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 OVERVIEW: Brand loyalty is the holy grail of marketing. Ironically, though, brand-building campaigns come and go in the blink of an eye. Against this backdrop, the TELUS commitment to a decade-long campaign, originally inherited from Clearnet, is remarkable. The case tells the story.
SITUATION ANALYSIS: The mid 1990s ushered in digital PCS technology - and TELUS (then Clearnet) was a small leanly-financed new company up against Bell and Rogers. Clearnet couldn't dominate on share of voice, so compelling strategy and execution were paramount. In late 2000, TELUS acquired Clearnet, and adopted the Clearnet approach in its entirety. In business terms, the goal has always been to develop higher-value customers, and the category has constantly evolved. Even so, TELUS has stayed consistent.
STRATEGY & INSIGHT: Despite quarterly pressures, Clearnet and TELUS have made the brand the priority, with differentiation based on image. This approach has reduced reliance on pricing, product and promotions. Of course, business targets must also be hit - so TELUS has also focused on Market Share, Average Revenue per Unit (ARPU), Churn and Net Additions. As for the advertising, the approach has been no accident. The typical consumer feels a combination of desire and dread when it comes to technology - and this was the genesis of the Òfuture is friendly.Ó Importantly, it is a human rather than a product benefit - and this has allowed it to stand the test of time.
 EXECUTION: It's hard to summarize a ten-year campaign, but nature, and a signature look, have been the continuing theme. Animals of all shapes and sizes have been charmingly used to deliver a huge amount of product news - in virtually all media.
RESULTS: With the category's complexity, it's unrealistic to think that a brand will lead on every measure, year in and year out. However, TELUS, more than any other brand, has been the leader over the last ten years. The company does not commission advertising tracking - preferring to look to in-market results - and three metrics speak to the success. Average Revenue per Unit is the indus- try's most important metric, and TELUS has held the lead for ten years. For Churn, TELUS has led the industry for 12 of the past 19 quarters. And for Net Additions, the lead goes back and forth, but TELUS at least holds its own. [Details were supplied.]
CAUSE & EFFECT: TELUS has not had any competitive advantages in terms of pricing, distribution, or technology. It has not necessarily been first to market with new products. And it has been consistently outspent. The only variable has been a decade of consistent marketing and brand-building.
TELUS
RIZWAN JAMAL, Senior Vice President, Marketing
LISE DOUCET, Vice President, Marketing Communications
JOE OTTORINO, Director, Marketing Communications
TAMMY SCOTT, Vice President, Marketing Communications
SHARON MACLEOD, Marketing Manager
STEPHANIE HURST, Marketing Manager
ALISON LEUNG, Marketing Manager
ALEKSANDRA HOSZOWSKI, Asst. Brand Manager
TAXI
PAUL LAVOIE, Chairman, Chief Creative Officer
JANE HOPE, Executive Vice President, Design Executive Creative Director
ZAK MROUEH, VP, Chief Creative Officer
ROSE SAUQUILLO, Associate Creative Director
NANCY BEATTIE, Group Head Account Director
MAXINE THOMAS, Agency Planner
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