IPA 2010: Silver Winners

Summary
This paper is a story of brand rejuvenation of a Great British invention: gravy. Bisto’s problem was that it no longer played a relevant role in the lives of modern British families. The ‘Aah night’ campaign made the brand culturally resonant again by helping families to spend more dinner times together. Communications enabled Bisto to exceed growth targets for value sales, value share and meal occasions and increase penetration by attracting a younger audience. Communications have delivered a payback of £1.59 for every £1 invested, exceeding the FMCG norm by 60%.

Summary
During the worst recession since the 1930s, T-Mobile faced diminishing returns in a contracting market; mobile phone usage was cut by a third, and T-Mobile was an unloved brand. Running counter to the prevailing actions of the cut-price offers from competitors, T-Mobile used the recession to revitalise the brand and win over new high value contract customers. The ‘Life’s for sharing’ campaign was created to give people something they valued, to celebrate and share with their loved ones. A spontaneous dance at Liverpool Street Station was shared widely across television channels and online sites. The campaign led to unprecedented engagement in the brand, generating £15m in incremental sales and payback of £1.46 per £1 spent.

Summary
Thetrainline.com faced declining sales growth. To reverse this trend they identified those people responsible for the 81% of train tickets bought at the station on the day. Creative and media strategy applied behavioural economics theory to create effective communications to offline users. Communications placed at all touchpoints in stations, as well as TV, online advertising, search & email marketing, conveyed that buying on thetrainline.com saved an average of 39% versus buying on the day. The creative idea featured a flock of sheep to represent the herd-like nature of people’s current behaviour, compared with the clever behaviour of the human who bought his ticket online. It achieved an incremental £137.8m in revenue in the first 18 months, with a payback of £2.42 for every £1 spent.

Summary
By 2007 Cadbury Dairy Milk (CDM) was running out of steam; facing flatlining sales, losing relevance to younger generations and with an advertising model that felt tired. The solution was to create Glass and a Half Full Productions, a content-led campaign including ‘Gorilla’, ‘Eyebrows’ and ‘Trucks’. The new direction moved CDM from being a manufacturer of chocolate to a producer of joy. It also created a debate around whether creating ‘joyful’ content rather than ‘persuasive’ advertising featuring chocolate actually works or not. The whole campaign delivered a master brand payback 171% greater than previous campaigns, with ‘Gorilla’ alone delivering an ROI of £4.88 for every £1 spent.

Summary
The first quarter of 2009 saw Heinz losing share to ‘own label’ brands in all core categories, with previous loyalists favouring cheaper alternatives. To address this a new umbrella communications idea that ‘There are moments for us all when only Heinz will do’ was born across the portfolio of premium products. The ‘It Has To Be Heinz’ campaign strengthened relationships with core customers, connecting consumers with the real value of Heinz by reawakening the emotional rewards that the Heinz product experience evokes. This campaign resulted in Heinz becoming the fastest growing of the ‘Top 10 manufacturers’; delivering over £12m in incremental revenue, with £1.87 in profit returned for every £1 invested'.

Summary
In 2009, following three years of growth driven by taste-centric communications, KFC faced challenging sales targets. To meet these, KFC had to attract a wider audience who were currently not visiting because of concerns about the quality of KFC’s food. In order to build quality credentials, the ‘Fresh’ campaign was launched, offering viewers a behind-the-scenes look into KFC stores, allowing them a first-hand view of KFC’s dedication to fresh chicken and fresh preparation. The revised communications model achieved incremental sales revenue of £191.4m, for a return on marketing investment of 5.32:1.

Summary
In 2006, for the third consecutive year, Surf was losing volume and value share. It was perceived as cheap, limiting its appeal to promotion seekers who buy on price. Understanding value consumers helped create a new dimension in the value segment, attracting profitable loyalists and replacing these toxic ‘promotion-seeking’ consumers. The ‘Gorgeous laundry for less’ campaign was launched in 2007, aimed at advertising Surf as a product that could bring delight to a customer’s everyday laundry activity, taking her on a sensorial journey with its fragrance. As a result, Surf became the UK’s fastest growing FMCG brand, generating £43.5m in revenue, a payback of £3.82 per £1 spent.

Summary
For many years, HMRC had run a successful campaign, encouraging people to do their Self Assessment tax returns on time and online. Then the deadlines changed, for administrative reasons, meaning the public had to be re-educated. To avoid a chaotic transition, a new campaign was built on the strengths of the previous one, sharing the same supportive strategy, presenter format and ‘Tax doesn’t have to be taxing’ line. A new presenter, Moira Stuart, was deployed to ensure the new information was presented in a clear and reassuring manner. With 93% of paper filers meeting the October deadline, and a record 69% of tax returns received online, HMRC gained the desired efficiencies, and generated a ROMI of c.£2:1. More surprisingly, taxpayers, accountants and the media hailed the changes in positive terms.

Summary
In 2006 Lloyds TSB was suffering from a dusty and old-fashioned reputation, resulting in a dwindling current account base and the industry's lowest levels of non-customer consideration. To tackle this, they moved away from the traditional product-based communications model to a needs-based one, brought to life with the 'For the journey' idea. The creation of the animated world reflected the customer’s journey with the bank in a way that was modern, distinctive and emphatic. The subsequent campaign transformed Lloyds TSB into the most considered bank amongst non-customers, reversing current account attrition, adding over 400,000 new current accounts and cutting the cost of acquisition by a factor of four. The campaign is projected to deliver nearly £250m profit, increasing ROI by over 60%.

Summary
HSBC wanted to create a brand with meaning and value that would help establish a strong global identity and image. ‘The World’s Local Bank’ was a brand idea born from a belief in embracing the variety and richness of culture in the world. It was launched in 2002, marrying brand, marketing and business strategy. It created unity out of global diversity, and inspired multiple marketing campaigns around the world. An estimated incremental growth of $69.87bn was generated between 2002 and 2008, helping to weather a recession and representing a payback of between $3.44 and $7.88.