IPA Effectiveness Awards 2010

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
Everest wished to double the size of their business just as the recession hit. With a heritage founded from the 1980s ‘Ted Moult’ adverts, Everest was tainted with outdated perceptions. The decision was made to reintroduce TV brand advertising using a fresh presenter, in order to reinvigorate the brand. As a result, since 2007 Everest’s core product sales have grown 5.39% in a market that has declined 24.27%. Econometrics shows that the campaign has contributed c. £45.6m in sales and a payback close to 4:1. Moreover, the TV campaign heavily boosted internet leads, both directly and indirectly, which together have meant Everest was able to continue outperforming the market.

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
This campaign inspired the ideal of being a Diamond Bride, as distinct from eyes downcast, dutiful, gold brides. The goal of the campaign was to create preference for diamond jewellery at weddings. When the campaign ran its course, it was found that 73% of brides were willing to replace gold with diamonds for their wedding jewellery. And 95% of brides vouched for the sentiment "this is a vision of the bride I want to be.” It has already created a payback of 1.42 but much more than that it has created a platform for the business for the next ten years.

Summary
By 2008, Tango was teetering on the edge of extinction, with retailer and internal confidence at an all time low. By going back to its roots and recovering its irreverent brand voice from the inside-out, a dramatic recovery of Tango’s fortunes was achieved first internally, and then with the trade and consumers. Tango's unique, rallying cry 'Save Tango' demanded support from Britvic and the trade, and ‘Tango with Added Tango’ (with the bigger 440ml T.W.A.T can at the heart of the idea), recovered Tango’s voice with the core target of 17 to 24-year-old males and drove rate of sale in impulse. It has been calculated the total communications effect generated £8.5m uplift in revenue, with a revenue ROI of £5.67 for every £1 spent and profit ROI of £2.06 for every £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
Fourteen million people a year suffer from bleeding gums. This paper outlines how from 2008–2009 ‘The Campaign for Healthy Gums’ meant Corsodyl gained the biggest growth from one of GSK’s smallest brands, through hard-hitting advertising which mimicked public service announcements showing the shocking impact of gum disease. It delivered a payback of £1.20 for every £1 invested in the short to medium-term, projecting to £2.31 in the long-term, helping GSK to outperform all its major competitors within the oral care market. Corsodyl doubled in size from £10m to £21m, and the campaign grew the otherwise static medicated mouthwash market by 33% and helped relieve nearly one million more people from the pain of gum disease.

Summary
Pringles is a small-share brand in a highly competitive salted snack market in China. Pringles decided to grow share through innovation in its consumer offer, communication and the way it connected with consumers. The ‘Get to the crunch’ campaign was the first campaign of the snack category in China that tapped into online video, with an application game on a social networking site. Visitors to the brand zone could view and share campaign videos, send customised e-cards with the themes of the videos, or play the application game. These videos received over 10 million hits in just eight weeks, driving business to a 30% share growth compared to the previous year.

Summary
Teenage knife crime is a high-profile problem with many serious costs to society, both emotional and financial. The ‘It doesn’t have to happen’ campaign intervened alongside policy and policing to gain credibility with young people, raising awareness of the consequences of possession and building confidence that thousands of other teenagers reject knives. Co-created by teenagers with experience of violent crime, it provided an invaluable body of new learning on the benefits of co-creation, crowdsourcing and peer-to-peer communications. Since its launch there have been 1515 fewer knife-related offences amongst under-19’s, a reduction equating to a saving of £31.7m of public money.

Summary
By 2006, after being at the centre of numerous media backlashes concerning issues such as the obesity debate and health scares, McDonald’s faced stagnated sales and loss of consumer trust. They refocused and overhauled just about every aspect of the business, altering their communications to be more brand-based, in order to regain customers’ trust. Advertising not only sustained the business during a period of internal operational refocus, but also crucially acted as a vital amplifier and catalyst for changing consumer perceptions, and consequently for business performance. The campaign resulted in McDonald’s enjoying 15 consecutive quarters of growth, an increase in payback from brand advertising from £2.33 in 2005 to £7.45 in 2009.