Viva La Revolución

STRAWBERRYFROG TO OPEN LONDON

From CAMPAIGN Magazine

by Suzanne Bidlake Campaign 19-Jun-08, 07:00

LONDON - StrawberryFrog, the independent global communications agency, is planning to open an outpost in London.

Local sources say talks are underway to secure a senior management team from existing London-based talent, which will be given a stake in the new agency.

The network, which was founded in Amsterdam in 1999, already has operations in New York and Tokyo.

More recently, it has set up shop in São Paulo, and is opening in Mumbai imminently. Each of these off-shoots follow the same local management model.

The Brazilian agency open-ed last September and has since won a substantial slice of PepsiCo business across four brands.

StrawberryFrog New York also works on PepsiCo, having picked up Frito-Lay's TrueNorth snacks last October.

Mumbai will help oversee StrawberryFrog's work with the Indian car brand Mahindra outside India.

StrawberryFrog's European client base, handled from its Amsterdam office, includes Vauxhall, Asics and Panasonic, as well as the £30 million European Chevrolet Aveo account, which the agency scooped last October.

Last year, StrawberryFrog Amsterdam produced a campaign promoting the Asics heritage trainer brand Onitsuka Tiger.

The campaign included a website, where users could view a film depicting the creation of a sculpture of an Onitsuka Tiger trainer made from Japanese icons such as noodles and chopsticks.

StrawberryFrog could not be reached for comment.

BRANDING AND THE GLOBAL SOUL

Scott Goodson writes...

A recent article in the New York Times Magazine, by Parag Khanna entitled "Waving Goodbye to Hegemony", reminded me of how important understanding the new global soul is becoming. Being open to new influences and cultures will be the new culture, especially in the wake of the US presidential election. Regardless of whether Mrs. Clinton or Mr. Obama is the new Chief Executive, we can all expect a much more globally-oriented American engagement. In addition to America engaging with the world on a deeper philosophical level, we can and should expect Americans to open their eyes to inspirations and products from outside the US. No longer should it be enough for consumers to rally behind nationally-oriented brands and products. This is a world where the 18th-century nation-states have been overtaken by global culture, and where the web has no boundaries.

"Global soul" isn't any longer mere hippie talk or some kind of Ben & Jerry-like rhetoric coming from the mouth of a 'Chief Euphoria Officer'. In the light of global warming and socially-progressive moves, it makes more and more sense for both human survival and corporate profit to embrace this channel of thought.

We can also count on consumers getting smarter. (Hallelujah for that, we have to stay fresh and inspired!) It's now almost impossible to sell a product via a simple 30-second TV spot; everybody's had enough, they have simply burnt out. Similarly, brands can no longer put on the clothes of 'greenness' without putting their money and actions where their mouths are. Corporations are increasingly perceived as part of the problem and not the solution. Only by really becoming the solution will these conglomerates be able to survive.

The idea that big business, not governments or other institutions, can be the greatest harbingers of change has been floating around for a while. One can just look at the success of brands such as Ben & Jerry's, Timberland and Kiehl's, who have all had a social agenda ingrained into their corporate structure from their inception. People are increasingly initiating change in their personal lives. Brands have the opportunity to take it to a wider level and by doing so, to reflect a universal value system of likeminded people, be they from Tucson or Tokyo, New York or New Delhi, Scranton or Stockholm. It's about culture and bringing people together irrespective of the country they come from. The brand offers the group the warmth and comfort of a campfire, a metaphorical venue for the consumer to discuss and divulge their perceptions and innermost feelings.

It's not just brands that can provide connective tissue to the masses. Some products have become metaphors for positive change - mmmm, Cherry Garcia. Certainly without quality products, a brand will never survive. The Swiss Army Knife or its modern design equivalent, the iPod, are ultimate global unifiers. Everyone finds them cool and freaking handy. They are designs that function and democratize; they are design classics because they transcend the concept of product and have become art - a universally recognized piece of art. Zippos can build bridges, one hundred dollar laptops can indeed help save the world. Business is about service: serving the consumer and serving the planet (our place of business). And the smarter, the most multifunctional - bless the Swiss Army Knife, honor the iPod - will survive.

WHAT MARKETERS CAN LEARN FROM OBAMA'S GRASSROOTS PHENOMENON

Chief Strategic Officer Ilana Bryant writes...

This year's Primaries have been some of the most exciting in living memory. It has been a time of new thinking and bold new political approaches, and bold new marketing practice. Barack Obama’s campaign has been extraordinary for a number of reasons, not least for his radical use of new media tools and his extraordinary use of social networking to further his reach.  Below is an apolitical summary of some innovative uses of messaging and media to create this grassroots movement.

1. Leveraging the power of inspiration

If you want your audience to love you, wear your T shirt and forgive your weaknesses then you have to connect to them on a level above just the rational benefits/details. The voter's long journey to the voting booth may twist and turn on rational policy points, but selecting the candidate inside the voting booth is often a split second, emotional decision - in much the same way that consumers make product choices on the shelf.  This is true even for high stake choices/purchases such as vacations, luxury cars, and selection of leader of the free world  - rational points are important in judging criteria, but humans are ultimately far more complicated and emotions connection carry a stronger weight than marketers recognize.

Obama’s campaign has set out a clear set of inspiring values which it weaves consistently through all forms of communication - Hope, Action, Change. The rest is commentary. In addition the campaign has been very good at seamlessly translating the values directly into its campaign slogans using simple phrases designed to elicit said  'hope, action, change'.  Phrases like ‘Change we can believe in’ and ‘Yes, we can’ are examples of phrases that epitomize the Obama brand values and speak positively to the subconscious brain in a way that would make NLP practioners proud.

2. Bottom up brand management.

The Obama brand is lead from the bottom up, not the top down.  The campaign has an incredible social networking site (reputedly created by one of the Facebook founders) with powerful instant peer to peer communication.

With features like ‘create your own event’ and ‘create your own Obama group’ - the campaign has created a self organizing system.  Obama HQ provides the tools for these people to meet, organize, fundraise and canvass voters but does not dictate the content or intervene with the peer groups.

If you look at all the chat rooms and events on BarackObama.com they are just as varied as you would expect ˆ Jazz Brunch for Obama Fundraiser, Young Lawyers for Obama etc. I‚m sure if I set up a ‘Twisty Balloon Animals for Obama’‚ fundraiser this would be uploaded, unedited to the site.  This makes the grassroots campaigners less like footsoldiers and more like the passionate Minuteman of the American Revolution.  If you want to show up to proverbially fight for Obama with a pitchfork and a home-made uniform, all you have to do is sign up and you’re in.

This user generated brand culture has had a halo effect in spawning independent user generated pro-Obama organizations such as, Dipdive Music which has to created videos for achieving more than 5 million hits online.

3. Continuous momentum through ‘SMART’‚ objectives

Marketing 101 instructs that to achieve goals, objectives must be ‘Specific, Measurable, Actionable, Realistic and Timed’. It seems that all internal Obama peer to peer campaign initiatives follow this dictum.  Initiatives give a specific goal and date (eg 1.5 million calls by Tuesday) and make them actionable and realistic (eg click on this button and make 20 calls from this list).  Continuous momentum is maintained by achieving goals and setting out new objectives which continuously greet all users on the main home page.

4. Social Networking Infused with Healthy Competition

The Obama website’s social networking tools are infused with healthy peer-to-peer competition that drives frequency to the site.

Matching peer donations, publicly viewable personal fundraising pages and shared postings of peers with the highest calling rates are examples of the campaign harnesses friendly peer to peer competition. There is the genius of the website’s point scoring system where your actions on the campaign are awarded depending on level of commitment and usefulness to the cause.  Ironically, these points  and ranking systems are not redeemable for anything more than understanding your level of  'action’ in the movement and being able to set your personal goals vs peers.

5. Pop Up Stores to Galvanize Online/Offline Activities

The Obama campaign has overcome its lack of infrastructure in key areas by utilizing what in marketing speak we would call a ‘pop up store‚’ -  a temporary distribution channel/brand experience set up in a vacant retail space.   For example, my local Obama Campaign HQ was an old movie rental shop. It was re-branded in Obama campaign livery and began distributing campaign material and running phone banks despite still having the original 'We Got Movies' neon sign over the door.   These pop up stores on the ground were combined with the website's powerful Mapquest/Google Earth style location search tool so peer groups could find each other and local events instantly as well as find their new 'pop up' campaign HQ. The result was a holistic integration of a real world grassroots meeting place for the virtual, online groups and activities.

ILANA BRYANT IS THE CHIEF STRATEGIC OFFICER OF STRAWBERRYFROG, SHE IS RECOGNIZED AS ONE OF THE LEADING STRATEGIC THINKERS IN THE MARKETING WORLD TODAY. SHE CONTRIBUTES HER THINKING TO OUR STRAWBERRYFROG BLOG ON A REGULAR BASIS. YOU CAN CONTACT HER AT ILANA@STRAWBERRYFROG.COM

StrawberyFrog Names Szulce Luxury Business Director

NEW YORK: 29th February 2008

Independent convergence agency StrawberryFrog is pleased to announce the appointment of Dagmara Szulce, an innovative leader in luxury marketing to the position of Luxury Business Director.

Szulce, who begins today in this newly created position, will focus on providing existing clients with luxury marketing leadership. She will also work with Managing Director, Mike Lanzi to attract new, premium accounts.

Szulce joins StrawberryFrog at a time when the agency is growing from several new account wins and is working to position itself ahead of dramatic changes in the way the world’s luxury advertisers are marketing their brands in the United States and worldwide.

Szulce joins StrawberryFrog from Caviar (JWT’S luxury division), where she was the US Brand Curator in charge of new business development. Prior to that she oversaw the ‘Right Hand Ring’ business on the De Beers account at JWT, New York and worked on a variety of global and domestic businesses including Clairol, Cadbury Adams, Kraft, Corcoran Real Estate and Warner Lambert.

“The concept of luxury has changed, brands that understand the new world are benefiting.” she says. She said ‘Soulless brands are out, branded playgrounds are in. Time-deprived consumers are looking for legitimate brand experiences that evoke long-lasting memories…” Dagmara went on to say, “I see a significant opportunity for the mainstream brands to gain inspiration from the luxury world in a bid to win new consumer segments. On the other hand, I think the Luxury brands will need more innovative, visionary strategies to retain and attract a new generation of consumers”

With the recent win of Frito Lay and last month Mahindra, the newest car brand to enter the US market, 2008 is a truly exciting year for StrawberryFrog. After launching their US office in New York just over three years ago the agency has not only signed its first car account, but also has a steady and impressive portfolio of clients such as; Morgan Stanley and Miller Brewing.

Mike Lanzi, managing Director of StrawberryFrog New York said, “More and more companies see the value of a premium positioning. It means they can have deeper relationships with their consumers and they can earn greater revenues. Dagmara is the latest example of StrawberryFrog’s commitment to investing in the best strategic thinkers in this business.  She is a leader in her area of expertise, and she brings a strong skill set, with deep experience in luxury marketing. She recognizes the unique opportunity she’ll have here to ply those skills in place that represents the future of marketing and communications. Dagmara’s mandate is to focus her energy on finding new and better ways to market luxury goods and services.”

StrawberryFrog is an independent convergence agency that works in innovative and unconventional practices with clients such as; Frito Lay, Wal-Mart’s Sam’s Club, Miller Brewing Company, Scion and Unisys.

For further information please contact:

Gabrielle Lott
PR Director
gabrielle@strawberryfrog.com
212 366 0500

Strategy & Planning (PART ONE): Building a department and an agency

StrawberryFrog's Chief Strategy Officer talks to YouIntern.com...

Ilana Bryant is the Chief Strategic Officer at StrawberryFrog, one of the most influential independent agencies worldwide. She was kind enough to answer some questions about planning, strategy, StrawberryFrog and internships. In Part I, she discusses her agency and its take on planning.

YouIntern: Thanks for taking the time to answer a few questions for our readers. Let’s get started. Can you give us your brief thoughts on entering the advertising industry?

Ilana Bryant: I think people in advertising often act as if they are in a kind of mythical fortress. They don’t give a lot of access points for people to get into the industry, and they think that the chosen few who deserve to be in it will somehow find their own way to break in. It’s an unnecessarily difficult process and the industry would benefit to make it easier and more meritocratic for those seeking a career in communications.

YouIntern: How do you think StrawberryFrog is perceived by students, by young people who want to get into advertising? Do you think there’s an established perception of the company?

Ilana: That’s an interesting question. I think we’ve been fairly good at communicating what the agency is about and the philosophy behind the agency. I think our PR and our website help project an image about how we work, our philosophy behind building brands, the kind of people we are. We want to encourage clients to come here, and if we can’t, we have photos of people around the office so that people get a feel for the vibe of the place.

YouIntern:  What are some of Frog’s principles to grow client’s business, and help them reach their goals?

Ilana: We have two approaches, to brand building and developing creative work. Our philosophy is about creating cultural movements for brands, that is, harnessing the power of the fan base through shared brand values. Two aspects of achieving this are that (1) we try to have a role for the brand in culture that transcends the category and (2) that we believe that people need to interact with the brand, and it needs to live in people’s lives. We need to find channels so that people can act on the brand, so everything we do works holistically. Whether that’s a TV show, or a website, or a manifesto for a political party, we look at all possible channels. And that’s one of the best things about being independent is that we don’t have to sell anything except for the answer. And we’ll bring in someone who has the answer if we don’t.

In terms of the way we work to create these ideas, we have principles of collaboration in the way we work. We’re non-hierarchical, we have a team-based system, we attack a problem from all different perspectives from the beginning. The creatives can have a solution to the business problem, and the guy in the suit can have a great perspective on creative.

YouIntern: What about the ad that ran in Fortune, the t-shirt ad. Do you think agencies doing a good job of branding themselves, and think of this in two parts – (1) compared to the industry and (2) to students.

Ilana: I think ironically, agencies are really bad at communicating what they do differently. They are great at communicating how they differentiate their client’s brands and products but not themselves. I think StrawberryFrog and other agencies are part of a next generation of agencies that don’t have the names of the owners over the door. The StrawberryFrog name is based on a our philosophy as embodied by a small Amazonian poisonous frog – it’s small, but deadly and agile. And another aspect to it is that the actual Strawberry Frog is that it adapted and evolved so well that it doesn’t need to camouflage itself like other frogs. It’s bright red and blue. Also, it’s also memorable and quirky and goes against the old advertising agency convention of sounding like a law firm or an accounting firm. Surely, the communications business, of all industries, should look completely different.

YouIntern: What’s the role of planning at StrawberryFrog and how does it compare to other agencies?

Ilana: As I said, we have a project-based system, so all of the disciplines are integral to our process. Planning is very crucial because we solve such a wide range of business problems. So, we might be asked to create an entirely new media concept, as well as more conventional work, like repositioning a packaged goods brand. Unlike other agencies where strategists might step-in midway through, we practice what I call ‘free-range strategy’. We’re involved throughout the process. One of the first things we do is called a “FrogLogic session” where we identify the key issues and challenges for the brand. As part of the process, we have to find the cultural connection. What role could this brand play in people’s lives? And the planners can go out and do cultural research. We do trend research – though I hate the word trend, because it makes it sound like it’s coming and going – really we’re looking at big themes in culture. We like to do a lot of cultural research working with semioticians (who de-code communication and symbols), psychologists, sociologists and anthropologists. They give you unique insights on what’s going on in consumers minds and culture that people can’t tell you in a focus group.

STRAWBERRYFROG TO SELL MAHINDRA SCORPIO IN US

From The Economic Times

Around a week back, the science pages heralded the discovery of the fossilised remains of what was probably the world's largest prehistoric frog. Beelzebufo ampigna, it is speculated, had a diet that may have included young dinosaurs. Cut to the present and the conflict between dinosaur and frog does not seem to be entirely done with. In the marketing communications space, decade-old agency Strawberry Frog claims to be waging war against the dinosaurs of advertising -monolithic global networks and their holding companies. Strawberry Frog has won a legion of admirers on the internet, a domain it has close ties to, as well as a small vocal bunch of critics who claim its greatest success is in generating PR for and drawing attention to itself.

Even as the debate continues on advertising-related blogs, some of the world's largest global advertisers have already made up their minds. Strawberry Frog's client list includes Frito-Lay, Credit Suisse, Heineken, Mitsubishi and Morgan Stanley. And now, Mahindra - after the agency was selected to be the American AOR for the launch of Mahindra's pickup trucks and the Scorpio in the United States. Scott Goodson, founder CEO & chief creative officer, Strawberry Frog says, "The Mahindra distributor contacted 12 agencies both large and small. They went through a very rigorous process to evaluate different candidates, including credentials, past case studies, and our thinking on strategy and how they should launch. They weeded it down to around four and then made a selection."

The western media is full of speculation on what the strategy will be; how Strawberry Frog can possibly get Americans to buy a vehicle coming from a country that's not known at all for automotive expertise. Goodson is clear that he won't be focusing merely on the expatriate Indian community because of its familiarity with the brand: "I don't think it is a good idea to rule out any group. Successful brands in the US appeal to a broad audience." He likens it to one of the agency's early assignments – being responsible for Mitsubishi across 42 countries, at a time when the brand had no specific identity. The agency is also working on another project with a BRIC client – Brazil's cosmetic brand Natura, which has global ambitions. Goodson believes the country of origin is not that important: "I don't think it's so much about emerging nations as it is about organisations. Brands that succeed are cultural, lifestyle and iconic brands that stand for a range of values that consumers agree with."

Today, in London, Berlin and Amsterdam, hundreds of small strategic agencies win massive pieces of business.

Goodson believes dinosaur agencies are increasingly unable to build these values: "Advertising in the traditional sense is very one dimensional." Strawberry Frog claims its starting point on communication is entirely different. Goodson explains, "Traditional agencies start from the inside and go outward. But we start out and move inwards. We find an idea on the rise in culture, and then see how we can tie that back to the brand, creating communities and fan-based organisations that are supportive of this movement. Mass communication is then used to amplify it to a wider audience; we've sometimes created our own media vehicles."

STRAWBERRYFROG ADDS $30 MIL. MAHINDRA BIZ

Kamau High, AdWeek

NEW YORK Global Vehicles USA, an Atlanta-based car importer, has named independent StrawberryFrog to handle its advertising account.

Global Vehicles plans to import and introduce to the U.S. market in 2009 the Mahindra nameplate. The vehicles are built in India.

Estimated annual media spending will be $30 million, according to the client.

"StrawberryFrog joins us at an exciting time as we launch Mahindra, the first Indian vehicle to enter the U.S. market," Bill Goetze, president, Global Vehicles, said in a statement. "Just as Mahindra enjoys a worldwide reputation for quality and innovation, StrawberryFrog's reputation for creativity and strategic thinking will help us position Mahindra as a leader in innovative automotive marketing and advertising."

StrawberryFrog will handle strategy as well as creative duties for the introduction of three Mahindra vehicles: an SUV and a pickup truck that come in a two- and four-door models. All the Mahindra's, which are expected to sell for around $25,000, will use diesel instead of gasoline.

Global Vehicles said that 300 dealers, representing all 50 states, have agreed to sell the vehicles. The first Mahindra-branded dealer is set to open in March in Chicago.

"There's something very special about representing Mahindra, the innovative automotive brand, the first to enter the U.S. market from India," said Scott Goodson, CEO of StrawberryFrog. "It's been no secret that we've wanted a major car account in the USA, and we look forward to our partnership with Global Vehicles and Mahindra."

Last July, General Motors hired StrawberryFrog, Amsterdam, the Netherlands, to handle the European launch of the Vauxhall Opel Agila model.

"More than 60 years of innovation and quality have earned Mahindra vehicles a loyal following in India, China, the U.K., Russia and beyond," Goodson said. "With our help, and the distribution power of Global Vehicles USA, Mahindra will earn that same loyalty in America."

DEEP "LOST" THOUGHTS

By MrsBenLinus

I’m not trying to sound conceited (insert: hair flip), but I totally knew it was a Flash-Forward.  C’mon, who didn’t see the Crazr phone in Jack’s hand and think, hmm, that’s obvious.  Because I did.  Regardless, it was an OMG moment.  My heart gasped when I saw how hot Future Kate looked in comparison to Future Jack, who seemed to have totally stopped going to the gym.  (But did he ever work out, you think? On a steaming tropical island, his ratty t-shirts are like a chubby man’s security blanket, whereas Sawyer is built, proud and constantly shirtless as a Chippendale’s dancer.) I once watched a Real World Reunion show on MTV, and two formerly romantic interests expressed the breakthrough realization that once back home and off-camera, their relationship had no common interests, as they had left the heightened reality of the Real World house.  I’m certain that this is exactly what happened with Future Kate and Jack.  She’s a crafty and experienced fugitive.  He’s a friggin’ spinal surgeon.  Without the plane crash, yeah right they’d fall in love and gaze brain-dead into each other’s souls.  LMAO!  But I was totally pissed when Kate chose Sawyer.  It’s like watching your best friend, one you’ve known for, like, three seasons, make the same self-destructive mistakes.  You just wanna tell her to forget about that whole whoopsie pre-meditated I killed my boozin’ daddy faux pas, and realize, hey (!), you have a good heart and lush, climate-neutral hair.  Forgive and forget, live and learn, que-sera, from here to eternity, like who hasn’t been there, you know?  It’s 2008, people, and we need to lighten up on the judgment.  Well, actually, on the island it’s still 2004, so I guess, LOL, they aren’t quite there yet.  And in that case, Jack needs a gym and Kate should go to jail.  TTFN.

Click here to find out all that island life has to offer.

For ticket inquiry, contact Oceanic Air.

LAUNCH OF THE SMART CAR

Scott Goodson writes...

The first client we had at StrawberryFrog was the smart car in Europe. In 1999, we were a fledgling new agency on the west coast of Europe - in Amsterdam.

One of the reasons why the smart car's launch in the USA will be interesting to watch is because of how it was positioned then. Plus the 'cool factor' and the buzz that the brand established in Europe during it's early years. It carried the profile and cache of a culture-defining lifestyle brand.

Back in 1998, the MCC (Micro Car Company) was co-owned by Swatch and Daimler Chrysler. If you look at the smart logo and the swatch logo you will see similarities, such as the same typography and same small use of the small lettering. In fact, name smart (which is supposed to be spelled lower case) is an acronym for Swatch Mercedes ART.

We collaborated with a Swiss-based agency, with the Hayaek family (the owners of Swatch) and Daimler Chrysler. The head of marketing was the former CMO of ESPRIT fashion brands, based in Germany.

Right from the start the maverick Nicholas Hayek had an idea, an extraordinary idea. An idea that in his mind would change the way we humans - especially us urban humans - lived and transported each other.

Hayaek's idea was not to launch a car, but to launch something he called the "Mobility Concept." The mobility concept was a rethink of how we as humans transport ourselves and our families in urban environments. It was a rethink on how we could own a vehicle in an urban environment.

Hayaek had managed to negotiate with Swiss urban authorities enabling smart to be the first car to have special parking facilities at train stations in the city. Small compact parking spaces were developed for commuters who would leave their cars at the station, jump the train and head home. Hayaek had started to negotiate with Sixt, the major European car rental firm, about the idea of enabling smart car owners to use full size Mercedes vehicles on the weekends to transport their families. This made a lot of sense to Hayaek since European Car rental firms have parking lots full of full size cars on the weekends, so what better way to use dead car time than to wrap it up into the Mobility Concept.

So smart mobility was - in a nutshell - you bought a smart. You got special urban parking privileges. You could use full size Mercedes on the weekend.

The target for this brand and its Mobility Concept were European urban Gen Xers. Young, stylish, cool, with abundant cash and an appetite for something a little more unconventional than a VW Golf.

The launch communications concept for the smart was a line that felt like a sentence out of Mr. Hayaek’s mouth: “Reduce to the Max!”

This was his plan for cutting through the traffic and boredom of Europe’s cities.

Distribution was also very different from the average car companies. Slim towers of gleaming glass and stainless steel were located on the outskirts of major European cities. Designed as elegant and narrow architectural packages, they popped on the horizon and generated a lust to want to come inside to look at the candy.

CINEMATICALLY CORRECT: THE MOST-CORRECT OF 07

The Formula checks out...

Only the most correct subjects can expect to score anywhere near 300fc points. These three films went above and beyond their call this calendar year, and now assume their rightful places in the annals of cinematic history. Scored, as always, in the name of science, using the Formula for Film Correctness.

----------

No Country For Old Men  // 361fc
Directed by Joel Coen & Ethan Coen, 122 min
Veiled by a simple plot of a fugitive and his pursuers, the resonance of this film seeps from within the wide-open spaces. In recent memory there has not been a film that so rightfully deserves every single laudatory adjective thrown its way: terrifying, humane, epic, intimate, funny, deadly serious, and so on etc. With craft and atmosphere aplenty, the Coens may have added what could go down as a masterpiece to their already near (see: Intolerable Cruelty, Ladykillers) flawless catalog of work. The only question is whether or not they were right in adapting the material so closely to Cormac McCarthy’s original work – including an unexpectedly sudden denouement and dreamlike epilogue. In the opinion of The Formula, the risk taken in walking hand in hand with the source material speaks not of a lack of creativity, but more in the understanding and execution of a model of implacable storytelling.

There Will Be Blood // 361fc
Directed by Paul Thomas Anderson, 158 min
Paul Thomas Anderson barrels in with his fifth entry in a filmography that stands among the most important and distinctive in modern film. While There Will Be Blood hums along the same epic scope and seemingly effortless execution that made his previous works memorable, more than the time period and setting have changed. The true departure with this effort is its importance to now, arguably his first major work – depicting the evolution of obsession in a crumbling soul. Day Lewis’ misogynistic “Daniel Plainview” is grand enough to be an environment unto himself, and drilling into him proves to be the greater purpose – PT does so with ferocity and a sharpened set of tools.

The Diving Bell and the Butterfly // 312fc
Directed by Julian Schnabel, 112 min
Julian Schnabel manages to tell the true story of Elle editor Jean-Dominique Bauby so inventively you may forget how rotten and bland recent biopics have been. The film, aided by Mathieu Amalric’s pitch-perfect performance, soars with range and emotion: sprinkling anger, joy, and wry humor beneath it. Ultimately, the fascinating part is not that actor and director take you on an indelible tour through the highest and lowest points of the human experience, it’s the grace with which they do it.

----------

See you next year!