Summary
In 2004-05, Brother launched its new multi-function inkjet machines. Lower prices, a weakening brand image, and the growth of mass market buying meant that Brother had to shift its communications strategy to appeal directly to consumers. It found the opportunity to do so in the fast-growing small business and homeworking market, where multi-function offers a space-saving advantage. Communications objectives thus included increasing awareness and consideration in these markets, and refreshing old-fashioned and out-of-date brand perceptions through positioning Brother as a company that understands small businesses and homeworkers, and has products that are suited to them. The first phase (2004-05) addressed homeworkers via TV and a microsite; the second phase (later in 2005) targeted small businesses using TV and Channel 4 sponsorship, again supported online. Strong uplifts in sales and share followed throughout the campaign, as did improved brand image, consideration, and visits to the microsite. Payback is estimated by econometric modelling, discounting: price and promotions, technology, distribution and range, competitive activity, seasonality, and market growth.

Summary
This 2004-05 campaign for the GMG Radio Group set out to launch a new station, Smooth FM, which has gone on to become the second largest station in the North West of England. The launch was a re-branding exercise for a declining station, Jazz FM, and targeted Radio 2 listeners: ABC1, 35-54, with a female bias. TV was used, supported by posters, bus ends, taxis, and a tactical use of the press. Uplifts in awareness, message absorption, listening, and market share followed, as did a unique audience, many of whom do not listen to Radio 2 and other competitors. A return on investment is calculated, excluding the impact of musical content, competition, and station format.

Summary
This 2000-2005 Home Office campaign encouraged people to behave in ways that would help to reduce vehicle crime. By presenting the criminal as someone to outwit rather than be afraid of, the campaign aimed to reduce the fear of crime, and reinstate people's sense of control in challenging it. During the campaign, vehicle crime fell by 37%, and econometric analysis estimates a 1:28 payback on investment. TV was used, supported by outdoor and radio, print, online and ambient. High levels of ad recall, recognition and message comprehension are demonstrated, as is a change in overall attitudes, for example, towards the acceptance of personal responsibility for defeating crime. These effects are evidenced by comparing matched areas with more versus less advertising. The contribution of various media formats is also estimated.

Summary
How Halifax Bank of Scotland developed their brand advertising to become more cost effective over time. When HBOS’s marketing budget was cut by 20%, from £82m to some £65m, the advertising and marketing team had to increase cost efficiency. This paper describes how an innovative campaign approach allowed HBOS to spend less money each year on brand advertising over a five year period, and yet continue to deliver the returns that their successful launch had delivered.

Summary
This paper discusses the 2004-05 campaign for the mobile telephone company O2. The campaign was based on the fundamental insight that people were becoming fed up with the acquisition-driven marketing of other companies, and dissatisfied with the sector as a whole, and really wanted a brand they could trust. A new strategy was thus adopted involving improved service, rewarding loyalty, and communicating the benefits for, and the company's commitment to, O2's existing customers. The media used included TV, backed by text messaging, posters, direct mail and online. The results were immediate uptake, a reduction in churn, growth in the user base and acquisitions, a relative improvement in value per user, and improved awareness, image, customer satisfaction and willingness to recommend. Evidence shows how the ads worked, and a high expected payback is calculated, both in acquisitions and avoiding disconnections. Improvements in affinity and the share price relative to competitors are also assessed.

Summary
In 2004-05, Sony launched its new DVD Handycam across six different European markets. The camcorder market had become highly competitive and price-driven, so the communication objective was to use TV advertising to drive awareness of the new DVD format, and to communicate Handycam's brand advantage - how simple it was to use. Sales and share grew in advertised regions, coinciding with ad activity, and the effect of advertising is shown by the fact that shares in non-advertised markets lagged behind the advertised ones. Distribution, price and product superiority are all discounted, while modelling estimates that 26% of sales of common (across all markets) models were advertising-generated. The communications strategy is also said to have helped support higher pricing, and generate a payback in extra revenue.

Summary
Following the limited success of its attempt to cultivate a niche market for its organic Seeds of Change products, Masterfoods redeployed its £587,000 (approximately $1.1m at 2008 rates) media budget to reach 35% more target audience. In effect, it created a ‘foodie fan club’ of heavy buyers. The result? SOC’s sales grew 34%, up from 18%. And it earned £2.7m - £600,000 more - in gross profit.

Summary
This paper discusses the 2001-04 multi-country campaign for Nicorette, the quit-smoking aid from Pfizer. The brand faced the problem of needing to distinguish itself from the competition in order to develop brand equity and category leadership across Europe. The solution was to turn Nicorette from a pharmaceutical commodity in to a consumer brand. Instead of scaring smokers, the campaign would support their self-esteem, and give them confidence that they could, with help, 'beat the craving'. The media used was mainly TV, supported by print, posters, PR, point-of-sale and sponsorship. The results included high growth in sales across countries (30% in value), and improvements in awareness, recall, brand salience and consideration. Among the factors discounted are media spend, distribution, promotions, new product development, tobacco marketing, price and government initiatives. Sales are also correlated with the periods when the advertising was on air.

Summary
The 2002-05 ad campaigns for the Inland Revenue (later HM Revenue and Customs) set out to encourage people to return their self-assessment forms as early as possible prior to the deadline. The original launch campaign - 'Hector' - was a success, but the percentage of taxpayers filing by the deadline then began to decline. Persuasion to file over the internet (which saves £3 per filing) was also behind target. An interim campaign had only modest success, and still failed to position the Inland Revenue as a modern, customer-friendly organisation. New campaign objectives were thus drawn up to achieve this repositioning, while holding back the trend to late filing and increasing the proportion filed online (doubling in 2004 and again in 2005). The new campaign took an unconventional approach: while grabbing attention, it set out to stop hectoring people, and instead to provide support and address people's concerns. The campaign, featuring Adam Hart-Davis, used TV, supported by radio, national press, posters and online, to address these specific concerns. The ads worked as intended, producing high awareness, and reducing taxpayers' concerns about the difficulty and security of filing their returns. The supportive approach was also welcomed, resulting in a significant increase in timely and online filing, as well as improving the image of the Inland Revenue. Discounted factors include other communications, improvements to forms and the online service, increased online penetration and changes to the self-assessment profile. An ROI of £24.31 per £1 spent is also calculated.

Summary
Having always been perceived as a night-based drink, Horlicks, the malt-based drink, had tried to reposition itself to reach a younger market. As a consequence, the product lost ground and sought to return to its core message while acquiring new customers. Running a series of campaigns, some unsuccessful, it eventually saw a growth in sales with an extra 500,000 household purchases, reversing previous trends through the "how do they sleep at night" ad.