AMBITIOUS FOR CLIENTS

OPTIMISTIC FOR THE WORLD

WE ARE LIVING IN UNBELIEVABLY EXCITING TIMES

CHANGE PRESENTS BUSINESS AND SOCIETY WITH BIG CHALLENGES AND EXTRAORDINARY NEW OPPORTUNITIES

WE HELP OUR CLIENTS BUILD:

CATEGORY DEFINING

MARKET LEADING

GROWTH DRIVING

IMPACT MAKING

GAME CHANGING

BRANDS

OUR VALUE LIES IN UNIQUELY FRAMING NEW OPPORTUNITIES TO HELP CLIENTS CAPITALIZE ON CHANGE

WE HELP AMBITIOUS CLIENTS SEIZE WHAT’S NEXT IN ORDER TO REINVENT THEIR BUSINESS, REINVENT THEIR CATEGORY OR INVENT THE FUTURE

MERCEDES 3 NEW BUSINESSES IN 6 WEEKS

IMPACT CITIBANK FROM 57TH TO 1ST Citi regained its edge in the crowded Japanese retail banking environment by radically re-imagining the customer experience using unique behavioral insights and technology.

TATE 2 MILLION CUSTOMERS IN THE 1ST MONTH We helped Tate democratize art and create a museum for the many, not for the few, creating the world’s most visited modern art gallery.

(RED) $160 MILLION RAISED With (RED) we built a new charity model; using the collective power of world-class brands to deliver a sustainable source of funding to fight HIV/AIDS in Africa.

ALDAR HUMANIZING URBAN DEVELOPMENT IN DOHA

AOL RE-IMAGINING RE-POSITIONING RE-BOOTING

BEELINE RUSSIA’S MOST VALUABLE BRAND

PWC CREATING NEW VALUE FOR CLIENTS

ORANGE $26 BILLION IN 6 YEARS Orange made telecommunications about people and optimism. It grew from 4th entrant to market leader, and 6 years later was valued at $26 billion.

MATHAF A BOLD SYMBOL OF CHANGE

UNILEVER A PLATFORM FOR GROWTH AND INNOVATION

We helped Mercedes build new revenue, audience and reputation by creating 3 new businesses that both leverage core brand equities and solve customer challenges.

LONDON 2012 £400 MILLION RAISED IN 1 YEAR We helped London 2012 redefine the Olympics as a platform for audience and partner participation. “everyone’s Olympics” is the best funded, and most inclusive games in history.

OI BRAZIL’S MOST ADMIRED COMPANY We created mobile brand Oi for Brazil Telco Telemar, capturing nearly 20% of the Brazilian market in its first year. Oi later became the brand for all of Telemar’s services.

NEW MUSEUM 600% MORE VISITORS 400% MORE MEMBERS We helped the New Museum become a world art institution, a first-choice cultural destination and a catalyst for contemporary art in New York City. It had 600% more visitors, 400% more members.

TARGET UP&UP SALES UP 21% We rationalized Target’s own brand portfolio from 120 brands to 30 and reinvented its core private-label brand. Up&Up achieved record-high customer recommendation.

(RED)

Ambition(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.

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.

Within the first five weeks of the US launch, the (RED) brand registered 30% unaided awareness. (RED) is now a real phenomenon, with over 1 million fans on Facebook. (RED) partners include some of the world’s most iconic brands — including American Express, Apple, Converse, Dell, Emporio Armani, Gap, Hallmark, Nike, Penguin and Starbucks — who give up to 50% of their profi ts on exclusive products to the Global Fund to invest in HIV and AIDS programs in Africa. Since its launch in 2006, (RED) has generated over $160 million for the Global Fund- which is more than most individual countries donated in the same period. To date, (RED) has saved over 5 million lives

A NEW MODEL FOR CONSCIOUS COMMERCE

Brand Strategy Brand Purpose Brand Values Product Strategy Brand Identity Partner Engagement Guidance

GE

Ambition With 300,000 people in 174 countries and 3,500 businesses, all number one or two in their markets, GE defined the 20th-century corporation. With the transfer of leadership from Jack Welch to Jeff Immelt, GE was poised for transformation: From manufacturing to technology and service. From US-centric to an emphasis on Asia and Europe. From a business driven by organizational silos to greater focus on the customer. From an under-leveraged, atomized Old World brand to 21st-century powerhouse of innovation and impact.

Action We worked with GE to create a market-facing brand architecture that hugely simplified its portfolio of businesses into solution platforms for customers. This allowed GE to enhance existing relationships with businesses and develop new relationships with customers. We created a modern identity that liberates and celebrates the GE monogram and that’s flexible enough to work with everything from jet engines to light bulbs. We traveled the world to excite GE leaders about the brand idea “imagination at work,” and defined with them how the brand should be made real throughout the business.

Impact GE was named “most admired company” for two consecutive years by Fortune magazine. It's now pitching to countries and governments, using its newfound ability to bring unified solutions to its customers. $25 billion in additional revenues have been added by 85 “Imagination Breakthroughs,” inspired by the brand idea, “Imagination at work.” Since the launch of the new brand, GE’s revenues have increased consistently at an average rate of 10% per year, reaching a phenomenal value of $183 billion in 2008. After a remarkable increase of 29% between 2002 and 2008 in brand value, GE is now the fifth largest brand in the world, valued at $43 billion in 2010.

Brand Strategy Brand Architecture Brand Identity Employee Training Employee Engagement Advertising Guidelines Packaging System

BRAND REINVENTION FOR THE 21ST CENTURY

MERCEDES

Ambition 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 to generate new and profitable growth without putting one of the world’s most iconic brands at risk.

Action 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 (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 the UK, US, China and Japan, we developed 10 new businesses to pilot. In January 2009 (10 months after the commencement of the project), Daimler launched solutions for family mobility at the Mercedes-Benz brand center in Surrey, UK.

Impact The 2009 launch of Kinderclass has already led to a significant increase in the sale of child safety accessories and continues to attract young families to the Mercedes-Benz brand. The Driving Academy is engaging students and parents alike and is helping Mercedes-Benz build relationships with younger audiences, while raising the standards of driver education. The Times of London 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 applications.

Brand Strategy Brand-Led Innovation Business Model Design Brand Experience Design

NEW BUSINESSES NEW AUDIENCES NEW REPUTATION

UNILEVER

Ambition 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.

Action 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” 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 on the stories that underlie the idea. And we’ve helped Unilever invent new products and projects that deliver vitality.

Impact Since implementing the Vitality brand idea, Unilever’s operating profit has increased at an average rate of more than 15% a year, for four consecutive years. Every Unilever business, from China to Argentina, has embraced the Vitality brand idea and is using it to determine which businesses to invest in, which to exit from and where to innovate. An incredible €1.2 billion of additional annual revenue has been generated since the introduction of the new brand idea, driving Unilever’s profits to new heights.

Brand Purpose Brand Identity Employee Engagement Environmental Branding Brand Launch

A PLATFORM FOR GROWTH AND INNOVATION.

NEW MUSEUM

Ambition The New Museum of Contemporary Art is New York City’s only museum dedicated exclusively to showcasing contemporary art. It’s an adventurous, progressive institution with an internationally renowned program.

In a city overly saturated with cultural institutions, we faced an exciting challenge: Create a brand that would drive the museum’s vision and ambition to become a world player in contemporary art and a first-choice, 21st-century cultural destination.

Action Based on the idea of “new art and new ideas,” our first step was to simplify the name to loosen up the museum’s institutional feel. More importantly, this broadened their scope from the narrow definitions of an art museum to becoming recognized as a cultural hub.

In an exciting collaboration with the museum, we created a visual expression that features a spectrum of color and language and a logo that literally moves and flexes to welcome new artists and audiences and to announce new art and the new museum. The mantra “open, fearless and alive” quickly became an invaluable tool for internal decision-making.

Impact The award-winning identity system captured the immediate attention, hearts and minds of onlookers and museum lovers. The New Museum now has three times as many visitors as the iconic PS1 MOMA in NYC, and its opening on the Lower East Side of Manhattan has created an unprecedented growth of contemporary art in the neighborhood, which is now home to over 60 galleries. The New Museum — the place and the brand — continues to self-renew, opening the doors to future creative collaborations and inviting in new art and new ideas.

Brand Purpose Brand Identity Signage

600% MORE VISITORS 400% MORE MEMBERS

TARGET UP&UP

Ambition In 2006, Target came to Wolff Olins with the challenge of creating an architecture for its own brand portfolio that would enable it to achieve a new level of growth. Our work led to a range of recommendations to simplify and upgrade Target’s own brands. One of the central insights was that Target had the opportunity to re-energize its presence in everyday items by creating a new, vibrant brand that would directly appeal to their female guests’ needs. The ambition was to create a new brand spanning all Target products in cleaning, beauty, personal care and pharmacy that would drive growth by creating new levels of guest loyalty and purchase frequency.

Action We worked with Target’s senior management to define how the essence of the Target brand should be applied to its own brands. We conducted both quantitative and qualitative analysis to understand the competitive landscape, consumer needs and Target’s unique advantages. The key insight uncovered that no retailer was providing consumables that deliver on the three core customer needs of value, ease and connection, a position that Target was able to own. These learnings led to the strategy of bringing a helpful, positive attitude to daily purchases, and the brand name Up&Up was brought to life through new packaging design, messaging strategies and online strategies.

Impact Target’s private label Up&Up launched in April 2009 and has since propelled Target to one of the most valuable retail brands in the US. In 2009, the brand registered a 14% increase in comparable sales. By July 2010, comparable sales were already 21% higher than the previous year. “We believe that [Up&Up] will stand out on the shelf, and is so distinctive that we’ll get new guests that will want to try it that maybe didn’t even notice the Target own brand before,” said Kathee Tesija, executive vice president of merchandising for Target. Target is continuing to add new categories to the Up&Up brand as it has garnered considerable consumer interest, with record-high customer recommendation levels..

Brand Architecture Portfolio Rationalization Private Label Brand Creation Packaging System

SALES UP 21% RECORD CUSTOMER RECOMMENDATION.

AOL

Ambition In December 2009, global web services business AOL departed from its parent company, Time Warner. With a brand name synonymous with Internet access, AOL looked to Wolff Olins to assist it in re-shaping perceptions of the brand around the very different business it is actually in. New CEO Tim Armstrong’s new mission reflected this strategy: To inform, entertain and connect the world — not with more of the same, but with extraordinary content experiences. AOL works with the best collection of journalists, artists and musicians to create 80% original content.

Action The brief to Wolff Olins was to help make AOL a media company for the 21st century. At the IPO, Wolff Olins’ first task was to create a forward-thinking brand identity that reflected the importance of creativity and originality. As AOL is content, it made sense to invent an identity that acted as a platform for content. A brand identity that subsequently went on to win prestigious awards from both AIGA and Cannes Lions as well as being featured in trade and art publications. Named “best identity of 2010” by influential identity blog Under Consideration, this was just the beginning of our work.

Impact Wolff Olins continues to work with AOL across a full range of projects aimed to rapidly evolve the AOL brand — from internal programs to energize the organization to external marketing programs, such as AOLartists.com (930,000 unique visitors in the first six months). We designed initiatives, such as the 30 second weekly news roundup of what’s happening in the world. We created partnerships such as AOL Originals with Chuck Close, the 25 for 25 grants program to infuse creativity in everything AOL does. And it’s starting to pay off — 40% of AOL users surveyed in October 2010 described the AOL brand as creative; and by the end of 2010, AOL was the only major brand to have a better “buzz” score than major online brands like Google, Facebook and Yahoo! according to Brand Index.

Brand Strategy Brand Architecture Brand Identity Employee Engagement Advertising B2B Marketing Events and Experience Design Product Concept/Design

RE-IMAGINED RE-POSITIONED RE-BOOTED

LIVING PROOF

Ambition Living Proof started with a molecule, and some chemistry between like-minded individuals in Cambridge, MA. They came together, under the name Andora, as outsiders with absolutely no preconceived notions about what could and couldn’t be done in the beauty industry. They shared one clear ambition: To cure the most common hair and skin ills of the beauty frustrated, one product at a time, once and for all, and to become the next big beauty company as a result.

Action Armed with a lab full of radical, never-before-seen technologies, access to some of the best life scientists in the world and an initial product line nearly ready for consumers, Wolff Olins helped to build and guide the entire brand, from top to bottom. We started by doing a lot of homework. We took a deep dive into the world of beauty, ran diagnostics on the competition and went well beneath the skin of consumer needs to find real insights. We observed that the beauty industry largely ignored or committed to the basic needs of consistency, simplicity, confidence, truth and responsibility. We developed the brand idea — solving problems and the brand name “Living Proof” based on the idea that the products produced results you can see from across a room.

Impact Living Proof has achieved unparalleled success. It received Allure Magazine’s Beauty Award three years in a row, including the Beauty Breakthrough Award before the first product (No Frizz) had even hit the shelves. Living Proof was the 2009 number one haircare launch in Sephora, achieving sales of $1.4 million in only six months. The No Frizz line is now sold in Sephora stores around the world, and the new Full mousse product is the fastest-selling SKU that Sephora carries. Living Proof has also received wide acknowledgement in the design world after winning a prestigious Art Directors Club Silver Cube, a One Show Bronze Pencil and a coveted D&AD Award for its packaging, created and designed by Wolff Olins.

Brand Strategy Brand Identity Product Naming Packaging Design Retail Experience Digital Experience

PROBLEM SOLVING CATEGORY BUSTING AWARD WINNING

NYC

Ambition There’s only one New York City. But within that one city are five boroughs, approximately 191 neighborhoods, nearly a million buildings and over 8.2 million people. Each individual has his or her own New York.

Within the mind of every New Yorker resides a different version of New York City. It’s a place loved in 138 different languages and viewed through an almost infinite mix of cultures, ideologies and ways of life. Everyone living side by side.

This kaleidoscopic quality is one of the great things about this city. It’s the very thing we love. But it also makes it difficult to represent. There is no one symbol, no one logo or brand that means New York City to everyone.

Action To create a brand for New York City, the challenge was not to define a purpose, but to capture an essence. This was articulated by the idea: “only one, but no one NYC.”

The resulting brand identity has now been embraced not just by New York City’s official marketing, tourism and partnership organization, NYC & Company, but across many city departments.

Impact From what was once many disparate and confusing identities, the NYC brand has become the singular and strong voice for the city. It is now used across a range of city-wide initiatives, including greenNYC, BeFitNYC and milliontreesNYC. The new brand has driven tourism marketing, and comes alive in the city’s visitor center, NYCgo. In 2007, the year following the launch, the number of visitors to the city increased by 5%, resulting in the creation of 350,000 jobs. 2010 became a record breaking year, with 49 million visitors, generating $31 billion in visitor spending and propelling New York City to the most popular tourism destination in the US for the first time in 20 years.

Brand Strategy Brand Identity

BRANDING THE UNBRANDABLE CITY

OI

Ambition In 2001, the Brazilian telecom giant Telemar decided to launch a new mobile phone service. In a market dominated by formal and formulaic brands, Telemar wanted to be very different.

Action Wolff Olins started by defining a brand idea that captured this ambition: Cut the crap. We created a name for the new brand (Oi means “hi”), and its visual identity, brand language, communication style, packaging and many other brand applications. More than 2.2 million people signed up in the first year — almost 20% of the Brazilian market and 4 times more than the target. Oi successfully took customers away from other networks; 75% of Oi’s customers left other providers to join Oi. The launch was so successful that in 2007 Oi became the brand for all of Telemar’s fixed line, broadband and mobile services. Wolff Olins developed the brand strategy, brand architecture and visual expressions for this new, bigger Oi.

Impact In December 2002, the Brazilian business newspaper Istoé Dinheiro called the new brand a “phenomenon” and it has continued to perform phenomenally since. Oi is now the largest telecom provider in South America, with 14 million fixed-line and 17 million mobile customers.

Brand Strategy Brand Identity Communications Packaging Retail Concepts

OWNING “HELLO”

OUR RECENT AWARDS

AIGA, IDENTITY SYSTEM, CROSS-MEDIA, BRANDING CATEGORY — AOL BRAND (2010) /// ONE SHOW BRAND CERTIFICATE OF MERIT — AOL (2010) /// CANNES LIONS, REBRAND DESIGN, BRONZE — AOL (2010) /// D&AD AWARD, PACKAGE DESIGN —LIVING PROOF (2009) /// ART DIRECTORS CLUB CUBE, SILVER — LIVING PROOF PACKAGE DESIGN (2009) /// THE ONE SHOW PENCIL, BRONZE —LIVING PROOF PACKAGE DESIGN (2009) /// CREATIVE REVIEW ANNUAL GRAPHIC DESIGN AWARD — NYC (2008) /// D&AD BRANDING/EXISTING BRAND SCHEMES AWARD — NEW MUSEUM & NYC (2008) /// ART DIRECTORS CLUB, CORPORATE AND PROMOTIONAL DESIGN AWARD: LOGO/TRADEMARK — NYC (2008) /// AIGA AWARDS, IDENTITY GUIDELINES MANUAL, BRAND AND IDENTITY SYSTEMS — NEW MUSEUM (2008) /// TYPE DIRECTORS CLUB, TYPOGRAPHIC EXCELLENCE AWARD — (RED) & NEW MUSEUM (2008) /// CORPORATE DESIGN AWARD, INTERNATIONAL MUSEUM COMMUNICATION INTEGRATION CATEGORY — SOUTHBANK CENTRE (2007) /// DBA DESIGN EFFECTIVENESS, CORPORATE/BRAND IDENTITY AWARD — WE ARE MACMILLAN CANCER SUPPORT (2007) /// D&AD NEW BRANDING SCHEMES AWARD — (RED) (2007) /// AIGA AWARDS, BRAND AND IDENTITY SYSTEMS DESIGN AWARDS — OI (2007) /// BRAND REPUBLIC, DESIGN AGENCY OF THE YEAR (2006) /// DESIGN WEEK BENCHMARK AWARD, BEST IN CATEGORY — MACMILLAN CANCER SUPPORT (2006) /// AIGA AWARDS, BRAND AND IDENTITY SYSTEMS DESIGN — CARTER’S (2006) ///

150 PEOPLE

21 LANGUAGES

3 OFFICES

1 BUSINESS

A WORLD VIEW

Michael Wolff and Wally Olins set up Wolff Olins in 1965.

In the 60s, we did convention-breaking design work for big companies like BOC, for government bodies like Camden… and for the Beatles.

In the 70s, we pioneered corporate identity for P&O. And with tough economic times in Britain, we moved into France with Renault and Germany with Aral.

The 80s was the great age of corporate identity. Wally wrote the book. We worked For 3i, Q8 and Prudential. Repsol took us into Spain. And we created a little banking brand in Britain called First Direct.

We started the 90s with Europe’s biggest corporate identity project, BT, and then morphed into branding with Orange, then Heathrow Express. And we closed the decade by opening in New York.

In the 00s, we really changed the game, 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.

Recently we have helped to define what it means to be a modern Arab brand, with Aldar and Mathaf. We created India’s most successful brand with Tata Docomo. And are working at the bleeding edge of new media and technology with clients such as Skype, AOL and Microsoft.

WE WILL HELP YOU EXPAND YOUR AMBITION THROUGH A BOLDER, BRAND-LED STRATEGY.

WE WILL HELP YOU CREATE BETTER PRODUCTS AND SERVICES THROUGH BRAND-LED INNOVATION.

WE WILL USE THE POWER OF BRAND TO DELIVER TRANSFORMATION INSIDE YOUR ORGANIZATION.

AND WE WILL HELP YOU TAKE YOUR PLACE IN THE WORLD THROUGH A STRONGER BRAND EXPRESSION.

IF YOU NEED A GAME-CHANGING BRAND TO DRIVE YOUR BUSINESS, WE ARE THE RESPONSIBLE CHOICE

ALL OF OUR CLIENTS SHARE AMBITION

APPLE ADIDAS AOL APPLE RECORDS ATHENS 2004 AMEX BARCLAYS BEELINE BLOOMINGDALE’S BOOZ & COMPANY CARREFOUR CITI CURRENT TV DIAGEO EXPEDIA FRITO-LAY GE HERO HONDA JETBLUE LLOYDS TSB LONDON 2012 MATHAF MCDONALD’S MERCEDES-BENZ MICROSOFT NBCUNIVERSAL MOVISTAR NEW MUSEUM

NEW YORK CITY OI ORANGE PEPSICO PG&E PWC (RED) REPSOL REUTERS ROYAL MAIL SKY SKYPE SMITH & NEPHEW SONY SONY ERICSSON STAPLES STARBUCKS TARGET TATA DOCOMO TATE TELENOR TESCO TOKYO METRO UNICEF UNILEVER VISA VIVO WACOM

THERE’S NO ONE WAY TO BUILD A GREAT BRAND

WE DESIGN OUR PROCESS AND TEAM TO MEET YOUR UNIQUE CHALLENGE AND DELIVER POSITIVE IMPACT

CEO FAQ Growing & innovating: – How can we grow now that we are coming out of the recession? – How do we better monetize without compromising what’s special about us? – How do we make massive change happen in an incremental world? – How do I innovate outside the category without doing something stupid? – Who should we partner with to develop more revenue? – How do I move into new markets and new categories? – How do we foster a more courageous, risk-taking culture?

We believe innovation is the key to growth in the 21st century. As competition intensifies, markets become saturated and growth slows. We believe achieving new growth means finding new ways to delight your customers across one of two key dimensions:

1. By intelligently extending your brand into new categories. From a product to a service as we did with Driving Academy for Mercedes-Benz, or from a me-too copycat to a completely new brand as we did with Up&Up for Target.

2. By reinventing an existing category. Reinventing charity, as we did with PRODUCT (RED) or reinventing art, as we did with the Tate.

Setting vision & seeing change: – I’m a new incoming CEO — how do I set out my vision to galvanize the

troops? – How can I engage my employees behind the brand? – How do I use this opportunity to engage with my staff, dealers and my

customer’s customer? – How do we connect the employee experience to the customer experience? – How do I unify an organization that's grown by acquisition? – How can I get more synergies between different departments? – I’ve “done” my brand (I have the book and the visual identity). Now I need to

change the business to deliver it. Can you help? – How do I create momentum for change internally? – How do I turn strategy into real impact?

Vision should mean just that. Finding a vision for the future of your organization; of what it will do, of the role it can play in your customers’ lives. All too often, however, visions aren’t truly visionary. We work with our clients by working with them to create a visionary view of the future of their business and their brand. A vision that can be clearly and easily communicated throughout the organization, which will inspire change within that business. As we’ve done with AOL and with Skype. Of course, with a vision comes change. Here we work with leadership teams to find the key levers of change and how to focus not only on what to do but also on what not to do.

CEO FAQ Better managing your brand: – How do I move toward a single global brand? – How do I protect our brand image without creating a “police state”? – How do I create a coherent brand without compromising

entrepreneurialism and individual responsibility? – How do I create an identity that fits my brand and embraces all the new

digital touchpoints?

There are many brand management challenges we see today. From how to create flexibility within a global brand to how to manage the explosion in digital touchpoints. Rather than a canned response, our approach is first to understand the business challenge and then work with you to create a solution that will assist in that challenge. Like creating a new kind of global digital guidelines for Citi, or helping Telenor create a flexible approach to global brand management.

Ensuring you are fit for tomorrow: – We have fewer resources — how do we decide what we don't do in the

future? – How do I succeed in the future? – How can I stay relevant?

Human beings are notoriously bad at predicting the future, but this doesn’t mean your brand has to be based on the past. Instead we work with you to understand two very simple things. First, what is special about you — those unique capabilities and approaches that sit at the heart of your culture and which others would find hard to copy. Second, what the world needs; those things that are currently missing from the world. Using a deep customer insight-led approach, we can help you to understand what your current strengths and weaknesses are and better understand the future direction you need to go in in order to succeed. As we’ve done for AOL or for Skype.

WE’D LOVE TO TALK

Gilles GuilbertDirect: +1 212 471 1520 Main: +1 212 505 7337 gilles.guilbert@wolffolins.com

Wolff Olins 200 Varick Street 10th Floor New York, NY 10014 www.wolffolins.com