Red Thread

CR campaign-ability

The Body Shop remains the paradigm buster.

Its 1994 campaign, Stop violence in the home, wasn’t based on the usual passion drivers. Instead, it addressed the taboo of domestic violence, a subject which at the time even western governments would barely acknowledge. And from that counter-intuitive platform, it launched a campaign which by 2008 was running in 56 markets. Now we know from personal experience that most brands working with international properties – including the Champions League, the World Cup, F1, the Olympics even – can only dream of 56 participating markets.

The UK petition alone collected 2 million signatures, a figure which today would trigger automatic Cannes Lion application frenzy. And let’s not forget, we’re talking about old world, real time, analogue engagement – not page hits, tweets or likes. For nearly two decades, The Body Shop communicated its brand, engaged with consumers, and shifted product exclusively through activity which would traditionally be classified as CR. It proved beyond any shadow of doubt the potential of social issues to provide brand platforms every bit as powerful as sport or entertainment.
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Winning attitude

SportBusiness May 2011

The BOA began this Olympic cycle boldly with the appointment of Sir Clive Woodward, someone who genuinely understands how to build a culture of success. His BOA Coaching Support Programme defined the three criteria, beyond talent, of a winning profile: teachability – are you genuinely prepared to learn and apply that learning? pressure – how do you respond? and attitude – are you attitudinally a winner?

Sir Clive’s programme was put on ice in December, after review by Deloitte: programme costs were higher than the BOA could afford and not justifiable against impact on 2012 performance. But let’s not kid ourselves Sir Clive’s programme costs mushroomed unexpectedly. Money has always been tight. Did the BOA Board sanction a programme of this kind without forecasting the impact on resource? Or authorise the expenditure without knowing whether this was sustainable? Or was it gambling on the combination of London 2012 and Sir Clive to pull in sponsors?
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