biff
Rock n' Roll Doggie Band-aid
From the Economic Times, January 16, 2007:
(RED) storm rising
RAVI BALAKRISHNAN
TIMES NEWS NETWORK
Barely a year after its launch (RED) — yes, (RED), with the brackets — is one of the most talked about brands in the world. Surprisingly enough, it has no products of its own, and a marketing budget that would seem minuscule compared to most brands in the launch phase.
Yet, it’s got some of the hottest, most desirable products on offer, besides assembling a legion of supporters, detractors and unaffiliated spin-offs — the sort of frenetic activity that would generally take several years to attain.
But then (RED) is unusual. It stands out amid a clutter of new and old brands trying to flog their credentials as friendly, empowering Web 2.0-ready beasts. However, not too many brands the world over can boast of being launched at the World Economic Forum. Or of having Bono, the charismatic vocalist of U2, as a co-founder. Going way past a run-of-the-mill celebrity endorsement, Bono’s commitment to (RED) can be traced back to the creation of DATA (Debt, AIDS, Trade, Africa) along with Bobby Shriver.
Even as the duo enjoyed a certain measure of success getting cheques for Africa from politicians, they were told the private sector would have to be involved for the effort to be truly meaningful. According to Tamsin Smith, president, (RED), “The global fund was not able to get even 10% of what was required. It was then that we decided to get some of the greatest marketers in the world to work for its most poor people.”
Pro Bono Cause
The first brand that associated with (RED) seemed a tad unlikely — American Express. Sneaker brand Converse, GAP and Armani followed soon, in time for the official launch at Davos. Subsequently, Motorola and Apple have come on board. Each of these manufacturers creates specially branded (RED) products and contributes a part of the proceeds — 1% of the credit card bill in the case of Am Ex — to the cause.
The brand name was a bit of a no-brainer. Says Bono, “AIDS in Africa is an emergency, so we chose the colour Red. When you buy a (RED) product, the company gives money to buy pills that will keep someone in Africa alive. The idea is simple, the products sexy, and people live instead of die. It is consumer power at work for those who have no power at all.”
It has worked to the extent that (RED) has so far managed to raise approximately $11 million targeted to Swaziland and Rwanda from the UK alone. This excludes sales figures post the mid-October launch in the US and Japan. While cause-related marketing efforts generally focus on making people feel guilty about consumption, (RED) actively encourages it.
Critics decry the companies for giving too little; and point out that people genuinely interested can make larger donations directly, but in a time-strapped world, it’s arguably never been this easy to make a difference. The accent is less on awareness of the issue and is sharply focused at making a sale, since that’s what helps buy the pills. Says Smith: “Making your pocket book work for you is the core.
People have to take the action and make the purchase to complete the circle.” It’s also easy to see money at work via the (RED) calculator on the joinred.com website which helps consumers figure out the value of each contribution in terms of medicine supplied; and a webpage on MySpace where (RED) has over 50,000 fans.
According to Smith, (RED) has galvanised many of its consumers into action beyond just making a purchase. This Christmas, for instance, several user-created (RED) cards were on sale. Smith explains, “They want to apply themselves to helping eliminate AIDS. It extends to companies that want to join, and individuals contributing as employees or volunteers. We went into this looking for the creativity of world’s most iconic brands, but the inherent vision that lives within people has been released. They are as much a part of the brand as the products on the shelves.”
Perhaps it’s easier for individuals to contribute to (RED) than companies. Every planned association does not necessarily work out, considering the stringent long-term commitments that are expected. (RED) is clear that it does not want to associate with one-off promotions or ultra-premium purchases.
Smith says, “So far it has been about brands with a lot of resonance and personal connect with consumers. We are particularly interested in things that touch people’s lives; objects they use everyday. We want to work with huge companies who can throw the full weight of their marketing strength behind (RED), rather than take on lots of smaller licensees.”
Consumer goods, personal care, automobiles and electronics are among the usual suspects who’ve approached (RED), and according to Smith discussions are on with players in many of these categories; companies willing to make (RED) a core part of their strategy. Smith explains, “We are looking for multi-year commitments. We would like to add exciting compelling partners to grow it in a democratic and engaging fashion.”
Many (RED) products have been touched by a sense of exclusivity. For instance, GAP has created bespoke advertising for (RED), and its collection is designed and made in Africa. According to Smith, there has to be a two-way exchange, “We see the passion of the designers come through. The infectious enthusiasm and drive is part of what we’ve shared with the companies themselves.”
(RED) has focused primarily on the UK. The Am Express credit card and t-shirts from GAP were both launched there last March. Motorola’s SLVR phone debuted in the market with an assurance from rival cell networks that they would give 5% of the bill to (RED). For its US debut in October, Bono put in an appearance on the Oprah Winfrey show. He launched many (RED) products including the (RED) iPod nano; Bono, of course, being no stranger to Apple’s portable music player after the U2 special edition was one of its top-selling models.
As of now, Smith says that the demand for (RED) is global, and participating companies are figuring out how best to meet it. Many of them use the internet to get past the limitations imposed by official launch schedules. Smith says, “(RED) is live in a number of countries. Armani has boutiques in dozens of markets. Motorola is planning to expand the range and has discussed getting into India. GAP is also live in Canada and France. But the big markets are the UK, the US and Japan.”
So far though, (RED) is constrained by the retail and online strategies of its participating brands. Some, like GAP, do not ship outside the US, though the entire (RED) range is available on the net. Others like Apple and Converse (which allows for customisable (RED) sneakers) ship to only a few markets — excluding India. The only alternative so far is to get (RED) products off e-bay, but Smith says the ultimate intent is to be a worldwide brand.
It’s early days at (RED), even in terms of having a team in place. Smith likens team (RED) as of now to a garage band. “There’s around a dozen or fifteen of us. It’s not a comfortable, flexible job. We are all working like madmen.” Even when the brand spreads to other markets, Smith would like it to remain a small non-bureaucratic group, “to preserve the flexibility and fierceness that’s built us”.
Of course, it helps having the backing of the main draw of one of the world’s biggest rock bands. Smith agrees, “Bono is an amazing asset. There’s a special alchemy to his association with (RED), and we will have to be allowed some mystery along those lines. But he’s incredibly engaged, and we honour and cherish the contributions he makes. He’s part of turning things (RED) and we tap into that."
(RED) storm rising
RAVI BALAKRISHNAN
TIMES NEWS NETWORK
Barely a year after its launch (RED) — yes, (RED), with the brackets — is one of the most talked about brands in the world. Surprisingly enough, it has no products of its own, and a marketing budget that would seem minuscule compared to most brands in the launch phase.
Yet, it’s got some of the hottest, most desirable products on offer, besides assembling a legion of supporters, detractors and unaffiliated spin-offs — the sort of frenetic activity that would generally take several years to attain.
But then (RED) is unusual. It stands out amid a clutter of new and old brands trying to flog their credentials as friendly, empowering Web 2.0-ready beasts. However, not too many brands the world over can boast of being launched at the World Economic Forum. Or of having Bono, the charismatic vocalist of U2, as a co-founder. Going way past a run-of-the-mill celebrity endorsement, Bono’s commitment to (RED) can be traced back to the creation of DATA (Debt, AIDS, Trade, Africa) along with Bobby Shriver.
Even as the duo enjoyed a certain measure of success getting cheques for Africa from politicians, they were told the private sector would have to be involved for the effort to be truly meaningful. According to Tamsin Smith, president, (RED), “The global fund was not able to get even 10% of what was required. It was then that we decided to get some of the greatest marketers in the world to work for its most poor people.”
Pro Bono Cause
The first brand that associated with (RED) seemed a tad unlikely — American Express. Sneaker brand Converse, GAP and Armani followed soon, in time for the official launch at Davos. Subsequently, Motorola and Apple have come on board. Each of these manufacturers creates specially branded (RED) products and contributes a part of the proceeds — 1% of the credit card bill in the case of Am Ex — to the cause.
The brand name was a bit of a no-brainer. Says Bono, “AIDS in Africa is an emergency, so we chose the colour Red. When you buy a (RED) product, the company gives money to buy pills that will keep someone in Africa alive. The idea is simple, the products sexy, and people live instead of die. It is consumer power at work for those who have no power at all.”
It has worked to the extent that (RED) has so far managed to raise approximately $11 million targeted to Swaziland and Rwanda from the UK alone. This excludes sales figures post the mid-October launch in the US and Japan. While cause-related marketing efforts generally focus on making people feel guilty about consumption, (RED) actively encourages it.
Critics decry the companies for giving too little; and point out that people genuinely interested can make larger donations directly, but in a time-strapped world, it’s arguably never been this easy to make a difference. The accent is less on awareness of the issue and is sharply focused at making a sale, since that’s what helps buy the pills. Says Smith: “Making your pocket book work for you is the core.
People have to take the action and make the purchase to complete the circle.” It’s also easy to see money at work via the (RED) calculator on the joinred.com website which helps consumers figure out the value of each contribution in terms of medicine supplied; and a webpage on MySpace where (RED) has over 50,000 fans.
According to Smith, (RED) has galvanised many of its consumers into action beyond just making a purchase. This Christmas, for instance, several user-created (RED) cards were on sale. Smith explains, “They want to apply themselves to helping eliminate AIDS. It extends to companies that want to join, and individuals contributing as employees or volunteers. We went into this looking for the creativity of world’s most iconic brands, but the inherent vision that lives within people has been released. They are as much a part of the brand as the products on the shelves.”
Perhaps it’s easier for individuals to contribute to (RED) than companies. Every planned association does not necessarily work out, considering the stringent long-term commitments that are expected. (RED) is clear that it does not want to associate with one-off promotions or ultra-premium purchases.
Smith says, “So far it has been about brands with a lot of resonance and personal connect with consumers. We are particularly interested in things that touch people’s lives; objects they use everyday. We want to work with huge companies who can throw the full weight of their marketing strength behind (RED), rather than take on lots of smaller licensees.”
Consumer goods, personal care, automobiles and electronics are among the usual suspects who’ve approached (RED), and according to Smith discussions are on with players in many of these categories; companies willing to make (RED) a core part of their strategy. Smith explains, “We are looking for multi-year commitments. We would like to add exciting compelling partners to grow it in a democratic and engaging fashion.”
Many (RED) products have been touched by a sense of exclusivity. For instance, GAP has created bespoke advertising for (RED), and its collection is designed and made in Africa. According to Smith, there has to be a two-way exchange, “We see the passion of the designers come through. The infectious enthusiasm and drive is part of what we’ve shared with the companies themselves.”
(RED) has focused primarily on the UK. The Am Express credit card and t-shirts from GAP were both launched there last March. Motorola’s SLVR phone debuted in the market with an assurance from rival cell networks that they would give 5% of the bill to (RED). For its US debut in October, Bono put in an appearance on the Oprah Winfrey show. He launched many (RED) products including the (RED) iPod nano; Bono, of course, being no stranger to Apple’s portable music player after the U2 special edition was one of its top-selling models.
As of now, Smith says that the demand for (RED) is global, and participating companies are figuring out how best to meet it. Many of them use the internet to get past the limitations imposed by official launch schedules. Smith says, “(RED) is live in a number of countries. Armani has boutiques in dozens of markets. Motorola is planning to expand the range and has discussed getting into India. GAP is also live in Canada and France. But the big markets are the UK, the US and Japan.”
So far though, (RED) is constrained by the retail and online strategies of its participating brands. Some, like GAP, do not ship outside the US, though the entire (RED) range is available on the net. Others like Apple and Converse (which allows for customisable (RED) sneakers) ship to only a few markets — excluding India. The only alternative so far is to get (RED) products off e-bay, but Smith says the ultimate intent is to be a worldwide brand.
It’s early days at (RED), even in terms of having a team in place. Smith likens team (RED) as of now to a garage band. “There’s around a dozen or fifteen of us. It’s not a comfortable, flexible job. We are all working like madmen.” Even when the brand spreads to other markets, Smith would like it to remain a small non-bureaucratic group, “to preserve the flexibility and fierceness that’s built us”.
Of course, it helps having the backing of the main draw of one of the world’s biggest rock bands. Smith agrees, “Bono is an amazing asset. There’s a special alchemy to his association with (RED), and we will have to be allowed some mystery along those lines. But he’s incredibly engaged, and we honour and cherish the contributions he makes. He’s part of turning things (RED) and we tap into that."
). 
.
products
Ah well, $10 is $10. 
Really I swear i saw one in Sydney on oxford (sp?) st. 
