Two Things | Brookfield Properties | The Wishing Forest The Insight Our process begins with a structured exploration of Category, Culture, and Product. For Brookfield, this lens revealed a key truth: while malls have traditionally focused on transactions, consumers increasingly seek connection, play, and meaningful shared experiences. The design challenge sharpened into a tension: How do we create holiday experiences that feel inclusive and modern—engaging visitors of all ages, backgrounds, and abilities—without alienating holiday traditionalists? The answer lay in the emotional universals that define the season: Magic, Connection, Tradition, and Peace. These territories became the foundation of a scalable design system. What We Did Two Things partnered across strategy, design, prototyping, and production to build a repeatable experience framework for Brookfield’s properties. We established guardrails for scalable, measurable programs. We developed concepts that embodied universal emotional territories. We prototyped analog surfaces enhanced by technology. We launched a real-world pilot and scaled it nationally. The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. A single overarching concept was built with multiple modular experiences (“groves”), enabling Brookfield to test and optimize for national scalability. 85% 85% of guests rated the experience as “unique”. 90% 90% indicated they were highly likely to return the following year. Despite being a pilot, the experience generated industry attention and organic consumer buzz.
Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. Despite being a pilot, the experience generated industry attention and organic consumer buzz.
Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. 90% 90% indicated they were highly likely to return the following year The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. RESULTS The launch didn’t just introduce a product—it introduced a new way for TNF to build community, tell stories, and activate digital at scale. Further Together turned the Vectiv launch into a global movement. The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. A single overarching concept was built with multiple modular experiences (“groves”), enabling Brookfield to test and optimize for national scalability. 85% 85% of guests rated the experience as “unique”. 90% 90% indicated they were highly likely to return the following year. Despite being a pilot, the experience generated industry attention and organic consumer buzz.
Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. The work reframed how Pernod Ricard’s teams think about consumer connection—proving that meaningful engagement is possible even without DTC. Key outcomes included: The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. A single overarching concept was built with multiple modular experiences (“groves”), enabling Brookfield to test and optimize for national scalability. 85% A single overarching concept was built with multiple modular experiences (“groves”), enabling Brookfield to test and optimize for national scalability. 90% 90% indicated they were highly likely to return the following year 85% of guests rated the experience as “unique” 85% RESULTS But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. Client // Brookfield Properties Assignment: Innovation Strategy · Design Strategy · Concept Development · Prototyping · Experience Design · Production Oversight · Measurement Framework · Go-To-Market Strategy Building a B2C framework and platform for a B2B centric marketing team The North Face is legend in the outdoor adventure space. Earned Media & Buzz Despite being a pilot, the experience generated industry attention and organic consumer buzz. Reactions ranged from “interactive decorations” to “makes you enjoy the season even more.” Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. The Challenge Brookfield Properties approached us with a critical mandate: modernize their consumer experience and create an innovative, interactive model that could drive foot traffic, generate buzz, and scale across their national portfolio. The first test would come fast—a holiday-season pilot—while the larger ambition was clear: Design a year-round, nationwide engagement system that strengthens consumer relationships, not just seasonal visitation. Press What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there.

We've focused our agency to deliver fresh, creative strategy and effective go-to-market plans for the outdoors and active lifestyle markets. Two Things is Doubling Down By Paulo Ribeiro Our approach to brand transformation has worked in multiple categories but, we are choosing to focus primarily on the active lifestyle space and audience. Two Things Inc started up in 2018. The agency was founded as a vehicle to combine a deep strategy process with a creative culture to help clients evolve how they go to market. We’ve operated as a creative consultancy with a goal of breaking down the wall between product experience and marketing experience. Along the way we’ve worked with clients in the entertainment, sports, outdoor, transportation, gaming, food, and retail industries. We’ve been trusted to develop strategies to transform how those brands go to market. To bring those strategies to life we’ve helped our clients reimagine advertising campaigns, mobile UX, created new to the world 3D creation tools, conversational interfaces, tik-tok campaigns, reimagined media plans, built websites and designed research methodologies to measure effectiveness. In two instances we’ve breathed life into entirely new businesses. We are proud of the work we’ve created together with our clients. We’ve learned and grown with each engagement. But TBH, too often we’ve had to learn on the job. There is a significant difference between the assignments we’ve explored with our clients and the assignments where our expertise led the way. Going forward, we are going to focus all of our energy on what we know inside and out. 1. We are experts at designing new ways for our clients to Go To Market. We shine when helping our clients evolve how they Go To Market whether the need is driven by launching a new product, a desire to connect with new audiences or markets, or for any reason that requires building new creative muscles. We are at our best when designing the strategy and creative concepts to evolve how a brand is experienced. We think hard about the business context, and also how the work will be made. We develop creative ideas to stand out from the noise in terms of their format AND their message. The fact that we consider the execution in our strategy work does NOT mean we need to be the ones making all the work. In many cases there are teams that are better at the craft of producing work (even if our clients are more comfortable working with us). So we are going to focus our attention on the moment of change and the systems to bring that work to life over time. 2. We are creative people which means we can get distracted or curious about many different categories, but expertise comes from deep experience. We’ve had the honor of working with brands like The North Face, arc’teryx, Converse, Timberland, Visit Sun Valley, Nike and others on some of their most mission critical projects. This has given us depth of experience with the active lifestyle consumer that they target. So we are choosing to focus our work in the active lifestyle category. Going forward Brand Transformation for Active Lifestyle Brands will be the agency's focus. This is a mission for us. Too many brands in this space have marketing that is stuck in the past. Sure, there are players like Nike that are constantly re-writing the brand playbook. But brand’s that are innovating in this space are the exception, not the rule. So much of the work is sleepy and backward looking, reinforcing historical brand equity but not doing a great job of reaching out to wider audiences. This may not be a popular opinion but it's true. It is a shame because us humans are at our best when we are connecting with other humans IRL. We need to shake up the category that is all about movement, outdoors and human connection. We’ll use all the modern tools of creativity to make this happen. Stay tuned for more from insights@twothings.co . back to insights →

Two Things | Brookfield Properties | The Wishing Forest Client // Brookfield Properties Assignment: Innovation Strategy · Design Strategy · Concept Development · Prototyping · Experience Design · Production Oversight · Measurement Framework · Go-To-Market Strategy Building a B2C framework and platform for a B2B centric marketing team The North Face is legend in the outdoor adventure space. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. The Challenge Brookfield Properties approached us with a critical mandate: modernize their consumer experience and create an innovative, interactive model that could drive foot traffic, generate buzz, and scale across their national portfolio. The first test would come fast—a holiday-season pilot—while the larger ambition was clear: Design a year-round, nationwide engagement system that strengthens consumer relationships, not just seasonal visitation. The Insight Our process begins with a structured exploration of Category, Culture, and Product. For Brookfield, this lens revealed a key truth: while malls have traditionally focused on transactions, consumers increasingly seek connection, play, and meaningful shared experiences. The design challenge sharpened into a tension: How do we create holiday experiences that feel inclusive and modern—engaging visitors of all ages, backgrounds, and abilities—without alienating holiday traditionalists? The answer lay in the emotional universals that define the season: Magic, Connection, Tradition, and Peace. These territories became the foundation of a scalable design system. What We Did Two Things partnered across strategy, design, prototyping, and production to build a repeatable experience framework for Brookfield’s properties. We established guardrails for scalable, measurable programs. We developed concepts that embodied universal emotional territories. We prototyped analog surfaces enhanced by technology. We launched a real-world pilot and scaled it nationally. The Result The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. In-Experience Metrics A single overarching concept was built with multiple modular experiences (“groves”), enabling Brookfield to test and optimize for national scalability. Six unique groves were produced, with different configurations deployed per property to evaluate performance in diverse markets. Consumer Sentiment The groves delivered strong emotional resonance.According to Brookfield’s internal survey: 85% of guests rated the experience as “unique” 90% indicated they were highly likely to return the following year Earned Media & Buzz Despite being a pilot, the experience generated industry attention and organic consumer buzz. Reactions ranged from “interactive decorations” to “makes you enjoy the season even more.” Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. Press These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there.

Download the white paper "The Business of Belonging" and explore how fandom can drive real brand growth. The North Face is legend in the outdoor adventure space. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. Inside the Business of Belonging Download the white paper and explore how fandom can drive real brand growth. Download These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there.

Two Things | Mevo | Evolved from a single product offering into a multi-product brand. See how we used consumer insights to carve out market space. It was clear that there was an appetite for this product, with increasing hunger as new creators arrived on the scene. Mevo approached us to evolve their single product offering into a multi-product, highly realized brand—in 4 months. This included positioning, branding, naming their new product, developing the website, and completing the launch rollout. Beyond the sheer speed of the scope, a new challenge quickly emerged: how do you shift Mevo from a single product offering to a brand with a myriad of offerings, services, software, and—of course—products? Mevo, one of the pioneers and first creators in the livestreaming video space, launched their first product, the Mevo Plus in 2017 and quickly took over the market. High-quality, compact, and relatively affordable, Mevo allowed creators, organizations, and conferences to reach broader audiences. While it seems straightforward, good/better was not enough to define product positioning or distinguish the product in the growing creator market. Instead, through research and insights we dug into the consumer behaviors to carve out adequate space for both product offerings of Mevo: Plus and Start. Identifying new cohorts through our research stages, we turned our positioning to a broader set of audiences that would potentially tap into the emerging category of video streaming. Coupled with this, we developed an identity system for Mevo and their brand. The new product, Mevo Start, rolled out with a minimal, integrated, and friendly identity backed by a complete website overhaul, product intro videos, and extensive social content. We laid the groundwork for a compelling market offering and then, COVID-19 hit. Client // Mevo Assignment // Brand Strategy, Brand Identity, Messaging Framework, Product Launch, Advertising From a product into a brand umbrella with many products. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. As shelter-in-place orders swept the globe, video streaming needs rapidly increased as did an urgent need for connecting groups, gatherings, families, offices, houses of worship, and creators. It was a rare opportunity to witness a moment where the core vision of the product (connecting others) met the needs of today. Additionally, Mevo donated 100+ camera bundles to NYC public schools and other organizations at the onset of the pandemic to help teachers and organizers continue their work despite challenging circumstances.

Is your marketing stale? We use data, insights, and strategy to yield creative marketing tactics for outdoor lifestyle brands, giving you the best ROI and ROAS. Two Things to remember: 1. You can't spend your way to effectiveness 2. Ideas that stand out in message and format 1. You can't spend your way to effectiveness Media is a rigged game. Your brand has to break through or else it doesn't exist. 2. Ideas that stand out in message and format Structure follows strategy (not the other way around). Powerful insights from asking the right questions 1 2 C reative that stands out in message and format 3 A Go-to-Market plan that is nothing like the competition’s The best brands don't copy their competition. They lead. Two Things to remember: 1. You can't spend your way to effectiveness 2. Ideas that stand out in message and format 1. You can't spend your way to effectiveness Media is a rigged game. C reative that stands out in message and format 2 Your brand has to break through or else it doesn't exist. Structure follows strategy (not the other way around). Powerful insights from asking the right questions 1 2 C reative that stands out in message and format 3 A Go-to-Market plan that is nothing like the competition’s Powerful insights from asking the right questions 1 2 C reative that stands out in message and format 3 A Go-to-Market plan that is nothing like the competition’s Powerful insights from asking the right questions 1 A Go-to-Market plan that is nothing like the competition’s 3 The best brands don't copy their competition. They lead. start a conversation → case studies →

Two Things | Mevo Client // Mevo Assignment: Brand Strategy · Product Positioning · Identity & Design System · Digital Experience · Campaign Development · Program Leadership · Partner Orchestration Transforming a livestream camera into a full, scalable platform The North Face is legend in the outdoor adventure space. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. The Challenge When Mevo launched in 2017, it was a one-product company: Mevo Plus , a compact, high-quality livestreaming camera designed for simplicity and portability. With the development of a second product at a lower price point, Mevo needed to evolve—shifting from a single hardware SKU to a cohesive brand ecosystem spanning products, app experience, e-commerce, and UX. There was no internal marketing organization and no agency roster. Mevo asked us to lead the entire evolution end-to-end—from strategic foundation to full market expression—while assembling and orchestrating the right partners to build the insights, creative, and digital experience capabilities required. The Insight As we partnered with Mococo Muse on primary consumer research, a critical insight emerged: Good / Better was not a strategy. Price hierarchy alone couldn’t differentiate the products or express the larger brand. Consumers had distinct needs and behaviors around livestreaming—ranging from creators seeking flexibility and professional control to everyday users needing an all-in-one, accessible setup. This unlocked a more powerful framework: Mevo Plus → approachable, all-in-one simplicity Mevo Start → professional-grade flexibility within an integrated ecosystem Mevo wasn’t just evolving its offering—it was becoming a platform brand. What We Did Two Things partnered across research, strategy, identity, digital experience, and creative to build Mevo’s first true multi-product brand and GTM engine. We repositioned Mevo from a camera to a brand system. We developed differentiated product identities. We overhauled the digital ecosystem. We introduced Mevo Start to the world. Throughout, we served as the strategic and operational leader—guiding all partners, aligning workstreams, and ensuring the repositioning carried through every touchpoint. RESULTS The launch marked Mevo’s transformation from a single hardware device into a scalable brand ecosystem—with measurable business momentum. Commercial Impact Following the Mevo Start launch—and accelerated by the rise in remote livestreaming during the pandemic—demand grew “tenfold,” as stated by CEO and Founder Max Hoat.
 Mevo’s success was not momentary; it demonstrated meaningful traction: 90,000+ Reintroduced Arc’teryx to the world with No Wasted Days (Oct 2023), delivering a message that was expansive, culturally resonant, and unmistakably authentic. $5.9M Fueled historic growth, helping propel the brand from $941.2M at launch past $1B for the first time , and on to $1.2B+ by the end of 2024. 30,000+ Built the engine for scale, establishing the strategic and operational foundation that continues to power Arc’teryx’s global marketing today. RESULTS The launch marked Mevo’s transformation from a single hardware device into a scalable brand ecosystem—with measurable business momentum. Commercial Impact Following the Mevo Start launch—and accelerated by the rise in remote livestreaming during the pandemic—demand grew “tenfold,” as stated by CEO and Founder Max Hoat.
 Mevo’s success was not momentary; it demonstrated meaningful traction: 90,000+ By 2019, Mevo reported 90,000+ units sold $5.9M Revenue reached $5.9M USD 30,000+ A robust active user base emerged: 30,000+ monthly streamers
 These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there.

Two Things | Mevo Client // Mevo Assignment: Brand Strategy · Product Positioning · Identity & Design System · Digital Experience · Campaign Development · Program Leadership · Partner Orchestration Transforming a livestream camera into a full, scalable platform The North Face is legend in the outdoor adventure space. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. The Challenge When Mevo launched in 2017, it was a one-product company: Mevo Plus , a compact, high-quality livestreaming camera designed for simplicity and portability. With the development of a second product at a lower price point, Mevo needed to evolve—shifting from a single hardware SKU to a cohesive brand ecosystem spanning products, app experience, e-commerce, and UX. There was no internal marketing organization and no agency roster. Mevo asked us to lead the entire evolution end-to-end—from strategic foundation to full market expression—while assembling and orchestrating the right partners to build the insights, creative, and digital experience capabilities required. The Insight As we partnered with Mococo Muse on primary consumer research, a critical insight emerged: Good / Better was not a strategy. Price hierarchy alone couldn’t differentiate the products or express the larger brand. Consumers had distinct needs and behaviors around livestreaming—ranging from creators seeking flexibility and professional control to everyday users needing an all-in-one, accessible setup. This unlocked a more powerful framework: Mevo Plus → approachable, all-in-one simplicity Mevo Start → professional-grade flexibility within an integrated ecosystem Mevo wasn’t just evolving its offering—it was becoming a platform brand. What We Did Two Things partnered across research, strategy, identity, digital experience, and creative to build Mevo’s first true multi-product brand and GTM engine. We repositioned Mevo from a camera to a brand system. We developed differentiated product identities. We overhauled the digital ecosystem. We introduced Mevo Start to the world. Throughout, we served as the strategic and operational leader—guiding all partners, aligning workstreams, and ensuring the repositioning carried through every touchpoint. The Result The launch marked Mevo’s transformation from a single hardware device into a scalable brand ecosystem—with measurable business momentum. Commercial Impact Following the Mevo Start launch—and accelerated by the rise in remote livestreaming during the pandemic—demand grew “tenfold,” as stated by CEO and Founder Max Hoat. Mevo’s success was not momentary; it demonstrated meaningful traction: By 2019, Mevo reported 90,000+ units sold Revenue reached $5.9M USD A robust active user base emerged: 30,000+ monthly streamers This validated that the brand and product ecosystem strategy worked, even in the challenging hardware-plus-streaming category. These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there.

Two Things | POV | If you want to make an impact, you start with the strategy and then build the team to execute (not the other way around). Two Non-negotiables: Two Non-negotiables: One Structure should follow strategy. Always. Breakthrough ideas don't start with execution. They start with clarity—defining where to play, what to build, and why it matters. Strategy sets the foundation, and design makes it real. You need both. 1 Powerful insights that define where to explore and what to build 2 Bold products and services designed to move business and culture forward 3 Custom systems that generate maximum impact internally and externally 1 Powerful insights that define where to explore and what to build 2 Bold products and services designed to move business and culture forward 3 Custom systems that generate maximum impact internally and externally Two Speed and substance. Always. The saying goes you can only pick two: good, fast, or cheap. We agree. But if you want to escape business-as-usual, there's only one correct combination: good and fast. Substance creates impact. Speed creates advantage. Together, they create breakthrough. Powerful insights that define where to explore and what to build 1 2 Bold products and services designed to move business and culture forward 3 Custom systems that generate maximum impact internally and externally Looking to partner with us? start a conversation → Two Speed and substance. Always. The saying goes you can only pick two: good, fast, or cheap. We agree. But if you want to escape business-as-usual, there's only one correct combination: good and fast. Substance creates impact. Speed creates advantage. Together, they create breakthrough.

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Two Things | Brookfield Properties | The Wishing Forest Client // Brookfield Properties Assignment: Innovation Strategy · Design Strategy · Concept Development · Prototyping · Experience Design · Production Oversight · Measurement Framework · Go-To-Market Strategy Building a B2C framework and platform for a B2B centric marketing team The North Face is legend in the outdoor adventure space. These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there. RESULTS RESULTS RESULTS The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. 85% 85% of guests rated the experience as “unique” 90% 90% indicated they were highly likely to return the following year Significant industry attention and organic consumer buzz. Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB. The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. 85% 85% of guests rated the experience as “unique” 90% 90% indicated they were highly likely to return the following year Significant industry attention and organic consumer buzz. Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. The Challenge Brookfield Properties approached us with a critical mandate: modernize their consumer experience and create an innovative, interactive model that could drive foot traffic, generate buzz, and scale across their national portfolio. The first test would come fast—a holiday-season pilot—while the larger ambition was clear: Design a year-round, nationwide engagement system that strengthens consumer relationships, not just seasonal visitation. The Insight Our process begins with a structured exploration of Category, Culture, and Product. For Brookfield, this lens revealed a key truth: while malls have traditionally focused on transactions, consumers increasingly seek connection, play, and meaningful shared experiences. The design challenge sharpened into a tension: How do we create holiday experiences that feel inclusive and modern—engaging visitors of all ages, backgrounds, and abilities—without alienating holiday traditionalists? The answer lay in the emotional universals that define the season: Magic, Connection, Tradition, and Peace. These territories became the foundation of a scalable design system. What We Did Two Things partnered across strategy, design, prototyping, and production to build a repeatable experience framework for Brookfield’s properties. We established guardrails for scalable, measurable programs. We developed concepts that embodied universal emotional territories. We prototyped analog surfaces enhanced by technology. We launched a real-world pilot and scaled it nationally. Earned Media & Buzz Despite being a pilot, the experience generated industry attention and organic consumer buzz. Reactions ranged from “interactive decorations” to “makes you enjoy the season even more.” Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. Press

Your brand history is not your brand strategy, or your next marketing campaign. To be be effective brands need to evolve not remain stuck in the past. See how. Your Brand History is Not Your Brand Strategy By Paulo Ribeiro Why your brand’s past is not what your customers today care about. We work with many brands that have an illustrious history. The founder stories are often magical and brands do well to celebrate them. But too often there is an assumption that brand strategy IS the brand story. Let me share a thing that happens over and over again. We recently took a call from a former client who had moved on to another brand in the same category. They had a rich history abroad and were making significant investments in growing the brand in the US. Owned retail, product line extensions and a significant e-commerce push were all part of the brand. Brand awareness was well over 75% in their region and close to 95% in their home country (!). But awareness was well below 25% in the US. When we asked what their strategy was to position the brand in the US, they shared their origin story. That's it. To be fair it is a rich story, set in the 60’s and a continent away. No doubt it is a valuable brand asset but the brand’s history is not even close to a strategy to connect with today’s US consumers. Factions inside the company had decided that since brand awareness was the problem here that all that was needed to move the needle was just to tell Americans about the brand's history. They would produce some films about that history, buy the media and Americans would open their wallets. Um, where do I even start with this? The thing is that this kind of misunderstanding is contagious because it gives license to avoid the hard work of coming up with something new and powerful. It buys time, while wasting money. Who is going to blame an employee for celebrating the company’s history? A brand’s history is just a backdrop to a strategy that might cut through the noise and connect with people. What about the audience definition? What about their needs? How will the brand differentiate from the competition in terms of the CATEGORY context, the CONSUMER context and the CULTURAL context??!? If people made decisions on where to spend their money based on a brand’s origin story then Wikipedia wouldn’t be a non-profit. I was lucky to be responsible for Nike’s brand strategy for some years at Wieden + Kennedy. That gig demanded that you understand the history and figure out a new expression if you expected to keep your job. Every brief, every category, every year. Know where you came from and figure out something new. Before Serena Williams there was Prefontaine . He was the spirit of Just Do It. The wild child runner who was the face of a brand that was growing fast in running (but not much else). Nike wanted to expand to other categories. What the hell did Pre mean in basketball? Nothing. The movie AIR , which in addition to having Ben Affleck do the worst Phil Knight impersonation imaginable, tells the business story of signing MJ. This deal unlocked an opportunity for the brand that goes way beyond basketball - as big as that business was and now is. This shift proved that the power of the Nike brand wasn’t just embodied in a person, it was an idea. The idea? That the potential for achievement exists in all of us and it can manifest in so many damn ways. Pre - > MJ and then when Nike made it a mission to rip soccer from Adidas control -> in the Brazilian National Team and their Ginga style of play. They applied this strategy as they looked to dominate each category Tiger Woods in Golf , Roger and Serena in Tennis that is until she became Nike’s most powerful ambassador for all of sport . And then this strategy hit a wall with Skateboarding (see skaters don’t always follow superstars because, you know, counter-culture ) . Then the brand took a grassroots approach partnering with local skate shops and eventually quietly funding parks and tours. Holy shit, the spirit of JDI can live in concrete?!?!. Below is a JDI (Just Do It brand campaign) creative brief circa 2009 that is a great example of taking an existing brand and shifting its voice while staying true. There are myriad ways of doing this. This is just one example. [The Just Do It creative brief from 2009 which kicked off a search for a more inclusive brand voice.] This is the playbook. To define a brand in a multi-dimensional way so that the creative expression can change to connect with new humans in ways that they care about. This notion is so obvious, but it is an approach that is often ignored. The business landscape has become complicated, but simple truths remain. If you want to connect with people you have to meet them where they are. Yes it takes a bit more effort to do it right but we have a playbook to set that strategy in a way that will move the needle today. A year from now wouldn’t you rather look back knowing that you took the time to do it right? It's only money that you are throwing away when you skip the strategy. Only money, and time, and opportunity to connect beyond your current universe… A brand’s history is just a backdrop to a strategy that might cut through the noise and connect with people. This is the playbook. To define a brand in a multi-dimensional way so that the creative expression can change to connect with new humans in ways that they care about. back to insights → [The Just Do It creative brief from 2009 which kicked off a search for a more inclusive brand voice.]