Leap: A Revolution in Creative Business Strategy by Bob Schmetterer

Author:Bob Schmetterer
Language: eng
Format: epub, pdf
Tags: Advertising & Promotion, Business & Economics, 0471229172
Publisher: John Wiley & Sons
Published: 2003-03-10T05:19:06+00:00

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DO YOU KNOW WHAT BUSINESS YOU ARE IN?

channel, something unheard of in Australia’s mobile phone business.

This emphasized the home-phone aspect of the product and reinforced the theme of simplification. Customers could also buy Orange One over the Internet or by phone.

Second, Orange One targeted the market of Internet users with a simple, appealing product benefit: You can be on the phone while your kids are surfing the Internet. Direct mail and e-blasts went to decision makers in Internet homes—which constituted one-third of Australian households. After four months of operation, Orange One had 76,500 customers.

Orange One was an idea that came out of strategy development, not simply proprietary technology.

IT AROSE FROM AND INFLUENCED BUSINESS STRATEGY, NOT JUST COMMUNICATIONS STRATEGY. IT COMBINED CREATIVITY AND STRATEGY IN

NEW WAYS, WHICH RESULTED IN BREAKTHROUGH SOLUTIONS AND

INDUSTRY FIRSTS. IT LED TO INNOVATIVE EXECUTION ACROSS TRADITIONAL AND NEW MEDIA, AND TO BRILLIANT EXECUTION BEYOND TRADITIONAL AND NEW MEDIA.

Research had shown that Hutchison was going to have a very hard time launching a new mobile phone in that market; in essence, it was a market in which it couldn’t compete. The technology allowed the company to make a paradigm shift—and it made Orange One a brilliantly successful Creative Business Idea. Indeed, it would become the first-place winner in our very first Creative Business Idea Awards.

But technology is not the only reason for Orange One’s rapid growth. The company understood the business it’s in. Not technology. Not telecommunications. Not mobile telephony. Freedom and mobility. Making your life easier with one phone.

Orange One TVC

GUINNESS: WITNNESS

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BEFORE YOU LEAP: Cut loose any and all ropes that are tethering you to convention, to notions about “that’s the way things always have been done.” Orange One succeeded because it didn’t take on the market giants in their own game. It made a new game for which it set all the rules.

GUINNESS: WITNNESS

Imagine you’re a brand director or an advertising director of a major company. As long as you’re imagining, why not make yourself chief marketing officer or CEO? You have a brand that is essentially an institution—it has been around since your grandmother was in bobby socks. But that institutional status is now hurting you. Your brand holds little appeal for the younger generation. Worse, this generation actively rejects it, as it rejects everything that is associated with the older generation.

I could be talking about Oldsmobile. I could be talking about Volvo, at least where it was 10 years ago. But the brand I’m referring to is Guinness beer. Now, consider two problems: 1.

You’re trying to rejuvenate an age-old brand like Guinness.

2.

Your advertising agency recommends that you launch a new product specifically targeted to the younger generation—

but hide the fact that it is a Guinness brand.

What do you do?

THE CHALLENGE

KLP Euro RSCG looked at two contradictory facts. One, Guinness had the biggest single market share of any beer in Ireland—the brand is so entrenched you can hardly drive a block in an Irish city without seeing some mention of Guinness beer.

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