Professional Documents
Culture Documents
Brands Issue
Table of Contents
Jez Frampton
Global Chief Executive
Interbrand
Opening
up
Daniel Diez: It strikes me that a lot DD: This is the Apple syndrome, so JF: Well, I know that’s what JF: I don’t think they do. Apple
of technology companies today are making it's just iteration after iteration and no great BlackBerry is hoping, and interestingly, is always focused very firmly on consumers
big bets on devices, and it seems that the big breakthrough? when you saw the first industry response and has a very clear idea of what type of
brand’s image and personality are encapsu to the new operating system on the Z10, person they are selling to. It's always been
lated in this one device. Do you think it's a JF: There is a lot of discussion about it was very good. People said that it was an about the slightly more creative of mind
good idea or do you think they’re putting too the fact that Apple hasn't released a product easy-to-use platform, quite straightforward, and “think different.” By building that image
many eggs in one basket? for a while. In reality, they've always had and of course, BlackBerry does have millions of their brand around those kinds of people,
a relatively slower release cycle on many of and millions of users around the world. I interestingly enough, they have actually
Jez Frampton: When you first build their products. They always get a big fanfare think the question is whether or not they've managed to transcend, quite nicely, into the
a brand, quite often it does happen on the around it, but one of their supposed points slightly gone off the boil. Around two or three business market. Historically, in the mobile
back of an individual product. If you take a of genius is they've been very good editors. years ago, they had this massive influx of phone market, the brands that have tended
look at a company like Apple, their first big They focus very carefully on the products they consumers buying into the brand. There are to be stronger were the ones who started off
breakthrough was the iPod and iTunes, and think are important to the company, and shifts going on in the way that companies with a very, very strong business base. But I
that kind of transformed the way we thought have been well-known for actually putting issue mobile phones and the degree to which wonder whether or not BlackBerry is going to
about them. Now, if you have built a very things on the back burner that they think they actually want to have people taking their be able to rush back into their homeland fast
powerful brand it gives you a bit of protection might get in the way. So on one hand, yes, own phones or bringing their own ones in. enough in order to stop the likes of Samsung,
in case the products don't go as well as you they've helped to create this trend because Apple, and the rest of them taking away what
thought. The danger of what they’re doing is they're the ones that created the big song and Their grip on the business marketplace is was once BlackBerry’s domain.
they are educating consumers into believing dance—Steve Jobs standing up and giving definitely not as strong as it was. They got
that this is the only important thing—that us the latest revelation—so, of course, what slightly distracted, perhaps, by looking at
it’s always about the next thing, the next everyone else has done has followed on that, consumers. Now they've turned their head
thing, and the next thing. The experience and it makes you feel like there’s always a back to look at the business market, and
seems to be that the changes between one new product coming out every other week. it’s changed.
product and the next release are getting
less and less. We saw this in some of the DD: So how does the BlackBerry DD: Do they have to choose? Do
consumer blogs around the time of the re launch of the Z10 and 7 compare to what they have to pick one or the other in order
lease of the last iPhone, and indeed with Apple's doing, and do you think it's going to survive?
the Samsung products, that the differences to have the same effect that the iPhone
between versions are getting more and had for Apple?
more marginal.
Microsoft’s
strengthening Microsoft’s brands and
products during its “Big Bet Year.”
Bet
what we do, but we need to kind of change as part of this wave of product launches,
our mindset in how we operate. There are we’ve done a pretty dramatic change to the
a number of big bets that we’re placing in user experience, the look and feel of our
making that transformation. products. And it’s more coordinated across a
range of products than it ever has been.
Just to give you one example, on the devices
side, we’ve released the Surface product. That means once you know how to use one
This is the first time Microsoft has designed Microsoft product you’re well on your way
and manufactured its own hybrid tablet. to knowing how to use another one. It also
And so coinciding with that from a brand feeds into customers’ increasing desire and
perspective, it was logical to also signal that expectation that the experiences that they
not only is this a kind of re-imagining have cut across the screens in their lives. So
Year
of our products, but it’s a re-imagining of what I do on my big screen, my TV, my laptop,
the company. As stewards of the Microsoft my tablet, my phone, that kind of experience
brand, we work with all of the product groups is seamless across those screens. We have
in managing their brand strategies and this entirely new design philosophy in our
their brands. And so we have a company- products and we’ve used that opportunity to
wide effort around our brand look and feel take the same principles behind our product
to signal to the world that “hey, it’s a new design and apply it to the design of our
day” at Microsoft. brands. Now, not only do we have coherence
or consistency across our products, we have
In terms of our brand efforts, we kicked it between our products and what customers
that off in August, where I announced a hear and see from us in our marketing.
Road
With confidence on the upswing and Increasingly, brand consultants are called
clouds that hovered over markets for years upon—and should be called upon—to offer
starting to disperse, merger activity is guidance during major consolidations.
roaring back to life. From the multi-billion Unfortunately, in most cases, we are called
dollar American Airlines and US Airways in after agreements have been signed and
merger to Berkshire Hathaway’s move announced to the market. Despite the fact
to team up with Brazilian investors to that brands are generally recognized as
to
buy Heinz, chief executives, boards, and strategic business assets, brand strategy
investors all over the world are looking for isn’t always deployed as a key tool at the
opportunities to grow. negotiating table from the outset—and that
can prove to be a costly decision. From our
It’s no surprise that companies get a perspective on mergers and acquisitions at
touch of “merger madness” when the Interbrand São Paulo, we’ve seen what works
kind of uncertainty that tends to to ensure a smooth brand transition and
hamper deal making begins to lift and M&A success.
opportunities to expand and consolidate
loom large. In fact, since the late 1800’s,
Avoiding an identity crisis
mergers and acquisitions deals have
allowed many companies to become more While most companies understand that their
Consolidation
profitable—but what happens to a brand brands are more than just names or logos,
in that process? many fail to make them living business
assets capable of generating identification,
No matter what motivates a merger, all are differentiation, and value. For merged com
trying to maximize value and gain greater panies in particular, matters such as portfolio
market share—yet, sometimes, a merger strategy, creating a unique culture, and
can leave the business combination in a defining corporate citizenship platforms can
worse situation than the merger partners become key branding issues.
were in originally. While some brands will
inevitably vanish, new ones will emerge, In the heated atmosphere of a merger, a
and still others will be transformed. Shep branding project can be tricky. Given the
herding a brand through the transition record of equities built up by two or more
carefully and strategically can ensure that brands, there may be many variables
valuable brands are enhanced, rather than to consider.
diminished by the process.
Brazil’s
Daniella Giavina-Bianchi, Executive Director,
Interbrand São Paulo, and Beto Almeida,
Executive Director, Head of Identity,
Interbrand São Paulo, in conversation
with Carla Schmitzberger, Director of the
Sandals Division at Alpargatas, the parent
company of the Havaianas brand.
Democratic
us a little bit about your story and brand, 1990's had to do with making the brand
Havaianas. more aspirational. It already had very good
functional attributes and that’s why people
Carla Schmitzberger: I’m head of wore them—because they are simple, com
the sandals business unit at Alpargatas. It’s fortable, durable—they are a good product.
been exactly seven years that I’ve had the And so what we had to do was make them
privilege of managing this brand, a brand a little more aspirational for other people
that was already successful when I arrived. So to want to use them. And we successfully
now, we’ve been trying to keep it successful managed to make them aspirational for the
and keep it growing, both in Brazil as well as upper levels. People were no longer afraid or
internationally. embarrassed to be seen in Havaianas, and
that made it possible for people of all social
DB: Havaianas is one of the most classes to wear them. The beauty of this is
democratic brands that we have here in that the wealthy people wear them, and are
Brazil, and this is an attribute that is per proud of wearing them as much as the poor
ceived by almost all the consumers in touch people today.
with the brand. Can you tell us a little bit
about how you built this, and how you made DB: Havaianas is probably one
Brand
it fashionable for everyone, in all walks of of the first Brazilian brands to become a
life, here in Brazil? global success. and actually today is a pretty
international brand. Can you speak about
CS: That's quite a story. Havaianas the paths and the challenges that you had
used to be worn by poor people in Brazil. In throughout this process?
fact, until as late as the 1990's, mostly poor
people wore them. However, there was a small CS: Havaianas started becoming
group of wealthier people that were wearing international in the late 1990’s with people
the product; but they were wearing them at coming to Brazil, taking the product, putting
home, and they were embarrassed to be seen them in their suitcases and literally taking
with them because they were considered a them back (home)…because they have good
poor person's footwear. functional attributes, they’re better flip-flops
than other flip-flops. They’re more durable,
more comfortable, and so people were taking we had different Facebook accounts in
them home. different countries.*
In the late 1990’s we started putting the BA: And which languages do you
Brazilian flag on the Havaianas. We did that speak in that?
for the World Cup in 1998, which in fact,
Brazil ended up losing to France. But we kept CS: We use multiple languages,
the style, and renamed the product from but it's one Havaianas official Facebook
“Brazil Cup” to “Brazil,” and today it’s one of page. That way, in each country, we are able
our bestsellers. And so people started taking to post local Havaianas news but it's one
the Havaianas back to their countries, not global Facebook page; because we need to
only because they were good and durable, be consistent in the world, and that is why
but also because they were something from digital is so important.
Brazil, they had the Brazilian flag. So late in
the 1990’s people started taking the product Today when you do something right or wrong
home more and more, and in the early 2000’s, on one side of the world, two hours later
we started working more effectively with the other side of the world knows exactly
distributors worldwide to start exporting what went on; so it's very important that
the product. We took the product from you keep things consistent. So one of the
having something like 1 percent of total net things we have to work with now is making
sales from outside of Brazil to, by the end of sure that the brand positioning, that the
2009, we were probably at 12–13 percent of all communication, that everything we say
volume being sold outside of Brazil, in about about the brand, is consistent globally.
85 countries.
*Note: Havaianas unified its Facebook pages using
Beto Almeida: Let’s talk about how Facebook’s Global Pages tool, which lets global brands
digital is helping Havaianas to grow. maintain multiple regional pages with local content
using the same URL, so facebook.com/havaianas
CS: Clearly, digital is critical, so automatically directs users to their local Havaianas
much so that we unified Facebook [because] Facebook page.
Rising
and rapid industrialization underway, experts, Interbrand has put a deserved
China remains a promising and lucrative spotlight on these three exciting markets and
market. Japan’s economy, though chal ranked the leading brands in the Best China
lenged on many fronts in recent years, has Brands, Best Japan Brands, and Best Korea
remained resilient. Korea, with its superstar Brands reports that follow (check out the
tech brands and shrewd investment and accompanying tables at InterbrandIQ.com).
development strategies, continues to sur
prise and impress. Constantly pushing innovation and, more
recently, the potential for brands in an omni-
While the ebbs and flows of the world channel world, our findings show that North
economy continue to impact these Asian companies are on the rise. Accelerating
markets, brands in the region’s biggest the pace of change, these brands demonstrate
economies are still striding forward. As without a doubt that they’re a global force to
China, Japan, and Korea have expanded be reckoned with.
their global reach and developed in more
sophisticated ways, companies native to
these countries have increasingly come Best China Brands
to view brands as core assets—and have
Thomas Chen, Managing Director,
invested accordingly, with remarkable
Interbrand Shanghai
results. Media headlines, consumer
preferences, and investor interest all With the growth rate slipping to 7.7 percent
reflect formidable brand strength and, in the first three quarters of 2012, there is
as Chinese, Japanese, and Korean com no question that things have been slowing
panies continue to nurture and give birth down in China. Facing both stagnation and
to first-class brands, Interbrand has fierce competition within numerous sectors,
followed their progress. Chinese brands have entered a critical and
difficult period. Yet the sheer size of its
market remains an asset and is at least part growth of mobile in China. Social networking Alibaba has faced an additional challenge: e-commerce develop in a swift yet sustainable
of the reason why the value of the top 50 services, location-based services, and mobile allegations of fraud, which prompted an manner. With optimistic forecasts and strong
China brands in 2012 have increased by e-commerce are booming along with tradi internal investigation that put the company’s assurance from the government, it is no
13 percent over the previous year, despite tional mobile phone applications. In fact, the integrity in question and resulted in the wonder e-commerce is becoming a hot target
ominous figures and predictions. rates of development and adoption are so high resignation of two senior executives. Indeed, for investment in capital markets.
that the number of mobile internet users in from Alibaba’s ordeal to melamine-tainted
The continent's burgeoning middle class China will exceed the number of non-mobile milk, problems with fraud and product E-commerce in China is generally going in
continues to fuel retail growth (albeit modestly) internet users in 2013. Chen Zhou, founder quality are rife in China. In this climate, two directions: brands with e-commerce and
and e-commerce and social media companies of China’s version of Facebook, Renren, has these are mistakes brands can no longer e-commerce brands. Yet for many traditional
are growing at exponential rates. With only boldly proclaimed, “the biggest trend of the IT afford to make. brands, the transition has not been an easy
a third of China’s enormous population revolution in the future is mobile internet.” one and competition is constantly escalating.
online and mobile sales tripling in 2012, a From Procter & Gamble to retailers like Suning
E-commerce: Everyone’s
potentially staggering growth awaits China’s That the revolution is underway is clear, and Belle, most brands are realizing that
got to have it
e-commerce and internet-based companies. but who will end up leading it, and how, an e-commerce channel is no longer a “nice
is less clear. The business model is hard to Since 2010, many traditional Chinese enter to have,” but a must in China. Similarly,
Perfectly illustrating this trend is the success determine, the app life cycle has shortened, prises have expanded into the e-commerce e-commerce brands are realizing that they
of China Mobile, the world’s largest mobile and innovation has stalled. As online space. For example, Suning, China’s biggest need to acquire some of the capabilities
service provider and holder of the number- activities become integrated into every aspect electronics retailer, is spending billions to traditional brands tend to excel at in order
one spot in the Best China Brands ranking. of Chinese life, from photo sharing, video expand its online operations and utilizing to stay competitive as traditional brands
Achieving steady growth during the first sharing, and mobile payments to flight the power of social media to leverage its reinvent themselves for a digital future.
half of 2012, China Mobile’s profitability is and hotel reservations, the brands that marketing, rather than relying solely on
the highest in the industry. Yet, in spite of can keep up with user needs and evolving discounting to promote its products. A
Competitive drive
that fact, the company’s brand value remains behaviors will be the ones that succeed. weaker economy and price battles are push-
stagnant. A symbol of the uncertainty facing With the competition rapidly shifting focus ing Suning, and rivals like Gome, to make a The internet industry—and all businesses
the industry—and a symbol of its rising from traditional web channels to mobile bigger push to attract online shoppers. affected by it—isn’t the only sector feeling
power—China mobile, constrained by its marketing, communications, and commerce, the pressures of increased competition.
technology, lost considerable ground to its Chinese brands will have to accelerate their Of course, it makes sense to invest where Facing both internal and external challenges,
competitor, China Unicom, in 3G services. transition to mobile—or they will be left future consumer spending channels will including oversupply and powerful foreign
The development of 4G technology will drive behind. Well aware of the trend, China’s Big be. According to a Beijing-based research competitors, China’s sports brands have had a
the next battle for relevance, giving China Three online services companies—internet firm, Analysys International, China’s online tough year. Once the leading sports brand in
Mobile an opportunity to retain its ascendency. service provider Tencent, number-one retail transactions are projected to more China, Li Ning has been losing market share
search engine Baidu, and e-commerce giant than double by the end of 2013. Ensuring and closing underperforming stores, leading
Alibaba—are racing to get up to speed. The the continuous boom of e-commerce, to a 41 percent drop in brand value in 2012.
The mobile revolution
pressure is intense. Soon, China’s users will the National Development and Reform Peak, another struggling Chinese sporting
The growing popularity of 3G and the rapid make up the world’s biggest internet user Commission and the Ministry of Finance goods brand, was forced to shut down about a
development of mobile devices are driving the group—and most will be using mobile. jointly issued a notice in 2012 to help thousand stores to stay afloat.
While Nike and Adidas dominate the high- Though the economic slowdown is creating
end market, local sports brands are not only challenges for financial services brands,
facing competitive pressure in low-end market banking as a whole maintained higher
homogeneity, but are also squeezed by the income and profit growth than other indus
casual clothing industry. Most in the sector tries. While that certainly sounds like good
have been feeling some pain, but due to in news, it may be a sign of future trouble. In
creased competition and some obvious mis 2011, net profit growth rates for these sectors
steps, Li Ning suffered the largest decrease exceeded 20 percent and 30 percent. With
in brand value in 2012. Xtep, however, sitting strong financial performance that is rivaled
comfortably at the intersection of sports and only by liquor, brand value growth in banking
fashion, is one of the few sporting brands that exceeds those of other industries.
enjoyed positive revenue growth in 2012. As a
result of that success, it enters the top 50 tier Not surprisingly, seven of the ten fastest-
of the Best China Brands list for the first time. growing brands on the Best China Brands
list are in the banking and liquor sectors.
Of course, the sporting goods industry is However, with credit risk emerging and
not the only one getting squeezed. Ctrip, spread level declining, banking sector profit
China’s leading online travel service brand, slowed in the first three quarters of 2012, even
saw a 27 percent decrease in brand value and among large state-owned banks. The revenue
dropped six spots on the list. Ctrip provides and profit of the liquor sector also declined
comprehensive travel services to over 60 dramatically in the first three quarters of
million members through the integration 2012 compared with the previous year. This
of technology and traditional travel agency was largely due to tougher policy on the T&E
services. But as the price war with other (Travel and Entertainment) expenses of SOE
online competitors intensifies, Ctrip’s market (state owned enterprises) and government
share has begun to shrink. institutions, which has hurt premium liquor
consumption.
between insurance products and the finan- brands often arise from within, and Haier insurance, banking, and investment, Ping populace and dramatic social, economic,
cial products offered by banks, all contributed is a prime example. An proposed a new model—“one customer, and technological changes underway in
to losses and sluggish growth. With China’s one account, multiple products, one-stop China, including rapidly developing digital
stock market also showing a downward While the overall growth of the home service”—to provide a superior customer ser technologies and growing social networks,
trend, the net profits of brands like China appliance industry slowed in 2011, Haier’s 2012 vice experience. The brand continues to spend Chinese brands have unlimited potential to
Merchant Securities, China Life Insurance, performance surpassed the whole market. big on market communication, which has contribute to a thriving global economy and
and Pacific Insurance have shrunk dramat The electronic giant’s revenue and net profit helped it become one of the best-known com the well-being of its people, as well as those
ically. Although brand strength scores remain increased and its market penetration rose prehensive financial service brands in China. beyond its borders.
stable, the brand value of these companies 1.7 percent higher than in 2010, the highest in
has declined significantly. the large appliance market. Its secret? Haier Most importantly, Ping An’s marketing
actively promotes a spirit of innovation and and communications focus on the value the Best Japan Brands
The road has been challenging for the Chinese entrepreneurship among employees, and brand’s services bring to clients’ lives, rather
Atushi Iwashita, CEO, Interbrand Tokyo
pharmaceutical industry as well. Coming embraced the internet early. The company than focusing on functional benefits, as it did
under fire for product safety issues, 999, transitioned from selling products to selling in the past. Recognizing that consumers are As the yen reached historic highs in the wake
Yuron Food, and Shineway all exited the Best services and adopted a new business model struggling with complex financial services, of the Great East Japan Earthquake in 2011 and
China Brands list in 2012 as steep declines that encouraged each employee to face the the Ping An brand promises to make financial territorial issues led to a deterioration of
seriously impacted brand strength scores. market directly, fulfilling consumers’ needs life easier. In an industry full of complicated relations with neighboring countries that
Shineway’s profits, for example, declined for customization and personal attention. financial products, choices, and formalities, put the brakes on Asian expansion, 2012
more than 50 percent. This exodus leaves this message resonates with consumers. The continued to present Japanese companies with
Yunnan Baiyao, which brings modern science Self-driven and motivated by Haier’s can- company’s ability to clarify its brand promise a challenging economic environment. The
to traditional Chinese medicine, as the only do, customer-centric culture, employees and speak to real human needs is the reason nation’s aging population also presents
pharmaceutical company in the top 50, and execute the new business model efficiently by Ping An retained its value, while the rest of challenges, and even opportunities, for brands.
dairy giant Mengniu as the only food sector focusing on meeting specific customer needs. the insurance industry was struggling. As noted in Interbrand’s 2013 Best Retail Brands
brand on the Best China Brands list. Ever the innovator, Haier also continues to report, consumer product giant Unicharm’s
launch state-of-the-art energy-saving products, As Haier, Ping An, and many others on the domestic sales of adult diapers exceeded those
has built up its online sales platform, and Best China Brands list demonstrate, adversity for babies for the first time last year.
Weathering the storm
implemented digital marketing to increase doesn’t have to sink brand value, but it will
When times get tough, some brands falter and its brand value. Paying off big for the brand, test it. As deceleration sets in, the Chinese However, even a rapidly aging population,
others manage to grow, even in an economic Haier enjoyed a 25 percent increase in brand brands that are poised for success will be multiple natural disasters, slowing global
downturn. China’s best organizations, as is value in 2012, despite the market downturn. those that are focused on the long-term. growth, and yen appreciation have not been
the case anywhere, think beyond marketing These resilient companies have a viable plan enough to stall Japan’s growth. The country
and manage their brands skillfully. Through Ping An is another success story, displaying for sustainable growth, and know how to has rebounded from the earthquake and
the integration of brand strategy and business characteristics all great brands share— harness the power of their brands—which even found ways to benefit from its impact,
strategy, smart brands create a strong excellent communication as the foundation includes recognizing and responding to real including increased automobile production
internal corporate culture and build closer to successfully align business strategy and human needs, both internally and externally, and reconstruction demand. The country’s
relationships with customers. In fact, great brand strategy. In order to better integrate and taking integrity seriously. With a vast abundance of seniors has led, interestingly,
growth for the third consecutive year. This global footprint by expanding from Southeast small-portion fresh food to home delivery proving its resilience. While the earthquake
was no small achievement considering the Asia into India, South America, and Africa, services, brands are investing in order created many challenges, the best Japanese
stagnant market for compact digital cameras also saw a significant lift in brand value. to capitalize on the demographic shift brands continue to demonstrate a strong
and the rapid proliferation of smartphones underway. These stores already offer a wide commitment to branding and an ability
equipped with high-resolution cameras. Muji’s global expansion is gaining momentum, range of services including banking, bill to modify their vision. This means a frank
However, years of investment in strategic with more than 100 international stores payments, and postal services. Open 24 hours assessment of their strengths and weaknesses
branding have helped Nikon succeed in opening and a flagship store in Ginza. a day, with a consistent, reassuring presence and the ability to identify opportunities in
an increasingly harsh environment. With Additionally, the brand is on track to open across Japan, they’re also aiming to become the face of evolving customer needs. They
an image and promise that effectively about 150 stores in Asia. In China alone, it “community hotspots,” expanding on their repeatedly demonstrate that living the
communicates Nikon’s mission, aspirations, plans to have a presence in 29 cities with popularity as refuges late at night or in the essence of their brands, communicating their
and commitment to the customer, the 70 stores. A global “Muji to Go” campaign case of disaster. The fact that the segment is values to the world—and putting those values
world knows that it can expect innovative in 2012 supported its global growth, along one of the few that has grown in 2012 suggests into practice every day—help to ensure steady
technology, intuitive functionality, and with cross-department store promotions in the repositioning is paying off. performance in the best and worst of times.
unmatched quality from this iconic brand. Japan. It’s facing competition from another
ambitious Japanese retail brand: Uniqlo, Lawson is another example of a Japanese
Bold expansion
which is well on its way to becoming a global brand that is posting unusually high growth, Best Korea Brands
brand with a brand value of US$3.6 billion and is anticipating a tenth straight year of
Ji Hun Moon, Managing Director,
Having just begun to pick up after the 2011 and swiftly closing in on Gap (US$3.7 billion). operating income growth. This impressive
Interbrand Seoul
Japan Earthquake, the nation’s economy track record is testament to the retailer’s
found itself in a vicious cycle caused by a Family Mart has fully integrated the am/pm continued innovation. The company is Once one of the poorest countries in the
decline in demand in developed countries, store brand it acquired in December 2009, staying ahead of wider demographic trends world, South Korea is now richer than the
deepening deflation, and falling incomes. moving all am/pm stores under the Family with new formats such as Lawson Store average European Union nation, a feat
Yet, against the odds, the total value of the Mart brand in just two years. As the company 100 for fresh food, Natural Lawson for the it achieved in a mere half century. With
top 30 domestic brands on the Best Japan looks to maintain growth, overseas expansion more health-conscious consumer, Lawson robust investment in its brands over the
Brands list increased by 6.7 percent over the is a central theme. The brand has opened its Pharmacy bringing in more seniors, and past two decades, Korea has given birth
previous year. Encouraged by the upturn, 1,000th store in China and is expanding in Family Mart appealing to women. There’s to powerhouses like Samsung, Hyundai,
many retail brands are leaping forward in Indonesia and the Philippines to build on its even a flagship “otona store” (grown-up store) and Kia that compete side-by-side with the
good faith and pursuing overseas expansion. presence in Taiwan, South Korea, Thailand, in a fashionable Tokyo suburb and premium world’s top brands. Its swift and staggering
and Vietnam. confectionary line targeting wealthier success has made South Korea an exemplary
Asics, known for its durable, hi-tech running customers. With competitors pursuing model of growth, but now that it has almost
shoes, is steadily gaining popularity in similar strategies, continued differentiation caught up with the developed world, it
Turning problems into profitable
Europe. Building on that success, Asics saw will be critical in a crowded market. must keep innovation at the fore to solidify
solutions
an increase in brand value after opening its gains and continue its heroic ascent.
flagship stores in Amsterdam and London, Faced with an aging population, Japan’s Just as Japan once rose from the devastation
and bolstering operations in India and convenience store operators are looking to of World War II to economic prominence in
Singapore. Unicharm, which ramped up its better serve their older consumers. From the post-war decades, the country is again
has led to a number of achievements. Their access and play music from a number of philosophy of “customer happiness” in the to high-quality products and consistent brand
engines, for instance, using Gasoline Direct media sources, and create personalized context of its industry. With this philosophy activities that emphasize experience and
Injection (GDI) technology, push out more in-car communications and entertainment driving its efforts, SK Telecom has pioneered communication. For its extraordinary efforts,
power, improve fuel efficiency, and have experiences. the Korean telecommunications industry Samsung has garnered global attention and
swept multiple awards. Another innovation, and continues to evolve in the era of LTE 2.0 experienced an unstoppable rise in both busi
Blue Link, “a concierge, mechanic, and Since ramping up its efforts to become a true through innovative changes. Despite the ness performance and brand value. Cultivated
security team all built into your dashboard,” tier-one automotive brand, Kia has increased ultra-competitive nature of the telecom- over the past two decades, Korean brands
is a hands-free navigator that helps users sales and market share. In the past year, sales munications service market, SK Telecom have proven to be irresistible to consumers
locate their friends, points of interest, and exceeded 500,000 for the first time in America has ranked at the very top of major customer across the planet. Case in point, the phenom
gas stations with the best prices. Enhanced and BRIC sales also increased, making it satisfaction ratings for over ten years, while enon of Psy, whose ‘Gangnam style’—which
roadside assistance and a monthly vehicle a record year for the brand. To strengthen cultivating an impressive brand presence. captured the imaginations of people the world
report help users take care of their cars better, international growth, Kia Motors integrated over, became the most viewed YouTube video
while “Eco-Coach” teaches them how to save its websites under kia.com and adopted a Yet it isn’t just the tech sector that keeps ever, and spawned countless imitators and
money and become more fuel-efficient drivers. uniform style with experience-enhancing Korea striding ahead. Its backbone infra spoofs that fill the pages of the web—may be a
Hyundai also boasts some of the most advanced designs in an effort to unify and better structure of heavy industry, joined-up sign of what’s to come.
testing facilities ever built. Though Hyundai manage its brand communications. Kia also approach to business, and focused and
certainly did not invent GDI and is not the raised brand awareness through its global aggressive investment and development More than teaching us all some new dance
only one integrating technology into its video-making contest called “Inspired by Kia.” strategies, are the keys to Korea’s continuing steps, Psy signifies Korea’s potential to
vehicles to improve the driver experience, the The culmination of these brand activities made success. Many observers have already establish itself as a global cultural influence.
company is keeping up with the latest trends it possible for Kia to enter the Best Global remarked upon China’s interest in Korea’s This provides greater depth and opportunity
and excels at refining existing technology. Brands list for the first time, ranking at 87. approach to business and the results speak for “Brand Korea,” literally opening a new
for themselves—providing the focus and door for brands in a world ever more hungry
Kia Motors, in the number-three spot, is Given the stature and accomplishments critical mass to create world-leading financial for entertainment and new cultural refer
capturing the hearts and minds of millennial of these brands, it’s easy to focus on the services, retail experiences, and of course, ences. Given this exciting backdrop, it’s
and Gen Y consumers with aggressive styling established global players, but technological heavy industrials. hardly surprising that the world is beginning
and ambitious plans to bring its flagship K9 innovation and savvy marketing is certainly to recognize the hotbed of innovation that
model to the world. Making news in 2010 for not limited to automotive brands in Korea. is Korea.
Building Brand Korea
its in-car infotainment system, Kia UVO, NHN, for instance, a novel portal for search,
Kia has proven that it understands the wants micro-blogging, gaming, and philanthropy, Since the late 1990s, the value and importance
and needs of younger drivers and can deliver gives us a glimpse of the web’s future. of brands has become increasingly appreciated
breakthrough new experiences. Developed in Similarly, brands like SK Telecom and KT in Korea. Beginning with the fundamental
cooperation with Microsoft, Kia UVO, short are quietly transforming communication discussion of what a brand is and then shift-
for “Your Voice,” has advanced voice- and through devices, computing, and broadband. ing the conversation to management and
touch-activated features that allow Kia drivers growth, many companies began to view brand
to safely and easily make and answer phone As the innovator of “customer happiness as a core asset. Brands like Samsung are able
calls, receive and respond to text messages, networks,” SK Telecom adopted SK Group’s to maintain leadership in the market thanks
Retail
For years, the predicament facing retailers success story making headlines. Though
has been analogous to the proverbial frog some have argued that the retail store
being brought to a slow boil, only to will become obsolete as all commerce
realize—too late—that the heat has risen eventually shifts online, don’t bank
to a lethal level. Digital seems to be slaying on customers abandoning the ‘sense-
the high street, the main street, and based’ pleasures of the in-store, human
all manner of brick-and-mortar stores. experience. More likely, we will continue
However, a broader historical view might to see the emergence of innovative new
show us, not an end, but a transition—one business models that will redefine retail
that is full of promise for those brands brands and shopping:
that heed the evolutionary call.
Renaissance
big-box retailers must alter or expand loyalty and sales. The online and offline
the role they play in customers’ lives. experience are two sides of the same
Customers now wish to dictate the rules coin: Both must immerse customers
of engagement, which is why the most in the brand and both must satisfy
successful retailers are becoming more ever-escalating consumer demand for
consumer-centric than ever before, and authenticity, choice, convenience, value,
incorporating those insights into the and seamless service.
company’s everyday operations.
Because shopping is as much a leisure
However, great turbulence always does experience as it is a practical one—and
beget innovation! For every corporate because some items (like clothes) are
retail failure, there is a new brand harder to shop for online—brick-and-
mortar stores will endure. They will, and Microsoft jostling to compete with
however, function in a new and different Apple, which turned gadget browsing
capacity and become increasingly inte into an upscale experience—and recently
grated with online channels. So how are trademarked its retail layout. Big or small,
brands future-proofing their businesses retailers must listen to customers’ needs
from an experience standpoint? for better ways to purchase products,
unique in-store experiences, easy ways
Some, such as Topshop, are focusing on a to discover new products, and more
few ‘flagship’ stores as experiential hubs opportunities to learn, interact, touch,
and investing more in creating rich online share, and play.
shopping experiences. A page out of the
luxury brands playbook!
2. Wish fulfillment
Others, like Louis Vuitton, are ramping up While online shopping offers lower prices
innovation with intriguing partnerships. and endless selection, the experience
In 2012, the brand collaborated with isn’t always satisfying and doesn’t always
Japanese artist Yayoi Kusama, to create a offer the best value. Often, it gets down
collection of garments and an art gallery- to fulfillment of immediate needs—and
like takeover of Selfridges department orders. In fact, the number-one reason
store in London. Hailed as the brand’s why many online shoppers abandon
“smartest artistic coup to date,” it was purchases is the delivery charge! And even
followed up by Selfridges’ “No Noise” if they do complete the sale, it doesn’t
installation in January, a radical retail always stick. For every order purchased
experience that removed logos from items online, two items are sent back. By figuring
and invited shoppers into a “stress-free,” out what’s causing dissatisfaction, retailers
distraction-free (and yes, noise-free) space have a huge opportunity to fix the problem
in which to challenge their perceptions of and improve the transaction experience.
what it means to shop.
This is one reason Amazon is testing
Conversely, online retail brands are Amazon Locker, a service that gives
expanding into physical stores and pop- consumers control over how and when
ups arranged as showrooms to drive online purchases are picked up. With trials
sales and build awareness. As digitally now taking place in three cities (Seattle,
savvy tech brands strive to evolve into London, and New York City), the service
lifestyle brands, we’re seeing Samsung allows consumers to ship a package to a
The
Forgotten
No doubt, uncertainty within the Eurozone institutional investors are changing course
and the looming threat of still more regu and looking at new opportunities.
lation have both played a role in stagnating
growth for financial firms. However, these Consider the $673 billion outflow of capital
systemic shocks have not only created from relative return equity funds over the
medium-term growth hurdles, they have— last five years compared with the $323 billion
more broadly— distracted firms from yet inflow to solutions-based products (see fig. 2).
another seismic shift in the dynamics of These types of solutions, developed on a
the marketplace: the evolving needs of the client-by-client basis, offer the investor new
institutional investor. tailor-made paths to generate income while
hedging risk.
Customer
Quantitative and qualitative data dating which investors were exposed to risk and
back to 2008 tells a clear story: Institutional now, to ensure they are well guarded against
investor needs have changed. Further, what unseen threats, many are looking to diversify
was once about outperformance is now about investments across borders. Those who are
solutions, with three factors accelerating the looking to win in new markets rely on both a
pace of change. thorough understanding of the opportunities
that these markets offer, along with a strong
command of the regulatory environment.
As one investor we surveyed in Asia put it,
120
AUM, end of 2007
100 Revenue Net fund flows 2008–June 2012
0 -$673 billion
2007 2008 2009 2010 2011
Source: 2012 McKinsey North American Asset Management Benchmarking Study Source: Strategic Insight Simfund
“you really need to understand the lay of the There is no longer any doubt: The ability to institutions had every reason and opportunity
Restructuring
land to succeed.” Today’s investors demand a deliver specific, outcome-based solutions to truly become investor-centric. Such a shift
better understanding of the unknown and a is an overwhelming driver of choice, a fact would have not only signaled to investors that Since September 2008, beginning with
comprehensive suite of cross-border solutions that confronts any brand wishing to remain the lesson of the crisis had been learned, but the Lehman fall, the Merrill fire sale, and
to help them win in new markets (see fig. 3). relevant. would have also laid the foundation for long- the subsequent TARP bail out—a period
term partnership. one observer called “the greatest bank
So, if investors are moving toward solutions, restructuring since Glass-Steagall”—the
3. Shifting market dynamics
are financial services brands helping them They needed to change but unfortunately, industry has been in a nearly continuous
The world is shrinking, aging, and becoming get there? many never did and have paid dearly through state of restructuring.
more transparent—and it is happening all net asset outflows, lagging share prices,
at once. Consider the scary reality facing The answer is no. and long-term brand value erosion (see fig. 5). Asset sales, reductions in force, large-scale
pension plan sponsors. With the population While it’s clear that inaction led to value cost containment programs, balance sheet
of Americans age 45 to 64 now over 81 million destruction, the causes underlying their restructuring, stress tests—nearly every
(a new high), those on the hook to fulfill Slower to change, quicker to lose failure to evolve are more complicated. global player has been forced at some point
pension obligations throughout the twilight over the past five years to commit significant
of the baby boomers’ years need a path to As a market participant, the institutional In our study, we learned that many had discretionary resources to restructuring its
profits. In this scenario, relative return is investor has transformed from an actor, the data evidencing the investor shift, and business in order to survive.
not enough. Outcome-oriented solutions, historically concerned with performance those that didn’t, intuited the movement
like income generation, fill the gap left open and security, into something resembling among their clients. Indeed, many wanted to These resources could have been used diff er
by lower interest rates, fewer dividends, and a consumer, demanding built-to-suite transform; some even engaged in substantial ently. Instead of negotiating asset sales, M&A
the unavailability of guaranteed annuities solutions and relevant outcomes. This strategy and repositioning work during the teams could have been acquiring greater capa-
going forward. transformation is complete and irrevocable. crisis and early recovery (late 2008–2009). bility in consulting and client services. Tech-
But in the end, few large financial services nology investments could have been made
We have been measuring this movement So, why haven’t financial service brands organizations have been able to reposition toward improved investor experiences. Product
toward solutions for several years now, and followed suit? The systemic shock of 2008 their brands toward investor-centered strategy teams could have spent more time on
the data points to a complete and dramatic provided the perfect fulcrum on which to solutions. cross-firm solutions. Marketing efforts could
reset for the category. In fact, five years pivot their organizations and brands away have been adding value through thought
ago, when asked what factors they evaluate from the insular, self-referential posture that The limits of transformation can be linked leadership instead of rebuilding basic trust.
when choosing investment managers, only has long defined financial services’ brand to three inexorable forces that have dominated
44% indicated the ability to deliver complex positioning and stance toward the customer. the financial services firms’ agenda since 2008: Firms don’t just have limited financial
solutions as “extremely important” (see fig. 4). resources. They have limited focus, as
By 2010, that figure has soared to 77%, and Investors wanted it. Regulators pushed for well. The effort required to fundamentally
will continue to increase in importance. it. Boards of directors pleaded for it. These restructure their post-crisis businesses has
1% -4%
Retirement Ambitious, but un-focused
Source: Institutional Investor, Top 300 asset Managers; McKinsey & Co. analysis
Resetting
However, retooling an organization’s tech-
nology, process, and culture to think and Dozens of studies have documented the
behave in terms of client outcomes takes decline in investor confidence and trust in
time. Despite the efforts of many organiza the financial system and its institutions.
tions, our experience is that retooling is not Protracted restructuring and continued
keeping pace with the rate of transformation balance sheet vulnerabilities keep these
among institutional investors. brands on the front of the financial pages.
The sputtering recovery is a constant
One reason is obvious. Retooling equals reminder of what caused the problem in the
change. Delivering solutions require new first place. And a string of scandals—from
skills that senior talent often lacks or is slow rogue traders to FOREX litigation, Ponzi
to adopt. The process of delivering solutions schemes to executive compensation—weighs
is fundamentally different than delivering these brands in the past.
performance: it is horizontal, cutting across
systems and teams, rather than vertical. This is reputational resetting: Every time
These changes not only affect how the firm the brand makes progress toward repairing
goes to market, but also the types of people its standing, a fresh crisis pushes it back.
and behavior it rewards. Financial institutions have suffered signif
icant reputational damage that they must
Another potentially less obvious factor is repair. Fortunately, there is a simple formula
increased regulation, which is having an to remedy that: Confront the problem,
120
Willingness to collaborate 100
to find the right solutions 44% 57% 77%
80
for the client's need
60
40
2008 2009 2010
20
0
2007 2008 2009 2010 2011 2012
Organizational strength
and stability 64% 62% 54% Source: Interbrand’s Best Global Brands 2012
apologize for it, fix it, and demonstrate that to take cost out of the business and command Consider IBM and the way it has positioned
Build insights capability
it has gone away. It’s a formula that has been greater pricing power, but the investor is left itself around key members of the C-Suite.
validated over decades (see Tylenol, Toyota, Big Data, if leveraged correctly, is a game- to navigate an increasingly complex and slow- The brand promises a “Smarter Planet” and
Martha Stewart, etc.). changing opportunity for financial firms moving institution. makes good on the claim by targeting specific
desperate for richer customer insights members of the executive committee with
and a competitive advantage in the race to Financial firms have the assets they need to value-adding thought leadership (like the
Adapt. Or die. better serve investors. According to a study construct more sophisticated solutions for Global CEO Study, and forums, such as the
conducted by the McKinsey Global Institute, customers, but accomplishing this requires CMO CIO Leadership Exchange, where high-
No doubt, firms must reengineer to deliver securities and investment services firms speed and nimbleness. Over the coming years, level client peers exchange ideas that not only
a truly customer-centric value proposition if actually store the largest amount of data per the winners will increasingly be those who make the planet smarter, but equip the client
they intend to meet growth requirements and firm of any industry on Earth (see fig. 6). are able to nimbly orchestrate their own to be more successful). This is integrated
fend off new entrants to the market. Doing so portfolio of products and services to respond marketing: thought leadership, connected
cannot be an exercise in cosmetics. It will take The magnitude of this data, garnered from an to customer needs, producing legitimate experiences, and client-centered solutions,
investment and vigilance. immense amount of transactions conducted outcomes. all rolled into a powerful message of relevant
every day, is matched only by the magnitude outcomes (i.e., Smarter Planet).
But, it can be done and the playbook is clear. of the possibilities the data presents. Being Specialty solutions, like the boutique model
able to harness it to derive meaningful client with its lean organizational structures and The issue for financial firms transcends the
How financial firms can deliver a truly insights provides the most impactful path to manageable asset levels (exemplified by need to refocus claims around the customer;
customer-centric value proposition: understanding shifts in the customer’s needs. companies like Franklin Templeton), will these firms must work to make material
To use Big Data as an investor advantage, these need to increasingly take form in the finance changes to the way they conduct marketing,
1. Build insights capability: Leverage Big firms will need to take a page from the play industry to enable firms to act more quickly to move from communication capability to
Data as a core capability books of brands like Amazon and Google, and toward delivering solutions built around the integrating the investor experience.
use data strategy to drive consumer outcomes. customer—not around the firm’s capability.
2. Scale specialty: Deliver deep specialties
Reset rewards
across a unified global platform
Scale specialty Connect the dots
Evolving from a performance-based company
3. Connect the dots: Integrate marketing As has been the case in many industries over Many financial firms continue to view and culture to one that is solutions-based
with thought leadership and the client the last decade, finance has made a movement marketing departments as sources of requires capability and mindset change—and
experience to add value toward both consolidation as a business model communication rather than designers of won’t simply happen in an offsite meeting or
and product breadth as a strategy. Today, the the total investor experience. This issue is a e-learning module.
4. Reset rewards: Change culture, compe market is awash with large one-stop-shop structural one, and can only be changed by
tency model, and rewards systems to firms that were pieced together in an effort to rethinking the role that marketing plays and Competency models must change. Perform-
reinforce a solutions-over-performance achieve more scale. However, the strategy of where it sits within the company. ance management will need to evolve.
mentality scale is largely self-serving. It enables the firm
Government 1312 TB
Source: IDC; US Bureau of Labor and Statistics; McKinsey Global Institute analysis fend off new entrants to
the market.”
Compensation and bonus structures will be
realigned to incentivize new behaviors.
“Ford is more than just a car company— I want to understand how society views those
we are also a ‘lifestyle enabler,’ and our things, through the lens of the customer.
work in trends and ‘futuring’ is meant to So for technology, I’m fascinated by the
Looking
help our customers achieve just that,” said emerging technologies of nanotechnology,
Sheryl Connelly, Ford’s resident in-house biotech, and cognitive science—experts in
futurist, at the automaker’s 2013 trend those fields claim they can change the future
forecasting event in New York. Sheryl of humanity, but I want to understand the
chatted there with Interbrand editorial ambivalence and the debate that surrounds
director Shirley Brady about being Ford’s emerging technology. Think about stem
first Manager, Global Trends and Futuring. cell research and cloning and the notion
“Just because you can, doesn’t actually mean
Shirley Brady: Sheryl, how do you you should.” So where does this debate go,
describe to people what you do? and how do people generally feel about
it? So what I do is take a step back from a
Sheryl Connelly: My experience in societal viewpoint and share those insights
having this role for a while now is that people internally.
outside the company are surprised it exists.
They think that Ford is spending its time SB: With Ford SYNC and MyFordTouch,
thinking, “How do I bend this sheet metal? what are you finding that consumers really
What do we change in this technology?” So want in the car, and how far does all this in-
they’re surprised when they find out that we car technology go?
have a process that is much more organic and
holistic, that we’re thinking about where SC: If you were to survey every
society is moving and how can we respond to Millennial that you know and count how
those needs. many of them wear watches, you’ll find very
few do because they have a phone that does
My domain is social, technological, economic, that. They embrace multifunction devices, so
environmental and political, but I’m not if they wear a watch that’s a single function
the technology expert. If you want to know device, it’s a waste of their time. In that
what’s the cutting edge technology, there are same spirit, I think the car has to deliver,
many other subject matter experts within too. It can’t just deliver one thing. It must
Ford that can better serve that. be multifunctional and serve many of their
needs. That’s why the partnerships and SB: How does authenticity connect SB: So where does the consumer fit
collaborations that we do with companies to Ford’s sustainability platform? in all this?
like Microsoft, Nuance that does our voice
activation, or Gracenote, which helps us SC: Ford has a sustainable business SC: The way that we consume, con
bring in the images from album covers into strategy team and they look at things like sciously or unconsciously, makes a statement
the car, help us change that experience so human rights, water policy, carbon footprint, to the world about who we are and what our
we’re delivering much more. but it’s not just about miles per gallon, it’s values are. So if I choose to drink out of a
about what role we as a corporation play in plastic water bottle, knowing all that I know,
It goes back to what we’re calling “minimal the community, about corporate citizenship. that says something about me, just as if I
maximists,” those consumers who say, “My And that’s really interwoven deeply into choose to drink out of a reusable plastic bottle,
dollar’s got to work really, really hard for Ford’s history. a metal bottle, or a glass bottle. In our choices,
me. The products I invest in must deliver we are broadcasting our values to the world,
on multiple fronts, they must serve a lot of If you were to talk to the team and ask even when we don’t intend to.
needs.” So that’s where it’s all going. them what their charter is, their charter—
informally—is for their team to become Once you’re familiar with the exploited
I have children and they want to turn our obsolete, that their mindset, their work, diamond mining practices, it taints your
car into an entertainment center during the becomes so ingrained throughout the feeling about that product unless you can say,
five-minute ride to school. It’s not about company that it’s not about having a team, “This came from a conflict-free zone; I can
being in a car; it’s about what stories, what it’s just the way you go to market. That’s feel good about it.” How I spend my money
information, what media can I consumer part of authenticity. Trust is the new black is a statement about what I value, and even
during this downtime while I’m riding in a and you have to deliver on your promises, though I don’t always do it with purpose or
vehicle? It’s entertainment, experience and especially because there’s rampant mistrust intent, the rest of the world can still see it.
engagement, meaningful engagement, but of brands. Those brands that can credibly The values of corporations, their products
there are those who don’t want that. There’s stand by their claims, consistently, will be and their supply chain need to be transparent
a spectrum of demand. There are customers differentiated in the marketplace. because of that heightened awareness.
that love the thrill of the drive, the pedal to
the metal, the wind in their hair. For them,
we have a “do not disturb” button, so they
can tune it all out and just focus on what’s
important to them.
to Watch
experiences that touch on one this idea with an innovative the next six months we will be
of the big ideas in this issue store that behaves like a launching e-commerce; and
of IQ: challenging people to walk-in magazine, changing in the same way our spin on
rethink the way they shop, focus every four to six weeks retail is a little different, so
connect, and communicate with a new pop-up shop will our interactive commerce
with brands via bold new concept that mixes events experience.”
experiences that merge curation, such as pasta-making classes
technology, and the local with unexpected products. thisisstory.com
community. Exploring themes such as
art, love, and color, each new
iteration of STORY offers a
In Seattle, Washington, in the the store without interacting The Pritzker prize-winning purpose design edifice that will
northwest corner of the United with a human being. Sound British architect Zaha Hadid comprise a variety of design-
States, a tiny store is trying to dehumanizing? Founder Nadia has been bringing her related facilities, including
bring mobile shopping to life. Shouraboura, a former Amazon modernist, breath-taking exhibition halls, museum,
Hointer sells designer jeans for executive, told the Seattle designs to such futuristic library, resource center, park,
men—nothing unusual there. Times, “The whole idea behind shopping experiences as two big convention halls and,
But the shopping experience Hointer is to combine the the 18-floor Galaxy SOHO of course, stores—daring to
is unique: consumers use a ability to try on items with the project that opened last year lure away luxury brands from
smartphone to scan a QR code very fast and efficient model of in Beijing. Now all eyes are the now-famous Gangnam
or tap a tag on the products online shopping.” on her next project, which Cheongdam-dong shopping
they want. The desired items aims to establish Seoul as a district, where Louis Vuitton,
are then robotically delivered to hointer.com leading design hub with a Hermès, Tory Burch, Prada,
dressing rooms, and shoppers futuristic, eco-friendly plaza and Gucci can be found.
can go online to request more merging design, fashion, and
sizes and colors. The purchase retail that’s slated to open in zaha-hadid.com/
is completed via a slide- 2013. Hadid’s website calls architecture/dongdaemun-
through credit card machine— it an urban oasis to promote design-park-plaza
and the buyer can then exit “fluid thinking”: a multi-
Whether you’re in London’s where various creators from 3D printing is all the rage dispensed through a coin-
Dover Street or Tokyo’s various fields gather together these days, and the MakerBot operated vending machine.
upmarket Ginza district, the and encounter each other in brand of 3D printers is eager Who said the next big idea
creative minds behind Dover an ongoing atmosphere of to demystify the process. Its couldn't be small?
Street Market want to engage, beautiful chaos: the mixing retail outpost in New York
challenge, and delight. up and coming together of City's Nolita area is the first makerbot.com/retail-store
Sophisticated and surprising, different kindred souls who full MakerBot retail experience
luxurious yet unpretentious, all share a strong personal in the world. Visitors can
it’s the brainchild of Comme vision,” the Japanese designer watch the MakerBot Replicator
des Garçons designer Rei states. “I would like for DSM 2 Desktop 3D Printer working
Kawakubo, whose goal is to to be the place where fashion live to create new objects,
mix like-minded luxury brands becomes fascinating.“Next attend classes and workshops,
with vintage wares and art in stop: New York, which is slated check out the 3D photo booth,
a retail environment that’s to get its own DSM in late 2013. and even buy a 3D printed
one part designer flea market, item for as little as $5 in the
one part salon, and constantly doverstreetmarket.com MakerBot Gumball Machines,
reinventing itself. “I want which sell tiny designs that
to create a kind of market fit into classic prize capsules,
Special thanks to
Jamie Salek, Samantha Schulman, Johnny Trinh, Sally 130 Fifth Avenue
New York, NY USA 10011
Wang, Harry Woo, Echo Zhang T +1 212 798 7500