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How Doug Pitt helped Virgin Mobile redefine retention marketing
Phil Johnston, The Communications Council, Bronze, Australian Effie Awards, 2013
This case study describes a campaign by Virgin Mobile in Australia which increased revenue by targeting two key groups: 'live wires' (young, always on consumers) and 'straight talkers' (pragmatic, lighter users).
This case study describes a campaign by Virgin Mobile in Australia which increased revenue by targeting two key groups: 'live wires' (young, always on consumers) and 'straight talkers' (pragmatic, lighter users). It used Doug Pitt (younger brother of Brad Pitt) through several stages of the campaign to engage consumers with the brand. As a result, Virgin Mobile's revenue rose by 15% including a 24% increase in the target post-paid customers, and brand awareness and consideration also increased.
Mercedes-Benz A Class: Escape the Map
Cannes Creative Lions, Creative Effectiveness Lions, 2013
Mercedes-Benz used this campaign to address the widely held perception in the UK that its cars were for an older clientele, a reward at the end of a career, and to encourage 25-49 year olds to reappraise the marque.
Mercedes-Benz used this campaign to address the widely held perception in the UK that its cars were for an older clientele, a reward at the end of a career, and to encourage 25-49 year olds to reappraise the marque. It used interactive storytelling to provide a stimulating experience of the car, with a TV commercial introducing a character trapped in a futuristic digital world. Viewers of the accompanying online video could help her solve challenges and finally escape using a Mercedes C-Class Coupé. Participants could also win prizes including the car itself. The number of visitors to the Mercedes-Benz website rose 41%, brochure requests were up 40% and test drive requests leapt 148%. Sales rose 9% against a 5% target.
IKEA: IKEA Rent
Jane Dorsett and Derry Simpson, Warc Prize for Innovation, Entrant, 2013
For IKEA, the world's largest furniture retailer, the launch of its catalogue sets the commercial tone for its whole year.
For IKEA, the world's largest furniture retailer, the launch of its catalogue sets the commercial tone for its whole year. However, research was showing that in Western Australia and South Australia recall of the IKEA catalogue had slumped to an all-time low in 2010. This case study describes a novel approach to product placement in which West and South Australians were told that they would get paid monthly 'rent' if they gave the catalogue a home and would continue to be paid rent for each month they kept it there. The rent was in the form of monthly "rent cheques" that gave customers money back when they bought goods from IKEA stores. Boosting both store and online visits as well as sales, IKEA's Rent campaign delivered incremental revenue and a return on marketing investment of $1.67:1.
Samsung Telecommunications America: Taking a Bite out of Apple
Effie Worldwide, Bronze, North America Effies 2013
With this campaign, Samsung Mobile aimed to gain an advantage over Apple's iPhone 5 with the release of its Galaxy S III smartphone.
With this campaign, Samsung Mobile aimed to gain an advantage over Apple's iPhone 5 with the release of its Galaxy S III smartphone. Samsung Mobile released the smartphone four months earlier than the rival handset, so aimed to gain overall marketshare for its new flagship device and steal attention away from Apple. Campaign activity incorporated a variety of digital touchpoints, including an online game, interactive posters and banner ads, along with TV ads, to highlight the Samsung product's content-sharing features. Following the release, Samsung Mobile sold over 5.5m handsets, surpassing sales goals for the launch by 89% and outselling Apple during the three-month launch period.
Costa Coffee Club loyalty programme
Direct Marketing Association - UK, DMA Awards, Silver, 2012
Coffee chain Costa wanted to drive incremental value and loyalty using its Costa Coffee Club programme in the UK.
Coffee chain Costa wanted to drive incremental value and loyalty using its Costa Coffee Club programme in the UK. Customer behaviour analysis using in-store, Facebook, social and mobile tracking was used to create segmentation models. These were used in turn to create customised product offers to incentivise increased visits and loyalty card use. The results were an rise in average spend of 50%, a frequency increase of 47%, a 20% boost in loyalty, and a rise in net promoter score from 42 to 51. Costa gained incremental net revenue of £21m.
East Coast Rewards
Direct Marketing Association - UK, DMA Awards, Bronze, 2012
East Coast Main Line, a UK train operator, launched East Coast Rewards, an online loyalty programme, designed to show customers what they could have gained with their 'phantom points' if they had joined the Rewards programme.
East Coast Main Line, a UK train operator, launched East Coast Rewards, an online loyalty programme, designed to show customers what they could have gained with their 'phantom points' if they had joined the Rewards programme. Targeted emails were sent to selected subscribers and prospects. Communications and reward messages were sent to all travellers: infrequent and daily. Within five days, over 18,000 people clicked and joined the programme. The click-to-open rate was 60%. After only a year the Rewards programme already had over 265,000 members – 17% of the contactable customer base. The number of high value bookers grew 27% in 10 months.
Waitrose.com £75 Off
Direct Marketing Association - UK, DMA Awards, Gold, 2012
Waitrose.com, the online grocery shopping service from Waitrose, a UK supermarket, suffered from low new customer acquisition and retention rates, and low-awareness levels among existing in-store customers.
Waitrose.com, the online grocery shopping service from Waitrose, a UK supermarket, suffered from low new customer acquisition and retention rates, and low-awareness levels among existing in-store customers. It therefore launched a multi-shop incentive of £75 off each customer's first five, inspired by data analysis showing that new customers we more likely to be retained once they had shopped five times. A combination of mapping systems, demographic profiling and other data targeted the best profiling postal sectors in 10 regions across the UK. A multi-channel campaign featured real employees to add warmth to the offer, and ran across a range of direct response media. Weekly orders grew at three times the rate of the rest of the online grocery market and the weekly volume of new customers increased by 134%. In the 10 targeted regions, 57% of shoppers acquired went on to place their fifth shop: an increase of 49% compared to usual retention rates.
Denny: Fighting commoditisation with differentiation
Institute of Advertising Practitioners in Ireland, Bronze, AdFx Awards, 2012
Denny, a grocery brand in the Irish Republic owned by Kerry Foods, was faced with falling sales in the sliced meats market as Irish consumers turned to cheaper alternatives.
Denny, a grocery brand in the Irish Republic owned by Kerry Foods, was faced with falling sales in the sliced meats market as Irish consumers turned to cheaper alternatives. Needing to differentiate itself to justify a premium price, it focused on its hero product, Denny Deli Style Ham, emphasising it was the only ham on offer made using 100% natural ingredients. A campaign on TV, radio and outdoor challenged consumer perceptions that all hams were the same and invited them, using a magnifying glass image, to "take a closer look" at Denny. As a result, falling sales were turned around and the brand also gained new category consumers.
John Lewis: Making the nation cry...and buy
David Golding, Helen Weavers and Paul Knight, Institute of Practitioners in Advertising, Gold and Grand Prix, IPA Effectiveness Awards, 2012
In mid-2009 John Lewis, the UK department store retail chain, was struggling in a challenging financial climate.
In mid-2009 John Lewis, the UK department store retail chain, was struggling in a challenging financial climate. Its existing advertising was ineffective and a new approach was required. A bold decision to use highly emotional advertising, particularly on TV, generated a huge amount of interest in the brand. It resulted in more shoppers, visiting its stores more frequently and increased the average spend. The campaign generated £1074m of incremental sales and £261m of incremental profit in two years. Thousands of its employee-partners also benefited as the profitability of John Lewis communications boosted their annual bonuses.
LV= The power of love
Miriam Mainwood and John O'Sullivan, Institute of Practitioners in Advertising, Bronze, IPA Effectiveness Awards, 2012
In 2006 Liverpool Victoria, the UK financial services group, was in trouble and was rapidly losing customers.
In 2006 Liverpool Victoria, the UK financial services group, was in trouble and was rapidly losing customers. Its insurance business in the UK was in terminal decline and due to Financial Services Authority solvency requirements it was predicted that if this continued it would have to cease trading in the personal insurance category by 2011. In 2007 the company was rebranded as LV= and advertising was used to position it as a contemporary, appealing brand. The impact and results of the LV relaunch in 2007 enabled LV= to rise from number nine in the market in 2006 to number three by 2010. Its annual sales grew by 696% in five years.
Loyalty marketing focus in the September 2010 issue
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