1. WOLFF OLINS
ON
GROWTH

2. WE ARE AT THE
THRESHOLD OF
UNBELIEVABLY
EXCITING TIMES

3. THE CONDITIONS FOR
GROWTH HAVE CHANGED
EVERYONE IS TALKING ABOUT
OPTIMIZING FOR A LOW-GROWTH
FUTURE
BUT LASER-LIKE FOCUS ON
OPTIMIZATION HAS ITS LIMITS,
AND LEADS TO PARITY
THE OPPORTUNITY TODAY IS TO
USE YOUR BRAND TO DRIVE
GROWTH, TO INSPIRE INNOVATION
AND TO CAPTURE NEW MARKETS

4. THE OLD WAYS
AREN’’T WORKING
© Wolff Olins

5. ADVERTISING ISN’’T WORKING
IN A HYPER-TRANSPARENT WORLD ENABLED BY DIGITAL SOCIAL
TECHNOLOGIES, CONSUMERS DON’’T TRUST THE PROMISES BEING MADE
BY CORPORATIONS, RELYING INSTEAD ON THE VIEWS, NOT JUST OF THEIR
FRIENDS, BUT OFTEN OF COMPLETE STRANGERS.
THIS NEW REALITY OF TRANSPARENCY COMBINED WITH UNPRECEDENTED
FRAGMENTATION OF MEDIA CHALLENGES ANYONE LOOKING FOR
ADVERTISING TO DRIVE GROWTH.
© Wolff Olins

6. PRODUCT DEVELOPMENT ISN’’T WORKING
THE RECORD FOR NEW PRODUCT AND SERVICE INTRODUCTION STILL SITS
STUBBORNLY AT A 75% FAILURE RATE, A NUMBER THAT HAS STAYED
CONSISTENT SINCE THE 1950S, EVEN AS CORPORATIONS AROUND THE
WORLD HAVE INVESTED INCREASING AMOUNTS OF THEIR REVENUES INTO
INNOVATION INITIATIVES.
THIS OLD REALITY OF INNOVATION METHODOLOGIES FAILING TO DELIVER
MEANINGFUL RESULTS CHALLENGES ANYONE LOOKING FOR INNOVATION
TO DRIVE GROWTH.
© Wolff Olins

7. LEGACY ISN’’T WORKING
OVER-RELIANCE ON PAST ACHIEVEMENTS INHERENTLY INTRODUCES RISK
TO BRAND SUSTAINABILITY IN A WORLD SHAPED BY IMMEDIATE
EXPECTATIONS AND CONTINUAL INNOVATION.
YOUR BRAND IS WHAT YOUR CUSTOMERS SAY IT IS TODAY. PERIOD.
© Wolff Olins

8. CONSUMERS HAVE
CHANGED
MORE PROACTIVE
97% OF INTERNET USERS SEARCH
FOR A BRAND ONLINE AND SAY THE
EXPERIENCE INFLUENCES WHETHER
THEY MAKE A PURCHASE1
MORE CRITICAL
OVER THE PAST 50 YEARS,
CONSUMER BELIEF IN BUSINESS
ACTING RESPONSIBLY HAS DROPPED
FROM 68% TO UNDER 20%
CONFIDENCE2
MORE CONNECTED
WEBSITE ACCESS THROUGH MOBILE
DEVICES IS PROJECTED TO PRODUCE
A 600% GROWTH IN TRAFFIC3
MORE INFORMED
73% OF ONLINE CONSUMERS POST
A PRODUCT OR BRAND REVIEW ON
A WEBSITE1
SOURCES
1. Razorfish study, 2009
2. Yankelovich + CNN/USA Today/Gallup Poll
3. Bango Analytics

9. IT’’S NOT LOYALTY
WHAT YOU IS BUILT
SAY –– ON TRUST
IT’’S WHAT
YOU DO TRUST IS
BUILT ON
BELIEF
BELIEF IS
ACHIEVED
THROUGH
ACTIONS
© Wolff Olins

10. NEW NEW EXPERIENCES
USE BRAND TO CREATE
NEW BUSINESSES,
WAYS NEW REVENUE STREAMS
NEW PLATFORMS
TO CREATE NEW BRAND
SYSTEMS, NOT
DRIVE
INCREMENTAL
OFFERINGS
GROWTH NEW PROCESSES
OPEN UP, MOVE FASTER,
ACHIEVE MORE
NEW EQUITY
FOCUS ON VALUES
AND VALUE

11. NEW EXPERIENCES 76% OF CUSTOMERS
DON’’T BELIEVE THE
THEN NOW CLAIMS MADE IN
VALUE = VALUE =
ADVERTISING1
MARKET SERVICING
PENETRATION ADJACENT 86% OF YOUNG ADULTS
MARKETS IN AMERICA DON’’T WANT
DESIGN =
PRODUCTS + DESIGN =
TAILORED ADVERTISING2
SERVICES EXPERIENCES
BRAND BRAND
POSITION = POSITION =
COMMUNICATIONS ACTION
SOURCES
1. Word of Mouth Marketing Association
2. University of Pennsylvania + University of California study
© Wolff Olins Page 11

13. NEW EXPERIENCES
MERCEDES-BENZ
Wolff Olins worked with Mercedes-Benz to
challenge the paradigm of what it means
for an automotive manufacturer to provide
exceptional, best-in-class experience. We
looked beyond the car. We looked beyond
the showroom. The result is three new
businesses that offer entirely new
experiences to entirely new customer
segments growing both brand equity and
revenue.
GROWING A GLOBAL ICON
In 2007, Daimler set up a team of senior
executives to develop new growth initiatives
beyond the world of cars. Having identified
the brand as one of the most important
assets to leverage, the Business Innovation
team approached Wolff Olins to help develop
appropriate businesses that generated new
and profitable growth without putting one
of the world’’s most iconic brands at risk.

14. FROM IDEAS TO REALITY
Wolff Olins developed a brand-led innovation
framework that ensures that each venture
protects the Mercedes-Benz brand,
leverages what is tangibly special about it
(e.g., German engineering), gives the brand
new relevance in the world (e.g., attracting
younger customers and building new
sustainability credentials) and makes money
(with a return on sales of 20% or more).
Working with Daimler’’s Business Innovation
team and the leaders of the business in UK,
US, China and Japan, we developed ten new
businesses to pilot. In January 2009 (ten
months after the start of the project),
Daimler launched Kinderclass –– elegant
solutions for family mobility –– at Mercedes-
Benz World in Surrey, UK. June 2009 marked
the launch of the Mercedes-Benz Driving
Academy in the UK –– the first of its kind in the
world. Later in 2009, an exclusive travel
service will be launched in China.

15. A PLATFORM FOR GROWTH
Kinderclass has already led to a significant
increase in the sale of child safety
accessories and continues to attract younger
families to the Mercedes-Benz brand. The
Mercedes-Benz Driving Academy was
received enthusiastically, gaining over 500
customers within eight weeks. The Times
credited the brand for ““highlighting a huge
and long ignored problem.”” The academy
aims to have 1,000 franchises by 2015, and
by August 2009 had already received 200
franchise applicants.
© Wolff Olins

16. NEW PLATFORMS THRIVING BRANDS
DISRUPT CATEGORIES
IN AN INCREASINGLY
COMMODITIZED WORLD, BY DEVELOPING SERVICE
AVOID OVER-INVESTMENT PLATFORMS THAT
IN THE OPTIMIZATION OF ENABLE NEW OFFERINGS
““ME TOO”” OFFERINGS THAT
DILUTE YOUR BRAND AND DELIVER NEW
REVENUE
© Wolff Olins

18. NEW PLATFORMS
(RED)
Wolff Olins elevated the level of impact of
(RED) by looking beyond product offers and
focusing instead on the development of a
higher order platform to position the brand
and attract new partners.
A NEW MODEL
(RED)’’s ambition was to harness the power of
the world’’s greatest companies to help
eliminate AIDS in Africa. To do this, it created
both a new business model and a new brand
model to achieve three goals: deliver a source
of sustainable income for the Global Fund,
provide consumers with a choice that makes
giving effortless and, last but not least,
generate profits and a sense of purpose for
partner companies.
© Wolff Olins

19. CONSCIOUS CONSUMPTION
The first challenge was to get the all-
important founding partners on board. So we
helped Bobby Shriver and Bono paint a vision
of what (RED) could be. This vision of the
future provoked Amex, Converse, Emporio
Armani and Gap to take the plunge.
We built the brand around the idea that (RED)
inspires, connects and gives consumers
power, with a unique brand architecture that
unites participating businesses by literally
embracing their logos to the power (RED).
Many partners have gone the extra mile and
manufactured products or packaging in
African countries, generating jobs and
opportunities for local people.

20. $130 MILLION
Within the first five weeks of the US launch,
the (RED) brand registered 30% unaided
awareness. Over 1.35 million people
watched a YouTube video showing the
impact and there are over 850,000 (RED)
friends on MySpace. In its first two years,
(RED) partners delivered $108 million to the
Global Fund, more than most countries
donated in the same period. This is enough
money to give 650,000 people life-saving
drugs for a year.
© Wolff Olins

21. Page 21

22. NEW PROCESSES THE WORLD IS
MOVING FASTER
FROM: LINEAR AND IS MORE VOLATILE
METHODOLOGIES THAT FOCUS
ON INCUBATED DEVELOPMENT
AND RELY ON PUSH-TO-MARKET WE DON’’T HAVE TIME
STRATEGIES FOR TRADITIONAL
TO: NONLINEAR METHODS BECAUSE
CO-CREATED METHODOLOGIES CUSTOMER ATTENTION
THAT EMPOWER CONSUMERS HAS BECOME FLEETING
TO EXERCISE THEIR
PREFERENCES EARLY AND
OFTEN, ENABLING A PULL NEW PROCESSES MUST
DYNAMIC INTO THE MARKET BE ORGANIC AND FAST
MOVING
© Wolff Olins Page 22

23. NEW PROCESSES
AOL
Wolff Olins customized the process for
developing the new AOL brand identity by
interweaving and informing strategic and
creative team activities in real time. The
result was a completely new, iconic, flexible
identity system delivered in less than three
months.
FROM ACCESS TO CONTENT
In early 2009, global web services business
AOL announced its departure from parent
company Time Warner. Still under the name
of AOL, the new independent business would
offer online content, products and services
for consumers, publishers and advertisers.
AOL asked Wolff Olins to help it reach out to
new audiences, stay relevant to existing
customers, and create a brand for a 21st
century media company.
© Wolff Olins

24. NOT MORE OF THE SAME
AOL’’s CEO, Tim Armstrong, defined a new
mission: to inform, entertain and connect
the world –– not with more of the same but
with extraordinary content experiences.
Wolff Olins worked with AOL to develop a
brand identity that expresses this mission.
The identity separates AOL from other media
businesses and embraces the fragmented,
nonlinear online world. It’’s fluid, flexible and
changeable, and the name ““AOL”” is revealed
through ever-changing images. Some of
the world’’s best creative artists, including
Universal Everything, GHAVA and Dylan
Griffin, created art and animations for
the brand.
© Wolff Olins

25. READY TO DISRUPT
AOL’’s new identity launched on December 10,
2009 and has already made an impact with
research firm YouGov listing it as one of its
top five gainers on their December Brand
Index. Behind the identity, AOL is making its
new brand real through new ventures. AOL
has left its old world of access, entered the
new world of content –– and is ready to
disrupt the whole media industry.

26. NEW EQUITY 68% OF BUSINESS
LEADERS ARE FOCUSING
RISE OF THE ON CSR ACTIVITIES TO
CONSCIOUS CONSUMER
TOTAL MARKET SIZE OF 209 CREATE NEW
BILLION FOR ““CONSCIOUS REVENUE STREAMS2
CONSUMER”” MARKET AS 93% OF
CONSUMERS CLAIM PURCHASE IS
INFLUENCED BY THE SOCIAL AND 54% BELIEVE THAT
ENVIRONMENTAL ACTIONS OF AN THEIR COMPANY’’S CSR
ORGANIZATION1 ACTIVITIES ARE ALREADY
GIVING THEM AN
RISE OF CORPORATE SOCIAL ADVANTAGE OVER THEIR
RESPONSIBILITY TOP COMPETITORS2
TODAY, A SURPRISING NUMBER
OF COMPANIES ALREADY REGARD
TAKING A RESPONSIBLE POSITION
AS A PLATFORM FOR GROWTH AND
DIFFERENTIATION
SOURCES
1. Lifestyles of Health and sustainability Analysis,
Hartman Report on Sustainability 2008
2. IBM Report, Attaining growth through CSR, survey of 250 business leaders
worldwide. George Pohle, Jeff Iittner
© Wolff Olins Page 26

27. NEW EQUITY
UNILEVER
With transparency and corporate social
responsibility issues increasingly impacting
brand value, the role of Unilever had to
change from an invisible owner to a guiding
force for their many product brands. By
providing stewardship and guiding principles
to live by, Unilever has transitioned into the
21st century through the equities and
principles it represents, not solely on the
products they offer.
SINGLE-MINDED GROWTH BUSINESS
Unilever is big. 150 million times a day, in 150
countries, people choose to make Unilever
brands part of their lives. But in the
consumer goods industry, growth is hard.
Unilever decided that it was too diffuse, with
too many brands and with no unifying driver
of growth. Unilever wanted to become a
single-minded, idea-led growth business.

28. TELLING THE VITALITY STORY
Wolff Olins helped Unilever change from an
invisible owner of brands to a much more
visible business, leading its brands through a
single idea: ““adding vitality to life.”” We
created a visual identity that expresses
““vitality,”” and that is starting to appear on
every Unilever product. Under this banner, we
also worked on dozens of projects to put
vitality at the heart of the organization –– from
designing workplaces to transforming the
recruitment process to training employees
how to pass along the stories that underlie
the idea. And we’’ve helped Unilever invent
new products and projects that deliver
vitality.

29. GROWING AT 6%
Every Unilever business, from China to
Argentina, has embraced the vitality idea.
Unilever is using the idea to determine which
businesses to invest in, which to exit from,
and where to innovate, and now spends
almost 1 billion a year on vitality-driven
innovation. Results are coming through: the
new vitality-inspired Knorr Vie drink, for
example, has sold 60 million bottles since
launch. Unilever now has six new vitality-
inspired products. By June 2007, Unilever
was achieving an underlying sales growth
close to 6%. In 2008, Unilever’’s worldwide
revenue reached 40.5 billion.
© Wolff Olins

30. NEW
500
TATA PLANET LUNCH: HEATHROW
DOCOMO: EXPRESS:
EXPERIENCES 2M
CUSTOMERS
34%
OF ALL
IN ITS FIRST PASSENGERS
SUPERMARKETS
NEW
MONTH TO AND FROM
SELL IT ON DAY ONE AIRPORT
PLATFORMS MERCEDES- LAZYTOWN:
1
BENZ:
NEW 3 CLEAR BRAND
PROCESSES NEW PULLING IN
BUSINESSES NEW
IN 10 LICENSEES
MONTHS
NEW
10
VERY: LIVING PROOF:
EQUITY $1.4M
SALES IN JUST ONE MONTH
= MONTHS TO LAUNCH
A NEW BUSINESS
(RED):
NEW
GROWTH $130M
TO FIGHT AIDS
© Wolff Olins

31. WOLFF OLINS IS A BRAND
AND INNOVATION FIRM
FOR THE 21ST CENTURY
More than your message, brand is the
guiding force that informs and shapes the
experiences you offer, the business models
you design and the culture you inspire.
For over 40 years, Wolff Olins has provided
solutions for the ever-changing role of brand.
Over that time, the environment for our
interaction with brands has become more
complex, more sophisticated.
By bringing clarity to these complex
challenges, we deliver disruptive solutions
and validate new opportunities for creating
value across the ecosystem of your brand’’s
offerings, experiences, interactions and
behaviors.

32. SOME OF OUR CLIENTS
(RED) NBC
ADIDAS NEW MUSEUM
AOL NEW YORK CITY
APPLE RECORDS OI
ATHENS 2004 ORANGE
OLYMPICS PEPSICO
BEELINE REPSOL
BOOZ AND COMPANY ROYAL MAIL
BT SKY
CARTER’’S SKYPE
CITI SMITH & NEPHEW
DIAGEO SOCIETE GENERALE
EMI SONY ERICSSON
FILA STAPLES
FRITO-LAY STARBUCKS
GE TARGET
GM TATA
HAWAIIAN AIRLINES TATE
ILORI TELENOR
LIVING PROOF TESCO
LLOYDS TSB TOKYO METRO
LONDON 2012 UNICEF
OLYMPICS UNILEVER
MAPQUEST V&A
MCDONALD’’S VIVO
MERCEDES-BENZ WACOM
MICROSOFT WAMU
MOVISTAR

33. Michael Wolff and Wally Olins set up The 80s was the great age of corporate
Wolff Olins in 1965. identity. Wally wrote the book. We worked
For 3i, Q8 and Prudential. Repsol took us into
In the 60s, we did convention-breaking Spain. And we created a little banking brand
design work for big companies like boc, in Britain called First Direct.
for government bodies like Camden and for
the Beatles. We started the 90s with Europe’’s biggest
corporate identity project, BT, and then
In the 70s, we pioneered corporate identity morphed into branding with Orange, then
for P&O. And with tough economic times in Heathrow Express. And we closed the decade
Britain, we moved into France with Colr and by opening in New York.
Germany with Aral.
In the 00s, we’’ve become a world business
with GE, Oi, PwC and (RED) in the Americas.
Beeline, London 2012, Macmillan, Sony
Ericsson, Tate and Unilever in Europe. And
Airtel, Sony, Tokyo Metro and Wacom in Asia.
Page 33