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Boots: Keeping the girls coming in
Laurence Horner, Jane Christian, Jon Hildrew and Peter Pereira, Institute of Practitioners in Advertising, Bronze, IPA Effectiveness Awards, 2012
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.
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.
Boots Laboratories: Serum 7
Design Business Association, Bronze, Design Effectiveness Awards 2012
Boots launched its Boots Laboratories master brand across Europe (in France, Spain, Italy and Portugal) with this campaign.
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.
Institute of Communication Agencies, Silver, Canadian Advertising Success Stories, 2012
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.
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.
Lloydspharmacy: Online doctor
Direct Marketing Association - UK, Gold, 2011
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.
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.
Medco Health Services: Game Changers
Direct Marketing Association - US, Bronze, ECHO Awards, 2011
Medco Health Services wanted to take advantage of major changes in health care in the USA to gain new customers.
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.
Walgreens: Arm Yourself for the Ones You Love
Effie Worldwide, Silver, North America Effies 2011
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.
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.
Direct Marketing Association - UK, Silver award, 2010
Boots, the high-street chemists, wanted to increase Christmas sales at a time when many consumers were facing challenging financial circumstances.
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.
Laubman & Pank: Transitions Lenses
Direct Marketing Association - US, Leader, ECHO Awards, 2009
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.
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%.
Shoppers Drug Mart: Beauty-mobile
Direct Marketing Association - US, Bronze Award, 2008
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.
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.
drugstore.com, inc.: A Very Healthy Way To Shop campaign
Rayna Bailey, Encyclopedia of Major Marketing Campaigns, Volume 2, 2007, pp. 471-474
When drugstore.com launched its website in 1999, the competitors in the online-drugstore segment were primarily a site introduced that year by CVS, a traditional "brick-and-mortar" drugstore, as well as several "pure-play" Internet retailers (those with online stores only), including PlanetRx.com and Rx.com.
When drugstore.com launched its website in 1999, the competitors in the online-drugstore segment were primarily a site introduced that year by CVS, a traditional "brick-and-mortar" drugstore, as well as several "pure-play" Internet retailers (those with online stores only), including PlanetRx.com and Rx.com. By 2000 PlanetRx.com and Rx.com had closed their sites, drugstore giant Walgreens had introduced an online presence, and drugstore.com was growing, with reported revenues of $34.8 million its first year and nearly 724,000 unique visitors to its site in one month (February 2000). To drive business during its first year, drugstore.com spent $28.5 million on advertising created by ad agency McCann-Erickson. Despite its marketing efforts and growing consumer interest in the site, however, drugstore.com lost $115.8 million in 1999. Pushed by its partners—General Nutrition Center (GNC) and Rite Aid drugstores—drugstore.com dropped McCann-Erickson and signed on Fallon McElligott as its new agency in August 1999 (the agency shortened its name to Fallon in 2000).To help establish drugstore.com as a force on the Internet as well as a solid alternative to traditional drugstores, to further increase brand identity, and to drive shoppers to drugstore.com's website, Fallon created a new marketing campaign for the e-tailer that began in March 2000. The $30 million campaign targeted drugstore.com's core customers, women aged 25 to 54. It included television and radio spots, print ads, and online advertising, all with the theme "A Very Healthy Way to Shop."The campaign won a 2001 Bronze EFFIE Award and achieved its goals, increasing overall brand awareness by 48 percent and pushing the number of weekly visits to the site up 18 percent. Sales also increased, jumping to $110 million in 2000. But drugstore.com continued to operate in the red, losing more than $193 million in 2000. As part of its budget-cutting measures, drugstore.com canceled its campaign and eliminated all off-line media spending.
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