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Cannes Creative Lions
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Städel Museum Frankfurt: Frankfurt is building the new Stäedel
Cannes Creative Lions, Creative Effectiveness Lions, 2013
This campaign aimed to raise €5m in funds from members of the public to build an extension to a museum in Frankfurt, Germany.
This campaign aimed to raise €5m in funds from members of the public to build an extension to a museum in Frankfurt, Germany. Activity was based on the insight that Frankfurt people are "doers" - active people willing to take the initiative - but they also want others to know about their good deeds. The campaign motto, "Frankfurt is building the new Städel", was used in promotional activity, along with a simple visual symbol: a pair of yellow builder boots. Events played a key role in building support, as did fundraising partners in the private sector. In terms of above-the-line advertising, outdoor was the main media used. The campaign attracted high-profile support from the media, as well as several German celebrities. It raised €5.45m, 8% above target.
IKEA Switzerland: Private showrooms wanted
Cannes Creative Lions, Shortlisted, Creative Effectiveness Lions, 2013
This campaign for IKEA, the home furnishings retailer, promoted the opening of a new store in Switzerland and aimed to build awareness and attract as many people to the store as possible within the first few days of trading.
This campaign for IKEA, the home furnishings retailer, promoted the opening of a new store in Switzerland and aimed to build awareness and attract as many people to the store as possible within the first few days of trading. This was achieved by breaking the mould for retail launch campaigns: it recruited local households to offer their flats as "exhibition spaces" for IKEA products. The tradeoff was that IKEA got extra space to present its homeware ideas and the householders got a free home makeover. Awareness of the campaign was built via print ads; the selected participants were then used in new outdoor, print and radio ads. The makeovers were also covered on local TV. Then the exhibition flats were opened to the public, allowing them to get a sneak preview of the IKEA goods before the store opened. More than 17,000 people visited the opening days of the store, 27% more than expected. The average shopping basket value was also more than double those of previous store openings for IKEA in Switzerland.
Digital UK: Leaving no-one behind
Beth Thoren, Rachell Fox, Chris Baker, Emma Reeve and Anthony Morrison, Institute of Practitioners in Advertising, Gold, Best Channel Planning, IPA Effectiveness Awards, 2012
The scale and complexity of switching the UK from analogue to all-digital TV presented a huge implementation challenge.
The scale and complexity of switching the UK from analogue to all-digital TV presented a huge implementation challenge. The fear of blank screens, which could derail the programme, was very real. The UK had to be 100% ready but success depended on providing information, help and reassurance to the last 10% of analogue viewers, many of whom were fearful of change. Working together, Digital UK and the BBC Switchover Help Scheme overcame that challenge by focusing on the people most marketers leave behind: older, disabled and minority audiences. The end result, beyond the large net benefits realised, was to transform a potential negative into a quiet success story. It is estimated the campaign returned £4.60 for every £1 spent.
2011 Census: Ticking all the boxes
James Robertson, Simon Pride, Gill Reid and Oliver Doerle, Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards, 2012
In 2011 the UK Census, the decennial survey of the country's entire population, faced the challenge of motivating 25.4 million households to complete and return a 56-question, 32-page census questionnaire.
In 2011 the UK Census, the decennial survey of the country's entire population, faced the challenge of motivating 25.4 million households to complete and return a 56-question, 32-page census questionnaire. Since its inception 200 years ago, government enumerators had personally hand delivered and collected questionnaires, but a declining response during the previous Census in 2001 called the model into question. In the 2011 Census, for the first time, marketing communications took the lead in prompting the majority of responses, allowing enumerators to focus efforts in a more efficient way against non-responders. The campaign met the challenge, saving £20m and ensuring statistical accuracy, inclusivity and value-for-money. The ROMI is calculated as £2.93 for every £1 spent.
Virgin Media: How Virgin Media took on the country's biggest advertiser
David Mortimer and Les Binet, Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards, 2012
By 2011, Virgin Media, a UK cable TV provider, was facing a pay TV market approaching saturation point, in which few first-time buyers remained.
By 2011, Virgin Media, a UK cable TV provider, was facing a pay TV market approaching saturation point, in which few first-time buyers remained. In order to grow, Virgin Media needed to attract customers from a big spending market leader (Sky). By embracing multi-screen behaviour, Virgin Media successfully launched TiVo, a powerful but complex PVR-based service. The campaign ran across multiple media channels, moving them from interest, to discovery, reassurance and eventually purchase. The campaign was Virgin's Media's most successful and sold the equivalent of one TiVo box a minute to deliver a 30% ROMI.
Gü: Give in to the power of TV. Give in to Gü.
Clare Dowen and Nick Smith, Institute of Practitioners in Advertising, Bronze, IPA Effectiveness Awards, 2012
During its first few years in the UK market, premium readymade dessert brand Gü's desirable image had drawn women in with its luxurious and distinctive chocolate taste.
During its first few years in the UK market, premium readymade dessert brand Gü's desirable image had drawn women in with its luxurious and distinctive chocolate taste. However, due to increased competition entering the category and the perception that it was aloof, Gü sales began to stall. The challenge was to take Gü off its pedestal and allow women to feel like it was an innocent pudding for any occasion, while maintaining its premium price. Through a perception-changing TV ad supported by Facebook and outdoor posters, sales increased by 24% in one year, generating £6.5m in sales.
Aussie: Creating intelligent sales channels
Ben Hourahine and Vanessa Wolff, The Communications Council, Silver, Australian Effie Awards, 2012
Australian mortgage broker Aussie wanted more detail on which online channels were encouraging consumers to convert.
Australian mortgage broker Aussie wanted more detail on which online channels were encouraging consumers to convert. A customised effectiveness ecosystem turned marketing into a real-time investment platform for the brand by generating a full view of the entire customer path to conversion along with granular ROI reporting. This has changed the way Aussie’s marketing decisions are made and delivered a significant boost to profitability and conversion volumes.
Corona Hotel: Save The Beach
Cannes Creative Lions, Creative Effectiveness Lions, 2012
Corona, a smaller player in the Spanish premium beer market, wanted to create a high-profile platform to strengthen its association with being a beach-side brand, a positioning that competitors could not easily steal.
Corona, a smaller player in the Spanish premium beer market, wanted to create a high-profile platform to strengthen its association with being a beach-side brand, a positioning that competitors could not easily steal. Save the Beach" was an event-led CSR campaign to raise awareness of the poor condition of many beaches around the world. It centred around the creation of the world’s first real hotel to be made out of garbage, that was taken to Madrid to coincide with a large travel and tourism fair. The resulting PR and media coverage equated to a value of over 3m Euros in Spain and 16m Euros internationally. The campaign is attributed to Corona’s subsequent growth in volume and gaining in share from the market leader.
Subaru Outback: MY 2010
Institute of Communication Agencies, Gold, Canadian Advertising Success Stories, 2012
Subaru's Outback SUV had once been a key model in its line-up but sales in Canada were in long-term decline.
Subaru's Outback SUV had once been a key model in its line-up but sales in Canada were in long-term decline. Research indicated that most consumers in the segment didn't know much about the Outback, or thought of it as a wagon rather than a small SUV for day-to-day city driving. However, they were open to a new small SUV option that was more 'capable', which played to the advantage of Outback's AWD feature. "The uniquely capable small SUV" became the communications strategy. The campaign's big idea, "Maybe you should get out more", widened the target audience to those who offset a hardworking city lifestyle with outdoor activities. A TV execution humorously adapted an infomercial for the Snuggie (a garmet popular with couch-based TV watchers), backed by print ads featuring Outback drivers in serene landscapes beside "As Not Seen On TV" labels. Additional channels included a GetOutMore website and direct mail featuring a fake TV guide. An aggressive sales target of +59% was exceeded very early in the campaign, with average monthly sales increasing +214%.
Aquafresh Kids: Helping mum win the Bedtime Battle
Andrew Niven, Claire Taylor, Chirs Binns and Gary Pope, Institute of Practitioners in Advertising, Silver, Best Channel Planning, IPA Effectiveness Awards, 2011
Sales for the Aquafresh Kids range of toothpaste have increased by 144% in the UK market over the past four years.
Sales for the Aquafresh Kids range of toothpaste have increased by 144% in the UK market over the past four years. This success came through an understanding that for mums, getting their kids to brush their teeth and go to bed is a nightmare. Communications aimed to help mum win the Bedtime Battle. So the Nurdles, three lovable characters who helped make brushing fun, were created. Through songs, books, virtual worlds and instore events, Aquafresh permeated kids' culture. The campaign has driven incremental sales of £3.5m with a payback of £1.41, and is now the blueprint for Aquafresh Kids worldwide.
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