EACA Euro Effies 2009

Summary
Nespresso created the portioned coffee system in the mid-eighties. Central to their business model is gaining Club Members who purchase a machine to make the coffee, thereby becoming long term customers. From September 2007, Nespresso set out to strengthen their position by 100% in comparatively weak markets like Spain and Portugal, and by 15% in mature markets like France and Switzerland. The aim was to use advertising to greatly increase awareness amongst the target audience of all coffee drinkers and to encourage Club Membership. TV, newspapers and outdoor were the main media used, backed by complimentary media where necessary. They conveyed the message that even a major celebrity like George Clooney could be eclipsed by a superlative product like Nespresso. The campaign proved highly successful with the uplift in volume share clearly coinciding with advertising activity and an increase in new Club Members in the six target countries.

Summary
By 2005, Lenor had established a brand within the fabric conditioner market, providing a perceived pleasurable experience, differentiating it from its more mundane competitors. However, in the UK and Ireland, profitability remained an ongoing issue. The aim was to reinforce Lenor’s positioning as something special, and to make consumers trade up to a premium variant. Darker packaging and luxurious fragrances were used to emphasise these qualities in Lenor Infusions, whilst ‘Be seduced by the dark side’ encapsulated the idea. At the same time, use of dark imagery had to be handled with care to avoid any connection with staining. Motifs from film noir were exploited across media, particularly TV, showing a woman being seduced in a hotel room by a lover, subsequently revealed to be a suitcase full of clothes washed in Lenor. The market share target of 3.5% was beaten by 35% in the UK and 188% in Ireland, with a 14% increase in consumer willingness to buy.

Summary
Since 2004, long established blended whisky brand, J&B, faced noticeable downward sales trends in Turkey and Belgium. At the same time, they wanted to cultivate potential growth markets in Cyprus and Romania. For the sake of efficiency, Diageo required a campaign to encompass both situations. Targeting new generation 21 to 25 year-old males, the creative strategy centred on the metaphor of a larger than life mirror ball to representing the party atmosphere to stimulate their imagination, thus avoiding the usual clichéd images of parties. Across the board media coverage resulted in J&B performing much better in the countries that ran the ‘Start a Party’ campaign than those that did not. Negative trends in Turkey and Belgium were reversed whilst sales value in Cyprus increased by 19% and in Romania by 165%.

Summary
Barclays owned five wealth management businesses in a category with little brand differentiation. Merging these into one unit, Barclays Wealth, made promoting it easier as a single defensible brand. The strategy was to move from jargon-led, company-centric concerns about wealth management to the concerns of affluent individuals who would be asked what wealth meant to them personally. The ads conveyed the message in the client’s own words making communication plainer and more direct. European business press was the prime medium, using upscale lifestyle magazines and newspapers, particularly back pages, to maximise visibility. The campaign ran in Ireland, Monaco, Portugal, Spain, Switzerland and the UK. Over the three year period 2006-2008, the ambition to grow assets under management were far exceeded by 25%, amounting to £20 billion more than expected.

Summary
Dove was already an established deodorant brand in Europe when it launched its current campaign in 2003. The problem was to grow the category at a time when penetration was levelling off. The aim was to achieve and retain brand leader status amongst the target audience of females ‘past the first flush of youth’. Dove positioned itself as the solution to skin damage caused by underarm shaving. The emphasis was to promote Dove, which contains a moisturiser, as a beauty product rather than just another utilitarian deodorant. TV and print were the primary means of communication, supported by promotional activities to encourage product trial. Positive results include: growing the European skincare deodorant sector by nearly three times the rate of the deodorant sector overall; achievement of brand leader status as measured by value share; recognition by consumers that Dove is the solution to their underarm problems.

Summary
Although IBM created the IT outsourcing market, competition had been building up enough to warrant action in 2007/8 to maintain their lead in Belgium, Luxembourg and the Netherlands. Their target market of those in charge of IT in large enterprises, the Chief Information Officers, was clearly defined so that a direct approach was deemed most effective. The problem was to ensure the message reached the CIO. Including an audio management book in the mail pack, which could be listened to in the car, proved to be the answer. It engendered a 12% response rate rather than the expected 5%. Respondents were then invited to roundtable events in each country which led to extra returns from the sales department. As a bonus, the pack also doubled as an effective sales tool for future use by IBM’s sales force.

Summary
Halo 3 is the third game in the exclusive Xbox franchise. The primary objective was to sell 1.5 million copies after its launch in 2007. The secondary objective was to make it the biggest entertainment launch ever. To accomplish these aims required widening the target market to all gamers, not just fans of the product. The Museum of Humanity was invented, which celebrated the achievements of the hero, the Master Chief. The concept informed the creative executions in cinema, TV and online, as well as other media, PR and events. Resulting sales of 1.8 million units in the top EMEA markets exceeded the year’s target by 20%. The viral success of their activities also proved popular and engaging.

Summary
In 2008, BMW launched their first compact premium 1 Series Convertible in Germany, Italy and the UK. However, they had to avoid cannibalising their own already successful market for the 3 Series Convertible, as well as competing with the Audi A3. BMW targeted the younger audience with aspirational lifestyles looking to express their freedom. The creative strategy focused on the transformation from dark winter days into the brightness of summer using SUNSET BLVD as an ambient context. 5000 streets were renamed in major European cities so that people suddenly found themselves in this iconic location. The guerrilla action engendered massive press coverage which, added to the above-the line campaign, increased BMW’s website traffic by 68% more than expected. The campaign won new customers for the 1 Series Convertible without cannibalising their 3 Series, which maintained the previous year’s level of sales.

Summary
Amongst oral care brands in Europe, the gum care segment was underdeveloped, accounting for only 7%. However, 48% of adults claim to suffer from bleeding gums, but the general perception is that this is not a problem. With only a small budget, Parodontax set out to address this by showing that neglecting gum health leads to tooth loss – the major fear of most people. Employing TV to create maximum visual impact, where blood in a sink shocks the viewer into using Parodontax as a remedy, proved highly successful in changing attitudes and behaviour . Not only the original target markets of Eastern Europe, like Bulgaria and the Czech Republic took notice, but Parodontax became the fastest growing toothpaste brand in other countries, leading to the campaign being implemented in 32 markets in 2009.

Summary
Up to 2007, Clairol’s Nice ‘n Easy hair colourant had been a category leader in the UK and Ireland. However, facing 2008 with no new product news, the usual way to promote the brand, a fresh approach was called for to update the image and to re-connect with younger consumers. Market research amongst customers revealed that after hair was coloured, their self-confidence was boosted and they felt empowered to be more adventurous. Emphasising these benefits in story lines which had an emotional resonance not previously seen in this category, made the brand stand out from its competitors, and changed outmoded perceptions while increasing recall. TV was the primary medium selected, backed by women’s print media. The campaign succeeded in increasing Nice ‘n Easy business by 21% in the UK and 5% in Ireland.