Up and down the east coast, one thing is certain: I-95 stinks. In South Florida, where the hated highway actually begins, bumper-to-bumper traffic is the norm. There is the Turnpike option, but how do you get commuters to change decades-long habits? And pay a toll in the process? You culturesmith a solution, using the logical advertising medium: billboards.
Planted up and down I-95, our outdoor campaign offered simple directions to the less-jammed Turnpike and even gave the venerable highway a nickname: "The Less Stressway." And, once again, a culturesmithed term became part of the popular lexicon, adopted by newscasters, traffic reporters and commuters alike – as travel on the Turnpike increased significantly.
That building with the big thought bubbles outside the windows? That's us. It’s also a good example of what we do: Get people talking.
We call it "culturesmithing" -- weaving brand stories into the personal culture of the target market, creating cultural phenomena that people notice, like and, ultimately, participate in.Culturesmiths build relationships, not ads, and talk with people, not at them. Launching a dialogue that people want to participate in.
By shaping cultural discourse through this participatory process, instead of trying to force tired ad messages into consumers' already overloaded brains, we're able to continually reinforce brand relevance and consumer choice &ndash promoting positive feelings about the brand and the consumer's decision to make it part of his or her life.
Culturesmithed messages appear in traditional and non-traditional media &ndash wherever the target is most likely to become part of the dialogue. That could be on the street in front of our building or on television as part of a national multimedia campaign. Then, once the relationship is established, the consumer becomes involved in all the key milestones of a brand's life.
We call it "culturesmithing" -- weaving brand stories into the personal culture of the target market, creating cultural phenomena that people notice, like and, ultimately, participate in.Culturesmiths build relationships, not ads, and talk with people, not at them. Launching a dialogue that people want to participate in.
By shaping cultural discourse through this participatory process, instead of trying to force tired ad messages into consumers' already overloaded brains, we're able to continually reinforce brand relevance and consumer choice &ndash promoting positive feelings about the brand and the consumer's decision to make it part of his or her life.
Culturesmithed messages appear in traditional and non-traditional media &ndash wherever the target is most likely to become part of the dialogue. That could be on the street in front of our building or on television as part of a national multimedia campaign. Then, once the relationship is established, the consumer becomes involved in all the key milestones of a brand's life.
There's probably not a person in Florida who doesn't know Bob from
FPL. He was born in 1992, when Florida Power & Light, the
state's largest electric utility, wanted to build a better image,
consumer trust and , maybe, even affection -- although it's monopoly
status made that unlikely.
But the BSG team proved that even the toughest marketing problem can be overcome with some creative culturesmithing -- in this case, the gregarious and wisecracking Bob, a friendly sort who represented all FPL employees and conducted man-on-the-street interviews. The TV spots featured safety messages and money-saving conservation tips, and was designed to look live, inexpensive and decidedly unslick -- which is exactly what they were.
The results were immediate and dramatic. Call volume and participation in conservation programs increased steadily for over a decade, and tracking studies showed that consumers developed markedly positive feelings about FPL.
Over the years, Bob was invited to weddings, inspired children's Halloween costumes and even had a fan club. Thus was a dreaded corporate behemoth transformed into a helpful and popular member of the community.
But the BSG team proved that even the toughest marketing problem can be overcome with some creative culturesmithing -- in this case, the gregarious and wisecracking Bob, a friendly sort who represented all FPL employees and conducted man-on-the-street interviews. The TV spots featured safety messages and money-saving conservation tips, and was designed to look live, inexpensive and decidedly unslick -- which is exactly what they were.
The results were immediate and dramatic. Call volume and participation in conservation programs increased steadily for over a decade, and tracking studies showed that consumers developed markedly positive feelings about FPL.
Over the years, Bob was invited to weddings, inspired children's Halloween costumes and even had a fan club. Thus was a dreaded corporate behemoth transformed into a helpful and popular member of the community.
We're the agency that crowned Leona Helmsley "The Queen."
It started in the 1970s, when the client sought to increase occupancy at its midtown flagship, then located in an undesirable part of midtown Manhattan. The assignment: Convince business travelers that the hotel set and met the highest standards.
Of course, "high standards," although justified in the case of Helmsley Hotels, is one of advertising's most common positioning messages. How could we say it in a way that would stick in people's minds?
After a lengthy process of brainstorming and first-hand product research (our induction into the expense report hall of fame quickly followed), we realized that the solution was Mrs. Helmsley herself.
We had observed, for example, that she was obsessive about every operational detail – everything from reservations to towel thickness. So we made her the star of our ads, saying things like, "I wouldn't use skimpy towels. Why should you?" And Helmsley Hotels became "The Only Palace in the World Where the Queen Stands Guard."
Unfortunately, Leona's uncompromising nature ultimately landed her a long-term stay at a federal facility. But when she checked out, we promptly relaunched the brand with a campaign that played up her notoriety. The ad that best summed it up: "Say what you will, she runs a helluva hotel."
Both the original campaign and the '90s re-launch substantially raised brand awareness and occupancy rates. The original campaign, using consecutive small-space magazine ads to stretch the budget, boosted occupancy from 27% to 84% in just 16 weeks. The relaunch pushed occupancy at all Helmsley hotels from the mid-50s to over 95%.
It started in the 1970s, when the client sought to increase occupancy at its midtown flagship, then located in an undesirable part of midtown Manhattan. The assignment: Convince business travelers that the hotel set and met the highest standards.
Of course, "high standards," although justified in the case of Helmsley Hotels, is one of advertising's most common positioning messages. How could we say it in a way that would stick in people's minds?
After a lengthy process of brainstorming and first-hand product research (our induction into the expense report hall of fame quickly followed), we realized that the solution was Mrs. Helmsley herself.
We had observed, for example, that she was obsessive about every operational detail – everything from reservations to towel thickness. So we made her the star of our ads, saying things like, "I wouldn't use skimpy towels. Why should you?" And Helmsley Hotels became "The Only Palace in the World Where the Queen Stands Guard."
Unfortunately, Leona's uncompromising nature ultimately landed her a long-term stay at a federal facility. But when she checked out, we promptly relaunched the brand with a campaign that played up her notoriety. The ad that best summed it up: "Say what you will, she runs a helluva hotel."
Both the original campaign and the '90s re-launch substantially raised brand awareness and occupancy rates. The original campaign, using consecutive small-space magazine ads to stretch the budget, boosted occupancy from 27% to 84% in just 16 weeks. The relaunch pushed occupancy at all Helmsley hotels from the mid-50s to over 95%.
You know you've created an icon of popular culture when posters from your campaign become collector's items.
The Greater Miami Convention and Visitors Bureau came to BSG in the late '70s with a serious image problem: One of America's most popular tourist destinations was now perceived as a crime-ridden, riot-plagued no-man's land.
It was just the kind of tough assignment that culturesmiths thrive on. Following extensive consumer research that included considerable time visiting Miami landmarks and attractions, the agency created one of the travel industry's most memorable, successful and imitated taglines: "Miami. See it like a native."
Oddly enough, the County Commission deemed our snorkeler's bare back too risque, and announced that all copies would be shredded -- prompting a mad rush to acquire one. This priceless PR assist helped the campaign restore the city's tattered image, and inspired thousands of people worldwide to experience Miami's magic first-hand.
The Greater Miami Convention and Visitors Bureau came to BSG in the late '70s with a serious image problem: One of America's most popular tourist destinations was now perceived as a crime-ridden, riot-plagued no-man's land.
It was just the kind of tough assignment that culturesmiths thrive on. Following extensive consumer research that included considerable time visiting Miami landmarks and attractions, the agency created one of the travel industry's most memorable, successful and imitated taglines: "Miami. See it like a native."
Oddly enough, the County Commission deemed our snorkeler's bare back too risque, and announced that all copies would be shredded -- prompting a mad rush to acquire one. This priceless PR assist helped the campaign restore the city's tattered image, and inspired thousands of people worldwide to experience Miami's magic first-hand.
There's certainly no shortage of beautiful and quaint Caribbean islands
for consumers to choose as vacation spots. So when we won the
Curaçao tourism account in 2002, our first task was clear: How do
we make Curaçao stand out as the destination of choice?
The only way to answer that question was to experience Curaçao firsthand. So our account and creative team took a week to explore the island with local tour guides, and soon determined that Curaçao point of differentiation from other Caribbean islands as its status and history as both a commonwealth of the Netherlands and a melting pot for more than 50 unique cultures.
Now we had our points of difference. Working with the account's existing tagline tagline – "Real. Different." – the creative team came up with a campaign that positioned the island as an authentic Caribbean gem with European polish.
Prior to our involvement, the island's advertising had been averaging about 600 responses per month. Now it's averaging about 5,000, without special offers or incentives. Overall awareness in North America grew by nearly 50% within 15 months of the campaign's launch. And the number of visitors from North America grew by nearly 15%.
The only way to answer that question was to experience Curaçao firsthand. So our account and creative team took a week to explore the island with local tour guides, and soon determined that Curaçao point of differentiation from other Caribbean islands as its status and history as both a commonwealth of the Netherlands and a melting pot for more than 50 unique cultures.
Now we had our points of difference. Working with the account's existing tagline tagline – "Real. Different." – the creative team came up with a campaign that positioned the island as an authentic Caribbean gem with European polish.
Prior to our involvement, the island's advertising had been averaging about 600 responses per month. Now it's averaging about 5,000, without special offers or incentives. Overall awareness in North America grew by nearly 50% within 15 months of the campaign's launch. And the number of visitors from North America grew by nearly 15%.
The WinGuard campaign is an excellent example of culturesmithing in
real time – of observing a cultural phenomenon (the seasonal sprouting
of plywood) and adapting it to the marketing needs of our clients.
Hurricane season lasts over half the year, and millions of homeowners in the Southeast cover their windows with plywood when a hurricane approaches. This less-than-optimum attempt at protection was the inspiration for BSG's "Plywood" campaign – a series of tongue-in-cheek messages spray-painted on real plywood. The arresting images were seen at trade shows and in print ads, billboards, bus shelters and t-shirts.
TV spots helped nail down the concept by showing a series of homes covered in plywood and spray-painted with the WinGuard message. And we created a successful direct mail campaign consisting of actual plywood with spray-painted messages sent to builders and architects.
Since the campaign launched, WinGuard sales have blown through the roof (sorry). And the campaign has been rolled out to key northeast markets.
Hurricane season lasts over half the year, and millions of homeowners in the Southeast cover their windows with plywood when a hurricane approaches. This less-than-optimum attempt at protection was the inspiration for BSG's "Plywood" campaign – a series of tongue-in-cheek messages spray-painted on real plywood. The arresting images were seen at trade shows and in print ads, billboards, bus shelters and t-shirts.
TV spots helped nail down the concept by showing a series of homes covered in plywood and spray-painted with the WinGuard message. And we created a successful direct mail campaign consisting of actual plywood with spray-painted messages sent to builders and architects.
Since the campaign launched, WinGuard sales have blown through the roof (sorry). And the campaign has been rolled out to key northeast markets.
Any culturesmith worth his or her salt knows that sex sells – especially when the target market thinks of little else. That was precisely the market for the car stereos of Jensen Audio: price-conscious, tech-savvy young males.
Through research we learned that, as true audiophiles, Jensen's market was very interested in the actual features of the stereo components they were considering – and that they very much appreciated the bikini-clad babes adorning about 90 percent of car stereo advertising.
That there was no reason for bikini babes to appear in stereo ads didn't bother Jensen consumers, but it bothered us. So we culturesmithed a reason, drawing a direct connection between the features of Jensen products and the features of scantily clad women.
This cross-promotion, so to speak, was an immediate success. The Jensen models were in constant demand at industry trade shows and stereo stores, where their poster-signing sessions attracted droves of, er ... audio fans. Jensen soon asked for a male beefcake equivalent for gay publications. And the ads launched Jensen into the sales stratosphere, beating the results of any previous marketing effort and making Jensen the most profitable (and, unfortunately, only profitable) division of its now-defunct parent company.
Through research we learned that, as true audiophiles, Jensen's market was very interested in the actual features of the stereo components they were considering – and that they very much appreciated the bikini-clad babes adorning about 90 percent of car stereo advertising.
That there was no reason for bikini babes to appear in stereo ads didn't bother Jensen consumers, but it bothered us. So we culturesmithed a reason, drawing a direct connection between the features of Jensen products and the features of scantily clad women.
This cross-promotion, so to speak, was an immediate success. The Jensen models were in constant demand at industry trade shows and stereo stores, where their poster-signing sessions attracted droves of, er ... audio fans. Jensen soon asked for a male beefcake equivalent for gay publications. And the ads launched Jensen into the sales stratosphere, beating the results of any previous marketing effort and making Jensen the most profitable (and, unfortunately, only profitable) division of its now-defunct parent company.
The Miami "Native" campaign was so successful that it led the state of
Florida's tourism board to seek its own BSG advertising
phenomenon. And, shortly thereafter, lightning did indeed strike
twice – with an ad tagline that again became an instant part of the
vernacular: The rules are different here.
Lines like that don't just happen. They're the result of a long process of research, analysis and brainstorming. In this case, the "rules" were BSG's answer to the desire people have to really let go once in a while. So our campaign gave them permission to stay up late, watch the sunrise, leave dress clothes in the closet and – perhaps most memorably – to "forget shoes."
People apparently needed that permission. The campaign significantly increased visitor counts, even in the difficult summer season. Even Florida's residents were inspired to take more vacations here. And all these years later, the much-imitated campaign still has an enviable recall rate.
Lines like that don't just happen. They're the result of a long process of research, analysis and brainstorming. In this case, the "rules" were BSG's answer to the desire people have to really let go once in a while. So our campaign gave them permission to stay up late, watch the sunrise, leave dress clothes in the closet and – perhaps most memorably – to "forget shoes."
People apparently needed that permission. The campaign significantly increased visitor counts, even in the difficult summer season. Even Florida's residents were inspired to take more vacations here. And all these years later, the much-imitated campaign still has an enviable recall rate.
Pollo Tropical's open-flame-grilled chicken with tropical-themed sides
has been a consistent success in South Florida, thanks mainly to a
loyal Hispanic following. But by 2001 the chain had reached
saturation among Hispanics, and sought to expand in the general market.
Our research showed that non-Hispanics had only a very vague idea of the Pollo concept. So the general market campaign focused on explaining it – fresh, juicy, flame-grilled chicken, marinated with exotic spices. TV spots used the disco classic "That's the Way I Like It" to take viewers through the restaurant's unique food-preparation process and show why Pollo is such a tasty alternative to burger joints.
Our Spanish-language campaign featured grandmothers in traditional Hispanic families as the authorities on home-style Hispanic food. This long-running campaign put the "abuelas" in humorous situations, trying in vain to compete with Pollo Tropical for their families' favor. Our involvement in marketing extended to uniform design, in-store decor, the opening of new markets and stores, even the development of new menu items.
With our help, Pollo Tropical grew by 40 percent, thanks mainly to growth in non-Hispanic consumers. Hispanic loyalty remained strong, and the chain enjoyed double-digit increases in same-store sales every year.
Our research showed that non-Hispanics had only a very vague idea of the Pollo concept. So the general market campaign focused on explaining it – fresh, juicy, flame-grilled chicken, marinated with exotic spices. TV spots used the disco classic "That's the Way I Like It" to take viewers through the restaurant's unique food-preparation process and show why Pollo is such a tasty alternative to burger joints.
Our Spanish-language campaign featured grandmothers in traditional Hispanic families as the authorities on home-style Hispanic food. This long-running campaign put the "abuelas" in humorous situations, trying in vain to compete with Pollo Tropical for their families' favor. Our involvement in marketing extended to uniform design, in-store decor, the opening of new markets and stores, even the development of new menu items.
With our help, Pollo Tropical grew by 40 percent, thanks mainly to growth in non-Hispanic consumers. Hispanic loyalty remained strong, and the chain enjoyed double-digit increases in same-store sales every year.
Phone 1 had a neat idea: To reintroduce coin-operated outdoor phones
exclusively for international long distance, which had virtually
disappeared from pay phones due to consumer fraud. Having developed a
new fraud-proof technology, they partnered with Verizon and set out to
convert existing pay phones to long-distance only. Our assignment was
to not only introduce Phone 1, but to re-educate consumers about a
service that had been unavailable for years – with a very tight budget.
Working closely with their marketing and tech teams, we helped them launch a pilot program in New York City, using census and travel data to target international travelers and working-class consumers in selected areas of the city while monitoring the actual volume on several thousand pay phones.
In addition to traditional advertising and identity programs, we hired roving "street patrols" who went into the neighborhoods, found likely users and actually gave them the money to make a Phone 1 international call. The tactic built awareness and demonstrated ease of use, generating buzz in each neighborhood and attracting considerable publicity. Phone 1 pay phones are now found city-wide in New York, and the company has expanded into the suburbs and other geographical regions.
Working closely with their marketing and tech teams, we helped them launch a pilot program in New York City, using census and travel data to target international travelers and working-class consumers in selected areas of the city while monitoring the actual volume on several thousand pay phones.
In addition to traditional advertising and identity programs, we hired roving "street patrols" who went into the neighborhoods, found likely users and actually gave them the money to make a Phone 1 international call. The tactic built awareness and demonstrated ease of use, generating buzz in each neighborhood and attracting considerable publicity. Phone 1 pay phones are now found city-wide in New York, and the company has expanded into the suburbs and other geographical regions.
We relaunched SunPass, Florida's electronic toll collection system,
with new messaging, new retail channel distribution, and new media
vehicles. We even put our message on sequential highway signs
along the toll roads.
"Life in the SunPass Lane" means drivers get red carpet treatment.
Print media showed red carpets rolled out in the SunPass lanes.
Radio features drivers who are so happy in the SunPass lane, they sing about it as they drive.
And TV features real drivers, on the roads, explaining why they love their SunPass so much: It doesn't just help save time and money. It even helps identify good dates.
The results? We're proud to say SunPass reached their 50% penetration goal 6 months ahead of schedule. And our marketing and media strategies now serve as a marketing model for other electronic toll systems around the country.
"Life in the SunPass Lane" means drivers get red carpet treatment.
Print media showed red carpets rolled out in the SunPass lanes.
Radio features drivers who are so happy in the SunPass lane, they sing about it as they drive.
And TV features real drivers, on the roads, explaining why they love their SunPass so much: It doesn't just help save time and money. It even helps identify good dates.
The results? We're proud to say SunPass reached their 50% penetration goal 6 months ahead of schedule. And our marketing and media strategies now serve as a marketing model for other electronic toll systems around the country.
