Adweek - 8 August 2016

THE VOICE OF MEDIA | AUGUST 8-15, 2016
CMO REPORT
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A 15-YEAR BMW VETERAN, CADILLAC CMO UWE ELLINGHAUS
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BRAND TO MILLENNIALS. BY CHRISTINE BIRKNER
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Contents
ADWEEK | AUGUST 8-15, 2016 | VOL. LVII | NO. 26
Cadillac Man
VOICE 10
Verve Mobiles Gian
LaVecchia on the future
of brand storytelling.
Marketing chief Uwe Ellinghaus reflects on

the rebranding of an American classic. 16
Makers of high-performance autos

go far beyond the test drive to give
consumers the ride of their lives.
But does it really sell cars? 20
TESLA: THE GOLF BALL
From Porsche desk chairs to Maserati

sneakers, carmakers are putting their
names on some unexpected products
to extend their brands. 24
THE WEEK 4
Kevin Roberts out at
Saatchi; Instagram
launches Stories;
Walmart eyeing
Jet.com?
TRENDING 6
Retailers missing out on
Snapchat craze; brand
museums; is augmented
reality catching on?
CMO REPORT
FAST TRACK
UPFRONT
BRAND FACE-OFF
Pep Boys and Jiffy Lube go

head-to-head in the battle
for dominance among
auto-service chains. 26
DATA POINTS 11
Old-fashioned word of
mouth is still king.
MOVER 12
Deutsch CCO
Dan Kelleher.
PERSPECTIVE
BRAND NAME 27
Outfitting Team U.S.A.
SWIPE 29
Swan pool float;
watermelon keg kit;
tropical sleep shorts.
PORTRAIT 31
NGL Media, co-founded
by John Leguizamo,
helps brands reach
Latinos.
SPACES 32
Tampa agency
22squared.
C O V E R : M A R K M A N N ; T H I S PA G E : C L I N T D AV I S
INFO DIET 33
Jim Gaffigan on
Facebook Live and his
favorite ad campaign.
LOOK BACK 34
The Hollywood Squares.
WHEELS
ON FIRE
BMWs closed
course lets drivers
own the road.
ADWEEK | AUGUST 8, 2016
The next issue of

Adweek magazine will
be published August 22.
Use the Adweek App for
access to the publication
and top stories at
Adweek.com.
Upfront
THE WEEK IN MEDIA AND MARKETING
TOP STORY
MOOD BOARD
The Week
In Emojis
NBC
hits a record-breaking
$1.2 billion in Olympics
ad sales.
We Need to
Talk About
Kevin
Apple
replaces gun emoji
with water pistol.
Saatchi & Saatchi chairman Kevin Roberts may believe the

debate about gender bias in the ad industry is over, but last
weeks events proved that to be far from true. In a July 29
interview with Business Insider, Roberts argued that gender
balance has already been achieved and that the lack of women
in executive advertising roles is due to their having less vertical
ambition than their male counterparts. What followed was
nearly universal criticism from colleagues and peers. Saatchi
parent company Publicis Groupe swiftly disavowed his comments
and placed him on a leave of absence, finally announcing
on Wednesday that he had opted to permanently step down,
effective Sept. 1. In a statement, Roberts apologized for his
miscommunication but stopped short of recanting his comments.
Instagram
debuts Snapchat-like
Stories that disappear
after 24 hours.
Walmart
reportedly looks to buy
Jet.com for $3 billion.
AUGUST 8, 2016 | ADWEEK
R O B E R T S : K AT E AY R T O N
SAATCHI CHAIRMAN
KEVIN ROBERTS IS OUT
AFTER COMMENTS ON
WOMEN IN ADVERTISING.
BY EMMA BAZILIAN
IMAGINE
POSSIBLE
Genius is bestowed on those that dare not just to imagine, but to see their ideas through and make them possible.
Adweeks Brand Genius celebrates those with the boldest imaginations and their ability to make dreams a reality.
COMING SOON: 2016 HONOREES
THE LEAD
When Will Retailers

Snap to Attention?
NEW RESEARCH SUGGESTS THAT MERCHANTS ARE LOSING OUT ON

CHANCES TO CAPITALIZE ON SNAPCHATS RISE. WILL THEY WAKE UP
BEFORE BACK TO SCHOOL KICKS OFF? BY CHRISTOPHER HEINE
ttention retailers: Theres

a pile of missed marketing
opportunities in Aisle 5 that
needs to be cleaned up.
Placed, a location-based
data company, arrived at
unflattering findings for brick-and-mortar
chains after looking at which ones were often
patronized by users of Snapchat, a veritable
gold mine leading into the back to school
season. Sixty percent of the 65 most-visited
merchants, Placed discovered, hadnt even
bothered to launch an account on the mobile
app that counts 150 million global users,
many of whom belong to the coveted Gen Z
and millennial demos.
Merchants dont realize the incremental
word of mouth Snapchat is creating, said
Kayla Green, director of digital strategy at
Saatchi & Saatchi Los Angeles.
Most retailers are aware that shoppers are
snapping in store, though its probably not top
of mind for most, added Chris Gilbert, senior
social strategist at Kettle.
Bath & Body Works, Payless ShoeSource,
Cold Stone Creamery, Trader Joes, Jamba
6 Will retailers wake up to what

Snapchat can do for them?
Juice and Dominos are notable names

on Placeds list of retailers that are hugely
popular with Snapchattersbut ignore
marketing to them. Some of those brands
seem to be waking up. Jenny Fouracre,
Dominos rep, said, [It] is one platform that
we are currently looking at for opportunities.
Thats likely a smart idea, considering
numbers from a new Snapchat-commissioned
study by MARU/VCR&C that surveyed 2,223
U.S. consumers. The research found that 47
percent of Snapchatters have sent a snapa
SNAPCHAT USERS
Most Popular Stores by Gender
FEMALES
MALES
1 Maurices
1 Carls Jr.
2 Rue21
2 Dominos Pizza
3 Aeropostale
3 Buffalo Wild Wings
4 Family Dollar
4 OReilly Auto Parts
5 Bath & Body Works
5 Jimmy Johns
7 Marketers use museums to

heighten the experience.
SOURCE: PLACED
post in the apps parlanceto friends while

in stores. Three-fourths of its users have
been informed or influenced by Snapchat
during a shopping trip, the study revealed.
And on average, the apps devotees between
13-34 years of age spend more each month
across retail categories including clothing
(55 percent more), accessories (+10 percent),
shoes (+36 percent) and health/beauty (+17
percent) than their non-Snapchatting peers.
Such stats support why Walmart,
Macys, Michael Kors, Foot Locker and
Louis Vuitton are among the merchants
already buying ads. Michael Kors recent
#NationalSunglassesDay garnered 100
million views and lifted purchase intent 2.1
times above the market norm, said Millward
Brown Digital. [It] added a layer of relevance
to a millennial- and Gen Z-heavy audience,
explained Lisa Pomerantz, the retailers svp
of global communications and marketing.
Industry sources said, interestingly, that
most marketers strategies are not leaning
on organic messaging like they did with
Facebook circa 2012so Snapchat seems to
be a pay-to-play medium if your company
isnt an earned-media wizard in the vein of
Red Bull. Even in the paid-media realm, L2
recently found that merchants make up just
4 percent of Snapchat ad purchases. Many
retailers are eager to engage their audience
on Snapchat but are weary of not being able
to attribute foot traffic and sales to Snapchat
impressions, said Melina Ex, managing
director, U.S. East Coast, at Fetch.
To Exs point, Snapchat is still rolling out
its Snapchat to Store measurement product.
Until it becomes more widely available,
retailers are looking at metrics other than foot
traffic. For example, Millward Brown Digital
found that Mens Wearhouse got a 48 percent
engagement rate by deploying geofilters
across 1,800 high schools during prom season.
Birchbox ran a geofilter for its New York store
in April, repurposing creative from one of its
popular box designs to push folks to its SoHo
location. The geofilters may become a monthly
marketing staple to drive patrons to the store,
said Julia Casella, social media manager at
online-focused Birchbox. When we snap
from [our store], well hear from followers that
didnt realize we even had a store, she added.
While some results could galvanize
other retailers to adopt Snapchat marketing
going into the shopping-heavy second half
of the year, Zach Gallagher, evp, director of
digital strategy at Deutsch LA, warns them
to avoid overmessaging their Gen Z and Y
consumerswho will see right through it.
No one wants to feel like theyre [hearing
from] a corporate shill, he said.
8 Post-Pokemon Go, augmented

reality finds its place in the world.
9 Time Inc.s digital chief Jen

Wong outlines her strategy.
I L L U S T R AT I O N : E L I A S S T E I N
TRENDING | THIS WEEKS INSIGHTS
TRENDING
56K
BRANDING
Tour the Brand
P H O T O : I C E C R E A M : C O L L I N S N A I ; A G R I C U LT U R E : A L E X G A R C A
WHY MARKETERS LIKE

CHEETOS, HULU, LAND
OLAKES AND MORE ARE
CREATING MUSEUMS.
BY KRISTINA MONLLOS
Cheesebraham Lincoln. Locheese
Monster. Statue of Libercheese.
These are just some of the rare
Cheetos featured in the Chesters
Masterpieces section of the online
Cheetos Museum. Since June, the
Frito-Lay-owned brand has gathered
over 100,000 submissions via a
contest asking Americans to help
curate its upcoming Cheetos Museum.
The brand plans to sort through the
submissions, award prize money
to winners and potentially use said
submissions in an offline version of the
Cheetos Museum that it will build later
this year, according to Jeannie Cho, vp
of marketing for Frito-Lay.
The upcoming Cheetos activation
is part of a burgeoning trend thats
seen brands like Glade, Land OLakes
and Hulu seek to move past productfocused marketing and give consumers
new, immersive experiences with their
brands via museums.
If you can make consumers walk
through a museum, thats more time
than these brands have ever been
able to engage their customers over
the course of time, said Nicole Ferry,
partner and executive director of
strategy at brand engagement firm
Sullivan. All of a sudden, theyre able
to tell their story in a way that isnt so
transactional, and it builds a perception
of that brand in a more specific way
beyond product attributes.
Thats certainly true of Glades
Museum of Feelings, which connected
the brands scented products with a
larger proposition: feelings. The effort,
from RadicalMedia, set up in New York
City last fall and drew over 56,000
people; in June it garnered four Cannes
Lions, including the first gold Lion for
parent company SC Johnson. How do
you get people to remember a smell?
Build memories around it. Create an
experience. We gave the world a whole
new way to look at Glade, said Ann
Mukherjee, SC Johnsons global chief
marketing officer, in a statement.
Getting consumers to look at the
brand in a fresh way is also the driving
force behind Land OLakes newly

formed Museum of Agriculture. The
project, which has been in the works
for four years and opened in June, is
meant to educate consumers about
agriculture, according to Faye Bliese,
director of integrated marketing
communications for Land OLakes
which makes sense given that Land
OLakes is a farmer-owned company.
[In] our whole [agriculture] industry
right now, people want transparency,
they want to understand. And when
you talk about farming as an industry,
we have not done a good job of telling
our story, said Bliese. The museums
purpose is to help remedy that.
Beyond the experience itself,
brands hope to garner engagement
onlineparticularly through social
media posts about the effort. Take,
for instance, Hulus approach. In
order to promote that Seinfeld was
now part of its library, the streaming
service created a replica of the
shows signature set, Jerry Seinfelds
apartment, in New York City and Los
Angeleswhere thousands visited and
posted photos on Instagram.
With the ubiquity of social, I think
it makes sense to do museum pop-ups
now more than ever because they will
get the amplification more readily,
explained Marie Chan, senior director
of employee engagement at branding
firm Siegel + Gale. People are just
instantly sharing on the ground.
An Instagrammable moment
was considered when designing the
Museum of Ice Cream, a temporary
installation (its open for the month
of August in New York) sponsored by
brands like Tinder, Dylans Candy Bars
and Dove, according to the museums
social media director Madison
Utendahl. The idea that this would
be clickable and shareable, that you
could inform your friends and family of
this experience [through social media]
was very much incorporated into the
production of this, said Utendahl.
Still, even as those social media
moments are considered and might
help create buzz, brands shouldnt
expect a museum effort to draw
millions or go viral by itselfbecause
it wont, said Chan. You have to
think about the pop-up museum as a
touch point, or content, and you have
to use whatever means necessary to
distribute that experience.
Glades Museum
of Feelings The
TOURED
THE GLADE
EXHIBIT
pop-up garnered
SC Johnsons
first gold Lion.
Land OLakes Museum

of Agriculture The
farmer-owned company
is seeking to educate.
Museum of Ice Cream
Its sponsored by
brands like Tinder
and Dove Chocolate.
Hulus The Apartment
The replica of Jerry

Seinfelds apartment
drew over 8,000 people
in New York City.
100K
CHEETOS
SUBMISSIONS
RECEIVED
Cheetos Museum Frito-Lay

is holding a contest seeking
submissions for its museum.
TRENDING
AD TECH
Can AR Live in a
Material World?
AS POKEMON GO USHERS AUGMENTED REALITY INTO THE

MAINSTREAM, BRANDS LOOK BEYOND MOBILE. BY MARTY SWANT
ntil Pokemon Go became a

viral phenomenon by amassing
more than 100 million downloads in a few weeks, augmented reality was confined to tech
types and sci-fi fiends. However, thanks to the game, many have now tried
AR for the first time, as kids and adults alike
roam through town catching digital monsters
superimposed on a physical world.
I put this up there with the first time you
saw the iPhone, the first time you saw the
connectivity and relationship definition of
Facebook, said Michael Koziol, managing
director of Huges office in Atlanta.
Pokemon wasnt the first company to try
ARYelp, Macys and Starbucks were early
adopters, to mixed resultsit just ended up
being the breakthrough effort. Given its success, naturally other brands and agencies are
scrambling to figure out how they might try it.
This week, Porsche is unveiling a new augmented reality experience with a five-page,
gatefold ad in Outside magazine featuring a
photo of the Swiss Alps. The experience, created by the AR player Blippar, allows Blippars
mobile app users to scan the page to unlock a
digital display of the mountain, along with a
360-degree photo of a Porsche 718 Boxster interior. They can even play a game driving the
car through the mountainous Gotthard Pass.
It isnt just a narrative, said Omaid
Hiwaizi, Blippars president of global marketing. Its an immersive, emotional experience
thats memorable in a way that most of the
time a written story cant be.
Outside lane
Porsche and
Blippar co-created
an AR game.
ARs OG
Pokemon Go
made AR go
mainstream.
3-D forecast
The Weather
Channel partnered
with State Farm.
While marketers like Porsche are focusing

on mobile, others are looking to bring AR into
branded broadcasts. The Weather Channel has
begun incorporating sponsored augmented
reality into some of its weather shows. First
off is an effort designed to help people stay safe
during a storm, sponsored by State Farm. For
example, the AR content can make a tornado
appear on a table as the meteorologist explains
the dangers of entering a damaged house.
Theyre tuning in to understand why
the weather is what the weather is, said The
Weather Channel CEO Dave Shull.
Any time you can use a technology like
augmented reality to put people in a particular experience, whether its real or augmented, to educate people to be safe ... thats
a success, added Patty Morris, State Farms
advertising director.
Shull hopes to triple or quadruple the
Its an immersive,
emotional experience
thats memorable in a
way that a written
story cant be.
Omaid Hiwaizi, president, global marketing, Blippar
amount of ad-supported AR at The Weather

Channel by years end with sponsorshipsat
more than $100,000 eachthat could account
for up to 10 percent of revenue.
Indeed, the market for augmented reality is
expected to continue growing rapidly. In a report earlier this year, BCC Research estimated the global market for both virtual reality
and AR will reach more than $105 billion by
2020, up from a mere $8 billion last year.
Of course, AR is far from ubiquitous, and
one blockbuster like Pokemon Go doesnt guarantee it either. According to Forrester analyst
Julie Ask, many experiences can be fragileif a
phone isnt held exactly the right way, the experience turns off. Its also hard to scale.
But it may influence future technological
advances. George Bennett, head of digital
strategy at Droga5, said ARs emergence will
usher in a new platform war where tech companies will compete over mapping the first
AR world. That said, Bennett added that AR
wont reach critical mass until the marketplace moves from handsets to headsets.
Deep Focus CEO Ian Schafer had a
similar thought: Until these things start
getting baked into our contact lenses and
baked into our normal looking glasses, I
think well still be in this awkward phase.
TRENDING
Wong says
Time Inc.
delivers more
millennials
than it gets
credit for.
studio that still has a sense of each

brand. Each of the people [at The
Foundry] understands Time, Fortune,
Money, People, EW, etc., and their voice
and sensibility, but now theyre clientfacing and theyre able to be that bridge
between the brand and the client.
Over the past few years, Time
Inc. has made more of an effort
to integrate the print and digital
teams within each brand, whereas
other publishers like Hearst
have more independent digital
departments. Where is Time Inc.
moving now? Before I came, digital
was under each of the brands. When I
got here, it all came under me, which
means that we can speak with one
voice from a product perspective
and now also from a sales and
editorial perspective [Our digital
editors] are still sitting with their
brands, working with them, but
theres more collaboration across
brands. The idea is to get to one
digital process, one set of platforms,
one way of operating.
Q&A
IN SYNC WITH
THE BRANDS
TIME INC.S DIGITAL
PRESIDENT WORKS TO
ALIGN THE TITLES WHILE
KEEPING THEM DISTINCT.
BY EMMA BAZILIAN
Like many of its magazine publishing
peers, Time Inc. has spent the past
few years furiously working to
reposition itself as a multiplatform
media company. In the last year
alone, the company has acquired
big-name digital brands (like xoJane
and HelloGiggles), launched several
of its own (including Motto and The
Drive), made a massive investment
in data with the purchase of ad-tech
company Viant and experimented with
new products like Instant, a social
video influencer platform. Leading the
charge is president of digital Jen Wong,
a former Popsugar and AOL/Huffington
Post executive who joined Time Inc.
in January. Adweek spoke with Wong
about her expanding role, her companys
focus on millennials and how she plans
to move Time Inc. forward.
In addition to overseeing Time

Inc.s digital brands, product
and engineering, you were just
recently put in charge of its
branded content studio, The
Foundry. What does that entail?
The Foundry is actually a very
important part of our strategy in the
future. It was built because we wanted
to go deeper into branded and native
content on a big scale. We have native
studios at each of the brands, so what
were doing now is moving them under
The Foundry and creating one creative
Bio Time Inc. digital president Jen

Wong oversees the companys digital
strategy, operations and acquisitions,
plus oversight of branded content
studio The Foundry. Before joining
in January, she was chief business
officer at Popsugar and held several
titles at AOL, including global head
of business operations and general
manager of AOL Huffington Post
Media Groups lifestyle brands.
Weve also seen a lot of publishers

repurposing the same content
across brands. Is that something
you want to do more of? Yeah,
absolutely.
But sometimes that strategy can
feel forced when the brand voices
dont align. Are you worried about
that? I think the brands will continue
to have separate voices. One of the
things weve been thinking about
is, what is the right way to share
content? Im not convinced that it
should be a straight repost. Were
trying to be a little bit more thoughtful
and use tools to curate the content so
it still feels like the right brand.
You mentioned at a Time Inc.
investor day earlier this year that
you want to build the companys
ecommerce business. Whats
your plan? It seems like so many
publishers have tried and failed
there. Oh, yeah. Im very cautious
about it because I feel like theres
definitely a right and wrong way to do
it. Look, if you stick a product module
on every post, its not going to work.
We know that. Were not that low in the
funnel. But then you look at companies
like Wirecutter and theyre making
content thats naturally transactable
and low in the funnel, and that does
work. Now, is it going to be a billion
dollars of revenue? Probably not. But
could it be material revenue? Sure.
Another thing were very interested in
is carts and mobile web checkout. A

$500 pair of shoes is probably going
to take longer consideration, but we
tested a cart [on InStyle.com] for a
$20 dress at a mass retailer, and I
think we sold out the inventory. So for
something thats $20 or even $50, we
know we can move decent volume on
it, and thats a good value proposition.
Most of Time Inc.s recent digital
acquisitions and launches, from
xoJane to HelloGiggles to The
Drive, have been millennialfocused. Is it your ultimate goal to
own that space? I dont know about
own it, but were big enough that we
have to cover every audience, and
millennials are a pretty substantial
cohort. But honestly, if you look at
the demos of our core brands, they
have a lot of millennials already.
People.com, which has 40 million
UVs, is 50 percent millennials, but
nobody believes that. When you
look at the number of millennials
that sit on that property versus the
Im very
cautious about
[ecommerce]
because I feel
like theres
definitely a
right and wrong
way to do it.
number of millennials that sit on a
smaller domain, we have more. Its
something that I get fired up about
because we have millennials in our
core propertiesand theres this
perception that we dont.
Whats your next big social push?
Snapchat continues to be really
important. Weve done some stuff with
Wishbone, which is very Gen Z. Its
like Instagram, but you choose x vs. y,
so its good for things like red-carpet
[coverage]. People has done some
stuff with them. And Im watching
Whisper. I view them as an incredible
pulse on the sentiment of certain
geographies. If you were to ask, How
do people feel about the election right
now? they would know what that
sentiment was like across America by
geo. Thats really valuable information
for brands like Time or People.
VOICE
York Times
won a Cannes
Mobile Grand
Prix for The
Displaced (top);
Googles Tilt
Brush enables
VR creativity.
OPINION
Content, Culture
And Creativity:
The Future of VR
THE NEXT GREAT STORYTELLING CANVAS WILL

USHER IN A NEW EXPRESSION OF THE BRAND
EXPERIENCE. BY GIAN LAVECCHIA
The culture gap between marketers
and todays progressive new media
consumer continues to expand in
ways that suggest the current era of
radical behavioral disruption is far
from over. Todays hyperbolic social
news cycle, saturated with Snapchat
filters and Brexit remorse, fuels this
reality by absorbing massive amounts
of audience time and attention. As the
dust settles in this post-apocalyptic,
mobile-first marketplace, the time for
radical acceptance is here. Brands,
publishers and content creators are
now faced with the inevitable truth
that engaging audiences predictably
in this fractured media environment
has been permanently altered. That
said, its in these unique moments
of reflection where brilliance can
emerge. Its time now to reset and
10
reimagine the future of storytelling

through mobile experiences that are
emotionally immersive, culturally
aware and embrace a renewed spirit
of creative invention and curiosity. In
virtual reality we may have already
found the next great storytelling
canvas, enabling an entirely new
interpretation and expression of the
brand experience.
VR is already proving to be a big
businessin Q1 2016 alone, more
than $1.2 billion was invested in VR
tech, according to TechCrunch. And
Forrester projects more than 52 million
headsets will be sold in the U.S. by
2020. From a consumer perspective,
the interest is clearly emerging. Google
claims global search queries increased
fourfold over the last year. Perhaps
the biggest catalyst for growth and
interest in the space was Facebooks

$2 billion acquisition of Oculus in
2014and weve already witnessed
some of the outstanding early output
in the form of 360 video experiences
naturally integrated into the Facebook
feed (e.g., SpaceX Rocket Landing).
Of course, Googles innovations in
the category are catalytic in their
own right, effectively leveraging both
Cardboard and YouTube (Tilt Brush) to
scale user interest and adoption.
So, with the fundamentals
established, were now on the verge
of realizing the true promise of
multisensory storytelling. And with
it comes the unique opportunity
to transform the relationship and
overarching dynamic between brands
and consumers. Not only does VR
broaden the narrative spectrum in
which brands can credibly captivate
audiences, but it also offers the
potential to close the culture gap by
adding more depth, human emotion
and interactivity to the storytelling
experience. More than ever, humanizing
the brand experience matters.
The New York Times outstanding
innovations and creative leadership
in VR won the Cannes Mobile Grand
Prix for work that includes the deeply
moving documentary about the
human toll of war (The Displaced).
And while this victory has energized
the modern journalism community, it
also illuminates the limitless creative
possibilities and storytelling viability.
Empathy and cultural
immersion What other storytelling
format today is better positioned to
help build deeper levels of human
connection, compassion and cultural
empathy than virtual reality?
In it, we have the opportunity to
transform what was previously a onedimensional (perhaps even transient)
relationship between brands and
consumers and deliver added story
dimension, one-of-a-kind experiences
and new cultural perspectives to
better celebrate our shared values and
interests. For brands, the temptation
to explore the creative boundaries
of this immersive technology will be
more than challenging to resist. And
while empathy has emerged as the
new authentic in content marketing
circles, the fundamentals remain the
same: respect your audience, deliver
tangible value and clearly establish
your editorial authority to best
preserve the long-term vitality and
integrity of the canvas.
Think native, act social In the
current state of modern media, where
ad blocking and viewability have
emerged as major challenges for the
ad-buying community, the immersive
nature of VR offers some unique
advantages. That said, establishing

a scalable (and seamless) ad model
will be vital in ensuring ongoing
investment and exploration. In my
view, the most elegant path forward
embraces a native marketing sensibility
that emphasizes both context and
creative. Plus, focusing on native
content experiences allows for more
organic social engagement. Today, VR
experiences are primarily designed
for the singular viewer, but imagine
the endless possibilities of connected
VR experiences (e.g., gaming, travel,
education) that are location-adaptive,
inherently interactive and feature
familiar social mechanics that help
fuel extended brand engagement.
The astonishing success of Pokemon
Go is perhaps the closest example
of this emerging intersection of
social engagement and augmented
reality, leveraging real-world location
intelligence to fuel a highly addictive
virtual (and social) experienceand if
the first few weeks of user interest and
adoption are any indication, the concept
is clearly here to stay.
Although the marketing industry
has long been focused on embracing
the latest behavioral and technology
trends, VR is proving to be a bit
different. In VR, brands, publishers and
content creators are leading the path
forward through exceptional creative
experiences that are transformative
and energizing for audiences across
the world. Moving forward, the
marketing community has the unique
opportunity to lead the next wave of
behavioral disruption, and we may just
find that VR could be the key in helping
to close the culture gap.
Specs
Claim to fame Gian LaVecchia,

vp, client strategy and
development at Verve Mobile;
ukulele enthusiast; struggling
vegan; and digital media
practitioner.
Base New York
Twitter @GianLaVecchia
H E A D S H O T: A L E X F I N E
All shapes and

sizes The New
D ATA P O I N T S
Brand Talk
A NEW REPORT SUGGESTS THAT OFFLINE WORD OF MOUTH IS STILL KING. BY CARRIE CUMMINGS
For all the hand-wringing missives about the internet replacing actual human interaction, it seems that reports of conversations demise are greatly exaggerated
at least when it comes to brand awareness. Many marketers today use social media as an early indicator of their marketing performance, said Ed Keller, president
of Engagement Labs, which conducted the survey. However, looking only at online social data is like driving 60 mph at night with only a flashlight. In doing that,
youre probably going to make a lot of mistakes. The fact is, a major part of the sales impact from word of mouth comes from offline conversation.
Offline WOM
Online WOM
Offline
conversations
drive twice the
sales impact
as online.
Word of mouth
conversations
drive 13% of
consumer sales.
1/3
2/3
of measured
business impact
of measured
business impact
Top performing brands on and offline
Top
categories
on- and
offline
Ranking
9. Dining
1. Sports
2. Media
3. Beauty &
Personal Care
4. Retail/
Apparel
10. Food
11. Supermarkets
12. Financial
13. The Home
Even as online
conversation around
brands grows, face-toface conversation holds
steady (%)
2008
2015
77 72
16 13
Faceto-face
Phone
Email
IM/Text
5. Children's
Products
14. Auto
15. Beverages
There has been large

growth in online brand
conversation across all
ages (%)
1
Social
Media
6. Household
Products
18.2
16.5
12.9
7.8
2008
2015
13-17
4.7
18-29
8. Travel
Services
16. Telecom
17. Health
13.5
Other
7. Technology
9
3
30-39
3.6
40-59
5.6
60-69
The biggest trend is people talking offline about what they see online.
26.4%
25
20
INFOGRAPHIC: CARLOS MONTEIRO
24.5% 25
23.7%
17.7%
14%
15
15.4%
20.2%
20
16.3%
15
11%
10
10
0
Jan. 8
Jan. 9
Jan. 10
Jan. 11
Jan. 12
SOURCE: ENGAGEMENT LABS
Jan. 13
Jan. 14
Jan. 15
Aug. 15
11
MOVER
Q+A
DEUTSCHS CCO ON DIVERSITY,

FINDING NEW TALENT AND
KEEPING UP WITH SILICON
VALLEY. BY PATRICK COFFEE
Rather than operating as
Deutsch New York and Deutsch
L.A., the agency is now united.
What does that mean for the
organization? We still have our
accounts [in New York] and L.A.
still has their accounts, but now we
have the benefit of Mike [Sheldon,
CEO], Pete [Favat, North American
chief creative officer] and Winston
[Binch, chief digital officer] lending
their expertise and fresh insights to
all the projects were working on. Its
great for me, because it means more
people with great big ideas who can
help the work.
Favat said recently that
Deutsch looks for talent in
unconventional places like
Instagram and Reddit. Whats
your take on hiring? I want to
hire people who are inspired and
passionate, and those platforms can
provide great examples of people
not just [being creative] in their
work, but doing it in their daily lives.
Thats the type of person we want
to hire.
The biggest brand at Cannes
was Snapchat, and Deutsch
created the most successful
platform campaign with Taco
Bells filters. But do you see
tech companies as a threat to
agencies, especially as clients
are shifting their budgets? There
needs to be a true partnership or
it wont work. If theyre as excited
about the creative as we are, then
we will land in a great place. I dont
see it as a threat at allI see it as
an opportunity. The idea of creating
these types of partnerships is
what we should be doing, and its
100 percent in the best interest
of our clients in reaching those
consumers. Again, these types of
opportunities are exciting to me,
and its our responsibility to bring
in the right partners.
12
Specs
Current gig
CCO at Deutschs
New York office
Previous gig
Co-CCO, KBS
Twitter
@DannyKelleher
Age 46
So how should agencies

approach working with new tech
toys? I think the mistake that some
agencies make is when theres a rush
to be the first to use emerging tech,
but theres no idea behind it. Theres
no point in being first if you dont do
it right.
The photo of yourself, Favat and
[L.A. office CCO] Jason Bagley led
some to give Deutsch some grief
as it depicted two white men hired
in leadership positions after the
elimination of the chief diversity
officer position. What did you take
from that controversy? Diversity is
more important now than ever, but a
lot of what was being said was based
on a snapshot rather than the overall
picture at Deutsch. When I look at the
New York office, we are 58 percent
female, the creative department is
57 percent female, our department
heads are 52 percent female. People
were reacting to a photograph, but
when you look, our CEO [Val DiFebo]
and chairman [Linda Sawyer] are
women. Its a conversation we should
all be having, but I think its important
to look at the whole picture.
How has technology changed
the nature of the problems you
have to solve for your clients? I
dont know that the problems are
that much different. What we need
to solve now is, how and where are
we going to be talking to consumers
about our clients?
PHOTO: CHRIS LOUPOS
Dan Kelleher
IN PARTNERSHIP WITH
Sanctioned Sundance Film Festival event
ENTER TODAY
adweekarcawards.com
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ITS
THE
STO
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IMAGINE
POSSIBLE
COMING SOON: 2016 HONOREES
FOR FINDING THE SWEET SPOT IN

ADVERTISING & REMINDING US
CULTURAL DIVERSITY IS WHOLESOME
2015 Brand Genius
GARY OSIFCHIN
VP, Global Brands & Communication
Biscuits Global Category Team
Mondelez International
CMO REPORT | AUTOMOTIVE
In this Adweek CMO Report, dedicated to the automotive

category, staff writer Christine Birkner profiles Uwe
Ellinghaus, who, two years into his job as marketing chief of
Cadillac, reflects on his role in remaking the luxury legend.
Ellinghaus is fond of saying the brand should steer clear
of trying to out German the Germans in its race against
Mercedes-Benz, Audi and BMW (where Ellinghaus worked
prior to Cadillac), which is why hes focused on selling
the strengths of a true American original. With the aim of
doubling sales over the next five years, whats clear is that
the company must continue to rethink conventional tactics of
auto marketing. Not only can we take risks, says Ellinghaus,
we have to take risks. On the topic of unconventional
approaches to selling a set of wheels, check out senior editor
Robert Klaras story on how some automakers are going
beyond the mere test drive with highly immersive off-road
experiences (Porsche has put north of $150 million into its
new Los Angeles test track, an investment its marketing
boss calls worthwhile). This, even as other car companies
are slapping their names on a range of unexpected brand
extensionsfrom sneakers and headphones to wristwatches
and coffeemakers. Yes, two grand may seem a tad high for
an espresso machine, but its probably the closest most of
us will ever get to owning a Lamborghini. Tony Case
CADILLAC CMO PROFILE | LUXURY DRIVING CENTERS | AUTO BRAND EXTENSIONS | BRAND FACE-OFF
The
Risk
Taker
16
PHOTO: FIRST LASTNAME
we Ellinghaus hates clichs. As CMO of Cadillac, his main

directive is to avoid them: no ads with SUVs zooming down
a mountain, or a litany of hot features. Some of Cadillacs
latest ads dont even show a car. When your sales lag far
behind your competitors, you have the freedom to do
something drastic, and Ellinghaus, who joined Cadillac as
marketing chief in 2014 after a stint as evp of marketing
and sales at Montblanc and 15 years as a marketing exec
at BMW, relishes that freedom. Once the height of cool
in the 1950s and 60s, Cadillac today is a 114-year-old
underdog brand. While its sales rose 2.6 percent in 2015,
the automaker remains far behind the three top-selling
luxury car brandsBMW, Mercedes-Benz and Lexus
according to Automotive News.
In 2015, after more than 100 years in Detroit, Cadillac left the Motor City behind to cultivate
a whole new identity in New York. German-born Ellinghaus, 47, thinks its a mistake to try to
out German the Germans, as he often says. That means that rather than trying to emulate
the top-selling German nameplates, Ellinghaus has positioned Cadillac as a luxury auto brand
T H I S PA G E : M A R K M A N N ; P R E V I O U S PA G E : B A O N A / G E T T Y I M A G E S
CADILLAC WAS YOUR GREAT-GRANDFATHERS RIDEAND CMO

UWE ELLINGHAUS SEES THAT AS A BIG PLUS. BUT THE LUXURY
AUTOMAKERS FASHION-FOCUSED, NEW YORK-BASED MAKEOVER
IS ATTRACTING FUTURE GENERATIONS USING DECIDEDLY
UNORTHODOX MARKETING TACTICS. BY CHRISTINE BIRKNER
CMO REPORT
Ellinghaus
at Cadillacs
Manhattan HQ.
New York is
the epicenter of
luxury, he says.
17
Not only can we

take risks, we
have to take risks,
says Ellinghaus.
thats uniquely American: entrepreneurial, fashionforward and art-focusedand now, one that calls one of
the worlds most cosmopolitan cities home.
Because younger drivers embrace art, fashion and
culinary experiences, Ellinghaus has staffed up with
individuals who have no automotive experience at all but,
rather, marketers from the fashion and luxury worlds.
Golf and motor sports sponsorships, which have long
appealed to baby boomers, are out. Brand experience
center Cadillac Housepart coffee shop, part art gallery,
part car showroom (see sidebar)is in, as is Road to
Table, a dinner-party series hosted by celebrities and
celebrity chefs.
His mission of attracting younger drivers involves
reversing the game. The older consumers German luxury
brands have courted in the U.S. over the last few decades
are getting, well, older, Ellinghaus reasons, paving the
way for the next generation to discover Cadillac.
Adweek spoke with Ellinghaus at Cadillacs SoHo
headquarters in New York about how he is redefining the
brand by embracing its challenger position.
ADWEEK: Youre attempting to change the way people think
about Cadillac and present it as a brand that represents American luxury. How has your earlier career at Cadillacs No. 1 competitor, BMW, and luxury brand Montblanc prepared you for
that?
ELLINGHAUS: At BMW, I learned that having a clearly
defined archrival is a wonderful thing to unite a company.
18
For decades, BMWs goal was to beat Mercedes. That

really motivated people working there. When it happened
and BMW became No. 1 in the luxury segment globally,
everyone said, What now? They achieved their dream
target, so they just said, Lets try to defend this position.
I realized that once youre so successful, the
willingness to take risks goes down. You want cars that
are safe solutions, but not necessarily brave solutions. The
appetite for having cars that have very distinct design,
very distinctive driving characteristics was compromised
by the desire to remain No. 1. Cadillac is a challenger
brand. Not only can we take risks, we have to take risks
not to repeat the successful formula of BMW, but to build
an alternative to a BMW, Mercedes or Audi.
When I came here after being at BMW for 15 years
[with Montblanc in between], many people were either
hoping Id do the same things or were scared that I would
do the same things. I realized immediately that Cadillac
has a completely different heritage. Cadillac is distinctly
American and unique. If the German brands all go for No.
1 and cant afford risk, I think we should be the brand that
takes risks, that has designs that everybody might not
like, that appeal to people because theyre different. The
CT6 is a great examplewe said the world doesnt need
another 7 Series or S Class. The Germans build terrific
cars and always will, but theyre a little bit ubiquitous in
suburbia. People always want to differentiate themselves,
and its probably more promising territory to go after
those customers.
Montblanc was great because it taught me the power of
intuition, that luxury purchases are very often spontaneous
purchases, even one for a $50,000 watch. I learned that first,
the brand needs to resonate with people, and as long as that
isnt the case, you wont win them over with horsepower,
newton metre, all the bells and whistles that the product
has. Marketing in the automotive industry usually focuses
on giving people arguments to buy a car rather than making
the brand so irresistible and the design so appealing that
people spontaneously say, I want it.
We wont rattle off technical details or have the
universal clichs of SUVs on beaches or convertibles on
curving roads. Thats a generic approach. Even though we
want to double our sales in the next five years, well still
not be a part of this race for No. 1 globally, which gives us
a greater degree of freedom to have a more perfect brand
positioning and be a unique face in the crowd.
Why was Cadillacs move from Detroit to New York so crucial to the brands new positioning? Has it paid off so far?
The move to New York was important because we
needed a team that is totally Cadillac-focused and doesnt
have to deal with all four [General Motors] brands. Were
the only luxury brand in the portfolio of GM, and we have
different customers [than the rest of the brands]. New
York is an epicenter of luxury. You can say that of Paris and
London as well, but what distinguishes New York is this
mindset of dont stand still, always reinvent. Its a spirit
I want to have in my team: Never stand still. You also see
so many trends that emerge here that dont elsewhere.
New York has a contemporary, casual luxury, and this can
only help us reach out to younger audiences that no longer
buy a car as a status symbol but, rather, because it fits to
their own lifestyle. They simply fall in love with it. This is
something that New York offers unlike any other city. We
said, We need New York.
Has it worked? I have a motivation, passion and
PHOTO: MARK MANN
CMO REPORT
dedication from my staff that I havent seen elsewhere.

Much of Cadillacs marketing staff has never worked on car
brands. Why?
The move to New York helped us attract talent that
was outside of automotive, which I wanted. If you want a
world-class engineer to move to Detroit, no problem. But
how do you get an LVMH person who works in New York or
Paris to move to Detroit? They wont find that appealing.
My desire was to have a more heterogeneous group of
people than we had in Detroit. We need petro-heads,
we need car people, but the industry, including us, has
enough of them. What we dont have enough of is people
who know how luxury works in other industries, like I
learned at Montblanc. I also have people on the team that
came from unsexy industriesones with products that
arent as sexy as carsbecause they know how customer
interaction works. No matter how good the product is, if
the experience falls short, it changes the entire perception
of whether something is luxury or premium.
Cadillacs brand positioning focuses on young entrepreneurs. The Dare Greatly ads [via Publicis], for example,
which debuted during the Oscars, featured millennial entrepreneurs from the tech, science and culinary worlds. How
has this helped Cadillac appeal to younger drivers?
Gen X and Gen Y will make up 80 percent of all new
car purchases, and to reach out to younger customers, you
have to have a point of view. We just teased a message that
we Dare Greatly rather than put a car in the foreground,
and the ads generated 9 million views on YouTube.
People were interested in the stories [of the young
entrepreneurs], and then they went online to learn more
about the brand. No sales pressure, but of course, Cadillac
is only a click away if youre interested in a certain car.
No call to action was the best call to action. It let people
realize that this wasnt your typical automotive ad, and it
worked brilliantly.
The critics and the cynics have a view that Cadillac is a
grandfathers car. Weve been building a grandfathers car
for a long time, but the grandfathers of millennials
are sitting in BMWs, Mercedes and Audis. [Millennials

are] more open to think twice about Cadillac and form
their own opinion than probably their parents were. Its
better territory for us. Younger generations dont want
the same brands that their parents or grandparents have.
Rather than trying to win over cynical baby boomers who
already walked away from Cadillac, millennials have no
preconceived notions about it.
Or, many millennials association with Cadillac might
come from rap songs that reference the Escalade. How do you
feel about that?
I love it, because it shows that Cadillac is appealing
to diverse groups of people. Well always be part of the
music world. There are apparently more than 200 songs
that reference Cadillac. I cant think of a single song that
references BMW. The Escalade is almost a brand in its
own right. I actually have the fortune to steer a brand
whose most expensive car has the biggest customer base,
which is the case for Escalade.
What are Cadillacs biggest challenges in competing with
other luxury car brands? Do you see the turnaround as a longterm project?
Yes, this is something that will take a decade, easily.
It took Audi 20 years before their brand gained an
appreciation that was at the same level as BMW and
Mercedes. I think itll be faster for us, in the digital age,
as conversations happen much quicker. Our biggest
challenge currently is that our German competitors
grow because they have product entries in almost every
segment of the luxury market. Our lineup is still limited.
A lot of the growth that well make will come with a wider
product portfolio, when we cover more segments.
We needed to reinvent ourselves to ensure that we
didnt fall back into old luxury, go against convention
and clichs, and have a value proposition that motivates
prospects as much as people who are loyal to the
brand. If youre a challenger, you cant be complacent.
Because were the underdog, we need to
go further and work harder.
EXPERIENTIAL
The House
Cadillac Built
PHOTOS: GENSLER
The automakers brand-experience center

features coffee, art, fashionand yes, cars
In June 2016, Cadillac opened Cadillac House, a brandexperience center on the ground floor of the companys New York
headquarters sporting gleaming new Caddy sedans and SUVs at
its center. The 12,000-square-foot space includes a Joe Coffee
shop, fashion pop-up store and art gallery, and hosts events and
car exhibitions through partnerships with the Council of Fashion
Designers of America and art magazine Visionaire.
Cadillac House is just part of the brands strategy to tailor
experiential opportunities around the interests of consumers
18-49namely fashion, design and travel.
Says CMO Uwe Ellinghaus: It shows people that were part
of the fashion and design world. Were convinced that this will
positively change peoples perception of the brand. It shows that
were walking the walk when it comes to luxury.
A sleek parade of Caddys

anchors the 12,000-squarefoot space at the base of the
brands offices in SoHo.
19
CMO REPORT
NEED FOR
SPEED
BEYOND A MERE TEST DRIVE, LUXURY AUTOMAKERS ARE GIVING
CONSUMERS A TASTE OF WHAT ITS REALLY LIKE BEHIND THE
WHEEL. BUT DOES IT ACTUALLY MOVE CARS? BY ROBERT KLARA
s the worlds busiest passenger

airport, Atlantas HartsfieldJackson moves over 75.9
million travelers through its
eight terminals every year.
Many inbound passengers will
catch connecting flights. Some will drive into
the metro area to do business with the 16
Fortune 500 companies headquartered there.
And some will head home to one of the citys
26 major suburbs.
But a tiny, fortunate segment of that group
will get onto I-75 and take exit 239 to a place
called the Porsche Experience Center, which
sits just off the airports northeastern border.
Opened last year, the 26-acre complex houses
the legendary German automakers new
North American headquarters, a mammoth,
LEED-certified building complete with
business center, restaurant, museum and a
restoration facility for classic Porsche cars.
But as its name suggests, a big draw for
the Porsche Experience Center is the chance
to get behind the wheel of one of the worlds
most iconic sports cars.
Assuming youre 21 or over, possess a
valid drivers license and have prepaid for a

reservation, Porsche pairs you with a driving
instructor, then buckles you in for 90 whiteknuckled minutes on a 1.6-mile track. Out on
the sunbaked labyrinth of asphalt, drivers
navigate the curves of the handling circuit,
practice skid control on the kick plate and
open up on the straightaways.
Prices range from $300 for a session with
a new Cayman to $850 for the chance to test
your limits to maximum speed on a 911 GT3.
The facility attracts 10,000 people per
year, and Porsche marketing vp Andre
Oosthuizen expects that to soon hit 12,000.
The driving program is where the rubber
meets the road, he says. Youll get an
education, but well put a smile on your face.
Its an experience second to none.
Its also the latest example of how luxury
automakers are using an extreme example of
experiential marketing to differentiate their
brands. Porsche is hardly the only player. At
a time when premium nameplates like Audi,
BMW and Mercedes-Benz are duking it out for
the same consumers, it is no surprise that all
three are operating driving academies.
21
22
The AMG is Mercedes high-performance

class (with a six-figure price range to match).
Lima sees giving consumers the chance to
drive one demonstrates the automakers
confidence in its products. The driving
academy is one of our greatest opportunities
to market the Mercedes-Benz brand overall,
he says. We know what our vehicles can do,
and theres no better platform to showcase
the driving performance of our vehicles.
Eight years ago, Audi started offering
consumers the chance to push the envelope
of its S-class models at the Sonoma Raceway in
California. According to the companys senior
experiential marketing specialist Danielle
Vontobel, the Audi Sportscar Experience,
which attracts around 2,500 drivers each year,
does more than teach road-handling skills.
Its about creating a bond with the brand and
connecting people to our track heritage, she
says. Were rooted in racing history, and a lot
of our cars are tested on the track. So were
giving customers the chance to experience the
car where it was built and designed.
PORSCHE HAS
INVESTED NORTH
OF $150 MILLION
IN ITS NEW L.A.
TEST TRACK.
Seeing that these experiences mean
gripping the wheel of an enormously
expensive automobile and roaring around
the banked curves of a professional track,
they are emotionally charged experiences,
intense enough to prompt what auto
marketers refer to as conversion. Meaning
that such driving programs can turn the
merely curious into actual customers.
I cant give you the number, says Audis
Vontobel, but there is data that says that
of the people who come to this program,
a percentage will buy a car. Oosthuizen
affirms that the Porsche track translates to
salesweve proven that to a fair degree. In
particular, he adds, if a dealer brings in 10
or 12 prospects and demonstrates the cars,
we have a much better chance to upsell them,
[for example], from a Carrera to a Carrera S.
BMWs Gubitosa adds that taking a car
for a spin can make all the difference for that
customer whos not quite ready to buy. Maybe
youre on the fence and dont know what BMW
is all about, he says. Once you get here, you
may change your mind. Gubitosa hastens to
add that his instructors are there to teach, not
move merchandise. This is not hard selling,

he says. We dont say, Are you ready to buy?
We want you to feel comfortable with the
brand. Do we want sales? Sure. But the better
job we do showing off the car, the more likely
youll consider the brand.
And even if track participants dont buy
anything more than a lesson, theres ample
benefit for the brand in terms of word of
mouth. Drivers who enroll in classes will
invariably tweet about it, take selfies and
boast to friends about the cars they drove.
Social media is our biggest tool, Oosthuizen
says. Because most people talk about and
relate their experiences, the multiplier effect
is very successful. Adds Mercedes Lima:
Word of mouth goes a long way.
Still, these facilities are not without their
issues for those who run them. They are
complex to operate, and expensive. They
are actually a loss leader for most, though
BMWs Performance Center does make what
Gubitosa terms a small profit. Concedes
Audis Vontobel, Its a significant investment
on our end, confirming that the automakers
track program is a line-item expense. Adds
Porches Oosthuizen, Theres a lot of wear
and tear on the vehicles, the insurance,
the cost of your coachnever mind the
upkeep of the track and the rest of the
infrastructure. Porsche invested more than
$100 million in its Atlanta test track.
Considering the hefty investment, why
not just leave test drive to the dealership?
That might suffice for those selling a
subcompact or mini van, these companies
say, but a high-performance car should offer
a corresponding experience. You dont
appreciate the vehicle until you get onto a
course like this and see what the car can do,
explains Gubitosa. Its not something you
can experience in the dealership.
You can only have so much fun driving
down the interstate, adds Oosthuizen.
Theres congestion, traffic and someone in
front of you. But at the experience center, its
a driver-demonstration track. Its safe and
educational. Driving is the pinnacle of the
experience, and thats the beauty of the venue.
Porsches belief in the value of its test
track is such that it is building another one
on the West Coast that, when it opens later
this year, will be even bigger than the Atlanta
outpost. The Porsche Experience Center Los
Angeles will feature a 50,000-square-foot
facility on 53 acres, including a test track
with 10 different driving modules that can
accommodate 16,000 drivers annually.
The investment weve made is quite
significantnorth of $150 millionbut its a
worthwhile investment, says Oosthuizen.
He is well aware that Porsches rivals offer
their own elaborate driving experiences. But
when L.A. comes to fruition at the end of the
year, he says, well be at the pinnacle.
PREVIOUS PAGE: PHOTO: CLINT DAVIS; DICE: PHIL CARDAMONE/GET T Y IMAGES; OPPOSITE PAGE: RED PORSCHE: ERIC SIMPSON; BMW OFFICE: CHRIS TEDESCO; WHITE BMW, INSTRUCTORS: CLINT DAVIS (3); R ACE TR ACK: K AREN BURNS; WHITE PORSCHE: ERIC SIMPSON
According to Jon Schulz, a veteran

marketer who spent many years at Ford
Motor Co. and now is CMO of the ad-tech
consultancy Viant, giving a potential
customer the chance to put a car through its
paces can help a buyer over a hurdle that a
mere trip to the showroom cannot. These
are high-margin vehicles, and for the average
customer the question is, how do you justify
[purchasing] it? he says. The ability to
demonstrate technology and performance
with the customercreate those memorable
momentsare a very positive brand
association that marketers just die for.
Thats not exactly a new idea. In Europe,
luxury brands have operated such facilities
for years. Ferrari operates a driving school in
Modena, Italy, for example, while Maserati
offers master driving courses on its track
near Bologna. But over the last decade or so,
as luxury European nameplates have opened
manufacturing plants and headquarters in
North America, many have imported the
driving academy experience as well.
Our driver training started in Munich,
and it was so popular there that we decided
to do it here, explains Daniel Gubitosa,
director of BMWs Performance Center,
a $12.5 million facility in the GreenvilleSpartanburg, S.C., area whose 1.7-mile track
opened in 2000 and draws some 15,000
participants annually. (A smaller location
operates near Palm Springs, Calif.) With
trained instructors (some of them Nascar
veterans), a range of programs (from basic
to the advanced M School) and 120 of the
latest BMW models on hand, the center
promises a chance to become the ultimate
drivera reference to the brands Ultimate
Driving Machine tagline. This is a huge
part of our marketing plan, Gubitosa says.
Getting people into the cars and letting
them drive is really important. Everybody
walks away with a new skill. We want people
to enjoy driving and experience the brand.
An obvious advantage of allowing the
public to get behind the wheels is that it
paves the way for participants to equate
the attributes of quality, technology and
performance with a particular brand name.
Put another way, its one thing to put out a
marketing message, quite another to enable
a consumer to experience the product for
himself or herself.
We would not undertake something like
this if we didnt believe in our brand, says
Bryan Lima, project lead of brand experience
marketing for Mercedes-Benz. Eight years
ago, Mercedes transported its AMG Driving
Academy, a program that had operated
successfully in Germany, to the U.S. With five
levels of instruction at four tracks around the
country, Mercedes charges $1,895 for a basic,
one-day intensive experience. Some 1,500
people sign up each year.
CMO REPORT
23
INFOGRAPHIC
$4,698
FACTORY OPTIONS
We live in a world of brand extensionsespresso machines from Starbucks, cooking utensils from the Food
Network. Theres little wonder why. Parallel products launched under a major brand name can generate
both revenue and increased visibility. In recent years, luxury auto brands have gotten in on the act. Its a
good way to give people a chance to buy into a little bit of the dream, explains Martyn Tipping, principal
of brand-extension firm Tipping Gardner. You might not be able to buy a Tesla, but, hey, for $15 you can
have Tesla golf balls. Fair enough. Tipping is quick to point out, though, that some extensions are just
gimmicky, and may do more harm than good. If it doesnt get buzz to do anything to reinforce
the brand, it may be an extension too far, he says. Here, some of the wares hawked by pricey
auto brands and our take on them. Robert Klara
PORSCHE
Quite apart from

luxury cars, Porsche
has made a respectable name for
itself in the design world. This office
chair ($4,698) promises that sports
car feeling, even if youre only
speeding across your cubicle.
$5,500
$37,995
BENTLEY
You could argue that the legendary British

automaker is grooming the customers of
tomorrow with this limited-edition Bentley
Blower for tots ($5,500). Those with a bit
less liquidity might like a backgammon
set ($3,980) or a candle ($87)which, by
the way, smells like vanilla and patchouli,
not petrol and axle grease. Tipping says
this stuff is just luxury for luxurys sake.
If youve got four grand for a board game,
you might as well just buy the Bentley.
24
ROLLS-ROYCE
This English picnic hamper

(a tie-in with this quaint idea
of motoring, Tipping says) is
intended as a high-end accessory
for your Rolls. And if you can
afford the $37,995 it goes for,
theres a good chance you have a
Wraith in the driveway already.
CMO REPORT
$82
TESLA
Tipping points out that golf balls from Tesla

($65) can function like an NPR tote bag: You
could make a value statement on the golf course:
I care about the environment. The product had
been discontinued as of press time, but there were
plenty of Tesla T-shirts and iPad sleeves left.
MASERATI
If you cant quite swing the $70,600 for a basic 2016 Ghibli,
Maserati has plenty of other ways to take the brand home,
including these orange Town Shoes ($275), a Fuoriclasse watch
($351) and a laser-cut desk lamp ($1,704). How many of these
goods reinforce the exclusivity of Maserati?
LAMBORGHINI
When you mention Lamborghini, an

espresso machine ($2,200) probably
isnt the first thing to pop into ones head.
What theyre really selling is a luxurious
Italian lifestyle, says Tipping. But a
T-shirt and blingy Beats headphones?
Even at $82 and $181, respectively, they
merely serve to cheapen the brand.
JAGUAR
Sure, this
Heritage Toy
Bear ($40)
comes with cool
racing goggles,
but its hard to
see how stuffed
animals whisper
luxury to the
would-be car
buyer.
$351
25
CMO REPORT
BRAND FACE-OFF
PEP BOYS VS. JIFFY LUBE

Chances are youve had Pep Boys or Jiffy Lube change your cars oilboth chains are vying to be your one-stop shop
for auto needs. Now that Carl Icahns Pep Boys acquisition is complete will competition heat up? Kristina Monllos
PEP BOYS
JIFFY LUBE
FULL NAME
FULL NAME
The Pep BoysManny, Moe & Jack
Jiffy Lube Inc.
FOUNDED
FOUNDED
1921, Philadelphia
1979, Houston
SLOGAN
SLOGAN
Trust the boys to get you there.
Leave worry behind.
HOME BASE
HOME BASE
Philadelphia
Houston
NUMBER OF LOCATIONS
NUMBER OF LOCATIONS
801
2,000
2015 REVENUE
2015 REVENUE
$2.1 billion
$1.05 billion*
*A S U B S I D I A R Y O F T H E S H E L L O I L C O M PA N Y
AGENCY OF RECORD
MullenLowe
SNAPSHOT
Though the companys official name suggests that three
men founded Pep Boys, it was actually the brainchild of
four Navy friends (there were two Moes) who witnessed
the burgeoning auto market and saw an opportunity. Now,
with over 800 locations in the U.S. and Puerto Rico, the
company is known for more than just servicing cars and
selling auto parts. In recent years the companys focus has
been to improve customer service. It makes sense then
that Pep Boys is cribbing from high-end car dealerships by
offering amenities like customer lounges with free Wi-Fi.
The effort seems to have paid off, drawing big names like
Carl Icahn into the fold. In late 2015 the billionaire won a
bidding war for the company, beating out Bridgestone, in
an effort to expand his auto business portfolio.
26
AGENCY OF RECORD
JWT Atlanta
SNAPSHOT
Since it was founded in 1979, Jiffy Lube has worked to
redefine how people think about oil changes, making
them easier and faster for consumers via a host of
innovations. The company was the first to offer the
drive-through service bay, as well as the window sticker
to remind customers of their next due date. Jiffy Lube
also created the first nationwide database of customer
information, meaning that the chains customers could
go to any location and still access their service records.
In the 1990s, it was acquired by Pennzoil-Quaker State
Co., which was then bought by Shell Oil in 2002. Though
Shell owns Jiffy Lube the corporation, its franchises are
locally owned across the U.S.
Perspective
ON THE ORIGINS OF BR ANDS AND THE PEOPLE WHO BUILD THEM
SWIPE 29 // PORTRAIT 31 // SPACES 32 // INFO DIET 33 // LOOK BACK 34
THE SEAL
THE LOGO
Its the all-important

Olympic rings that
denote official merch.
While Ralph Lauren is
a domestic sponsor,
not a worldwide one,
it still gets to use
those famous rings.
Heres where Ralph

Laurens sponsorship
investment pays
back: The Polo
logonice and big
instantly identifies
the brand and is
visible on TV, too.
Olympic
swimmer
Ryan Lochte
THE BOTTOMS
THE
ACCESSORY
The logistical beauty

of RLs Olympics
designs is that many
of them resemble
the clothes RL sells
anyway, like these
white twill cotton
shorts ($98.50).
Still another
opportunity to use
the national colors,
this belt will be worn
by Team U.S.A. in
the games closing
ceremonies. It can be
yours today for $98.
PHOTO: COURTESY RALPH LAUREN
BRAND NAME
Olympic
swimmer Haley
Anderson
Team U.S.A.s Uniforms

FOR TWO WEEKS, THEYLL BE THE MOST VISIBLE CLOTHES
ON EARTHAND GOLD-MEDAL MARKETING FOR RALPH
LAUREN. BY ROBERT KLARA
27
BRAND NAME
2008 BEIJING
2 0 1 0 VA N C O U V E R
Team efforts
Saving for variants
like the Chinese
characters on the
Beijing uniforms,
Laurens designs
follow (pretty much
by necessity) the
same color and
style motif.
I
Game boys A sketch
of the 2016 closing
ceremony outfits.
Burned by the madein-China debacle of
2012, Ralph Lauren has
taken pains to publicize
the fact that the
Olympic line is made in
America. In fact, RL has
partnered with 40 U.S.
firms to manufacture
the collection.
28
t really wasnt Ralphs fault.

Last week, right after Team U.S.A.
took to Twitter to release a photo of what
its 2016 Summer Olympics uniforms
would look like, the pundits pounced.
Their fashion sense was offended,
apparently, by the effect created by the way the
Navy blazer (designed, along with the rest of
Team U.S.A.s gear, by Ralph Lauren) closed
over the red, blue and white-striped crew neck
beneath. It looked, cried the offended, like the
Russian Federations flag.
R we cheering for #Russia since our uniform
contains the #Russian flag? pondered one
grouser on Twitter. Another opined that the
American teams uniforms must have been
Kremlin-approved.
And we laughed. But again, it really wasnt
Ralphs fault. After all, theres only so much
that can be done with a red, white and blue
color scheme. And just for the record, there are
21 countries whose flags share those colors,
including France, Nepal and Cuba.
And howd all this go down at Ralph Lauren
headquarters? We dont know, but heres a
wild guess: They probably dont care. And they
shouldnt. Because the contract to design Team
U.S.A.s uniformsone that Ralph Lauren has
had a lock on for five Olympics nowis one of the
best gigs a brand can get.
This is a brilliant marketing strategy thats
worked well for them since 2008, said Chuck
Gilman, CEO of Gilman Licensing Associates,
which has worked with brands including
2014 SOCHI
Fast Facts
1896 First modern

Olympic games.
2008 Ralph
Laurens first
U.S.A. team
uniforms.
1,100 Athletes
Ralph Lauren will
make clothes for.
$500m Total
amount of Sochi
2014 merch sold.
Timberland, DKNY, Lucky, and Under Armour.

Why do they do it? For the exposure on TV all
over the world. Its quite possible that theyd pay
less for an Olympic license than for a 30-second
Super Bowl adand the exposure is greater.
No kidding. When Team U.S.A. marched
into Maracan Stadium wearing their Ralph
Lauren threads, an estimated 3 billion people
were watching on their TV sets. For the Beijing
Olympics, the audience was 4.7 billionroughly
two-thirds of the planet. Can you get better
exposure for a brand? Uh, not really.
Gilman also points out that outfitting the
American team is a perfect brand extension for
Ralph Lauren, whos been using the Stars and
Stripes as a favored motif for years now anyway
and has built his entire business on reprising
the classic American Ivy League look. If theres
any world-recognized brand associated with
America, its Ralph Lauren, Gilman said. And
its brilliantly executed at all levels.
Well, almost. There was that embarrassing
little problem with the London Games in 2012:
Team U.S.A.s uniforms had been manufactured
in China. The brand quickly fixed that. (Hickey
Freeman, one of RLs 40 partners, sewed this
years duds in Rochester, N.Y.)
And what about the actual sales of the Team
U.S.A. itemsthat $65 hoodie or $165 team
polo? Sure, some people will buy them, but sales
of those product dont really move the needle
for a $7.5 billion brand, Gilman said. Basically,
Ralphs reason is marketing, marketing,
marketing.
P H O T O : I L L U S T R AT I O N , T E D D Y B E A R : C O U R T E S Y R A L P H L A U R E N
2012 LONDON
S W I P E | H E R E T O D AY, B O U G H T T O M O R R O W
Float On
SUMMERS MOST INSTAGRAMMED POOL

ACCESSORY GETS AN ARTISTIC UPGRADE.
BY EMMA BAZILIAN
Gray Malin x Funboy Swan Float $128
If youve been anywhere near social media over the past few summers,
youve probably seen your fair share of Hamptons party goers, wouldbe style bloggers and A-list celebrities (RIP, Taylor + Calvin) lounging
atop giant inflatable white swans. You can stand out from the rest of the
Insta crowd with Funboys limited-edition version of the ubiquitous
float, hand-screened with photographer Gray Malins aerial image
of Australias Bondi Beach. As an added bonus, youll be doing some
good. Thanks to Funboys partnership with charity organization
RainCatcher, the sale of each float provides one person with a year of
clean drinking water. Buy it: funboy.com
P H O T O : C O U R T E S Y F U N B O Y. C O M
Rihanna has been

spotted on this
float.
29
Inspired by the
wallpaper at the
Beverly Hills Hotel
RELAX
Made in the Shade
Frontgate Carousel Umbrella $995

Add some bohemian flair to your outdoor living space with
this fun patio umbrella. The 9-foot wide octagonal canopy
is made from stain-resistant canvas and trimmed with
fade-resistant tassels, while vents at the top allow hot air
to circulate so you wont get overheated.
Buy it: frontgate.com
NAP
Catch Some Zzzs

Sant and Abel Mens Sleep Shorts $134 Slumber in style with a pair of
tropical print shorts from Australian sleepwear brand Sant and Abel. The
design is based on the Beverly Hills Hotels iconic Martinique banana leaf
wallpaper. Buy it: shop.dorchestercollection.com
Turns into
a drink
dispenser
TECH
Tapped Out
Watermelon Keg Kit $20
Looking to impress guests at your
next party? With this easy-touse watermelon keg-tapping kit,
you can transform summers
favorite fruit into a multipurpose
drink dispenser thats perfect
for cocktails, lemonade or any
beverage you can imagine.
Buy it: uncommongoods.com
DRINK
Pill Popper
Ban.do Chill Pills iPhone Case $32
Need a little reminder to slow down?
This three-dimensional iPhone case
will do the trickand keeps your
technology safe with its soft but
tough silicone exterior.
Buy it: nordstrom.com
BEACH
Spread Out
John Robshaw Alabat Beach Towel $80
Bring textile designer John Robshaws signature
global flavor to the beach with this colorful,
oversized towel. The geometric pattern was
inspired by the traditional weaving techniques of
Mindanao in the Philippines.
Buy it: johnrobshaw.com
30
Contrasting
tassels
P H O T O : U M B R E L L A : C O U R T E S Y F R O N T G AT E . C O M ; S L E E P S H O R T S : C O U R T E S Y B E V E R LY H I L L S H O T E L ; C H I L L P I L L S I P H O N E C A S E , A L A B AT B E A C H T O W E L : C O U R T E S Y N O R D S T R O M ; F R U I T K E G : C O U R T E S Y U N C O M M O N G O O D S
SWIPE
PORTRAIT
AGENCY
NGL Media
P H O T O : J A R E D C A S TA L D I
THIS BRANDED CONTENT SHOP CO-FOUNDED BY JOHN LEGUIZAMO

RELIES ON A DEEP UNDERSTANDING OF CULTURAL NUANCES TO
TAILOR CONTENT FOR LATINO AUDIENCES. BY LAUREN JOHNSON
Specs
Who (L. to r.)

President Ben
DeJesus, partner
John Leguizamo,
CEO David Chitel
and COO Ben Leff
What Branded
content studio
Where New York
In response to the recent explosion in branded content firms, actor John Leguizamo and
media veteran David Chitel in 2013 launched their own company, New Generation Latino
Media (NGL). With the mission of helping brands target the Hispanic market through digital
video, the New York-based shop works with clients including Procter & Gamble, Ford Motor
Co. and Amtrak. NGL creates and distributes sponsored content across Latino-oriented
websites using proprietary technology that serves video in ads. For the P&G program
Orgullosa, NGL produced 20 videos that told the stories of nine inspiring Latinas, including
actresses Gina Rodriguez and Dascha Polanco. Latinos are over-consuming digital content
in general, Chitel explained. Based on the way that we cast it, thematically approach it and
distribute the content, it is very much geared toward this audience.
31
S PACE S
1
The Creative
Living Room
2
4
6
Tampa
22 SQUARED
22squared
Tampa
Tampa
Tampa
22 SQUARED
22 SQUARED
22 SQUARED
IT TOOK A (LOCAL) VILLAGE TO MAKE THIS

AGENCYS NEW TAMPA DIGS FEEL LIKE HOME FOR
ITS 125 EMPLOYEES. BY CARRIE CUMMINGS
Throughout 22squareds 90-year history, the full-service agency whose

roster includes Baskin-Robbins, Publix and Southeast Toyota has always
remained independent. Although the shop is headquartered in Atlanta, it has a
commanding presence in Tampa, Fla. After 22 years in the same location, the
Tampa office moved across town, enlisting design firm Associated Space Design
to whip up its new digs. It was crucial that this was a Tampa-led, Tampainspired space, said 22squared chief administrative officer Mike Grindell. All of
22squareds design partners were local Tampa companies, other than national
suppliers like Knoll. Lighting was the easy part: the large windows throughout
the space take full advantage of the sunlight and Tampa scenery. As for
impressing those top-shelf clients, the Creative Living Room (pictured above) is
where new business meetings and pitches take place.
32
1 The Sandbox is meant to invoke a

childhood feel, where we all first
learned how to be creative, said
Grindell. 2 The new space in Tampa
makes sure to incorporate elements
from the original office where bottle
caps were collected at every town
hall meeting. 3 The 22squared
family remembers their dear friend
and colleague, Brittney Fox Watts,
with a replica of her bike, said
Grindell, which represents her love
for adventure and free-spirit nature.
4 The hanging chairs are one of
many nontraditional seating options
in the office. Other seats available:
hammocks, bean bags, poofs and
womb chairs. 5 One wall is made of
reclaimed cigar molds and covered
with box tops. 6 The kitchens tap
serves up local brews.
PHOTOS: DANA HOFF
OFFICE VISIT
INFO DIET
to me, and as somebody who tours
doing stand-up, I would say its the
primary way that people find out if
Im performing in their city.
Whats on your reading list? Noah
Hawleys Before the Fall. Hes the
guy who writes Fargo, and I just love
Fargo so much. This guy writes every
episode of Fargo, and then he pumps
out a massive novel. I mean, thats
just insane. Were going to eventually
find out that theres two or three
Noah Hawleys.
What TV shows do you watch?
Its embarrassing. I consume so
much television. Id say Game of
Thrones, People vs. O.J., really any
kind of hour drama. We havent done
The Americans yet, and Ive heard
thats great. But I have a stand-up
bit on thisyou just get sucked in.
Im envious of my friends who dont
participate in the kind of bingeing
that everyone else seems to do. Its a
huge assignment that we undertake.
Whats the last thing you binged
on? We just watched Stranger
Things. There are times when you
watch a television show and you
think, Oh my gosh, were seeing a
new star for the next 40 years, and
[12-year-old actress Millie Bobby
Brown, who plays Eleven] is that
good. It reminded me of watching The
Professional when Natalie Portman
was a kid and just thinking, Shes
going to be a star.
I read that youve starred in over
200 TV spots. Is that true? It might
even be more than that. I started as
a copywriter [at Ogilvy] and I was
doing stand-up, and I knew I wanted
to stay in New York City and develop
therea lot of my friends were
doing road gigsand I was really
lucky that I started getting all these
commercials. I really just embodied
the dumb, suburban dad.
INTERVIEW
Jim Gaffigan
P H O T O : M AT H I E U Y O U N G
THE COMEDIAN AND SITCOM STAR TALKS

STRANGER THINGS, FACEBOOK LIVE AND HIS
FAVORITE TV CAMPAIGN. BY EMMA BAZILIAN
Whats the first information
you consume in the morning?
Definitely my iPhone, and usually one
of those New York Times alerts that
scares the hell out of me. But Twitter
is where I get all my news, really. Id
like to be somebody who gets the
Times delivered and sits back and
sips coffee, but, then again, Im also
somebody that doesnt really get up
in the morning because I dont have to.
What other social platforms do

you use? I have a Facebook fan page,
and my wife and I have been using
Facebook Live a fair amount when
were on tour. After a show, well go
out to dinner and do a Facebook Live
and talk about the upcoming episode
of The Jim Gaffigan Show. And I use
Snapchat, but I have no idea really
what its about. And Instagram, too.
Social media has been very good
Specs
Age 50
Claim to fame
Star and cocreator of The Jim
Gaffigan Show on
TV Land (Sundays,
10 p.m.); currently
appearing in the
Fully Dressed Tour
Base New York
Twitter
@JimGaffigan
Whats the most memorable

campaign youve done? I did this
campaign for Energizer 20 years
ago that never aired. It was mostly
improvised. I played a guy who
dressed like the Energizer Bunny and
was going to replace the Energizer
Bunny if he ever ran out of steam.
We essentially improvised different
scenarios over three daysit was so
much fun. I remember thinking, This
is going to be the campaign that
lets people see what I can do, and
of course it never aired once. I think
they tested it and people thought
that I was, like, insane. But that was
just the most fun campaign.
33
LOOK BACK
TELEVISION
1973
The Hollywood Squares
As we get set for yet another iteration of the game show The Hollywood Squares (this fall, VH1 and rapper Ice Cube will debut a
hip-hop version), the programs original run on NBC, from 1966 to 1981, remains a singular TV classic. Of all the stars of the day
who took a seat in the outsized tic-tac-toe board, the biggest of all was Paul Lynde. As center square, Lynde was a fan favorite
thanks to his snarky wit and often inappropriate answers. (In one famous question-and-answer round, Lynde, when asked
to name something thats wasted on children, shot back: A whipping.) In later versions, Joan Rivers and Whoopi Goldberg
occupied the coveted center slot, but nobody could ever quite match Lyndes comic genius. Carrie Cummings
PHOTO: NBC/GETTY IMAGES
FACT
Peter Marshall
was the shows
longtime host,
but Bert Parks
helmed the pilot.
Adweek (USPS 458870, ISSN 1549-9553) is published weekly except three issues in January, November, and December; four issues in February and May; and two issues in July and August. Publisher is Mediabistro Holdings, LLC, 825 Eighth
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34
MEET THE PEOPLE

WHO CHALLENGE US
Join brilliant speakers like Brian Ellner, Luvvie Ajayi, Mailet Lopez
and Terry Young on September 20 for:
Brian Ellner
GM for Corporate &
Public Affairs, Edelman
The 10th Annual ADCOLOR Conference at the Boca Raton

Resort & Club, FL.
For one immersive day, these innovators, experts and thought
leaders will show us how our differencesour race, gender, sexual
preferences and abilitiesstrengthen our work.
Luvvie Ajayi
Writer,
AwesomelyLuvvie.com
This year, ADCOLOR is asking you to Challenge Now.

Culturally, politically, socially and economically, the world is
changing. Conversations about our differences are happening
globally with reactions ranging from openness to fear. Theres
never been a better time to take action, to change the mind-sets
of our friends, colleagues and leaders and to positively affect
our future.
Mailet Lopez
CEO & Founder,
IHadCancer
Co-Founder,
Squeaky.com
We cannot wait. We must Challenge Now. Challenge ourselves to

recognize and overcome our own social bias. Challenge others to
move away from legacy thinking. And challenge the status quo by
taking action. Be bold. Speak up. Challenge Now.
To register, visit adcolor.org.
Terry Young
Founder & CEO,
sparks & honey
standup2cancer.org
#reasons2standup
#su2c
ASTRAZENECA, CANADIAN BREAST CANCER FOUNDATION, CANADIAN IMPERIAL BANK OF COMMERCE, CANADIAN INSTITUTES OF HEALTH RESEARCH,
CANCER STEM CELL CONSORTIUM, LILLY ONCOLOGY, FARRAH FAWCETT FOUNDATION, GENOME CANADA, LAURA ZISKIN FAMILY TRUST,
NATIONAL OVARIAN CANCER COALITION, ONTARIO INSTITUTE FOR CANCER RESEARCH, OVARIAN CANCER RESEARCH FUND ALLIANCE,
THE PARKER FOUNDATION, ST. BALDRICKS FOUNDATION, VAN ANDEL RESEARCH INSTITUTE
STAND UP TO CANCER IS A PROGRAM OF THE ENTERTAINMENT INDUSTRY FOUNDATION (EIF), A 501(C)(3) CHARITABLE ORGANIZATION. IMAGES FROM THE STAND UP TO CANCER 2012 AND 2014 SHOWS.
THE AMERICAN ASSOCIATION FOR CANCER RESEARCH (AACR) IS STAND UP TO CANCERS SCIENTIFIC PARTNER.

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THE VOICE OF MEDIA | AUGUST 8-15, 2016

PEP BOYS VS.

September 14 & 15, 2016, Cologne

From August 30 From September 06

dmexco Conference 2016

Meredith Kopit Levien

Further Top Speakers: dmexco.com/speakers

Marketing chief Uwe Ellinghaus reflects on

Makers of high-performance autos

TESLA: THE GOLF BALL

From Porsche desk chairs to Maserati

Pep Boys and Jiffy Lube go

ADWEEK | AUGUST 8, 2016

The next issue of

Saatchi & Saatchi chairman Kevin Roberts may believe the

AUGUST 8, 2016 | ADWEEK

COMING SOON: 2016 HONOREES

When Will Retailers

NEW RESEARCH SUGGESTS THAT MERCHANTS ARE LOSING OUT ON

ttention retailers: Theres

6 Will retailers wake up to what

Juice and Dominos are notable names

3 Buffalo Wild Wings

4 OReilly Auto Parts

5 Bath & Body Works

7 Marketers use museums to

post in the apps parlanceto friends while

8 Post-Pokemon Go, augmented

9 Time Inc.s digital chief Jen

TRENDING | THIS WEEKS INSIGHTS

Tour the Brand

WHY MARKETERS LIKE

ADWEEK | AUGUST 8, 2016

force behind Land OLakes newly

Land OLakes Museum

Museum of Ice Cream

The replica of Jerry

Cheetos Museum Frito-Lay

AS POKEMON GO USHERS AUGMENTED REALITY INTO THE

ntil Pokemon Go became a

While marketers like Porsche are focusing

amount of ad-supported AR at The Weather

AUGUST 8, 2016 | ADWEEK

studio that still has a sense of each

ADWEEK | AUGUST 8, 2016

In addition to overseeing Time

Bio Time Inc. digital president Jen

Weve also seen a lot of publishers

is carts and mobile web checkout. A

THE NEXT GREAT STORYTELLING CANVAS WILL

reimagine the future of storytelling

interest in the space was Facebooks

advantages. That said, establishing

Claim to fame Gian LaVecchia,

AUGUST 8, 2016 | ADWEEK

All shapes and

Top performing brands on and offline

13. The Home

There has been large

INFOGRAPHIC: CARLOS MONTEIRO

ADWEEK | AUGUST 8, 2016

SOURCE: ENGAGEMENT LABS

DEUTSCHS CCO ON DIVERSITY,

So how should agencies