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The New Museum: Recalling 1993
Jay Chiat Strategic Excellence Awards, Bronze, October 2013
This case study details a campaign by the New Museum, a contemporary art museum in New York City, which placed ads on pay phones and created an audio tour, to attract a mainstream audience.
This case study details a campaign by the New Museum, a contemporary art museum in New York City, which placed ads on pay phones and created an audio tour, to attract a mainstream audience. Art museums in New York is a competitive industry, with many using famous artists and large ad budgets to draw crowds: neither of these were available to the New Museum. This campaign focused on a new exhibition - 'NYC 1993' - which revisited art made or displayed in 1993 by artists who had no mainstream awareness. Research found that people were interested in the events of 1993, which were widely viewed as a pivotal time for the city. This presented an opportunity to position the exhibition as a 'time capsule' of New York City in 1993. The campaign was called 'Recalling 1993' and placed ads on pay phones (as a widely used technology in 1993) which told stories about famous people and events near those phones, as recorded by the people involved. The campaign successfully increased attendance to the museum by 31%, generated earned media, and created buzz on social media.
Satyamev Jayate: Managing a billion expectations
Jay Chiat Strategic Excellence Awards, Honourable Mention, October 2013
This case study explains how Star Plus, an Indian television channel, promoted a social change television program by making its celebrity presenter core to advertising, and sustained interest in the series through social media.
This case study explains how Star Plus, an Indian television channel, promoted a social change television program by making its celebrity presenter core to advertising, and sustained interest in the series through social media. The challenges faced by the program were: social programming is not thought of as entertainment by consumers, it handled disturbing issues on a Sunday morning, and it was in competition with a popular entertainment show. The program had the initial draw of being hosted by a famous film-star making his television debut, Aamir Khan, but needed to maintain good viewing figures throughout the 13 part series. Insight suggested that people had become immune to the bad things happening around them, and so the campaign sought to engage people's hearts. Television ads (which were also placed online) featured Aamir Khan rebutting reasons why people would not watch the program. Engagement with the program after the first show was sustained through social media engagement, including polls, forums and video uploads. The 13 part series generated 513m viewers, compared to its main competitor's 430m.
Axe: Fear No Susan Glenn
Jay Chiat Strategic Excellence Awards, Silver, October 2013
This case study describes how Axe, the body-spray brand, targeted young men in the US by repositioning the brand with more mature, relevant messaging.
This case study describes how Axe, the body-spray brand, targeted young men in the US by repositioning the brand with more mature, relevant messaging. Axe was losing market share, particularly amongst younger consumers, who did not believe body-spray was an important addition to their grooming routine. Insight suggested that teenagers were striving to seem more mature at an ever younger age, and brands that embodied this aspiration would be more likely to succeed. It was found that Axe's brand message was less relevant to these consumers and so they were detaching themselves from the brand at an earlier age. The campaign built on the brand's message of attracting women, but with a more mature message that promised to help consumers get 'the' girl. The campaign used an example of one girl - Susan Glenn - and explained how Axe could help men conquer their fear and 'get' their own 'Susan Glenn'. The campaign was seeded on social media and followed by the launch of a television ad. Overall Axe value share increased by 20bps.
The North Face: Go Wild
Direct Marketing Association - US, Silver, DMA International ECHO Awards, 2013
This case study describes a campaign in China by The North Face, an outdoor sports apparel and equipment retail chain, which targeted urban dwellers aged 22-35 with a social program.
This case study describes a campaign in China by The North Face, an outdoor sports apparel and equipment retail chain, which targeted urban dwellers aged 22-35 with a social program. The campaign worked with the insight that this group of people felt 'lost' in their urban pursuit of wealth, and would like to spend more time with nature. The 'Go Wild' strategy emphasised an authentic return to nature, in contrast to the fashion-emphasising approach of competitors. A series of documentaries were created about four famous figures and their interactions with nature. A social media program encouraged participation and sharing, and national media was invited to a two day event that included outdoor activities. As a result, brand awareness grew by 30% in a quarter and sales grew by 45% year-on-year.
Dove: Women who should be famous
Direct Marketing Association - US, Bronze, DMA International ECHO Awards, 2013
This case study describes a campaign which formed part of the Self-Esteem Project by Dove, the personal care brand owner by Unilever, which featured seven ordinary women as role models for others in Canada and the US.
This case study describes a campaign which formed part of the Self-Esteem Project by Dove, the personal care brand owner by Unilever, which featured seven ordinary women as role models for others in Canada and the US. The Dove Self-Esteem Project is a longer term campaign which seeks to help women and girls develop a positive relationship with beauty and has been running since 2005. In this manifestation of the project the inspiring stories of seven women were explained in online videos. A celebrity ambassador was used to promote the videos, and people were invited to share their own stories on the brand's Facebook page.
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.
Health Promotion Agency: The Journal - Three Years of Changing Behaviour & Saving Lives
The Communication Agencies Association of New Zealand, Grand Effie, New Zealand Effie Awards, 2013
This case study describes a campaign by the Health Promotions Agency of New Zealand, which aimed to raise awareness and information-seeking regarding depression.
This case study describes a campaign by the Health Promotions Agency of New Zealand, which aimed to raise awareness and information-seeking regarding depression. The campaign encouraged self-help via the campaign website, with the aim of reducing doctors’ visits and treatment costs. The main challenges were created by the illness itself, which reduces concentration and demotivates people. An existing celebrity ambassador was repositioned as a mentor, and integrated into an online self-help tool. This tool was then promoted direct to the public, and through doctors.
Yatra.com: India's got a new travel agent
Bhakti Malik, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes how Yatra.com, an online travel portal in India, increased unique site visits and sales by using celebrity endorsement through ownership.
This case study describes how Yatra.com, an online travel portal in India, increased unique site visits and sales by using celebrity endorsement through ownership. Yatra.com sought to convince consumers of their 'best deals' promise. The new owner gained press coverage and was followed up with television, online and print advertising. The new celebrity owner allowed the company to personalise its brand by featuring him in television ads as negotiating for deals on flights on holidays. As a result of the campaign sales of domestic holidays increased by 212% and international holidays by 44%. Yatra.com also increased brand trust and recommendation.
Union Bank of India: Celebrating the unsung heroes behind India's champions
Toru Jhaveri, Sanchari Chakrabarty and Aditya Kanthy, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes a campaign by Union Bank of India to stand out from its fellow state bank competitors, which made up 75% of India's finance industry, and capture the business of younger Indians, whose values were changing compared to previous generations.
This case study describes a campaign by Union Bank of India to stand out from its fellow state bank competitors, which made up 75% of India's finance industry, and capture the business of younger Indians, whose values were changing compared to previous generations. The two values that Union Bank felt would appeal to all Indians were familial aspiration and fascination with the country's celebrities. The bank brought these together with its campaign strapline: 'Your dreams are not yours alone'. It featured a roster of high profile Indians, including cricketer Sachin Tandulker. In the ads, which were primarily broadcast through TV, a supportive family member or mentor of a celebrity appeared and gave a voice over, suggesting that success came only with shared effort. Two months into the campaign, new account openings had increased 40%, deposits by 9.5% and online transactions by 29%.
Star Plus: Satyamev Jayate
Navin Talreja and Khushnuma Daruwala, Warc Prize for Asian Strategy, Entrant, 2013
This case study describes the launch of Satyamev Jayate, an Indian 'social problem' talk show series broadcast by the Star India television network.
This case study describes the launch of Satyamev Jayate, an Indian 'social problem' talk show series broadcast by the Star India television network. The marketing campaign had to overcome viewer apathy for social issues. It also had to draw an audience at 11am (an unpopular time of day for TV) and to compete with Kuan Banega Crorepati, the country's version of the Who Wants to be a Millionaire gameshow. The show was hosted by Aamir Khan, one of India's most popular film stars. Through the use of TV, print, radio and social media ads, the show was able to draw 513 million viewers over its first series, compared to 430 million for Kuan Banega Crorepati.
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