Lippincott work

Packaging management council

Presented by: Connie Birdsall/Lippincott

Introduction:

Icons and new favorites

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A history of working with the world’s leading consumer brands

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A range of consumer packaging design experience

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Deep expertise, across categories, in retail experience design

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Lippincott and brand

Promise, touchpoints/experience and possibility

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Public relations

Brand communications

Culture/Employee behavior

Financial performance

Environmental policies

Research & development

Intellectual leadership

Community relations

Customer service

Sales/marketing policies

Distribution channels

Partnerships/alliances

Intranets and extranets

Brand environments

Web sites (Information and E-commerce)

Promotions

Recruiting & training

Brand image

Press coverage

Third party opinionProducts and services

The complexity of building a strong brand

Brand image is the sum of all information about a product, service, or

company that is conveyed through communications and experience.

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Implications now affect the whole corporation

Brand > Marketing

Brand = Customer experience

CMO + COO, CHRO, CIO, CFO, CEO

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Brand is possibility

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When beginning a packaging assignment, don’t just ask:

―What should your packaging look like?‖

RATHER: ―What can your packaging accomplish for

your brand?‖

So, some guiding questions for branding and packaging:

• What is the promise behind the product?

• How does the promise come through across all touchpoints?

• How does packaging fit into that?

• How does packaging help add to the total brand experience?

Lippincott

Brand cues

Authentic

stories

Inspiring

experiences

Signature Cues

Ingredients for a great brand

+

&

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typography, color,

imagery, secondary graphics

signature scent

sound signature,

music &

sound palette

materials, textures

& finishesBRAND

Brand cues Engaging all the senses

A sensory branding initiative seeks to

enrich the ways in which we communicate

through our brand and to build stronger,

more emotional bonds with our customer.

95% of human communication

is unconscious;

80% is nonverbal

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Why Sensory Branding?

Sense of smell is the slowest

of senses…

but memories evoked by smell

are more emotional — no other

sense is as directly/intensely

linked to brain’s emotion and

memory centers.

Melody is easier to remember

than other sonic stimuli (e.g.,

voice, ambient sounds)

Studies show that people

overwhelmingly (80%) choose

products accompanied by music

they like and tend to attribute their

product preference to the product

qualities rather than the music.

People associate the textures

of fabrics and other surfaces

with product qualities

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Brand cues do not appear overnight

FrequencyUniqueness

Consistency

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Stop

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George Lazenby1969

Sean Connery1962-67 &

1971

Roger Moore1973-85

Pierce Brosnan1995-2002

Timothy Dalton1987-89

Daniel Craig2006 - present

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35

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Do you recognize these brands?

Name that sound…

Stop

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BRAND CUESVISUAL

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RITUAL

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SHAPE

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COLOR

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TOUCH

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SMELL

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Legendary brands fuse all these elements

Signature cues

Inspiring experiences

Authentic stories

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Louis Vuitton

Bold material contrasts

Geometric pattern as dominant architectural element

Distinctive monogram and petal repeat pattern

Gold and brown

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Ikea

Blue and Yellow

Strict type palette

Straight-forward language, with a

touch of humor

Silhouette photography Clear and fun instruction icons

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Google

Bright, primary color palette

(blue, red, yellow, green)

Humorous and personalized logo treatment (not corporate) Simple, illustrative icons

Cheeky (friendly) tone of voice

Irreverent, fun nomenclature

Lots of white spaceHumorous (creative) events

Case study

Walmart

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The Story of The Servant Leader

“I’m sure this initiative will drive

some new advertising…

…but what I really want it to do,

is be a blueprint for my people

to know what to do.”

- Lee Scott, CEO

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Walmart

• Slowing growth in traditional markets

• Growing negative perceptions

• Attenuation of original mission

Objective

To refresh the brand positioning

and create renewed consumer

connection to the brand while also

driving increased store traffic and

enhanced economic performance

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Our comprehensive approach

1. Brand story

(Who you are)

The story that explains

the fundamental

character of the brand

in a compelling way,

developing an authentic

character to the brand

• Conflict

• Character

• Context

3. Experience

activation

(Where you do it)

Marketing

communications

Brand

cuesChannels

Product/

service offering

Employee

engagementStakeholder

2. Brand

elements

(How you

express

yourself)

The central statement that articulates and brings to life the core

elements of a company's brand. It provides the basis for

translating strategy into communications and experiences. It

distinguishes the company's offerings from those of the

competition. It describes why customers and other stakeholders

should care about the brand, and it drives customer demand.

Vision

The core idea and emotional heart of the brand positioning strategy

Brand essence

Image attributes

Descriptors that support the positioning statement, dimensionalize the

brand and define its key personality and performance characteristics

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Price value

shopper

16% / 24%

Price sensitive

affluents

11% / 4%

Brand

aspirationals

29% / 33%

Protect

―Help me make it to

my next paycheck‖Primary target

―Help me trade down

and trade up, with

unbeatable prices

on the brands I trust‖

Secondary target

―Help me stay true

to my values, and

not waste my money‖

We started by assessing the opportunities across customer groups and helping to determine the three “value driven” segments

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Functional Emotional

1) Low Prices 5) Empower 7) Escape4) Live Better 6) Welcome2) Easy 3) Smart

Highly appealing and credible to all

We identified an attractive positioning direction..

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…that appealed to both sets of customers…

Emotional

relationship

Functional

relationship

When I Shop at Walmart,

I Feel Like a Smart Shopper

Unbeatable Prices, Easy Shopping,

Quality Products

―By

Shopping

at Walmart

I can Live

Better‖

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Walmart is a “servant leader,” whose mission is to make the American Dream more accessible to everyone. From its earliest days as a small rural retailer, Walmart and its associates have pursued an intense competitive passion to win at all costs, to drive down costs and help all people save money so they can live better. As Walmart grows, it turns this intensity to tackle even larger ―opponents‖ such as healthcare and the environment.

Walmart’s roots as a

small rural retailer

now grown into the

largest company

in the world means

it has a need to

reinvent its servant

role to stay relevant.

Walmart is in the

process of rebuilding

the brand cues that

show its role as the

servant leader.

Serving people

vs.

Winning

at all costs

Make the American

Dream more

accessible to all.

Bring the value and

selection available in

urban areas to small

towns.

Caring yet driven

personality,

beginning with the

founder.

…and was brought to life through an emotional brand story

ConflictCharacter Goal Context Cues

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We created a new identity system that transformed the brand from Always Low Prices Always…

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…to a consistent Save money. Live better. experience

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The brand drove integrated marketing communications…

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Savings Focused Emotional

…and advertising campaigns across both tactical and strategic campaign platforms

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Within this new experience, we developed specific communications programs focused on health, wellness and sustainability issues

New Products & Innovation

Better Health and Wellness Common future – sustainability

Community EnrichmentFamily and Home Solutions

Quality Products

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Mainstays

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Home trends

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Best Occasions

8080

Low cost toys

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We enhanced the entire store experience…

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ColorSignage

Pricing

Cornice

Service integration

Trade-dress elements

Systems & guidelines

…with a total store approach to branding…

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Before

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After

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Before

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After

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Before

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After

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Associate engagement and enthusiasm has been an important part of our efforts…

Brand champions

Branded work environments

Brand masters training

Brand engagement

Employee brand center

Brand book

Employee badge/recognition

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…built on three simple pillars…

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…captured in an engaging and award winning brand book…

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…performing better than competitors…

Comparable sales for US

End of each quarter

Index of monthly stock prices

January 2007 through May 2009

0%

20%

40%

60%

80%

100%

120%

1/3/07 7/3/07 1/3/08 7/3/08 1/3/09-8%

-6%

-4%

-2%

0%

2%

4%

6%

1Q 2007 2Q 2007 3Q 2007 4Q 2007 1Q 20082Q 2008 3Q 2008 4Q 2008 1Q 2009

Notes: Walmart fiscal year 2008 ended 1/31/08 and fiscal year 2009 ended 1/31/09. Target

Fiscal Year 2007 ended 2/2/08 and fiscal year 2008 ended 2/2/09. Sam's Club comparable

store sales excluded.

Sources: Walmart Fiscal Year Quarter Earnings Archive: Releases (FY 2007 Q3,4; FY 2008

Q1-4; FY 2009 Q1-4; FY 2010 Q1); Target Investors web page: 10Q SEC filings (2006 Q3 -

2009 Q1); Financial News - Quarter Earnings Per Share Release (Nov-Dec 2008)

Walmart

Target

Walmart

Target

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…and creating significant shareholder value growth

Walmart’s Brand Value increased $3.6 Billion in 2008 to become the most

valuable retail brand while others lost $67 Billion in value.

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If we work together, we’ll lower the cost

of living for everyone…we’ll give the

world an opportunity to see what it’s

like to save and have a better life.

Sam Walton

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