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12
A series of lighthearted fragrance concepts for a HirstPacific
PR campaign featuring a creative interpretation of famous
personalities, demonstrated via these original bottle designs—
Arnold Schwarzenegger, Larry King, the Pope, Woody Allen,
and Martha Stewart. (Design: Ken Hirst)
Determinant 12
Creativity:
Developing Ideas They Can See and Feel
From Chambers Concise Dictionary:
Creative: having the quality or power of creating;
resulting from originality of thought; imaginative
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Go Logo! A Handbook to the Art of Global Branding194
R
ight-brainers will be quite happy to accept this description of their skills, even
though many outside of the fraternity would scoff at this conceit. However, it is
the discipline of creative problem-solving that stands out as the principle asset
that all creative warriors must have; moreover, our problem-solving skills must
be constantly honed to team successfully with our predominantly left-brained,
risk-adverse clients.
Often, the best professional creatives are
teachers as well as doers; they recognize
that they can, and must, help their clients
make better use of the creative process to
increase the competitive advantage of their
brands. I remember the accepted wisdom
of years past: “It’s not creative unless it
sells.” Now more organizations start with the
premise, “If it’s not creative, it won’t sell.”
Corporate and political brand champions
usually have a good understanding of what
they want. They can verbalize deliverables,
but most need professional help in creating
ideas they can’t yet see or feel.
The true litmus test of the enduring power
of a faith-based brand is whether or not
it can, over time, continue to creatively
persuade millions of people to accept an
emotional reward based on few or no
proven facts. The intellectual argument sup-
porting my faith-based brands hypothesis is
that any societal persuasion brand, whether
global or local, mainstream or exotic,
respected or derided, targets our elementary
need for spiritual comfort and a desire to
be part of a like-minded social community.
Our primal need to belong, our uncon-
scious search for group acceptance, and our
desire for inclusion are almost universal—
the mystic on his mountain perch or the
bearded gent in the Underground with the
message that the end of our temporal world
is nigh are each creatively attempting to
persuade us about the spiritual meaning of
something. At the end of the day (the pun
is intended), we find comfort in organized
belonging, while we yearn for a conscious
sense of an individual self.
Most political systems and all organized
religions are emotionally driven. They have
to be faith-based because there is little or
no supporting scientific evidence to back
up their various claims. The more that faith
in the product is deliverable, the greater the
need for creativity in the “reason why” per-
suasion argument.
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After GNC acquired Nature’s based in Portland, Oregon, in 1995, Cato As-
sociates, along with retail designers JGA, was hired to design a new flagship
operation to be rolled out across the United States. Nature’s reputation
was built on its neighborliness, its artful displays of fresh produce, its locally
sourced fish and meats, and most of all, its innovations in marketing and
new products and concepts. Under the new brand name, Nature’s North
West, the team developed a total brand domain strategy combining all
elements of architecture, in-store branding, new products, and a ProMotion
Marketing program designed for in-house implementation. The flagship store
is still very successful, but the concept was never rolled out, because the
business was sold to Wild Oats.
A Fresh Approach to Food Retailing
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Go Logo! A Handbook to the Art of Global Branding196
Nestlé Waters was looking to relaunch its Calistoga
brand with a new positioning based on its mineral water
heritage and product portfolio focusing on mineral water,
including value-added products. The company engaged
Sterling to bring the new vision for the brand to life with
revitalized packaging graphics. (Design: Sterling Brands)
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