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  • Topic: Emotion, All You Need Is Love, Saatchi & Saatchi
  • Pages : 6 (2256 words )
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  • Published : December 12, 2006
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Lovemarks: Future beyond Brands

The narrator of this story is Kevin Roberts the Global CEO of Saatchi & Saatchi a company that creates ideas for life. He supervises an international team of more than seven thousand creative professionals in eighty countries. He is also a CEO in residence of the judge institute of Management of the Cambridge University and teacher of the Limberick University in Ireland and Waikato Management School. And with this curriculum you can not only notice that he is a creative man but a man that for him to keep learning and knowing new things he teach.

Chapter 1: Start Me Up
In this chapter he lets you know a bit of how he started. He says he was born optimist. The deal of being optimist is to see opportunities when everyone else sees threats or weakness. Is to be convinced that if you are in the middle of hell, the only thing you can do is to go on. While working in his starting years in Lancaster, he always though that there were no impossible. And this phrase became his everyday strength as he became the CEO of Saatchi & Saatchi. And what I understood is that to become the best in your line of product is not to fear for anything. Be sure with what you have and what you have to give. When he got to Tony Evans the chief of the international department of Mary Quant a clothes brand and asked for the charge his old boss had earning half of what he supposed to receive, he learned that women wear what makes them feel comfortable whit a sexy air. Women like to provoke. And men love to be provoked. In this job is where he learned how to launch products. Thanks to this he enter P&G. everything he knows about people, business and marketing, he discovered it in P&G. In here he learned how to connect with the consumers.

Chapter 2: Time Changes Everything
The Chinese have an antique curse that says: "Hope you live interesting times". This in marketing and for Kevin Roberts is no challenge. The journey made from products to trademarks and trademarks to brands is one of the biggest stories in economy of this last century; is about the impact caused to the relationship between enterprise and consumer and vice versa. Every step made in this journey has reinforced the consumer, has increased the relationships, brands and the power of people. From the enterprise point of view, trademarks are a defensive tool. From the consumers point of view is another story because they think that it gives them a warranty. As trademarks started to go further it wasn't enough to trust a name, so they moved from simple name tags to marks of trust and reliability. "Patents expire, copyrights eventually run their course, but trademarks last forever" (Kate Wilson). The story of trademarks is full of names that in a time were famous and that now are generic; for example the brand Band-Aid has become in the common term to call any bandage that stick by itself to a wound. And like that there a lot of names, being the owner of a trademark doesn't give you warranty of being different, but it is a good start. The idea of differentiating a product from another was good until it become generic; the speed with which an appreciated product becomes in a vulgar generic is a threat that is constantly there. Everything can become generic from a grain of rice to a car. Nowadays everything we do, everywhere we look we see brands. We live in a world of brands and because of that competition of brands is everyday more difficult to deal with. People doesn't want a variety of things, people nowadays just want one thing but with everything they need in it, a good example of this is TV, people don't want a hundred channels they just want one that offers what people want to see. "Brands are out of juice……"

The brands that have a hard time outstanding in the market and have a hard connecting with people are brands that have this six main problems: 1.Brands are worn out from overuse.
2.Brands are no longer mysterious
3.Brands can't...
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