By target group: All adults

 

The mobile phone market is under an increasing threat of commoditisation, and is home to notoriously fickle customers. This paper discusses the relaunch of the Millennium Dome as The O2, a sponsorship ...

This paper details the long-term advertising strategy adopted by Carex, al leading brand antibacterial handwash brand Carex. The campaign can be broken down into six phases, each using a different cre ...

In the highly competitive tourism market, Yorkshire faced very obvious opposition from what were perceived as more 'glamorous' foreign destinations for consumers to take a break. Research revealed tha ...

The BBC is world-renowned for the quality of its programme-making and its journalism. The future of the Corporation, however, depends on its ability to connect its content with a new audience. The BBC ...

Banking in Brazil has long been based on perceptions of size and safety: in a frequently unstable continent, consumers wanted to entrust their money to a brand that was seen as secure and reliable. Br ...

From 2003-05, MasterCard invested heavily in the UK behind its long-running 'Priceless' campaign. This resulted in an increase in its share of the credit card market from 31% to 39% (in terms of the t ...

In September 2007, Heinz launched Snap Pots, a new range of microwaveable baked beans. The launch was a response to the Heinz master brand's efforts to add value to its overall portfolio, in what was ...

Eurostar is a unique business, and its move from Waterloo to St Pancras International presented a range of one-off challenges. The 'discontinuity' of the service at Waterloo was to take place overnigh ...

Bonfire season is the busiest time of year for Britain's emergency services, which have to deal with both serious injuries and fatalities caused by bonfires and firework misuse. Against this backdrop, ...

In 1997, Capital One entered the UK credit card market. Using a mixture of improved pricing and increased access to credit, all based on a rational, direct-response approach, it was able to gain a pro ...

From 1990 to 2006, Ireland's economy increased dramatically in size, and as a consequence, so did its primary energy usage. The challenge faced by the country's Department of Energy, Communications an ...

Marketing food in Britain has become increasingly complicated, as concerns about childhood obesity, increasing commodity prices and the power of celebrity have changed the communications landscape. Th ...

This paper discusses the BT 'Family' campaign, which was used to address multiple communications challenges for the different areas of the company's operations. Among the subjects the campaign has add ...

Cadbury is one of Britain's best-known chocolate brands. In 2007, Burton's Foods was looking to build its biscuit business, and decided to invest in advertising for Cadbury Milk Chocolate Digestives f ...

Safer Travel at Night is a partnership between the Mayor of London, Transport for London, and the Metropolitan Police. CABWISE is central to all communications, and aims to reduce the use of unlicense ...

Waitrose's 'Quality food, honestly priced' campaign had enabled it to engage consumers at a time when many of its rivals were either concentrating on non-food items or struggling to compete. By 2004, ...

Rapid motorisation in Vietnam in the last 15 years has not been accompanied by the necessary safety legislation. As such, in early 2007, some 97% of the country's 21 million motorcycle riders were dri ...

Each year, the Department of Work and Pensions pays out over £115 billion via 5 billion separate transactions. Millions of Britons were used to receiving these payments through a paper-based system, a ...

Acquisitive crime such as burglary and robbery costs Britain some £9.5 billion a year. Ethnographic research provided the inspiration for a strategy that reflected the way offenders really see their v ...

Lurpak is a classic brand in a familiar, low-interest category. In an effort to drive growth and reinvigorate consumer interest in the brand, Lurpak aimed to adopt new thinking to communicate its stre ...

Launched in 1999, learndirect's remit from the government was to improve the "employability" level of adults in the UK, with a specific focus on targeting those adults who have few (or no) qualificati ...

GSK's Corega brand is a denture fixative, allowing users to fix dentures to the gums. Research undertaken by GSK found that while fixatives were used by over 20% of denture wearers in countries like G ...

McDonald's wanted to increase its local relevance in Germany and Austria, while focusing on food and fun. This formed part of an overall strategy to build local platforms that could drive both brand a ...

In 1995, the Basilica Block Party was conceived as a way to raise funds for the church and support its various philanthropic initiatives. The event, however, was dogged by mediocre talent, limited par ...

After 40 years of category leadership, Crest was surpassed by its arch rival Colgate with the launch of Colgate Total. With the aim of taking back top spot, Procter & Gamble launched Crest Pro-Health, ...

HSBC had been making a steady, significant, but largely silent investment in the environment for a number of years, but had avoided taking a public stance on the issue for fear of a backlash from envi ...

The prevalence of autism has drastically increased, but parents often lack knowledge about the disorder. Autism Speaks wanted to raise awareness of the condition and educate parents about the prevalen ...

Milk was facing a number of issues: the healthiness of the product was in question because of negative press, other types of drink - from sodas to energy drink - had taken its market share over a long ...

IBM's business had changed dramatically over the course of a decade, moving from manufacturing computers to projects as varied as helping improve the traffic flow in Stockholm, providing translating e ...

Pepsi wanted to differentiate its Diet Pepsi Max brand from a number of new energy drinks that had flooded the already overcrowded beverage market. The target audience was young professional aged 25-3 ...