AG E N CY, CL I E NT & STAFF O VERVI EW
CONTACT INFO
G O O D BY S I LV E RST E I N & PA RTNE R S 720 California Street San Francisco, CA 94108 P: 415.392.0669 F: 415.955.6296 goodbysilverstein.com Rob Smith, Director of New Business Development/Associate Partner (primary contact) rob_smith@gspsf.com W: 415.955.6073 M: 415.254.3758 Meagan Phillips, Agency Communications Coordinator (secondary contact) meagan_phillips@gspsf.com W: 415.955 .4533 M: 650.346.3944
OUR CLIENTS
C L I E N T L I ST CA Fluid Milk Processor Board (got milk?) 1993 Hewlett-Packard 1996 Dreyer’s Inc. 1998 Specialized Bicycles 1999 Netflix 2000 Adobe Software 2001 Häagen-Dazs 2003 Comcast 2005 Doritos/Frito-Lay 2006 Foster Farms 2006 Sprint 2007 Commonwealth Bank of Australia 2007 National Basketball Association 2007 Cheetos/Frito-Lay 2007 Tostitos/Frito-Lay 2008 Nintendo/Wii Fit 2008 Dropps 2009
Dickies 2009 Yahoo! 2009 AIDES 2010 Chevrolet 2010 American Rivers 2010 Reputation Defender 2010 Women’s Tennis Association 2011 BevMo! 2011 SONIC 2011 Ruffles/Frito-Lay 2011 Google 2011 Chanel 2011
We are a full-service agency and capable of performing all services in-house—creative, media planning and buying, strategic planning, account management, online and offline production, etc. Nineteen of our clients consider us their AOR.
O U TS OU RC I N G/ PA RTNE R S H IP Although we are a full-service agency,when it is more suited to our clients’ needs, we do outsource to trusted third-party vendors.
THE STAFF
STR ATEGY B R A N D , C O M M U N I CAT I O N , R E S E A R C H , A NA LY T I C S Integrated strategic group providing creative inspiration,strategic and marketing counsel, media planning and buying, reporting, forecasting, and analysis.
AC COUNT MANAG E M E NT & O P E R AT I O N S Account Management is responsible for understanding business goals and the competitive landscape, and for offering strategic insights. Account Operations is the central hub for creative execution and delivery.
CREATI VE B U S INES S P R OB LE M
M U LT I D I S C I P LI N A RY Creation of work across all media. From copywriters to art directors to designers to 3D animators we employ a variety of creative types who come from various backgrounds.
P R ODU CTION B R OA D CAST, P R I NT, I NT E R ACT I V E Management of the development of television, radio, print (OOH, magazine, ROP, etc) and digital (banners, sites, OOH, etc) materials. Their main function is to act as liaisons between the creative team and outside vendors.
C O MPAN Y C U LT U RE
COMPANY BACKGROUND
The agency was founded in San Francisco in 1983, originally under the name Goodby, Berlin & Silverstein. In January 1992 Omnicom Group Inc.,our major shareholder for three years, purchased the remainder of the agency’s stock. In 1994 the agency’s name changed to Goodby, Silverstein & Partners. We are 800 employees big (or small, depending on your perspective and which day of the week it is) . We work with a wide range of clients that includes got milk?, Hewlett-Packard, Frito-Lay, Sprint, Nintendo, Chevrolet, the National Basketball Association, Netflix, Adobe and the Commonwealth Bank of Australia. Without wishing to toot our own horn too much (but, OK, just a little) , the agency is one of the most awarded creative agencies in the world, having been named “Agency of the Decade” by Adweek magazine in 2009 and repeatedly cited as “Agency of the Year” by advertising-industry trade publications such as Adweek, Advertising Age and Creativity magazine.
We have often been credited with being the first blue-chip national agency that successfully made the transition from print and television creative to digital, and we have been named “Digital Agency of the Year” twice by Advertising Age and the One Club. And although everybody tries not to remind them too often, Jeff Goodby and Rich Silverstein were also named Adweek magazine’s “Executives of the Decade” in 2009 and honored with a CLIO Lifetime Achievement Award in 2010. So much for awards, gongs and trophies. They make us proud. But the thing we are proudest of is our ability to “get it right.” By that, we mean our ability to create communications that get noticed, understood, appreciated, passed along—and that get results. The facts show that we have a more consistently high batting average of “getting it right” than any other agency in America. We’ve been lucky enough to grow when others haven’t. We have repeatedly won Effie awards for the effectiveness of our work. It’s not an easy thing to do, and we’re very far from perfect. No agency ever is. But if we were asked to say why we’ve been fortunate so far, here are some of the key advantages we feel we have over other agencies that help us to be more right and less wrong more of the time.
KEY ADVANTAGES
INT EGR ATE D
TALE N TE D
OR G ANIZ E D
WE ARE TRULY INTEGRATED. Most agencies claim integration, but if you look behind the curtain, they are often still made up of separate, warring fiefdoms. We are truly “all in it together”—not just within the agency but with our clients as well. We can make an idea bigger and make the money go further. That’s critical in today’s difficult economy.
WE HAVE AN UNBEATABLE ARRAY OF TALENT. The old maxim about “success breeds success” is true when it comes to recruiting and attracting talent, and we’ve been consistently able to hire the best and brightest. Although other agencies may try to follow strategic and creative game plans that are similar to ours, we know that with this level of talent we can out-think and out-execute them.
WE WERE ONE OF THE FIRST AGENCIES IN THE U.S. TO “GET” PLANNING, AND WE DO IT BETTER THAN ANYONE ELSE. Chiat/Day beat us by a year or so, but we embraced planning early and have continued to embrace, upgrade and evolve it ever since. In combination with our Communications and MediaPlanning group, the Strategy group at GSP is rated one of the best in the country— which makes it one of the best in the world.
E V O LV ED
PE RFECTE D
N ICE .
WE NEVER
WE’RE FANATICAL
WE’RE NICE.
STAND STILL.
ABOUT EXECUTION.
Honestly. We are. It
Many agencies are
It’s one thing to have a
matters. Agencies take
reluctant to change once
great idea, but it’s another
themselves too seriously
they hit their stride. But the
to be able to bring that idea
and forget how to be
world and our clients’
successfully to life in
human. They lose touch
businesses are constantly
production. We are master
with how consumers live
changing, and we are
craftsmen, and we pay
and think. They lose the
always on the lookout for
meticulous attention to the
ability to feel and share
how to do things even
details of getting things
their clients’ hopes, fears
better in response to, or—
right in production.
and needs. We like to
better yet—in anticipation
listen, we like to joke and
of, those changes.
we can take criticism. And we like to acknowledge that there are things more important in life than advertising. All of which actually helps us to be better at advertising.
Hopefully, the benefit of all these things to our clients is self-evident. Getting results is what it’s all about—and getting those results with the highest degree of certainty and a minimal degree of angst frees up our clients to devote more time and resources to other areas of their business.
A WEST COAST AGENCY?
WE’RE ACCUSTOMED TO WORKING FROM A DISTANCE.
We believe that being on the West Coast gives us perspective. We tend to look to Silicon Valley as our reference rather than simply other advertising agencies. In fact, we’re much more a part of “Madison Valley” than “Madison Avenue.” But the advantage of being based in San Francisco has also meant that travel to our clients has been built into the DNA of the company. Collectively, we clocked up over 15 million air miles last year alone. In fact, more than half of our client base—the half that accounts for over 80% of our media billings—falls outside of our time zone. Some of these fall outside of the country. Should we be fortunate enough to work with you, we will ensure that distance isn’t an issue in our relationship in a few ways: “ We really don’t feel that the agency is 19 hours away. Yes, there is a huge time difference between Sydney and San Francisco; that is undeniable. But I think we work with Goodby Silverstein & Partners in much the same way we work with any agency locally. I think that we have put in place enough discipline and processes in the way we work with the agency to make sure that it’s a very easy relationship to work through. We’ve put in place technology. We have almost live video streaming that makes that communication process a really easy thing to do. So I don’t really feel that time or distance has become a barrier for working with an agency in another part of the world.” — MARK BUCHMAN CMO, COMMONWEALTH BANK OF AUSTRALIA
O N - S I T E P RESE NCE TO KICK OF F R E LATIONS H IP Goodby Silverstein & Partners will make sure you have agency presence in Jersey City (or Omaha) during the initial ramp-up period of our working relationship.This consistent presence at the onset of our relationship will not only ensure that we are able to most efficiently learn the inner-workings of your business, but also it will set the stage for a more personal and enduring partnership.
T EC H N O LOGY It goes without saying that technology is a huge player in breaking down the barrier of distance. For our Chevy client (based in Detroit) , we’ve developed a robust technology suite to maintain face-to-face contact, albeit in the virtual sense: We installed four state-of-the-art, high-definition videoconference hubs within our agency and worked with Chevy’s IT department to ensure a similar setup and compatibility on their end. This will allow for crisp visuals of each other and real-time data-sharing capabilities. We purchased LifeSize LG Executive desktop devices that allow for direct desk-to-desk communication between our agency and our key client contact. Within the above systems, we’ll enable access to meetings via iPad, iPhone or Android smart tablets for convenience on the go.
FAC E -TO - FAC E ME E TINGS We know that physically being together is crucial to the success of any relationship. We’ve seen success with standing, regular face-to-face meetings with many of our clients. For instance, with Sprint, we meet on a bi weekly basis and rotate the hosting duties. This gives us the ability to see each other on a regular basis as well as certainty and peace of mind on those days when we hold key meetings and creative reviews.
C O RE AGEN CY T EAM
GOODBY SILVERSTEIN
JE F F GOODBY C O -C HAI RMAN /PART N ER Jeff Goodby is co-founder and co-chairman of Goodby Silverstein & Partners in San Francisco, the company that Adweek Magazine recently chose as Agency of the Decade. GSP has also been named Agency of the Year in Advertising Age, Adweek, and Creativity magazines several times each, and has also been selected as Digital Agency of the Year in Advertising Age, Business 2.0 and by The One Club. The firm is widely acclaimed for most successfully integrating traditional and digital media arts. Many of GSP’s campaigns—got milk?, the Budweiser Lizards, Hewlett-Packard’s “Invent,” the National Basketball Association’s “I Love This Game” and the E*TRADE chimpanzee, among them—are in the permanent collection of the Museum of Modern Art in New York. The got milk? campaign Goodby originated has spawned hundreds of imitators that are now listed in several places online. In 2002 Goodby served as the president of the Cannes Advertising Festival and has been head of the prestigious Titanium Jury. He has also chaired judging for the ANDY’s and the One Club. In 2010 Adweek named him, along with Rich Silverstein, as Executives of the Decade. The two of them were key players in the 2009 industry documentary Art & Copy. Goodby grew up in Rhode Island and graduated from Harvard, where he wrote for The Harvard Lampoon. Three years were spent as a political reporter in Boston. He began his advertising career at J. Walter Thompson and was lucky enough to meet the legendary Hal Riney at Ogilvy & Mather, whom he still thinks of as his mentor. It was with Riney that Goodby learned his reverence for surprise, humor, craft and restraint. He continues to believe that his success is a happy confluence of his mother, a painter; his father, a Wharton graduate; and his family, a constant reminder of irony and humility. Goodby is also a director, printmaker and illustrator whose work has appeared in TIME and Mother Jones. Two commercials he directed were selected to be among the top 30 advertising films of the 1990s by The One Club of New York. The website based on his “Poemhouse” installation (poemhouse. org) in St. Helena, California, has received thousands of visitors. In 2006 he was inducted into the Advertising Hall of Fame. Jeff lives in Oakland, California, with his family, a dog, a cat, a rabbit, three horses and probably some other things he doesn’t know about.
R I C H SI LV E RST E I N C O-C HAI R M A N / PA RT N E R Rich grew up in Yorktown Heights, New York. After graduating from the Parsons School of Design in New York City, he moved to San Francisco against his father’s wishes. He worked in one-year increments as an art director for Rolling Stone magazine, Bozell & Jacobs, McCann-Erickson, Foote, Cone & Belding and Ogilvy & Mather, where he met Jeff Goodby and finally settled down. At GSP, Rich’s taste and enthusiasm infuse everything he does. He has set a standard of design that has led the agency to compete against the country’s leading design studios. His advertising has won every award in the book, from Gold Pencils to Gold Lions, and, along with his partner Jeff, he’s been named Executive of the Decade by Adweek. In 2002 he was inducted into the New York Art Directors Club Hall of Fame and, two years later, into The One Club Creative Hall of Fame. Rich is equally passionate about projects away from work, from creating his own art to visually blogging for the Huffington Post. He served for fifteen years on the board of the Golden Gate National Parks Conservancy, where he helped make them into a brand that is the envy of our country’s park system. He serves on the board of Specialized Bicycles and the United States Cycling Federation and their development committee, whose sole mission is to find the next Lance Armstrong. Rich lives in Mill Valley, California, with his wife Carla Emil. He has two grown kids, Aaron and Simone, and is the proud grandfather of Maple, Will and Owen. He considers himself to be extremely lucky to be able to ride his bike over Golden Gate bridge each morning.
AGENCY TEAM
RO B S M I T H
BRI AN McPHERSO N
D I R O F N E W BU S D EV.
D IR ECTOR OF ACCOUNT M ANAGE M E NT
AS S O CI AT E PA RT NER
ASSOCIATE PARTNE R
Rob started his career in the U.K. working for Telewest around the start of the U.K. cable TV and telephony boom. After a few years working with and running the agency relationships, he realized that his heart lay in the agency world and moved to Rapier, where he worked with clients such as Cable and Wireless, eurostar and Barclays Bank. Within a year, Cable and Wireless won Integrated Campaign of the Year—a pleasant, fortunate coincidence. Seven years at Ogilvy followed (both OgilvyOne and O&M) , during which he ran first local and pan-european, and then global, pieces of business for both IBM and Motorola. He then rose to Senior Partner and Worldwide Account Director in the New York office. He finally saw the light and joined GSP. He says he can’t believe his good fortune to have discovered the place. In 2007 GSP beat Ogilvy to the Sprint account, and Rob’s been running it ever since, leading it to a Cannes Gold Lion for best integrated campaign for the “Now Network.” Later, he added Intuit to his roster, and he recently was asked to lead our new-business efforts. He lives in San Francisco with his wife, Amy, their five-year-old son, Elliot, and his daughter, Ava, who’s three. If he’s not working, he’s either running around after two kids or ideally skiing or playing squash.
After graduating from Queen’s University in Ontario, Canada, Brian wondered how to best put his sociology and philosophy degrees to good use. He thought working in the Canadian oil business might be the answer. He was surprised to discover that it was not. After a year (read: a terrifying winter) , he decided to leave oil and pursue his MBA at the less frostbitten University of Arizona. He graduated in 1996 and has been at Goodby Silverstein & Partners ever since. He has worked on a variety of businesses including Polaroid, E*TRADE, eBay, Häagen-Dazs, Comcast and the NBA. Along with Todd Grantham, Brian runs the Account Management department, overseeing the direction of the department, managing its people, and training and recruiting new talent. He continues to stick around GSP for the people, the work and the philosophy that good ideas can come from anyone.
C R I STI NE C H E N
DE R E K R OB SO N
D EPU T Y HEAD O F
MAN AGI N G PART N E R
COM M UN I CAT I O N ST R AT EGY
Derek started his career in direct marketing at Ogilvy & Mather Direct in London as an account planner. He was the first account planner in London to move from a direct marketing agency to the traditional advertising agency. He moved from Ogilvy to Bartle Bogle Hegarty (BBH) , where he spent the next 13 years of his career as the Agency’s Deputy Planning Director and as the Managing Director. Under his leadership the agency twice won Campaign magazine’s Agency of the Year award, and grew its income by 30%. This helped Derek to be featured in Esquire magazine’s most influential men under 40 (ahead of Sam Mendes the director, no less) . Derek joined GSP in 2005 with a remit to look at the agency with fresh eyes. He has helped the agency position itself for the future and has spent a good amount of time restructuring it. He has also continued his Agency of the Year winning streak (GSP was Adweek’s Agency of the Year in 2007 and 2008 as well as Ad Age’s Digital Agency of the Year in 2006 and Agency of the Year in 2007) . He works on Nintendo, Foster Farms, NBA and SONIC, and has responsibility for the agency’s strategic functions as well as finances. He lives in a house in Tiburon with his wife, Sarnia, his two daughters, Millie and Evie and a cat named Teddy.
Christine had a rocky start in advertising. She started working in media planning at Foote, Cone & Belding a split second before the dot-com bust but survived the tumultuous time, launching new products and brands for Microsoft and Levi Strauss before moving to GSP in 2004. A t G S P, C h r i s t i n e o v e r s e e s s t r a t e g i c communications planning, ensuring that media thinking is injected into the creative-development process from inception to execution across all types of channels. In 2008 Christine was named GSP Employee of the Year for her award-winning work on the Häagen-Dazs Loves Honey Bees and got milk? campaigns, and for landing a portfolio of Frito-Lay accounts. Her prize was a crown and cape, along with a trip anywhere in the world (her choices: Taiwan, Thailand and Maui) . The following year, she was promoted to Deputy Director to help manage and lead the Communication Strategy department, which has been MediaPost’s Media Department of the Year for the last three years.
C U RREN T STAT I ST I C S
ACCOUNT TURNOVER
AN H E USE R BUSCH (1995–2008): After being bought by InBev, the client went through a massive corporate structure change, which prompted us to look for other opportunities. H D DVD (2007–2008): The project was only for one year.
ENGAGEMENTS WON IN THE PAST 3 YEARS THAT ARE STILL CLIENTS Frito-Lay Dropps Dickies Yahoo! AIDES Chevrolet American Rivers Reputation Defender SONIC BevMo! Women’s Tennis Assc. Chanel
NORTH AM E R ICAN COFFE E PARTN E RSH I P (STAR BUCKS/ PE PSI) (2005–2007): We couldn’t figure out how to fulfill the desires of two partners with very different tastes. It was better to part ways than to be a frustrated relationship counselor. G E ECOMAG I NATION (2008–2009): We remain in their stable of agencies. Judy Hu, general manager for corporate advertising and marketing communications, loves us and thinks we are indispensable. HYU N DAI (2007–2009): They decided to take their business to an in-house-run advertising agency owned by none other than the chairman’s daughter. E LI ZABETH AR DE N (2003–2009): The client made their advertising an in-house project. DE N NY’S (2008–2010): We left after a new CEO was hired who suggested a very different plan from the one we thought was right. QUAKE R OATS (2008–2010): Again, the CEO was replaced, and a new day was mandated.
DIAMON D FOODS (2003–2010): The client acquired Kettle Chips, creating a conflict with our Frito-Lay client, so Diamond moved the account. E BAY (2009–2010): A change in upper management resulted in an agency review. We opted not to participate. H P E B (1996–2010): This division of HP decided against advertising work. We still retain the majority of the other divisions. AM E R ICAN CE NTU RY I NVESTM E NTS (2008–2010): They decided that they didn’t want to spend money on advertising after all. LI PTON (2009–2010): Lipton was realigned into DDB. KAYAK (2009–2010): A close friend of the CMO opened a new agency, and he moved the business there. Kayak is continuing with the brand positioning and identity we gave them. It was an amicable parting, as they continue to serve as a reference for us. PE PSICO (Propel/Sierra Mist) (2009–2011): GSP and PepsiCo agreed to a realignment of assignments, with GSP trading beverages for more work on PepsiCo Snacks, specifically Ruffles and all the Frito-Lay digital properties. I NTU IT (2010–2011): A change in management yielded a change in direction, and the client moved to a direct response model with another agency. LOG ITECH (2010–2011): The company changed direction, so advertising was no longer a primary focus for the year, and as a result their needs changed.
QUALIFICATIONS
GSP would be on almost anyone’s list of the top creative agencies in the country, most often at or near the top. We have won every major advertising award, most of them many times over. GSP has won 23 Gold Effie awards (and many other Bronzes and Silvers) from the American Marketing Association. We have had more finalists in the Kelly Awards for magazine advertising than any other agency in the country. We have won Emmys, Grand Prix at Cannes and numerous Agency of the Year awards from the CLIO Awards, Graphis, One Club, M&Ms and Campaign magazine. In fact, it’s safe to say that nearly every year we’ve been in existence, at least one trade outlet has named us the Agency of the Year. We may be repeating ourselves from the company description earlier in this RFI. Rest assured, however, you are in trusted (and respected) hands.
SPRINT
S P RI N T, NOW NE TWOR K Sprint is an example of how we delivered a coherent campaign for a number of different products in a notoriously complicated and consumer-unfriendly category. It shows how a single idea can create fast turnaround for a client with large work needs. And more importantly, it shows our ability to take a fragmented, multidivision corporation and rally it around a single powerful idea expressed through an integrated campaign.
THE PR O B L E M
TH E INS IGH T
TH E S OLUTI O N
By the time we started working with Sprint in 2007, customers were leaving in droves as a result of a poorly orchestrated merger with Nextel. By 2009 customer losses had peaked, and the business started to improve. Our task was to find an optimistic way to unite the new company around a single idea, one that differentiated Sprint from its much larger competitors. Both AT&T and Verizon outspend Sprint by 2:1, so we were easily “out-shouted” when it came to offering deals and minutes. But what if we circumvented “buckets ‘o’ minutes” entirely— what if we capitalized on Sprint’s high-speed network credentials and focused on data? This second route seemed to promise greater profit—but how do you sell “data” when the term doesn’t mean much and is more readily associated with geeks than consumers?
What became the “Now Network” campaign is based on two simple ideas:
The “Now Network” campaign dramatizes what is happening right now on Sprint’s network and shows how people are integrating data applications into their lives.
1) The new-media landscape impacts how we build successful campaigns. We need fully integrated ideas that work as well digitally as they do anywhere else. Campaigns need to engage and generate word of mouth across multiple platforms, without the fundamentals of the campaign changing as it “jumps media.” 2) As social animals, we all like to feel that we are part of a bigger conversation. We become interested in something when we believe everyone else is engaged in it. So rather than explaining “data” to people (a cold and clinical term at the best of times) , we showed what was possible on a wireless device and selected emergent apps like Twitter, Pandora and Zillow to pique people’s interest.
TH E R ESULTS Advertising: By the close of 2 010, the “Now Network” widget (we know, “tech talk,” but it’s all explained in the video case study) garnered eight million site visits and 100 million interactions with the Flash widgets on the microsites. 37% percent of consumers recognize the “Now Network” and link the tagline to Sprint (by comparison, only 8% of consumers link t“It’s the Network” to Verizon, and 14% link “Rethink Possible” to AT&T) (Sprint Brand Health Monitor, August 2010) . Brand: Between 2009 and 2 010, Sprint saw a 7.5% increase in recommendation—the largest gain of any of the major wireless competitors—while likelihood to recommend Sprint boosted by 12% (Reputation Institute, 2 010 U.S. Reputation Pulse Study) . Business: Since the launch of the “Now Network” campaign, Sprint has seen a steady reduction in churn. In Q2 2010 we were retaining and gaining almost as many post-paid customers as Sprint had lost in their worst quarter since its merger with Nextel in 2005. For the case study video, please go to: http://agency.goodbysilverstein.com/td_ameritrade/ casestudyvideos.php
CHEVY
C H E VR OLE T, CA R B ON R E DU CTION You’re a financial-services brand, so why do we want to talk about carbon reduction at Chevy? If they’re lucky, brands mature, with maturity comes the need to set new directions and new challenges so existing and potential new customers can rethink who you are and what you do. Added to this, GM is a layered and sometimes complex organization to work through, and the launch of something new required mutual patience and consensus building.
THE BAC KGROU N D The background to the initiative was simple, but at the time, painful. With low top-of-mind mention, low consideration and the overhang of the 2009 bankruptcy and federal bailout, Chevrolet needed to create momentum in a new direction in 2010.
THE I NSI GH T
TH E S OLUTION
TH E R ESULTS
We had a great story to tell: an iconic American brand with innovative products to discuss. For example, the fuel-efficient compact Cruze and the electric extended-range Volt.
The difficulty was in communicating the idea. Carbon-offset programs are complex and very difficult to explain to consumers. So we needed to find a compelling way to get people’s attention emotionally, with a blitz across all GM TV properties in a concentrated timeframe and then by encouraging people to find out more online. We had to get the language right so people could see the program for what it was: big, thought-through and sincere, but only a start in the right direction rather than “the solution” to a far bigger problem. This was meticulously honed by conducting iterative research throughout the creative process. The program had to strike all the right chords.
We launched the program in November 2010 with online that drove to a carbon-reduction microsite, launch television spots and full-page ads in major newspapers. It was a media blitz, but it was also an idea that caught the public’s attention. In addition to widespread positive media and blogger coverage, consumers who saw the launch communication about the carbon-reduction program viewed Chevrolet in a very different light. Exposure to the campaign meant that the number of consumers who viewed Chevrolet as an environmental leader increased from 27% to a previously unheard and unthought of 72%. It also guaranteed that more people were now willing to put Chevrolet in the consideration set for new vehicles.
But even with new cars, we also needed to get the brand back into the cultural conversation and convince people to take a fresh look at Chevrolet. And despite many years of reducing their own carbon footprint and bringing innovations to market, Chevrolet was not perceived to be an environmental leader. Old perceptions still lingered. We needed to do something big, concrete and unexpected to shift these perceptions.
With the carbon-reduction launch, we arrested attention, gave people an opportunity to take a fresh look at Chevrolet, and also gave non-considerers another reason to think again about an institution that they had bypassed or even stopped thinking about altogether. For the case study video, please go to: http://agency.goodbysilverstein.com/td_ameritrade/ casestudyvideos.php
T HAN K YO U