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Seventies Formula One Brands in Rush

February 4th, 2014 · No Comments

By Garland Pollard


LOS ANGELES – For fans of cars and Formula One, the Ron Howard film Rush is a feast. The film details the epic rivalry between the 1976 Formula One racers James Hunt of the U.K. and Austrian Niki Lauda. Released last fall, it is just out on DVD.

Sports with technical needs are excellent builders of brands, technology and commerce. These sports encourage companies to innovate with new products, promote their brands in new ways and bring new partnerships with individuals into the company.

Hunt’s sponsor brands include Marlboro cigarettes, Texaco, Good Year tires, Champion spark plugs and Canon cameras. A few of the other marques in this cornucopia of 1970s brands:

    1. London’s Daily Mail appears in various scenes
    2. Ferrari was the car brand most associated with Lauda. Ferrari signed Niki Lauda to their team under the leadership of Ferrari’s Luca Cordero di Montezemolo.
    3. OMP is a brand of safety products founded in 1973 in Genoa, Italy. It started with safety bars and moved into fireproof suits, safety belts and seats. The brand appears on shoulder pads of Hunt and Lauda.
    4. McLaren is of course a Formula 1 team; they also now make limited run production cars.
    5. Lotus is, of course, a British race car brand. Founded in 1962, it is still active.
    6. Ligier: The French microcar brand is mentioned as part of a Ligier-Matra Formula One car, which was recreated for the film with a Rover V8 engine. Matra, now a brand of bicycles and the GEM microcar, originally stood for Mecanique-Aviation-Traction and made a series of sporty French car models including the Bagheera, 530 and Murena.
    7. Brabham was a British racing team that made Formula One cars. The Brabham team was founded by racer Jack Brabham. The Brabham-Alfa was also reproduced with a Rover V8 engine.
    8. Elf Aquitaine: A period truck shows up from the Elf Tyrell racing team. Elf is now mostly positioned as a lubricant brand; originally it stood for Essence et Lubrifiants de France, basically Gas and Oil of France.
    9. Carrera is a sunglass brand founded in 1956. Niki Lauda’s character wears a pair of Carrera 80 sunglasses, a re-edition. These metal glasses have a teardrop shape, combined with interchangeable polarized lenses, for high-quality vision in any light condition. James Hunt’s character wears a pair of teardrop-shaped injection-molded Carrera Speedway sunglasses. Marlene Lauda, played by Alexandra Maria Lara, wears a pair of Carrera 16 steel/metal sunglasses.
    10. Bell created the first racing helmet; the company’s red and white oval logo is unmistakably prominent in racer photos. Bell has an updated Star Classic helmet still sold.
    11. Other brands include: Fuji film, Tag Heuer watches, Martini and Shell. Pictured above are sponsors that include Parmalat and Ferrari.
    12. Agip appears as a team sponsor. The venerable gasoline brand, which is now part of ENI, is no longer preferred, and the distinctive six legged fire breathing dog is now used with the ENI wording.

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Remmie Arnold Pen Sign Restored in Petersburg

January 5th, 2014 · No Comments

By Garland Pollard

Remmie Arnold Pen Company Sign, Petersburg, VirginiaPETERSBURG, Va. -  For those who love writing instruments, the restoration of the identity of a pen company is welcome. In Petersburg, Virginia, right on the main drag, the Remmie Arnold pen sign has been a key landmark in that historic Virginia city.

I have a personal interest in it, as I remember my grandmother telling me of visiting Petersburg and knowing the Arnolds back in the 1930s. They were a civic minded and entrepreneurial family.

The sign sits on the  main thrufare in downtown, in an historic area that has struggled to revive itself against numerous odds. Petersburg has some of the nation’s largest inventory of 19th century buildings, and a very large collection of 18th and 20th of note. It’s a Charleston or Savannah that was seemingly left mostly un-restored, with no tourist interest. In the 1980s, the tobacco industry left, and crime and desolation swooped back in.

But things are changing ever so slowly, including the restoration of the Remmie Pen building and sign. Previous posts have information about it, so no need to repeat. However, if you are heading up Interstate 95 or 85, do stop in at Petersburg, not only to see the sign all lit up but to visit the history.

At right, a photo of the sign from the mid-1980s by Marco Cresentini, who documented many of these signs in Virginia back in the 1980s.



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Ball Mason Jars Go Blue for Centennial

November 11th, 2013 · 2 Comments

By Garland Pollard

Ball Mason jars are one of the great American brand names that define a particular category. It is so much so, that most could not even name any other brands that competed against it, though if you think hard, Libby and Kerr come to mind.

This year, the company celebrated the centennial of the Mason jar, and reintroduced the blue Ball Mason jar, pictured here. The Pinterest-friendly jars include the beautiful Ball script and a translucent blue that would make any canned vegetable even more beautiful than nature. Today, Ball jars are back in fashion for the umpteenth time, as the middle and upper middle classes explore new frontiers like permaculture. Frankly, you are not really a prepper or Amish if you use such good design sense in your home canning, you are just, well, cool.

Ball, the NYSE company, is no longer actually making the jars; the home canning business was spun off in the early 1990s and is now part of Jarden Home Brands, which owns that other canning brand, Kerr. While the brand and the parent company have both fared well since the split, it was not a good idea, as it is always dangerous to separate a company name from the product that gave it its name because at some point, the two companies can go in completely different directions and take the brand with it.

That being said, Ball is very much still in the canning business, a leader in selling beverage and food containers. And since the beginning of the space era, it has had a leadership role, perhaps best known as a builder of the Kepler Space Observatory and inner-workings of the Hubble Space Telescope. They also made the Quickbird satellite imaging system that takes photos of Earth from space.

The Ball jar is one of the better products used for recycling. It is a standard size, useful for not only canning but for drinks, pencil holders, coin jars and the like. Back in the 1970s, when the nostalgic “fern bar” came of age, restaurateurs often used the Mason jar as table glasses. Today, they are back to their original purpose, taking America’s great bounty and keeping it fresh, on the shelves, for a few seasons more.

→ 2 CommentsTags: Cooking

Yikes. The Government Really Killed Pontiac

October 28th, 2013 · No Comments

By Garland Pollard

PontiacDETROIT – When General Motors was bailed out, the Pontiac brand died. General Motors customers, dealers and employees were stunned. The decision cost money, and Pontiac was well on its way to a revival. Sales just disappeared, and they were not replaced by other brands that were preserved, such as Buick. The reality was that ALL of GM was struggling and losing money, so Pontiac was the sacrificial animal.

This week, Robert Lutz, then a GM exec, confirmed as such:

“And, when the guy who is handing you the check for 53 billion dollars says I don’t want Pontiac, drop Pontiac or you don’t get the money, it doesn’t take you very long to make up your mind.

Of course, GM had made its stew back in 2000 when Oldsmobile was canned. It set a precedent, and killing off a brand seemed to be the step that made people think that big change was coming to General Motors. Of course, part of the reason GM was struggling was that when it went broke, it no longer had the car volume to justify its existence. Indeed its business model was all about having a bunch of different brands to sell to different segments. You took the same innards, dressed them up carefully, and sold them to different sorts. The problem with GM in its misery was that it had killed off its Olds and then replaced it with odd niche brands like Hummer, which was never really a car company, and Saab, which was a wonderful niche car but something so odd as have its brand appeal ruined by being part of the GM family.

And then with the regular GM brands, the problem was that the innards were bad, and the outer brand designs were ugly and lacked any sort of connection to the brand story. Ergo, Pontiac made odd junk cars like the Aztek, ostensibly appealing to a younger consumer, but ignoring the Wide-trak and racy heritage of Pontiac.

The good news is that there is no reason Pontiac can’t come back with some special edition cars sold at GMC dealers. There is still a great heritage there, and if Fiat can successfully re-enter the U.S. market, so can Pontiac.

If you watch the below interview, you can see his quotes, and see why there was impatience with the situation. At one point, Lutz talks about the spacing between door posts and pieces on the dash; GM left large cracks, a relic of the era when production was not so mechanized, and gaps were needed to keep the discrepancies from making the car not fit.

“it was just a whole bunch of stupid stuff like that.”

Below, the interview.

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Eight O’ Clock Fails With Redesign, Again

October 12th, 2013 · 1 Comment

By Garland Pollard

20131012-095002.jpgMONTVALE, N.J. – Eight O’ Clock, the nation’s greatest coffee brand, has modified its logo with a second redesign that appeared in coupon mailers this week. The design is an update of a failed 2010 design, an improvement but not that much. The packaging debuted in August. In a press release, the company said:

“We have been expertly crafting high-quality coffee for our consumers for more than 150 years,” said Alisa Jacoby, Director Marketing, Eight O’Clock Coffee. “The Eight O’Clock Coffee brand ‘redress’ is a celebration of our beginnings and a look into the future as we continue to stay relevant in the coffee aisle. All of these new brand choices – both inside and out of the bag – were inspired by our consumers who continue to be the most important influence behind our ever-evolving brand.”

The coffee dates from 1859, when the Great Atlantic & Pacific Tea Company was established. For over 100 years, it was only sold at A&P. But when that chain declined, the result of changing and diminishing their classic supermarket brand, the coffee survived. In 2006, it was purchased by the Tata empire of India, and one had hopes that it would continue the classic look. After all, Indian companies, with their British roots, traditionally have a good respect for legacy brands.

However in the fall of 2010, the Tata completely redesigned the packaging, replacing the red package with a smaller red area and pictures of beans. Our writer Dooney Tickner detailed the awful changes in a prescient Sept. 4, 2010 BrandlandUSA post. Wrote Tickner:

“Shame on whoever thinks so little of this classic brand to remake it as a lookalike to trendy private labels.”

The changes did not last, and the company had to redesign after only three years.

This 2013 version is an improvement on the 2010 version; it at least is red, and puts “THE ORIGINAL” on the front. But it is still a far cry from the classic, and the original was a classic. The original is pictured below, courtesy the Flickr collection of a person’s name I cannot pronouce. I defy any graphic designer to improve upon it.





→ 1 CommentTags: Grocery

GAF Gets Exposure With Joseph Gordon-Levitt

October 5th, 2013 · No Comments

By Garland Pollard

GAF Super 8

WAYNE, N.J. – GAF, once known as General Aniline and Film, is the nation’s leading name in roofing. It has roots as old as 1842, with the E. Anthony & Co. photography enterprise of Binghamton, N.Y. and General Aniline Works, a textile dye company.

GAF,  now headquartered in Wayne, N.J., claims its founding as 1886, but it has a long history in film, a business that it exited in 1977. General Aniline and Film was associated with other film brands, including Anthony & Scovill, which later became Ansco. Later on GAF purchased Sawyer’s, which owned View-Master. At its height, it rivaled Kodak in the market for slide projection and movie cameras. As a child, yours truly had the ubiquitous GAF Pana-Vue, a hand held, battery operated slide viewer, a “purchase” likely gleaned from Green Stamps.

Through various mergers (including Agfa and the notorious I.G. Farben company) it merged into GAF, a conglomerate with interests including film, chemicals, broadcasting, paint and roofing. Because of the German ownership and war interests, from 1942 to 1965 it was run by government appointed directors. Interestingly, it spun a bit out of control when it turned into a classic 1970s conglomerate. The core of the company that survives today is the roofing company Ruberoid, maker of the first asphalt shingle, and another hit product, Tite-On Shingles. The broadcasting division owned WNCN, a New York City classical station. The station is now Q104.3, a classic rock station distinguished by its “babes” of the day in “thongs.” A pitiful aircheck of the switch from classical to alternative rock appears HERE.

This week, the brand got a big plug in Entertainment Weekly in a profile of actor/filmmaker Joseph Gordon-Levitt. He is holding a GAF Super 8 movie camera, undoubtedly just a prop from an antique store. Perhaps he makes the roofing brand a bit more hip, but it really does is point up some value in GAF as a video and electronics brand.

Through its partnership with Disney, GAF became the kid-friendly photography brand. Not only did GAF sell the stereoscope toy View-Master, it made official slide photos for just about every tourist attraction in the U.S. The company had numerous innovations in film, and at one time had many patents.

During its time as a conglomerate, GAF did not do the correct thing in dumping its older brands that included Ansco and Sawyers. Today, ANSCO the camera brand, registered June 25, 1940 by GAF of Binghamton, is now owned by W. Haking Enterprises Limited, 1401 Devon House, 979 Kings Road Quarry Bay Hong Kong.

The GAF brand, as far as I can determine, is not being used on electronic equipment. Perhaps GAF might want to look into re-entering the business, not as a maker of cameras, but as a licensor of the brand to other companies in personal electronics, photo archiving and the like.

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Six Food Brands of Biblical Proportions

September 18th, 2013 · No Comments

By Garland Pollard

The whole natural food movement has strong roots in religious circles, not only with Kosher food and Mennonite dairies, and natural foods and the Jesus movement of the 70s, but in a new generation of foods and consumer products made on Biblical principles and sold with a religious theme.

One of the more influential people in this trend is Joel Salatin’s Polyface farm in Virginia, which has spawned a whole generation of farmers who see environmental farming and Christian principles as one in the same thing. Salatin calls himself a “Christian libertarian environmentalist capitalist lunatic” but in truth he is one of a long line of men, over many millenia, who have worked the land using the Bible as their guidebook. [Read more →]

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Cincinnati Brand Revivals: Christian Moerlein and Rookwood Pottery

September 16th, 2013 · No Comments

By Garland Pollard

CINCINNATI – Two well known regional brands are re-finding their place in the pantheon of Ohio business history. Christian Moerlein Brewery and Rookwood Pottery are profiled in a recent issue of the Cincinnati Business Courier.

U.S. Bank’s Business Watch profiled the two companies in a TV report, seen above. They are seen in Cincinnati as evidence not only of the importance of history, but of the city’s repositioning as a headquarters for great American brand names.

The common denominator of the two businesses is that both are run by enthusiasts who first love their products, and then choose to make money off them.

Rookwood was revived by Dr. Art Townley, a collector who put together all of the assets including 3,000 master molds, glaze formulas, company notes, and perhaps most importantly, the Rokwood trademarks in 1982. The revival of Christian Moerlein is the same; the video above features an interview with Greg Hardman of Christian Moerlein, who asserts the importance of making the beer in Cincinnati to be a key part of the brand.

The print version in the Cincinnati Business Courier features quotes from BrandlandUSA’s Garland Pollard.

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Private Equity Should Adopt Orphan Brands

September 12th, 2013 · No Comments

By Julie Bauer

Hai Karate Box for CologneNEW YORK – While private equity continues its long-running obsession with the high-tech sector—pumping cash into start-ups with zero history and names like Jive, Aerohive and Hadoop—one category has been woefully neglected and fully ripe for profit making today: a low-tech sector with more familiar monikers like Hai Karate, Modess, Di-Gel, Datril, Tegrin, Hidden Magic, Aftate, Puss ’N Boots and Chipwich. These former household names have been abandoned by large firms and are currently available for acquisition. In other words, they are orphan brands looking to be resurrected that can offer nostalgia and customer loyalty as unique and reliable selling propositions.

But some private equity firms are adopting orphaned brands. For instance, Apollo Global Management and Metropolis & Co., recently purchased Hostess Brands for $410 million, and is re-launching Twinkies, Ho Hos and other snack cake products.

Most private equity groups adopt orphan brands for short-term gains; buying them in order to flip them quickly. But, there is tremendous upside in rebuilding and re-introducing brands for the long term.

For example, when P&G acquired Old Spice in 1990 from The Shulton Company, I was an executive at Saatchi & Saatchi, the agency of record. Old Spice had become, well, old. Its signature product was a pungent cologne packaged in a white bottle with clipper ship artwork, marketed by sailors whistling a familiar jingle. At the same time, AXE deodorant from Unilever was coming into the US market after having launched in France in 1983. In light of the impending competitor, the agency convinced P&G to skip a generation and target a new demographic with no preconceived notion of the brand: young men. P&G reformulated and repackaged the product, and we created a new story. Sailors were out. Getting the girl was in. The rest is history.

Today there are great opportunities for once popular brands, that for whatever reason were allowed to languish, to be brought back to life. On the other hand, brands that were popular and died, due to lack of quality, are harder to revive.

Take Sunny Delight. Originally marketed as an inexpensive way for kids to get their quota of vitamin C, it targeted families that couldn’t regularly afford orange juice. The brand made millions in sales in the US alone. But the press soon revealed that Sunny Delight was mostly water, corn syrup and only 5% juice. The negative publicity escalated even further when a girl in the UK allegedly turned orange from the beta-carotene coloring in the product. And so, P&G dumped the sinking brand in 2004. Soon after, it was scooped up by Boston-based private equity firm J.W. Childs, renamed SunnyD and positioned as the soda alternative with 40% less sugar. But it still struggles to recover.

Interested in adopting an orphan? Here are some key steps to success:

  1. Select a known brand. Brands that still have some equity and brand loyalty are promising. For example, the popular soft drink Orangina was orphaned in 2006 by parent company Cadbury, which had been focusing on other brands in its portfolio. The brand still had a sparkling reputation, which was recognized by The Blackstone Group and Lion Capital, who joined forces, stepped up spending and regained shelf space. The private equity owners sold the brand to Suntory three years later, realizing 30% annualized return on equity.
  2. Analyze. Ensure that the brand is still culturally relevant. Study the market and make sure it can support a newcomer. You don’t have to spend $200,000 on a market analysis. You can quickly find out if a product is damaged in consumers’ minds or which consumers the product will appeal to, for much less.
  3. Skip a generation. Jump to a generation that doesn’t know the brand. Treat it like a totally new product.
  4. Reformulate and repackage. Crystal Light originally was a powder drink sold in canisters for mixing in pitchers. When bottled water took over the market, Crystal Light adapted with convenient mix packets. They also reformulated the product with energy ingredients for fitness-minded women who needed to hydrate with more than just plain water, but didn’t want high-calorie sports drinks.
  5. Test Market. Test in a few highly isolated markets that have a high index of your target consumer before you launch a massive push. Don’t go into major markets. Find pockets in the cities, suburbs or rural areas that contain your core audience. If you do your homework you won’t have to spend millions.
  6. Advertise. Invest in creating a persuasive brand story incorporating nostalgia for consumers who were original fans of the brand. Find out why it became popular in the first place. Or find a fresh new narrative. Or combine the two.
  7. Find a Partner. Consider partnering with an advertising agency that will take a stake in the property rather than a fee. Agency compensation models continue to change and innovate as markets evolve. Influenced by the growth of technology startups, more and more marketing shops are reshaping themselves as idea incubators and accelerators. In other words, they are becoming more entrepreneurial, willing to shoulder the risk and share in the tremendous rewards of introducing something original, useful and exciting into the marketplace.

A parting word to the wise on adopting an orphan brand (borrowing a tagline from that once ubiquitous and now largely forgotten though still available men’s aftershave brand, Hai Karate): “Be careful how you use it!”

About the Author: Julie Bauer is a founding partner and CEO of Grok, an independent New York advertising agency that creates deep emotional connections with consumers, balancing ever-changing technology and unchanging humanity. She was a former Global Strategist for IBM at Ogilvy & Mather, and spent nine years with Saatchi & Saatchi, first as CEO of Saatchi / San Francisco and then relocating to London to run Saatchi’s P&G, Sony, Visa and T-Mobile businesses across Europe, the Middle East and Africa, while also running Guinness in Asia and Africa.

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LeSueur Messes Up Classic Logo

September 7th, 2013 · 1 Comment

By Garland Pollard

LE SUEUR, Minnesota – There are few canned vegetable brands that command a premium, but Le Sueur “very young small sweet peas” are one of them.

Charging a premium for a straight basic commodity is a challenge. To make a premium brand out of a commodity, you need years of brand goodwill earned from a great product history, a tasty product, snazzy packaging, strong marketing and consistent distribution. At the same time, and over generations, you need corporate leadership that does not cut corners on the product. With a straight commodity, it is easy to cut corners; find a cheaper pea supplier, and no one will notice, that is, at first. Also over generations, you need corporate leadership that keeps the brand consistent, and does not muck with perfection.

When you have a brand that is perfection, what you want to do, as a company, is keep it the same and enjoy the process of producing the product. In the case of canned peas, each part of the production should be a pleasure, and should add value to the final product, with each group of employees enjoying the process.

  • Growing good peas. There is reward in that.
  • Carefully processing and running the canning operation to high standards. There is reward in that.
  • Planning and supervising tasteful marketing that affirms the value of the product. There is a reward in that.
  • Selling the product at a premium. There is reward in that.
  • Eating them. The ultimate reward.

I was introduced to the excellence of Le Sueur back in the 1970s; my childhood friend in Virginia Beach, Russell, swore they were the best, and there was no other brand. They were always sold at a premium price; what set them apart was they were little, they tasted sweet and the can label was rich looking. There was nothing chewy about them; when you ate them, they had been cooked to a soft luster. As a family, we got them occasionally, as a special treat. They were good enough to be equal to dessert.

The brand was named for the Minnesota town of Le Sueur, which was named for the French explorer Pierre Charles Le Sueur. LeSueur is the original home of Green Giant, the vegetable company which is now part of General Mills.  Today, there is apparently a small museum to this fact. The peas are no longer made in the town, sadly, but the Green Giant website does note the history and promote the soil that produces the vegetables, which are grown on the “richest soil” in the world in a valley “carved by glaciers.” How’s that for terroir! [Read more →]

→ 1 CommentTags: Grocery