lem b o r p a e v l o s t o “You cann pe y t e m a s e h t h t i w to d e s u s a w t a h t g of thinkin create it.” Albert Einstein
Hi there. I’m bryan. I wanted to be a rock star, but that just didn’t happen. I went back to school for psychology because people fascinate me, but after working in an ER for two years I discovered that I didn’t want to be a doctor. To me, the logical next step was advertising. I mean what business relies more on understanding people without having to give them pills? When I was finishing college I worked at a tiny agency that represented some local banks and hospitals but I wanted to do something creative, something “bigger.” Unfortunately, “bigger” wasn’t hiring people with no experience so I looked into other options. I could keep waiting tables and mowing lawns to make ends meet while I wrote PR for a local bank, or I could go to graduate school. Hello Brandcenter. Two years later I am a blossoming “Creative Strategist” an eager “Brand Innovation Engineer” a willing “Account Planner” a hopeful “Consumer Insight Generator,” and I’m hoping that “bigger” is finally hiring. Hello you.
me
Contents - saving scouting - use your imagination -“I’m not a runner - intermission - what the hell is Fuji foil? - Making the Mariners’ - Contact Info
Boy scouts of america Problem: BSA recruitment numbers are declining rapidly and the brand is viewed as “old hat” and “irrelevant” Objectives: Reposition BSA as a relevant brand and educate the public to its benefits, as well as increase enrollment numbers by 4% this year Target: Parents of both Second and Third graders Method: Conduct secondary research into BSA recruitment models and advertising methods. Conduct 1 on 1 interviews with parents of scouts and non-scouts as well as kids involved with scouts and kids that weren’t, to understand why enrollment is declining.
a broken model First we took a look into why BSA’s recruitment numbers are down. What we found was their previous method of sending scout leaders into schools once a semester to present and hand out flyers to take home was no longer allowed because other groups soliciting children wanted the same option.
budget
We looked into how BSA was spending their 28k budget per region, and found that most of the money was going to printing flyers for the children to bring home. Since this was no longer an option, it freed up the cash for other recruitment methods
finding insight In focus groups we discovered that the brand was no longer viewed as relevant. The known benefits of scouting had been lost on the general public.
But when asked what benefits are important in an extra curricular activity, parents mentioned many of the attributes of scouting such as “teamwork,” “leadership,” and “responsibility”
So where were parents sending their kids to obtain these values
?
We found the target averages 4+ extra curricular activities each week making time one of our largest competitors
80
Why all the activities? Parents wanted their children to socialize, build their resume for college, and also explore different things that they might enjoy, all benefits of scouting.
60 40
Sports took up the highest percentage of the targets time, so we analyzed them a bit further
20 0 70.0 52.5 35.0 17.5 0
sports
clubs
education
lessons
Soccer topped the charts with over 67% of the target being involved with it for at least ten weeks out of the year, and many of those surveyed played twice that much each year
baseball
soccer
football basketball
We now know that parents choose these sports based on the benefits they represent, and that they coincide with the BSA brand, but turning the scouts completely into a sporting event wasn’t going to maintain all that scouting had to offer.
That’s when it hit us.
Strategy: Align scouting with youth soccer leagues by sponsoring youth teams.
+
=
Benefits: - scouting can “piggy-back” off of soccer’s relevant and popular brand perception - as sponsors, BSA are entitled to speak with the team and parents about the benefits of scouting and recruitment - each team only costs about 1100 bucks to sponsor each season, meaning each region (made up of about seven counties) could sponsor 25 teams - each team travels, playing all the non-sponsored teams giving the sponsorship a HUGE reach!
Youth soccer organizations loved the idea! They are constantly looking for sponsors that represent the type of brand that they are, and the BSA was a “Sure Fit” BSA also thought the idea was a hit, and are working nationally to get a program started
LEGO “Build your Imagination” Brief The Problem: Children are growing up before their time. Kids everywhere are trying to mirror their older siblings by asking for cell phones, Ipods, and laptops instead of toys for their age and mom is giving in because “learning to use a computer” might have benefits, but “playing with blocks” might not.
(attached to the back of the brief)
what you see
Objectives: • Remind mom of all the benefits of playing with blocks • Position the LEGO brand as the ‘building block” of child creativity. Target: Primary- Parents with children ages 2-8 (purchasing agents)
SecondaryChildren ages 2-8
What we know about them: The Parents: Want their children to have a “childhood” and would rather their child’s imagination be sparked by creativity than be force-fed ideas via the digital world, but seem to have forgotten some of the original outlets and values of creation.
what they see
The Children: Still have the ability to see things in a unique fashion. At this age everything from riding the bus to walking through the woods is an adventure filled with imagination and creativity. Everything seems like more than it really is. Most important message: LEGO preserves the joy of childhood by being an outlet for creativity. Brand Tone: The company name, LEGO, was coined by founder Ole Kirk Christiansen from the Danish phrase leg godt, which means “play well” and the brand has stayed true to its name for nearly 60 years. Advertisements should be “Shreklike”. . fun and easy to understand, but with a literal sensibility that parents can respect and enjoy.
build your imagination
“I’m not a runner” Client:
New Balance
Problem: NB faces low brand equity and market share in the 16-34 demographic against the dominate “bigger, faster, stronger” position of Nike. Objectives: Find a new place for NB to live in the minds of the target that differentiates it from the Nike and other “me too” brands that will increase NB’s market share Method: Conduct 1 on 1 ethnographic interviews that take a deep dive into the targets world of running, motivations for choosing a brand, and how they view themselves as athletes. Findings: During interviews runners naturally divided into running groups (fair weather, rain or shine, trainers, and marathon men) that could be depicted by three prominent variables. - Was image or function more important? - Did they consider themselves a runner? - How many miles a week did they run?
*This project was conducted freelance by a team of students to aid Cramer-Krasselt in their NB pitch
finding what nike missed
(fair-weather runners)
“I’m an athlete” - runs less than 8 miles weekly - image is much more important than function
We decided it was best not to target the fair weather runners, because their focus was only in an area where we couldn’t compete
(rain or shine runners) “I’m not an athlete” - runs more than 24 miles weekly - function is slightly more important than image
(the trainers) “I’m not an athlete” - runs more than 30 miles weekly - function is much more important than image
We decided to target the under-served market that lie hidden in the middle of the target. These two groups run regularly to stay in shape, to support another sport, or simply to relax, but don’t necessarily consider themselves “athletes.” Their primary concern is function but they haven’t established their long-lasting brand relationships leading them to be over looked by Nike, and making them a perfect match for the NB Brand
(marathon men)
“I’m an athlete” - runs more than 35 miles weekly - function is the only thing that matters
We decided it was best not to target the marathon men, because they had already established long lasting brand relationships
the result
Insight: There is an under served segment within the target that isn’t interested in the “bigger, faster, stronger” hype, and that hasn’t yet established a long-term relationship with any brand. Strategy: Target the under-served market that the competition is ignoring, the devoted everyday athlete that isn’t in it for fashion or super-bowls. This creates an untouched brand position that NB can occupy and a tone that represents consumer understanding. “you say you’re not an athlete, we beg to differ.”
“all of my heros are either dead or cartoons”
what the hell is fuji foil?
Client: Reynolds Wrap Aluminum Foil Problem: Reynolds suffers low brand awareness in the Japanese market Objectives: Heighten brand awareness and trial among “Key Consumers� 30% Key Consumers: Japanese men and women between ages 22-34 What do we know about them?: - currently forming long-term brand relationships - bordering obsessed with new technology - view brands as a badge of status - making their tradition and heritage their own - embrace technological interaction - passionate about design
what the hell is fuji foil?
Client: Reynolds Wrap Aluminum Foil Problem: Reynolds suffers low brand awareness in the Japanese market Objectives: Heighten brand awareness and trial among “Key Consumers� 30% Key Consumers: Japanese men and women between ages 22-34 What do we know about them?: - currently forming long-term brand relationships - bordering obsessed with new technology - view brands as a badge of status - making their tradition and heritage their own - embrace technological interaction - passionate about design
First: We took a closer look at the problem, and asked about any problems that the Reynolds brand might be facing in other markets, and of course, there were. .
The Target: We knew from our research that the target was extremely tech savvy, engaged by modern design, and when it came to reading they primarily read Manga (japanese graphic novels (Anime)) over magazines, but we didn’t know how they used foil, so we started talking to them about it.
1. The packaging falls apart in drawers. 2. The foil cutter on the packaging can injure small children.
What we found was that the primary users of foil in the market were chefs that used it as a grilling aid and in preparing sushi. When we begged to know why it wasn’t in every home, we were told. .
These points seemed interesting, but we weren’t sure just how to address them yet. So we asked some more questions, namely, what was Reynolds already doing in the market? The answer? Not much.
“Simple, the box is too big for the drawers and shelf space in most apartments. Even at the restaurant I take it out of the box and cut it into squares so it is easier to use.”
-Reynolds was distributing their product with almost no advertising and using the same packaging that they used in the US under the assumption that the market would recognize the brand and its foreign equity. --Reynolds was running a primarily magazine based print campaign aimed at the target. From here we took a closer look at the target.
Now we were on to something. The brand had been relying on it’s equity from oversees but was so far away that it didn’t realize that not all shelves are created equal, and therefore was a bit cumbersome. When we spoke with other members of the target or showed them the packaging, most said that they had never seen it before. The Target knew what the foil was when we showed them, but the box . . “It just doesn’t jump off the shelf. Look at how boring it is. I must have walked by it a thousand times and never knew it was there.” The problem was becoming clear, Reynolds simply wasn’t speaking the local language.
All things considered we felt the answer as a redesign of the packaging based around the target. We would make it modern, smaller, and flashy. But how would Reynolds feel about a total redesign? The creatives and I debated a bit and they still felt that our solution answered all of the problems. “Not all of them.” I said, and mentioned the two American problems involving the packaging falling apart and cutting children. Now we had it. If we were going to redesign the package for one market, it might not fly. But if we did a total overhaul from scratch that could be available globally, (and in this case marketed specifically in Japan) and solved ALL of our problems, then we were on to something.
Introducing Reynold’s
What is Fuji Foil? Fuji Foil is the name we gave to the Japanese redesign and launch of Reynolds packaging, and that packaging solved a lot of problems. It was contemporary, the blade was hidden inside, it was permanent, and it could be mounted anywhere, truly solving a global set of problems.
The redesign was a permanent packaging that could be mounted in drawer, on the counter, under a cabinet, or stood on its own. The exterior packaging was to be a one time purchase that could be reloaded from the side with “Reynolds Reloads� that would be sold separately. We even designed a container that served singles.
single serving of foil?
Our Japanese launch was divided into two sections, the first was seeding. During this stage we distributed Fuji Foil to our primary consumer, the Chefs. We gave a “to go” kit to each participating restaurant with the redesigned packaging and tons of reloads so that all the food that ended up “take-out” would be wrapped in foil, and since the kitchens are open to the public, every consumer could see where the chefs were getting it. We also sent them a book on “Foilgami” or the art of origami using Reynolds Foil instead of paper to encourage their creativity with the brand.
“The keitai (mobile phone) is like a toy box with lots of different media stuffed inside where one can pull out the one of your choice as if from a magician’s hat.” --Japanese Tech Mag
The second stage was going public. To do this we launched our own “Manga” comic that could be accessed by cell users on the subway. The story was produced by an infamous Japanese artist and was sponsored by Fuji Foil and only to be available on a mobile device that received a Wi Fi signal (hidden in Fuji Foil posters) while on the Subway.
We continued going public by placing Fuji Foil in a level Nintendo Wii’s popular “WarioWear Smooth Moves” Where gamers were forced to do seemingly easy tasks using the Wii Remote. In our case, they would have to wrap tons of Sushi to go in Fuji Foil.
In another game “Katamari� for PlayStation II, the lead character is forced to grab as many everyday objects as possible to build their own star. .one of those items now includes a new Fuji Foil dispenser. Both games are widely popular among the target demographic.
Reynold’s
By focusing on finding the brands true problems, and designing the solutions around the target we were able to truly reinvigorate the brand. By creating a contemporary and innovative design and reaching the target through a myriad of familiar channels we believe Fuji Foil would be a huge success in the Japanese market. As far as the leap in packaging innovation, it could be made available on a global scale carrying the Reynolds more traditional logo and brand equity with it encouraging not only growth, but representing an innovative brand in a seemingly dull category.
Mariners’ Museum Creative brief romancing the mystery of the sea.
Problem: The Mariners’ Museum is facing declining ticket sales due to low brand awareness and an inconsistent brand position Target: Male decision makers: Skewing ages 48- 70 that are college educated and pulling in 60k or more annually. They are active retirees, usually married and have enough time to travel and smell the roses. History, learning, and discovery are a lifestyle. They need to understand that: The National Mariners Museum preserves the “romance of the sea” Why should they believe? • Most extensive collection of maritime exhibits in the US • Largest maritime museum in North America • Premier civil war exhibit (USS Monitor) • Their focus is on education, entertainment, and preservation. • 97% satisfaction rate with many repeat visits Tone: Bold and adventurous, like the sea. Channels: The museum is located inside the historic triangle off of RT64 East in Norfolk, VA. There are many museums and sights in this area that are all accessible from the main highway and then through downtown, in fact many visitors stay just minutes from the museum. However; there are currently no Mariners’ billboards, or signage posted in the downtown area.
Making the Mariners’ - Brief - hotel gifts - wild posting
go to them “Historic� products to be distributed throughout hotel rooms in the area during the high traffic seasons branded with museum information on the rear labels.
wild posting
Wild posting I
Mariners’ Museum
Wild posting II
Mariners’ Museum
Wild posting III
Mariners’ Museum
bryan marville 843-441-0308 marvillebr@yahoo.com www.marvillebr.wordpress.com
Also available from the author - a “traditional� resume - discussion over beers