Tuesday, June 22, 2010

Maybe the best campaign ever?

This is what content is meant to be


This is the overview.


This is the final performance.


Want to demonstrate your product?

Want to really demonstrate your product?

Want to do some serious selling?

Want to build a fabulous brand?

Want to involve the world?

Want to create amazingly committed fans?

Want to create content that really fits who you are and what you are selling?

Do this.

Hire the legendary rocker Iggy Pop in Miami, Florida. Then, audition musicians to perform with him on a re-record of The Passenger. Well, OK? What’s smart about that?

Do it live over the internet.

With Iggy in Miami.

And the musicians in New Zealand.

That’s what Orcon, a broadband company in New Zealand, did recently under the leadership of a remarkable brand builder, Duncan Blair. He is Orcon’s Head of Brand and Communications. In private life, he is a drum and bass DJ known as phixx.

Kiwi musicians were recruited to audition on Facebook. Iggy reviewed the auditions in Miami and conducted the final performance via Skype, one laptop per musician.

Together, they just won a prestigious Gold Lion at Cannes.

This is probably the best idea ever created and produced online.

And given how rare great ideas really are, maybe you can delete the word 'online'.



Tuesday, June 1, 2010

Oil Editorial

The only time we take it seriously is when things go wrong

BP isn't hiding this. Video from the ocean floor

is available on the BP website through multiple
cameras

. Click here for live feed.



The world doesn’t have a “BP” problem.

The world has an enormous-oil-spill-growing-larger-by-the-day problem.

However.

As per usual, the U.S. media, in persistent attack-dog mode, is looking for smoking guns, bad decisions, news anywhere, practically anything that can make a hugely tragic situation even more hugely tragic, despite the efforts of people who are trying to fix the problem. Perhaps that’s what the press does.

Elected and appointed U.S. officials are vowing to “keep their boot on BP’s neck”, whatever that means, whatever it is designed to achieve, and whatever effect it is meant to have. Perhaps that’s the kind of thing elected and appointed officials say in an election year.

Other voices, including Lamar McKay, number one BP executive in the United States, have been doing everything they can to speak clearly and plainly throughout the catastrophe. Mr. McKay routinely says what he thinks and believes, and candidly shares his company’s perspective while explaining the engineering and scientific challenges that confront his operational teams.

Coast Guard Admiral Thad Allen, National Incident Commander, and Rear Admiral Mary Landry, Commandant of the New Orleans Coast Guard district, are equally plain spoken.

The intelligence, candor and demeanor of these officers, corporate and military, reminds us that crisis management takes multiple skills. You must manage the crisis. You must explain to the world what you are doing to solve the problem. And you must accept the noisak that comes from Washington and the media, yet deal with it equitably. This takes individuals who are informed, aware and concerned, who speak candidly and plainly, and who mean what they say.

Under enormous pressure from events on the ocean floor and from a world focused on this event, this is exactly what Mr. McKay and Admirals Allen and Landry are doing. Could you do it better?

Nevertheless, BP recently decided that we need to hear from corporate officers of an even higher order, notably group chief executive Tony Hayward, based in London, who is now in New Orleans and speaking to the media. His contribution today affirmed to us he is serious about resolving the issue in the Gulf – and we can absolutely believe it – he says, “because I want my life back.”

Well, most of us are more interested in the plume on the ocean floor and what Mr. McKay and his team are going to try next than we are about Mr. Hayward’s life and leisure.

Just another reminder that crisis teams must be chosen from people who can say the right things, at the right moment, and do the right things, whoever they are.

Drilling happens

Oh, and by the way, all of us drive cars. We use oil. We use petroleum products. Therefore, we need drilling. Let us replace oil with better, cleaner, safer fuel, as soon as possible, by any means possible, preferably sooner. But today, oil runs our life.

And the fact is, producing oil for our lives is an amazingly incident-free industry. Spills happen. Ships run aground. And it's bad. Yet it happens extraordinarily infrequently, given the number of producing wells around the world, the amount of oil they bring to the surface, and the tonnage that is shipped from one country to another around the globe.

In a similar way, the Cameron Iron Works blowout preventer is one of the world’s most successful pieces of heavy-duty engineering. There are thousands of these 400-ton devices in service in oil fields around the world. They rarely fail. So rarely, in fact, you could probably say they are fail-proof. Yet we give no credit for that. We just go ballistic when they fail us. We didn’t even know these inventions existed until an event like this happens.

As consumers, frankly, we have our heads in the sand about oil. We ignore the engineering activities (and the inherent risks involved) that make it possible for us to drive to the grocery store to buy bread, milk and baby food. Yet we are frightened of nuclear. We hate coal. We think solar makes houses look ugly. We are totally ignorant about energy and how most forms of energy are produced.

In fact, we are babies.

Take our cars away, we cry.

Ask us to support a new energy initiative, or support a new way to solve the energy problems, or move energy issues forward in a productively new way, our eyes glaze over.

We should grow up.

Maybe then we can face reality, get serious about energy, and address the manifold issues that shape our energy future – and the lives of our children and grandchildren – in a rational way.

That would be something to see.



Tuesday, May 25, 2010

Army is Strong

Very strong, and very motivating



This is an 'anthem' message, an umbrella idea that defines the U.S. Army officer recruiting program.


This is one of the strongest-connecting programs you are going to see in marketing in today's world, and it just happens to be in one of marketing's toughest categories.

Military recruiting in a time of war.

It's been around for a while, but you should catch up.

Army Strong is a powerful, motivating, uplifting campaign that not only reflects the values of the U.S. Army, but also sends an positive message to prospective recruits and their families and connects strongly with currently serving Army men and women and their families.

The officer recruiting message (above) is remarkable for a lot of reasons. It's about leadership and command, of course. It's about officer-ship. It's about what you, as an individual, could ultimately achieve as an officer in the Army.

But that achievement motivation is extraordinarily powerful. Motivations that drive men and women contemplating an officer's career -- the opportunity for personal growth, promotion, and career and command achievement -- are squarely and successfully addressed. There is can be no mistake about what this message is about.

The people who created this work -- and the people who ordered and approved it -- know what Army is about.

And the branding component, rapidly cutting through the insignia of Army rank, is also brilliantly conceived and executed. It's perfect motivation for a motivated officer candidate.

Very few campaigns in the private sector achieve this kind of power, this focus, and this effectiveness.

Kudos to the U.S. Army and their team.

Wednesday, April 7, 2010

Tiger redux

Earl brings Tiger back




Before Tiger, there was Earl, Tiger's father.

Earl was the originator, motivator, tee-er-upper, and driver.

Earl was the man who pulled the driver out of the bag and Tiger was the ball that flew down the fairway.

Now Earl is back, Tiger looks at us, and listens -- as we listen -- to thoughts from Earl, delivered with a questioning sincerity.

It's Nike advertising, of course.

But if this is Earl's real voice, or even just Earl's thoughts, it's powerful enough.

If any marketer had to re-think and rebuild, it's Tiger.

If any marketer had to personally participate in the rebuilding, it's Tiger.

He had to open private memories for this renewal to happen and make a very big emotional contribution.

Nike stepped to the edge. Tiger went with them. And Nike's creative team said, just look at the camera for us, Tiger. So he looked. The camera rolled. And Earl spoke.

How else would you re-enter the candidate? Could there be a better way? Would you have a better idea?

Tiger did more than could be expected.

Nike did well.

Monday, March 22, 2010

Moving Ford

Which is exactly what Ford is doing




Automakers continue to struggle.

Meanwhile, Ford continues to create contemporary messaging that taps into how people think and feel about their cars.

Ford continues their investment in the celebrated Drive One campaign, which actually is a breath of fresh air in a very boring, very predictable category, now into its third year.

Ford sales continue to grow.

And frankly, you can't imagine that a robust trend like this is going to reverse itself, not by a long shot, not anytime soon.

The moral, obviously, is run a healthy company. Build great cars. Innovate. Use technology to make cars great, safe, and fun.

Above all, know your customers, know how they think, and connect.

Then, make money.

Ford does it all, and does it exceptionally well.

Maybe Ford is the new Toyota.

Thursday, March 4, 2010

Wait a minute, I have a black box?

You do. It’s in your car.


Did you know there’s a system in your car, like an airliner’s black box, that captures critical data about your automobile, starting just a few seconds before your crash and continuing for a second or two after the airbags deploy?

You didn’t? Well, you do now. It’s called an EDR, electronic data recorder.

Depending on your car, it captures the speed you were traveling, the angle of your accelerator, your gear shift position, whether you were using your seat belt, even the angle of the driver’s seat. Some EDRs record data on brakes and the anti-lock braking system.

Toyota’s EDRs, for example, do all of that. And despite the gazillion cars it sells each year, until this week there has been only one U.S.-based laptop – one laptop in the entire country – capable of reading the data.

In other words, data from your Toyota crash is locked up in the EDR and Toyota’s laptop is the only key to getting it out.

In fact, until this week, according to the Associated Press, Toyota refused to allow access to the laptop and even the data, and only provided printouts, sometimes edited, when supoeonaed by a court.

Interestingly Ford, Chrysler and General Motors cars have EDRs, too. But they have open architecture that lets law enforcement officials – or anyone for the matter – recover the data in seconds. Nissan has something similar. But other car makers have other strategies. Honda, for example, also controls access to Honda crash data and their spokespeople say it’s only made available by court order.

The point here, tragically, is that Brand Toyota has just taken another hit.

This is absolutely is the worst case scenario for anyone managing a brand in a crisis.

If the only break in the crisis is one piece of bad news after another, that’s something no corporate television commercial can ever fix.

Toyota is still in critical condition.

Saturday, February 20, 2010

Tiger's apology (2)

Not apology, mea culpa

Yesterday, we watched – actually, all of us took part – in Tiger Woods’s counseling program.

Think about that.

If it’s true, it explains the absence of apology language in Tiger’s remarks. The event wasn’t about apologizing. After all, he made a profound apology in December last year.

It wasn't a press conference, either, which explains the absence of journalists.

Part of his counseling program, we believe Tiger had to admit his errors, confront them, accept them, and acknowledge the impact his behavior had on people who are important to him and who care about him. Except for his wife Elin, those people were in the room yesterday.

So why couldn’t he call his friends and associates individually, or invite them over to his home? A friend in alcohol recovery might call you and say the same things – which has happened to us. Yesterday, Stewart Cink, the PGA professional golfer, said that has also happened to him.

Sadly, a phone call doesn’t get the job done. Tiger is a celebrity as big as the planet. His confrontation and acceptance, inevitably, must be equal to his reality, which is not just enormous, but global.

Which explains the television cameras, the importance of major news coverage, and even the words Tiger used – and probably wrote himself.

All of which puts Tiger’s talk in a different perspective. Clearly, it needed to be as honest, sincere, and authentic as he could make it. It was about his life, his future – and literally, who he is.

In fact, when he said that Elin didn’t need an apology, but will be convinced by his behavior, he meant it.

And in his amazing talk, he included all of us in that statement.

Friday, February 19, 2010

Tiger's apology

Did it really happen?


The curious thing about Tiger Woods isn’t Tiger, frankly.

It’s all of us.

As golf fans and hero worshippers, we put Tiger on such a pedestal, and he dazzled us brilliantly for so long, that it’s very hard for us to deal with the fact that he is human and does what humans do. He lives his life. He tries to make things work. He runs into headwinds and events – like we all do – that slow us down, steer us off track, and sometimes hurl us into unyielding trees.

Today, Tiger took a step to made amends for what hurt his family and disappointed the people who are important to him.

“For all I have done, I am so sorry,” was Tiger’s headline on the 14-minute speech, delivered in a tightly controlled, closely managed event in the clubhouse at TPC Sawgrass in Ponte Vedra, Florida, championship home of the PGA Tour. That statement came midway through his remarks.

What is interesting about the proceedings is that only three journalists were invited to attend, but had no opportunity to ask questions.

What is interesting about the speech is that the only apology delivered was the parents of children who looked up to Tiger. Very deliberately, his language was about being sorry.

His wife, Elin, Tiger said, did not want a verbal apology. She will wait for his behavior to improve. For her, he told us, his improved behavior will be the best apology.

Nevertheless, in emphasizing that this nationally televised event was not a press conference, Tiger’s management team left dangerous questions dangling in the air.

If it wasn’t a press conference, what was it?

If no apology was offered to his fans, his business partners, and his colleagues on the PGA Tour, was an apology actually made?

“I am sorry” means what it says – I am sorry for what happened. It hurts me deeply. Well, we are sure that is exactly how Tiger feels. And, yes, sorry is an expression of regret. But “I am sorry” is definitively not the same as “I apologize.”

An apology means I am sorry for you, too, and I regret that.

Semantics? Possibly.

There was a lot of emotion in Tiger’s talk, which took courage for him to deliver. He did make an unequivocally powerful commitment to living a different kind of life.

But this was also a carefully scripted event.

Apology language, it seems to us, was carefully scripted out.

Wednesday, February 17, 2010

Toyota, moving forward?

What do you do?


We just checked.

It hasn’t changed.

It’s still being used.

The Toyota motto, amazingly, is ‘moving forward’.

Brand strategists notice these things.

Everyone on the planet, it seems, has noticed, too.

As in ‘moving forward’ scarily, as your Toyota or Lexus inexplicably accelerates?

As in ‘moving forward’ relentlessly, as you pump the brakes on your Prius, in vain?

As in ‘moving forward’ uncontrollably, while the power steering on your Corolla has different ideas about where you want to go?

Perhaps Toyota made a conscious decision to protect the slogan.

Perhaps it's been overlooked.

Perhaps it should have been quietly removed.

Wednesday, January 27, 2010

Now you have Toyota

A big challenge

Actually, it's right up there with Tiger Woods.

It's a very big issue.

Suddenly, the world knows your cars have a major risk factor -- which most people really don't understand, and you don't, either -- but you have to make decisions. None of them nice ones.

For consumers, the options are limited: drive your Toyota, or not drive your Toyota. Sell your Toyota, or not sell your Toyota (at a discount, presumably).

And if you are a Toyota dealer? Think about your inventory. Your obligations. Your debt. Your uncertainty about the models that have driven your growth.

As an automobile dealer, you don't expect or anticipate this.

As a consumer, the car you own is now a question mark.

Interestingly, virtually everyone who sees themselves as a brand expert talks about Starbucks, or Apple, or Harley Davidson.

We used to say, fine -- but what are you going to do about Chrysler?

Now the reasonable question is, what would you do about Toyota? Or Lexus, the luxury brand of Toyota?

There are four issues:

(1) Identify the issue (hopefully, your culture allows you to celebrate those who pinpoint the problem, rather than destroying them).

(2) Apologize (hopefully, your culture allows you to fix the problem, apologize, and then move on).

(3) Solve the problem (that's obvious).

(4) Celebrate the solution (respect your customers, provide incentives for them to buy new cars, and welcome journalists and others to your HQ, research lab, and testing facilities, so they learn what actually happened). Then, perhaps, they can tell the rest of the world about what you have done to make things right.

Major lesson: openness.

Major opportunity: making openness happen.

Action: acting now, not waiting.

Your future: building on positives.