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November 2007

November 30, 2007

EVEL KNIEVEL DIED TODAY, AGE 69

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Legendary icon Evel Knievel died today.

In my youth, Evel Knievel was the red-white-and-blue-spangled motorcycle daredevil whose jumps over buses, live sharks and Idaho's Snake River Canyon made him an international icon in the 1970s.

When I was a kid, Evel Knievel was one of my heros. And I remember more than a dozen jumps on my bike off the home-made ramps my sister Anna made. A few broken bones and several busted tires later, we were the home street icons.

We will miss him.

Yahoo confirmed Knievel's death. He had been in failing health for years, suffering from diabetes and pulmonary fibrosis, an incurable condition that scarred his lungs.

Knievel had undergone a liver transplant in 1999 after nearly dying of hepatitis C, likely contracted through a blood transfusion after one of his bone-shattering spills.

Longtime friend and promoter Billy Rundel said Knievel had trouble breathing at his Florida condominium and died before an ambulance could get him to a hospital.

"It's been coming for years, but you just don't expect it. Superman just doesn't die, right?" Rundel said.

Immortalized in the Washington's Smithsonian Institution as "America's Legendary Daredevil," Knievel was best known for a failed 1974 attempt to jump Snake River Canyon on a rocket-powered cycle and a spectacular crash at Caesar's Palace in Las Vegas. He suffered nearly 40 broken bones before he retired in 1980.

Although he dropped off the pop culture radar in the '80s, Knievel always had fans and enjoyed a resurgence in popularity in recent years. In later years, he still made a good living selling his autographs and endorsing products. Thousands came to Butte, Montana, every year as his legend was celebrated during the "Evel Knievel Days" festival.

"They started out watching me bust my ass, and I became part of their lives," Knievel once said. "People wanted to associate with a winner, not a loser. They wanted to associate with someone who kept trying to be a winner."

His death came just two days after it was announced that he and rapper Kanye West had settled a federal lawsuit over the use of Knievel's trademarked image in a popular West music video.

For the tall, thin daredevil, the limelight was always comfortable. To Knievel, there always were mountains to climb, feats to conquer.

"No king or prince has lived a better life," he said in a May 2006 interview with The Associated Press. "You're looking at a guy who's really done it all. And there are things I wish I had done better, not only for me but for the ones I loved."

He had a knack for outrageous stories: "Made $60 million, spent 61. . . . Lost $250,000 at blackjack once. . . . Had $3 million in the bank, though."

He began his daredevil career in 1965, when he formed a troupe called Evel Knievel's Motorcycle Daredevils, a touring show in which he performed stunts such as riding through fire walls, jumping over live rattlesnakes and mountain lions and being towed at 200 mph (321 km/h) behind dragster race cars.

In 1966 he began touring alone, barnstorming the U.S. West and doing everything from driving the trucks, erecting the ramps and promoting the shows. In the beginning he charged $500 for a jump over two cars parked between ramps.

He steadily increased the length of the jumps until, on New Year's Day 1968, he was nearly killed when he jumped 151 feet (46 metres) across the fountains in front of Caesar's Palace. He cleared the fountains, but the crash landing put him in the hospital in a coma for a month.

His son, Robbie, successfully completed the same jump in April 1989.

In the years after the Caesar's crash, the fee for Evel's performances increased to $1 million for his jump over 13 buses at Wembley Stadium in London - the crash landing broke his pelvis - to more than $6 million for the Sept. 8, 1974, attempt to clear the Snake River Canyon in Idaho in a rocket-powered "Skycycle." The money came from ticket sales, paid sponsors and ABC's "Wide World of Sports."

The parachute malfunctioned and deployed after takeoff. Strong winds blew the cycle into the canyon, landing him close to the swirling river below.

On Oct. 25, 1975, he jumped 14 Greyhound buses at Kings Island in Ohio.

Knievel decided to retire after a jump in the winter of 1976 in which he was again seriously injured. He suffered a concussion and broke both arms in an attempt to jump a tank full of live sharks in the Chicago Amphitheater. He continued to do smaller exhibitions around the country with his son, Robbie.

Many of his records have been broken by daredevil motorcyclist Bubba Blackwell.

Knievel also dabbled in movies and TV, starring as himself in "Viva Knievel" and with Lindsay Wagner in an episode of the 1980s TV series "Bionic Woman." George Hamilton and Sam Elliott each played Knievel in movies about his life.

Evel Knievel toys accounted for more than $300 million in sales for Ideal and other companies in the 1970s and '80s.

Born Robert Craig Knievel in the copper mining town of Butte on Oct. 17, 1938, Knievel was raised by his grandparents. He traced his career choice back to the time he saw Joey Chitwood's Auto Daredevil Show at age 8.

Knievel worked in the Montana copper mines, served in the Army, ran his own hunting guide service, sold insurance and ran Honda motorcycle dealerships. As a motorcycle dealer, he drummed up business by offering $100 off the price of a motorcycle to customers who could beat him at arm wrestling.

At various times and in different interviews, Knievel claimed to have been a swindler, a card thief, a safe cracker, a holdup man.

Evel Knievel married hometown girlfriend, Linda Joan Bork, in 1959. They separated in the early 1990s. They had four children, Kelly, Robbie, Tracey and Alicia. Robbie Knievel followed in his father's footsteps as a daredevil.

Knievel had 10 grandchildren and a great-grandchild.

Knievel lived with his longtime partner, Krystal Kennedy-Knievel. They married in 1999 and divorced a few years later but remained together.

November 26, 2007

FOOD AS SOAP, FOOD FOR SINGLES AND HENRY MILLER

Today's Media and marketing section in the New York Times features a lovely little story worth the read.

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Ruminations on Food as Soap, Food for Singles and Henry Miller

By STUART ELLIOTT
Published: November 26, 2007

IT is time again to ask 20 questions about advertising, marketing, media and popular culture.
Skip to next paragraph

Is a social-networking Web site a perfect place for Singles?

As strange as it is for brewers and distillers to sponsor auto racing, how much stranger is it that representatives of the Coors Light brand sold by Molson Coors gave away keychains with can and bottle openers, decorated with Coors Light Racing logos, in a bar?

How many consumers will be tempted to buy the Vanilla Honey variety of Dial Yogurt Nourishing Hand Wash, sold by the Dial Corporation division of the Henkel Group, and taste it?

Doesn’t it spoil the point of offering consumers a chance to be featured in an ad, as Unilever and Ogilvy & Mather recently did for the Dove line of hair-care products, when the winners are identified as “Laura K.,” “Sara H.” and “Vicki H.”?

How embarrassed were executives at Hennessy Cognac and their agency, Berlin Cameron United, when they discovered that “The Lost Weekend” — the title of a 90-second commercial on a special Web site (flauntyourtaste.com) — is also the title of a book and a movie about an alcoholic writer who goes on a harrowing two-day bender?

Did Kraft Foods and its agency, Nitro, decide to use a popular social-networking Web site for a new campaign for cheese slices because MySpace is a perfect place for Singles to meet?

If American professional football comes to Toronto, as the commissioner of the Canadian Football League, Mark Cohon, predicted last week, will the new team play in the newly renamed Transnational Football League?

Will computer users who send one another e-mail about a humorous campaign from StrawberryFrog for Foster’s beer, which carries the theme “Be enormous,” find their messages getting labeled as spam?

Did the executives who named Mary Engelbreit’s Home Companion, published by the Belvoir Media Group, remember a vintage magazine called Woman’s Home Companion?

Is it right for “United 93” — the 2006 film about the plane hijacked on 9/11 that crashed in Pennsylvania — to be shown on the ThrillerMax cable movie channel?

Will the popularity of campaigns from advertisers like AT&T, Eurostar and Riverbed Technology that offer mash-ups of the names of cities and landmarks — among them, New Sanfrakota, EiffelBen and Mumboston — lead critics to describe such ads as obnoyingorable?

Will people who receive Citgo gift cards, which are being promoted in a holiday campaign, be miffed at getting so practical a present or thrilled by the generosity given the cost of gasoline?

Speaking of holiday presents, what does it say about adults who shop at stores like KB Toys and buy the children in their lives the WWE Ruthless Aggression or WWE Pay Per View lines of action figures, complete with “battling accessories”?

As desperate as newspapers are for advertising revenue, did they really need to carry a recent Sunday insert with an ad from a company called Direct Source for a plush teddy bear that “breaks wind” and carries a vulgar name?

Now that the rapper Common will appear in advertising for the Lincoln Navigator luxury sport utility vehicle sold by Ford Motor, will he be asked to rename himself Scarce?

Was it a coincidence that a page in an advertising circular for the Target chain, which had “low prices on Halloween candy,” also promoted a sale on Crest, Colgate and Aquafresh?

What would the former Yankee Gary Sheffield, who in an interview described Derek Jeter, the product of a mixed-race marriage, as someone who “ain’t all the way black,” make of a new fragrance from Avon called Derek Jeter Driven Black?

How many readers were surprised to see an ad for the Chevrolet Tahoe sport utility sold by General Motors that featured a quotation (“The real leader has no need to lead — he is content to point the way”) from Henry Miller, the author of the sexually explicit novels “Tropic of Cancer” and “Tropic of Capricorn”?

And how many of those readers were reminded by that quotation of a famous ad, called “The Penalty of Leadership,” for another General Motors brand, Cadillac?

With the closing last week of brightspot.tv, which paid consumers to watch ads online, will visitors to the Web site be redirected to darkspot.tv?

Will the picketing stagehands and the picketing scriptwriters who are sharing the sidewalks of Midtown Manhattan tell a pedestrian advertising columnist — er, an advertising columnist who is walking by — that he asks a lot of questions for someone from Brooklyn?

November 23, 2007

HOW TO START AN AD AGENCY - STRAWBERRYFROG AT NINE/THREE/ONE

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In 2008, StrawberryFrog will be three years in New York and nine years old as a brand, and one year old in Brazil.

Time flies like the wind. Fruit flies like bananas.
--Groucho Marx (1890-1977).

In 1999, I started planning for a new kind of agency. Karin and I moved to Amsterdam to set it up. That was almost nine years ago.

We were crazy. We wore pink glasses. We had lofty goals and a HUGE idea. We also had a lot of energy (note: must have when you want to start an ad agency). We were fortunate back then. We met some incredible people early on. Our founding client was the smart car. Back then it was owned 50% by Mr. Hayek - the maverick extraordinary Chairman of the Swatch Corporation - and 50% per cent owned by Daimler Chrysler. Every day was a new crazy day, with new possibility. The work was wonderfully fun. And for a small new agency, we had the financing to hire Dylan Ingham and Roy Antoine – an incredible and very funny Sr creative team from London’s Hal Henry Tango fame.

Very early on the partners were concerned that we would not have enough clout to go after the really big global clients that our business plan and ambition demanded that we went after. So, I called Uli. Uli was one of the most charismatic and intelligent and wise and charming and kind people I had ever met. He had founded TBWA (he is the W). I had met Uli Wiesendanger in Brazil years earlier. He had asked me to come to work at TBWA but it was not the right timing. We became lifelong friends. Uli agreed to become our Chairman. He also secretly became my mentor.

Then and there our small challenger pirate ship doubled in size. We won a slew of new clients, mostly medium quirky brands that wanted innovative communications. But then we got a call from Zurich. Credit Suisse Group wanted us Frogs, and our little agency with a BIG idea, to pitch for the global account against McCann, Fallon London and a few other big agencies. We won the account and this put us on the map. At least financially. Then, we used every penny of our money to hire great talent. Most of them were from London. ExBBHers who had had enough of the insanity of London and wanted the peace and irresponsibility of Amsterdam. These incredible people like Roisin helped grow the agency two-fold again.

New business came to Amsterdam. Lots of it. Clients just handed us their business, no pitch. I think part of this wave of new business was due to the fact that we were in Amsterdam, a city (back then) that was red hot in Europe for creativity and innovation. It didn’t hut having Widen & Kennedy next door. Back then they were the hottest agency in Europe. We got new business because we were in their shadow. We also hired some incredible Frogs from their staff, talent that wanted to help build a new agency.

Several HUGE clients asked us to pitch their accounts. UPG (we won). Volvo (we did not get it). Ray Ban (nope). Cap Gemini, the French Microsoft (we won). O’Neill sportswear (we won). Onitsuka Tiger Sneakers (we won). Sony Ericsson Europe (we won). And then our friends at Daimler came calling.

They wanted StrawberryFrog to pitch against BBDO Worldwide, Grey, Havas and a Japanese agency for the 42-country Mitsubishi Motors account. BBDO had had the strategic assignment before the pitch FOR A YEAR.

StrawberryFrog won, with help from Brian, Gavin, Roberta, Steve Diller and Shawn Preston and bunch of incredible talent. And we went about building the pirate ship even further. 25 new frogs joined our ranks to absorb the Euro 250M account. We built a hub and spoke model, enabling us to do all the strategic and creative work centrally, and then work with inventive partners in each country for implementation. The umbrella campaigns were all done out of SF, but with help from the local Frog brains. We didn’t need a huge network. We could do everything this massive client needed; we just did it differently and more efficiently than the huge conglomerate agencies.

The client made their first profit in 30 years and sold a ton of cars. We took the entire agency to Marrakech and then the following year to Iceland, and then the year after Istanbul.

From here the agency grew in Amsterdam to about 100 staffers. We were asked to pitch Heineken’s launch of Beertender, and we won this.

Then, we hired a wonderful fellow named Richard Monturo to be head of Strategy. That’s when things started to get really interesting. Very soon, we had a pitch-winning machine on our hands and the place was on fire. Richard and I worked together and won Heineken's global Champion’s League AOR from Widen and Kennedy.

As life would have it, I started getting a little itchy to do something more challenging. Our chairman, Uli suggested Karin and I move to New York to start Frog there. We gave birth to our second son and went for it.

We moved to NYC with two little boys, a dog and brought Heather Fullerton over for the crazy ride. We found a small office in the Meat Packing district. We won an innovative chunk of Pfizer and we kick started the office.

We hired Belinda (still a proud Frog) Jessica and Tracey Lee (now a planner at BBH). We also brought over an Australian Andy McKeon, a Sr creative who, together with Shawn Preston, Tuesday Poliak and Corinna Falusi, had led Mitsubishi creative campaigns out of Amsterdam.

Our Heineken client needed a lot of work for their global brand, and part of our team in NYC worked on Heineken from the start.

Mostly, however, it was pitching for new business. As with all the agencies in the world, some people work out in some situations and sometimes they don’t. A start up office is unlike anything in this business. Heather, Tracey, Jessica, and Amy were absolutely incredible. Andy McKeon was talented, but didn’t work out.

As our first ECD in the New York Pond, we found someone who not only had the spirit and elite talent to be part of a new kind of agency, but someone who had the experience in running one of the country’s hottest creative departments. Kevin McKeon, was the ECD of BBH New York and the partner with Cindy Gallop. For over three years they had built BBH into the agency it is today. He launched Axe, Virgin Airways, led famous campaigns for Levis and was itching to be part of something new, an owner in a convergence agency that wanted to make a difference. He also is an incredibly nice person. In 2005, it was the perfect match (and remains so today).

(I’m going to bed…more coming soon…)

November 21, 2007

CONVERGENCE 2007 - THE FUTURE OF ADVERTISING, COMMUNICATIONS, MEDIA

This annual event will take place Monday, December 3, 2007, 8:30 a.m. - 6:00 p.m at the Graduate Center/CUNY 365 Fifth Avenue, New York. Tickets: mfeola@bdionline.com

Speakers include:

Robert Aitken
Broadcast Product Manager, AP Online Video

Daryl Battaglia
Vice President, Nielsen Tracking Services

Stephen Berkov
Director, Brand Innovation
Audi of America Inc.

Jack Berkowitz
Senior Vice President, ALM Media

Karen Bloom
Principal, Bloom, Gross & Associates, Inc.

Michael Clemente
Senior Executive Producer, ABC News Now and ABCNEWS.com

Paul Dunay
Director Marketing, BearingPoint & Author, Buzz Marketing for Technology

Bart Feder
Chairman, The FeedRoom

Sam Erucar
Director, Strategic Planning, IAC

Rich Gagnon
Chief Media Officer, DraftFCB

Adrienne Garland
Vice President Marketing, PR Newswire Association LLC

Mindy Gikas
Managing Director, Human Resources, Ogilvy Public Relations Worldwide

Scott Goodson
Founder, CEO & Chief Creative Officer, StrawberryFrog

Dan Greenfield
Media Consultant and Former Vice President, Corporate Communications, EarthLink

James Gregory
CEO, Corebrand

Monica Hand
Public Affairs & Communications, United States Postal Service

Dena Helf
Executive Producer, Video, Vault.com Inc.

John Kaponi
Managing Director, Infocis Press Monitoring

Meg Kinney
Executive Vice President, Strategic Planning, Integer/TBWA

Jessica Luterman
Managing Director, DeSilva and Phillips

Claudia Malley
Publisher, National Geographic Magazine

Russell Meyer
Chief Strategy Officer, San Francisco, Landor

Dori Molitor
CEO, Womanwise

Christine Nevin
Director, Business & Media Relations, ConEdison Solutions

Stacey Prenner
Talent Management Director, DDB

Steven Schwartz
Chief Operatiing Officer, The NewsMarket

Doug Simon
President and CEO, D S Simon Productions Inc.

Hank Stewart
VP, Strategic Messaging, Green Team

Gus Warren
Vice President of Strategic Partnerships, Spot Runner, Inc.

Alyssa Waxenberg
Senior Director, Interactive Marketing, Westin Hotels & Resorts and ELEMENT Hotels

CHANGING THE PRESENT

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How You Can Make the World a Better Place, One Gift at a Time

ChangingThePresent.org is a virtual space that is out to change the world we live in. Big ambition, an even bigger idea awaits your cursor on their site. They offer you the power to make a difference, by making donation gifts to help change the world, in exactly the way you want. For instance: for just a few dollars, you can provide a child with her first book; fund an hour of cancer research; protect an acre of the rainforest; or restore a blind person's sight with cataract surgery.

You can share these gifts with your friends and family, or use them for your own nonprofit giving. CTP provides a full range of inspiring gifts from hundreds of leading nonprofits, so you're sure to find something that moves you.

ChangingThePresent.org benefits from the expertise and support of a world-class Board of Advisors, including Nobel Peace Prize Laureate Jody Williams and the heads of more than 125 nonprofits, including Teach for America, Lance Armstrong Foundation, Sierra Club, and Sesame Workshop.

ChangingThePresent.org already features thousands of donation gift items from hundreds of leading nonprofits, and the list is growing daily. You can browse for nonprofits with featured gifts or search by name to find any of half a million nonprofits.

Donation gifts are also a wonderful way to honor friends and family for their birthdays, weddings and holidays. (After all, how many of us really want another pair of fuzzy slippers?) Wish lists and registries make it easy to find the perfect gift, which you can share with a personalized greeting card.

Imagine, for one delicious moment, how much good we could do by capturing for nonprofits even a little bit of the $250 billion that (just Americans) spend each year buying presents for one another. As this site catches on, it will become the standard way many of us will show how much we care. If you're here now, you're at the front of the pack.

Every day, thousands and thousands of facebook™ members spend real money sending $1 virtual gifts to one another: a picture of a balloon, a coffee cup, or whatever. It’s a nice way to show your love. CTP offers an exciting new alternative: you can show your love and make the world a better place. $1 gifts from ChangingThePresent on facebook™ are actually donations, and the pictures your friends receive show what you did in their names to make a difference.

November 19, 2007

WHAT'S BEEN HOT IN 2007

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I've been writing this blog for about a year now. I'm pleased to say that it has been a very successful experiment. More than 20,000 people from literally every continent on the planet have plugged into this blog over the past 12 months. I've been writing about marketing, advertising, culture. The biggest story of all time, the one that continues to this day to bring on average 100-200 people into my blog was the piece I did on the world's coolest wallpaper. Almost 5,000 people clicked (and continue to click) into that story. (The second most widely read piece was the speech for the 2007 Future Marketing Summit in New York. And a close third was a bizarre piece I did about Brittany. Most of that traffic came in from Texas.

So what does this all prove? While I'm sitting here dreaming about the future of marketing, staring at the walls...wallpaper is pulling all the viewers. Guess that plays into a true Lennonism: Life is what happens to you while you're busy making other plans.

November 12, 2007

NEW GUINESS TV AD: $20 MILLION CONTROVERSY

Lyndon Morant asks in Brand republic today whether the new Guiness ad's alleged $20 Million production budget could have been better spent?

He writes:


"This week, Guiness revealed the most expensive ad in their 80-year history. I'm not sure how much this ad cost to make, but we can assume without fear of ridicule that it was "a lot". The question is - is it worth it? Could the money have been better spent? Bear in mind that on top of production, Guiness also took out press ads (I saw one in the London Paper I think) driving people to tune into ITV at 8pm to see the ad. I can't help but feel that spending more and more money producing better and better 90" ads is much like spending more and more money on the procurement of fossil fuels. All it does is delay the inevitable. Yes this ad will be more efficient as a communications platform (as far as TV ads go) than one that cost less to make, and is less compelling to watch. But what about the next ad? Will that have to cost even more? How much budget will be left for activation? Yes ads can be entertaining (I'm tired of hearing about Gorillas on drums, but I suppose it's a good example) but unless they're taken out of ad breaks, they are by definition 'interruptive' - there is no incentive to purchase, no engagement and no conversation (talking at someone at their level doesn't make for conversation, by the way). So - have a think... have a think about which brands talk with and which brands talk to and ask yourself which road you'd take if you were a brand manager. Monopolising an area that your competitors are pulling out of reminds me of the man who strode up and down the Titanic as it was sinking, singing "I'm the King of the World".

November 07, 2007

UNISYS UNLEARNS

This article is printed in the fall issue of The Hub Magazine:

The same old CRM is not good enough.

It seems that nearly every brand is drowning in its own beliefs about Customer Relationship Management (CRM). They all believe that only warmth drives purchase; that customers have to love the brand to use it; that the brand has to be highly visible among top management, even though they are a relatively small group of people.

All of that may be true. And yet, for all the CRM ideals about being close to customers, no one seems to be picking up on the real issue: How many of you reading this take the time to open a CRM message?

It also seems as if every manager in every consulting services organization has been reading the same research, and getting the same dismal result. They all know that business management -- CEOs, CIOs and CFOs -- are crazy busy, and getting through to them is impossible. They fly their own corporate jets, so they don’t even travel through airports where typically the advertising is designed to reach them.

That's exactly how we saw it when Unisys asked us to infuse their marketing with something more strategic and creative.

"We see the advantages of brand advertising," explains Ellyn Raftery, global chief marketing officer of Unisys. "But in today’s world, with the convergence of media, I wanted to surround our prospective customers with highly individualized content, in a highly personalized way, on a global scale."

Sounds like a job for … CRM. But a traditional CRM strategy was not the solution. Unisys knew it needed a campaign that played to its heritage, its organizational scale across markets, and made a virtue of being its customers' expert.

As Peter Doyle, the author of Value-Based Marketing, observed: “Increasingly, superior knowledge of how to solve the problems of customers is the key capability for competitive success. Value today comes from knowledge, not products.”

New Positioning

Working closely with the top marketing management of Unisys, StrawberryFrog developed an innovative CRM strategy that took "individualized" solutions to a totally new level.

We created a positioning which liberated Unisys from being a servile supplier of outsourcing products to that of an educating partner, guiding its customers through misconceptions into new, modern effective services.

To do that, we needed to change the way Unisys communicated its expertise to its customers. We didn't want them to sound like your "best friend" but we didn't want them to behave like a hard-edged teacher, either. We needed the right balance between inspiration and education.

We realized that those in the C-Suite are always thinking about their companies. Their fate both worries and excites them. They think about where it is going all the time, how it flows and how to get the most out of it. The role of Unisys is to support that dynamic.

With that in mind, we transformed a generic positioning of "outsourcing solutions" to a more provocative platform: Unlearn Outsourcing. It was an extremely liberating switch, and a whole lot more interesting.

The campaign took aim at inspiring corporations and government agencies to unlearn their misconceptions about outsourcing, to uncover their cost and growth benefits and to unleash their full business potential in today's hyper-competitive business world.

Unlearn Outsourcing focused on discovering a new, positive perspective for outsourcing with the ultimate goal of helping leading corporations use outsourcing services to capture growth opportunities.

For most corporations today, simply talking about expertise versus unlearning a major significant competitive advantage is an entirely different approach. It's not the usual arrogant, self-obsessed, and boring high-tech kind of message.

Unisys' expertise with outsourcing would be demonstrated not by talking about Unisys, but by talking about the specific situations in which the world’s top corporations and their leaders found themselves.

The message is all about business and cultural values -- again, not something done by competitors. The role for communications also was clear: The idea was to re-position Unisys as the outsourcing expert -- and the one partner that understands each customer's individual situation -- in a thought provoking and authoritative way.

Personalized Messaging

Our communications strategy was premised on the knowledge humans take a lot of pleasure in knowing that our efforts are making a difference. Businesspeople, who are more results-oriented than most, certainly are no exception.

In today’s world, the top business leaders -- the management of the world’s biggest organizations -- follow financial indicators. But there are certain things even financials can't tell you. Are you a great leader? Are people impressed? Are you succeeding? That kind of feedback usually comes from articles in magazines or interviews on television programs.

Our communication began by sending a personalized edition of The Economist to a select group of the world’s top management. Each company leader was featured on his or her own personalized cover of the magazine. It is accompanied by a headline on the magazine cover, explaining how that individual is spearheading change in his or her industry.

Inside each issue of the magazine was a personalized letter to each leader, including an invitation to visit a personalized, password-enabled website where a world-famous journalist presented a story about him or her -- and how his or her company would become smarter, better, more effective and more efficient working with Unisys.

There was also a virtual "Unlearn Center." Part mind-space, part metaphor, The Unlearn Center takes business leaders on a guided personalized tour in an imaginative and interactive online experience -- with no two experiences alike.

Because a public awareness of Unisys is important -- especially its core values -- the Unlearn campaign was also supported by major print and outdoor executions across the United States and globally in publications including The Economist, Business Week, Fortune, Forbes, CIO, and the Australian Financial Review.

Out-of-home advertising spanned the globe in New York City, Chicago, Indianapolis, Pittsburgh, Switzerland, and Australia. The campaign also included special events and unlearn workshops.

In addition to the personalized microsites, an online version of the campaign is available for the general audience by visiting the campaign website at securityunleashed.com/unlearn.

Overwhelming Response

Overall, the campaign achieved a 78 percent response rate versus the average Direct Mail rate of 2.61 percent (one recipient even visited his site 21 times!).

Qualitative research from the Unisys sales force indicated that the campaign provided a platform to initiate dialogue and sales leads: "This is very timely and exactly what we need to help us drive sales!" "The customers will fall off their chairs when they receive it!"

Comments from key potential clients also confirmed that the campaign helped cement Unisys’ position on short lists: “The portrait was fun and the materials you have sent me have certainly put you on the radar more firmly.”

How do you break through the wall of indifference surrounding the world’s busiest leaders to introduce them to a brand that has a lot to offer, but also has enormous competition from competitors that are spending millions trying to convince them of the same thing?

Unisys unlearned the answers to those questions by making its customers the stars of its campaign.

November 06, 2007

FEEDBACK

I've received a number of wonderful and inspiring emails based on my writings. Thank you. One of the best ones is from Yael who writes in response to my piece about the global soul.

"Brilliant and inspiring!! Congrats. Just to add to that, it is not just about “embracing globalization”, it is about addressing it with no haughtiness but with great honesty. Global success in marketing is indeed about daring, as long as one understands that human insights and sentiments are collective, in a sense, alongside the cultural differences. (How easily they forget that once they step into the corp. suit???)

MORE COOL WALLPAPER SPOTTED

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I have received more input on my wallpaper writings than on anything else, except Hurricane Noel. So, thanks to the Hidden Persuader, here is another oyster. "A Outra Face da Lua" is a really cool shop in Lisbon, which sells 2nd clothing and retro wallpaper :)


Here are few other cool sites...

How about wallpaper in braille? Check out DesignPublic. Outta sight. And then there is Twenty2 collective.

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