Summary
Cadbury Bournvita was losing share in the malted food drink category in India as new competitors entered the market. Research found that mothers want to prepare their children - the primary market for the brand - so they can give their best whatever the circumstance. A packaging redesign depicted child figures jumping for joy against a vivid orange background, while a new shape encouraged shelf standout at the same time as reducing manufacturing costs. A new, emotional positioning - Let the Shakti Shine - was developed to capture a sense of self-empowerment. Revenues grew in the target regions at a faster rate than rival brands and share nationally increased 2.2%.

Summary
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.

Summary
This UK campaign for the coffee chain Starbucks sought to use the My Starbucks Rewards scheme to translate love for coffee into love for Starbucks. It achieved this with the use of two streams of email activity: 'heart' emails kept people updated about their status and rewards; 'soul' emails tempted them with new tastes and offers. The former achieved 'open' rates up to triple the DMA benchmark, while the latter drove sales uplift, especially of new products announced only through email.

Summary
Kraft's premium instant coffee brand, Carte Noire, wanted to overcome UK consumers' negative perceptions regarding taste and to address the perception that it was an aloof brand. Targeting busy women, this campaign focussed on giving these women the chance to snatch a moment to savour. A sampling opportunity was created in various high footfall environments. Carte Noire coffee was served by a seductive waiter and women indulged in 'me-time' while enjoying various entertaining performances of their choice. Over 23 days, 53,905 cups were served: 20% higher than target. 50,115 sachets and coupons were given away, exceeding target by 11%. There was a real buzz around the sampling events and the activity has been shown to pay back in 18 months.

Summary
Nestlé, the consumer goods company launched Special.T, a new innovative and premium tea product (machine and capsules), in France. The aim was to gain 1% market share within 18 months, to raise awareness about this new tea drinking concept and drive sales. A fully integrated and consistent media approach was used: TV, print, direct mail, PR, CRM and a dedicated website. The creative message focused on the escapist element of drinking tea - "Each tea becomes an extraordinary journey". Sales of tea machines and capsule tea consumption surpassed expectations.

Summary
Yorkshire Tea wanted to become the number two brand in the UK tea market, for which it used an experiential, consumer-driven campaign featuring 'little urn', a van painted in the style of the brand's iconic packaging that took to the road to generate buzz and awareness. Led by Facebook fans, the van travelled from Britain to America, taking a 'proper brew' to people who need it most. Video content from the social media-guided trip was used to make broadcast TV advertisements. Value sales in Yorkshire increased from £8.6m to £9.4m, a rise of 9.5%. In the rest of the UK sales rose by 11.6% from £46.1m to £51.5m. The brand's national market share grew from 12.1% to 13.8%.

Summary
This campaign aimed to make young Indians fall in love with the Nescafé Classic brand. The objective was to make drinking coffee at home fun and aspirational. The campaign combined the 'social lubricant' tag of coffee with a compelling in-home consumption situation and the theme 'Neighbourhood Romance'. It communicated the message via TV ads, a Facebook page and seeded stories in a national newspaper. The brand subsequently achieved 17% growth, as well as attracting 1m fans to its Facebook page.

Summary
Instant coffee in the Philippines is seen as highly functional, but consumer tastes are changing and new competitors have entered the market. So, despite having two-thirds of the market, Nescafé felt the need to deepen affinity with its consumers. Facebook was chosen as the optimal relationship-building channel, with the brand moving on from earlier occasional promotions to a longer-term, sustainable strategy. Nescafe's 'always awake' approach saw the creation of a loyalty program, awarding points for participation in marketing activity through the use of various apps and which could be redeemed for brand merchandise or entered in a monthly prize draw. Alongside this, a conversation-starter strategy ensured daily traffic to Nescafe Facebook page and greater interaction with the brand. The result was unprecedented participation levels and increased brand affinity.

Summary
Abul Khair Consumer Products had a 10% share in the Bangladesh tea market with its Seylon brand and planned to increase this share at the expense of the long-term market leader. The company launched a premium brand, Seylon Gold Tea, as a way of breaking through people's ingrained habits and changing their perceptions of the drink. The nine-month campaign, "Unveiling the unknown over a cup of tea', played on the social nature of Bangladeshis with TV and radio commercials, supplemented by print, that told the story of how a romantic relationship started over a cup of tea. Sales increased 170%, while market share rose from 10% to 27%.

Summary
Chinese youth were targeted by this Nescafé campaign. In the instant coffee category Nescafé is market leader and to defend this position, the client tapped into China's indie music scene via sponsored singing competitions on college campuses. It also struck a partnership with Douban FM, a popular online radio station. The media strategy involved PR, TV advertising, in-store events, digital ads and social media. There were 1885 participants in the offline campus singing competition, and 150 singing videos shot; the campaign's website also attracted 1.1m unique visits.