Hello again

The challenge in a nutshell

“JCB? I’m afraid I don’t really know anything about them apart from the
name…
Actually, I’m right in the middle of a feature about British family-run
businesses, who have gone on to great things.
Would they fit the bill?”
Alicia Clegg, FT journalist

Universal prompted awareness, but very low spontaneous awareness or

understanding
Source: MCBD interview
Of course, this hasn’t stopped JCB achieving great
things so far

The company’s low profile has been an irritation rather than an impediment
to success
However, JCB is now seeking a step change

• Sell 70,000 machines by 2010 (+ 55%)

• Achieve 13% share (+ 3.4% points)

• Deliver sales of £2.5 billion (+ 76%)

• Become the 2nd largest producer in the world (from 4th)

These are very ambitious goals even for a company with JCB’s impressive
track record
In addition, JCB will be operating in a more
competitive market
• In countries where the brand is less established

• Using dealers who are less able ambassadors for the company

• In product sectors where JCB has fewer credentials

• Against bigger competitors who benefit from high barriers to entry

• In an age when technological leadership no longer lasts

Sales will be harder to achieve and sustain than in the past

If left unaddressed, JCB’s low profile could
act as a brake on growth

“They have done a great job but

I wonder if they are too small and
narrow to do well in the future”
Unnamed competitor,
quoted in F.T. (21.11.05)

A negative influence, rather than just the absence of a positive

So there’s a clear role for advertising

Address key decision makers and influencers

And make them realise how big and successful JCB is

 So there’s a clear role for advertising

Address key decision makers and influencers

And make them realise how big and successful JCB is

However, we believe that JCB’s business challenge is more complex than

this analysis would suggest
There’s a more insidious threat to address

“It’s become quite obvious to me, both here and overseas, that a degree
of complacency is setting in. If this business is going to remain
successful, we have to tackle this
issue.”
John Patterson
This is the biggest threat for any successful
company

“The key problem, of course, is

how to avoid complacency –
how to remain self-disciplined
once a company has attained
success or become number
one in its field. How can a
company keep alive that fire
that burns from within, that
impels people to keep pushing,
to never be satisfied, and to
always search for
improvement”
Admittedly this threat is rather limited right now

For every employee who …there are plenty of people who

doesn’t get the JCB ethos… “bleed yellow”
 We suspect that there is some corporate
“kiddology” at play!

Smart organisations wage war on complacency before it ever has a chance

to take hold
However, it’s true that complacency has a
habit of creeping up on companies

Looking back it is often difficult

to pinpoint the exact moment
when complacency sets in
It’s also true that companies in transition are
especially prone to this problem
• During periods of rapid growth

• At times when senior people retire

• Where there is an influx of new recruits

• If there is a move into new product sectors

In this context, a traditional chest-beating exercise could actually

alienate customers and exacerbate complacency at a key moment
 Instead, we should seize the chance to
define a more ambitious role for advertising
Not also
But Just

CommunicatingJCB’s
Demonstrating JCB’sambitions
scale

Paving the way for

Commemorating past
future
achievements
successes

Challengingpeople
Rewarding peoplefor
to a job well
done
do even better next time

This has fundamental implications for the sort of communications that

should ensue
Firstly, this points to an ongoing campaign

“There is no ultimate finish line in a highly visionary company. There is

no ‘having made it’.
There is no point where they feel they can coast the rest of the way,
living off the fruits of their labour”
Built to Last
 It also means using advertising strategically

JCB has lots of great tactical stories to tell but they will have more lasting
impact if they are wrapped up in a bigger message
 It means focusing on the collective effort

“Everyone has a role to play in stopping

complacency”
John Patterson

Focusing on one individual would be We need to inculcate an ethos that

positively unhelpful runs through the whole company
Most of all it means getting back to the
founding philosophy

“Jamais Content – that’s very, very much me. I am never content”

Joseph Bamford

The ultimate, home-grown antidote against complacency

 We need to restate this philosophy to a new
generation of customers and employees

“Never boring. Never dull. Never content.”

Sir Anthony Bamford

“Ambitious, demanding, challenging…never resting on it laurels.”

John Patterson

“Pushing the boundaries is a daily expectation”

Gary Major

Pass the torch from senior management and lifers to every corner of the
workforce and marketplace
 Crucially, this is not just about “working hard”
• The corporate work ethic is a major part of JCB’s culture

• It is attractive to customers and motivating to employees

• Therefore it is an important weapon in the fight against complacency

• However, in isolation, “Hard work” can be seen as faint praise

• It’s doesn’t do justice to the ingenuity that is also part of the corporate
DNA (and which is increasingly prized by customers)

In the future, JCB’s restless spirit should be portrayed as being just as much
(if not more) about Inspiration as Perspiration
 Similarly, this is not just about product
innovation
• Pride in the machinery will always be at the heart of this brand

• Clever inventions and an expanded product range are strong

evidence of JCB’s restless spirit

• However, this is only part of the story

• Increasingly, companies in this market will be differentiated by their

people/aftercare service rather than just their machines

In the future, JCB’s restless spirit must be seen to extend to service and
not just manufacturing
 Rather, it is a bigger message about the
organisation as a whole
Successful but never
Always open to new
complacent
ways of working

Always pushing
Always stretching its
‘A company that never the boundaries
employees so that
they develop
stands still’ of technology

Always going the Always looking for

extra mile on customer new Global markets
service Always expanding its
product range, to suit
customers’needs
A bigger message that will create a virtuous
circle for JCB
A more motivated
workforce

More ambitious More receptive

targets ‘A company that customers
never stands still’

A more successful More satisfied

company customers
Putting it all together: our creative brief

• Develop an idea with the potential to be an ongoing campaign

• Capable of inspiring customers and employees alike

• Capable of communicating JCB’s scale and successes

• But also presenting them as part of a continuous quest for excellence

in the company as a whole

‘A company that never stands still’

Our creative idea
Our media strategy
 We need to launch this approach with a bang
A big event for employees
• Rally people behind the new approach
• Show the corporate video
• Distribute internal literature
• Launch an internal competition
A media ‘special’ for decision-
makers
• Take every colour ad in The Daily
Telegraph
• Around 12 ads, in a variety
of sizes
• Talk to editorial staff about unique
JCB sizes
• Hand delivery to key JCB contacts
• Media cost c. £275k

Big and bold, in keeping with the JCB ethos

We then need an ongoing media platform

• Capable of reaching decision-makers

• Capable of delivering multiple messages

• Capable of reflecting the scale of the business and its ambitions

• Capable of reflecting the quality of the brand and its aspirations

• Capable of lending newsworthiness and currency to the campaign

Quality newspapers should form the backbone of the campaign

How we would use quality newspapers

• Use all the quality National daily and Sunday titles to maximise
coverage

• Achieve minimum 8.0 average opportunities to see

• Use DPS colour insertions to deliver maximum

- impact
- scale
- stature

Maximum engagement
How the schedule might look
September October November
Double Page
Insertions

8
X X X X X X X X
8
X X X X X X X X
8
X X X X X X X X
8
X X X X X X X X
8
X X X X X X X X
8
X X X X X X X X
8
X X X X X X X X
8 X X X X X X X X

Anticipated media cost : £2.6 million

Coverage & Frequency: 68% coverage of AB Men (4.3 million)
@ 8.0 Average OTS
An obvious omission: why no FT?

• The FT certainly reaches some decision makers (although AB

Men penetration is only 3%)

• But we have severe doubts that it is actively read in depth

• JAA qualitative research suggests that:

- the F.T. is referred to for information
- the reader goes straight to specific pages
- it is not read in the same depth as conventional newspapers
- most advertising in the FT is probably not seen

• At c. £64k per colour page, its inclusion on the JCB schedule

would need much further consideration
Supplementing the quality press
• Several key weekly titles could add useful additional coverage in a ‘global’

authoritative environment:-

• 8 x colour DPS in each title

• Would boost overall UK coverage & frequency to:-

- 71% of AB Men (4.4m)
- at c. 8.3 Ave OTS

• Additional cost c. £380k gross

Thinking even bigger: what about TV?
• High impact & intrusion

• Added stature and authority

• Proven success in
- building awareness
- enhancing attitudes

• Reaches all elements of the broad JCB audience

• Where almost all famous brands are built

An ideal additional media vehicle for JCB. But could we afford it?
 A focused, low-cost TV strategy
• Focus all activity into prime ‘decision-maker’ programmes

• Mostly on Channel 4 & Satellite channels

• Low weekly strike rates

• Hand picked programmes

F1 Grand Prix: would include:
Channel 4 News
South Bank Show Documentaries
Selected Dramas
More 4

Sky News In-flight TV

Sky Sports
Documentary channels
• Could deliver c. 200 AB Men TVRs across Mid September /
Mid December = 60% AB Men coverage (3.2m) @ 3.3 OTS
• Approx Media Cost £1.4m (40” commercials)
 JCB “Ideal” Media Overview
SEPTEMBER OCTOBER NOVEMBER DECEMBER

‘DAILY TELEGRAPH SPECIAL’ Approx £275k

8 colour DPS £2,600,000 Gross

QUALITY NEWSPAPERS in each title
68% @ 8.0
71% @ 8.3 OTS
combined
WEEKLY MAGAZINES 8 colour DPS
£380,000 Gross
in each title

TELEVISION (40”)
Circa 200 AB Men TVR

£1,400,000 Gross – 60% @ 3.3 OTS

OVERALL SCHEDULE: Media Expenditure: £4.7m Gross

Coverage/Frequency:89 % coverage of AB Men (5.6m) @ 8.8 ave. O.T.S
Additional media ideas

• JCB signage and machinery on local roads and roundabouts

• There are no poster sites in Rocester – why not build our own?

• Other creative media techniques to convey topical/tactical messages

Amplify the campaign idea by imaginatively

seeking out new opportunities
In conclusion

“If you’re going to hit, hit hard”

Discussion
Thank you