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Vespa: Once upon a Vespa
Direct Marketing Association - US, Bronze, DMA International ECHO Awards, 2013
This case study describes a campaign by Piaggio, the scooter manufacturer, to launch its Vespa brand in India, by targeting 25-35 year old men.
This case study describes a campaign by Piaggio, the scooter manufacturer, to launch its Vespa brand in India, by targeting 25-35 year old men. The scooter market in India had been growing rapidly, creating an opportunity for Vespa. Research found that the target consumer was likely to seek information about purchases online and so the campaign focused on Facebook. A Facebook profile for Vespa was created which included a timeline from 1946, explaining the brand's story, and a microsite included engaging challenges.
Hero Splendor: When a motorcycle became a family member
Siddhant Lahiri, Shubhrojyoti Roy and Pinaki Bhattacharya, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes how MotoCorp repositioned Splendor, the motorcycle brand, in the Indian market.
This case study describes how MotoCorp repositioned Splendor, the motorcycle brand, in the Indian market. Splendor was an established motorcycle brand in the Indian market, but had recently been suffering from competitors offering a broader range of product features. This campaign, based on research of current Splendor owners, repositioned the brand as a 'member of the family' to generate emotional purchase. The main advertising channels were television and print, with print advertising adapted for each region of India. As a result sales increased by 22% in one month, at the same time as the motorcycle market size was decreasing.
Hero MotoCorp: Bringing to life a billion heroes
Debarjyo Nandi, Rahul Nangia and Ketaki Rituraj, Warc Prize for Asian Strategy, Entrant, 2012
Hero Motocorp, an Indian motorbike firm, decided to go independent, breaking a long-term association with Honda.
Hero Motocorp, an Indian motorbike firm, decided to go independent, breaking a long-term association with Honda. To maintain brand equity through this transition, it launched a marketing campaign that leveraged patriotism. Hero set out to become the first-ever 'nation brand' for India. Ads were inspirational, telling the audience that the power to overcome obstacles was within them, thereby capturing the national mood. It also created an inspiring anthem, encouraged Indians to shoot a video of themselves singing the anthem, and upload it onto the brand's microsite. Some of these videos were used in subsequent TV commercials, which were released on January 26 - India's Republic Day. Social media and brand activation elements were also employed. Hero's sales grew by 19% following the campaign.
Splendor NXG: Selling The Dad's Bike to The Young Dude
Shubhrojyoti Roy, Siddhant Lahiri and Pinaki Bhattacharya, Warc Prize for Asian Strategy, Shortlisted, 2012
Indian heritage motorcycle brand Splendor was considered by the young Indian male to be a ‘middle-aged family man’s bike’, thereby losing any connection with India’s youth.
Indian heritage motorcycle brand Splendor was considered by the young Indian male to be a ‘middle-aged family man’s bike’, thereby losing any connection with India’s youth. Its parent brand Hero had launched a more stylish variant, Splendor NXG, to appeal to young people, but this did not shake off Splendor’s middle-age image. To rise above its competitors that were offering stylish and feature-loaded bikes, Splendor NXG sought to position itself as a bike that helped friends have a great time together – thus it became ‘The Friendship Bike’. The subsequent marketing campaign achieved 387% growth for the brand and tripled its market share.
Hero Pleasure: Question Marks
Nikita Kohli, Warc Prize for Asian Strategy, Shortlisted, 2012
Despite being the undisputed leader in the motorcycle category in India, Hero was a late entrant into the scooter market.
Despite being the undisputed leader in the motorcycle category in India, Hero was a late entrant into the scooter market. When it announced it was to launch a new product into the category and it was assumed it would be a bike that with universal appeal – but instead it launched Pleasure, a scooter targeted at women. The brand proposition of the scooter was: ‘Why should boys have all the fun?’ – a thought provoked by the deep-rooted gender bias in Indian society. The campaign was promoted primarily on TV and supplemented by print and outdoor activity. As a result, the sales for the Pleasure model grew sales faster than the market and it became the leading scooter model for women.
BMW S 1000 RR: S 1000 RR Tabletrick
Cannes Creative Lions, Creative Effectiveness Lions, 2011
The German launch campaign of BMW's first superbike, S 1000 RR, broadened the company's image: adding boldness to comfort.
The German launch campaign of BMW's first superbike, S 1000 RR, broadened the company's image: adding boldness to comfort. The campaign was based around an internet film highlighting the S 1000 RR's power; it triggered the tantalizing question of whether the feats shown in the ad were "Real or fake?" The campaign reached almost 20 million people, earning free media coverage in excess of €1,700,000 from a production budget of less than €10,000. With 9,071 internationally sold units the S 1000 RR reached a market share of 22% in its first year. As part of this global success it became Germanys top selling superbike for 2010.
Bajaj Auto: Pulsar & Stunting - Creating India's best selling sports bike
Rohit Balan, Warc Prize for Asian Strategy, Shortlisted, 2011
This is a story of how an Indian scooter company with an indigenous motorbike and an indigenous proposition took on the global giants.
This is a story of how an Indian scooter company with an indigenous motorbike and an indigenous proposition took on the global giants. Bajaj Pulsar, the sports motorcycle from Bajaj Auto, faced competition in the performance motorcycles segment from Honda, the leader in the commuter segment, and Yamaha. But five years of consistent advertising on a distinctive proposition - based around the popularity of 'stunting' - ensured that the Pulsar didn't just survive the Japanese onslaught, but instead grew the market by rephrasing performance and grew faster than the competition.
Hero Honda: Come back to hockey
Shubhrojyoti Roy, Warc Prize for Asian Strategy, Entrant, 2011
Hero Honda, a youth-centric motorbike brand, wanted to connect to the Indian Youth. To this end, the brand decided to revive hockey as a sponsor of a major hockey event.
Hero Honda, a youth-centric motorbike brand, wanted to connect to the Indian Youth. To this end, the brand decided to revive hockey as a sponsor of a major hockey event. Hockey was seen as a sport Indian parents had played and loved. Hockey didn't have the stars that the young emulate/aspire to be. It had no idols and faced a nation glued to cricket. A multimedia campaign, including celebrity endorsement and grassroots activity, led to a surge in interest in the sport and a new brand platform for Hero Honda.
Diesel SPA: Quique the head
Direct Marketing Association - US, Leader, ECHO Awards, 2010
Diesel SPA launched Mowie motorcycle helmets in September 2009. An international campaign was devised to portray the helmets as fashionable as well as functional.
Diesel SPA launched Mowie motorcycle helmets in September 2009. An international campaign was devised to portray the helmets as fashionable as well as functional. The target: urban 16 to 40 year old motorcyclists. The creative idea of someone with only a head and no body was the subject of a fictitious documentary. As his most precious organ, his head needs the ultimate protection – a Mowie helmet. Further to banner ads, a microsite and emails, the video went viral. Over 850,000 viewings have been attained with most success in North America, Britain and Spain.
Institute of Communication Agencies, Gold, Canadian Advertising Success Stories, 2010
Vespa is a product and brand with a focused, well-defined target audience. They tend to hate advertising, but this case is intended to demonstrate the power of advertising, while highlighting efforts that do not feel like advertising.
Vespa is a product and brand with a focused, well-defined target audience. They tend to hate advertising, but this case is intended to demonstrate the power of advertising, while highlighting efforts that do not feel like advertising. For the 2008 introduction of the Vespa S, a true understanding of the brand’s core meaning and an appreciation for the audience’s lifestyle was needed. It introduced creatures called Scooterheads, using OOH postings, a creepy video, night projections, retail POS, buttons, a lot of blogs, and traditional print ads. Vespa posted record sales for April 08 – March 09, rolling up 46% overall growth. This was achieved with spending under $500,000.
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