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Beanz

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Ford of Europe had an all-too-familiar problem: the marketing department understood the brand and knew that a great brand was key to business success – but did the rest of the company?

Ford had been through a tough couple of years, with negative press and tough times financially. A turnaround had been achieved – Ford recently reported record third-quarter results – and the brand strategy sought to re-instill pride in the brand. Through ‘‘Feel the
Difference’’, the company sought to make certain that the brand is loved and desired across
Europe.
Apple’s iPod took the world by storm despite the fact that Sony, the manufacturer of the
Walkman, was better placed in this market. Apple achieved this success through technological innovation, striking design and engaging communication campaigns. Ford’s brand strategy sought to achieve similar results.
The manufacturer believed it already had a world-class reputation for its engineering and driving dynamics. To build on this, Martin Smith, executive director of design, began to use the latest European concept cars to introduce the world to Ford’s new design language: Ford
‘‘kinetic design’’. Some of these design elements can already been seen in Ford’s newly released passenger vehicles, including the Mondeo and S-Max. They include a redesigned front, with trapezoidal grilles (or ‘‘mouths’’), a high bonnet and prominent headlights. Now the company believes that a wide range of marketing initiatives, such as sponsorship of
Champions’ League football, is winning new customers to the ‘‘Blue Oval’’.
The company wanted to communicate this message in a credible but engaging way to its internal European workforce of more than 20,000 – everyone from assembly workers to accountants and from designers to catering staff. To succeed, Ford had to overcome cynicism about marketing initiatives among its employees and

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