (2009–2010): A change in upper management resulted in an agency review. We opted not to participate.
HP EB (1996–2010): This division of HP decided against advertising work. We sti l l retain the majority of the other divisions.
AMERICAN CENTURY INVESTMENTS (2008–2010): They decided that they didn’t want to spend money on advertising after all .
LIPTON (2009–2010): Lipton was realigned into DDB.
KAYAK (2009–2010): A close friend of the CMO opened a new agency, and he moved the business there. Kayak is continuing with the brand positioning and identity we gave them. It was an amicable parting, as they continue to serve as a reference for us.
PEPSICO (Propel/Sierra Mist) (2009–2011): GSP and PepsiCo agreed to a realignment of assignments, with GSP trading beverages for more work on PepsiCo Snacks, specifically Ruffles and all the Frito-Lay digital properties.
INTUIT (2010–2011): A change in management yielded a change in direction, and the client moved to a direct response model with another agency.
LOGITECH (2010–2011): The company changed direction, so advertising was no longer a primary focus for the year, and as a result their needs changed.
QUALIFICATIONS
GSP would be on almost anyone’s l ist of the top creative agencies in the country, most often at or near the top. We have won every major advert ising award, most of them many t imes over. GSP has won 23 Gold Eff ie awards (and many other Bronzes and Silvers) from the American Marketing Association. We have had more f inal ists in the Kelly Awards for magazine advert ising than any other agency in the country. We have won Emmys, Grand Prix at Cannes and numerous Agency of the Year awards from the CLIO Awards, Graphis, One Club, M&Ms and Campaign magazine. In fact, i t ’s safe to say that nearly every year we’ve been in existence, at least one trade outlet has named us the Agency of the Year.
We may be repeating ourselves from the company description earl ier in this RFI. Rest assured, however, you are in trusted (and respected) hands.
SPRINT Sprint is an example of how we delivered a coherent campaign for a number of different products in a notoriously
complicated and consumer-unfriendly category. It shows how a single idea can create fast turnaround for a client with
large work needs. And more importantly, it shows our abil ity to take a fragmented, multidivision corporation and rally
it around a single powerful idea expressed through an integrated campaign.
SPRINT, NOW NETWORK
By the time we started working
with Sprint in 2007, customers
were leaving in droves as a
result of a poorly orchestrated
merger with Nextel. By 2009
customer losses had peaked,
and the business started to
improve. Our task was to find an
optimistic way to unite the new
company around a single idea,
one that differentiated Sprint
from its much larger competitors.
Both AT&T and Verizon outspend
Sprint by 2:1, so we were easily
“out-shouted” when it came to
offering deals and minutes. But
what if we circumvented
“buckets ‘o’ minutes” entirely—
what if we capitalized on Sprint’s
high-speed network credentials
and focused on data? This
second route seemed to promise
greater profit—but how do you
sell “data” when the term doesn’t
mean much and is more readily
associated with geeks than
consumers?
The “Now Network” campaign dramatizes what is happening
right now on Sprint’s network and shows how people are
integrating data applications into their l ives.
Advertising:
By the close of 2010, the “Now Network” widget (we know,
“tech talk,” but it ’s all explained in the video case study)
garnered eight mil l ion site visits and 100 mill ion interactions
with the Flash widgets on the microsites. 37% percent of
consumers recognize the “Now Network” and l ink the tagline
to Sprint (by comparison, only 8% of consumers l ink t“It ’s the
Network” to Verizon, and 14% link “Rethink Possible”
to AT&T) (Sprint Brand Health Monitor, August 2010) .
Brand:
Between 2009 and 2010, Sprint saw a 7.5% increase in
recommendation—the largest gain of any of the major
wireless competitors—while l ikelihood to recommend
Sprint boosted by 12% (Reputation Institute, 2010 U.S.
Reputation Pulse Study) .
Business:
Since the launch of the “Now Network” campaign, Sprint has
seen a steady reduction in churn. In Q2 2010 we were
retaining and gaining almost as many post-paid customers as
Sprint had lost in their worst quarter since its merger with
Nextel in 2005.
For the case study video, please go to:
http://agency.goodbysilverstein.com/td_ameritrade/
casestudyvideos.php
THE PROBLEMWhat became the “Now Network”
campaign is based on two
simple ideas:
1) The new-media landscape
impacts how we build successful
campaigns. We need fully
integrated ideas that work as
well digitally as they do anywhere
else. Campaigns need to engage
and generate word of mouth
across mult ip le plat forms,
without the fundamentals of
the campaign changing as i t
“ jumps media.”
2) As social animals, we all
l ike to feel that we are part
of a bigger conversation. We
become interested in something
when we believe everyone else
is engaged in it . So rather than
explaining “data” to people (a
cold and clinical term at the best
of t imes) , we showed what was
possible on a wireless device
and selected emergent apps l ike
Twitter, Pandora and Zil low to
pique people’s interest.
THE INSIGHT THE SOLUTION
THE RESULTS
CHEVY You’re a financial-services brand, so why do we want to talk about carbon reduction at Chevy? If they’re lucky, brands
mature, with maturity comes the need to set new directions and new challenges so existing and potential new
customers can rethink who you are and what you do. Added to this, GM is a layered and sometimes complex
organization to work through, and the launch of something new required mutual patience and consensus building.
CHEVROLET, CARBON REDUCTION
The background to the init iative was simple, but at the time, painful. With low top-of-mind mention, low consideration and the overhang of the 2009
bankruptcy and federal bailout, Chevrolet needed to create momentum in a new direction in 2010.
We had a great story to tell:
an iconic American brand with
innovative products to discuss.
For example, the fuel-efficient
compact Cruze and the electric
extended-range Volt.
But even with new cars, we also
needed to get the brand back
into the cultural conversation
and convince people to take
a fresh look at Chevrolet. And
despite many years of reducing
their own carbon footprint and
bringing innovations to market,
Chevrolet was not perceived to
be an environmental leader. Old
perceptions sti l l l ingered. We
needed to do something big,
concrete and unexpected to shift
these perceptions.
The diff iculty was in communicating
the idea. Carbon-offset programs
are complex and very diff icult to
explain to consumers. So we
needed to find a compell ing way to
get people’s attention emotionally,
with a blitz across all GM TV
properties in a concentrated
timeframe and then by encouraging
people to find out more online. We
had to get the language right so
people could see the program for
what it was: big, thought-through
and sincere, but only a start in the
right direction rather than “the
solution” to a far bigger problem.
This was meticulously honed by
conducting iterative research
throughout the creative process.
The program had to strike all the
right chords.
We launched the program in November 2010 with online
that drove to a carbon-reduction microsite, launch
television spots and full-page ads in major newspapers.
It was a media blitz, but it was also an idea that caught
the public’s attention. In addition to widespread positive
media and blogger coverage, consumers who saw the
launch communication about the carbon-reduction program
viewed Chevrolet in a very different l ight. Exposure to
the campaign meant that the number of consumers who
viewed Chevrolet as an environmental leader increased
from 27% to a previously unheard and unthought of 72%.
It also guaranteed that more people were now wil l ing to put
Chevrolet in the consideration set for new vehicles.
With the carbon-reduction launch, we arrested attention,
gave people an opportunity to take a fresh look at
Chevrolet, and also gave non-considerers another reason
to think again about an institution that they had bypassed
or even stopped thinking about altogether.
For the case study video, please go to:
http://agency.goodbysilverstein.com/td_ameritrade/
casestudyvideos.php
THE BACKGROUND
THE INSIGHT THE SOLUTION THE RESULTS
THANK YOU