1. Roger Weller
Brand Strategist
312-213-7332 ● rweller@sky-blu.net

2. Launching the airline dedicated to
the under-valued, over-charged business flyer.
Focus groups and one-on-ones with budget-minded business flyers in AirTran’s key
markets confirmed that people felt taken for granted and hostage to the legacy
carriers. They knew the big airlines had them where they wanted them, and they
were hungry for a carrier they could afford to fly without the expense to their dignity.

3. A more civilized way to save.
AirTran Airways is the crusader for the under-valued, over-charged business flyer.
Driven by an unwavering respect of our customers’ humanity, we will continually strive to earn their
patronage and confidence, and in the process exceed the world’s expectations about low-fare flying.
We are committed to making air travel as easy to enjoy as it is to afford. On every flight, every day.

5. .
The first commercial jet with 100% fresh air circulated through the cabin.

7. By year-three of the re-launch, the airline had earned
permission to speak with a greater degree of brand confidence.
And a new tagline.

12. Revitalizing a brand by finding new shared values.
Brita built its brand on the promise of making healthy, great tasting water
affordable. As sales flattened and more competitors entered the market, Brita was
in search of new life. Online studies and focus groups uncovered an additional
reason to feel great about using Brita Filters: while doing good for your body and
your wallet, you’re also being very kind to the planet.

13. The FilterForGood campaign enlisted people
to pledge to reduce bottled water waste by
purchasing a reusable Brita bottle. Double-
digit sales increases put Brita back on top of
the category within 18 months. And in the
process, amassed hundreds of thousands of
newly engaged brand loyalists.

14. Showing stakeholders that PotashCorp
measures business and sustainability
performance out in the real world.
Having made a commitment to sustainability, it was important that the
world’s largest producer of ag nutrients show its customers, investors,
business partners, employees and communities that this was more than
boardroom bluster. PotashCorp was measuring its success with their
perspective and interests in mind.

18. Building trust with DIYers by lending them
a much-needed feeling of confidence.
Ethnography studies and focus groups revealed that light to medium DIYers had
doubts about their ability to successfully complete projects, but that those
doubts could be allayed by the capabilities of tools they chose. Leveraging the
professional heritage of the SkilSaw, we assured our guy that Skil had what it
takes to get them to the finish line in great shape.

22. Re-asserting leadership
for a pioneer of American industry.
Focus groups and workshops with dealers and customers revealed that people
outside of headquarters held the company in higher esteem than was assumed.
The company’s long track record of innovation was far more meaningful to them
than a few recent stumbles. Customers gave the brand permission to be more
confident and proud of its accomplishments.

27. Telling people’s stories about the impact the world’s
largest ag nutrient supplier is having in their world.
As part of writing the first of two Sustainability reports for PotashCorp, I traveled to small
towns in Brazil, Trinidad, the northern reaches of Saskatchewan, and across rural Florida,
where PotashCorp operates mines. There I met local people who were impacted – both
positively and negatively – by the company’s presence. Learning about their lives and what
sustainability means to them, and writing about it, was a very memorable experience.
What follows are excerpts from two of those stories.

30. Roger Weller
Brand Strategist
312-213-7332 ● rweller@sky-blu.net