ted matthews press kit

Ted Matthews

Press Kit

[email protected]

Brand Coach, Founding PartnerInstinct Brand Equity Coaches

416.369.0505Toronto

416.518.2538Cellular

480.288.2610Arizona

Table of Contents

Ted Matthews

Biography 3

Brand: It Ain’t the Logo* 4

Synopsis 6

Praise 8

Marketing magazine excerpt 10

Speaking

Selected Speaking Appearances 14

Testimonials 16

Selected Video Clips on CD

2

Ted Matthews 3

Ted Matthews Biography

Brand Coach, Founding PartnerInstinct Brand Equity Coaches

He persuaded adidas to bring back The Three Stripes. He convinced Energizer not to kill the Bunny. But it's still notabout the logo.

Ted Matthews, Canada's original Brand Coach, is lead author ofBrand: It Ain't the Logo*. With passion, irreverence and colorful

stories drawn from his 37-year career, Ted vividly illustrates that North American business leaders– if they want their Brands to flourish – must acknowledge that A Brand is what people think ofyou™. Released in October 2007, the book has been met with acclaim from business leaders,the media and academia alike. It is available on Amazon.com and Books for Business.

Ted brings a unique style, evangelical passion and unprecedented knowledge and insight toeach of his engagements. He pushes his clients to understand that a Brand is not the logo, thewebsite or the advertising. His over three decades of experience and an unbiased, no-nonsenseapproach helps time-starved leaders become CBOs – Chief Brand Officers – as they must inorder to ensure that the Brand is lived at every touchpoint.

Ted has been an integral force behind the Brand-building efforts of companies such as, amongmany others, MDS, Honda, Steelcase, Toshiba, Strata Health, Oxford Properties, Pickseed,Investment Planning Counsel, adidas, Benjamin Moore, ornge, Steam Whistle Brewing, KinrossGold, Purolator, Canadian Tire and The Richard Ivey School of Business.

For his pearls of wisdom and famously entertaining style, Ted is a sought-after speaker for someof Canada's most prominent corporations (including Purolator and Canadian Tire), the highestlevels of government (including the Privy Council Office), professional fora (including KPMGEnterprise) and elite business schools (including the Richard Ivey School of Business and theSchulich School of Business).

A more detailed list of Ted's 2007 and 2008 speaking engagements appears on page 14.

Helping lay the groundwork for future Branding excellence, he lends his time to coaching youngentrepreneurs, and together with sitting on the board of Street Kids International, serves asBrand Coach for that non-profit organization.

Many media channels are frequented by Ted and his thinking, including the Business NewsNetwork, Marketing magazine, the National Post, 680 News and Canadian Business Online. He isthe driving force behind instincts, the monthly newsletter of Instinct Brand Equity Coaches.

Ted Matthews lives between an island cottage in Muskoka and a desert home near Phoenix,Arizona. In his spare time, he enjoys making sawdust.


Brand:It Ain’t the Logo*

*It’s what people think of you™

ted matthews with greg de koker and andris pone

“Marketing has a handful of essential truths and I can think of nothing moreessential than Ted's oft-repeated mantra that a brand is "what people thinkof you.” Ted's ability to cut through the clutter and deliver a message thatsticks is legendary. It has been a joy to learn from him.”

Ashwin W. JoshiDirector, MBA Program

Associate Professor in MarketingSchulich School of Business, York University

"From Bangkok to Beijing and Sydney to Singapore, Ted's advice rings truebecause the branding principles he so clearly articulates are universal.This makes Brand: It Ain’t the Logo* a must-read for marketing successin any hard-fought international arena."

Ron McEachernPresident, PepsiCo Asia

Brands are more important than ever to the survival of North American business. Our manufac-turing base continues to disappear, epitomized by the dismal Branding performance of icons like Ford,Chrysler and GM. The thickening fog of hyper-messaging – the unprecedented amount of commercialmessages that flood media channels and the minds of target audiences – is making it increasingly diffi-cult for Brands to attract and retain either customers or the best employees – the latter amidst ourworsening labor crisis.

Yet at this critical moment, “Brand” is widely misunderstood. Egged on by business schools and thead industry, a wide swath of senior executives at companies from startup to Fortune 500 equate theirBrand with their logo or advertising tactics. These executives believe, therefore, that the Brand isn'ttheir responsibility – but that of the marketing department alone.

With passion, irreverence and colorful stories drawn from his 37-year career, Ted Matthews vividlyillustrates that North American business leaders – if they want their Brands to flourish – must acknowl-edge that A Brand is what people think of you™. And that all the time and money that marketersspend on advertising is pointless if every employee isn't consistently doing what the ads say they will.

CEOs must appoint themselves CBOs – Chief Brand Officers – because they are the only people who canprotect the Brand from their own executives and ad agencies, and who can make delivering the Brandeveryone's responsibility. Only then can the Brand realize its full promise: to be the principle aroundwhich the entire company is organized, to attract and retain the best employees, and to enjoy thegreater strategic effectiveness and huge cost savings that come with consistently on-Brand behavior.

ted matthews persuaded adidas to bring back The Three Stripes. He convincedEnergizer not to kill the Bunny. But it’s still not about the logo. Over the course of a 37-yearcareer, he has preached proper Brand understanding and relentless consistency enroute to some ofthe most successful Brand evolutions in North America – at companies including adidas, Steelcase,Toshiba, Oxford Properties, Benjamin Moore, Steam Whistle Brewing, Kinross Gold and Honda. Ted is Brand Coach and Founding Partner of Instinct Brand Equity Coaches.

greg de koker is Brand Coach and Managing Partner at Instinct. Greg’s client list includes Bombardier Regional Aircraft,The Beer Store, Canon, Macquarie Financial, Suzy Shier and CanWest Media.

andris pone is Brand Coach and Partner at Instinct. His client engagements have included Fairmont Hotels & Resorts,KingSett Capital, Princess Margaret Hospital Foundation and Warrillow & Co.

$25.00 US/CDNBrand Coaching


“Brand” is widely misunderstood. Yet as our manufacturing base continues to disappear, the

ability to build strong Brands is more important than ever to the survival of North American

business. Egged on by business schools and the advertising industry, a wide swath of senior

executives at companies from startup to Fortune 500 equate their Brand with their logo or

advertising tactics. These executives believe, therefore, that the Brand isn't their responsibility –

but that of the marketing department alone.

For over three decades and counting, Ted Matthews has been witness to this fundamental mis-

understanding of Brand. Ted was CEO of his own marketing communications firm for 30 years

and is now Brand Coach and Founding Partner of Instinct Brand Equity Coaches. His vision is to

teach the broader understanding and appreciation of Brand.

As he argues, in reality A Brand is what people think of you™. You don't even own your Brand –

all the people thinking about you do. Every time your Brand comes in contact with your

employees, customers or any other stakeholders, they judge you. All the hard work and money

that marketers spend on advertising and promotion is therefore pointless if every person in the

organization isn't doing, consistently over time, what those communications say they will.

As the only person with the power to make delivering the Brand everyone's responsibility, the

CEO must make himself the CBO – the Chief Brand Officer. The fragmentation of media and

the globalization of competition mean that ubiquitous commercial messages are being ignored,

like never before, by overwhelmed Brand stakeholders. If a Brand is to cut through the noise,

the CBO must drive it to be remark-able – capable of inspiring early adopters to tell their story to

trusting others, who tell still others, and so on.

As our manufacturing base continues its long decline, Branding is one of the few areas in which

we still have a chance to lead the world. Epitomizing this so far-missed opportunity are

American icons like Ford, Chrysler and GM, none of which has established a compelling Brand

position and had the discipline to stick with it over time. As a result, they have cut hundreds of

thousands of jobs since the 1990s. In contrast, foreign car Brands have differentiated them-

selves so clearly and consistently that in July 2007, for the first time in history, the “Big Three”

sold less than 50% of cars purchased in the United States.

Another promising area of opportunity for those with an accurate understanding of Brand disci-

pline is the power that Brands have to attract and retain the best employees in the face of the

labor crisis already confronting North American business. A smaller-than-ever cohort of young

people is entering our labor market just as our workforce is aging like never before. Making the

situation even more difficult for employers is our continuing transition to an information-based

economy, and the increasingly high levels of job mobility this shift gives to knowledge workers.

Brand: It Ain’t the Logo* Synopsis


Broadcasting the Brand to potential employees and all other stakeholders is a matter of cement-

ing the Brand's unique position and essential components in an unchangeable Brand Foundation

and aligning all behavior with it. Because a Brand is what people think of you, the Foundation-

building process must be informed by a solid understanding of what stakeholders think of the

Brand now. This constellation of opinion serves to fully inform executives on what steps are

needed to achieve the Brand's full potential.

All Brands must be protected from a constant stream of threats. Underlining that Branding is a

process, not an event, the Brand must be protected mainly from the people who have an almost

irresistible urge to change it: the new or bored executives inside the firm and the advertising

agencies outside the organization. While it is true that sometimes adjustments to the Brand are

absolutely unavoidable – as in the case of a takeover or profound industry shift – evolution, not

revolution is the only way to preserve the Brand's hard-won equity.

The reward to consistent Brands is ever-increasing Brand equity – defined as positive, retained

thoughts in the minds of stakeholders. When the Brand faces the inevitable difficulties that

come from a variety of sources, long-observed consistency grants the Brand a reservoir of equity

from which to draw and carry the Brand forward through heavy seas. Consistent Brands also

enjoy the substantial cost savings and increased effectiveness of running campaigns that always

convey the Brand's unchanging position. This in contrast to the majority of Brands, which waste

money and lose mindshare by running campaigns that constantly change the message.

The Brand Foundation is the ultimate reservoir of Brand discipline. However, strong Brands are

profoundly rich with elements that cannot be captured in a single Brand Foundation. These

characteristics may be reflected in policies like 3M's rule that 15% of engineers' time be spent

working on whatever projects they like, or be virally passed on to generations of workers

through inspirational stories and initiatives that colorfully portray Foundational attributes.

Indeed, the Brand's heritage is a rich resource of potential that is all too often forgotten under

competitive pressure, neglected by a succession of leaders or denied out of executive boredom.

Brand: It Ain't the Logo* closes with a paraphrase of Southwest Airlines' promise – that a strong

Brand can “make them want you before you want them.”

Synopsis, continued


"From Bangkok to Beijing and Sydney to Singapore, Ted's advice rings true because thebranding principles he so clearly articulates are universal. This makes Brand: It Ain’t theLogo* a must-read for marketing success in any hard-fought international arena."

Ron McEachernPresident, PepsiCo Asia

“This is a book about perspective and understanding. The kind of perspective that marketers need – not just for themselves but for those with whom they work every day and rely uponfor support at planning time. Brand: It Ain't the Logo* should be required reading for any-one who sits around the ‘big table’ and for anyone who seeks to influence their decisions.”

Ken WongAssociate Professor, Business and Marketing Strategy

Queen’s School of Business

"Matthews and his team are champions of Brand actualization. They validate the businessrationale for emancipating Brand from the confines of market fads, cyclical ad budgets andmanagement whim. Thus, Brand is justly positioned as a cornerstone in corporate strategy,organizational behavior and leadership. The impact? The amorphous definition of Brandevolves into a tangible, actionable set of behaviors for individuals throughout any organiza-tion to embrace and strengthen, or dismiss and destroy, with their every interaction."

Michael BoydellFormer Vice President, Yahoo!

"Marketing is going digital. Customers and prospects are interacting with brands in ways we never anticipated. It is up close and personal…and there is nowhere to hide. Understanding a brand’s equity, and delivering it consistently on-line, is a whole new challenge for marketers. Failure is everywhere – but Ted Matthews’ book is an excellent, easy-to-read roadmap tosuccess in this future."

Tony MillerFormer CEO MacLaren McCann

and Vice Chairman of McCann Worldgroup

“Ted Matthews has taken the mystery out of branding and, in so doing, has given executivesa powerful competitive weapon. Tomorrow I become the Chief Brand Officer of my company!”

Real BergevinCEO, NuComm International

One of Canada's 50 Best Managed Companies™ for six consecutive yearsAuthor, Call Centers for Dummies

Praise for Brand: It Ain’t the Logo*


“Brand: It Ain’t the Logo* contains a concise message that is delivered very effectively. The lessons can be applied to companies in every industry. If you have an emerging brandor an established one, you have to read this book.”

Jerry PatavaPresident & CEO, Great Gulf Group of Companies

“Brand: It Ain’t the Logo* is an enjoyable read with a host of clear rules and colorful storiesthat will inspire CEOs and their CMOs to build great brands.”

John BogertChief Marketing Officer, Coleman Natural Foods

“Ted Matthews wraps a persuasive argument in a lively read. This book is packed with fascinating examples that back up its clear-sighted analysis of how to build your brand, and – just as important – how not to. If you want highfalutin academic analysis, look elsewhere. But if you want clear, convincing and actionable advice on how to build your brand, you'vecome to the right place.”

Jim McElgunnSenior Editor, PROFIT Magazine

“Ted gives us pause for thought that branding should become a corporate metric. If companies were to directly correlate the billions of dollars they spend on brand-building to their ROI, I suspect they would discover it to be negative – because they fail to grasp that a brand, indeed, “is what people think of you.”

Neil GlasbergPresident and CEO, Invis

Head of Mortgage Services, HSBC Financial

“Brand: It Ain’t The Logo* is a great read. I couldn’t put it down. Great stories and greatinsights. I plan to lay it on our MBAs to help them in GettingItDone!”

Brendan CalderProfessor, GettingItDone

Rotman School of Management, University of Toronto

“In Brand: It Ain’t The Logo*, Ted Matthews offers a simple, logical and inspirational manualmade especially compelling by his insistence that the CEO must be the Chief Brand Officer. As well as being a must-read for every CEO and their teams, this book is a sales and market-ing "bible" for every organization and I will definitely make it a must-read in my company!”

Karen KerswillVice President, Global and Multi-National Sales, HRG North America

Praise for Brand: It Ain’t the Logo*, continued



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The enemies of brand consistency lurk everywhere. Worst are “old friends.” These are the people inside the organ-ization who are so tired of their own messaging, they assume everyone else is too. Old friends will agree to any new brand message ideas that come along, just to get away from their same old brand position or incessant

jingle. They’re the people at Coca-Cola who are sick and tired of giving (or receiving) another red T-shirt, or the folks at Energizer who’d just as soon blow up that bunny as hear his incessantly beating drums.

F:KBG>E:G=3�MA>�CHR�H?�K>I>MBMBHGFor a model of brand consistency, look to Marineland in Niagara Falls, Ont., which only operates from May to October each year. For generations of people living in southwestern Ontario and northwestern New York, a visit to the park is an annual summertime ritual. And for as many springs as anyone can recall, Marineland has run television and radio ads with an unforgettable musical jingle.

If owning mind share is tough enough with year-round contact, it’s extremely difficult for seasonal brands that disappear for months at a time. So wouldn’t it seem sensible to exercise consistency in the use of creative, as Marineland has done to such great effect? Of course. But it’s tougher than you might think. Imagine telling someone in the Niagara Falls area that you work at Marineland. You know what’s coming next–some comment about the jingle. You might even be treated to a few off-key bars. Truth is, you can’t escape the darn thing. And you assume everybody’s just as ready for a change as you are.

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Wrong. Consumers are over-burdened with commercial messages. They’re highly receptive to a friendly, familiar reminder–be it another red Coke T-shirt, the Energizer Bunny or the Marine-land jingle.

Ê?KB>G=LË�H?�<:G:=B:G�MBK>Even more entrenched than the Marineland jingle was Canadian Tire’s brilliant “Give like Santa, save like Scrooge” campaign that ran like clockwork every Christmas for eons all across Canada, on TV and in print. I was flabbergasted when Canadian Tire killed it. It was a bona fide Christmas tradition and bought the brand instant, positive mind share for the calendar’s most profitable shopping season. Funny, they’d just hired a new ad agency from Chicago.

If old friends are a brand’s worst enemy, who

are the next worst? That’s right: “new friends.” Together, old friends and new friends conspire to destroy consistency, your most powerful brand-building tool. They’re an especially virulent prob-lem as your firm grows. As more and more people make decisions that affect your brand, it becomes tougher to be consistent because the new blood in your organization–an unholy alliance of new staff

and outside creative suppliers–is chomping at the bit to make its mark. Old friends–those longtime employees so bored with your brand message that they’re dying for a change–are easy prey for the new friends and eager to act as accomplices.

LE>>F:GÍL�LEBII>KR�LEHI>New friends contributed mightily to the downward slide and, in 2006, the sale of Canada’s third-largest brewer, Sleeman Breweries of Guelph, Ont.

From the start, Sleeman’s brand was very different from Molson and Labatt, owners of almost 100% market share when Sleeman was relaunched dur-ing the late 1980s by John Sleeman (after he was given the original recipes that his family had used to brew beer in the 1800s and early 1900s). While the goliaths were selling an array of indistinguish-

able beers by bouncing from one bikini-driven message to another, Sleeman stayed con-sistent. Radio spots featured John Sleeman himself talk-ing about his family’s brewing

heritage and his beer’s premium quality. This laser-like focus earned Sleeman a crystal-clear position and customers happy to fork over premium prices compared to the major brewers. Sleeman steadily cut into the big boys’ market share, grabbing in the area of 10%, a truly astounding figure.

But then John got busy with his success and the demands of an initial public offering. At about

the same time I noticed that the brand position was changing. Instead of talking about heritage and quality, Sleeman was rolling out a bunch of clichéd ads chockablock with deck parties and bodacious babes.

I sent John an e-mail to ask what was going on. He replied that his new marketing friends inside the business knew what they were doing, thank you very much. They were going with deck par-ties and babes because Sleeman’s branding came across as too “old” for the younger generation of beer drinkers they wanted to attract.

But wait: Weren’t the original drinkers of Slee-man products, when the beer was introduced in the late ’80s, young themselves? Yes they were. The heritage and quality appeals worked then, and there’s no reason to believe they wouldn’t work again with another generation of young drinkers.

In 2006, John Sleeman announced a profit warning and lowered his premium prices in lock-step with the emergent buck-a-beer brands. Shortly thereafter the company was sold to Sapporo Brew-eries of Japan, becoming the third and final major Canadian brewery laid to rest in foreign hands.

I’m happy to say that it appears Sapporo appreci-ates the value of consistency. My optimism comes from a recent chance encounter. I was out for lunch and received a tap on the shoulder from none other than John Sleeman. I was deeply grati-fied by his words: “Ted,” he said, “you were right.

Brands that got it right...

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We are reviving our premium position with our next set of ads. We’re going to be talking about quality and great-great-grandpa again!” Right on John.

F:RM:@ÍL�=>I>G=:;E>�IBM<AF:GSapporo and John Sleeman may have a soulmate in Maytag, a company that’s had the discipline to stay consistent for 40 years and counting. Since the late 1960s, the venerable manufacturer of washing machines has challenged a single advertising agency–Leo Burnett USA–to create fresh and relevant situations for Ol’ Lonely, the Maytag Man.

Maytag’s stick-to-it-iveness has earned it the key “dependability” position in virtually every mind in America. That’s an exceptional accomplishment in a category where the average person might pur-chase only two washing machines in a lifetime.

To fully appreciate the magnitude of Maytag’s achievement, understand this: Ad agencies and their creatives like to think that new ideas are their reason for being, when in truth, new ideas are their fundamental problem.

In exchange for creating new ads–the exact opposite of consistent brand messaging–creatives are rewarded with pay raises, bonuses, promotions and new job offers. They are celebrated and even worshipped by the mutual appreciation society

that is the advertising industry for creating that which has never been seen. This is an industry that congratulates itself at a glitzy awards show in Cannes, for heaven’s sake. And you’ll never win an award for working with an old idea, even if it does serve the brand well.

New-happy creatives may or may not real-ize that coming up with something fresh (like Burnett has continually done for the Maytag Man) is actually a lot harder than dreaming up something new. Being fresh requires that you always work in a single, unchanging context: what the brand actually stands for. New, on the other hand, means the freedom to start over on a clean canvas every time.

...And brands that got it wrong

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L>G=�BG�MA>�K:ML1-800-Got-Junk, billed as the world’s largest junk removal service, got that way by positioning junk removal as an issue of emotional health for house-hold-running women. Junk zeroed in on the great feeling of organization and order these ladies get from cleaning out their nasty basement or embar-rassing backyard.

Junk’s compelling position allowed them to set and surpass some very lofty goals. They made it an

objective to appear on Oprah, a direct channel to millions of North American women, in their first two years of business. They did it inside of one. Next was an appearance on the Dr. Phil show. On both occasions the theme of discussion was how cleaning up your living space is part of setting your life in order.

With all of this success, I assumed that Junk would be one outfit capable of resisting the tempta-tions of new creative friends. One day I received a call from the leadership of their Toronto franchise, who wanted my opinion on an ad campaign a new agency was pitching them. The agency was propos-ing a “funny” TV spot in which rats–yes, rats–were being thrown out of the company’s distinctive blue trucks onto suburban front lawns. The ad cuts to housewives screaming in horror at the rat invasion. The positioning statement for the campaign? “Call us before we send you rats.”

It was a campaign that threatened to take all the brand equity 1-800-Got-Junk earned from talk show appearances and throw it not on the lawn, but on the proverbial junk pile. It’s a potent illustration of new friends’ compulsion to always do something new. I thought to myself: Thank goodness the Junk boys checked with me before rolling over for some creatives itching to make their mark.

But my relief was misplaced when I noticed that the rats ad not only went ahead, but won an award at one of the ad industry’s many festivals of self-congratulation–persuasive evidence that the new Junk advertising diverts from what was a hugely effective brand message. I could sum-marize the discipline of brand consistency in the form of a question to the Junk people: “If it ain’t broke, why ‘fix’ it?”

MHLAB;:�@>ML�MHN@AYears ago, Toshiba positioned their computer notebooks as the tough ones that could take the bumps of everyday life and still be counted on to work. Chiat Day, the hot creative shop of the time, came up with a brilliant TV campaign called “I

can’t believe I checked my notebook!” The 30-second story featured a hapless business traveller who inadvertently checks his notebook at the air-line counter, only to realize his mistake at 30,000 feet. After a fretful flight he is rewarded when his Toshiba notebook boots up following a tough trip through the baggage handling system.

So successful was the ad that Toshiba began to gain on IBM’s market share. Toshiba management asked its agency Chiat Day, for the next ad in the

series. But those hotshots refused to do a mere sequel. Toshiba fired them and hired my firm to create the sequel–“Follow that cab!”–in which our same hero chases down

his notebook after placing it on the trunk of an airport taxi. The commercial leveraged the equity of the first ad and helped drive Toshiba to market share leadership.

So why wasn’t there a third ad in the series, and a fourth? Why isn’t the Toshiba campaign still running today, like the Maytag Man? You guessed it–because old friends at Toshiba, to the detriment of their brand, were evidently bored stiff by their own messaging.

One of the best things about proper brand disci-pline is that it’s one of the few business realms in which, if you want to succeed, you never have to do anything completely new. The surest path to lower expenses, higher revenue and increased brand equity is to simply be consistent.

Keep your messaging consistent from period to period, year to year. Enjoy the enormous savings in man hours and production costs that come from avoiding constant, costly and unnecessary retoolings. Then enjoy the biggest bonus of all–more time to build brand equity by focusing on the core issues of your business.

Remember this rule of thumb: Just when people inside your organization are getting bored of your brand message, that’s the moment at which your target market is just beginning to notice.

It’s a truism that underscores how important it is to control your brand’s friends, old and new. Com-municate to those folks who seem to be itching for a change that brand consistency is good not just for the business, but for them. Tell them that the way to make a mark is not by changing the brand message but by helping solidify it. Challenge your creative suppliers to do fresh, not new. And say a polite goodbye to the ones trying to sell you change for its own sake.

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Speaking 14

Selected Speaking Appearances 2007/2008

Privy Council Office - Government of CanadaCommunications Planning SessionKeynote Speech: Brand: It Ain't the Logo*

June 13, 2008Ottawa, Ontario, Canada

Investment Planning CouncilSpring Partners ConferenceKeynote Speech: Brands and the Experience Economy

May 19, 2008Greece - Aboard the MSC Musica

Canadian TireLeadership OffsiteKeynote Speech: What a Brand is - and isn't

May 15, 2008Toronto, Ontario, Canada

Schulich School of BusinessKeynote Speech: Brand, Shmand: We have a logo

March 24, 2008Toronto, Ontario, Canada

PurolatorLeadership ConferenceKeynote Speech: What a Brand is - and isn't

January 22, 2008Toronto, Ontario, Canada

Speaking 15

Selected Speaking Appearances, continued

North American Retail Hardware Association 2007 Convention and Annual MeetingKeynote Speech: Brand, Shmand: We have a logo

Hyatt Regency Grand CypressJune 11-12, 2007Orlando, Florida, United States

KPMG Enterprise and the Richard Ivey School of BusinessQuantum Shift - Unleashing the Power of EntrepreneursPresentation: Instinctive Brand Leadership™

Richard Ivey School of BusinessMay, 2007London, Ontario, Canada

DeloitteLeaders Edge ProgramKeynote Speech: Building Your Personal Brand

The Fairmont Royal YorkMarch 2007Toronto, Ontario, Canada

Cassels Brock & Blackwell LLPClient Information SessionPresentation: How to Build a Brand

February 20, 2007Toronto, Ontario, Canada

Testimonials

TO: Speakers’ SpotlightFROM: Peter Blackwell, VP Marketing, Canadian Tire

RE: Letter of Reference for Ted Matthews

DATE: Friday, January 9, 2009

To Whom It May Concern,

It has come to my attention that Ted Matthews, Founding Partner of Instinct Brand

Equity Coaches, is seeking representation by Speakers’ Spotlight. To aid you in your

process I thought it might be helpful to share a brief perspective of the very strong value

that we at Canadian Tire have experienced from having Ted recently speak to our Senior Leadership Team.

When organizing the kick-off meeting to our last annual planning process we decided to focus on the importance of ‘Consistency of Brand Experience’ as our key theme. Having

read Ted’s book, Brand: It Ain’t the Logo* (*It’s What People Think Of YouTM), I arranged

to have him speak on the topic at our Leadership Planning Offsite.

Ted’s role in this important meeting proved invaluable. The audience was a mix of

leaders across Marketing, Merchandising, Finance, Logistics, Store Operations, IT, and

others. Many in the room brought a traditional perspective of having little if anything to do with the customer’s experience with our Brand. Ted’s insightful, engaging and

entertaining talk lifted each person’s perspective to a new level of awareness around the

possibilities and responsibilities we all have in delivering the best, most consistentCanadian Tire brand experience in every single thing we do across every department.

Ted’s talk was a turning point for the outlook and attitude of our Leadership Team.

Ted’s vast experience on the ‘front lines’ of Advertising and Marketing is reason enough

to listen to what advice he has to offer. Ted has the gift, however, of wrapping this

experience in a truly electric, invigorating, inspiring style that moves the event from being

just a business presentation to being an ‘experience’ too rarely seen in business today.

I would strongly recommend that anyone charged with the stewardship of a brand should

seek to infect their organization with the energy and enthusiasm that comes from having Ted Matthews speak to their business team.

Regards,

C

Canadian Tire Corporation, Ltd. 2180 Yonge Street, Toronto, ON M4P 2V8 Dir: (416) 480-3000

Speaking 16

Speaking 17

Testimonials, continued

Schulich School of Business“Marketing has a handful of essential truths and I can think of nothing more essential than Ted's oft-repeated mantra that a brand is "what people think of you.” Ted's ability to cut through the clutter and deliver a message that sticks is legendary. It has been a joy to learn from him.”

Ashwin W. Joshi Director, MBA ProgramAssociate Professor in MarketingSchulich School of BusinessYork University

Deloitte“Ted: Enclosed is the feedback summary. Suffice it to say, the results were excellent. Thank youagain for a thought-provoking and high-energy presentation. I think that you gave our audience alot to think about.”

Michael Spicer Vendor Alliance ManagementDeloitte Inc.

Investment Planning Counsel"We cannot thank you enough for your great presentation. We have had very positive feedback fromall our advisors, many who told us you were the highlight of our conference agenda."

Chris Reynolds PresidentInvestment Planning Counsel

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Testimonials, continued

Cassels Brock LLP“My focus at Cassels Brock is to provide advocacy and advice, concerning intellectual property andrelated branding matters, to some of Canada’s largest marketers. A number of times each year, weinvite these clients to our offices for seminars dealing with marketing issues. Frequently, an outsideguest speaker is also asked to take part in the presentation.

We have featured Ted Matthews as a presenter to the firm's clients. His unique approach to brandingis delivered with an intensity, mastery and passion befitting the most seasoned courtroom dramatist. Ihave been proud to work with Ted.”

John S. McKeown PartnerCassels Brock LLP

Purolator“Ted, Thanks for your efforts in pulling together and delivering today's presentation. I was pleasedwith how it went and received some very positive feedback from a number of folks.

Safe travels on your way back to the sun and warmth!”

Brian MeagherSenior Vice President, Sales and MarketingPurolator

ted matthews press kit

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