AGENCY, CLIENT & STAFF OVERVIEW

CONTACTINFO

720 California StreetSan Francisco, CA 94108P: 415.392.0669F: 415.955.6296goodbysilverstein.com

Rob Smith, Director of New Business Development/Associate Partner (primary contact)rob_smith@gspsf.comW: 415.955.6073M: 415.254.3758

Meagan Phil l ips, Agency Communications Coordinator (secondary contact)meagan_phil l ips@gspsf.comW: 415.955.4533M: 650.346.3944

GOODBY SILVERSTEIN & PARTNERS

OUR CLIENTS

We are a ful l-service agency and capable of performing al l services in-house—creative, media planning and buying, strategic planning, account management, online and off l ine production, etc. Nineteen of our cl ients consider us their AOR.

CA Fluid Milk Processor Board (got milk?) 1993Hewlett-Packard 1996Dreyer’s Inc. 1998Special ized Bicycles 1999Netfl ix 2000Adobe Software 2001Häagen-Dazs 2003Comcast 2005Doritos/Frito-Lay 2006Foster Farms 2006Sprint 2007Commonwealth Bank of Austral ia 2007National Basketball Association 2007Cheetos/Frito-Lay 2007Tostitos/Frito-Lay 2008Nintendo/Wii Fit 2008Dropps 2009

Dickies 2009Yahoo! 2009AIDES 2010Chevrolet 2010American Rivers 2010Reputation Defender 2010Women’s Tennis Association 2011BevMo! 2011SONIC 2011Ruffles/Frito-Lay 2011Google 2011Chanel 2011

CLIENT LIST

Although we are a ful l-service agency,when it is more suited to our cl ients’ needs, we do outsource to trusted third-party vendors.

OUTSOURCING/PARTNERSHIP

THESTAFF

ACCOUNTMANAG E M E NT & OPE RATIONS

Account Management is responsible for understanding business goals and

the competitive landscape, and for offering strategic insights. Account

Operations is the central hub for creative execution and delivery.

PRODUCTIONB ROADCAST, PR I NT, I NTE RACTIVE

Management of the development of television, radio, print (OOH, magazine,

ROP, etc) and digital (banners, sites, OOH, etc) materials. Their main function

is to act as l iaisons between the creative team and outside vendors.

STRATEGYB RAN D, COM M U N ICATION, R ESEARCH, ANALYTICSIntegrated strategic group providing creative inspiration,strategic and marketing counsel, media planning and buying, reporting, forecasting, and analysis.

CREATIVEM U LTI D ISCI PLI NARYCreation of work across all media. From copywriters to art directorsto designers to 3D animators we employ a variety of creative typeswho come from various backgrounds.

BUSINESS PROBLEM

COMPANY CULTURE

The agency was founded in San Francisco in 1983, originally under the name Goodby, Berlin & Silverstein. In January 1992 Omnicom Group Inc.,our major shareholder for three years, purchased the remainder of the agency’s stock. In 1994 the agency’s name changed to Goodby, Silverstein & Partners.

We are 800 employees big (or small, depending on your perspective and which day of the week it is) . We work with a wide range of clients that includes got milk?, Hewlett-Packard, Frito-Lay, Sprint, Nintendo, Chevrolet, the National Basketball Association, Netflix, Adobe and the Commonwealth Bank of Australia.

Without wishing to toot our own horn too much (but, OK, just a little) , the agency is one of the most awarded creative agencies in the world, having been named “Agency of the Decade” by Adweek magazine in 2009 and repeatedly cited as “Agency of the Year” by advertising-industry trade publications such as Adweek, Advertising Age and Creativity magazine.

COMPANYBACKGROUND

We have often been credited with being the first blue-chip national agency that successfully made the transition from print and television creative to digital, and we have been named “Digital Agency of the Year” twice by Advertising Age and the One Club. And although everybody tries not to remind them too often, Jeff Goodby and Rich Silverstein were also named Adweek magazine’s “Executives of the Decade” in 2009 and honored with a CLIO Lifetime Achievement Award in 2010.

So much for awards, gongs and trophies. They make us proud. But the thing we are proudest of is our ability to “get it right.” By that, we mean our ability to create communications that get noticed, understood, appreciated, passed along—and that get results. The facts show that we have a more consistently high batting average of “getting it right” than any other agency in America. We’ve been lucky enough to grow when others haven’t. We have repeatedly won Effie awards for the effectiveness of our work.

It’s not an easy thing to do, and we’re very far from perfect. No agency ever is. But if we were asked to say why we’ve been fortunate so far, here are some of the key advantages we feel we have over other agencies that help us to be more right and less wrong more of the time.

KEYADVANTAGES

WE ARE TRULY

INTEGRATED.

Most agencies claim

integration, but if you look

behind the curtain, they are

often still made up of

separate, warring fiefdoms.

We are truly “all in it

together”—not just within

the agency but with our

clients as well. We can

make an idea bigger and

make the money go further.

That’s critical in today’s

difficult economy.

INTEGRATEDWE HAVE AN

UNBEATABLE ARRAY

OF TALENT.

The old maxim about

“success breeds success”

is true when it comes to

recruiting and attracting

talent, and we’ve been

consistently able to hire the

best and brightest.

Although other agencies

may try to follow strategic

and creative game plans

that are similar to ours, we

know that with this level of

talent we can out-think and

out-execute them.

TALENTEDWE WERE ONE OF

THE FIRST AGENCIES

IN THE U.S. TO “GET”

PLANNING, AND WE

DO IT BETTER THAN

ANYONE ELSE.

Chiat/Day beat us by a

year or so, but we

embraced planning early

and have continued to

embrace, upgrade and

evolve it ever since. In

combination with our

Communications and

MediaPlanning group,

the Strategy group at

GSP is rated one of the

best in the country—

which makes it one of

the best in the world.

ORGANIZED

Hopeful ly, the benefi t of al l these things to our cl ients is self-evident. Getting results is what it ’s all about—and getting

those results with the highest degree of certainty and a minimal degree of angst frees up our cl ients to devote more

t ime and resources to other areas of their business.

WE NEVER

STAND STILL.

Many agencies are

reluctant to change once

they hit their stride. But the

world and our clients’

businesses are constantly

changing, and we are

always on the lookout for

how to do things even

better in response to, or—

better yet—in anticipation

of, those changes.

EVOLVEDWE’RE FANATICAL

ABOUT EXECUTION.

It’s one thing to have a

great idea, but it’s another

to be able to bring that idea

successfully to life in

production. We are master

craftsmen, and we pay

meticulous attention to the

details of getting things

right in production.

PERFECTED

WE’RE NICE.

Honestly. We are. It

matters. Agencies take

themselves too seriously

and forget how to be

human. They lose touch

with how consumers live

and think. They lose the

ability to feel and share

their clients’ hopes, fears

and needs. We like to

listen, we like to joke and

we can take criticism. And

we like to acknowledge

that there are things more

important in life than

advertising. All of which

actually helps us to be

better at advertising.

NICE.

A WEST COAST

AGENCY?

WE’RE ACCUSTOMED TO WORKING FROM A DISTANCE.

We believe that being on the West Coast gives us perspective. We tend to look to Sil icon Valley as our reference rather than simply other advert ising agencies. In fact, we’re much more a part of “Madison Valley” than “Madison Avenue.”

But the advantage of being based in San Francisco has also meant that travel to our clients has been built into the DNA of the company. Collectively, we clocked up over 15 mil l ion air miles last year alone. In fact, more than half of our client base—the half that accounts for over 80% of our media bil l ings—falls outside of our t ime zone. Some of these fall outside of the country.

Should we be fortunate enough to work with you, we wil l ensure that distance isn’t an issue in our relationship in a few ways:

“We really don’t feel that the agency is 19 hours away. Yes, there is a huge t ime difference between Sydney and San Francisco; that is undeniable. But I think we work with Goodby Silverstein & Partners in much the same way we work with any agency locally. I think that we have put in place enough discipl ine and processes in the way we work with the agency to make sure that i t ’s a very easy relationship to work through.

We’ve put in place technology. We have almost l ive video streaming that makes that communication process a real ly easy thing to do. So I don’t real ly feel that t ime or distance has become a barrier for working with an agency in another part of the world.”

—MARK BUCHMAN CMO, COMMONWEALTH BANK OF AUSTRALIA

Goodby Silverstein & Partners wil l make sure you have agency presence in Jersey City (or Omaha) during the init ial ramp-up period of our working relationship.This consistent presence at the onset of our relationship wil l not only ensure that we are able to most eff iciently learn the inner-workings of your business, but also it wil l set the stage for a more personal and enduring partnership.

ON-SITE PRESENCE TO KICK OFF RELATIONSHIP

We know that physical ly being together is crucial to the success of any relationship. We’ve seen success with standing, regular face-to-face meetings with many of our cl ients. For instance, with Sprint, we meet on a bi weekly basis and rotate the hosting duties. This gives us the abil i ty to see each other on a regular basis as well as certainty and peace of mind on those days when we hold key meetings and creative reviews.

FACE-TO-FACE MEETINGS

It goes without saying that technology is a huge player in breaking down the barrier of distance. For our Chevy cl ient (based in Detroit) , we’ve developed a robust technology suite to maintain face-to-face contact, albeit in the virtual sense:

We instal led four state-of-the-art, high-definit ion videoconference hubs within our agency and worked with Chevy’s IT department to ensure a similar setup and compatibi l i ty on their end. This wil l al low for crisp visuals of each other and real-t ime data-sharing capabil i t ies.

We purchased LifeSize LG Executive desktop devices that al low for direct desk-to-desk communication between our agency and our key cl ient contact.

Within the above systems, we’l l enable access to meetings via iPad, iPhone or Android smart tablets for convenience on the go.

TECHNOLOGY

CORE AGENCY TEAM

Jeff Goodby is co-founder and co-chairman of Goodby Silverstein & Partners in

San Francisco, the company that Adweek Magazine recently chose as Agency of

the Decade. GSP has also been named Agency of the Year in Advertising Age,

Adweek, and Creativity magazines several t imes each, and has also been selected

as Digital Agency of the Year in Advertising Age, Business 2.0 and by The One

Club. The firm is widely acclaimed for most successfully integrating traditional

and digital media arts. Many of GSP’s campaigns—got milk?, the Budweiser

Lizards, Hewlett-Packard’s “Invent,” the National Basketball Association’s “I Love

This Game” and the E*TRADE chimpanzee, among them—are in the permanent

collection of the Museum of Modern Art in New York. The got milk? campaign

Goodby originated has spawned hundreds of imitators that are now listed in

several places online. In 2002 Goodby served as the president of the Cannes

Advertising Festival and has been head of the prestigious Titanium Jury. He has

also chaired judging for the ANDY’s and the One Club. In 2010 Adweek named

him, along with Rich Silverstein, as Executives of the Decade. The two of them

were key players in the 2009 industry documentary Art & Copy.

Goodby grew up in Rhode Island and graduated from Harvard, where he wrote for

The Harvard Lampoon. Three years were spent as a polit ical reporter in Boston.

He began his advertising career at J. Walter Thompson and was lucky enough to

meet the legendary Hal Riney at Ogilvy & Mather, whom he sti l l thinks of as his

mentor. It was with Riney that Goodby learned his reverence for surprise, humor,

craft and restraint. He continues to believe that his success is a happy confluence

of his mother, a painter; his father, a Wharton graduate; and his family, a constant

reminder of irony and humility. Goodby is also a director, printmaker and i l lustrator

whose work has appeared in TIME and Mother Jones. Two commercials he directed

were selected to be among the top 30 advertising fi lms of the 1990s by The One

Club of New York. The website based on his “Poemhouse” installation (poemhouse.

org) in St. Helena, California, has received thousands of visitors. In 2006 he was

inducted into the Advertising Hall of Fame.

Jeff l ives in Oakland, California, with his family, a dog, a cat, a rabbit, three horses

and probably some other things he doesn’t know about.

GOODBYSILVERSTEIN

JEFF GOODBYCO-CHAIRMAN/PARTNER

Rich grew up in Yorktown Heights, New York. After graduating from the Parsons

School of Design in New York City, he moved to San Francisco against his

father’s wishes. He worked in one-year increments as an art director for Roll ing

Stone magazine, Bozell & Jacobs, McCann-Erickson, Foote, Cone & Belding

and Ogilvy & Mather, where he met Jeff Goodby and finally settled down.

At GSP, Rich’s taste and enthusiasm infuse everything he does. He has set

a standard of design that has led the agency to compete against the country’s

leading design studios. His advert ising has won every award in the book, from

Gold Pencils to Gold Lions, and, along with his partner Jeff , he’s been named

Executive of the Decade by Adweek. In 2002 he was inducted into the New York

Art Directors Club Hall of Fame and, two years later, into The One Club

Creative Hall of Fame.

Rich is equally passionate about projects away from work, from creating his own

art to visually blogging for the Huffington Post. He served for f ifteen years on the

board of the Golden Gate National Parks Conservancy, where he helped make

them into a brand that is the envy of our country’s park system. He serves on the

board of Specialized Bicycles and the United States Cycling Federation and their

development committee, whose sole mission is to find the next Lance Armstrong.

Rich l ives in Mil l Val ley, Cal i fornia, with his wife Carla Emil . He has two grown

kids, Aaron and Simone, and is the proud grandfather of Maple, Will and Owen.

He considers himself to be extremely lucky to be able to r ide his bike over

Golden Gate br idge each morning.

R ICH SILVERSTEINCO-CHAIRMAN/PARTNER

AGENCYTEAM

After graduating from Queen’s University in

Ontario, Canada, Brian wondered how to best

put his sociology and philosophy degrees to

good use. He thought working in the Canadian

oil business might be the answer. He was

surprised to discover that it was not. After a

year (read: a terrifying winter) , he decided

to leave oil and pursue his MBA at the less

frostbitten University of Arizona. He graduated

in 1996 and has been at Goodby Silverstein

& Partners ever since. He has worked on

a variety of businesses including Polaroid,

E*TRADE, eBay, Häagen-Dazs, Comcast and

the NBA. Along with Todd Grantham, Brian

runs the Account Management department,

overseeing the direction of the department,

managing its people, and training and recruiting

new talent. He continues to stick around GSP

for the people, the work and the philosophy

that good ideas can come from anyone.

BRIAN McPHERSONDIRECTOR OF ACCOUNT MANAGEMENT

ASSOCIATE PARTNER

Rob started his career in the U.K. working for

Telewest around the start of the U.K. cable TV

and telephony boom. After a few years working

with and running the agency relationships, he

realized that his heart lay in the agency world

and moved to Rapier, where he worked with

clients such as Cable and Wireless, eurostar

and Barclays Bank. Within a year, Cable and

Wireless won Integrated Campaign of the

Year—a pleasant, fortunate coincidence. Seven

years at Ogilvy followed (both OgilvyOne and

O&M) , during which he ran first local and

pan-european, and then global, pieces of

business for both IBM and Motorola. He then

rose to Senior Partner and Worldwide Account

Director in the New York office. He finally saw

the l ight and joined GSP. He says he can’t

believe his good fortune to have discovered the

place. In 2007 GSP beat Ogilvy to the Sprint

account, and Rob’s been running it ever since,

leading it to a Cannes Gold Lion for best

integrated campaign for the “Now Network.”

Later, he added Intuit to his roster, and he

recently was asked to lead our new-business

efforts. He l ives in San Francisco with his wife,

Amy, their f ive-year-old son, Ell iot, and his

daughter, Ava, who’s three. If he’s not working,

he’s either running around after two kids or

ideally skiing or playing squash.

ROB SMITHDIR OF NEW BUS DEV.

ASSOCIATE PARTNER

Christ ine had a rocky start in advert is ing.

She started working in media planning

at Foote, Cone & Belding a spl i t second

before the dot-com bust but survived the

tumultuous t ime, launching new products

and brands for Microsoft and Levi Strauss

before moving to GSP in 2004.

At GSP, Chr is t ine oversees s t ra teg ic

communicat ions p lann ing , ensur ing tha t

med ia th ink ing is in jec ted in to the

creative-development process from inception

to execution across al l types of channels.

In 2008 Christine was named GSP Employee

of the Year for her award-winning work on the

Häagen-Dazs Loves Honey Bees and got milk?

campaigns, and for landing a portfolio of

Frito-Lay accounts. Her prize was a crown and

cape, along with a trip anywhere in the world

(her choices: Taiwan, Thailand and Maui) . The

following year, she was promoted to Deputy

Director to help manage and lead the

Communication Strategy department, which

has been MediaPost’s Media Department of the

Year for the last three years.

CRISTINE CHENDEPUTY HEAD OF

COMMUNICATION STRATEGY Derek started his career in direct marketing at

Ogilvy & Mather Direct in London as an account

planner. He was the first account planner in

London to move from a direct marketing agency

to the traditional advertising agency. He moved

from Ogilvy to Bartle Bogle Hegarty (BBH) ,

where he spent the next 13 years of his career

as the Agency’s Deputy Planning Director and

as the Managing Director. Under his leadership

the agency twice won Campaign magazine’s

Agency of the Year award, and grew its income

by 30%. This helped Derek to be featured

in Esquire magazine’s most influential men

under 40 (ahead of Sam Mendes the director,

no less) . Derek joined GSP in 2005 with a

remit to look at the agency with fresh eyes.

He has helped the agency position itself for

the future and has spent a good amount of

t ime restructuring it . He has also continued

his Agency of the Year winning streak (GSP

was Adweek’s Agency of the Year in 2007 and

2008 as wel l as Ad Age’s Digital Agency of

the Year in 2006 and Agency of the Year in

2007) . He works on Nintendo, Foster Farms,

NBA and SONIC, and has responsibi l i ty

for the agency’s strategic functions as wel l

as f inances. He l ives in a house in Tiburon

with his wife, Sarnia, his two daughters,

Mil l ie and Evie and a cat named Teddy.

DEREK ROBSONMANAGING PARTNER

CURRENT STATISTICS

ANHEUSER BUSCH (1995–2008): After being bought by InBev, the client went through a massive corporate structure change, which prompted us to look for other opportunities.

HD DVD (2007–2008): The project was only for one year.

NORTH AMERICAN COFFEE PARTNERSHIP (STARBUCKS/PEPSI) (2005–2007): We couldn’t f igure out how to fulf i l l the desires of two partners with very different tastes. It was better to part ways than to be a frustrated relationship counselor.

GE ECOMAGINATION (2008–2009): We remain in their stable of agencies. Judy Hu, general manager for corporate advertising and marketing communications, loves us and thinks we are indispensable.

HYUNDAI (2007–2009): They decided to take their business to an in-house-run advertising agency owned by none other than the chairman’s daughter.

ELIZABETH ARDEN (2003–2009): The client made their advertising an in-house project.

DENNY’S (2008–2010): We left after a new CEO was hired who suggested a very different plan from the one we thought was right.

QUAKER OATS (2008–2010): Again, the CEO was replaced, and a new day was mandated.

ACCOUNTTURNOVER

ENGAGEMENTS WON IN THE PAST

3 YEARS THAT ARE STILL CLIENTS

Frito-LayDropps Dickies Yahoo!AIDES

ChevroletAmerican Rivers

Reputation DefenderSONICBevMo!

Women’s Tennis Assc.Chanel

DIAMOND FOODS (2003–2010): The client acquired Kettle Chips, creating a confl ict with our Frito-Lay client, so Diamond moved the account.

EBAY (2009–2010): A change in upper management resulted in an agency review. We opted not to participate.

HP EB (1996–2010): This division of HP decided against advertising work. We sti l l retain the majority of the other divisions.

AMERICAN CENTURY INVESTMENTS (2008–2010): They decided that they didn’t want to spend money on advertising after all .

LIPTON (2009–2010): Lipton was realigned into DDB.

KAYAK (2009–2010): A close friend of the CMO opened a new agency, and he moved the business there. Kayak is continuing with the brand positioning and identity we gave them. It was an amicable parting, as they continue to serve as a reference for us.

PEPSICO (Propel/Sierra Mist) (2009–2011): GSP and PepsiCo agreed to a realignment of assignments, with GSP trading beverages for more work on PepsiCo Snacks, specifically Ruffles and all the Frito-Lay digital properties.

INTUIT (2010–2011): A change in management yielded a change in direction, and the client moved to a direct response model with another agency.

LOGITECH (2010–2011): The company changed direction, so advertising was no longer a primary focus for the year, and as a result their needs changed.

QUALIFICATIONS

GSP would be on almost anyone’s l ist of the top creative agencies in the country, most often at or near the top. We have won every major advert ising award, most of them many t imes over. GSP has won 23 Gold Eff ie awards (and many other Bronzes and Silvers) from the American Marketing Association. We have had more f inal ists in the Kelly Awards for magazine advert ising than any other agency in the country. We have won Emmys, Grand Prix at Cannes and numerous Agency of the Year awards from the CLIO Awards, Graphis, One Club, M&Ms and Campaign magazine. In fact, i t ’s safe to say that nearly every year we’ve been in existence, at least one trade outlet has named us the Agency of the Year.

We may be repeating ourselves from the company description earl ier in this RFI. Rest assured, however, you are in trusted (and respected) hands.

SPRINT Sprint is an example of how we delivered a coherent campaign for a number of different products in a notoriously

complicated and consumer-unfriendly category. It shows how a single idea can create fast turnaround for a client with

large work needs. And more importantly, it shows our abil ity to take a fragmented, multidivision corporation and rally

it around a single powerful idea expressed through an integrated campaign.

SPRINT, NOW NETWORK

By the time we started working

with Sprint in 2007, customers

were leaving in droves as a

result of a poorly orchestrated

merger with Nextel. By 2009

customer losses had peaked,

and the business started to

improve. Our task was to find an

optimistic way to unite the new

company around a single idea,

one that differentiated Sprint

from its much larger competitors.

Both AT&T and Verizon outspend

Sprint by 2:1, so we were easily

“out-shouted” when it came to

offering deals and minutes. But

what if we circumvented

“buckets ‘o’ minutes” entirely—

what if we capitalized on Sprint’s

high-speed network credentials

and focused on data? This

second route seemed to promise

greater profit—but how do you

sell “data” when the term doesn’t

mean much and is more readily

associated with geeks than

consumers?

The “Now Network” campaign dramatizes what is happening

right now on Sprint’s network and shows how people are

integrating data applications into their l ives.

Advertising:

By the close of 2010, the “Now Network” widget (we know,

“tech talk,” but it ’s all explained in the video case study)

garnered eight mil l ion site visits and 100 mill ion interactions

with the Flash widgets on the microsites. 37% percent of

consumers recognize the “Now Network” and l ink the tagline

to Sprint (by comparison, only 8% of consumers l ink t“It ’s the

Network” to Verizon, and 14% link “Rethink Possible”

to AT&T) (Sprint Brand Health Monitor, August 2010) .

Brand:

Between 2009 and 2010, Sprint saw a 7.5% increase in

recommendation—the largest gain of any of the major

wireless competitors—while l ikelihood to recommend

Sprint boosted by 12% (Reputation Institute, 2010 U.S.

Reputation Pulse Study) .

Business:

Since the launch of the “Now Network” campaign, Sprint has

seen a steady reduction in churn. In Q2 2010 we were

retaining and gaining almost as many post-paid customers as

Sprint had lost in their worst quarter since its merger with

Nextel in 2005.

For the case study video, please go to:

http://agency.goodbysilverstein.com/td_ameritrade/

casestudyvideos.php

THE PROBLEMWhat became the “Now Network”

campaign is based on two

simple ideas:

1) The new-media landscape

impacts how we build successful

campaigns. We need fully

integrated ideas that work as

well digitally as they do anywhere

else. Campaigns need to engage

and generate word of mouth

across mult ip le plat forms,

without the fundamentals of

the campaign changing as i t

“ jumps media.”

2) As social animals, we all

l ike to feel that we are part

of a bigger conversation. We

become interested in something

when we believe everyone else

is engaged in it . So rather than

explaining “data” to people (a

cold and clinical term at the best

of t imes) , we showed what was

possible on a wireless device

and selected emergent apps l ike

Twitter, Pandora and Zil low to

pique people’s interest.

THE INSIGHT THE SOLUTION

THE RESULTS

CHEVY You’re a financial-services brand, so why do we want to talk about carbon reduction at Chevy? If they’re lucky, brands

mature, with maturity comes the need to set new directions and new challenges so existing and potential new

customers can rethink who you are and what you do. Added to this, GM is a layered and sometimes complex

organization to work through, and the launch of something new required mutual patience and consensus building.

CHEVROLET, CARBON REDUCTION

The background to the init iative was simple, but at the time, painful. With low top-of-mind mention, low consideration and the overhang of the 2009

bankruptcy and federal bailout, Chevrolet needed to create momentum in a new direction in 2010.

We had a great story to tell:

an iconic American brand with

innovative products to discuss.

For example, the fuel-efficient

compact Cruze and the electric

extended-range Volt.

But even with new cars, we also

needed to get the brand back

into the cultural conversation

and convince people to take

a fresh look at Chevrolet. And

despite many years of reducing

their own carbon footprint and

bringing innovations to market,

Chevrolet was not perceived to

be an environmental leader. Old

perceptions sti l l l ingered. We

needed to do something big,

concrete and unexpected to shift

these perceptions.

The diff iculty was in communicating

the idea. Carbon-offset programs

are complex and very diff icult to

explain to consumers. So we

needed to find a compell ing way to

get people’s attention emotionally,

with a blitz across all GM TV

properties in a concentrated

timeframe and then by encouraging

people to find out more online. We

had to get the language right so

people could see the program for

what it was: big, thought-through

and sincere, but only a start in the

right direction rather than “the

solution” to a far bigger problem.

This was meticulously honed by

conducting iterative research

throughout the creative process.

The program had to strike all the

right chords.

We launched the program in November 2010 with online

that drove to a carbon-reduction microsite, launch

television spots and full-page ads in major newspapers.

It was a media blitz, but it was also an idea that caught

the public’s attention. In addition to widespread positive

media and blogger coverage, consumers who saw the

launch communication about the carbon-reduction program

viewed Chevrolet in a very different l ight. Exposure to

the campaign meant that the number of consumers who

viewed Chevrolet as an environmental leader increased

from 27% to a previously unheard and unthought of 72%.

It also guaranteed that more people were now wil l ing to put

Chevrolet in the consideration set for new vehicles.

With the carbon-reduction launch, we arrested attention,

gave people an opportunity to take a fresh look at

Chevrolet, and also gave non-considerers another reason

to think again about an institution that they had bypassed

or even stopped thinking about altogether.

For the case study video, please go to:

http://agency.goodbysilverstein.com/td_ameritrade/

casestudyvideos.php

THE BACKGROUND

THE INSIGHT THE SOLUTION THE RESULTS

THANK YOU