Summary
Durex, the condom maker, used this campaign to reposition the product from being regarded as a necessary evil to one that was about sexual enhancement and in so doing make Durex a sex brand that people wanted to engage with. A film on YouTube featured turntables representing men and women operating at different speeds before coming together to the sound of Marvin Gaye's Let's Get it On and the message that Durex Performax Intense would help "speed her up and slow him down", so improving their mutual sexual satisfaction. An accompanying Facebook game challenged couples to see how in-sync they were, with the winners getting a night out at a London club launch party. The video had 2.9m views and was widely shared, while sales figures showed consumers were trading up to the premium product.

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
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.