Jan Zlotnick

Tzg rethink

When you connect with consumers on a deeper authentic level,they don’t just purchase, they buy into your message and brand.

They reserve a trusted place for you in their lives.

You don’t have to dissect corporate obituaries to know the powerof trust or distrust in the market. And who wields that power.

When consumers feel your brand rings true, you can own the mosttrusted, profitable relationship in your category. This is somethingto build on, to strengthen, especially now.

For a different kind of marketing conversation, give me a call at mymobile, 973.454.8536, or email me at [email protected]

Thank you,

Jan Zlotnick

Jan Zlotnick 14 Woodland Rd W.Caldwell NJ 07006 [email protected]

Tzg rethink

What if Jan were torethink your storyso it rings true.Faster, deeper,more remarkably…

Tzg rethink

with a disciplineof strategicand creativerethinking like this...

Situation: A name brand for black-and-white film, paper, and equipment in Europe, Ilford hadlittle brand recognition among professionals in the United States. The biggest problem?A competitor named Kodak with a $19 billion revenue stream, ad budgets in thehundreds of millions, and legendary photographer Annie Leibovitz on its payroll.

Re Think: How can we break or even pause the professionals’ Kodak habit? How was a burning passion fortheir b&w art connected to a particular brand? How could we gain trust and win trial?

Insight: Nobody has a more colorful take on life than b&w photographers. Observe, and absorb, a realconversation with them and you’ll find that they actual distrusted the notion of a Big Corporate Brandtelling them what beautiful black and white is, out of a yellow box none the less. A deeper look into thisiconoclastic soul reveals that they are so creative, so independent, so self-motivated, that you don’tneed to, don’t dare, dictate creativity to them...but, instead, let them make their own creative judgmentof which brand to trust for their b&w work, their art.

Ring True Solution: A campaign that authenticates b&w photographers’ innate courage and that completely,confidently gives them credit for being the artist, for seeing beauty and value in their own imaginations.A campaign daring in itself: breaking ground in the photo industry by offering not a single photograph,yet communicating photographic expertise more powerfully, more empowering than any other brand.

Result: Catapulted Ilford from 0% to 3% market share in first year. Established Ilford as The black-and-whiteexpert, The b&w brand. Built a genuine relationship with customers. Positioned Ilford as authentic, asthe leader without the attendant corporate, big-brother arrogance.

Hold page Ilford

ILFORD Black & White Photography Problem / Solution

Category Think: Kodak is art.

Insight: Photographers’ appreciation fortheir art goes deeper than image itself…

Re Think-Ring True Position: Ilford is Black & White.

(You are the artist. You create the art)

Copy: Inventive. Irrepressible. Illuminating. Ilford. Nobody sees more into black and white than we do.

Copy: Intriguing. Involving. Indelible. Ilford. Nobody’s wilder about black and white than we are.

Copy: Interactive. Introspective. Inseparable. Ilford. Nobody knows the philosophy of black and white like we do.

Increased market share 0% to 3%.

Ilford seen as the expert, authentic brand in category.

Hold page Ilford

ILFORD in the black. Colorful language heard at Kodak.

“Zlotnick saw something in us, and in our customers,that nobody else even looked for.”

Laurie Macomber, U.S. Marketing Director, ILFORD

“The best campaign I’ve ever seen for B&W,…maybe for anything in photography.”

Paul Hope, Director, Worldwide Marketing, ILFORD

Situation: In New York, there was a trend in the hotel industry toward smaller, morepersonal, “designer” hotels. The international designer Adam Tihany had a vision ofhis own that went beyond the others: Not just trendy, but enduring. Not just greatdesign, but a great spirit that touches the soul. At the visual center of Tihany’svision: the primary colors red, yellow, and blue. When you entered a room at theTime hotel, you would be seduced by a cool monochromatic space, then chargedcreatively by a dramatic stroke of one powerful color, as in a red bedspread, a redmarble on a white towel, a red fruit in a beautiful vase..,.

Re Think: Adam had something different in mind, a strategic “Zen” to his thinking. Why the primarycolors? How could his vision be communicated? What connects Time and its customer?

Insight: Like the best designers and brand visionaries, Adam’s idea was, in fact, centered on thecustomer. And this customer was about more than location, comfort, and service. Those weregivens. The customer was the on-the-move creative director from San Francisco, the aspiringfilmmaker from London, the portfolio-toting fashion designer from Italy. Introducing a hotel wasreally about establishing a creative relationship, an authentic dialog, with this very self-motivated,discovery-obsessive customer.

Ring True Solution: Be a place that inspires (don’t just be a hotel). Diving right-brain into Adam’s primary-colors design theme, this is a place invites, involves, inspires the creative mind & person.

Result: 90%+ room capacity. Breakthrough awareness for grand opening and, more important, a building,sustained momentum for brand awareness after the opening.

Time Hotel Problem / Solution

Category Think: All guests want samething: Service, Comfort, Location, Price.

Insight: Time guests consider themselvescreative. They like to play, discover…

Re Think-Ring True Position: A place that inspires.

(Time guests want something more, something different)

Teaser page

Teaser page

Teaser page

- Created launch buzz, then sustained it as a culture.

- A position in market distinctly its own -- customer’s own.

- Avg time spent on ads in this category: 2-3 seconds.

- Time spent on Time Hotel ads: 2-3 minutes.

Hold page Ilford

Time created a niche in a niche.

Situation: A legendary “untouchable” theme and song in its 25th anniversary year. Itbrought back the city from a recession in the ‘70s when New York was hurting and introuble financially. Yet, for complicated political and economic reasons, New York,the State, was not experiencing success in travel and tourism. What do you do for a25th encore that would be meaningful to this changed market?

Re Think: Just how meaningful and effective anymore was the “I Love NY” theme and song? Why were the10 other regions of New York State, other than New York City, not realizing revenue fromtravelers in their own state and neighbor states?

Insight: New York, known first and foremost as The City, had a great secret: The State, not NYC, offerssome of the country’s premiere whitewater rafting (class 5), fishing, skiing, hiking (the largest statepark in the country), canal barging, antiquing, and, with 115 vineyards, world-class winery touring.“I Love NY” communicated “Come to NYC” when it needed to say “Come to New York State.”

Ring True Solution: Associate “I Love NY” with the State, not just the City. Challenge travelers’perceptions and surprise them, memorably, with all the perceived “far-away” adventures that theState offered closer to home and budget. Rethink the role of the “I Love NY” theme song to the endof TV spots. Add that New York edge and attitude, “Hey, what did you expect? this is New York.”

Result: Standing ovation in Albany from the previously disenfranchised 10 “other” regional directorsof tourism. Hotel occupancy rose from 65.6% to 71%. Travel expenditures 35% to 32 billion.The only Northeast state in double digits for awareness.

I Love New York Problem / Solution

Category Think: I love New York, The City.

Insight: Why were 10 of the 11 regions of NY State notseeing an ROI? What were the deeper truths drivingthe market? How can we change the conversation toshow The State has surprisingly more to offer?And, ah, by the way, does anyone really care aboutthe anniversary of an ad campaign*?*the original objective was to tout the anniversary of the “ILNY” campaign.

Re Think-Ring True Position: New York State is everything to love. (and like nothing you expected)

http://www.thezlotnickgroup.com/w_iloveny.html

√ Standing ovation for governor in Albany.√ Hotel occupancy up 65.6% to 71%.√ Travel expenditures 35% to $32 billion.√ Only N.E. state in double digits for awareness.

Hold page Ilford

Daring? Successful? What did you expect?

Situation: In an over-crowded fragrance category during a cluttered holiday marketenvironment, re-position and re-introduce an old brand to a new, younger audience.

Re Think: How do you introduce a new scent in a market over-stimulated by scents? How do you sellromance and sex in a way that’s fresh and different and memorably tied into this brand’s name andessence? What is the essence of this essence?

Insight: The woman who buys fragrance for the man is looking for the romance she wished he’d moreactively pursue with her; the man is looking for the romance to be sexually rewarding, but at thesame time he doesn’t want to be stereotyped as any more single-minded on this subject than thewoman. The common insight here was that there is a time in romance when the couple is“allowed” to be more childlike, carefree, even silly -- a time, a place, a “timberline,” when whatmatters most is the playfulness, the innocence that builds to a charged energy between the twoand the rewards of the hunt and gamesmanship, of getting together, of getting to The Kiss, andmaybe, just maybe, to falling in love. The notion of “falling” as a hard-earned relief and reward, agiving up of fronts and affectations, of stopping the chase and letting things go.

Ring True Solution: A chase that is playful, child-like, to counter the images and pressures of the adultworld. The environment is natural, outdoors, to evoke an honesty, a genuineness in the hunt itself:no trappings of the typical singles scene. And a tie-in to the brand name, Timberline.

Result: High awareness, successful re-launch, increased sales.

Timberline Problem / Solution

Category Think: Women buy men cologne so they(women) will be sexually seduced by men.

Insight: Women are looking for something meaningful,to give more meaning to sex, return it to an act of love.A moment between the sexes when all that matters ispure romance, an uncomplicated sweetness, and at thesame time, a fiery hot discovery of each other.A moment when they both see the forest for the trees,at a timberline of desire.

Re Think-Ring True Position:

Timberline is pure unadulterated desire.

http://www.thezlotnickgroup.com/w_timberline.html

High awareness, successful re-launch,increased sales.

Hold page Ilford

Timberline redefined sexy in an over-sexed market.

AmeriHealth Problem / Solution

Situation: Healthcare, in general, receives low marks from its own customers on key drivers like trust and customer service. The competition had positioned themselves as “the answer (cure) to healthcare ills” or “your neighbor” or “your business partner” - in other words, as “THE Hero.” There was no credibility in these positions, and consumers rejected them outright. The other position expressed was “We’re Big” as in our network is big. But being “big,” being national, didn’t help and, in fact, fanned the flames of negatives.

Re Think: What if we just got out of our own way? What if we recognized that it’s the broker-business ownerdynamic that is sacred? What if we recognized the real “hero” to be not us, not any healthcare carrier, but thebroker, and behind them, the business owner and physicians? What if saw the value in the little, local, morepersonal experience against the big, chest-beating, self-hero-worshippers?

Insight: Business owners saw the brokers as their most trusted partner in their healthcare plan decisions.Brokers saw healthcare carriers as the third wheel in the relationship. AmeriHealth, a relative unknown innorthern Jersey, had developed a good reputation for being reliable and friendly in the south.

Ring True Solution: Be the hero’s hero…with its attendant personality (and culture) of being naturally andrefreshingly more down to earth, reliable, authentically local and human…in a little-big way: simply nicer.

Result: Internally, a coming together of the company’s south and north cultures and goals. Externally, abreakthrough to brokers in the north that “hey, maybe these guys really are different” and trial to see if beingnicer to deal with will trump the larger carriers’ networks that come with the bigger headaches, aggravationand loss of productivity (in their own client relationships and sales growth). Launched in summer, result wasrecord Q4 sales.

Category Think: Healthcare carriers see themselvesas The Heroes.

Insight: The broker is small-business’s true Hero.Employer and broker have a trusted relationship thatought not be disrupted by the carrier. Serve, don’tusurp, this relationship. Let the broker be the morecredible and enthusiastic advocate of the brand.


AmeriHealth is the hero’s hero.

Our untraditional research and strategicbranding and positioning reportrethought the emotional and rationalbarriers of the 2 critical links:

1. The Fog of Healthcare2. The SBO-Carrier-Broker relationship

This engaging deck inspired fresh newstrategic and creative ideas from bothagency and client. It enthusiasticallyreplaced the dry, little-used, off-the-shelftraditional research of me-too-ism’s thatAmeriHealth and everyone in thecategory habitually (lazily) relied on formaking marketing decisions.

Situation: Real estate brokers were bored with their own sales pitches. All the buildings weregenerally the same, being sold with the same kind of marketing tools, based on thesame kind of real estate marketing thinking. This became especially problematic whenthe property wasn’t in an ideal location. Our particular property, a 250-unit rentalconversion, was in an “off” location and being targeted to first-time buyers, mostlyyoung singles and couples. Corcoran needed to devise with the developer a blueprint fornew design and structural renovations that would be “cool” in the eyes of their targetbuyer. When TZG entered the picture, blueprints were already far along, and TZG wasasked to make sure all was indeed “cool.”

Re Think: …just what this first-time, Y- and X-Generation market considered Cool. Ask the deeper questions, engagethe deeper, more revealing conversation beyond the traditional focus groups. Challenge our own marketing-designgroup’s notion of “cool” because we ourselves weren’t the market, and the idea of cool was the driving factor forevery decision that would distinguish this property from its competition which enjoyed superior locations.

Insight: When we moved the conversation past the typical responses one gives to marketing researchers, our prospectsshed new light on what they considered “cool.” And it wasn’t what our blueprints were showing.These 24-35 year olds led us to designs, venues, color, textures, feelings, that weren’t explored before. They gaveus new insight into “cool” -- revealing to us their true emotional perspectives, which moved us 180-degrees fromthe slick “cool” of our original designs, to an eclectic, real, honest, ring-true place that helped us focus, re-imagine,and re-inspire our every decision under the new umbrella of customer insight: “Warm is Cool”

Ring True Solution: Develop new blueprints, new design, a new culture that’s warm, true…authentically cool.

Result: A change in the way the sales team approached/communicated this property. A new excitement among brokerswho now had a fresh, invigorated story to tell, a story that didn’t sound salesy, because it rang true.

Corcoran real estate Problem / Solution

Category Think: Build it Cool (and they will come)

Insight: Before you build it, you betterunderstand your customer’s definition ofwhat Cool really is…

Re Think-Ring True Position:Warm is cool.

Our untraditional research andstrategic branding and positioningreport rethought and redefinedthis youthful first-time buyer’s viewof “cool” -- which was verydifferent from the collectiveperspective of the client and theirdesign, architecture, and marketingteam. To the client’s credit, theysaw the value of TZG’s new insightand made an unprecedented 180˚shift to align with ourrecommendations, starting withthe building’s blueprints and design.

BEFORE: Lobby design prior to TZG customer insight.

AFTER: Lobby-as-Lounge based on TZG customer insight of “Warm is Cool.” Broke the mold in the real estate category.AFTER: TZG’s Lobby-as-Lounge concept based on insight/positioning “Warm is Cool”

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The following pages show Teaser+Reveal for outdoor boards

“...Unprecedented stuff.”

“This is marketing on another level for us...we changedour blueprints for goodness sake.”

Corcoran Sunshine management, at presentation

Situation: Hackensack University Medical Center was this sleeping giant of a hospital, in therelatively quiet New York marketplace of New Jersey. And it happened to have one ofthe nation’s most respected pediatric oncology programs and breast care departments,as well as one of the best stem-cell treatment centers in the country. The Big Picturewas its plan, led by its president, John Ferguson, a visionary healthcare leader.

Re Think: How do we connect emotionally with consumers who don’t come home from work to relax andwatch TV or read their newspapers/magazines, to get a medical lesson? How do we do “reality TV” ona deeper, almost surreal level? How does the “surreal” play a role in a cancer patient’s view of life? Inthe role of the brand to its patients? How do you appeal to women procrastinating their breast exams– through scare tactics or by truly listening to the way they feel and asking why they feel that way?

Insight: To be relevant, Hackensack had to be considered in the same breath as New York hospitals.

Ring True Solution: Consumers pay attention when the images, the words, the mood and tone, are authentic.Tell the story from a grounding in reality, authentic emotions, but don’t ignore the communicativepower, the fascination, the connection an individual feels in the surreal moments surrounding a hospitalevent. With the TV, explore the surreal imagery of a cancer survivor’s re-entry into work life, and lethis silence speak volumes while the narrative of his own son resonate on another authentic level.Let the value of Hackensack’s stem cell treatment, and all its qualities in various areas, come throughnaturally without “selling” but “telling” the emotional story more authentically.

Result: Awareness up for Hackensack’s capabilities not just in cancer treatment, but overall.

Hackensack University Medical Center Problem / Solution

Category Think: Serious health problem? Go to NYC!

Insight: People will consider a New Jersey hospitalfor serious needs if they feel it is sophisticated andauthoritative in specialty areas. They will absorb andrecall surreal emotional moments resolved by real,rational reasons to believe.


Hackensack is the NY hospital, in NJ.

The most uncomfortable part of abreast examination is felt here.

Not here.

http://www.thezlotnickgroup.com/w_hackensack.html

“What Jan did was look and listen, like no one ever sawand heard before.”

Anne Marie Campbell, VP, Public Affairs, Hackensack Univ Med Cntr

Awareness of Hackensack by top national andNew York doctors and their patients. Respect,credibility, authenticity.

Hold page Ilford

Mount Sinai, NY Presbyterian, Beth Israel…Hackensack?!

Situation: Lifetime Studios needed to distinguish itself from other, better-known productionstudios located in Manhattan and Los Angeles.

Re Think: Is the producer looking for studios that compete on square footage alone? Or on the proximityto the hot restaurants and nightlife? What’s going through the producer’s head, and heart? Whatdoes this customer really want and need? What drives producers and directors emotionally? Whatbonds Lifetime and its customers?

Insight: Beyond location, space, technology, communications, and facilities, a producer needs to feel inspiredabout their choice of production studio. It had to feel right — be a creative place wherea show on paper could find that magic chemistry and become a hit.

Ring True Solution: Be proud and true to yourself, Lifetime. Authentically communicate your brand essence:a legendary, inspirational heritage and a facility that rivals NASA for technology.Marry the two and appeal to Lifetime’s prospects on two emotional levels: 1. Total confidence,technologically. 2. A magical place where success can happen.

Result: Space-leasing rate up 20% with built-in trust, personality, and brand value. Cool.

Lifetime Studios Problem / Solution

Category Think: Production space is production space…

Insight: A producer has to make a million-to-one shothappen. She has to make magic happen. How? Where?Aha! The “where” is how magic happens! The “where”must offer something more, something intangible,beyond mere square footage.

Re Think-Ring True Position:Lifetime creates the magic.(that can produce a hit)

Recast the conversation: from producerstalking about square footage to the buzzof studio space as an emotional benefit,a medium, and indeed, a brilliant strokeof casting all its own: a character, a place,where magic (a hit show) can happen.

Hold page Ilford

Lifetime = Magic = Sales. Very cool.

Situation: BMW motorcycles were always seen as very serious machines. This was a goodthing for the kind of high-performance, top-engineered motorcycles they’d beenselling for 100 years. With the R1200C, they were attempting to enter for the firsttime the “Cruiser” category: a segment owned by Harley-Davidson with bikes liketheir famous Fat Boy, devoted to bike enthusiasts who put looking great and soundingloud ahead of performance and engineering.

Re Think: How could we loosen up BMW and make a hairpin turn in tactics without skidding off the pathof their 100-year success based on engineering superiority? What was the emotional connectionbetween a BMW rider and the bike he said he shunned: the Harley? (Fat Boy, the popular model.)

Insight: The BMW rider secretly admired Harley for its sheer glamour, its beauty, even though he viewedit as “surface beauty” and incomparable to the real beauty of the near-perfection of a BMW bike.To have a glamorous “Harley” that was as exquisitely engineered as a BMW was a deep, repressedfantasy. On the other side, the Harley rider secretly desired his bike to be as reliable and high-performing as a BMW. Here was, for the first time in BMW’s history, a bike engineered to rideboth fantasies. A cruiser that delivered on all emotional, and rational, cylinders.

Ring True Solution: Communicate an edgy, fun attitude. Say: “We’re glamorous, sexy fun, and oh, yeah, we’lleat Harley’s lunch while they eat our dust.” In other words, give the Cruiser customer all the beautyand glamour he wants, but give him BMW’s legendary performance to boot.

Result: BMW’s successful launch into a totally new riding category in its 100-year history. Inroads into thelucrative, growing Cruiser market. And a successful marriage between BMW’s image ofengineering/performance and a new sense of fun and glamour.

BMW Motorcycles Problem / Solution

Category Think: Cruisers and BMW in same sentence!?

Insight: BMW riders carry a secret torch for Harley andthe Cruiser (low-riding “posing” bikes). Harley ridersgrudgingly respect BMW reliability and engineering.What if BMW alchemized the two fantasies of mind-blowing engineering and hot+heavy-metal sex appeal?What if they showed their own sexy-fun side andchallenged the rebel in language very unGerman-like?


The ultimate (sexy-fun) riding machine.

BMW’s successful launch into a totally new riding category in its100-year history. Inroads into the lucrative, growing Cruiser market.And a successful marriage between BMW’s image ofengineering/performance and a new sense of fun and glamour.

Hold page Ilford

BMW shifts gears. Catches Harley by surprise.

Situation: Consumer WebWatch (CWW), a project of Consumers Union, publisher ofConsumer Reports, was created through foundation funding to fix a broken trustbetween consumers and online brands. The objective was to win pledges fromcompanies to commit to five basic CWW guidelines for their websites. The chargewas to accomplish this through an introductory awareness campaign.

Re Think: Why no signed commitments after 12 months? What constituted a “pledge” anyway?Who were the real decision makers? What was their life like, their decision-making processes?How could we move CWW to The Top of the “To Do” List of each C-level decision maker?

Insight: A close look into CWW’s business plan revealed CWW would lose funding, basically go out ofbusiness, if it didn’t get 95 pledges before the end of its 3-year funding. Our business analysisredirected the effort from an awareness campaign to a tactical “Get 95 Pledges or Die” campaign.

Ring True Solution: Execute a Tactical, Direct-Response campaign: Full-Size proofs presented in person,emailed, and couriered in giant envelopes directly to C-Level decision makers to elicit one response:“Holy Shit, This is Serious, Get Everybody in Here Now.” Attached to proofs was a note indicating thiswas the ad ready to run and be seen by customers, board members and shareholders in a nationalmedia blitz of 10 prominent newspapers, including their local regional papers and The Wall StreetJournal and The New York Times.

Result: Got 95 pledges. Got them 18 months ahead of schedule. Got them on budget.

Consumer Reports WebWatch Problem / Solution

Category Think: Some watchdogs are all bark.

Insight: To get people to do a good thing, some-times you need to show them what can happenif they do nothing at all.


Consumer WebWatch is all teeth.

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Heard in the C-Suite: “Whoa, down boy!”Forced decision makers to make decisionsand get pledged up.

Respect for CWW as authentic watchdog.

Exceeded objective of 95 pledges,18 months ahead of schedule.

Hold page Ilford

Tough Solution. Direct Results.

Situation: A $120 million community bank that had either a negative or blank image amongbusinesses and the public, depending on their experience with its prior board ofdirectors. Ironbound rebuilt its board and resolved to communicate that it was adifferent place of business.

Re Think: What made the Ironbound Bank prospect tick? What were the deeper truths about this customerin this community? How do you build trust between this customer and a bank?

Insight: Despite a blue-collar label, the people of Ironbound are entrepreneurs and hard-working men andwomen who intend their work to pay off, for their families. They are proud, successful, community-centered, and understand the importance of customer service in making a business go.

Ring True Solution: Establish a dialog with this customer. Relate to their lives. To their ambitions. Create anauthentic feeling that this is a bank that understands their dreams. Then back it up with the experience.Give this customer a reason to believe. Create a campaign that communicates, with personality,humor, that Ironbound Bank is a place where they’ll feel comfortable doing business. And get help tobe a success.

Result: A positive, welcoming personality where once there were blank walls and faceless tellers.An increase in commercial and personal accounts, revenue, and brand value, as evidenced by a highlyprofitable sale of its brand to a multibillion-dollar bank (2.5 x book value).

Ironbound Bank Problem / Solution

Category Think: Banks are all the same, they justwant our money, they’ll never really understandwhat we’re really about.

Insight: There was something about the town ofIronbound. A deeper truth about its people, relation-ship to family, work, and community. And no bankwas truly getting this, or even trying…


Ironbound Bank is success. (Yours.)

A positive, welcoming personality where once there were blankwalls and faceless tellers. An increase in commercial and personalaccounts, revenue, and brand value, as evidenced by a highlyprofitable sale (2.5 x book value) to a larger bank.

Hold page Ilford

Meet your neighbor: a bank focused on your own success.

Situation: Countybank, located in Greenville, South Carolina, wanted to grow its business: byrelationships. Its customized business banking service was called The BizKit. Thisbirthed the idea of delivering good ol’ southern hospitality in the form a hot, freshbiscuit. Each biscuit could be custom ordered “as they like” -- plain, ham, chicken, orsausage. Traditionally, Countybank’s media, like outdoor, would be loaded with phonenumbers, Website address and features and benefits. It was too much and wasconflicting with the authentic message they wanted their prospects to feel: Countybankis a fresh and simpler bank to deal with.

Re Think: How could we speak simpler in the messaging, yet engage and peak curiosity? How could we drivepeople to the microsite without the usual bank-speak and over-load of information?

Insight: Countybank’s instinct for building an authentic relationship was remarkable in the bank category:simple, neighborly, no fine print and strings attached.

Ring True Solution: A campaign that authenticated their best instinct. Simple yet engaging messages thatwould peak prospects’ interest and then reward them by leading them to simple, engaging truth:Countybank is just saying hi and offering you a honest simple biscuit, any way you like it. No strings.

Result: Hundreds of qualified orders from businesses in both cities. From which relationships were founded,BizKits sold, and trusted business ties were established.

Hold page Ilford

Countybank Problem / Solution

Category Think: Banks can fail. They can’t be trustedwith my money. There’s no talking to them.

Insight: People rebuild relationships when conversationhappens: up close and personal, one on one, in real time.

ReThink-RingTrue Position:

You can talk to the people at Countybank.

Outdoor #1: Teaser to peak curiosity and buzz

Outdoor #2: Direct Reader to Microsite

k Outdoor #2: Direct people to microsite

Microsite, Page 1

Microsite, Page 2

Microsite, Page 3

Microsite, Page 4

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Outdoor #3: for duration of campaign

“We wanted to do something different, stand outfrom the crowd. Zlotnick showed us how to do this and,at the same time, build on our core identityas a trusted local bank.”

Bill Jenkins, Marketing Director, Countybank, Greenville, S.C.

References

Beau Brendler, Consumer Reports WebWatch [email protected] 914.378.2018

Sheryl Goldstein, About.com 212.204.1476 [email protected]

Laurie Macomber,former VP, Ilford Photo [email protected] 845-627-2174

Ed Cruz, President, E.E. Cruz (formerly CEO, Ironbound Bank) [email protected] 732.946.9452

Ted Parrick, Director of Brand Strategy, Colangelo (Schick) [email protected] 203.662-7105

Jarrett White, Corcoran Sunshine [email protected] 212.634.6514

Stephen Bass, Guess Leather, XOXO, Avanti Fashions [email protected] 212.239.2025 ext 360

John McGovern, McGovern and Smith, Alenia Aeronautica [email protected] 202.955-6062 / 669-6664

Michael Etkin, Attorney at Law, Lowenstein Sandler, PC [email protected] 973.597-2500, Ext. 2259

Ian Palmer, Infotrieve [email protected] [email protected] 310.445.3038 / 415.533.8308

Adam Tihany, Adam Tihany International [email protected] 212.366.6901 / 366.5544

Neville Bugwadia, Empire State Business Dev (I Love NY) [email protected] 212.803.3100

Documents

Jan Zlotnick