The endeavor to position the $7.3 billion professional services company as a resource helping clients navigate through new economic realities around the world comes after two years of business planning with the Enterprise Identity Group, London, and six months of educating employees about Arthur Andersen's new corporate attributes and business philosophy.
"Professional and financial services are really waking up to branding today," said Matthew Gonring, global managing partner of communications and integrated marketing at Arthur Andersen. "While we recognized that the Arthur Andersen brand is one of the strongest, the brand research was saying that if we wanted to capture the new business . . . tweaking the status quo wasn't going to get us there."
Along with a new bold logo-an orange sphere combined with orange and red lettering on the company name-Arthur Andersen is focusing its identity on being a global company featuring nine different market services and five brand attributes.
But promoting Arthur Andersen's new global brand, which features attributes such as "maverick" and "inventive," required a marketing approach different from the past, when regional operations pursued their own individual strategies.
"The way we went to market was confusing and diluting the brand. We had to go to one Arthur Andersen master brand around the world," Mr. Gon-ring said.
OgilvyOne and Ogilvy Interactive, fellow WPP companies brought in by Enterprise IG, sought to incorporate the new business identity into the marketing of Arthur Andersen's products. More than half the content was cut from the arthurandersen.com site, and the 13,000 direct mail pieces sent to executives worldwide contained miniature CD-ROMs that guided clients and potential customers to the revamped Web site.
"The essence of Arthur Andersen's position is putting value in things that have never had value attached to them before," said David Brown, managing director at OgilvyOne, Chicago. "Direct marketing becomes the tangible part of what you're selling."
In addition to cleaning up the Arthur Andersen Web site, which urges potential customers to talk about the new economy, Ogilvy Interactive, New York, is helping unify country-specific and local office sites so clients don't get redundant information. In March, the Ask Jeeves technology will be added to the site, allowing people to ask for specific information about the company.
While the bulk of general advertising will dwindle, Mr. Gonring said the company will expand on its direct marketing capabilities to better connect with clients.
And much of the $100 million dedicated to promoting the new business strategy will be used to continue helping Arthur Andersen's 70,000 employees in 80 countries market the new business product themselves.
"What's happened up until now," Mr. Gonring said, "is competitors have done a smattering of advertising in the outside world but haven't had their people lined up behind it."