If everyone is talking about the Louvre, the robbery, and your product, failing to seize that opportunity is the worst strategic and tactical decision a leader can make.
The recent incident at the Louvre, where an elevator belonging to the German firm Böcker (unintentionally) facilitated the theft of the jewels, has become one of the most relevant marketing and branding case studies of the year.
This event was no ordinary incident; it was a test of corporate will, demonstrating that the real challenge is not the crisis, but the paralysis in the face of opportunity.
The initial dilemma was profoundly ethical: could a brand capitalize on a criminal event without becoming complicit?
The predictable reaction of most companies—the “temptation of silence” and defensive retreat—is, in essence, mediocrity, recklessness, or management slowness.
Böcker, on the other hand, understood the first law of the digital age: inaction (hand in hand with silence) guarantees irrelevance.
By owning the narrative, the brand demonstrated superior strategic and tactical agility that is only possible when the purpose is clear.
Böcker’s marketing coup was not a stroke of luck; it was an unparalleled proof of concept.
“When you need to move fast” transformed from a commercial promise into factual validation of its product to a global audience.
The functionality of its lift—its speed, load capacity, and operational discretion—was not promoted with investment, but certified by global headlines.
The brand tested its value proposition under the most intense spotlight, demonstrating that the reality of the product, when aligned with the brand, is always the best advertising.
CEO Alexander Böcker himself summed up the essence of brand leadership:
“It was… an opportunity for us to use the most famous and most visited museum in the world to get some attention for our company.”
Böcker managed the delicate moral dilemma using ethical humor. They condemned the crime, but celebrated the product’s performance.
This self-awareness and distinguished tone humanized the family business, generating a positive emotional connection.
Organizations that take themselves too seriously end up being ignored.
It’s never enough to have won the battle for awareness. Because in these fast-paced times, nothing lasts. And you have to make the most of the “trending topic” moment.
Ultimately, Böcker has shown that leadership doesn’t fear context, but rather transforms it.
Their case confirms that consistency is one of the most valuable intangible assets and that only brands that dare to be the protagonists of their own stories are capable of emerging as true TOTEMS in the market.
