WOLFFOLINS

ONBRAND

AMBITIOUSFOR CLIENTS

OPTIMISTICFOR THE WORLD

WOLFF OLINS IS A BRAND BUSINESS

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

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

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

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

IMPACT

Turned a band into a business.

APPLE RECORDS

Created a new business model and raised $108 million to combat AIDS in Africa, Inspi(RED) is the biggest-selling t-shirt in Gap history.

From the day it opened, Tate Modern was a huge success, attracting double its target visitor numbers and becoming the most popular art gallery in the world. After a year, Tate’s overall annual visitor numbers had risen 87% to 7.5 million. As the Observer wrote in May 2005, Tate “has changed the way that Britain sees art, and the way the world sees Britain.”

Brand idea-inspired 85 new “Imagination Breakthroughs,” creating $25 billion in additional revenues.

Sony Ericsson increased its income by 139% to €362 million.

In its fi rst fi ve years, Orange attracted a huge and unusually loyal customer base of 7 million people. Year after year, Orange scored highest of the mobile networks on customer satisfaction, and lowest (less than 15%) on churn. By the time France Telecom bought the business, it was worth an astonishing £25 billion.

Leveraged an iconic brand for new growth.

With Beeline and BBDO, Wolff Olins developed a new positioning, identity, communications style, image libraries and campaign launch. The rebrand was a huge success, at the end of the year revenue was up 40%, market capitalization 28% and ARPU 7%. Following launch of the new brand, Beeline was ranked most valuable brand in Russia for three consecutive years.

Within the UK, brand recognition has already reached 85% and globally, recognition is over 50%.Sponsorship exceeded expectations with partners spending more than £400 million in the fi rst year and the 2012 Olympic games are setting records for generating more money than any previous games.

(RED) MERCEDES BENZ

BEELINE

ORANGE TATE

LONDON 2012 GE

SONY ERICSSON

Every Unilever business, from China to Argentina, embraced the brand idea of adding vitality to life. The idea continues to be used to determine which businesses to invest in, which to exit from, and where to innovate (almost €1 billion a year is spent on vitality-driven innovation). The new vitality-inspired Knorr Vie drink has sold over 60 million bottles. By June 2008 Unilever was achieving an underlying sales growth close to 8%.

Since launching the new brand in 2007, NYC tourism has increased by 5% and tourism spending by 13.31%

In the fi rst four months after the launch, the museum attracted a 600% surge in visitors and 400% boom in new members.

Helping Target deliver more Targetness through a simpler architecture and new product brands.

Became the fastest growing of the big four audit fi rms.

A brand out of control: thousands of franchisees, vendors, and agencies doing their own thing. We created one global standard for the golden arches and an online brand management center to make it easy to do it the right way. Within the fi rst 6 months the site attracted 8,500 visitors and 6,000 logo fi les were downloaded.

Within one month of launching at Sephora, sales for Living Proof products were at $1.5 million. The product was so popular that QVC and HSN went in to a bidding war to promote it on TV. When the product was launched in its new packaging, QVC sold $7,000 in one hour and $30,000 over the fi rst weekend.

Delivered a successful solution for diverse stakeholders.Smartspot — “Smart choices made easy” appealed to audiences from moms to teens.It has been a big success with retailers: 13% growth in 2005, and today there are over 250 products today making up 40% of US sales.

PEPSICO

Shumeet Banerji, CEO of Booz & Company, described the brand launch in May 2008 as an

“unambiguous success.” Clients, partners and employees were all informed of the changes being made in a structured and engaging way. And all key client accounts were retained.

BOOZ&CO.

NEW MUSEUM

TARGET

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 telecoms provider in South America, with 14 million fi xed-line and 17 million mobile customers. More than 2.2 million people signed up in the fi rst year — almost 20% of the Brazilian market, and four times more than the target.

OI

PWC

MCDONALD’S

TESCO

UNILEVER

NEWYORKCITY

LIVING PROOF

Impacted 36,000 SKUs. Added $1.5 billion in sales. Saved $5 million fi rst year. Added 3 million new customers. Grew market share from 10% to 15%. Grew diaper sales by 70% in 8 weeks. Grew detergent sales by 60%. Revolutionized Tesco’s private label strategy and changed the blueprint for private label in Europe.

APPLEADIDASAOLAPPLE RECORDSATHENS 2004 OLYMPICSBEELINEBOOZ & COMPANYCITICREDIT SUISSEDIAGEOEMIFILAFRITO-LAY GAPGEGM LLOYDS TSBLONDON 2012MCDONALD’SMERCEDESMICROSOFTNBCMOVISTARNEW MUSEUMNEW YORK CITYOI

ORANGEPEPSICOPG&EPWC(RED)REPSOLREUTERSROYAL MAILSKYSMITH & NEPHEWSOCIÉTÉ GÉNÉRALESONYSONY ERICSSONSTAPLESSTARBUCKSTARGETTATATATETELENORTESCOTOKYO METROUNICEFUNILEVERVISAVIVOWAMUWACOM

SOME OF OUR CLIENTS

(RED)GELIVING PROOF PWCUNILEVER NEW MUSEUMCARTER’STRUENORTHOINYC

(RED)

A new model(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 profi ts and a sense of purpose for partner companies.

Power in peoples’ pocketsThe fi rst 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.

2 pills a dayWithin the fi rst fi ve weeks of the US launch, the (RED) brand registered 30% unaided awareness. Over 1.35 million people watched a YouTube video showing the impact and there are over 850,000 (RED) friends on MySpace. In its fi rst two years, (RED) partners delivered $108 million to the Global Fund, more than most countries donated in the same period. This is enough money to give 650,000 people life-saving drugs for a year.

EMBRACING CONSCIOUS COMMERCE

BEFORE

AFTER

Twenty-fi rst century powerhouse With 300,000 people in 174 countries, and 3,500 businesses, all number one or two in their markets, GE defi ned the twentieth-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 a twenty-fi rst century powerhouse of innovation and impact.

Market-facing brandWe worked with GE to create a market-facing brand architecture that hugely simplifi ed its portfolio of businesses into solution platforms for customers. This allowed GE to enhance existing relationships with businesses and develop new relationships with consumers. We created a modern identity that liberates and celebrates the GE monogram, and that’s fl exible 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 defi ned with them how the brand should be made real throughout the business.

$25 billion new revenuesGE has been named “most admired company” for two years running by Fortune magazine. It’s now pitching to countries and governments, using its new ability to bring unifi ed solutions to its customers. $25 billion in additional revenues have been added by 85 “Imagination breakthroughs,” inspired by the brand idea. The GE brand has steadily grown in value and is now worth more than $51 billion.

GE

ONE BRAND 21ST CENTURY BUSINESS

36 businesses and

123 solution platforms launched by

1 modernized monogram, symbolizing

1 brand idea, stimulating

85 imagination breakthroughs, generating

$25 bn in additional revenues, across

100 countries, by a team of over

300,000 employees worldwide

SOLVING PROBLEMS

LIVING PROOF

Brains meets beautyLiving 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.

Solving problemsArmed 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 fi nd real insights. We observed that the beauty industry largely ignored or committed to the basic needs of consistency, simplicity, confi dence, 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.

Beauty breakthroughLiving Proof has achieved unparalleled success. It was the fi rst brand to ever receive Allure’s Beauty Breakthrough Award before the fi rst product (No Frizz) even hit the shelves. With each appearance on QVC, product has completely sold out. In February 2009, Living Proof was the fi rst brand to ever launch nationwide in Sephora, and is credited with increasing traffi c during a retail slump and driving incremental sales. Initial selling led Sephora to triple its 2009 sales forecast, give the brand a secondary location in all stores and feature Living Proof in their windows. It has also received huge notoriety in the design world and been awarded a prestigious Art Directors Club Silver Cube, a One Show Bronze Pencil and a coveted D&AD Award all for its packaging, created and designed by Wolff Olins.

PWC

CONNECTED THINKING

Unite the partnershipIn 2003, PricewaterhouseCoopers had just sold its IT consulting business to IBM, and was besieged by market and regulatory events. Press and public were questioning the effi cacy and integrity of the large accounting fi rms after the collapses of Enron and WorldCom. The organization’s global leadership felt that a common positioning was needed to unite the partnership, remind it of its purpose, and make global communications more consistent and clear.

One common storyWorking with a global team, Wolff Olins concluded that there were two important things about PwC — its purpose (what it exists to do) and its way of delivering on that purpose (the way it works). The new positioning, “Connected Thinking,” points to the organization’s strength as a sophisticated global network of experienced individuals that share ideas, methodologies and expertise to solve client problems.

Get it, like it, use itConnected Thinking was introduced in late 2003, the start of a long-term change program. Having established the defi nitions and brand principles, Wolff Olins worked with PwC teams around the world to help them do things in a Connected Thinking way. More recently, we have developed messaging platforms and communications plans that make the core value proposition clear at the industry sector level. The positioning works at many levels and across disciplines: people get it, like it and use it. And since the launch of Connected Thinking, PwC has been the fastest-growing of the big four audit fi rms.

ADDING VITALITY TO BUSINESS

UNILEVER

Single-minded growth business 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.

Telling the vitality storyWolff 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” and 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.

Growing at 15+% per yearSince implementation of the Vitality idea, Unilever’s operating profi t has increased at an average rate of more than 15% per year. Every Unilever business, from China to Argentina, has embraced the Vitality idea. Unilever is using the idea to determine which businesses to invest in, which to exit from, and where to innovate, and now spends almost €1 billion a year on vitality-driven innovation. Results are coming through: the new vitality-inspired Knorr Vie drink, for example, has sold 60 million bottles since launch, driving Unilever’s profi ts to new heights.

NEW MUSEUM

NEW ART ENERGY

New for a New MuseumThe 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 fi rst-choice, 21st century cultural destination.

New art and new ideasBased on the idea of “New Art and New Ideas,” our fi rst step was to simplify the name to loosen up the museum’s institutional feel. More importantly, this broadened their scope from the narrow defi nitions 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 fl exes 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.

Open, fearless and aliveThe award-winning identity system captured the immediate attention, hearts and minds of onlookers and museum lovers. In the fi rst four months after the launch, the museum attracted a 600% surge in visitors and 400% boom in new members. 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.

CARTER’S

From wholesale to retailIn the $18 billion children’s apparel and accessories marketplace, Carter’s was the leading brand. But with private-label growth from brands such as Target and Walmart, Carter’s needed to strengthen and leverage its brand and stand out in the sea of pastel sameness. The Carter’s brand also suffered from inconsistent execution and a shopping experience that was far from easy for moms, so the challenge was also to create a new brand vision that would drive change inside Carter’s and help them shift from a wholesale mindset to delivering a powerful brand experience.

Focus on momAfter extensive analysis across customer and wholesale segments, it was clear that Carter’s held a strong position of trust and quality with consumers, but had lost a history of innovation. To make sure Carter’s was getting credit for all its great products and features, Wolff Olins articulated the brand vision as “what really matters to moms.” We established a fresh, new brand and a new visual and graphic style with emotional photography and iconic illustration. To further reinforce Carter’s difference, we created a propriety language strategy that communicated product features and benefi ts with confi dence and authority. As an integral part of the program, Wolff Olins rationalized 45,000 SKUs down to 30,000 and helped deliver the brand through packaging, in-store signage, the size/color system, point-of-sale systems, and product and service innovations.

Easier to buyWhen Carter’s new brand experience launched, wholesale partners applauded and so did moms. Stores are now easy to navigate and shop. Packaging and point-of-sale have already impacted current store sales and consumers are reacting extremely positively to the changes. The new Carter’s retail experience started to rollout in the fall of 2006 and almost immediately wholesale sales went up 3% and retail sales went up 10%.

WHAT REALLY MATTERS

TRUENORTH

Cracking a new categoryFrito-Lay dominates the snack category with a 70% market share and in 2006 was looking for new growth opportunities. The Innovation team asked Wolff Olins to help them make a branded move into the nut aisle, attracting an older, health-conscious consumer, challenging the category dominant brand — Planters.

Snacking with purposeThrough close collaboration with the Frito-Lay team, we developed a target consumer profi le — baby boomers eager to eat more healthily, for looking for authentic, tasty snacks. Understanding the consumers’ needs and wants led to a strategic brand idea centered on making a purposeful impact on your own life and the wider world. This idea then informed the product development brief, a sustainable approach to sourcing, manufacturing and distribution, the brand name — TrueNorth, as well as the natural, simple tone of the packaging and marketing communications in an otherwise noisy category. TrueNorth is only the second new brand launched by Frito-Lay in the past 20 years.

Innovator of the YearThe brand manager responsible for the project was named PepsiCo Innovator of the Year for 2007. TrueNorth exceeded sales benchmarks set for test launch in 2008 and launched nationwide with its commercial debut on the Academy Awards in 2009. A new target consumer has been drawn into the Frito-Lay portfolio and initial consumer research results are outstanding.

ENERGYPOSITIVE

OWNING “HELLO”

OI

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

Cut the crap Wolff Olins started by defi ning 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 2.2m people signed up in the fi rst year — almost 20% of the Brazilian market and four 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 become the brand for all of Telemar’s fi xed-line, broadband and mobile services. Wolff Olins developed the brand strategy, brand architecture and visual expressions for this new, bigger Oi, which is currently being rolled out across Brazil.

Largest network 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 telecoms provider in South America, with 14 million fi xed-line and 17 million mobile customers.

NYC

Unifi ed, not uniform There’s only one New York City. But within that one city are fi ve boroughs, approximately 191 neighborhoods, nearly a million buildings and over 8.2 million people. Each individual has their own New York.

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

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

Capture the essenceTo create a brand for New York City, the challenge was not to defi ne 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 offi cial marketing, tourism and partnership organization, NYC & Company, but across many City departments.

One city, one brandFrom what was once many disparate and confusing identities, the NYC brand has become the singular strong voice for the City, clearly articulated. Tourism revenues rose and the fi rst international advertising campaign has launched, bringing this rigorous brand to a global audience.

THE UNBRANDABLE CITY

OUR RECENT AWARDS

D&AD AWARD, PACKAGE DESIGN — LDIRECTORS CLUB CUBE, SILVER — LIV/// THE ONE SHOW PENCIL, BRONZE —(2009) /// AMERICAN PACKAGING AWACREATIVE REVIEW ANNUAL GRAPHICD&AD BRANDING/EXISTING BRAND SNYC (2008) /// ART DIRECTORS CLUB, DESIGN AWARD: LOGO/TRADEMARK IDENTITY GUIDELINES MANUAL, BRAMUSEUM (2008) /// TYPE DIRECTORS AWARD — (RED) & NEW MUSEUM (200INTERNATIONAL MUSEUM COMMUNSOUTHBANK CENTRE (2007) /// DBA DCORPORATE/BRAND IDENTITY AWARSUPPORT (2007) /// D&AD NEW BRAN(2007) /// AIGA AWARDS, BRAND ANDAWARDS — OI (2007) /// BRAND REPUB(2006) /// DESIGN WEEK BENCHMARKMACMILLAN CANCER SUPPORT (2006IDENTITY SYSTEMS DESIGN — CARTE

LIVING PROOF (2009) /// ART VING PROOF PACKAGE DESIGN (2009) — LIVING PROOF PACKAGE DESIGN ARD — TRUENORTH (2008) ///

C DESIGN AWARD — NYC (2008) /// SCHEMES AWARD — NEW MUSEUM &

CORPORATE AND PROMOTIONAL — NYC (2008) /// AIGA AWARDS,

AND AND IDENTITY SYSTEMS — NEW CLUB, TYPOGRAPHIC EXCELLENCE

08) /// CORPORATE DESIGN AWARD, ICATION INTEGRATION CATEGORY — DESIGN EFFECTIVENESS,

RD — WE ARE MACMILLAN CANCER NDING SCHEMES AWARD — (RED)

IDENTITY SYSTEMS DESIGN BLIC, DESIGN AGENCY OF THE YEAR

K AWARD, BEST IN CATEGORY — 6) /// AIGA AWARDS, BRAND AND ER’S (2006) ///

THE IMPORTANCE OF FOCUS:A GUIDE FOR SOCIAL MEDIA BRANDSby Paul Worthington, 3 March 2009

Brands must not lose their internal focus amidst the din of new information.The world has changed. The new reality of online customer conversation means brands will need a strongly defi ned sense of self in order to succeed. This represents a need to think counter-intuitively about your brand — focusing on the inside more than the outside. The initial challenge is not to better understand and respond to the customer. The challenge is to start with better understanding who you are, what you truly believe in, and what you can realistically offer to your customer. A lot is being said about the effect of social media on brands — from Tropicana changing its packaging and then changing it back again to the use of social media as a ‘real time’ focus group. But the fundamental problem with all of this is that it focuses on the customer at the expense of the brand. You’d think the predominant marketing ethos — where you defer to the customer, where you position your brand against a perceived consumer need could only be right for these open-conversation, social media times. Yet the opposite is actually the case.

Why?Because if all you focus on are what customers are telling you, you risk losing sight of who you are, what you believe in and what drives you forwards.The number one thing the Internet does is spot lies and fake-authenticity. If you position yourself against a need that you cannot deliver, or worse yet, that you do not believe in as an organization, people will fi nd you out and make you pay. Nobody respects a liar. The number two thing the internet does is overwhelm. With corporations already drowning in data they don’t know what to do with, you need to be careful how you use more and often contradictory points of view, and then fi gure out how these should drive action as opposed to just more data paralysis. The number three thing the internet does is move at real-time. If you engage (and increasingly you will have no other choice) you need to be able to respond just as quickly, across multiple contact points, and multiple facets of your organization and your brand. This perceived loss of control is deeply scary for any traditionally trained corporate communications manager, and yet this very real time aspect harbors great opportunity.

Defi ning the ConversationBefore opening yourself up to the conversation, before engaging outside, start with who you really are, what you as an organization really believe in, and what gets you out of bed in the morning. Forget mission and vision statements. These are banal at best. Forget ‘shareholder value’ — No one ever got out of bed for increased shareholder value (but if you have something powerful to drive you, you have a better chance of creating plenty of it). Instead understand what you believe in and really can deliver, articulate this ethos simply so that everyone in your organization can understand it, place it fi rmly at the heart of your brand, and drive it through both your operations and your culture in everything that you do. Then, and only then, should you engage in the wider conversation. With a clear sense of internal purpose and direction you stand a much better chance of using social media and online conversation as a source of competitive advantage rather than disadvantage. This will be hard. It is fundamentally counterintuitive for any classically trained marketer to think in this fashion, to focus on the organization before the customer, and yet the times have changed and this is what will be necessary.

So Who’s Already Getting It Right?There are a few brands out there who are beginning to get it right. Three that immediately spring to mind are: Zappos, Method, and Living Proof (Disclosure: Living Proof is a former client of Wolff Olins). Zappos: Zappos’ success is driven by a deeply felt belief in the value of customer service — this gives them a tremendous strength to resist constantly switching and changing with the consumer mood. This service zeal permeates everything they do, and acts as the fi lter for their conversations when they engage with their customers. Fundamentally this is incredibly empowering — here everyone, at every level of the organization, is able to engage in an open consumer conversation in order to deliver the Zappos idea of service. Method: Method is a company that believes deeply that it is in a war. A literal war against dirty. And not dirty in its classical sense (although they are good at this too) but a bigger war against toxins and bad ways of doing business. It is this self-belief in doing something fundamentally right, and the importance they place on being a cradle to cradle company that gives them

the permission to engage with customers on their own terms — and to encourage others to become advocates in the war against dirty. Living Proof: Living Proof is a company recently formed to beat back the lies and artifi ce of the beauty industry through the refreshing concept of products that actually work. Their purpose is simply defi ned as ‘solving problems’. Their fi rst product “No Frizz” uses high-end MIT science to solve the problem of frizzy hair, but the product isn’t what’s really interesting. What’s really interesting is how uniquely open their purpose is allowing them to be with their customers – not just through great service, but by asking the consumer to engage with them around what they can do to solve their everyday beauty concerns.

Strong Internal PurposeIf you look at these three brands, the thing that connects them together is their clear and simple sense of purpose — not an externally sourced marketing positioning, and certainly not a banal mission or vision statement. A purpose that is fi rst bought into by their employees, before being presented to the consumer in a way that brings a natural self-confi dence to that conversation. As we move forward and as the world continues to demand greater and greater engagement from companies, and from brands, then this idea of a strong internal purpose will become more than optional — it will become essential. This will mean social media not being limited to use as a focus group or crowd sourcing experiment, but more importantly as a means of showcasing your beliefs, and engaging with your consumer on your own terms, not just theirs.

WHAT MAKES A GREAT PLACE BRAND?by Melanie McShane, 17 March 2009

At times you can’t move for wonderful places telling you just how good they are. As I sat glued to CNN’s US election coverage I was struck by the number of emerging economies setting their stalls out for inward investment. London’s traffi c lanes double up as travel brochure, as taxis emblazoned with stunning destinations and their promises sit impatiently in line. Admittedly the scene is interrupted by the occasional sad Icesave chassis, though we can safely assume Iceland the country will not be advertising its innate fi nancial expertise any time soon. Many of these campaigns have been produced by a compulsive alliterator let loose with an atlas; Business Friendly Bahrain, Incredible India, Malaysia Truly Asia. And yet, with a few notable exceptions, hardly any of them actually stand out. Too samey and ‘me too’. Gone and forgotten. But beyond the marketing spin more interesting things are afoot — and there are signifi cant parallels with the non-place branding world. 1. Draw On What is Special and True. In a connected world where people can increasingly get most things everywhere, what is it that only you bring — and why is it so damn good? Celebrate what’s special. In this connected world you can’t hide behind myths — consumers are just too savvy for that and you will be busted. So forget attempts to brand citizens because it will fail. It’s the same for non-place branding; you can’t ‘brand’ employees — engage them yes, but don’t try to control what they think. 2. Think About Your Brand As a Flexible Platform For Participation — Not a Fixed Badge. No place can be one glossy thing. Brands in general are becoming more fl exible — check out the NYC identity, with its infi nite combinations refl ecting the variety of life in the city. The London 2012 brand is based on the idea that it’s everyone’s Olympics — inspirational, encouraging access and participation. Containing neither sporting images nor pictures of London landmarks, the emblem shows that the Games is more than London, more than sport. 3. Allow For Powerful Collaborations Between Brands and Provide Experiences. The China Now initiative was a collaboration between the UK business community and China — aimed at correcting some of the prejudices held about the country, in the run up to the Olympics. Not through an ad campaign, but instead a series of experiences. China Art Now — a collaboration between HSBC, the V&A and China — stood out. Think about what each collaborating brand brings and gains: HSBC builds on its world’s local bank positioning, gains innovative, creative and sensitive; V&A brings artistic gravitas and gains unstuffy, contemporary and challenging; China draws on the authority of both its partners to ditch the perception of low cost manufacturing imitator, and gain one as nurturer of creative talent.

4. Use Your Brand As The Springboard To Successful Innovation.At Wolff Olins we use brand led innovation to help our clients to grow. In fact our recent research with the Oxford’s Said Business School shows that when you start with your brand you are more likely to create new products services and ways of working that will succeed. Brand led innovation is happening right now in London and Paris at the Japan Car exhibition. This event successfully refl ects what’s special about Japan’s industrial development and its culture. Add to that the unique design abilities of Japanese car manufacturers, and a new area of opportunity for brand Japan arises: ‘the driving force behind transport solutions for twenty-fi rst century cities’. Using the country brand to move into global issues of urban transportation in a carbon constrained world — smart stuff.

RE-PACKAGING INDIA: IS CORPORATE IDENTITY ENOUGH?by Zia Patel, 29 May 2008

Recently, Jet Airways, Godrej, Shoppers Stop, Deccan, Ceat, Canara Bank and Air India have all been re-branded, and are currently running advertising campaigns to tell Indians how interesting and important this is. Some companies, like Jet Airways and Shoppers Stop, are very young and others, like Air India and Canara Bank, are heritage brands. A new corporate identity and mass advertising are bold steps. We should applaud them for taking these steps. Change is welcome: it can help create employee pride and a real buzz in the market. It can also signal that these brands want to be a part of New India. So far so good. Good looks and advertising are the easy bits. The snag is that the buzz will not last for too long if the reality does not change for staff and consumers. And frankly, who needs another logo in an overcrowded market? India’s great opportunity is to build service businesses. China will naturally be big in products: India can be great in services. But a common mistake both in India and in the west is to treat a service brand as it was a consumer product. It is one thing to repackage Sunsilk shampoo; it is another thing to brand a service. The key for any service brand to succeed is delivery. This takes time. So the opportunity for these leaders is to take the lead, to invest and to create India’s fi rst globally successful service brand — in proposition and delivery, not just looks. This change will truly move the leaders from representing Old India to New India — a New India where the customer comes fi rst and no longer says in frustration, “This only happens in India!” Where people start talking and saying,

“You should try them. They’re great.” And where employees say, “I want to work there.” This change will not come from copying ideas from the West. Instead, India’s service companies should build on their philosophy and vision to create something that works specifi cally for the Indian market, and that can then resonate beyond India. Currently there is no Indian brand listed in any of the various global brand rankings. As an Indian, I would like to see a great Indian service brand listed within the top 500. That’s India’s great opportunity in the world.

SOMETHING HIDDENby Patrick Cox, 25 July 2008

“Explaining individual poems can be an unedifying business. Start describing how and why they were made, or worse, what they mean, and you reach a point where the poem seems to hold no value or intrigue whatsoever” (from Gig by Simon Armitage). It’s true (isn’t it?) that the things we are truly charmed by have a little intrigue, something we don’t quite get, something hidden, whether it’s a poem by Simon Armitage, a piece of art or who Dr. Who fancies. They leave room for interpretation. They know your own imagination will make them more interesting, more personal. They encourage ambiguity. Brands aren’t ambiguous at all (not on purpose anyway). They don’t have interesting scars or unplacable accents. Brands tell you everything, all the time. They stomp around as if on an eternal speed date (and you know they have a couple of Viagra in their back pocket for later).

In Marketing, André Platteel observes ‘Consumers no longer believe in unambiguous brand promises. They no longer wish to identify with brand values they can add nothing to. They no longer want to be reduced to consumption machines that are only allowed to absorb predigested experiences.’ As I am writing this, Spain have just played Germany in the fi nal of the European Cup and the Verve are nearly through their headline set at Glastonbury. The Verve are giving a perfect performance. But three chords in, I knew what to expect and it’s not exactly boring but I’m not learning much. With Spain I had to watch. I hadn’t a clue what was going to happen next. As Paul Doyle posted on the Guardian site after the game, ‘Spain are no machine, Xavi, Iniesta, Cesc Fàbregas and Sergio Ramos no mere cogs. They are a vibrant organism, each element exuding adventure and intelligence.” I want a brand like that.

GOVERNANCE NOT GUIDELINESby Miles Perkins, 31 January 2008

The face of brand management is changing for ever. Global brands have begun to recognise that in an era of Facebook and YouTube it is no longer possible to control every aspect of a brand and that, moreover, there is a growing need to adapt and metamorphose to connect more successfully with changing markets and cultures. Brands of the future need to engage with people on their terms, and integrate their world more directly with other brands and their consumers. Clearly this has a huge impact on how a brand needs to be managed. 80s and 90s ’best practice’ for brand management drove for regimented visual uniformity (following the mantra that a consistent appearance implied a consistent experience), controlled by explicit identity guidelines and a ’logo cop’ attitude. This approach, championed by major global consumer brands like Coke in the 70s, misses the mark today as it leaves no room for fl exibility — and ultimately the focus on the logo detracts from caring enough about the content. Brands of the 00s have to work harder than this. They have to know what they stand for well enough to confi dently allow interpretation and adaptation, so that they can build the relationships they need to stay relevant. This apparent freedom implies complexity, which will need to be managed more dynamically. Best practice going forward will rely more on governance than guidelines and market representative co-creation than centre direction. An example of this approach is McDonald’s who recently adapted the famous ’Golden Arches’ to create three options tailored to suit the different needs of each of its key markets — an adaptation that was supported by a ’free to air’ toolkit including templates and assets for the 30,000 restaurateurs and suppliers who use the brand day-to-day, making the transition easier and creating a platform for ongoing review, co-creation and control. Other interesting brands leading the change are London 2012 and (RED), both of which were created specifi cally to interlace and merge their brands with others. The complexity of implementing this day-to-day for London 2012 across many partners is managed through a clear governance process, supported by a full -time resource and a dynamic approval and briefi ng toolkit. For businesses who currently ‘do’ brand management through a 250-page logo manual and the occasional row over colour, the change of tack might seem daunting. But — particularly as we all know that guidelines really don’t get read until there is a problem — effective brand management in the 00s quite simply needs to be smarter than this.

INVISIBLE BRANDSby George Crichlow, 25 June 2008

Recently I’ve stumbled upon some of Rob Walker’s work in prelude to his new book “Buying In”. In one of his write-ups he talks about invisible badges. According to Walker, badges are signals that suggest a tighter relationship with the brand producer and the brand consumer. Walker observes that people no longer buy stuff to impress others, rather to impress themselves. This means that logos are becoming less important indicators of status. Look no further than the high-end fashion industry where logos are shrinking. (Continued on following page)

OUR THINKING

(INVISIBLE BRANDS, continued from previous page) Christian Louboutin has made red soles the staple of his shoe line. Bottega Veneta bags are identifi able by their intricately weaved patterns. Rolex is known for the weight of its watches and Armani for the slender rounded shoulders of its men’s blazers. Intended for small affi nity groups rather than mass markets, these companies are creating brand undergrounds where consumers need to be fully indoctrinated in the brand cultures to fully understand their subtle signaling. This is a liberating trend for brands with strong belief systems like Zappos that pays their employees to quit or Gourmet that believe that there is no confl ict between mixing high fashion and streetwear pieces. Companies with substance can now start to tell richer brand stories through the product themselves. Moving forward the miniaturization of logos will become more prominent, where embedded clues, colors, fabric and materials will become the main brand identifi er.

FOREST THROUGH THE TREESby Lily Williams, 9 June 2008

Corporations know the benefi ts of being seen as green by their consumers, but is it just as simple as looking the part? There are a lot of brands that appear to be earth-friendly when they are far from it. Greenwashing can often be diffi cult for even the savviest consumer to spot. The visual language of green began in the 1960s. Hippie culture popularized a natural way of life with products such as additive, animal-friendly Dr Bronner’s Magic Soap. It wasn’t until the early 1980s when the look of the green was made familiar to the mainstream with brands such as The Body Shop, Aveda and later on Whole Foods. Looking like a sustainable brand is easy. Natural visual elements such as leaves, trees, earth circles and fl owers, in tones ranging from moss to grass to bark, traditionally paint an environmentally-friendly world. Green as a color is commonly considered fresh. British supermarkets Waitrose, Morrisons, Asda and M&S all use green. Claiming a company is green seems to be easy as well. A recent study by TerraChoice Environmental Marketing, called the Six Sins of Greenwashing, uncovered 1,000 household brands that make false environmental claims. TerraChoice found that brands would claim to be ’Certifi ed Organic’ when the product had no credible certifi cation. Many products were making entirely irrelevant claims such ’CFC-free’, when CFCs or Chlorofl uorocarbons were actually banned in the United States in 1978 all products in the US are CFC-free now. Even the savviest consumer can be fooled by a strong set of ’green’ visual elements and messages. BP has a brand perception among consumers of being good for the earth when the reality is far from it, according to Pierre Berton, Professor of Marketing at Bentley College. He goes on to say, in a recent NPR interview, that BP’s ’Beyond Petroleum’ brand message is misleading, since over 95 percent of its business is still in petroleum. Since then, BP has stopped using that tagline for that very reason. Aside from its messaging, BP’s yellow-green sunfl ower logo has a powerful impact on its green image. On the Brandtags site, where users are asked which words they associate with famous brands, ’green’ is the third most popular word for BP, after ’gas’ and ’oil’. Brands that look the part are clearly benefi ting. However, if you don’t look green, you might be in trouble. Brands that don’t have green as their central look or message tend to be ignored as being sustainably responsible even when they are. IKEA’s fl at-pack furniture means it gets more items (continued on following page)on trucks, boats or trains, using less fuel and creating fewer emissions. However, ’green’ is not one of the words triggered by the IKEA logo on Brandtags. Nike produces a large quantity of its shoes with recycled materials. But according to Berton’s study, Nike is perceived to have a negative environmental impact. How can ’green’ be represented without leaning on this overly used symbolism? Al Gore’s We campaign avoids using the same old green leaves and trees, but instead uses powerful statements that describe its main green objective. Brands, please stop trying to fool us! We are all getting confused by what’s really green. Governments in the UK, Canada, US and Australian have all fast-tracked efforts to address false environmental claims, according to WorldChanging.com. Until then, if your business looks green, then live up to how you look. The way your brand looks means a lot to the world.

A TIME FOR NEW THINGSby Ije Nwokorie, 7 October 2008

Last week, British retailer Tesco launched a new low-cost range of fruit and vegetables called Market Value. This is not just about low-cost, Tesco is very cleverly adopting brand-led innovation to create the value people are looking for. Good brands are really judged, not on what they promise, but on the value they tangibly deliver. This becomes doubly important in tough times when the search for value becomes even more deliberate, and only outstanding offers sell. Brand-led innovation is how clever businesses create useful products and services that people are happy to pay for. Ideas like Market Value are inspired by Tesco’s brand, ‘better, simpler, cheaper’ and ‘every little helps’. These ideas in turn strengthen the brand and have larger impact on the business - Tesco plans to extend Market Value to other categories such as frozen food, dairy and health and beauty. They also acknowledge the customers’ need for more value, without compromising on quality or usefulness, because in hard times, people want a lower price but not bog-standard and dirt-cheap. Sophisticated tastes see ‘economy’ as a compromise too far, so suggesting the values of a market in this (the realness, the colour, the proximity to source, the haggling even) is dead smart. Brand-led innovation is a clever approach to making the most in a downturn and contrasts sharply with some fl awed and all-too-common alternative approaches: 1. Deviating from the brand idea. Rather than change what the brand is about, Tesco uses new ranges like Market Value to re-enforce its relevance. 2. Ripping value out of the business through massive discounts. With Market Value, Tesco keep margins healthy on other ranges such as Finest without alienating value-conscious customers. 3. Sticking heads in the sand and doing nothing. Tesco understand that in tough times, it pays to take a fresh look at your products and services and use the brand to drive new ideas. Similarly, Apple, during the dotcom downturn, increased R&D budgets, invented iTunes and continues to dominate the category. In all sorts of sectors where businesses and consumers are questioning their spend — energy, fi nance, advice, travel, retail — the winners will be those that stimulate demand by using their brands to create new things that people are happy to pay for.

A CONTROL FREAK’S GUIDE TO SOCIAL MEDIA INFLUENCE by Paul Worthington, 24 March 2009

Losing control is a primary reason stated by brands who are unwilling to open themselves up to the conversation — and a major reason why most continue to use social media as little more than a brochure on the web. And yet the illusion of control is just that — an illusion. By not involving yourself you actually do more to remove control than if you did.

The Illusion Of ControlIn traditional marketing and brand management you set out the position you want to take, the message you want to get through and then you put it out there. You feel in control because you’ve lined up your one-way communications and in a vacuum everything appears to line up. Combine this with your brand tracking research, which abstracts the consumer response, and you create a feedback loop where your marketing activities and your market research self-reinforce the illusion. And yet under these circumstances you have, and have always had, precisely zero control over what people think and how they will respond to you. The reality is that great branding has always been about infl uence and not control — infl uencing consumer choices and desires in a manner conducive to your goals and their satisfaction. In today’s world, the way to achieve this is not through bigger advertising budgets or better creative, but through involvement — fi rst by observing the conversation and then by involving yourself in it. As a result, it’s likely that those brands with the most effective infl uence strategies rather than the most effective control strategies will be the most successful.

Being A Good Infl uencerClearly, this represents a major shift in how you think. Below are three principles that good infl uencers appear to demonstrate, and which anyone considering an infl uence strategy should keep in mind: 1. Listen then respond. Brands are not generally good listeners, mostly because they’ve never had to be. Before engaging with the conversation it’s important to fi rst listen to it, see what is being said and interpret what this means. Once you engage with the conversation it’s important to be honest and to have real sense of empathy in what you say — if people are excited and interested in your brand you must be supportive. If people have issues or problems with your brand you must seek means of genuinely helping them.When Hulu pulled FX’s “It’s Always Sunny In Philadelphia” without notice, fans were in an uproar. Days later Hulu CEO Jason Kilar apologized for the event in blog post titled Customer Trust is Hard Won, Easily Lost, during which he admitted “We handled this in precisely the opposite way that we should have.” The post was lauded for its honesty and transparency and was a major step toward repairing the damage done. The two-way nature of infl uence rather than the one-way nature of control was crucial here. 2. Be comfortable with ambiguity. Conversation is messy, real time, and often capricious. At fi rst what you see will appear chaotic, unmanageable and intimidating. The reality is that it isn’t your job to manage or control it – but to respond to it. Here you must learn to fi lter what you see and think in order to respond and take part. In an extreme case, Wachovia continues to use Twitter to engage even after the banking crisis and their subsequent takeover by Wells Fargo. Calmly helping people deal with everything from debit card activation, to how long it will take for the Wells Fargo sign to appear above the door. 3. Filter through your purpose. If you’re a great listener, and you’ve become comfortable with ambiguity, you still risk being overwhelmed by the conversation pulling you in multiple directions. Here, having a strong brand purpose is a crucial tool — it becomes the tangible fi lter through which you listen and respond. It defi nes the nature of your brand’s conversational voice, and is fundamental to the infl uence that you seek.

Social Media Brand To Watch: The Flying Dog BreweryThe Flying Dog Brewery is a perfect brand for social media engagement. Their

“Way of the Dog” is about delivering “purposeful, provocative irreverence” and this entirely defi nes how they engage and what they do. Here’s a brewery that encourages customers to write haiku about their beer on Twitter, engages in snap polls about favorite brews on Facebook, uses their blog to invite everyone down to the bar for a beer and then Flickr to show everyone who couldn’t make it what ensued. (And not only that, the beer is pretty damn good too.)And yet, for every good example, there are thousands of brands large and small who are struggling to fi gure this all out. Perhaps the place to start is to think through what kind of infl uence you want to achieve, and then think about how you might engage in order to achieve it. If you listen fi rst, you will see what is being said about you and this will identify useful and helpful ways in which to insert yourself into the conversation. Who knows? You might even fi nd that losing the illusion of control isn’t so bad after all, and you might just strike up a whole new obsession with infl uence.

FIVE WAYS TO BEAT THE CRUNCH28 October 2008, by Robert Jones and Paul Worthington

Recession is here. This means people are starting to act in three ways. They’re losing confi dence — in banks, in big companies, in governments, in their employers, even in themselves. They’re trading down, looking for value. And they’re staying put, playing a waiting game, not venturing into new things. This all sounds like bad news. But it also creates three huge opportunities for organisations prepared to swim against the tide. First, to be an organisation that builds people’s confi dence and wins people’s trust. Second, to be different — to offer something unusual that people will pay a little more for. Third, and most important, to get people out of inertia by inventing something great and new. All three depend on brand. A big enough brand, totally clear what it stands for, gives an organisation the commitment of its employees and customers, gives it sustainable differentiation, and gives it a platform on which to innovate.

So here are fi ve things to ask of your brand. 1. Are you clear what you stand for? And would your customers agree? if not, now’s a great time to simplify your brand model, strip out complexity, cut out sub-brands, and be crystal clear. A brand rationalisation could cut costs too. 2. Are you confi dent? And do your employees share that confi dence? To keep the good ones, and keep them upbeat, involve them in building your brand. In particular, involve them in steps 3 to 5 below. Confi dent employees breed confi dent customers. 3. Do people trust you? The only way to build trust is to do what you say. Measure the gap between what you say you stand for, and what customers actually experience on the ground. And improve that experience — you’ll get a much better return than just spending on communication. 4. Are you amplifying your difference? Be absolutely clear what makes you special, and why customers will want to pay a little extra for it. By all means offer low-cost variants, but don’t abandon your high ground. Identify the one biggest thing that makes you different, and increase that difference. 5. Are you inventing your way out of recession? Drop 90% of your innovation projects, but keep the 10% that most closely deliver your brand — they’ll deliver the most value. And use your brand to inspire new services, new products, even new businesses that can stimulate demand, wake people up, get them out and spending

PRIVATE LABEL — BE BRANDS OR BE DAMNED!by Sam Wilson, 17 April 2009

Historically private label brands have been popular with retailers to drive low margins — trading customers down and undercutting the national brands — with great success for many a strong merchant organization. But in my view they’ve never really been up to much. They’ve seen no need for a purpose or a point of view, they haven’t bothered to invent anything or offer differentiated products, they have rested on the laurels of low prices, remained confi ned to the pack, comfortable with mimicking the competition, and in a world of yelling national brands the only thing they’ve screamed is cheap. These private label brands are not brands but labels and these ‘labels run the risk of eroding their master brands. And as times get tougher and competition ever fi ercer, simply sticking labels on products will not be enough and is frankly missing a trick. Whilst it is undoubtedly true that in today’s brutal economy people are turning to store own brands to help stretch more frugal budgets, this assumption is only meaningful if they are in your store to begin with. And I’m only one data point, but even in a recession — who wants to be associated with cheap?! A true own brand should tell your company’s story, build your master brand, but also stand for something of its own. It should live off and leap off the pack. Done right it will drive traffi c to the store and increase customer loyalty. In short, it can and will do everything other great brands do. A well defi ned own brand can also use its considerable scale to make life a little better. It can solve every day problems that help consumers not just save money, but time, effort, stress, the environment. Focused innovation will not only delight customers, but serve to inspire merchants and vendors alike. It will create a halo of progress around your master brand. Last but not least, rationalizing and strengthening your own brand portfolio will make good things happen to your top and bottom lines. It will encourage cross-sell and even up-sell through out the store, increasing basket size, it will reduce supply chain and management costs, and ultimately build a stronger more easily scalable asset base for your business. The proof is in the pudding… Tesco in the UK created a single own-brand with a distinct personality rooted in the company’s customer-friendly culture. A brand expression was created and a unique brand story was crafted with premium and economy variants. Design was made consistent across every product category. In one year Tesco increased sales across hundreds of categories – in some cases, achieving as much as 70% growth and with fewer designs. In 2004 Walmart’s Ol’Roy own-brand became the top-selling dog food in America by an annual margin of at least 20 percent. Later this month Walmart will re-launch its Great Value brand and position it to focus on cost savings. The hope is that the Great Value brand will work to reinforce Walmart’s brand positioning of “save money, live better” creating more brand loyalty. As recently as this week, Target re-introduced their biggest private label brand under the optimistic moniker of ‘Up&Up’, with a positive point of view and a look and feel that no longer apes the national brand, it will no doubt keep Target top of mind and dear to our hearts by standing up for itself! Change on this scale is no easy task. It goes much deeper than new names or logos or even new packaging, it involves a new mindset, new processes, more collaboration across internal silos, re-allocation of resources, even new talent. But the effort should be well worth it for brands and consumers alike. Hats off and best of luck to those who have stepped up their game, now more than ever you need to boost your margins, and we consumers need true value, smart innovation and to feel that frugal doesn’t have to mean unfulfi lled.

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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 Colr 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’ve become a world business, 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.

TO HELP YOU GRAB OPPORTUNITIES, WE STRIVE TO HAVE IMPACT IN EVERYTHING WE DO: REAL, POSITIVE, FUNDAMENTAL IMPACT.

WHAT MATTERS IS THE DIFFERENCE OUR WORK MAKES TO YOU, YOUR CUSTOMERS AND THE WORLD.

NOT JUST A NICER IMAGE BUT A BETTER REALITY

THERE IS NO ONE WAY TO BUILD A GREAT BRAND.

EVERY CLIENT IS DIFFERENT SO EVERY PROCESS SHOULD BE TOO.

THE WAY WE WORK IS BUILT AROUND THE FLEXIBILITY TO CUSTOMIZE OUR APPROACH FOR YOU.

WE’D LOVE TO TALK:

NICK O’FLAHERTY+1 917 534 2420NICK.OFLAHERTY@WOLFFOLINS.COM

WOLFF OLINS200 VARICK STREET10TH FLOORNEW YORK, NY 10014

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