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Waitrose LOVE Life
Design Business Association, Silver, Design Effectiveness Awards 2013
This case describes the creation of the design and identity of LOVE Life, a new health and wellbeing food brand for the UK supermarket chain, Waitrose.
This case describes the creation of the design and identity of LOVE Life, a new health and wellbeing food brand for the UK supermarket chain, Waitrose. Rather than focusing on the product range - which included soups, nuts, juices, ready meals and dried fruits - LOVE Life celebrated the goodness of natural food, and aimed to change the way consumers thought about eating well (away from connotations of diet and control, towards ideas of health and happiness). The branding featured on product packs and out-of-home media, and visually showcased the shapes and colours of foods, and used language that described ingredients, sources and tastes in a simple and positive tone. In the year after launch, LOVE Life achieved sales of £60m and in a 12-week period grew nearly 35% at a time when health and well-being categories overall grew at 4%.
Hunt's Tomatoes: Hunt's Crash Kitchen Tour
ARF Ogilvy Awards, Gold, Packaged Goods, 2012
Hunt's is a leading canned tomato brand in the US, which performs particularly well in the "smooth" segment but has less share in "particulates" - such as diced tomatoes.
Hunt's is a leading canned tomato brand in the US, which performs particularly well in the "smooth" segment but has less share in "particulates" - such as diced tomatoes. Canned tomatoes tend to be undifferentiated among most customers and Hunt's did not have a consistent advertising presence. In 2008, Hunt's research showed that freshness of tomatoes is not often associated with cans, so the communication focused on the "Flash Steam" process for canning that also conveyed an "all-natural" message. Using TV chef George Duran to give weight to the quality of the tomatoes, The Hunt's Crash Kitchen Tour ran from 2009 to 2011. Hunt's volume share gained 2 points.
Integrated Marketing Communications Council Europe, Silver, IMC European Awards 2011
Chiquita, producer and distributor of bananas, had a 40% market share in Belgium and top-of-mind awareness of 86%.
Chiquita, producer and distributor of bananas, had a 40% market share in Belgium and top-of-mind awareness of 86%. In order to defend its position as market leader and premium brand, and increase market share and volume, its campaign focused on promoting exercise and fitness to active families. Tennis star Kim Clijsters was brand ambassador and the message of "Make your family move" was communicated over PR, web, point of sale, events, TV and print.
Bolthouse Farms: Baby carrots - eat 'em like junk food
Jay Chiat Strategic Excellence Awards, Gold, 2011
This campaign aimed to rebrand carrots for Bolthouse Farms, a leading U.S. carrot producer.
This campaign aimed to rebrand carrots for Bolthouse Farms, a leading U.S. carrot producer. The strategy involved focusing on baby carrots as a snack food. This brought carrots into competition with junk food: this comparison was made explicit by the campaign creative. The campaign included an experiential element: putting BabyCarrots vending machines alongside junk food vending machines in school hallways, a mobile game and billboards. Two months into the campaign, sales in test markets were up 10-12% over the previous year, compared to flat sales in the control markets.
Chiquita Central Europe - Banana Mail of Love
Integrated Marketing Communications Council Europe, Bronze (Retail or Trade Marketing), IMC European Awards 2010
Chiquita, the Czech banana brand was worried about losing out to competitors and wanted to defend its place on supermarket shelves.
Chiquita, the Czech banana brand was worried about losing out to competitors and wanted to defend its place on supermarket shelves. Chiquita’s bananas are more expensive than the other brands in the Czech Republic, however it did not wish to lower its prices; it also wanted to maintain or increase sales during the summer period where banana consumption traditionally slows. Chiquita’s main consumers are mothers so it decided to tap into emotions connected to family relationships. The campaign involved the handing out of stickers in stores. These stickers were similar to the ones on Chiquita’s bananas but had messages of love written on them; the idea was to place a declaration of love on a banana and give it to a loved one. Total sales of Chiquita bananas increased by 34% during the promotional period.
Albert Bartlett Rooster Potatoes - Agent
Peter Carter, Institute of Practitioners in Advertising, Entrant, IPA Effectiveness Awards 2010
This is the story of how a slowly improving brand of potato told its own story of versatility and transformation in a commodity market, in recessionary times.
This is the story of how a slowly improving brand of potato told its own story of versatility and transformation in a commodity market, in recessionary times. After 12-weeks of television advertising, with Marcia Cross of cult show Desperate Housewives as star of the campaign, sales more than doubled and around 48 million meals were served using Albert Bartlett Rooster Potatoes. Branded TV advertising awareness rose from a baseline of 8% prior to airing, to 34% at the post stage, spontaneous awareness more than doubled, and prompted awareness accelerated from 25% to 46%. Brand value for the 52 weeks ending March 2010 have reached almost £30m against £24m in 2008/9.
Ella's Kitchen - The First 3 Years
Agostino Di Falco, Paul Lindley, Nicole McDonnell, Samantha Crossley, Peter Dale, Nick Bampton, Daniel Salem, Bobi Carley, Damon Lafford, Michael Barrett and Alison Lindley , Institute of Practitioners in Advertising, IPA Effectiveness Awards 2009
This paper explains how children's food brand, Ella's Kitchen's, was able to advertise exclusively on Nickleodeon without committing to spend upfront by forming a partnership with Viacom Brand Solutions (VBS).
This paper explains how children's food brand, Ella's Kitchen's, was able to advertise exclusively on Nickleodeon without committing to spend upfront by forming a partnership with Viacom Brand Solutions (VBS). In order for Ella's Kitchen to build a brand amongst children, it needed to associate itself with a partner who already had that relationship, Nickelodeon. Ella's Kitchen and VBS constructed an innovative shared risk agreement whereby VBS initially guaranteed £100,000 worth of airtime Ella's Kitchen so long as the brand was able to secure national distribution. This commitment persuaded Sainsbury's to stock the brand. The creative strategy involved winning the kids over in a series of fun and upbeat TV executions so that they could in turn act as ambassadors to their mums. As a direct result of the partnership, Ella's Kitchen has generated a turnover of £13.5 million in the three years since launch.
McCain – When the chips are down, it pays to advertise
Dan Hill (Beattie McGuinness Bungay) and Sergen Oxbek (Brand Science), Institute of Practitioners in Advertising, IPA Effectiveness Awards 2008
Marketing food in Britain has become increasingly complicated, as concerns about childhood obesity, increasing commodity prices and the power of celebrity have changed the communications landscape.
Marketing food in Britain has become increasingly complicated, as concerns about childhood obesity, increasing commodity prices and the power of celebrity have changed the communications landscape. These combined factors meant that, by 2006, McCain's ovenable chip brands (HomeFries and OvenChips) were suffering from serious perception problems. Alongside facing waning consumer demand, McCain was hit from the supply side as potato prices rocketed. The company's short-term revenue and long-term prosperity were under threat. Against this backdrop, it developed the "It's All Good" campaign. This aimed to change consumer perceptions about the company, distance the brand from the junk food sector, and reframe how consumers saw McCain and its products. Communications drove a steady and significant increase in consideration, which in turn secured increased sales, achieving revenue ROMI of £1.53 and a profit ROMI of £1.07 in the short term. Moreover, the advertising helped McCain decrease its dependency on price promotions, and provided an opportunity to expand into new markets.
Heinz Beanz Snap Pots – Growing value in the beans market: not so eazy beanzy
Peter Wilson and Louise Cook, Institute of Practitioners in Advertising, IPA Effectiveness Awards 2008
In September 2007, Heinz launched Snap Pots, a new range of microwaveable baked beans. The launch was a response to the Heinz master brand's efforts to add value to its overall portfolio, in what was a challenging grocery market.
In September 2007, Heinz launched Snap Pots, a new range of microwaveable baked beans. The launch was a response to the Heinz master brand's efforts to add value to its overall portfolio, in what was a challenging grocery market. Household penetration of beans was reaching saturation point and frequency of consumption was also declining; consequently, there wasn't an obvious gap in the market. The first half of the launch campaign was heavily promoted, building distribution and driving sales. The 'Eazy Beanzy' TV campaign that was employed in the second half of the launch helped Snap Pots maintain a value share at over 4% even after the campaign's completion, comfortably beating the target of 3.3%. Econometric analysis demonstrates that the TV campaign generated impressive additional sales, as well as adding growth to a very established category and improving perceptions of Heinz Beanz overall, while minimising cannibalisation of the master brand. Most importantly of all, communications helped Snap Pots build value into the Heinz Beanz brand as a whole by trading at a price premium: the share achieved during and since the TV activity has been at a significantly higher price.
Birds Eye - Breaking through the glass ceiling
Steve Mustarde, Account Planning Group - (UK), Gold, Creative Strategy Awards 2007
When BBH won the Birds Eye business the frozen food category was in long-term decline. Planning helped the brand Birds Eye find the road to recovery by first identifying that the root of its woes was consumer perceptions, not of the freezing process, but of the food it froze.
When BBH won the Birds Eye business the frozen food category was in long-term decline. Planning helped the brand Birds Eye find the road to recovery by first identifying that the root of its woes was consumer perceptions, not of the freezing process, but of the food it froze. The subsequent creative work was well received but did not rejuvenate brand sales as much as expected. Planning found that consumers' perception of frozen food was that it could never be as high quality as fresh or chilled food. The strategic response was to explicitly compare frozen against fresh and chilled food. The resultant 'Truth' campaign affected a sea change in perceptions of both frozen food and the Birds Eye brand, with sales of Birds Eye frozen fish enjoying immediate strong growth.
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