Chanel No. 5

	Chanel No. 5 perfect perfume? Symbols of innocence, virginity and virtue, the early 20th century perfumes were inspired and composed around single flower themes. Before the First World War, women felt no need to compete with men; softness, tenderness and femininity were their signature, and “flowery” fragrances were natural extensions of their personality.

The war changed everything. Women were forced to wear the trousers while their men were away. The experience challenged and toughened them. After the war, women embodied a more forceful character in every way they expressed themselves, including their fragrances. But then couturier Gabrielle “Coco” Chanel broke the rules by revolutionizing and democratizing fashion in its various forms—from clothing to accessories, including perfume. The Chanel No. 5 Juice “I want to give women…a scent that smells like a woman, not like a flower,” Chanel said. In 1921, Coco commissioned Russian perfumer Ernest Beaux to create what would become the ultimate Chanel masterpiece and greatest classic perfume of all time—an abstract floral overdosed and overpowered with sparkling yet heavy synthetic chemicals called aldehydes. Chanel No. 5 was ahead of its time as a composition. It was impactful, long lasting, unique and libertarian in its essence. The juice’s signature hasn’t changed since its creation, yet its attributes have evolved to become aspirational in a more classic and feminine way as opposed to being the edgy, abstract rule breaker it was in its early years. For decades, Chanel No. 5 has remained a bestseller around the globe. Interestingly, the juice doesn’t test well blind, but when women experience it within the context of the Chanel brand, a certain je ne sais quoi happens just like magic, and women just embrace it. The Chanel No. 5 Experience Its flacon is a simple square bottle with a rectangular top. It has been altered only minimally since first designed by Coco Chanel. Black and white colors and straight lines convey simplicity and purity. The black is not just black; it is the blackest possibly attainable. The famous double-C logo created in the early 1920s embodies all elements Chanel and remains strategically unchanged. The glass feels heavy, conveying quality. The simple style of the overall package holds classic stylistic codes that have become intrinsic to the brand’s DNA over the years. The Chanel No. 5 experience is highly regarded, and the brand pays a great deal of attention to detail, juice quality and components durability. The label, colors and coatings must be durable so the consumer can keep the flacon impeccably intact for years, even when it is empty. Branding the experience is quite important for Chanel. Repeated consumer interactions with the product are meant to result in an accumulation of pleasant multi-sensorial moments that ultimately reaffirm Chanel’s quality and render awareness, recognition and loyalty to the brand. Consistency, Consistency, Consistency Perhaps consistency is the main reason Chanel No. 5 remains successful, aside from being true to its heritage. From Marilyn Monroe accidentally endorsing Chanel No. 5 in the 1950s to Audrey Tautou and all her “Frenchness” as the new face of the fragrance, the brand has been consistently linking popular cinematic figures to appeal to a younger generation with every passing decade. Catherine Deneuve, Ali MacGraw, Carole Bouquet and Nicole Kidman—to mention a few—all embodied qualities the brand wanted to portray to characterize the quintessential No. 5 woman. Aggressive advertising campaigns over the years have been critical for the brand to stay current and keep its image young and fresh. Many attributes of Coco’s unconventional personality are incorporated into her brand, as is evidenced in an upcoming biopic film, Coco avant Chanel, featuring Audrey Tautou as Mlle Chanel. In 2008 brand Chanel decided—for the first time, after decades of careful brand strategy—to take a bold step by launching Chanel No. 5 Eau Première—a lighter, more modern version of the original No. 5 with a quieter sillage. Chanel in-house perfumer Jacques Polge stated: “Eau Première is for all those women who came to me and said, ‘No. 5 is fantastic but it’s not for me.’ Eau Première is lighter, more transparent, but, in essence, it is still No. 5.” According to the NPD Group, a research firm, Chanel revenues increased by 14.5 percent after Eau Première was introduced. Chanel No. 5 stays young by embracing a classy, ladylike attitude that could go just about anywhere, day or night. Chanel’s quality is uncompromised, distinctive and has an engaging history—from its avant-garde and socially progressive beginnings, to the traditional, luxurious and classic status that it has perpetuated throughout the decades.

The Grid:::line by line

August 10, 2009 issue The cellular industry is one of the most competitive brand environments in the world, and South Africa is no exception. Vodacom fights tooth and nail to protect and grow market share against its closest competitor, MTN, and a couple of other market players. Advertising may be the most visible part of Vodacom’s marketing efforts to build its brand, but product development and innovation is where customers get to experience the magic.

A case in point is a brand experience where real and virtual worlds intersect, called The Grid. A mobile social network that allows users to chat with friends, locate them on a map and share media, The Grid is a first for the African continent. Part Facebook, part Flickr, and a dash of Twitter combined with a GPS-type navigation system, The Grid allows customers to share their lives in a mobile location-based matrix with all of their friends. The application is all about socializing on the go. If users want to have a cup of coffee with a friend, all they need do is log into The Grid to see which friends are nearby and tag the location of a nearby coffee shop. Then they send a coffee invitation with directions to tempt their mate to pop on over. If the coffee drinking duo wants more friends to join them, they can log in again and type up a blog, message or record a quick video and invite everyone who’s free and happens to be nearby. Because The Grid displays the user’s approximate position on a street map, everyone can easily see where friends are and what they are doing where. Users from any network can join in because the independent and network-neutral application was developed to showcase innovative new technologies to all South Africans. “There are several areas where users get significant value when interacting with The Grid,” says Vincent Maher, portfolio manager for social media at Vodacom. “The service enables low-cost and real-time conversations, as well as an opportunity to meet new people and interact with them via mobile phones. Then users can create the mobile equivalent of a blog by combining multimedia elements and maps to show where the content was created. The Grid is a highly social environment, and what we are seeing is that people love to share their experiences and contribute to creating a social map of their experiences across all walks of life in South Africa.” The Grid is offered as a free or value-added service to users, who only pay for the data usage from their mobile phone to access the service. “Right now people are using The Grid to meet and interact with friends and new people, and to share their experiences through photos and stories about the things they do in their day-to-day lives. The service is busy most of the day, but usage peaks in the evenings when people are home from work and relaxing,” Maher says. The winner of the New Telecommunications Service at the Comms MEA Awards—held to recognize outstanding performance in the Middle East and African telecommunications sector—The Grid’s branding plays a significant role in promoting the larger Vodacom brand as a technological mover and shaker. Not only does it underscore innovation as a key brand value, but it does so in a way that is completely experiential. What’s more, it is changing the way marketing is delivered by offering a new paradigm for brand messaging. “The Grid demonstrates how the physical and digital can be meshed to create a more compelling and relevant marketing message,” Maher says. “By tying location to the delivery of messages it means small businesses finally have a viable digital platform to advertise on, and this means that bigger brands can leverage multiple locations simultaneously to interact with their customers in an interesting, innovative way. There are a lot of very interesting ways that brands can leverage The Grid to integrate digital and mobile campaigns with the physical world. The revenue model has been developed in such a way that deeper integration can be done to encourage users to go to specific places as part of a promotion. Another element of the model is the ability to deliver location-targeted advertising, which makes the content of the ads more relevant. At the heart of The Grid is the digital marketing “holy grail”—the viral effect. “Usage is driven partly by viral growth as users invite their friends to join and partly by innovative media integrations,” Maher says. The more friends users have on The Grid, the more they can get out of the service and the more they can do with it. “The stickiness is directly connected to how many friends a user has and the quality of conversations. The ability to meet new people without revealing your mobile number is also very appealing and, as users become more advanced, they start to use the features like the street maps and content uploads,” he says. To launch the new service, Vodacom commissioned the world’s first geo-tagged documentary for mobile phones, which centered on the issue of youth culture in South Africa’s biggest urban township, Soweto. Called Mobikasi (literally translated this meansmobile township), the mobile documentary utilizes The Grid’s location-based service capabilities to tag real-life physical locations and link them to relevant content in the movie. When users look at the film, they can explore Sowetan youth culture on their mobile phones from anywhere in South Africa through The Grid’s map interface, or by physically touring the famous township and watching documentary clips on their phones at the locations where they were shot. Mobikasi features people, music, fashion, social issues and places of interest and is unique in that it is not linear in nature. Rather, Mobikasi splits the content up into 25 one-minute inserts, and each is geo-tagged to the location where it was shot. This means that viewers can now explore Soweto’s vibrant youth culture by virtually “traveling” through a mobile street map of the township and stopping off at points of interest to enjoy the short video clips about each destination. The mobile documentary has proved so successful that a second season of Mobikasi is on its way and will take place in other townships around South Africa. In short, The Grid is a smart social networking solution with a branding strategy and message that targets a continent where mobile connections are more pervasive than television, the radio or the Internet.

BIC

BIC the write approach by Barry Silverstein July 6, 2009 issue Three initials, B - I - C, have graced more than 1 billion ballpoint pens since 1950. They are emblazoned on 1 billion lighters each year. And they are imprinted on the 10 million shavers that BIC sells each day. Along with those initials appears a quirky little illustrated character, the “BIC Boy.” He represents a school boy, with a head in the shape of a ball, holding a pen behind his back.

	BIC is the number-one ballpoint pen manufacturer in the world, the number-one branded pocket lighter manufacturer in the world and number two in the world in one-piece shavers. As a maker of primarily disposable products, BIC is a French powerhouse worth almost 1.5 billion euros in annual sales—not bad for a company that specializes in throwaways. BIC clicks with most of the world’s population, though its penetration is largely in Western countries. About 40 percent of BIC’s sales come from North America and 30 percent from Europe. Latin America accounts for over 20 percent, while the Middle East, Africa and Asia contribute about 5 percent. Currently, Latin America is the fastest-growing geographic area for BIC. Pens and other stationery items make up about 40 percent of the company’s sales, lighters about 30 percent and shavers about 20 percent, with the remainder spread across other products. The company’s name derives from founder Marcel Bich’s last name—he shortened it to make BIC more memorable when he introduced his ballpoint pen in Europe in 1950. By 1958, Bich had recognized the enormous potential for growth in the US market. He not only brought his pen to the United States, he also bought the renowned Waterman Pen Company and established a BIC headquarters in Connecticut. The 1970s were years of significant expansion as BIC leveraged the low-price, high-value model from pens to lighters and then one-piece shavers. BIC also continued to make acquisitions that led it into other, mostly related, markets. In 1992, BIC acquired the Wite-Out brand, and in 1997, the company purchased Sheaffer, a brand known for premium writing instruments. Some of its other business interests may be driven more by serendipity than strategy, however. In 1979, for example, BIC acquired a boat manufacturer, which eventually became BIC Sport. The reason was simple: Marcel Bich loved the sea and was taken with windsurfing. His fancy paid off: Today BIC Sport is the world leader in surfboards and also manufactures wind surfboards and kayaks. The BIC Longboard World Challenge is the first worldwide monotype surf competition, and BIC Sport team members have won two World Champion titles. One venture that did not succeed was the ill-fated Parfum BIC. In 1988, BIC produced four French perfumes that were intended to combine quality with affordability. After three years of marketing the perfume primarily in Europe and North America, Parfum BIC was disposed of. An occasional stumble has not prevented BIC from exploring new markets and stretching beyond its roots. In August 2008, BIC, in collaboration with telecommunications firm Orange, introduced the BIC phone. Targeting the youth market, the BIC phone was available in either citrus orange or lime green, came with 60 free minutes, and included a refillable “pay as you go” card. It was sold in supermarkets and convenience stores only in France. The company was careful to point out that the BIC phone was not a “disposable” phone. BIC used 11,000 billboards and posters, along with banner ads on websites, to launch the new product. In all three of its key markets, BIC faces fierce competition. That’s why BIC is always looking for ways to differentiate its brand. For example, to separate its disposable shavers from those of Gillette and Schick, the company’s two major competitors, BIC introduced “BIC ecolutions” in early 2009. BIC ecolutions features an innovative bioplastic handle, green colorants of vegetable origin, and lightweight packaging with 100 percent recycled cardboard and ink of vegetable origin. BIC has taken advantage of the online world to promote its brand in novel ways. A viral campaign called “Les perles du Bac” was introduced in 2006 and has been updated each year. This collection of mini-films with clever sayings won numerous awards in France and was adapted for use in Italy. Despite the global economy, BIC shows no signs of slowing down, whether it’s new product introductions or acquisitions. This year, BIC joined forces with the famous Formula 1 racing team, ING Renault F1, to launch a limited series of BIC lighters. In March 2009, the company announced the acquisition of 40 percent of Cello Pens, India’s leading writing instrument brand. In May 2009, BIC Consumer Products USA announced that its Comfort 3 Advance brand shavers will hook up with Major League Gaming, the professional video game league, in a deal that will integrate the shaver into MLG’s programming as well as put MLG’s logo on over 250,000 shaver packs distributed in the United States. By redeeming the unique code found inside these specially marked packages, consumers will receive 20 free credits on MLG’s GameBattles site, where they can compete against gamers from around the world in thousands of online tournaments. Clearly, BIC is aiming to make a mark on both the virtual and the real world.