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P&G: Proud Sponsor of Mom
Jay Chiat Strategic Excellence Awards, Honourable Mention, October 2013
This case study describes a campaign that coincided with the London Olympics 2012 by Procter and Gamble (P&G), the consumer products company, and defined the company as sponsor of mothers in the US.
This case study describes a campaign that coincided with the London Olympics 2012 by Procter and Gamble (P&G), the consumer products company, and defined the company as sponsor of mothers in the US. P&G aimed to make the company more recognisable as the owner of brands that consumers were already familiar with, and therefore increase cross-selling opportunities. Insight found that mothers enjoyed watching the Olympic Games, and felt more connected to athletes when they knew their personal stories: they saw them as someone's sons and daughters. P&G's ads told a series of stories about how mothers' support and sacrifice had made the journeys of the athletes possible, and P&G's role in helping the mothers. The campaign ran over 100 days, starting well before the Olympics with a social media debut, and building through different media such as television ads. A series of documentary-style short films featuring athletes and their mothers were released through social media. The campaign was P&G's most successful campaign ever, delivering over $200m in incremental sales.
NCB Consumer Finance: Winning consumers with emotions rather than promotions
Naren Chandra and Suleman Abdullah, Case Studies on Warc, PG Integrated, October 2013
This case study describes how NCB, a commercial bank in Saudi Arabia, avoided getting stuck in a competitive price war by appealing to consumers with an emotional campaign.
This case study describes how NCB, a commercial bank in Saudi Arabia, avoided getting stuck in a competitive price war by appealing to consumers with an emotional campaign. It targeted young and ambitious Saudis who have become smart bargain hunters and appealed to them with the proposition that NCB would fulfil their dreams. TV was used for the launch thematic ads, supported by a strong focus on digital media and consistent use of print and outdoor. The campaign generated the highest levels of unaided awareness in the category and grew both sales leads and conversions. After this campaign, two competitors followed the same approach by launching thematic campaigns for their consumer finance portfolio.
Škoda Rapid: Rapidpedia
Direct Marketing Association - US, Silver, DMA International ECHO Awards, 2013
This case study describes a launch campaign for a new model from Skoda, the automotive brand, during a period of sustained economic problems in Spain.
This case study describes a launch campaign for a new model from Skoda, the automotive brand, during a period of sustained economic problems in Spain. The new Skoda Rapid was a functional, practical car without any aspirational appeal and was targeted at men between the ages of 45 and 54, who sought to provide for their families and were concerned about the economy and unemployment. The central concept was a motor encyclopedia - Rapidpedia - that explained all of the relevant concepts one should keep in mind when making an intelligent purchase. Media directed consumers to Rapidpedia where they could learn, before discovering that the most intelligent purchase is from the Skoda family. A renowned economist fronted the campaign, featuring in humourous videos that addressed the most important questions when buying a car, and responded to questions from the public, thereby growing the encyclopedia further. Within six weeks, 500 additional leads were generated and this led to the sale of 591 Skoda Rapids.
Kotak Mahindra Bank: Subbu 6% campaign
Karthi Marshan, Khushnum Ichhaporia and D. Ramakrishnan, Warc Prize for Asian Strategy, Entrant, 2013
This case study details a campaign by Kotak Mahindra Bank of India to explain to customers the benefits of its new savings account, which increased interest rates from 4% to 6%.
This case study details a campaign by Kotak Mahindra Bank of India to explain to customers the benefits of its new savings account, which increased interest rates from 4% to 6%. The campaign's quantifiable objectives included increasing acquisition of new bank customers by 20%, and to increase brand awareness by 20%. Advertising, which included display, outdoor, online and TV, featured a character called 'Subbu', who was designed to appear wise and approachable in statistics and money matters. Subbu's main message was that a 2% increase from a 4% rate meant 50% more interest for customers. The bank saw a 20% increase in its acquisition of savings accounts, a 50% increase in average volumes of savings and a 10% increase in unaided brand awareness.
Cadbury Dairy Milk: Shubh Aarambh (An auspicious beginning) with Cadbury Dairy Milk
Pooja Kewalramani, Warc Prize for Asian Strategy, Entrant, 2013
This case study explains how Cadbury Dairy Milk (CDM), the confectionery brand, repositioned its products to be associated with traditional Indian celebrations.
This case study explains how Cadbury Dairy Milk (CDM), the confectionery brand, repositioned its products to be associated with traditional Indian celebrations. Homemade sweets are traditionally eaten to welcome new beginnings in India and so in this campaign CDM associated the brand with a range of 'new beginnings'. The campaign utilised different media channels for different types of new beginnings. The result was growth of sales by 30%.
Mizone: Reviving Mizone
Kaiyu Li, Warc Prize for Asian Strategy, Entrant, 2013
This paper describes how Mizone, the Chinese vitamin water brand, created a new brand image to reposition the brand.
This paper describes how Mizone, the Chinese vitamin water brand, created a new brand image to reposition the brand. Mizone felt itself stifled by being viewed as a sports drink and so sought to reposition the brand as a 'restoration beverage'. A multichannel advertising campaign introduced the 'tilt man' who was restored to 'an ideal state' after drinking Mizone. This concept was refreshed in advertising campaigns over several years and resulted in increased unit sales.
Connecting with ANZ
Pearline Soh, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes how Australia and New Zealand Banking Group Ltd (ANZ) sponsored a television series from National Geographic Channel (NGC), the television network, which aired across South-East Asia.
This case study describes how Australia and New Zealand Banking Group Ltd (ANZ) sponsored a television series from National Geographic Channel (NGC), the television network, which aired across South-East Asia. ANZ then built upon this sponsorship with print, digital, social media and road show strategies which used themes from the NGC series. The campaign resulted in an improvement in the brand's image.
Captain Munch: Discover Adventure with Captain Munch!
Su Ling Chan, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes how Munchy's, the snack manufacturer, launched a new cookie product - Captain Munch - to challenge the market leader in Malaysia and Singapore.
This case study describes how Munchy's, the snack manufacturer, launched a new cookie product - Captain Munch - to challenge the market leader in Malaysia and Singapore. Munchy's competition marketed the product using wholesome family images, and so Munchy's decided to market their product directly to children with the brand proposition 'discover adventure'. The brand partnered with a children's cartoon series and used this theme across television and in-store advertising. As a result of the launch campaign Captain Munch gained a market share of 9.8% and continued to grow. The market leader's loss of market share showed that Munchy's had taken share from them.
Europe by easyJet
European Association of Communications Agencies, Gold, Euro Effies, 2013
This case study describes how easyJet, the airline, changed its positioning in Europe to selling experiences rather than just journeys.
This case study describes how easyJet, the airline, changed its positioning in Europe to selling experiences rather than just journeys. EasyJet found its traditional low-cost offering squeezed as more airlines offered low-cost air travel. In order to increase sales 'Europe by easyJet' moved away from focusing just on price and instead sold the service as connecting people to experiences across Europe. This new approach included a modified media allocation strategy with television being the lead media. As a result easyJet increased revenue by 5.9% and improved perceptions of the brand.
Clear: Hidden Idol
Sajju Ambat, Warc Prize for Asian Strategy, Shortlisted, 2013
This case study describes Clear shampoo's campaign as lead sponsor of the TV talent show, Vietnam Idol 2012.
This case study describes Clear shampoo's campaign as lead sponsor of the TV talent show, Vietnam Idol 2012. Clear wanted the brand message of 'confidence to shine' to be seen in action and to be able to measure the effectiveness of sponsorship in urban and rural areas. Most participants for Vietnam Idol come from the top six cities, whose urban populations are seen as 'confident to shine'. To prove the brand message, it needed to empower those not known to possess it. Clear had to take the participation where it was not going â€“ to the villages of Vietnam. Clear found and entered a Vietnam Idol competitor who went on to become the first Vietnam Idol from a village. The campaign proved that sponsorship can convert into business: Clear's 'intention to purchase' rose 25 points and the brand gained its highest ever market share.
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