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Havana Club: Nothing compares to Havana
Cannes Creative Lions, Creative Effectiveness Lions, 2013
This global campaign for Havana Club repositioned the Cuban rum as a "hot" brand in order to increase sales volumes and market share against the market leader, Bacardi.
This global campaign for Havana Club repositioned the Cuban rum as a "hot" brand in order to increase sales volumes and market share against the market leader, Bacardi. After identifying a lack of saliency, Havana Club embarked on a strategy to market itself as a Cuban cultural icon, by aligning its brand with Cuban music via a feature film, art projects and paid for media including television, consumer magazines and digital. It enabled people to experience Cuban culture through The Havana Club Mojito Embassy, a pop up bar where people experience making their own authentic Cuban mojito. As evidence of its success, this campaign cites results from the Germany, the UK, France, Italy, Canada, Mexico and Belgium, including increased share and sales.
Jim Beam: Devils Cut Global Ad Campaign
Effie Worldwide, Bronze, North America Effies 2013
With this campaign, Jim Beam, a US bourbon whiskey brand, aimed to re-energize the brand and reach new customers at home and abroad.
With this campaign, Jim Beam, a US bourbon whiskey brand, aimed to re-energize the brand and reach new customers at home and abroad. Towards this end, it launched Devil's Cut, a bourbon extracted from the barrel wood and aged six years. The campaign was multi-channel and global, with the media mix and creative approach tailored according to the local market. Touchpoints used included outdoor, press, sampling, events and promotions. The Devil's Cut launch exceeded volume sales by over 50%, while brand engagement beat the industry average by 27%.
Canadian Club: Over beer? How CC became the fastest growing alcohol trademark in Australia
Tom Donald, The Communications Council, Silver, Australian Effie Awards, 2011
This campaign boosted Canadian Club rye whiskey in a difficult regulatory environment: federal taxes on premixed drinks had been raised 70% by the Australian government.
This campaign boosted Canadian Club rye whiskey in a difficult regulatory environment: federal taxes on premixed drinks had been raised 70% by the Australian government. The research process involved an element of behavioural economics, which revealed that "priming questions" in the creative would help to drive trial. The creative was therefore based around a question aimed at the "bored" Aussie beer drinker: "Over beer?" The campaign had a small media budget, and included a TV commercial and outdoor ads; the packaging was also refreshed. Following the campaign, Nielsen announced that Canadian Club was officially the fastest growing alcohol trademark in Australia – selling faster than any other alcoholic drink.
Mott’s Clamato - "When you see one, you want one”
Institute of Communication Agencies, Silver, Canadian Advertising Success Stories, 2008
The Caesar is a truly Canadian cocktail, unique to this country, powerfully associated with social occasions and the ritual of preparation and consumption.
The Caesar is a truly Canadian cocktail, unique to this country, powerfully associated with social occasions and the ritual of preparation and consumption. Mott’s Clamato has always been perceived as the only authentic base for the Caesar’s unique savoury flavour. But in 2005, Caesar penetration was declining and it was no longer top of mind even among Caesar lovers. This case shows how a great insight about the contagious appeal of the Caesar kicked Mott’s Clamato sales up a notch and drove sustained growth in a declining category. In the first year of our campaign, it grew 8% vs. the previous year, reversing a prior decline. In the second year, they grew another 2%, while the rest of the category declined.
Berentzen – Hand Cart Promotion
Integrated Marketing Communications Council Europe, Bronze, IMC European Awards 2007
Wine and spirit manufacturer Berentzen holds an annual winter seasonal promotion that features a branded hand cart distributing drinks around Germany.
Wine and spirit manufacturer Berentzen holds an annual winter seasonal promotion that features a branded hand cart distributing drinks around Germany. In an effort to improve perceptions of the brand, and communicate its 'spending time with friends' and 'having fun', the promotion included a 'pimp your hand cart' contest alongside a number of other events targeted at consumers and the trade, with sales improving by over 20% year on year.
Vex – More Cooler. Less Money
Institute of Communication Agencies, Bronze, Canadian Advertising Success Stories, 2007
When VEX was first launched in 1999, its mission was to surpass Mike's Hard Lemonade (the established category leader) with a unique formula: bold packaging, flavour innovation, a six-pack format and an 'edgy' brand character.
When VEX was first launched in 1999, its mission was to surpass Mike's Hard Lemonade (the established category leader) with a unique formula: bold packaging, flavour innovation, a six-pack format and an 'edgy' brand character. By 2004, however, its category was largely stagnant. In response, VEX launched a number of new flavours, and used new, suggestive creative to reinforce its brand character. As a result of the campaign, it moved up into the top three spirit cooler brands, and led the category among established brands in terms of volume growth, which increased by 24.69%, exceeding the 20% volume growth target goal set at the initiation of the campaign.
Institute of Communication Agencies, Canadian Advertising Success Stories, 2003
Labatt launched Boomerang in Quebec in 1998 and created a new segment. A year later, Molson jumped in with Tornade, followed by Smirnoff, Bacardi and Mike's Hard Lemonade.
Labatt launched Boomerang in Quebec in 1998 and created a new segment. A year later, Molson jumped in with Tornade, followed by Smirnoff, Bacardi and Mike's Hard Lemonade. Boomerang is a malt-based drink with fruit flavours such as lemon. It started well, but soon began to lose share. Three years after its arrival, it was hanging by a thread. Therefore, they then gave the Vodkice name priority over Boomerang-and put in motion a complete image makeover guided by words like, zen, clean, fresh, minimalist, beautiful, innovative, sensual, sophisticated, accessible. This involved a multi-media launch via TV, Transit, Interactive, Restaurants, Washrooms, and Bars, supported by Public Relations-all with the new sense of style. Boomerang sales had been declining at over 40% a year, and they exploded upwards. Vodkice itself was as big as the entire franchise had been in the base year, and together with Lemon, the franchise was completely turned around, with growth at +36%.
Julie Karakashian, Account Planning Group - (UK), Creative Planning Awards, 1999
Campaign in 1999 by Euro RSCG Wnek Gosper for Hooper's Hooch, an `alcopop'. Challenge: to re-establish brand as a legitimate alcoholic drink, after the negative publicity about alcopops, and get away from `sweet' image.
Campaign in 1999 by Euro RSCG Wnek Gosper for Hooper's Hooch, an `alcopop'. Challenge: to re-establish brand as a legitimate alcoholic drink, after the negative publicity about alcopops, and get away from `sweet' image. Media: TV and print. Successfully repositioned brand as an `adult' drink.
Bacardi Breezer: 'I'm telling you that's the way it happened' - How 'True Stories' created a category and transformed a company
Jeremy Diamond, Institute of Practitioners in Advertising, Bronze, IPA Effectiveness Awards, 1998
This case study (1998) examines how the introduction of Bacardi Breezer into the UK market changed a company's culture and, additionally, created a new market sector and changed a local economy.
This case study (1998) examines how the introduction of Bacardi Breezer into the UK market changed a company's culture and, additionally, created a new market sector and changed a local economy. The market for coolers did not exist in the UK and Breezer was launched in Tyne-Tees in 1993, doing so well that the national launch was planned for spring 1994. The first ad campaign was not as successful as hoped, consumer response less than positive, so a role had to be found for the brand which was subsequently found to be competing in the beer market. TV and radio advertising were used that introduced the product as innovative and cutting-edge. Sales went up by 440%. Econometric modelling shows a direct link between the use of advertising and the success.
Bacardi Breezer - A seriously refreshed brand
Jo Pearce and John Howkins, Institute of Practitioners in Advertising, IPA Effectiveness Awards, 1996
New Bacardi brand launched in 1994, successful, but fundamentally repositioned in 1995 to compete in more dynamic sector of premium packaged lagers and ciders.
New Bacardi brand launched in 1994, successful, but fundamentally repositioned in 1995 to compete in more dynamic sector of premium packaged lagers and ciders. Rationale for this risky decision discussed. TV plus radio campaign, 1995; radio used, unusually, aligned with weather forecast to air when expected to be hot. Evaluation: off-trade sales increases; sales after summer 1995 outstrip distribution gains; rate of sale per distribution point related to advertised periods, showing more sustained effect into 1996; sales shown to be affected by weather but also by advertising (when weather the same and advertising the only changing variable). Appearance of `alcopops' did not help the brand. Pricing and other variables also discounted. Payback estimate within first year (originally expected to take 3 years). Awareness, campaign impressions, brand and company image all increased with advertising (Millward Brown).
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