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Mitsubishi i-MiEV: Electriphobia
Institute of Communication Agencies, Silver, Canadian Advertising Success Stories, 2013
Mitsubishi, the automaker, launched its i-MiEV electric car in Canada with this low-budget campaign. The main aim was to generate earned media impressions for the model, reaching educated, urban, 'green', adults.
Mitsubishi, the automaker, launched its i-MiEV electric car in Canada with this low-budget campaign. The main aim was to generate earned media impressions for the model, reaching educated, urban, 'green', adults. The campaign insight was that many people felt fearful about electric cars - leading to the creation of the Electriphobia Research Institute - a microsite designed to address the real fears people had with electric cars (and a number of their silly ones as well). The site was promoted via digital and print ads with a cheeky tone. In the first two months, the electriphobia.com site received +200,000 visits (450% above forecast), and the i-MiEV also outsold its competitor, the Nissan Leaf, in the months following launch.
Nissan North America: Gasoline Powered Everything
Jay Chiat Strategic Excellence Awards, Silver, 2012
Following an early-adopter-focused US launch, Nissan aimed to take its LEAF electric car mainstream with this campaign.
Following an early-adopter-focused US launch, Nissan aimed to take its LEAF electric car mainstream with this campaign. The brand was confonted with consumer resistance: people were immediately dismissive of electric power's appeal, even though nearly everything they depended on in their daily lives was electrically powered – their phone, toaster and toothbrush. In this context, electric was perfect for them: easy, convenient and quiet. To amplify this message, the creative was based around the (absurd) concept of a gasoline-powered world, where hairdryers, alarm clocks, iPods and copiers were reenvisioned with gasoline engines, emitting noise and pollution into the air. Media channels used included Facebook, TV and online video. People who saw the TV ad were nearly 60% more likely to tell their friends about the LEAF while intention to visit a dealership jumped 80%.
Volkswagen: Think Blue. Symphony.
European Association of Communications Agencies, Silver, Euro Effies, 2012
Volkswagen, the automotive brand owner, wanted to create an umbrella brand for all its environmentally-themed communications, and to encourage participation in these initiatives.
Volkswagen, the automotive brand owner, wanted to create an umbrella brand for all its environmentally-themed communications, and to encourage participation in these initiatives. It developed a "Think Blue" concept to bring together its environmental claims which was translated into a playful set of creative images and explained on a microsite. Television commercials were also aired in France, Germany, Italy, Spain and the UK. This case study cites increased awareness of the "Think Blue" idea, along with campaign tracking scores and changes in brand perception as evidence of the success of its approach.
Volkswagen Sweden Eco Car Range: The Fun Theory
Cannes Creative Lions, Creative Effectiveness Lions, 2012
Volkswagen needed to penetrate the growing eco car category in Sweden but it lacked the patriotic appeal of Volvo and the green appeal of Toyota.
Volkswagen needed to penetrate the growing eco car category in Sweden but it lacked the patriotic appeal of Volvo and the green appeal of Toyota. Additionally, eco cars were seen as "boring" and VW's traditional positioning was as a "fun to drive" car. Demonstrating that eco could be fun was key to engaging consumers and driving sales so VW created the Fun Theory campaign. It used a combination of interactive elements, live events, owned media, social media and competitions to create interest, debate and boost sales. Over two years the Fun Theory campaign led to sales of nearly 20,000 eco cars, made VW the leading eco car brand in Sweden and increased its overall market share to 14.3%.
Cannes Creative Lions, Creative Effectiveness Lions, 2012
In 2009 Nissan announced that it would be the first car company to mass-produce a practical, affordable, 100% electric car and committed to 25,000 US sales of the LEAF in year one (2011) and 75,000 in year two.
In 2009 Nissan announced that it would be the first car company to mass-produce a practical, affordable, 100% electric car and committed to 25,000 US sales of the LEAF in year one (2011) and 75,000 in year two. Consumers were challenged to look at automobiles in a completely new way, as misconceptions were tackled head on. The LEAF was declared 'the new car' and its positive innovations outlined, with comparisons of miles per dollar rather than miles per gallon, and the concept that the owner's garage was now a filling station. Before the launch, social media and a LEAF website kept consumers up to date, a prototype was taken on a 22-city tour, partnerships were forged with Lance Armstrong's cyling team and Apple's iAd platform, and direct marketing emails told people when they could reserve a new car with a deposit of $99. Over 250,000 people expressed an interest in the car and by mid-2010 there were nearly 20,000 reservations, significantly exceeding expectations.
Johnson Controls: Launch of MyDemoDrive.com
Becky Fitzgerald, Mary Ann Wright and Craig Rigby, Warc Prize for Innovation, Entrant, 2012
Johnson Controls, the industrial technology company, developed and launched MyDemoDrive.com as an interactive, web-based simulation and educational platform to raise awareness among American consumers of the range of different hybrid vehicle technologies available to them.
Johnson Controls, the industrial technology company, developed and launched MyDemoDrive.com as an interactive, web-based simulation and educational platform to raise awareness among American consumers of the range of different hybrid vehicle technologies available to them. Demo Drive allows consumers to virtually test drive and compare fuel usage, carbon dioxide emissions and travel costs between a vehicle with a standard internal combustion engine, a start-stop vehicle and a hybrid electric vehicle. It used Facebook to drive trials online as well as a series of media events to target industry influencers offline. Demo Drive attracted 8,000 unique visits, nearly 1,670 Facebook fans as well as extensive media coverage.
Chevrolet: Chevy Volt, It's More Car Than Electric
Effie Worldwide, Bronze, North America Effies 2012
In 2010, facing pressure from the Nissan Leaf, Chevrolet launched the Chevy Volt - an 'extended range' electric vehicle.
In 2010, facing pressure from the Nissan Leaf, Chevrolet launched the Chevy Volt - an 'extended range' electric vehicle. In light of existing perceptions of the Chevy brand as a company that primarily makes trucks, the Volt couldn't claim the green space with much credibility. So, communications promoted the new model as an innovative vehicle in its own right, fuel-efficient and stylish. The campaign delivered a lift to brand opinion and consideration. In three months, the Volt was established as a different kind of car and cast a halo effect across Chevy, lifting key brand attributes for Chevrolet as well.
Honda Insight: Less is More
The Communication Agencies Association of New Zealand, Silver, New Zealand Effies Awards, 2011
The challenge was to launch Honda's new hybrid in New Zealand, against the unrivalled category leader Toyota Prius, to achieve an aggressive sales target.
The challenge was to launch Honda's new hybrid in New Zealand, against the unrivalled category leader Toyota Prius, to achieve an aggressive sales target. The 'Less is More' campaign positioned the Insight as the world's most advanced hatch, costing 40% less to run than its peers. This strategy saw Honda take a 6.3% share of the small hatch market and exceed sales targets by 12.4%.
European Association of Communications Agencies, Bronze, Euro Effies, 2011
Luxury automotive brand, Mercedes-Benz, wanted to promote its BlueEFFICIENCY environmental sub-brand across Europe.
Luxury automotive brand, Mercedes-Benz, wanted to promote its BlueEFFICIENCY environmental sub-brand across Europe. It aimed to target modern and cosmopolitan consumers with a high level of education and medium-to-high incomes. The TV element of the campaign involved the emotive story from the first ever car to the Mercedes-Benz F800 research car and the print campaign emphasised the innovation whilst conveying sustainability. After the campaign, here was a 75% increase BlueEFFICIENCY vehicles sold across all participating markets.
Sebastian Kemmler , Account Planning Group - (UK), Silver, Creative Strategy Awards, 2011
Fiat, the Italian car manufacturer, wanted to increase awareness of its strength in the European eco car market.
Fiat, the Italian car manufacturer, wanted to increase awareness of its strength in the European eco car market. However it could not compete with the media budgets of other car manufacturers, who were also striving to prove their green credentials. A further challenge was that the target audience, digitally savvy 25 to 34-year-olds, did not consider eco-driving particularly exciting. Fiat wanted to revitalise the topic of eco-driving by becoming the first car brand to help its drivers to drive in a fuel-efficient way. Strategy involved developing an application for Fiat owners to collect and analyse driving data in order to actively reduce their CO2 emissions. Use of social media allowed global user sharing of results, with the organisation of a pan-European Facebook competition, further unifying the eco:Driver campaign. The strategy created a significant PR effect for Fiat, generating over 7,000 press articles and an improvement in brand perception among 25 to 34-year-olds in the UK and Italy. Some 55% of users now think more positively about the Fiat brand and over a third strongly agree eco:Drive demonstrated Fiat’s dedication to customers and status as a leader in technology innovation.
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