Summary
In 2007, the UK market share of Boots, the pharmacy and beauty products retailer, was under pressure from new competitors in the health and beauty market. To address this problem, Boots embarked on a journey to identify and understand its most valuable customers: 25-44-year-old women, and developed a strategy to secure their loyalty. The resulting campaign - the feel-good 'Here come the girls' - used a TV led approach to engage its audience. The campaign arrested Boots' share decline and maintained its position as market leader.

Summary
Boots launched its Boots Laboratories master brand across Europe (in France, Spain, Italy and Portugal) with this campaign. Its aim was to decouple the new brand from Boots, which has strong associations with UK retail, and promote an innovative, scientific image. This strategy was necessary as pharmacies in continental Europe are generally under much tighter regulations, and are often family-run; Boots, therefore, had little scope for a big retail expansion in these markets. Products launched under the Boots Laboratories master brand include Serum 7, an anti-ageing skincare range. The campaign promoting the range was PR-led, and also included street marketing elements. The campaign enabled Boots Laboratories making inroads into several European marketplaces. Standout results include taking a 7% share in the French anti-ageing skincare category in the two months following launch. Boots also secured a deal with P&G to promote the products in Italy.

Summary
Familiprix is a chain of pharmacies in Quebec, Canada. With this campaign, the firm highlighted the fact that its pharmacists provide an attentive ear and personal advice about health worries; its aim was two-fold, with Familiprix wanting to build sales and attract new franchisees. The campaign centred on 30-second TV spots that ran throughout the province. It helped influence 17 pharmacists in their decision to bring their businesses into the Familprix fold.

Summary
Lloydspharmacy, the UK chain of pharmacies, wanted to dominate the market for online treatment of 'men’s problems' (such as impotence and baldness), knowing that men are naturally reluctant to seek help in these areas. National press ads, incorporating a strong and humorous image, were used to show that these problems were normal and acceptable. They also drove traffic to Online Doctor, a website offering expert advice and remedies which could be bought quickly and discreetly. Year-on-year, within 3 months of launch, a 36% uplift in transactions and 44% uplift in revenue was achieved.

Summary
Medco Health Services wanted to take advantage of major changes in health care in the USA to gain new customers. It launched a campaign aimed at benefit managers, directors, and CFOs at large firms. A direct mail package and email focused on highly personalized communications to emphasize the company's commitment to customer relationships and directed recipients to a microsite. All online actions were captured and used to shape future communications. Data was also passed on to help sales representatives open more relevant dialogues with prospects. 5.5% of the personalized URLs were activated and return visit accounted for 55% of site traffic. But most important, Medco gained an $18-million account.

Summary
How do you get busy moms to get a flu shot for herself when almost everything she does is for others? This was an important question for Walgreens to answer given that they are in the business of keeping people healthy. The answer: help moms see that getting a flu shot is less about doing something for herself as it is a way to protect loved ones. This simple, powerful idea increased awareness, created positive brand perceptions, and inspired 5.4 million people to get their flu shot in 5 weeks.

Summary
This brief report covers the contribution of Kim Feil, VP/CMO of the US pharmacy chain Walgreens, to a panel session at the Advertising Research Foundation’s (ARF) 2011 Re:Think conference. The discusses the challenge of keeping a 108 year-old brand fresh and relevant to consumers in an age where typical strategies of the past - such as display ads and coupons in newspapers - are declining in effectiveness. She concedes that brands must embrace new channels and technologies if they are to survive.

Summary
Boots, the high-street chemists, wanted to increase Christmas sales at a time when many consumers were facing challenging financial circumstances. Enhancing customer satisfaction was another priority given the difficult climate. To achieve this goal, Boots aimed to leverage its Advantage Card loyalty programme, providing a personalised piece of direct mail – leveraging information from the company database – showing how customers could get all the Christmas gifts they needed in one place. Discount vouchers were also included, further encouraging people to favour Boots over alternative stores. Incremental profits rose by 60% and incremental sales grew by 90%. A 25% increase in coupon redemption also resulted from customers receiving more relevant offers.

Summary
Australian optical retailer, Laubman & Pank, set out to market its ‘Transition Lenses’ which automatically adjust to UV light, to a highly targeted group of 11,158 customers. They were selected on the basis that they had not bought prescription sunglasses before and they fitted the relevant category of prescribed users. It was up against new rival Specsavers who were aggressively competing on price. To promote the benefits of the lenses, a direct mail envelope was sent, with both clear and Transition Lens film next to each other. When held up to the light, the difference was obvious. Also enclosed was a coupon for $150.00 off a complete pair of glasses which had to be redeemed within 6 weeks of the September 2008 launch. 6.3% of the audience responded. 711 sales were made, 284% above target. ROI was 1034%.

Summary
Shoppers Drug Mart wanted to enroll more customers in its Optimum loyalty program. It gave its membership card a makeover and mailed the information about the program to select households, highlighting how consumers could win their own makeover, worth $5,000. Two 30-second radio spots created awareness about Shoppers Drug Mart locations and enticed listeners with the makeover contest. A "beauty-mobile" then visited 20 different locations, with a team who did makeovers and familiarized customers with the benefits of Optimum membership. Scratch cards were also distributed to drive customers to stores where they could enroll in Optimum at registers. Program enrollment quickly exceeded annual goals.