2012: Looking forward … optimistically.

2012: Looking forward … optimistically.

Many myths have circulated about this coming year – most stemming from the ancient peoples of Mesoamerica (Mayans were a tribe in this civilisation) predicting cataclysmic events on December 21st. As at the start of any year, we are seeing many more predictions – some frivolous and some hopeful – but a lot are gloomy and serious – from economic woe to further environmental damage.

The gloom will effect society in general and hurt billions individually. The start of 21st Century is literally seeing change happen – via the 24/7 connected world on a screen in their pocket, on their lap, on their desk, on the move…on…always on. The changes could be as fundamental as the Industrial Revolution but are happening incredibly fast and being unprecedentedly viewed in real time. The economic woes have trumped the environmental danger in the immediate turn – as the effects are still to hit, while people’s wealth-led expectancy is being threatened daily.

The economic cycle will turn and will get better. For some economies that will happen in 2012 and for others in a year or two. There will be winners & losers in economies that emerge stronger as well as those that slump. In business terms, this is already apparent with the shifts from West to East, from big to small, from company to consumer, from mass to value.

Companies that act to recognise these shifts by experimenting with new business models, with an outside-in view of the company’s offers via innovation, honesty and awareness of the effect on their communities will survive and maybe even thrive. Those who cling on to outdated models – chasing shareholder profit programs, cutting for the sake of promises for quarterly meetings, fixating on competition before customers – will be left behind.

Brand can be a positive asset for all companies – it can be a central pillar of support to staff and customers, representing the emotional truth of a company’s offer – whether a service or product, whether local, National or International. The traits of a 21st Century brand demand a dialogue with customers, ensuring the offer is useful and open. Those companies that use their brand successfully to meet the challenges facing their customers will likely overcome the challenges they themselves face. These companies already understand the value of Conscious Commerce and will extend this further in 2012. These brands are positive and optimistic for the future. And for some massive multinationals and emerging markets, this will not only affect the economic challenges they will also begin to address the environmental and societal challenges positively.

Therefore on December 22nd, 2012 – a potentially massive “morning after the night before” – I’d love to look back and see the following successes… my personal brand led predictions I guess

  • Unilever’s Sustainable Living takes off – their goals are commendable
  • London 2012 Games are a huge success and the Legacy kicks in – living up to the brand promise…
  • BRIC growth continues and we see true global brands emerge from the emerging markets (Tata is a good start)
  • The UK’s biggest misfiring brand – the NHS – reasserts a central core value of care rather than one for performance

And of course that there is a morning on December 22nd….

Happy thoughts at Christmas time, and an Unlimited Happiness for the New Year

Happy thoughts at Christmas time, and an Unlimited Happiness for the New Year


“Happiness trending downwards” says survey based on Twitter. (see mashable video summary below). Maybe no surprise give the media bombardment that we hear 24×7. The happiest event remains Christmas.

A time to share with friends & family. To wish people well. Think George Bailey in “It’s a Wonderful Life”. Many wonderful, inspiring people also go out of their way to help others, outside of their nearest and dearest, who are not so happy or well off as themselves this time of year.

So we wish you happiness and that you have much hope and optimism for the coming year. Thank you to all who have helped and supported Unlimited Brands start up.



Is Brand 3.0 better suited to B2B marketers?

Is Brand 3.0 better suited to B2B marketers?

Business to Business (B2B) and Service Brands have long needed brand thinking that is different to the Mad Men inspired thinking that broadcast messages to consumers and relentlessly defended the positioning against competition. Customers and Users have moved on. Services and products cannot be based on a transactional basis alone because customers demand more understanding of their own “unique” needs.

Customers are complex and demanding of experiences that are rewarding – not just for themselves and their own company and customers, but for the communities they exist in. The bigger companies exist in communities that can be better named as society and the Multinational’s community impacts on the environment, mankind and future generations – think of Paul Polman’s Unilever Sustainable Living program or Bono’s Product (Red) or the Microsoft’s legacy work of the Gates Foundation. Sustainability is now a core tenet of 21st Century growth and companies on both sides of the B2B equation know this. Soon Procurement will look not simply for lowest cost tenders but how future offsetting on sustainability policies are incorporated. Carbon trading is becoming regulated by the governments and will soon be a mandatory prerequisite in many big tenders.

Great B2B marketers know the value of Partnerships and that by innovating new products and services via partnership can mean that Enterprises can shape and test new business models – but also that they will see new revenue streams to lift their old models.

Understanding the wider benefits for the customers’ communities and using new partners & business models to grow will add value to the company’s offer by adding an enhanced benefit to the customers (& their own customers & staff). Another tenet for the 21st Century is speed. Expectation for improvements, for new, for understanding or for better…all to be delivered at faster speed. For some more traditional companies this is harder to achieve than for some newer tech enabled successes. Companies that may suffer from “Silo Slowness” will need help in change & marketers can help bring this need for speed to fruition by bringing more business creativity initiatives into the organisation’s processes.

Marketing in a B2B environment has never really been a pure communications role – the organisation has traditionally been geared up for service – so an understanding of the customer journey (or their customer’s customer journeys) is already part of successful B2B companies. Marketing must be relentless in understanding customer’s needs – not what they were but what they are & importantly will be – not just insight but foresight.

As marketers, their roles are complex and can be a mix of investigator, integrator, innovator and instigator. B2B marketers have to help bring a company’s focus to customers future needs – and today that can mean being useful & optimistic.

In order to connect to their customers they must be useful – consumer marketing is many ways are still learning this. Engaging customers is not simply a good story well told. Mad Men thinking is fast being left behind. Indeed B2B never needed Brand to mean advertising campaigns or corporate logo – they needed brand to rally the staff and the service around a customer’s needs. Cisco and Oracle are fundamentally benefit driven. Brand as communication was termed tactics not strategic – strategic brand thinking centred on R&D for their customers. Today’s economic woes mean the inertia many companies are struggling with needs marketers to look positively into the near future and identify some quick opportunities and highlight possible actions that can lead to grab them.

Where B2B marketers can struggle is when the organisation is geared in delivering products or services that are complex – in the building of the product, in the testing, in describing or in their delivery/installation. Such companies can consider they’re a specialist and will be run by engineers or technical experts who have grown up with the company or the category. These leaders will understand the complexities of the offer/service and develop it incrementally year after year. Innovation may well be inherent inside the culture (as they are always seeking improvements) but this innovation will be familiar rather than surprising. Incremental sales and efficiency are valued and expected. In such companies, Sales and Marketing often work as a service to the engineers and developers. Country & category operations run the same way. Customer service will be ensuring products/services work as promised and lessons learned are shared back to organisations sporadically. These leaders believe marketing as a support function should deliver 20th Century branding.

Marketing can still be useful – but needs to be heard. This can mean being challenging and even disruptive – but from a need for change perspective, engaging cross discipline teams on new initiatives, on creating a few, small actions that are future facing, the results of marketing’s voice may rise.

Without an effective voice from marketers, B2B companies can over focus on their product features and then attack with pricing tactics vs. competition, and not the benefit experiences their products and services deliver to their customers. Benefit driven pricing can be higher if they are clearly valued. Cost optimisation comes to the fore, everything is shaved & discounting can become a primary sales strategy, and they have to price their products like a commodity.

B2B marketers can succeed & own the new brand thinking by

  • Great insights and foresight on the customer’s needs
  • Innovating partnerships for new business models (& new revenue)
  • Drive value via the benefits for customers vs. simply delivering best competitive pricing
  • Seeding the internal story around the brand so building the value to customers communities

Branding and social media — rapidly interlinked but both widely misunderstood

Branding and social media — rapidly interlinked but both widely misunderstood

Good research summary presented on Infographic below from Ask Your Target Market (AYTM) on the links between social media and brands. AYTM is a research firm who offer DIY surveys & they asked 2000 members of their own online panel where and how they used social media, if they followed brands on the likes of Facebook & Twitter and how they’d interact with brands.

AYTM drew up 3 personas to sum up behaviours – from active advocates whose voice wants/expects to be heard, to those who enjoy & share fun and those who still rely on mass communications to learn. If brand wants to engage with its community, the overwhelming request is for coupons and discounts.

Brand news, Q&A, help & interviews fall in the smaller grouping of the 80:20 rule.

So as we look into 2012, what will this analysis offer up as social media further engages itself with branding?

I predict that we’ll be seeing the smart brands that are getting to know their communities better offering more discounts & coupons, lightly wrapped up in a helpful short brand message/tweet.

And the smartest brands will be doing that in real time on smart phones directly to their fans in the retail or service environment that they’ve just entered. Because brands need to get mobile as that will rapidly become the best intersection of branding, social media and the customer.

infographic via mashable 

The need for speed

The need for speed

Get creativity into your organisation: change for the quicker – change for customer.

Turning round your business is tougher than for years – customers are more demanding, more cautious, more reactive.

Businesses are under increasing internal pressure from budget cuts, higher expectations (more for less) and increasing uncertainty.

Clients themselves have reduced their own teams and are trying to achieve the same tasks. Time & focus are their most precious resources.

And everything must be delivered more quickly.

Expectations for quality improvements & for better value can increase the pressure for being faster. Businesses rely on quarterly reporting periods to satisfy shareholders & use leadership models that rely on management by objectives to ensure conformity and consistency rather than change. Short cuts and new innovation are stifled by bureaucracy.

In the risk-driven inertia that many businesses are in, decisions take longer and tend to be safe – often familiar and repeated from past. Falling budgets can result in shaving a bit off everything rather than a refocus on doing just one or two things really well. Silos have built up internally, with a sense of protectionism leading to poor internal communications and mistrust.  This can be replicated externally with too many agencies focused on their own specific disciplines – with each agency duplicating similar processes in dealing with the client – so adding to further delays.  These pressures also sour culture which in turn causes delays and further inertia.

However, quicker is the norm for many businesses and organisations especially those influenced by new technology – where the use of creativity is ingrained in their business models. Fantastic crowd sourced content is uploaded every minute and quickly spread to people who look for their recommendations on social media. Millions of apps and upgrades are beta tested and rolled out every week on technology we already cannot live without. News is delivered 24/7.

If customers are demanding better experiences and best quality on one side of the value equation, price differentials are getting narrower on the other. Price comparison sites and supermarket price wars mean the price isn’t a differentiator but a similarity. Premium prices are harder to justify.

So how can creativity in business be applied to help speed things up, to unleash new initiatives for customers without compromising quality so building trust rather than losing it?

Creativity in its purest sense is forming a new solution from existing elements. Therefore it is always good to start by interrogating exactly what is happening inside the business, breaking it down into small discernable elements and reconfiguring them again into a simplified, customer focused approach. Ask the organisation direct questions (some are illustrated below) to get the answers that bring these elements to light.

The solution will come from being bold in questioning what’s working and why as well as what’s not. Collate the answers into groupings that can be reassembled. Prioritise the answers to ensure they are  relevant to each part of business and importantly to each business leader.

  • Is everyone in the business clear about what we do & why? Is there clarity and conviction about the purpose of the company?
  • Is our own story inside the business as clear as it is when we communicate outside?
  • Are we all about the customer or all about ourselves? Do we think inside out or outside in?
  • Do we have a dialogue with lots of our customers – daily not annually, sentences not tick-boxes?
  • How can we simplify everything…and after ask again, can we simplify further?
  • Do we share & train each other in what works?
  • Do we regularly work together outside of our own internal teams – on behalf of the customer?
  • When we undergo performance reviews for our leadership and staff, are there consistent KPI’s about collaboration & the customer?

By understanding the answers to these types of questions, you can creatively develop new initiatives, new processes & new teams. Restructures don’t necessarily have to mean redundancies – they can mean new responsibilities.  By simplifying these processes and ensuring each is strictly evaluated on a customer focused basis, things will get faster. Today, it is cost effective to use real time customer feedback in developing and spreading these initiatives – online dialogue is flexible and rewards the customer who expects their voice to be heard.

Once they do the results on culture will be positive. As a few directions become clear, it will be wise to quickly try out a few small tests – start with manageable, realistic goals, ensure leaders support these teams overtly and that failure is supported as much as success – to ensure a do/learn/do approach to learning is invoked – and when these tests work, roll them out & start a few new initiatives. Taking action quickly via business creativity creates actions that break inertia, break silos and start a road to growth.

So while many companies use creativity to communicate to their customers, they can start to seed creativity into their business structure, planning and processes too – with valuable outcomes such as improving speed to market, rewarding customer experiences and an improved internal culture.

Google’s numbers are amazing…seeing off the dinosaurs easily!

Google’s numbers are amazing…seeing off the dinosaurs easily!

Since the credit crunch we’ve been bombarded by ridiculously big numbers – the size of which makes it simply hard to comprehend. What has helped is the rise of Infographics – visualising the data in easy to spot patterns. This is what business creativity demands – the skills of looking at confusion and, by linking previously unseen patterns (solutions), being able to shine a light on a new path or direction.

Data drives everything and Google’s algorithms define so many useful outputs. When the credit crunch hit Google was already strong – the 2006 revenue was $10.6BN. As the credit crunch hit Google maintained its strategic focus and the existing revenue model – while continuing innovate for the future.

“Google performed well in the fourth quarter, despite an increasingly difficult economic environment. Search query growth was strong, revenues were up in most verticals, and we successfully contained costs,” Chief Executive Eric Schmidt said in a statement. “It’s unclear how long the global downturn will last, but our focus remains on the long term, and we’ll continue to invest in Google’s core search and ads business as well as in strategic growth areas such as display, mobile, and enterprise.”

This was Eric Schmidt 3 years ago. Reveues are nearly three times bigger during this slump. I expect he’ll say similar things at the end of this year. Mobile and Android will take more of Google’s revenue. And we’ll see an even more amazing Infographic of 2012 performance on our smartphone in 12 months time.


Creative thinking can lead organisations out of inertia

Creative thinking can lead organisations out of inertia

As CEO’s write up their wish lists for the New Year, many are asking for more creativity in their businesses. For much of the past couple of decades, the prime focus of many big companies has been increasing shareholder value. The driving force to deliver more of this – every 3 months, year after year – has been driven by cost optimisation. The career ladder to the C-suite has been fuelled by financial prowess. Creativity became something negative – creative accounting was frowned at. As organisations have become more efficient, the skills to cut, to manage and to control have risen above those to think differently, to innovate and to take risk. The bigger organisations have become safer & move at glacial speed when it comes to change. Silos have reared up and are often measured and advised in isolation.

Creativity is not an easy KPI to develop and spread evenly amongst these separate silos.  What’s needed is creativity – to develop new business models, new products, new offers, new customer understanding & new channels to deliver new experiences. But there is one place that creativity still exists – in company brands.

One thing that has always elevated brand thinking is creativity. The best brands seamlessly combine right & left brained thinking to meld the logical and strategic inputs into creativity-inspired solutions. Brand thinking however doesn’t always reach the boardroom – it is still thought of as something that is most effective outside of the company – in the form of advertising campaigns and corporate identity. This means brand creativity is often left to execute strategy rather than help create and shape the strategy. Breaking this paradigm and bringing in unexpected advisors to a boardroom can result in surprisingly positive initiatives. Einstein said, “We can’t solve problems by using the same kind of thinking we used when we created them.”

Brand thinking and the spirit of creativity can unleash many new internal projects. Using brand led advisors can help in realigning the internal organisation. They can help to rearticulate CEO visions and plans.  They can help transform a culture of an organisation to refocus positively to meet those visions. Creativity can lead to test new initiatives without committing to a(nother) fundamental change program. Brand led creativity can help engage all the company stakeholders and develop real value inside the organisation. They can help form small cross disciplined teams to collaborate, to quickly develop, test and seed different ideas. A few of these can break the inertia that a company faces when trying to accommodate the new using the old structure and processes.

While pure play creative people sit outside a company in agencies, studios, many are using their skills to help CEOs, CFOs & COOs to think differently. Creative thinkers naturally like to collaborate. They enjoy looking at solving old problems with a new approach.

Once these small initiatives are undertaken, and those that succeed are shared among more staff and managers, so engaging more people in doing new things inside a company, the brand can shape the external relationship with customers and suppliers. This can kick start a different experience to allow the brand to empower further creativity that can drive much needed growth.

So brand thinking can bring creativity early to the Boardroom and into the internal organisation. Business creativity will help unleash talent throughout the Organisation and add a positivity to a company culture that has  been dampened by years of cuts and fear of yet more as the economy slows further. A brand mentor can be as powerful creative tool for a CEO and can be used to start new internal initiatives to start the New Year off positively.


Ideation sessions – the importance of an outside in view

Ideation sessions – the importance of an outside in view

This week I participated in an ideation session which was set up to look at identifying new service extensions for a Utility company. The session was a half day, well run and great fun. It was facilitated professionally by an outsider which gained credence for the process too.

But it was a bit pointless.

There were good things about the session that included some smart insight on the issues facing the service and a focus the internal organisational barriers to new thinking. The session was positive and included some involving game-play and the psychology of how & why cross functional teams can come up with new ideas in different mind states. Finally, as in most brainstorms, there were some familiar ground rules – no negativity, no such thing as a bad idea, encouraging everyone to participate etc. What worked, and always does, is that the teams got out of their natural environment and roles – moved away from their screens and were allowed to create, to play, to contribute. They were equal contributors and (probably) able to not worry about what the boss may say/not say. Never undervalue this part of such sessions.

The objective was relatively clear, the sessions upbeat and a lot of coloured Post-It’s captured ideas that were collated and used to get a most-liked-ranking at the end by the whole group.

I suspect that the 3 most liked ideas will move forward and then stall. There are two reasons for this – firstly there was only scant interrogation/understanding of the customers – and very little on what was changing for them. The focus was more on existing customer service and how the organisation delivers against that. This is a relatively static and narrow view of the business looking outside at customers from inside via their existing delivery mechanism.

Customers are changing and are more demanding for better, more rounded, more rewarding experiences. What was interesting was that the ideation session was organised by marketing and the customer services department reported into Sales. There was only a little dialogue between customer services and the marketing team – and almost no real dialogue between marketing and the real customer.

Which means the innovation was being developed in a vacuum. The best thing that came out of the session was a clear understanding that all the internal people that touch the customer journey need to communicate better (& much more frequently) and that the customer view of a service offering was perceived differently than they expected and that a regular dialogue with the customer from a future facing perspective would be essential. I wasn’t sure that the urgency they expressed in improving this dialogue would be shared by the bosses who ran each silo – especially as the stated outcomes were weak and this by-product “aha” about dialogue would have a loud Homeric (Simpson) response of “D’oh! – You mean you don’t already! ”

The second reason why these outcomes were a “Fail!” came from too much dependence on “brainstorming” naivety – where all ideas are good. Actually, in the real world, all ideas are just ideas. Most new things fail. There needs to be an element of challenge, of debate and of being able to overcome a sceptical view. I think this should involve the same teams who participate in the creating phase – so that they learn to defend the idea, to test the rationale, to stretch the ideas, to learn to favour and hone someone else’s idea. This evaluation and debate stage is often done later in a process by different teams. The customer often gets to see the prototype ideas even later.

A few of the people found it really hard to think like a customer who was so different from themselves – so they would be adding ideas they thought they personally would like. A deeper understanding & representation of the customer was needed plus to see that they view the service from a broader, less static view that the business does. this different perspective becomes vital in ideation sessions. Real time dialogue, with real customers, always help ideas breathe in a real context.

Ideation sessions have great value if it involves an outside in approach to a business’s offer and the filtering down of ideas happens as part of the same session with input from customers.

Brands must use Mobile

Brands must use Mobile

I attended the Mobile Advertising World (MADWORLD) conference yesterday. Really good speakers and content for the day. Many thought-provoking facts, stats and quotes emerged (some of which are below) but what was clear is that the importance of mobile devices for people and society is increasing exponentially and as such marketers & their advisors need to stop treating it in a traditional manner (either as a silo, or a niche offer, or a complementary focus, as another channel, as a smaller version of online/digital etc) and make preparations to use it a primary interaction for their customers/users/consumers.

And to do so in the next few months rather than next few years.

This is incredibly difficult to implement and for many there is no burning platform – however, when you smell the first few whiffs of smoke, it will be far too late (See Russell Bromley’s point about exponential growth below). That in itself is being compounded by the fact that the economic uncertainty is reducing budgets, increasing fear & inertia and causing marketers to focus on a few tried & trusted activities in the short term.

A lot of the issues and opportunities for mobile are currently being discussed and some fantastic innovations are being tried by a few digital savvy companies who are in the category, whose business model involves being digitally useful or are on the cutting edge.

But for the majority of brands, mobile simply isn’t important enough…yet.

Here are some of the things noted yesterday that encouraged the important shift in Mobile’s statement of intent.

Maurice Lévy, Publicis

  • Mobile is a game changer for society as much as business
  • The mobile phone is hardly a phone any more
  • 60% of people sleep with their phones
  • A third of people would rather lose their wallet than their mobile
  • Africa and other emerging markets are leapfrogging the developed countries because they do not have to undergo a “Darwinian” evolution based on 2.0. 2.1, 2.2 improvements. There is no infrastructure to replace. Mobile is already a utility.
  • Mobile offers huge precision of personal identity – not just information but behavioural & emotional on one device – so the biggest challenge for bands is not to abuse this – to seek permission to help the user rather than intrude or worse share/intrude without permission.
  • Mobile offers the opportunity for a commercialisation of personality but brands need to engage, help, and be useful.

As head of Publicis, he knows the boon of future revenues that best in class Mobile solutions ffer and knows the risks. M. Lévy recognised all must be done on an opt in/opt out basis. The danger there is to do it superficially to an extent that it is only a tick box exercise – like T&C’s being read or tick if you don’t want data shared. Brands need to be actively transparent with a user by explaining what they will do, why, what the usefulness will be and to do so without jargon. Gaining permission will be a privilege that cannot be abused.

Samuel Keret, Waze

  • Our offer shouldn’t work – real time advertising for drivers. But it does because a community uses it socially and they find it useful – a social sat nav. Advertising offers revenue but Waze needs to be primarily safe and we have a form of community policing inside the company as well as in our community.
  • In India, if you have a smart phone, a data package and a car…you’ll also have a driver.

Russell Buckley (Eagle Eye Solutions)

  • Mobile is undergoing Exponential Growth – where the market/technology/usefulness doubles every  period – he used his analogy of a huge football stadium – where a drop of water is put on the pitch, then 2 drops, then 4 etc and asked how long before someone in top row drowned. 49 minutes! But at 45 minutes, the stadium is less than half full so you think you have time to leave. 4 minutes later…gulp! That means when you see danger it’s too late. Mobile’s importance needs to be recognised  now not in 5 years
  • Mobile is a category killer – of pagers, calculators, alarm clocks, PDA, cameras, hand held gaming, MP3 players, Sat Nav…And the landline (“why phone a place when you can call a person?”)
  • With massive learning via algorithms, next will be health monitoring, translation, keys, PC’s and laptops (mobile will do to computing what PC’s did to mainframe)…and, and, and…
  • Data will further drive marketing – especially on Mobile – to recruit( mobile advertising) and for retention (mobile CRM & loyalty programs) – all based on customert benefits (immediately on your device/own number)
  • S-Commerce – mobile led commerce in store retail environments is something that brands and marketers can do immediately – using Mobile as a wallet, as a loyalty card, as a coupon, as a store guide, as a diversion … as needed.

Chris Lawson (Guardian) & Mona Walsh (EI@UM)

  • Mobile offers a community of collaborators and reporters than allow individuals to share their voice, make a difference and add back – witness Arab Spring.
  • Use the Conversation Economy – brands need to understand the social in social media
    • Think social (plan, create shareable content, have a story, be prepared to listen and answer)
    • Act social (where you do things, put things out, share things, celebrate and react)
    • Be social (recognise you are part of a community, of society, to take responsibility not only revenue, be future proof)
    • Too many companies remain in silos where marketing and customer service play to different tunes – fail.
    • The App Store will be the new Tesco as much as Amazon will be.

Daniel Rosen, AKQA…on Apps

  • Tablets are the ultimate Family computer – think couch commerce.
  • 10BN Apps have been downloaded
  • Apple’s App Store is 10X iTunes
  • Mobile’s web pages engage users for 26m/day but apps are 73mins/per day already and growing
  • Only 1% of Apps succeed
  • 86,000 iOS & Android developers already – so there is “an app for that already”!
  • So for a brand, you must ask is an App right for a brand – not simply that we must have one!
  • It needs to be a strategic decision with a specific business objective that only an App can deliver
  • Then…it needs to be Exceptional: great insight; relevance to existing user behaviour, innovative, focused – do one thing well – and with elegant Code.
  • In the end …everything’s strategic.

Nathan Clapton, Trip Advisor

  • Given the algorithmic growth of mobile commerce, take a few bets for the long term
  •  Evaluate Mobile Web or an App based on business needs
  • Think HTML5 as well as native apps – build once and distribute many times
  • Think multiplatform development from a user perspective
  • Decide your goals first
  • Convert your existing customers to mobile
  • Use Partners
  • Decide to develop in house or outside as you need
  • Update & innovate regularly
  • You can’t just build it & leave it!

Experience Happiness

Experience Happiness

Having worked in Dubai and in Latin America, I’ve seen many migrant workers living abroad in poor conditions, but toiling incredibly hard to provide for families and loved ones in their native countries. Indeed, these migrant workers are usually happy and positive people, because they are doing good. They are rightly considered heroes in their homes & villages. They give back to their communities and are respected at home. If they are lucky, they’ll be respected in their country of work too. In Dubai, two friends stood out as heroes – Raffa and Eleanor – respect!

Coca Cola and McCann in Manila have taken the global “open happiness” campaign to new heights in recognising the selfless behaviour of these heroes. An emotional film that is bang on the button when it comes to being on brand.

So much more than “open happiness”…this is “experience happiness”. Great work.