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Dixons.co.uk: Strength out of Weakness
Neil Godber, Account Planning Group - (UK), Grand Prix; Best insight; Best brief or input, Creative Strategy Awards, 2011
Dixons, the UK-headquartered electrical goods retailer, had been struggling for many years with increased competition from supermarket chains and e-commerce sites.
Dixons, the UK-headquartered electrical goods retailer, had been struggling for many years with increased competition from supermarket chains and e-commerce sites. In the run-up to the campaign described in this case study, the Dixons brand was replaced in UK high streets and relegated to trading online only. Even online, however, Dixons.co.uk was having to invest heavily in paid for keyword marketing and third party website advertising to drive traffic to its own website. This case study outlines how the brand opted to prioritize its offer of low prices, and encourage shoppers to visit Dixons.co.uk last to check its prices once they had already established which product they wanted to buy by visiting high street chains with better service and staff. In order to persuade consumers to visit Dixons.co.uk last - after they had already toured rival retailers - the brand used sharply worded copy and media placements close to retail centres such as London Underground posters and digital screens, as well as free newspapers and ambient media. The strategy benefited from free editorial controversy in newspapers, radio and TV. This case study cites an increase in web traffic and free PR as a result of this campaign.
Coca Cola: I Lohas
David Elsworth, Account Planning Group - (UK), Bronze; Greatest commercial impact, Creative Strategy Awards, 2011
Coca-Cola Japan wanted to launch a water brand with Japanese-sourced water into a market crowded with imported brands.
Coca-Cola Japan wanted to launch a water brand with Japanese-sourced water into a market crowded with imported brands. It decided that being "green" and local was not enough, and embraced a lightweight new packaging which would be less impactful on the environment and also became central to the brand's communications. Consumers could crush the packaging when the bottle was empty, thus helping to recycle it. This case study explains how the company adopted the "I LOHAS" brand which signified health and sustainability in Japanese, created distinctive branding and devised an integrated media approach which included PR, music, advertising, art and events. The brand quickly became market leader in Japan and registered high repeat purchase rates.
Nike Grid: Rebooting running for a disengaged generation
Graeme Douglas , Account Planning Group - (UK), Silver, Creative Strategy Awards, 2011
Nike GRID was a planning-driven idea built to ignite a passion in running amongst young people on London.
Nike GRID was a planning-driven idea built to ignite a passion in running amongst young people on London. This paper covers GRID 1 and 2, held in April and October 2010. Nike is a brand built on running, which was becoming irrelevant to young people. The intention was to create a new British youth running culture and associate Nike with the new spirit. The Grid was a video game-like experience which challenged players to 'claim their streets' by completing runs between telephone boxes in different postcodes, gaining points, badges and prizes for speed, attrition, routes and other 'unlockable' factors. A community built around the Grid, becoming self-regulated and issuing mini-challenges within the experience, with players running a total of 12,500 miles.
Heineken Star Player: how sitting on the couch led to a sponsorship world first
Simon Wassef, Account Planning Group - (UK), Bronze, Creative Strategy Awards, 2011
Heineken, the beer brewer, faced the dual challenge of directly engaging consumers with its sponsorship of the UEFA Champions League and preventing the campaigns of rival breweries from overshadowing its own.
Heineken, the beer brewer, faced the dual challenge of directly engaging consumers with its sponsorship of the UEFA Champions League and preventing the campaigns of rival breweries from overshadowing its own. Heineken needed an engaging new idea to directly connect male consumers with football; a strategy that explicitly and memorably associated the Heineken brand and the UEFA Champions League, one that would not be overshadowed by competitors. Noting the increase in simultaneous use of two entertainment screens, exemplified by consumers using mobiles or laptops whilst watching football matches on home TVs, the brewer capitalised on this in a three-month UK based campaign. The result was Heineken Star Player, a mobile and Facebook game application, which enabled fans to interact in real-time with Champions League matches and to publish their results, thus encouraging competition and wider participation. Heineken Star Player achieved 30,000 downloads for three games with no advertising support; Star Player activity reached an estimated blogosphere and Twitter audience of 39 million; and Heineken’s share of voice doubled compared to all other UEFA Champions League sponsors.
Promote Iceland: Using people power to save a country
Matt Springate , Account Planning Group - (UK), Silver, Creative Strategy Awards, 2011
A volcanic eruption had disrupted tourism to Iceland whilst the country was still dealing with the collapse of its banks and the impact of this calamity on its economy.
A volcanic eruption had disrupted tourism to Iceland whilst the country was still dealing with the collapse of its banks and the impact of this calamity on its economy. Unless the fall in visitor numbers was reversed, the country would miss out on the all important summer trade and the economy would be hit again. This case study cites an innovative approach to creating a small budget campaign (the investment was about £2m) to change consumers' perceptions and behaviour towards Iceland. The central idea was to built on fostering a spirit of unity rather than selecting a group of influencers to spread the message. The brand opted for an approach based on storytelling with locals, and foreign visitors, encouraged to upload and share stories about Iceland on a website. At a set time, Icelandic schools and businesses were asked to participate in what became a national uploading event, with social media then used to encourage fans of Iceland to share and spread this content. Awareness of the site was spread via Facebook, Twitter and other social media sites, and webcams were set up on Iceland to provide real-time pictures of the island to digital outdoor screens in cities around the world. The message was Iceland was open for business as usual. This case study cites results including the number of stories created by fans of Iceland, improved perceptions of the country in key markets such as Germany, the UK and Denmark, and increased tourist numbers in Iceland. The impact was worth an estimated £138.7m to its economy.
Tooheys New: The official currency of the beer economy
Neal Fairfield , Account Planning Group - (UK), Silver, Creative Strategy Awards, 2011
Beer category sales in Australia were experiencing an acclerating decline, especially in bottled sales, and Tooheys New, the Australian beer, needed an initiative to revitalise the category and grow its own sales.
Beer category sales in Australia were experiencing an acclerating decline, especially in bottled sales, and Tooheys New, the Australian beer, needed an initiative to revitalise the category and grow its own sales. Research showed that consumers still enjoyed the Tooheys New taste, but the brand needed to re-enforce its hold on its most loyal customers.This case study describes how the beer brand built its approach on the insight that beer had always been used to "get things done" in Australia - it was part of social gatherings, group projects and social rituals between "mates". Against a background of recession in Australia, the brand came up with the idea of a "beer economy" in which Tooheys New was the official currency which enabled goals to be achieved. Television, radio and web advertising was used to launch the idea of a "beer economy" price guide with indications of the value that the new currency could command. The brand provided an online beer calculator and VISA-style "Tooheys accepted here" accepted stickers to foster acceptance of the currency. Consumers were encouraged to take up the currency for their projects. As part of a brand activation strand, local radio and Facebook were used to prompt consumers to nominate new projects for Tooheys and its dedicated NEW crew of workmen to undertake. These projects were also documented on Facebook.This case study cites results, post campaign, including increased sales, increased share and payback on the brand's campaign investment.
Department For Transport: Motorcycle Safety - Named riders
Andrew Phillips, Account Planning Group - (UK), Silver, Creative Strategy Awards, 2011
The UK Department for Transport approached motorcycle safety communication by using planning to change attitudes and claimed behaviours by humanising motorcyclists to those most likely to cause them harm.
The UK Department for Transport approached motorcycle safety communication by using planning to change attitudes and claimed behaviours by humanising motorcyclists to those most likely to cause them harm. Inattentive blindness was found to explain why drivers look but didn't see motorcyclists. It was discovered that this was made worse because drivers see motorcyclists as threats, exacerbated by the symbolism of the motorcycle helmet, which made motorcyclists look more like machines than friends and family. To create behaviour change, the creative strategy was to create empathy between drivers and motorcyclists, inspired by data that showed you were less likely to be in an accident with a motorcyclist if you have one as a friend or in your family. Provisional data suggests that the quarter within which the campaign ran (Q3 2010) was the safest Q3 in recent years and the decrease in accidents was the most marked.
Giving Yeo Valley Organic the X Factor
Simeon Adams , Account Planning Group - (UK), Bronze, Creative Strategy Awards, 2011
Yeo Valley, the dairy company, wanted its range of organic dairy products to achieve a greater share in the broader UK dairy category.
Yeo Valley, the dairy company, wanted its range of organic dairy products to achieve a greater share in the broader UK dairy category. A small brand with limited funds and small user base, Yeo Valley’s challenge was to increase awareness, gain new customers and increase sales in the competitive mainstream dairy category. In a 3-month campaign targeted at UK shoppers, Yeo Valley invested 100% of its budget advertising around the X-Factor, a popular UK talent competition screened on prime-time TV. This created a unique partnership between Yeo Valley and ITV, the x-Factor's broadcaster, and afforded Yeo Valley a disproportionate value for its investment. The content of the advert, a 2 minute rap promotional video, was released as a single and video content placed on the home site linked to Facebook. A competition and brand presence on Twitter reached out to target audiences and on pack advertising in store reinforced the brand's association with The X Factor. Yeo Valley achieved over £3.5m of media coverage – including features about the campaign (and screenings of the ad) on BBC regional news. In 12 weeks Yeo Valley turned a 3% share of voice into a 71% increase in brand awareness, brought 500,000 new households to the brand and grew sales value by 15% - outperforming the adult yoghurt market by 2.5 times. Those who engaged with the campaign online had double the brand affinity and were 15% more likely to try the brand than TV viewers alone.
Metropolitan Police: Choose a different ending
Tom White , Account Planning Group - (UK), Silver, Creative Strategy Awards, 2011
The Metropolitan Police, London's police force, needed to reach out to teenagers about the growing issue of knife crime.
The Metropolitan Police, London's police force, needed to reach out to teenagers about the growing issue of knife crime. Planning analysis led to the understanding that the Met needed to create a real and honest dialogue between London's Police and its most troubled young people, not talk down to them. The key to breaking down the barriers was to reflect the reality that knife crime was all about helping young people make choices, which was developed into a Choose Your Own Adventure-style story, portrayed as a set of YouTube episodes in which a range of different endings could be selected. Young people were invited to create a dialogue around the scenes and the channel was viewed 1.79 million times over the period of the campaign. Total campaign recall was 81% and the initiative created a more positive perception of the police.
Wieden & Kennedy: Off-On - How planning turned off apathy and turned on a Kenyan orphanage
Sophie Dollar, Account Planning Group - (UK), Gold; Best real time planning, Creative Strategy Awards, 2011
Wieden & Kennedy, the communications agency, sought to tackle the problem of energy wastage within its London office.
Wieden & Kennedy, the communications agency, sought to tackle the problem of energy wastage within its London office. Employees were disconnected from the implications of their energy wastage and had no incentive to motivate them to change. They were apathetic towards green campaigns and reluctant to participate in time-consuming initiatives or campaigns reliant on guilt to drive participation. Strategy sought to motivate long-term behavioural change using an emotional hook connected to direct, measurable impact. OFF-ON, the resulting campaign, focused on long-term energy saving to fund solar based charity projects. The creative approach centred on placement of ambient media including animations on screensavers; the building of channels with energy efficient LED displays; and bespoke stickers situated at decision-making points. An on-site exhibition using drawings sent to Wieden & Kennedy from the charity organisation helped to further personalise the campaign. OFF-ON generated an increase in PR activity, featuring in various publications and gathering support via Twitter. Results included a 9% reduction in energy consumption over the first quarter; this was despite a 35% increase in staff over the year. The number of computers left on overnight also saw an 85% reduction. Savings made generated the necessary funding for the charity organisation.
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