Scroll down for the Reader's Digest versions of my work.
Main output: Product innovation for a live client.
Approach: See discovery as multi-dimensional.
The ask: Spotify wanted to be known as the authority on music culture via discovery.
Brand truth: Spotify's creation of big data is insightful for moments beyond the screen.
Observation: The biggest influence on fans isn’t the music in their pockets, but the world (and the groups within) that they live in.
Strategy: Give musical context to the world that surrounds us.
Dick's Sporting Goods
Main output: Repositioning + rebrand of a challenger.
Approach: Hear the haters.
Cultural problem: In the sports market, sweat equity is king. Nothing is worth doing unless you're striving to be elite.
Brand problem: Dick's Sporting Goods likes to pretend that it's a specialty sports brand, but fails to capture the elite specialists.
Old target: Paul believes that his kid is going all the way: like, pro. And you're not going to convince him otherwise. Paul refuses to shop at Dick's Sporting Goods because it's not serious enough. It's for the casual player.
New target: Parents of kids 15 and younger, effectively teaching the new generation of kids to love the game for the sake it before they have the chance to burn out.
Objective: Redefining the success of sports from goal-oriented to journey-oriented. Connections can be made with people who have a love for the game rather than a love for winning.
Strategy: Dick’s Sporting Goods makes sports all about connecting over the fun and games.
Main output: Brand repositioning + comms campaign.
Approach: Don't run from your past mistakes - embrace them.
The market: Harley-Davidson proudly rests on its cushy, engine rumbling patenting laurels for the American motorcycle market.
Brand problem: Indian as a brand and as a business has lacked stability for years after being bought and sold multiple times. As a result, fans of "old Indian" are (justifiably) suspect of "new Indian" bikes and are holding their chips for now.
Brand truth: Under new holding company Polaris, Indian has learned its lesson: they've kept what was amazing about its engineering and heritage and improved what was not.
Target: People seeking evolution, rather than revolution.
Human truth: America also loves a good redemption story almost as much as they love an underdog.
Strategy: Indian is the comeback kid.
Tagline: Heritage honed.
Main output: Go-to-market strategy + comms campaign.
Approach: Be your own hype man.
The ask: Bring Pocari Sweat, a brand from Japan, to the U.S. market.
Business opportunity: People are interested in premium beverages, but there aren't any brands yet showing how hydration can go platinum.
Brand truth: Pocari is almost as good at hydrating you as sticking an IV directly in your veins.
Aspirational target: Get a feel for them here at the Spotify playlist.
Tension: Don't let em see you sweat. Everyone may think they walk on water, but they are really, truly human.
Objective: Introduce Pocari to the U.S. market as the elite secret weapon for wellness.
Strategy: Pocari powers the hustler.
Main output: Product innovation + repurposing.
Approach: Find novelty in the familiar.
The ask: Make an irrelevant technology relevant again.
Situation: Quick, Draw! by Google is another game turned one-hit-wonder after the novelty of it wore off.
Target: People who have had strokes and have lasting disabilities as a result.
Tension: Rehabilitation is difficult once patients leave their doctor's care. At-home rehab can be expensive, difficult, boring, and frustrating, so even people who strive to recover often fall short of their goals.
Insight: Everyone (but especially people in stroke rehabilitation) prefer to interact with a product that is familiar yet provides novelty.
Solution: Gamify the recovery process using Quick, Draw! by Google.