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A ravolution in Creative business strategy - Schemetter B.

Schemetter B. A ravolution in Creative business strategy - Wiley & sons , 2003. - 257 p.
ISBN 0-471-22917-2
Download (direct link): leaparevolutionIncreativeb2003.pdf
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As with the Japanese market, attempting to translate The Computer Inside™ advertising campaign into Chinese was proving difficult. The Power Source ads were very successful in China because they were so novel and revolutionary for the marketplace. They helped create incredibly strong brand awareness. But the fact remained that most Chinese did not understand what a computer was, much less what a microprocessor did. So the agency in China decided to create a complementary campaign that would educate the consumer about what a CPU is and how important it is to the computer. As Mason Lin, group account director for Intel eight years ago and CEO of Euro RSCG China Group today, puts it, “With the messaging in the U.S., they were able to skip the fundamental message. There was no need to educate consumers on what a computer was. Here, if we had used that same messaging, it would have been like teaching the kindergarten student using a college textbook. If they do not know their ABCs, how can they be expected to read a novel?”
In developing that complementary campaign, the agency also faced another challenge. Because the country is so vast, using traditional mass media can become very expensive. And since Intel didn’t need to reach the entire population of China (many residents, especially in the smaller cities and more rural areas, couldn’t afford a PC even if they knew what one was), it wouldn’t have been terribly cost-effective. So the agency turned to a very nontraditional means of building brand awareness: the bicycle.
Demand a Creative Relationship
The Bicycle as Media
The bicycle is still the most widely used form of transportation in China. What Intel decided to do was create bicycle reflectors, which would be distributed free of charge. The reflectors took the form of stickers to be placed on the backs of bikes. At night, the stickers reflected light—a safety feature for the rider. On the front of the sticker was the Intel logo and the slogan, “Intel Inside®.” On the back were instructions on how to use the reflector and information on the importance of the CPU. And while the objective of the campaign was to expand brand awareness and educate consumers on the importance of the CPU, it also produced another major benefit: free advertising for Intel. The campaign ran until 1998 and was hugely successful, once again demonstrating the power of great creative thinking that transcends both traditional and new media.
Before You Leap: Don’t ever forget that consumers are your most
powerful brand ambassadors! (And if the message happens to glow in
the dark, all the better. . . .)
The Five Notes
Intel’s willingness to invest enormous resources in building the brand has paid off. The “Intel Inside®” logo is recognized all over the world. So are the five musical notes that accompany that logo whenever it is broadcast.
In his book Only the Paranoid Survive, Andy Grove says, “If competition is chasing you (and they always are—this is why ‘only the
Intel: Bicycle reflector
Creativity at the Heart of Business Strategy
paranoid survive’), you only get out of the valley of death by outrunning the people who are after you. And you can only outrun them if you commit yourself to a particular direction and go as fast as you can.”7 Andy Grove has demonstrated incredible leadership and courage. He has also exhibited another quality that goes a long way in learning to live with fear: optimism.
Be an Optimist!
There is a great quote in the lobby at Intel headquarters from one of the Intel founders, Robert Noyce, that says that “optimism is an essential ingredient for innovation.”8 It has to do with the notion that anything is possible, an idea most people do not grow up with. Yet optimism, I think, has been a major factor in allowing Intel to be so innovative and so successful in what it does. Ironically, that success takes place in an environment that is all about standardization: making millions of chips that are exactly the same and constantly raising levels of productivity at an exacting level.
You might not think there would be much room for creativity and innovation in such a structured environment. Intel has proved otherwise.
The Chicken Connection
Some months after becoming CEO of Euro RSCG Worldwide,
I wound up having dinner with Dennis Carter at the “21” club in New York City. Carter was then vice president of corporate marketing for Intel. By this time, Intel was our global client. Over dinner, I asked him, “How did our agency and your people get to the idea of ‘Intel Inside®’?”
Carter told me that though his background was in engineering, he had switched gears and entered the MBA program at Harvard. While there, he happened upon a case study about a chicken com-pany—and learned a valuable lesson about turning a commodity into a brand. A lesson that would later be applied to Intel’s microprocessors.
Be an Optimist!
I simply could not speak. I could not say, “Dennis, you’re not going to believe this, but Perdue Chicken (the case study that so profoundly affected you and Intel) was my first account in advertising. My training ground for understanding the power of branding.” It was one of those moments of serendipity that is almost too good to believe. I feared it would sound false in some way and lose meaning. So I said nothing. It wasn’t until much later that I finally told Carter and we both laughed.
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