The idea illustrates visually the intensity of flavors found in the new Bubble Chewing Gum brand. These flavors along with the chewing effect will relief any stress or pressure and transports the person into a relaxed tolerant one immersed only by its unique taste.
CREATIVE CREDITS:
Advertising Agency: Nabaroski Ad Store, Cairo, Egypt
Creative Director / Art Direction: Mohamed Nabarawy
Copywriter: Rania Gad
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The story of how the venerable Ford Motor Company managed to recover from the Great Recession of 2008 may be one of the greatest corporate turnarounds in U.S. history. And it demonstrates how great brands rebound from turbulent times. Not only did Ford recover, but it ended up thriving and achieving heights once thought impossible for an American carmaker.
A Different Way of Thinking About Brand
Alan Mulally, the former Boeing executive who was recruited by Bill Ford to save the company, has gotten most of the credit for pulling off the unlikely feat. There is no question that Mulally deserves every accolade he has received. The automotive industry, if not the whole country, should thank him for leading the restoration of a brand so iconic and a company so instrumental to American pride and competitiveness.
But the story of Ford’s recovery from its near-death experience is more than a lesson in leadership by one person. The truth is, the turnaround at Ford required wholesale changes in culture, strategy, operations, and execution, and involved a series of decisions that company executives made as a team. It was a transformation that, at its core, involved a different way of thinking about the company and its brand.
Ford’s turnaround makes for the ultimate case study of how great brands rebound. Great brands including Nike, Apple, and IBM have achieved their leadership positions by integrating their brand platform into every aspect of their business. Their brand aspirations and core brand foundations have undergirded their strategies, fueled their operations, and informed their tactics. This “brand-as-business” approach is the same methodology that great brands including Ford have used to survive some of the most destructive threats in business.
One Ford
Mulally introduced, and his team eventually embraced and executed on, the notion of “One Ford,” a single vision for the organization and its mission. In short, “One Ford” was about unifying the people, plans, operations, and products of Ford to restore the brand to automotive leadership. It involved putting the purpose, spirit, and values of the Ford brand at the center of the organization and executing with relentless commitment and laser-like focus on whatever it took to make Ford great again.
Mulally was inspired by a 1925 advertisement for Ford he found in the corporate archives. Entitled “Opening the Highways to All Mankind,” the Saturday Evening Post ad depicted a Norman Rockwellian scene of a young family atop a grassy hill overlooking a road filled with automobiles, the shadows of a Ford factory in the distance. It encapsulated the simple, yet utterly compelling, vision with which Henry Ford began Ford Motor Company: “I will build a car for the great multitude…it will be so low in price that no man making a good salary will be unable to own one — and enjoy with his family the blessing of hours of pleasure in God’s great open spaces.”
Credit: Ford Media
Mulally understood that, at its core, Ford stood for cars with value for the masses; the company just needed to once again deliver on that brand promise. Every decision he and his team made from then on was put through that brand filter. Mulally once explained the decision to sell the company’s luxury brands, including Aston Martin, Land Rover, Jaguar, and Volvo, saying, “It was a question of ‘What did Ford stand for?’ What do people think when they see Ford’s blue oval? Do they think of us as a house of brands, or do they understand that they are going to get a complete family of best-in-class vehicles that are also affordable?”
The Core Brand Values and Brand Essence of Ford
Ford’s successful recovery was actually a return to the company’s founding values and the core essence of the Ford brand. Mulally and his team recognized that the company had deviated far from what was most valuable and different about Ford, and they set a new commitment to that core. Using the original Ford brand vision as its guide, company leaders developed and then executed with steadfast perseverance a plan that turned in quarter-after-quarter of profits at a time when almost every other organization was still reeling from the worst economic crisis since the Great Depression. That original brand vision then laid the foundation for continued profitable growth.
Imagine how the history books would differ had the Ford Motor Company never lost its commitment to the core of its brand. Henry Ford certainly had laid the foundation for a brand-driven approach with his vision for the way Ford would change the way his organization worked, the way the business would succeed, and the way people would live. But over time, those values got lost in the internal push for growth and the external pressure from competition. Of course, the company could not have avoided the disruptive forces of the Great Recession, but if it had kept Henry Ford’s brand vision as its central organizing and operating idea, recovery might have been easier, faster, or both.
Great Brands Rebound with Brand As Business
When an organization has suffered a blow or experienced a major setback, the “brand as business” approach provides the power, clarity, and focus it needs to recover. Turnaround leaders use their brand as the engine, fuel, and compass to right the ship. But great brands don’t wait until they’re under duress to adopt the brand-as-business management approach. Great brands live out brand as business to sail ahead when business is thriving, to buttress their efforts when under duress, and to bounce back after suffering a setback.
related:
Inspired to Fail
Brands To Watch in 2017
Onward by Starbucks CEO Howard Schultz
The post how great brands rebound: ford’s remarkable turnaround was driven by the brand as business management approach appeared first on Denise Lee Yohn.
As Simon Sinek has observed, people intuitively deal with what they know before they deal with the things they don’t know or feel less comfortable dealing with. The easiest question, and the place most people start is “what?” They deal first with the symptoms they can see and quantify. And often they address them with a “how” that is equally familiar – the methodology they always use.
But while a particular problem may have set off the trip-wire, in reality that problem is probably a symptom of what’s really happened rather than the real cause.
It’s the prompt.
And just having a way to address that problem does not guarantee any quality of answer. It simply provides a process for everyone to map to.
Do you know the story of Abraham Wald? His reasoning shows why what you think you see can be so misleading. The mathematician was called in to determine how to make bombers safer during the Second World War. Everyone agreed they needed more armor. But where? Armor is heavy. If you put it everywhere, the bombers would never get off the ground. The answer seemed obvious. Put the armor where the planes were being shot the most. So Wald went to work and sketched all the places where bombers returning from their runs were most shot up.
But then, in his analysis of the situation, Wald turned everything on its head. The areas of most apparent damage were not the problem, he concluded, because they appeared on planes that made it back. The real areas of vulnerability on a bomber were those areas that weren’t marked – because planes shot there were the ones that never made it home.
Wald’s wonderful insight was to resist the temptation to ask, “what am I looking at?” and to ask instead “why can I see this?” Which leads us to this timely marketing point; when grappling with marketing issues don’t veer towards what you understand. What you need to do is set a course for what truly isn’t making sense.
Overcoming brand challenges is hard as is navigating change, but it’s certainly easier with the help of others. In early May, 50 marketers will converge at marketing’s only problem solving event to take on the obstacles of now and prepare for what’s next.
The Blake Project and Branding Strategy Insider have designed a uniquely powerful experience for brand leadership in the age of disruption. We call it The Un-Conference: 360 Degrees of Brand Strategy for a Changing World.
It’s unlike any other branding or marketing conference you’ve attended before:
No Attendees. Only Participants.
The best pathway for learning is through participation, not observation. The Un-Conference: 360 Degrees of Brand Strategy for a Changing World will challenge your thinking about brands and brand management. To do that, we’ll put you on a team of 10 and offer you opportunities to compete and learn alongside other marketers in a unique environment. The challenges you’ll tackle are based on and influenced by the actual issues that you and other participants are facing.
In May of 2017, our 5th event, we are focused on: Disruptive Marketing Trends, Building Emotional Connections, Encoding Brands In The Mind, Brand Storytelling, Brand Leadership, Digital Strategy, Customer Experience, B2B Brand Strategy and more.
It all takes place at The London Hotel in West Hollywood, California May 1 – 3, 2017.
Our schedule…
Monday, May 1st – Kickoff Mixer: 7- 9pm at The London Hotel Rooftop Pool
Tuesday, May 2nd – Day 1: 8am – 5pm, at The London Hotel / 6:30pm – ? Team building event and dinner
Wednesday, May 3rd – Day 2: 8am – 5pm, at The London Hotel
Who Should Participate?
We have reserved these two days (and a kickoff mixer on the evening of the 1st) for 50 senior B2C and B2B marketers who see professional growth as a mandate for success and who seek a learning experience superior to last century’s format of marketing conferences:
-Marketing oriented leaders
-Marketing professionals (brand managers, product managers, directors, vice presidents, CMO’s, brand strategists etc.)
-Advertising agency professionals (account executives, planners, creatives, agency heads)
-Marketers facing brand strategy issues
-Marketers seeking a competitive advantage
-Professionals in charge of brand building, brand management, human resources
-Professional brand consultants, digital consultants and researchers
-Marketers who prefer participation over observation
-Marketers who don’t believe that last century’s format of marketing conferences advances them as leaders.
Every year a wide range of marketing oriented leaders and professionals from around the world join us representing startups, emerging, regional, national and global brands. Past participants include AAA, Bayer, Bloomberg, Humana, Land O’ Lakes, Liberty Mutual, Pilot/Flying J, RJ Reynolds, TD Ameritrade, GlaxoSmithKlein, Wounded Warrior Project, Monsanto, Ogilvy, Kawasaki, GE and many more.
Only 50 marketers can participate. To secure a spot for you or your group at The Un-Conference: 360 Degrees of Brand Strategy for a Changing World call me directly in Los Angeles at 813-842-2260. Or simply email me.
Special pricing for MENG / Marketing Executives Group and American Marketing Association Members.
I do hope you can join us.
Sincerely,
Derrick Daye for The Un-Conference, Branding Strategy Insider and The Blake Project
When you’re feeling strong it’s hard to hold it in just ask Steph Curry as he wiggles it in the latest Muscle Milk commercial created by Mekanism. The ad also features a remake of the song “Wiggle It” by 2 In A Room.
CREATIVE CREDITS:
Advertising Agency: Mekanism, USA
Founder / Executive Creative Director: Tommy Means
Director of Creative: Tom Lyons
Associate Creative Director: Joe Beutel
Art Director: Sean Grimes
Managing Director: Michael Zlatoper
Director of Brand Management: Anna Boyarsky
Brand Director: Luke Welch
Brand Manager: Sarah Holden
Head of Planning, West: Jeremy Daly
Head of Production: Kati Haberstock
Director of Production Operations: Frank Lewis
Senior Producer: Jess Murray
Producer: Megan Ubovich
Production Company: Hungry Man
Director: Dave Laden
Director of Photography: Jamie Ramsay
Executive Producer: Caleb Dewart
Line Producer: Ahnee Boyce
Editorial: No6
Editor: Lucas Spaulding
Asst Editor: Brian Meagher
Producer: Yole Barra
Finish / Color / Graphics: The Mill
Creative Director: Jay Bandlish
Head of 2D: Randy McEntee
Color: Greg Reese
Executive Producer: Krystina Wilson
Music: Travis & Maude
Creative Director: David Wittman
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By Gary Larkin In the first month of the new Administration, companies are facing a risk they didn’t expect: being the subject of one of President Trump’s tweets. While Trump is not the first Commander-in-Chief to use social media to reach constituents, the President is most definitely the first to make many CEOs and boards […]
Ultimately, all memories include some combination of sensory elements, contextual details, cognitive processes involved when that memory was formed, abstract concepts, and meaning. To make the search for memories easier in the mind, appealing to emotion ensures retrieval because of an additional marker in memory. When we look at the combination of these elements, they provide the formula for memorable brand storytelling. To create the greatest impact in your brand story remember these ten keys:
1. Memorable brand stories contain the following components: perceptive (sensory impressions in context and action across a timeline), cognitive (facts, abstract concepts, and meaning), and an effective (emotion).
2. Something is concrete if we can perceive it with our senses. If we can’t perceive it with our senses, we are talking about an idea or a concept, which is abstract. Balance both in your communication and, to avoid habituation, break the pattern an audience learns to expect.
3. While abstract and concrete are opposites, generic and specific are subsets of each other, with generic being a large group and specific representing an individual item within that group. Zoom in on specific details based on your audience’s level of expertise (advanced audiences can handle abstracts better).
4. Text and graphics have the potential to be equals in memory. Make pictures easy to label and text easy to picture.
5. Pair abstract words with concrete pictures to ensure that your audience extracts a uniform meaning from your message.
6. Use visual metaphors to explain abstract concepts. Steer away from clichéd metaphors by either giving an old metaphor a fresh meaning or using unexpected metaphors.
7. Wrap abstract words in concrete contexts. Repeat information in the same context for verbatim memory. Vary the context for gist memory.
8. Appeal to the senses to activate multiple parts of the brain and create more memory traces. The more personal experiences you share, the more opportunities to include sensory details.
9. Avoid clichéd images. Instead, use vivid images to evoke tension, mystery, wabi-sabi, or nostalgia.
10. Use strong emotions by showing an audience how to:
Contributed to Branding Strategy Insider by: Carmen Simon, PhD, co-founder of Rexi Media and the author of Impossible to Ignore: Creating Memorable Content to Influence Decisions. Shared with the permission of McGraw-Hill Professional.
Build A More Valuable Future For Your Brand. Join us in Hollywood, California for Brand Leadership in the Age of Disruption, our 5th annual competitive-learning event designed around brand strategy.
The Blake Project Can Help: The Strategic Brand Storytelling Workshop
Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Licensing and Brand Education
FREE Publications And Resources For Marketers
During this session, Steven Wales, Chief Revenue Officer – Decideware, drew from the most recent news and his own experience working with some of the largest advertisers in the world, to share three practical steps that advertisers can take to gain control of their production spend. The result? An opportunity for advertisers to gain the much needed “transparency” that everyone is seeking.
*reSET is the only Connecticut organization to receive the U.S. Small Business Administration for the Growth Accelerator Competition Award, announced by President Obama on August 4th, 2015.
