In total, nine gold, 13 silver and 13 bronze prizes were awarded, along with eight special prizes. The top prize of the night, the Grand Prix, was awarded to adam&eveDDB for the second year in a row*, this time for their TV-led Foster’s campaign featuring Australian comedy duo Brad and Dan as agony uncles who humorously advise UK men on how to tackle relationship problems. The campaign restored the once-struggling Heineken-owned brand to market leadership and produced £32 of revenue per £1 spent on advertising. (*In 2012, before its merger with DDB, adam&eve, along with OMD, were awarded the Grand Prix for their campaign for John Lewis which generated £261m profits.)
View the full winners’ page here. View photos and the highlights video from the night here.
In total, 70 papers were entered into the competition and were reviewed by an esteemed panel of client and industry judges, headed up by Chairman of Judges Lord Davies of Abersoch, CBE alongside Convenor of Judges Lorna Hawtin, Disruption Director, TBWA Manchester and Deputy Convenor of Judges Bridget Angear, Joint Chief Strategy Officer, AMV BBDO.
Says Lord Davies of Abersoch, CBE and 2014 Chairman of Judges, IPA Effectiveness Awards, “Despite the variety of different categories, causes, creative, channels and conclusions, what underpins all of these winning campaigns is the clear, unquestionable return on marketing investment that they have generated. Any client in any doubt over the powerful effect advertising can have on a business need only skim these incredible papers to be amazed and convinced of this. I particularly recommend the Grand-Prix winning Foster’s paper which details how the campaign transformed the brand into market leader and generated £32 of revenue for every £1 invested.”
Says Lorna Hawtin, Disruption Director, TBWA Manchester and 2014 Convenor of Judges, IPA Effectiveness Awards, "The IPA Effectiveness Awards are a microcosm of our industry. So many of the challenges we are facing as creative businesses are reflected in these stories. If you want to work out what works, then there’s no better place to start looking. The Grand Prix-winning Foster’s campaign, for example, is a real fight back story with a happy ending. The judges admired not only the scale of effect versus competitors and previous winners, but also the particular contribution of insight-led creativity to this brand’s obvious resurgence."
Says Lindsey Clay, Chief Executive, Thinkbox, the overall Awards’ sponsor, “These are the awards to win so enormous congratulations to all the winners, and especially to Grey London and adam&eveDDB. Advertising can be judged in many ways, from creative awards to popularity. But nothing is as important as whether or not the advertising was effective. Did it actually achieve something? If sales, profit or changed behaviour don’t follow it is ultimately meaningless. That is why the IPA Effectiveness Awards are so important and why Thinkbox, after a decade as sponsor, will proudly continue to support them.”
To view further details about the winning campaigns and additional effectiveness content including interviews with clients and agencies, short films of the campaigns and thought pieces from the judging panel, visit here. You can also join the conversation on Twitter #ipaeff, and download the winning papers here or here.
The 2014 Awards are sponsored by Thinkbox - overall sponsor and supported by Arthur J Gallagher; Campaign; Ipsos ASI; Newsworks; and Warc, the official publisher of IPA case histories.
2014 IPA Effectiveness Awards winners
Foster's, Heineken UK by adam&eveDDB
Effectiveness Network of the Year
Effectiveness Company of the Year
Best Dedication to Effectiveness
Only, Bestseller by Grey London and UncleGrey (Denmark)
Best Small Budget
Pancreatic Cancer Action, Pancreatic Cancer Action by Team Darwin
National Depression Initiative (NDI), Health Promotion Agency by FCB New Zealand
The Channon Prize for Best New Learning
London 2012 (Travel Demand Management), Olympic Delivery Authority / Transport for London by M&C Saatchi
- BHF, British Heart Foundation by Grey London
- Dacia, Renault UK by Publicis London and Manning Gottlieb OMD
- Foster's, Heineken UK by adam&eveDDB
- London 2012 (Travel Demand Management), Olympic Delivery Authority / Transport for London by M&C Saatchi
- Mercedes, Mercedes-Benz by AMV BBDO
- National Depression Initiative (NDI), Health Promotion Agency by FCB New Zealand
- Only, Bestseller by Grey London and UncleGrey (*Denmark)
- Pancreatic Cancer Action, Pancreatic Cancer Action by Team Darwin
- Specsavers, Specsavers Optical Group by Manning Gottlieb OMD
- Aldi, Aldi UK & Aldi Ireland by McCann Manchester
- Be Clear on Cancer, Public Health England by M&C Saatchi
- Cuprinol, AkzoNobel by 18 Feet & Rising
- easyJet, easyJet by VCCP and OMD
- Everest, Everest by MBA and MediaCom
- Fire Safety, Department for Communities and Local Government by RKCR/Y&R
- Group of Humanitarian Attention to the Demobilised, Colombian Minstry of Defense by Lowe and Partners (*Columbia)
- ITV, ITV by ITV
- Mobile Internet, Deutsche Telekom by DDB Tribal Group (*Germany)
- Premier Inn, Whitbread by RKCR/Y&R
- Ready Baked Jackets, McCain by PHD Media
- Sainsbury's, Sainsbury's by AMV BBDO, Blue Rubicon, PHD Media and Sainsbury's
- The Salvation Army, The Salvation Army by Mike Colling & Co and WPN Chameleon
- Aviva, Aviva by AMV BBDO
- EDF Energy, EDF Energy by AMV BBDO and Havas Media
- Expedia, Expedia by Ogilvy & Mather London and Expedia
- Fairy, Procter & Gamble by Grey London
- first direct, first direct by JWT
- Garnier UltraLift, L'Oréal by Publicis London
- Kärcher UK, Kärcher UK by Kärcher UK
- Lux, Unilever by JWT Tokyo and Unilever (*Japan)
- Make Health Last, Heart and Stroke Foundation of Canada by Lowe Roche (*Canada)
- Mattessons / Fridge Raiders, Kerry Foods by Saatchi & Saatchi
- McDonald's, McDonald's Denmark by OMD Denmark and DDB Copenhagen (*Denmark)
- MILO, Nestlé Malaysia by Ogilvy & Mather (*Malaysia)
- Sensodyne Pronamel, GlaxoSmithKline by Grey London
Summaries of the winning campaigns:
BHF, British Heart Foundation by Grey London - You've been Vinnied: how the BHF taught the UK to save lives
Every year around 60,000 people suffer a cardiac arrest out of hospital in the UK, whilst only an average of 7% (4,200) survive. The ‘You’ve been Vinnied’ campaign brought together Vinnie Jones and the Bee Gees to teach Britain how to step in and tackle a cardiac arrest before the arrival of a paramedic. The campaign achieved 86% recognition in four weeks, increased people’s likelihood to perform ‘Hands-only CPR’ from 54% to 71%, and 30 lives to date have been directly saved by people who saw the campaign and employed the technique. With the cost to society of each fatality measured at £1.6m, minus the BHF’s financial investment, this equates to a saving to society of £48.5m.
Dacia, Renault UK by Publicis London and Manning Gottlieb OMD - Dacia UK- making frugality pay
In mid-2012 Renault announced that it would launch a new car brand into the UK market, Dacia. Working together with Publicis to overcome the prejudices often directed at cheaper cars, especially ones from Eastern Europe, Dacia’s launch year was the best first year result ever recorded by a new car brand. The launch campaign used communications to make people proud of, not embarrassed by, their choice, by poking fun at traditional car advertising and championing no-nonsense frugality instead. The UK launch outperformed Dacia’s other European launches, selling nearly 22,000 cars, delivering a ROMI of 4.
Foster's, Heineken UK by adam&eveDDB - Tackling men's worries, with a 'no-worries' attitude
Forty years old and once an advertising icon, Foster’s had lost its way and lost touch with its drinkers. adam&eveDDB decided to look beneath the ritual of male camaraderie so that Foster's could learn to reconnect with a new generation of UK men. They found that the modern man no longer subscribed to the ‘tribal drinker’ ethos, and amidst the banter and fun of drinking, their mates were acting as a sounding board for how to deal with issues of the day. Critically, humour was an important part of how they helped soothe each other’s insecurities. By changing the way beer brands talked to blokes and exporting Australia’s famed ‘no worries’ attitude through a TV-led campaign, Foster’s moved from third place to market leader, delivering £32 of revenue per £1 spent on advertising.
London 2012 (Travel Demand Management), Olympic Delivery Authority / Transport for London by M&C Saatchi - Securing Gold - for the Olympic Delivery Authority / Transport for London
In the run up to the Olympics, London anticipated an unprecedented transport surge. Modelling showed that the transport network would not cope with demand, even after a £6.5bn infrastructure upgrade. A ‘Travel Demand Management’ programme was devised, investing 0.3% of the Games’ budget to encourage London to ‘Get ahead of the Games’ by changing its travel behaviours. This resulted in 77% of ‘background demand’ users modifying their travel behaviour, thousands of businesses implementing contingency plans and 11.2m ticket holders journeying as recommended, thereby preventing operational melt-down. The £30m expenditure effectively safeguarded £16.5bn of benefits; a 550:1 ratio of the value of success to the investment required to achieve it.
Mercedes, Mercedes-Benz by AMV BBDO - How a change in body language transformed the fortunes of Mercedes-Benz
For decades, Mercedes-Benz’s image was regarded as staid, sedate and conservative in the prestige sector, the choice of the older driver. However, with the introduction of personal contract purchasing in 2010 the entry cost for buying a car was significantly reduced. Mercedes therefore needed a brand refit and to do this AMV BBDO used communications to provide mass, interactive experiences which restyled Mercedes as dynamic, jeopardous and stimulating. As a result, over three-and-half years Mercedes has gone on to become the fastest-growing car brand in the prestige sector, registering a 45% increase in annual sales, a campaign ROMI of 1.11 and a new brand model fit to make considerable further gains.
National Depression Initiative (NDI), Health Promotion Agency by FCB New Zealand - The Journal
Depression: an all-too-common mental condition that is expensive to treat and, in the worst cases, costs people’s lives. To spread awareness and tackle prejudices, FCB New Zealand created an above the line campaign integrated with an online self-help tool. The ‘Journal’ is a free solution for the public to use and achieved a ROMI of 5 for the government more importantly, some users reported that it saved their life.
ONLY, Bestseller by UncleGrey and Grey London - Our basket is full: how emotional storytelling in the digital space drove commercial success
Danish-based international fashion brand Only began to falter after a decade of success and growth. In an effort to reengage with consumers, Only took the step of reinventing the fashion catalogue for the age of digital entertainment, using the power of digital to tell stories. Their approach involved creating an immersive and interactive film to showcase and sell their clothes. Fifteen million people across Europe engaged with the experience and annual online sales increased by just under 300% in 2012, while offline sales grew by 14.3%, and the campaign is estimated to have yielded a revenue ROMI of 53.8.
Pancreatic Cancer Action, Pancreatic Cancer Action by Team Darwin - Giving a voice to a silent killer
Pancreatic cancer is the fifth biggest cause of cancer death in the UK, only 3% survive. Pancreatic Cancer Action wanted to start to change these statistics, but with only a small budget of £78k. Working with Team Darwin, they launched a heavily researched campaign based around the idea of ‘I wish I had a more survivable cancer’, an insight gleaned from real pancreatic cancer sufferers, which brought to life the horrific realisation that for the majority, by the time they were diagnosed, it was already too late. The campaign relied on press and outdoor media coverage to get the best visability and generated awareness in over a quarter of the adult UK population, and secured PCA an audience with the Health Secretary. The campaign could deliver a potential ROMI of 4000, saving the NHS millions of pounds.
Specsavers, Specsavers Optical Group by Manning Gottlieb OMD - Should’ve gone to Specsavers: a far-sighted view of advertising’s role in building a business over 30 years
Specsavers’ success is testament to the power of advertising to grow a business. Having invested nearly £500m in advertising over 30 years, Specsavers commands a dominant share of voice and consistent revenue growth. Specsavers’ strategy of continuous presence at relatively high spend levels, a broad appeal, commitment to humour as an advertising tool and distinctive, familiar brand assets that build memory structure have all contributed to £1.1bn of incremental profit over 30 years.
Aldi, Aldi UK & Aldi Ireland by McCann Manchester - Aldi UK and Ireland: the swap & save challenge campaign
Aldi’s ‘Like brands’ campaign had been formulated to change quality perceptions of the supermarket, but in 2013 it was apparent that more needed to be done to address the issues of range perception and social stigma. The ‘Swap and save challenge’, a campaign centring on real shoppers and the savings made by swapping their main shop to Aldi, tackled these issues head-on. The contribution to sales from ‘Swap and save’ in the UK has been just under 15%, delivering total incremental revenue of £68m with a ROMI of 4.72. In Ireland, the contribution of ‘Swap and save’ has been 8%, equating to total incremental revenue of €11m and a ROMI of 8.
Be Clear on Cancer, Public Health England by M&C Saatchi - Be Clear on Cancer
Forty-two per cent of us will develop some form of cancer and 29% of us will die from it, costing the UK around £16.6bn each year. The anxieties surrounding cancer often prevent people from seeking medical help. Be Clear on Cancer was an initiative designed to cut through this and influence those with possible cancer symptoms to seek help faster. To ensure effective use of public money a process of testing activity locally and piloting regionally before going national was adopted. Since the campaign, there has been a 62% and 29% increase in patients aged over 50 visiting their GP about the symptoms highlighted in the lung and bowel cancer campaigns respectively, whilst during the same time the rise of visits to GPs with symptoms not directly featured in the campaign rose by a maximum of 4%.
Cuprinol, AkzoNobel by 18 Feet & Rising - Cheer it up! How Cuprinol added colour and value to the garden woodcare category.
Cuprinol, with only £1.6m, sought to drive value back into a low interest, commoditised category hit by bad weather. By reframing Cuprinol and the woodcare category from ‘wood protection’ to ‘garden enhancement’, the campaign attracted a new female audience to see garden wood as a canvas to decorate with colourful Garden Shades, not just protect. This opened up an additional household purchase opportunity, at a significant price premium, alongside the traditional water based fence treatment. The campaign achieved a value growth of 23.1%, breaking an initial target of 8.8%, with a payback of £3.20 incremental profit for every £1 spent.
easyJet, easyJet by VCCP and OMD - Effectiveness, the Luton way: how easyJet grew its brand by cutting costs
easyJet wanted to invest in the brand whilst spending less on marketing. By applying efficiency driven operational mindset to marketing, easyJet funded its first ever brand campaign, which extended across owned channels throughout the customer journey. It attracted a new generation of higher spending passengers, repositioning the easyJet brand between the low-cost experience and the flag carriers. Over three years marketing investment fell while brand and sales performance rose, enabling easyJet to achieve a ROMI of 17.
Everest, Everest by MBA and MediaCom - Everest: playing the percentages
Everest are the number one brand in windows and doors, but being the market leader can often make changing things hard. Faced with declining appointments, sharper competition and more demanding customers Everest wanted to halt the decline, raise appointment numbers to pre-2010 levels and initiate a long-term growth trend. MBA and MediaCom formulated a strategy founded in doing lots of little things a little bit better – everything from what Everest did on TV down to the real-time tests done in search. Out of all these ‘one percents’ a growth trend was produced, contributing £1.8m in incremental margin and improving ROMI by 15%.
Fire Safety, Department for Communities and Local Government by RKCR/Y&R - Fire Safety: how a clock nudged a nation so fire couldn't kill
The hard truth is that people often intend to do the right thing, but fail to follow through – sometimes with fatal consequences. When it comes to fire, people are at least four times more likely to die in a fire if they do not have a working smoke alarm, so instead of people thinking they should test their smoke alarms RKCR/Y&R needed to get people to actually test them. Using the principles of behavioural economics, they designed a campaign which nudged people into testing their smoke alarms by capitalising on their existing behaviour – the twice-yearly clock change. Over the period of this campaign, deaths from fires in dwellings fell by 41 fatalities to 211, delivering a ROMI of £7.12 for every £1 invested.
Group of Humanitarian Attention to the Demobilised, Colombian Ministry of Defense by Lowe and Partners - At Christmas everything is possible
The Columbian Ministry of Defense enlisted Lowe SSP3 to help them encourage members of the FARC, the oldest guerrilla group in the world, to demobilse during the Christmas period. Three campaigns were created, ‘Operation Christmas’(2010), ‘Operation Rivers of Light’ (2011) and ‘Operation Bethlehem’ (2013), using insights from ex-FARC members to establish and target the guerrillas emotionally whilst also engaging with the jungle environment. Backed by TV adverts, the operations encouraged 711 FARC guerrillas to demobilise and enter society. This results in an estimated return of over $8.6m to Colombian government through tax receipts, a 2.5% yearly reduction of Columbian security forces’ casualties and an overall ROMI of 8.31.
ITV, ITV by ITV - ITV brand revitalisation: winning back the hearts of the nation
ITV was a brand we all knew and watched but it was a brand that audiences and advertisers had fallen out of love with over the years. In order to return ITV to its place at ‘the heart of popular culture’, the entire organisation was rebranded. Key changes included a shift to genre advertising from single-title ads; use of off-air media; and redesign of the logo and every channel identity. 2013 was extraordinarily successful for ITV and the new brand and marketing played a key part. Over the following 12 months ITV main channel grew 3.4%, making it the only terrestrial channel to increase share. ITV spot advertising grew by £52m (3%), non spot advertising by £14.6m (14%) and share price rose 74% over the year, equating to an increase in market capitalisation of £3bn.
Mobile Internet, Deutsche Telekom by DDB Tribal Group - Move on
Growth in telecommunications is driven by mobile internet. Recognising this, Telekom decided to leverage the power of their brand promise ‘Life is for sharing’ for a campaign that aimed to boost their mobile Internet business. ‘Move On - the first Hollywood-like road movie for everyone to join in’ generated user content that allowed people to experience mobile internet in new ways. The campaign grew Deutsche Telekom’s market share and won back market leadership, resulting in €3.8m in profit and a ROMI of 1.11.
Premier Inn, Whitbread by RKCR/Y&R - Premier Inn: changing the face of budget hotels
Premier Inn’s ambition was to expand its capacity by 50%. In order to do this profitably it needed to buck the trend towards market commoditisation and instead invest in building its brand. Communications focused on establishing Premier Inn's points of superiority in the market which guaranteed visitors a good night's sleep. Through this simple promise Premier Inn has grown to become the strongest hotel brand in the UK and the campaign has generated over £593.5m in incremental revenue and a ROMI of 3.38.
Ready Baked Jackets, McCain by PHD Media - A hot potato
In late 2010 McCain launched McCain Jackets, driven by the insight that consumers love the taste of an oven baked potato but they take too long to make. However, consumers did not believe that a product cooked in five minutes could taste as good as a conventional oven baked potato. Insights lead by PHD Media highlighted definitive roles for paid, owned and earned media that helped McCain to solve this through integrated communications. Paid media drove awareness and appetite appeal, achieving 56% prompted awareness and a ROMI of 1.25. Mass trial through owned media was undertaken to counteract negative preconceptions, in turn creating earned media that could be harnessed as credible endorsement and coverage. The launch established a new mass market product category, reaching 4.1 million households and 15.6% penetration in year one.
Sainsbury's, Sainsbury's by AMV BBDO, AMV BBDO, Blue Rubicon, PHD Media and Sainsbury's - Christmas in a Day: the real story of Christmas
In 2013, facing increased competition from growing competitors, Sainsbury’s were determined to deliver their best ever Christmas results. Instead of increasing total media spend on conventional advertising, Sainsbury’s invested in a content driven campaign: ‘Christmas in a Day’. Using footage filmed and submitted by the public through YouTube, filmmaker Kevin MacDonald created a long form film about how Britain really celebrates Christmas, which formed the backbone of the campaign. The campaign launch was treated like a film launch, with brand TV ads using the most engaging, amusing and moving footage
to involve people in the story and give viewers a taste of the full length film. ‘Christmas in a Day’ delivered £70m incremental profit (30% higher than 2012), 5.2% growth at a time when all main competitors stalled or went backwards, and a ROMI of 3.98, which was 26% more effective than in 2012.
The Salvation Army, The Salvation Army by Mike Colling & Co and WPN Chameleon - Bringing transformational growth to best of breed fundraising
The Salvation Army had an effective direct marketing programme, honed over years, but was finding it increasingly difficult to recruit vital new donors. By optimising media strategy and moderately increasing spend Mike Colling & Co were able to help increase the number of new Salvation Army donors by 261% and total donations by 48%. This was achieved during five years of prolonged recession, when the amount the UK population gave to charity fell by 26%. The £9.5m of immediate incremental income achieved during the campaign is projected to become an additional £24.8m of income over the next five years, as many new donors go on to give again.
Aviva, Aviva by AMV BBDO - One careful owner
In 2009, two-thirds of online-originated car insurance sales came through price comparison websites. Joining these websites meant appearing ranked according to price, putting further downward pressure on quotes, paying a fee per policy sold and losing control of the customer relationship. Instead, Aviva launched the ‘Paul Whitehouse’ campaign. Paul appears in each ad as various characters, delivering product messages: good value, service credentials, innovations and short-term offers. Over the whole of 2013 monthly car quotes averaged 293,973, a 39% rise on the 12 months prior to the campaign.
EDF Energy, EDF Energy by AMV BBDO and Havas Media - Feel better about energy
Research has shown many customers feel that all energy suppliers are the same, with no positive choice. With this in mind, EDF Energy sought to differentiate itself through their ‘low carbon emissions’ USP, a differentiator that had lost its pull after the global crash. AMV BBDO created the idea of ‘Feel better energy’ and worked with a roboticist to develop the character Zingy, who featured at the forefront of a TV-led multimedia approach. As a result, EDF Energy managed to recruit customers at a faster rate than any other major supplier whilst delivering a ROMI of £2.36 for every £1 invested.
Expedia, Expedia by Ogilvy & Mather London and Expedia - Travel yourself interesting: how advertising helped create a more valuable future for online travel retail
Facing eroding margins and an overcrowded, commoditised market, Expedia decided it needed to fight back to protect and grow their market share. Working with Ogilvy & Mather, they formed a strategic idea grounded in product truth and human nature. This lead to a creative campaign aimed at repositioning travel as a valuable investment in one’s self rather than a cost to be minimised. The ‘Travel yourself interesting’ campaign measurably increased Expedia’s margins, delivering a payback of £11 per £1 spent in the UK and €6 per €1 spent in France.
Fairy, Procter & Gamble by Grey London - No fairy tale: taking a brand well past the magic 50% share point.
In 2008, Fairy was an iconic brand, but one which was starting to look vulnerable. Rather than defend and preserve profit Fairy chose to invest in the brand and push beyond their 50% market share. Learning from the brand’s history, Grey London formed a campaign of emotional communications and increased media investment to reconnect with the nation. A series of adverts were created around the idea of ‘Enduring care’, summing up Fairy’s tenets of ‘value’, ‘care’ and ‘national family’, often tying in with events of national interest. As a result, the brand grew from £93m to £130m, from 60% to 65% penetration,and crucially from 50% to 60% market share.
first direct, first direct by JWT - first direct: attracting a new generation
Twenty-two years after launching as the UK’s first telephone-only bank, first direct had developed a strong base of customers but was failing to attract new, younger customers for whom its former competitive advantage was the norm. The ‘Unexpected bank’ campaign challenged the low customer service expectations of the financial services sector, held by 47% of 25-34-year-olds, and reinterpreted the bank’s core value of doing things differently for the modern banking world. A series of TV ads were aired, all significantly different from anything banks had previously tried, and in its first year the campaign generated a gross profit ROMI of 1.61.
Garnier UltraLift, L'Oréal by Publicis London - The Garnier UltraLift Challenge: swapping lab coats and jargon for tangible proof
UltraLift, Garnier’s anti-ageing range, was a brand in steep year-on-year decline, having lost 30% of its sales in just four years. Garnier had scientific proof that UltraLift worked but, in an overhyped market, the language of science was thoroughly devalued and consumers were increasingly sceptical. In response to this, the ‘UltraLift challenge’ was launched, bypassing the usual ‘labcoat lecture’ approach by issuing a direct challenge to consumers to try the product for 14 days. Consumers were provided with a wrinkle reader to measure changes to their own skin. This created tangible evidence that was talked about by real people, which was supported by TV and online advertising. The result was an immediate reversal of UltraLift’s sales decline, a 40% increase in unit sales 18 months after the campaign began, a 16% increase in penetration, 239,000 requests for UltraLift challenge sample-kits and a revenue ROMI of 1.91.
Kärcher UK, Kärcher UK by Kärcher UK - Kärcher Window Vac campaign
In 2011 Kärcher planned to launch the Window Vac, an indoor cleaning tool. However, consumers appeared under-whelmed, having no clear sense of its capabilities and associating Kärcher with outdoor appliances. Kärcher realised that to achieve sales targets consumers needed to see it work, and that this required broadcast media, prompting a multi-media campaign which ran from March 2012. Early evaluation showed TV had long-lived effects and that consumers remembered the advertising, becoming effective advocates. The campaign has allowed Kärcher to shift commercial position from a heavy reliance on weather-sensitive pressure washers, to selling almost 50% indoor products in just two years.
Lux, Unilever by JWT Tokyo and Unilever - Building Beauty Dreams: 25 years of Lux Advertising in Japan
In the late 1980s, Unilever’s hair care brand Lux identified a gap in the Japanese hair care market. The only hair care brands available were conservative, family-orientated, often targeting mothers. However, with the place of women in Japanese society evolving, Lux saw the opportunity to provide hair care for these women as women, not as mothers, and created the ‘Western beauty dream’ for Japanese women. Western celebrities became a critical part of expressing the brand as symbols of a style of womanhood that represented a set of aspirational values for Japanese women to flirt with. This engendered loyalty from customers that has spanned decades, giving Lux a consistant market share despite the simultaneous onset of Japan’s recession and an avalanche of competition.
Make Health Last, Heart and Stroke Foundation of Canada by Lowe Roche - Make Health Last
In 2012, the Heart and Stroke Foundation of Canada was faced with a problem. Public perception of the urgency surrounding heart disease and stroke was waning and the foundation was losing ground to other health charities. In response, they crafted Make Health Last, a provocative multi-channel campaign informing Canadians that on average, they will spend their final decade in sickness, and encouraging them to act now to ensure their last 10 years of life would be lived in health. The campaign reached a brand awareness level of 72% and the number of seven-minute online risk assessments completed reached 200,000, exceeding the measurable engagement goal by 50%.
Mattessons / Fridge Raiders, Kerry Foods by Saatchi & Saatchi - The MMM3000: how the world’s first meat snacking helmet proved that social can pay its way in the real world
In 2012, Mattessons sales were declining. To tackle this, and capitalising on the successful ‘Hank Marvin’ broadcast campaign, Mattessons Fridge Raiders decided to target teens who snack and game after school. And so the ‘MMM3000’ – the world’s first meat snacking helmet co-created by a social community – was born. Delivering a sales uplift of 20%, a revenue ROMI value of 4.71 and 127,000 teenage fans, the ‘MMM3000’ used social media as a platform for getting young consumers involved and excited about the brand. This demonstrated an efficient alternative to TV that lead Mattessons to change their future marketing model.
McDonald's, McDonald's Denmark by OMD Denmark and DDB Copenhagen - McDonald's Virtual Coins: from launch to effective platform
In 2011, McDonald’s Denmark introduced a new virtual currency, Virtual Coin, and made it available across various media platforms using a smartphone app. Consumers could scan the Coins and exchange them for products at McDonald’s. The app became the fastest ever downloaded app in Denmark, downloaded by 8% of the Danish population. Over four coin hunting campaigns McDonald’s reduced the cost-per-guest by 21% and achieved an add-on sale of DKK12.35-19.28 each time a guest redeemed virtual coins. Overall, McDonald’s brand favorability amongst 15-19-year-olds increased by 12%, the market share within the quick-service-restaurant category increased by 21% and the campaigns returned a ROMI of 1.49.
MILO, Nestlé Malaysia by Ogilvy & Mather - Nestlé Malaysia – MILO cans: new growth for an old brand
Nestlé found that as Malaysian children age their consumption of MILO powdered beverages declined. Nestlé sold canned, ready-to-drink MILO but found that the image of the well-nourished, buttoned-up elementary school student that MILO powder advertised did not match with the mindset of these new teenage consumers. To combat this the ‘Twisted football’ campaign was launched. Teens would redefine the rules of the game on social media which were then brought to life on sports fields. This offline experience could then be shared back online, creating more content for broader reach. By successfully activating its underleveraged product format, Nestlé MILO increased teen trial from 50% to 67% and boosted monthly can sales by 17%; resulting in an incremental sales payback of 7.
Sensodyne Pronamel, GlaxoSmithKline by Grey London - Gaining and maintaining a first-mover advantage: the launch of Sensodyne Pronamel
With diets changing, the growing problem for people’s teeth has become acid wear. GSK identified a gap in the market and created Sensodyne Pronamel to tackle this emerging condition, the first new toothpaste category for 24 years. Sensodyne faced the challenge of making the public aware of the risk to their teeth from ‘invisible’ acid wear and launched a campaign that used dentists as educators and advocates of the product. Using a TV heavy strategy that gave the feeling of public health announcements and linking acid wear to healthy eating, Sensodyne built and maintained their leadership of this new category, reaching a brand penetration of just over 6% in the UK and US, equating to around 10 million people purchasing the product.
Last updated 29/10/2014