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toom: Der Zwergenprotest
Integrated Marketing Communications Council Europe, Silver, IMC European Awards 2012
German home and garden products retailer, toom Baumarkt, wanted to create awareness and drive sales of its garden products and garden planning services.
German home and garden products retailer, toom Baumarkt, wanted to create awareness and drive sales of its garden products and garden planning services. It deployed garden gnomes carrying call-to-action signs across downtown shopping areas in Germany in order to create an instant, disruptive, emotionally engaging connection with consumers. It also set up a Twitter account and Facebook fan page where people could win prizes for uploading photos of the gnomes. The campaign resulted in a 40% increase in garden planning requests, as well as driving buzz on social media and attracting significant publicity.
Focus DIY: Keep Britain Beautiful
Direct Marketing Association - UK, Gold, 2011
To maximise sales at Easter, a key time for gardening products, the UK-based Focus DIY retail chain needed to stand out from the bigger players in the market.
To maximise sales at Easter, a key time for gardening products, the UK-based Focus DIY retail chain needed to stand out from the bigger players in the market. Its campaign centred on a 15,000 door drop which utilised paper impregnated with wild flower seed that could be planted and would grow, thus incorporating the message within the medium without generating waste paper. A microsite showing a time lapse film demonstrated the process and provided links to local stores. The door drops led to a 9% uplift in response rates and encouraged more people to become discount cardholders. On the broader front, existing discount cardholders were also mailed which generated a further 26% response.
Husqvarna: Tactical campaign
Institute of Advertising Practitioners in Ireland, Bronze, AdFx Awards, 2010
Liffey Distributors distributes forestry, park and garden products to businesses across the Irish Republic, including products from the Husqvarna brand.
Liffey Distributors distributes forestry, park and garden products to businesses across the Irish Republic, including products from the Husqvarna brand. Sales had been consistently down year-on-year, partly due to the poor weather. Liffey Distributors wanted an advertising campaign that would drive footfall and sales by promoting five specific Husqvarna products, as well as demonstrating the value on offer in local Husqvarna dealerships. The campaign had to appeal to the dealerships, as they were contributing to the costs of the campaign, in addition to having the ability to motivate individual dealers to promote Husqvarna products at a local level. The campaign used the concept of a 'one day sale', held on a Saturday, which was devoted to a chosen product every two weeks. The campaign was executed using both local and national media, and involved press and outdoor channels. As a result, there was an average sales increase of over 400% of the chosen products, leading to a ROI of over 4000%.
Resolva 24H – Weed it and reap: How Resolva 24H took control of the weedkiller market
Helen Davies and Peter Harris, Institute of Practitioners in Advertising, Bronze, IPA Effectiveness Awards 2009
This paper demonstrates how a limited budget, focussed on effective TV advertising, successfully launched Resolva 24H.
This paper demonstrates how a limited budget, focussed on effective TV advertising, successfully launched Resolva 24H. The weedkiller market, although mainstream, is a relatively small category in gradual decline. Faced with strong competition and being late entrants into a highly seasonal market, this brand challenged the conventional category approach by thinking disruptively and dramatising the negative in a positive way, casting the category insight in a new light. The creative brought the consumers' feelings of annoyance towards garden weeds to life through a cartoon style TV campaign. As a result the campaign was responsible for 59 per cent of annual sales.
Terminix Seeing Is Believing
Direct Marketing Association - US, Silver, ECHO Awards, 2009
Terminex needed to generate awareness of pest control in a market where enthusiasm was high for remodeling but low for ongoing maintenance.
Terminex needed to generate awareness of pest control in a market where enthusiasm was high for remodeling but low for ongoing maintenance. A three-pronged campaign targeted women aged 35-54, because they influence many household decisions. Using broadcast, direct mail, and digital channels, Terminex appealed to prospects' desire to keep control over the home and avoid another household crisis, encouraging homeowners to strike first, before the unseen threat of termites and pests got the upper hand. The campaign resulted in a 14% market share increase in residential termite control and a 5% market share increase in residential pest control services.
Scotts Miracle-Gro Company: Neighbor To Neighbor campaign
Rebecca Stanfel, Encyclopedia of Major Marketing Campaigns, Volume 2, 2007, pp. 1481-1486
The Scotts Company, later to be named Scotts Miracle-Gro Company, had been a leading manufacturer of lawn-and garden-care products since 1868.
The Scotts Company, later to be named Scotts Miracle-Gro Company, had been a leading manufacturer of lawn-and garden-care products since 1868. It sold grass seed, fertilizers, herbicides, and potting soils from its family of brands, which included Ortho, Miracle-Gro, Hyponex, and Turf Builder. Even though it was one of the largest garden and indoor plant-care companies in America, Scotts's marketing efforts floundered during the early 1990s. After Scotts acquired Miracle-Gro in 1995, the founder of Miracle-Gro, Horace Hagerdon, helped solidify the Scotts brand and orchestrated the removal of Scotts CEO Theodore J. Host, whom Hagerdon considered ineffective. Hoping to improve sales and further build the Scotts brand, Scotts released its "Neighbor to Neighbor" campaign.Created by the ad agencies Wolf Group and Partners & Shevack, the $2 million campaign began in 1996. The budget was soon increased to $20 million. The campaign initially entailed television and radio spots, but in 2003 it expanded with print executions. "Neighbor to Neighbor" featured real customers who raved about their successes in attaining a lush, green yard by using different Scotts products. Each of the television commercials focused on a specific Scotts lawn-care product, and they incorporated humor to make the often intimidating task of lawn care seem less threatening. The advertisements also all included Scotts's formal guarantee of its products' efficacy. The company viewed the guarantee as "more of a promise than a traditional tag line," as Gordon Hecker, Scotts's vice president of advertising, told Adweek. Scotts recognized that "consumers depend on the company for advice on lawns and gardening, as well as for the product." In 2003 the Wolf Group, by then the sole agency handling the Scotts account, closed its doors, and the campaign continued under the ML Rogers Agency.Although the campaign scored unusually low on USA Today's Ad Track consumer survey, "Neighbor to Neighbor" was deemed a success by Scotts and its agencies. The campaign garnered some ad-industry awards and helped Scotts increase its sales by double digits throughout a majority of the campaign.
Roundup Weedkiller - Making a killing. How advertising delivers profits for Roundup Weedkiller
Guy Abrahams and Kate Williams, Institute of Practitioners in Advertising, Gold, IPA Effectiveness Awards, 2005
In 2002, Monsanto launched a new campaign for their weed-killer, Roundup. While other brands pussyfooted around the subject, BLM’s ads were straight talking.
In 2002, Monsanto launched a new campaign for their weed-killer, Roundup. While other brands pussyfooted around the subject, BLM’s ads were straight talking. Roundup was a killer, and BLM weren’t afraid to say so. This no-nonsense approach paid off. Spontaneous brand awareness tripled, taking the brand from relative obscurity to the forefront of gardeners’ minds. Roundup quickly established its killing credentials, making its competitors look weak by comparison. As a result, sales rose by 86% in a single year, and Roundup became the undisputed market leader. All of this was achieved without distribution gains, price changes, promotions or NPD. There was no complex multi-media strategy – just some great TV ads. Nor did it require any great investment. Indeed, Monsanto largely funded the campaign by shifting money from DM into advertising – a very profitable decision. The judges enjoyed this paper’s tough, gutsy approach and its firm focus on profit, and so awarded it the prize for Best Read. If you want to find out how to harness the power of TV to kill your competitors, give it a read.
Roundup Weedkiller - How Roundup Conquered the Weedkiller Market
Guy Abrahams and Kate Williams, Institute of Practitioners in Advertising, IPA Effectiveness Awards, 2004
This case tells how in two years, Roundup attained dominance in the weedkiller market, and went from a failing outsider to market leader.
This case tells how in two years, Roundup attained dominance in the weedkiller market, and went from a failing outsider to market leader. In doing so, it delivered: an 85% sales lift in year one; the five-year plan in two years; immediate payback with over $1m of additional net profit in year two. This was achieved despite the odds being stacked against, including factors such as: being a young premium-priced brand with very low awareness compared with two household names; having similar weight of advertising as competitors and only marginally more budget; no additional marketing support such as sales promotion or PR.
Weedol - Looking on the Bright Side of Death
Alex Huzzey, Account Planning Group - (UK), Silver, Creative Planning Awards 2003
TV campaign for Weedol weedkiller, based on the insight that for gardeners, zapping weeds (which they hate) is enjoyable.
TV campaign for Weedol weedkiller, based on the insight that for gardeners, zapping weeds (which they hate) is enjoyable. Brief evidence of good tracking and PR results. Silver and special prize for best consumer insight, APG 2003.
Flowers & Plants Association
Nikki Crumpton, Account Planning Group - (UK), Silver, Creative Planning Awards, 2001
Campaign for the Flowers and Plants Association, to persuade people (especially women) of the value of buying flowers more regularly than for limited special occasions.
Campaign for the Flowers and Plants Association, to persuade people (especially women) of the value of buying flowers more regularly than for limited special occasions. Low budget campaign in women’s monthly magazines stimulated good PR. Silver winner, APG Awards 2001.
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