Drugi jezik na kojem je dostupan ovaj članak: Bosnian
By: Elma Bašić
As EVP Chief Creative Officer US, Tiffany champions R/GA’s creative vision across the agency’s six U.S. offices and works in partnership with Richard Ting, EVP Global Chief Experience Officer + US Chief Creative Officer, to lead creative teams that work at the intersection of business and culture to deliver transformational work to global clients.
Tiffany is well-known for developing strategic creative solutions that lead to business and cultural impact, and she brings over 20 years of design and creative experience to her position. Prior to R/GA, she spent over six years at Co:Collective as Partner and Chief Creative Officer, where she acted as lead partner for the Puma account and oversaw a highly successful campaign that catapulted YouTube stars to fame. Before Co:Collective, she spent a decade at CP+B where she was VP, Executive Creative Director and led accounts such as MINI Cooper, Microsoft, VW, American Express, Hulu, Virgin Atlantic, Burger King, and Old Navy.
Tiffany’s work has been featured in leading publications such as The New York Times, The Wall Street Journal, The Huffington Post, Ad Age, and Adweek. Her work has earned awards at every major creative and effectiveness competition including Best of Show at One Show, Grand Prix and Titanium Lions at Cannes, and a Grand Clio.
Tiffany was named one of Ad Age’s “Women to Watch” and is currently on the board of The One Club and the Ad Council Creative Committee. She is particularly proud of the work she did with ACLU following the 2016 election, where she led brand identity and external campaigns.
At the next Golden Drum Festival that will take place in Portorož on 17 – 18 of October, Tiffany will talk about Stop talking and start doing: Why real change takes real action, from brands and agencies.
MM: Please give us an example of a solution you came up with where business and cultural impact has flourished. Which one of such solutions is the closest to your heart?
Tiffany Rolfe: One recent project I worked on that yielded a significant cultural and business shift was the Samsung Galaxy Skin project with Fortnite. The work went beyond a campaign, we actually developed a whole new character within a game that the gaming community really connected with. We executed it in a very authentic way. Gamers had to use specific features of the phone to be able to play the game. Samsung wasn’t a brand gamers previously associated with gaming. Normally, marketed as a business phone, we transformed the Samsung Note 9 into a mobile gaming phone and gained the gaming community as a whole new audience.
Another example is a project for Bolthouse Farms. At the time we created the campaign, one major cultural issue was childhood obesity and our goal was to promote health and encourage young people to eat baby carrots. Our research found that baby carrots have some of the fun that junk food has, and they’re crunchy, like the original crunchy orange doodle. The idea was to use junk food’s marketing tricks (chips are essentially just corn or potato) and apply them to baby carrots. Up to that point they had only been marketed as a health food. We decided to repackage the baby carrots in different junk food bags, we created junk food vending machines and a video game in which the crunching sound of you biting into the baby carrot was how you steered and navigated in the game. At first, we were only trialing it in a couple of communities, but it hit a cultural nerve. Michelle Obama, who was creating a program that helps young people be healthier, said that this was exactly what we should be doing; making healthy food more fun, not just saying you need to be healthier. This project showed how culture can amplify a great idea if you connect with it in the right way, it was an innovative solution to a real, current issue. After the launch, Bolthouse Farms’ revenue increased, they expanded nationally, and continued the program at a larger scale.
MM: You say that in order for brands to survive and thrive, talking simply isn’t enough. What is it that consumers expect brands to deliver today, what kind of action?
Tiffany Rolfe: Part of it is aligning actions with messaging. In the past, our culture was less transparent, there weren’t open platforms where you could get a sense if a brand’s message is aligned with the brand. Today, you can very quickly discern if a brand is lacking authenticity. For example, United Airlines, it doesn’t matter what messages you put out in the world of how great you are as an airline or how you treat people, if your actions you take as a brand don’t match what you say, the actions will for sure. Over index or, you know, actually be the most relevant message that you can put out there. It’s really a question of who you are as an organization and as a brand. Are you really living your values? It is critical to align every action across the organization with the messages you put out in the world; how you treat your employees, the kinds of products you put out in the world and brands you work with. Nowadays, consumers have higher expectations of brands doing the right thing, they expect brands to invest in all kinds of causes and communities in a bigger way.
MM: We have a great power in this industry to influence the lives of individuals and whole societies. With this power comes great responsibility. Are we doing enough to be part of the solution? Or are we still part of the problem? What would you personally like to see happen within this industry in the direction of inspiring positive changes around the globe?
Tiffany Rolfe: Based on my experience, I can say that our work can be very impactful. I led the Truth Campaign, an initiative designed to help prevent youth smoking. It was one of the most successful smoking cessation campaigns of all time. Being part of that initiative made me realize that the talents we have as an industry can really make a difference. Another great initiative was for the ACLU, helping them reboot and relaunch their brand after the 2016 election and seeing how their organization, with the help of our branding knowledge and wide-ranging activation methods, can make an impact. As agencies, we have to be clear about our values and help any way we can, in addition to our work. Recently, at R/GA we defined our purpose and that is to create a more human future. What does that mean as you bring and introduce new technologies? What does that mean for the people, for the world, and for the community? This is why as we build things with and for our clients, we have a responsibility to bring them ideas. And we create and execute those ideas with technologies that are in the service of people and the world. We’re all accountable. It’s not only companies, it’s us.
