Summary
Okamoto, a condom brand sold in Singapore, faced significant challenges: a huge competitor, and a marketplace that views condoms as 'evil agents of promiscuity'. The 3/11 tsunami in Japan also disrupted supply. Instead of using traditional advertising, Okamoto created a sense of social "mission" for the campaign: presenting Okamoto condoms as a means of liberating Singaporeans through the provision of utility (with new products), entertainment (via videos) and a platform to express themselves (with a contest). Okamoto subsequently achieved a year-on-year sales lift of 6%.

Summary
Until 2001 Carter Products Division, a division of Carter-Wallace, Inc., owned the world's largest condom brand, Trojan. Although the condom industry had enjoyed an increase in profits in the late 1980s and early 1990s, by the mid-1990s growth had stagnated. Carter Products hoped to regain customers and to attract new consumers for its Trojan brand with a humorous marketing approach. Public discussion of condoms had been discouraged because the subjects of sex and contraception were considered taboo, but Carter Products believed a lighthearted advertising touch would break through these barriers and make condoms accessible and acceptable. Hoping to make using condoms "cool" and eventually increase sales, Carter Products released its "Trojan Man" campaign.Created by Carter Products' longtime ad agency, Bates USA, Inc., the "Trojan Man" campaign started with radio commercials in 1996 and expanded into the television arena in 1998. The campaign was financed with Carter Products' estimated $7 million annual advertising budget. In the commercials a superhero-like spokesperson known as Trojan Man showed up during intimate moments between couples or friends to offer Trojan condoms. The spots ended with the tagline "Trojan. America's #1 Condom. Trusted for over 80 years." The "Trojan Man" campaign began as a brand-enhancing endeavor, but in 1997 Carter Products geared it toward the introduction of new condom products. After Carter Products sold its Trojan brand to Church & Dwight Co. (the maker of Arm & Hammer baking soda) in 2001, similarly themed print, radio, Internet, and television advertisements featuring the horse-riding Trojan Man appeared until 2005. Hoping to appease networks that would in turn grant Trojan more airtime, Church & Dwight stopped using "Trojan Man" in favor of a more reverent campaign titled "Make a Difference."Trojan condoms accounted for 74 percent of the condom market by 2004, far surpassing the 50 percent market share it held in 1998. Ad critics praised "Trojan Man" for reshaping attitudes that once held condom commercials to be catalysts for promiscuity. Instead, critics argued, the American public began to consider condoms as an alternative to unprotected sex.

Summary
The case study describes how, although brand leader, Durex had obtained an old fashioned image. The campaign objectives were to reverse this perception and recruit young condom users to the brand. The strategy was based on the fact every month 20 million young people go clubbing. The programme was based on brand association through sponsorship and event marketing.

Summary
This study examines the possible influence of market and station variables and whether a TV station manager's personal ethics and social concerns influence the acceptance of AIDS prevention information. The types of AIDS information most and least accepted, who makes the acceptance decision, and if acceptance decisions relate to market size, network affiliation, daypart, and managers' ethical beliefs are also assessed. When possible, study results are directly compared with a benchmark study of radio AIDS clearance (Rotfeld and Abernethy, 1991) to provide advice for health professionals in how to prepare and pitch AIDS messages to television stations. The mail survey achieved a response from 364 U.S. commercial TV stations.

Summary
In 1995 Ogilvie & Mather received the brief to launch Unilever's fertility indicator Persona across Europe with one single TV commercial that could be shown Europe-wide. It had to be distinguished from other types of contraception; dispense with established myths about sex and pregnancy; the national markets had to be explored for religious and cultural differences affecting contraceptive use and body image; and a target audience had to be identified. The advertising objective was to create awareness and direct women to find out more information (from pharmacies or medical professionals). This required the agency to find the things that unite women instead of being distracted by differences, and provided the guidance that inspired a strong advertising idea

Summary
Clearblue is a 'pee on a stick' type home pregnancy test, made by Unipath (part of Unilever). The brand had excellent product characteristics, styling, packaging, brand name, strong geographical distribution and state of the art hormone detection technology. A new one-minute test was to be launched across Europe, and this created an opportunity to say something new. The multinational approach presented a few cultural problems that had to be overcome. Although the one minute test was innovative and demonstrated technical leadership, this simply was not a big enough USP. The creative solution - an ad campaign presenting 'Molly' - 'everywoman' - came directly out of the insight into the consumer's state of mind, and the role that Clearblue plays in resolving the confusion of not knowing. One 30 second TV commercial and four press ads were finally produced. The campaign is running successfully in eight countries as diverse as the Netherlands and Singapore. Plans are also in place to extend it further.

Summary
Low-budget 1995 campaign for the Health Education Authority to promote emergency contraception for the first time. Role of advertising to `normalise' this, 'giving women permission to use it'. Research established high degree of misinformation; need to correct this and rebrand. Ad in women's monthlies and weeklies April-July, plus radio in first 4 weeks. Results: increase in awareness of the term ` emergency contraception', improved understanding, and uplift in claimed likely future use amongst former non-users (tracking research, BMRB pre-post); higher demand for emergency contraception at surgeries and clinics after campaign (study among health professionals, Milpro); calls to helpline; 40% increase in product sales. Factors discounted: other health initiatives; a surgery poster; editorial. Likely payback estimated in terms of abortions avoided.

Summary
In Britain, family planning has for the past two decades been supplied by both specialised family planning clinics and by family doctors and people have had a free choice of source. Under new proposals health commissions will now ask all providers to tender to provide family planning and will award tenders on the basis of quality and cost of provision. This paper describes a market research study which aims to help commissions to improve the provision of family planning in Britain by identifying the services which are most desired by the users of family planning and by assessing the potential for the provision of these services. The work first involves a qualitative component comprising a series of focus groups of users and potential users of contraception. These included single sex focus groups of teenage men and women. Those in their twenties and those aged over 30. The results of these focus groups were then used to develop a series of questionnaires which were sent to random samples of family doctors, and specialised family planning doctors and nurses. A feature of these questionnaires was the development of a battery of attitudinal questions based on statements made by members of the focus groups. This paper describes the methodology used in the project and gives a brief overview of the results.