We have a lot of runners at Egg. A couple of us have experimented with the “freerunning” movement. In short, minimalist footwear to produce close-to-natural footstrike. While still within the minority, this freerunning movement is gaining traction (sorry, had to do it) and is proving to be a cost-of-entry innovation for most mainstream footwear companies. New Balance, Adidas and Nike have joined the race (there we go again).

These races against similar products inevitably produce a battle of differentiation (messaging, colorways, sponsors). Ultimately, the winner will harness an element of distinction its competition can’t match. I’ll propose Nike’s getting there with the below video. Always attentive to its ownership of the convergence between athletics and pop culture, Nike produced a video with the help of a couple Japanese DJ’s (not going to pretend I have the street cred to elaborate) that while absurd, highlighted the core attribute of its Nike Free shoe (next-to-natural flexibility) in a way that resonates with runners and peaks the interest of those profitable fashion-forward sneakerfreaks.

This is a challenge to rethink the way we communicate our most important attributes. Re-imagine how our targets experience the benefits we shout from the rooftops. Turn a simple function into art and in one down-beat, beat down the competition.

I love the Evian couture bottle program. With the proliferation of bottled water brands that span the market from packaged tap water to luxury designer water, there is a natural comparison between bottled water and fashion.

Fashion sells textiles at extreme markup through design. Doesn’t Voss, Bling2O, Antipodes and other ‘Fine Waters’ do the same thing? Evian is clearly keeping a foot in this trend.

Here are some of the Evian designs so far. The latest one by Paul Smith is definitely my favorite.

I am fascinated by the uproar about the transfer of the show Project Runway from the uber stylish Bravo to the more, um, subdued Lifetime (it premiered on the new channel last Thursday).  According to the blogs, viewers were sure that the show would not be nearly as good on Lifetime as it was on Bravo.  But while the channel has changed, the format, the hosts and the lingo will remain - so why was everyone so sure it would be bad?  Because the Bravo network has developed an incredible brand around “drama” TV that is so bad it’s great, for young-minded, style-oriented viewers – while Lifetime’s for…well, I don’t really know – women who stay home on Saturday nights?  (Even the name Lifetime sounds old!)  Fans trusted the show coming from Bravo as curator.  I’m inspired by Bravo’s ability to create this “in the know” persona for itself (even the logo suggests people are talking about it!). The most successful channels are brands – and while some are reaping the rewards of brilliantly managing this, those that don’t will be totally “out.”

I’m inspired by my friend Mike’s new renegade promotional efforts to stir up some commotion over his client/friend Rachel Nasvik’s handbag line. Inspired by the book The Pirate’s Dilemma, Mike decided to subvert the New York City street stand piracy game by beating those vendors to the punch.  Using Twitter, he alerted fans when a limited number of genuine Rachel Nasvik bags (normally sold at high end department stores) would be available at those ubiquitous street stands for a discounted amount – then sat back and let the excitement build.   Fans were delighted to be let in on the deal, and Mike strengthened the Rachel Nasvik community by giving loyalists a reason to stay tuned in.  Plus, by accessing an irreverent and fun new “channel,” the brand made a statement about its personality and, I’ll say it, joie de vivre.   Sounds like a brand worth staying in touch with.  More here.

I am totally inspired by the groundbreaking force-to-be-reckoned-with of social media it what is proving to be pivotal in the historic events in Iran this week.

It has catapulted a technology that I was previously entirely cynical about into the realms of the truly revolutionary with average Iranian citizens able to get their personal experiences out to the world despite media blackouts and internet censorship with simple micro-blogging.

Hooray for a media coming of age and finding it’s worth. I am brimming with ideas to incorporate Twitter methodologies into our work!

We blogged about David Beckham’s arrival at the LA Galaxy a couple of years ago as an example of how the MLS brand  was really getting a huge boost.  I liken it now to a brand manager acquiring a great brand to add to his portfolio.

Since the end of the MLS season, Beckham has been playing his football in Italy for AC Milan.  As he’s under contract to the Galaxy, they have agreed a loan period with Milan, which is due to end next month when the MLS season re-starts.  Now, however, Beckham wants to stay in Italy.  He’s playing amazingly well, Milan are a huge team and he’s playing on a much bigger stage and at a higher standard.  Now his lawyers are trying to reach a deal with the LA Galaxy to sell him to Milan on a permanent basis.  If that happens, the MLS brand gets a double shot in the guts - first the league loses its prize brand asset and second the image of the league as  second (or third) tier standard gets reinforced.  Let’s return to that brand manager.  Suddenly the brand that’s been driving all the interest in your company and spurring a load of growth is about to be acquired by a rival.  If I was the LA Galaxy (and the MLS too) - I wouldn’t be letting him go under any circumstance.

Research polls, trend reports and social commentators are constantly reminding us that we're a disconnected society. Technology is often blamed as a means of us keeping human connection at arms length - apparently we'd rather text, email or call rather than meet in person.  Consider likemind as an example where technology has actually fostered face to face communication and connections.  There's a great article in the New York Times about the likemind events that happen every third Friday of the month around the world.  What started as an informal get together between bloggers and strategists Piers Fawkes (of PSFK fame) and Noah Briar (of BrandTags fame), has spawned over 50 meetings in 15 countries all happening on the same day every month. The concept is simple - show up for interesting conversation before work, have a coffee and meet some like-minded people.  I'll be co-hosting the next one in Vancouver on December 5th, but you can find your city here and just show up.

High gas prices have inspired (compelled?) yet another innovation:  changing the design of a gallon of milk so that it is cheaper to ship and more environmentally friendly (more containers can be packed into a truck).  Added benefits include fresher milk and lower prices.  Still, there seem to be too many consumer complaints: spills more frequently, hard for kids to handle, and loss of the beloved “spout.”  Sam’s Club is even offering demonstrations (complete with cookies!) to try and alleviate consumer frustration.

I wonder if the industrial design team spent enough time with the consumer – watching and listening in homes, during dinner, after school – and incorporating consumer feedback into their design from the beginning.  Indeed, it seems an incredible opportunity to not only increase package efficiency but, while you’re in there already redesigning the line, to surprise and delight your consumer with easier to open, easier to pour, and fresher milk.  Interestingly, it seems taking the time upfront to understand the consumer perspective seems particularly important for such a nostalgic item.  It would be a shame for this environmentally-friendly redesign to fail because it ignored the needs of those who always make the final call: consumers.

InBev's takeover bid for Anheuser-Busch yesterday ($65 a share) looks set to be a "bruising battle" according to David Faber from CNBC.  No kidding.  The St. Louis Post Dispatch ran a story today with the headline "Kingdom Under Seige" and the New York Times quoted Governor Blunt of Missouri who said "today's offer to purchase the company is deeply troubling to me".  InBev are saying all the right things about recognizing the importance of Anheuser's commitment to the St.Louis community and pledging to keep all Budweiser's plants in operation around the country, but they could give puppies to all the kids in St. Louis and this would still be a hostile takeover because they're a European company run by Brazilians.  Nothing against Europeans or Brazilians, but they aren't American. 

Of course, this isn't anything to do with shareholders, boards of directors, bottling or brewing, this is about a brand…and specifically an iconic American brand, which is ingrained in the psyche of the entire nation (beer drinkers or not).   InBev might as well have said they wanted to throw the White House into the deal too. That's the reason why David Faber goes on to say "this will get nasty pretty quickly".  The only equivalent I could think of would be Honda's rumored takeover of Harley this time last year, which was met with a quote from an investment analyst at RBC "Harley is an iconic, American brand. I don't think it would be a great fit if they were under the ownership of a larger Japanese corporation." That deal ultimately couldn't happen for regulatory reasons, but I'd bet my house the Harley owners clubs wouldn't have been happy.  It reminds me of the great quote from John Stuart, former CEO of Quaker: "If this business were split up, I would give you the land and bricks and mortar, and I would take the brands and trademarks, and I would fare better than you."  

There was an interesting article in BrandWeek this week:

CMOs Make the Switch to CEOs 

It talks about how CMOs have expanded their world from logos and ad campaigns to brand strategies that effect corporate growth in a much more fundamental way. This is, of course, a very interesting trend in the industry that speaks well to the kind of work that we do, but I thought that the implication on leadership was perhaps the most interesting.

That is, companies seem to be choosing the CMO to move into the CEO seat more and more often.  This felt very counterintuitive to me.  In a world fraught with economic downturn, and where the R-word is thrown around nightly on the news, I would expect more companies to turn to the CFOs, the sort of executive with more experience at efficiencies and business management.  Instead, companies are reaching for the ‘dreamers of dreams’ (to steal an elegant phrase from Willy Wonka.)

With more sophisticated brand strategists helming the companies of the future, what a different world this can be.  How do you think this will play out?

I came across this Ports 1961 ad in Vanity Fair this month, and it instantly struck me how much it reminded me of Richards post from Thanksgiving week about activist advertising (Does This Work? November 23, 2007).

It has a similar setting, tone and color pallet.  It uses an ethnically dressed model holding a designer bag.  Both are ads aimed at awareness of African causes. 

This Ports 1961 ad, however, illustrates Charity’s point really beautifully.  In the American market, awareness must be wrapped in an optimistic, aspirational and most importantly consumer message; voting with dollars, if you will.  While the European ad that Richard showed us is blunt, self-analytical and guilt ridden; more shocked into awareness. 

It is fascinating to watch the continuation of the trend of intertwining social activism with commercialism, two seemingly opposed sensibilities.  I am interested to see where it evolves in the future.  Where do you think it will end?