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39 campaigns shortlisted for 2016 IPA Effectiveness Awards

Guinness, Snickers, Direct Line and The Economist are among the 39 exemplary cases shortlisted in the 2016 IPA Effectiveness Awards, the world’s most rigorous and prestigious Awards scheme showcasing marketing payback.


The Awards contribute to the richest communications database in the world ( The winners will be celebrated at a black-tie gala ceremony at the Hilton Bankside on Wednesday 2nd November. Book your tickets here.

This year, the ceremony takes place during Effectiveness Week (31 Oct – 4 Nov), an industry-wide, not-for-profit initiative, which will deliver over 50 unrivalled thought-leadership sessions on marketing accountability, effectiveness and capability.

The shortlisted entries are:

  • Art Fund, Art Fund by 101
  • Coors Light, Molson Coors by ZenithOptimedia and VCCP
  • Costa, Whitbread by Karmarama
  • Direct Line by Direct Line Group
  • Dove, Unilever by Ogilvy
  • Eurotunnel Le Shuttle by OMD UK
  • first direct by J. Walter Thompson and Mindshare
  • First4Adoption, Department for Education by Kindred
  • Guinness, Diageo by AMV BBDO
  • John Lewis by adam&eveDDB and Manning Gottlieb OMD
  • John Lewis Insurance by adam&eveDDB and Manning Gottlieb OMD
  • Kenco, JDE International by J. Walter Thompson
  • Lidl UK by TBWA\London
  • L'Oreal Paris Age Perfect, L'Oreal Paris by McCann London
  • Macmillan Cancer Support by VCCP
  • Mattessons, Kerry Foods by Saatchi & Saatchi
  • McVitie's, United Biscuits by Grey London
  • Narellan Pools by AFFINITY (* Australia)
  • Officeworks by AJF Partnership and Initiative (* Australia)
  • Pepsi Max, Pepsico by AMV BBDO
  • Plusnet by Karmarama and Maxus
  • Sainsbury's by AMV BBDO
  • Santander by The Engine Group
  • Save The Children by adam&eveDDB
  • Sensodyne, GSK by Grey London
  • Sixt, Sixt Rent-a-car by Grey London
  • Snickers, Mars Confectionery by AMV BBDO
  • Speeding, New Zealand Transport Agency by Clemenger BBDO Wellington (* New Zealand)
  • Spies Travels by Robert/Boisen & Likeminded and Spies Travels (* Denmark)
  • Stoptober, Public Health England by 23red and MEC London
  • The Conservative Party by M&C Saatchi
  • The Economist by Proximity BBDO London and UM London
  • The Guardian & Observer, Guardian Media Group by BBH London
  • The Royal British Legion by RKCR/Y&R
  • Three, CK Hutchison Holdings by Wieden+Kennedy London
  • UK Government, Cabinet Office by Ogilvy
  • Volkswagen Commercial Vehicles UK by adam&eveDDB
  • Volvo Cars by Grey London
  • Wall's, Unilever by adam&eveDDB

View the full details here.

Says Chairman of Judges Dame Dianne Thompson, Former CEO, Camelot, “The 39 shortlisted campaigns provide absolute proof that marketing improves a business’s bottom-line. For anyone looking at how creative ideas can be turned into commercial success, look no further than these exemplary cases. Congratulations to all those who have made it onto this prestigious list.”

Says Convenor of Judges Bridget Angear, Joint Chief Strategy Officer, AMV BBDO, “This year, as always, the judges were incredibly impressed with the stellar line-up of cases. The shortlisted entries showcase a diverse and fascinating range of learning and the standard of entries is a testament to the ever higher standards the industry sets for itself.”

The 2016 Awards are partnered with Hall & Partners, IPSOS, Newsworks, OutSmart, Radiocentre, Thinkbox, Warc, and sponsored by Marsh.

View the full details here and join the conversation on Twitter using #IPAEff.

The IPA also runs the Eff Test, a qualification designed to help planners identify and evaluate the planning and effectiveness measurement techniques that are central to understanding how agencies can create effective campaigns for their clients. 

Summaries of the shortlisted campaigns:

Adoption, Department for Education by Kindred - Start your adoption story
This case study shows how adoption can be reframed as a means of helping adults and children achieve the family they deserve. Facebook, adoption agency partners and local media were used to recruit potential adopters. The First4Adoption Agency Finder tracked the number of people that were prompted by communications to contact their local adoption agency. By using the estimated saving to the public purse from children being adopted and therefore kept out of the care system, it is calculated that the activity generated a return of over £10 for every £1 invested. The initiative also created a new process that unified local agencies into a single voice and, most importantly, it brought children and families together.

Art Fund, Art Fund by 101 - The art of framing
The Art Fund is a UK charity that exists to save works of art for the nation. This paper shows how, over a five-year period, marketing has transformed the entire organisation through the art of framing; changing its category from a charity with a worthy purpose to a membership business with a compelling product. This case includes how the transformation was achieved by the creation and marketing of the Art Pass product, which provided members with discounted entry into museum and galleries, and a specific campaign to increase domestic visitors to London art galleries. At a time when the arts receive just 1% of charitable donations, the Art Fund has grown its membership and revenue significantly, delivering an incremental profit of £12.9m. This equates to a profit ROMI of £4.07 for every £1 spent.

Coors Light, Molson Coors by ZenithOptimedia and VCCP - Van Damme good results: How Jean Claude transformed the fortunes of Coors Light
Coors Light was stuck outside the UK’s Top 20 of beer brands, losing sales and struggling on key brand scores. Humorous advertising featuring Hollywood action star Jean Claude Van Damme enabled Coors Light to reconnect with popular culture and create a distinct brand world that connected to the product’s ability to offer a refreshing, cold-serve beer. From the first Van Damme-fronted execution onwards, Coors Light established momentum which turned Coors Light into a Top 10 UK beer brand within three years. The integrated TV, outdoor, social, digital and experiential campaign delivered an estimated net profit return of £4.13 for every £1 invested.

Costa, Whitbread by Karmarama - Creating a nation of coffee lovers
In 2008 Costa was the number two player suffering its lowest brand preference and facing the worst UK recession since the Second World War. Working with Karmarama, Costa invested in brand communications to shake up customer inertia in its category. Over the six-year period covered by this case study, the brand dramatically increased brand preference and sales. To achieve this, Costa used a mixture of strategies, from punchy rational agitation to iconic emotional relevance, becoming the leading coffee shop in revenue and the nation’s favourite coffee shop brand six years in a row.

Direct Line, Direct Line Group by Direct Line Group - Direct Line: We solve problems
This paper outlines how a new brand idea can be a driving force behind an organisation’s creative execution, proposition development, and operational improvement. Faced with share losses to price comparison websites and competitor brands, Direct Line adopted ‘hassle free insurance that just works - as guaranteed’ as a principle to organise its way of working and win back consumer trust and business. In addition to changing its offers, customer service and website, Direct Line deployed Winston Wolf - Harvey Keitel’s fixer character from ‘Pulp Fiction’ - in its advertising as an archetypical solver of problems with efficiency and courtesy. This case demonstrates that the advertising campaign increased volumes of both car and home insurance quotes, and staunched the decline in the insurer’s policies. The overall campaign net profit return was estimated at £1.22 for every £1 invested.

Dove, Unilever by Ogilvy - Beautifully Effective: How Dove turned cultural resonance into ROI
This case study shows how the Unilever brand, Dove, articulated a strong point of view that beauty should be a source of confidence and not anxiety for women. It argues that Dove’s marketing of this viewpoint and its product communications generated sales, with the combination yielding further rewards. Encompassing the ads, ‘Sketches’, ‘Patches’ and ‘Choose Beautiful’, this paper provides evidence that having a social purpose can pay back for a brand in both the long and short term. Econometrics shows the combined ROI of ‘Sketches’ and ‘Patches’ was US $4.42 for every US $1 invested, and that a masterbrand approach has had a multiplier benefit across Dove advertising.

Eurotunnel Le Shuttle, Eurotunnel Le Shuttle by OMD UK - Eurotunnel Le Shuttle: Engineering success
This case study details how Eurotunnel successfully overhauled the marketing of its Le Shuttle service. The new strategy developed a segmentation to identify the most valuable customer groups, and then communicated to those audiences separately and appropriately. Over the five years covered by this case, the integration of this segmentation across communications activities led to a 20.8 per cent increase in cars carried through the Tunnel. It is estimated that the advertising delivered a cumulative profit of £258.7m over five years, and the overall net profit return was estimated at £11.40 for every £1 invested.

first direct, first direct by J. Walter Thompson and Mindshare - Made for Millennials
To safeguard its future profitability, first direct needed to attract younger customers. This is the second chapter of the brand’s ‘Unexpected Bank’ story, which was the subject of a bronze IPA Effectiveness Award in 2014. It shows how by going back to the brand’s founding challenger spirit, and communicating it in a new way, the bank put itself back on the radar with millennials. Following the campaign, first direct grew consideration against heavier-spending banks, increased its share of new accounts, and lowered the average age of new customers. Econometric analysis estimated the campaign delivered a profit ROI of £1.50 for every £1 invested.

Guinness, Diageo by AMV BBDO - An effectiveness story made of more
By committing long-term to a brand idea, ‘Made of More’, Guinness defied significant challenges in the UK and Irish markets, and created an effective global communications platform. Guinness built on the qualified success of its early iterations of ‘Made of More’ to develop films which more effectively communicated the brand’s distinctiveness and salience. This includes films such as ‘Wheelchair basketball’ and ‘Sapeurs’ that told stories of individuals making bold choices and displaying character. The strategy delivered improving returns, and was estimated to have delivered an overall profit ROI of £3.88 for every £1 invested (almost twice the category norm).

John Lewis, John Lewis by adam&eveDDB and Manning Gottlieb OMD - The gift that keeps on giving: John Lewis Christmas advertising, 2012 - 2015
This is the story of Britain’s best-loved Christmas advertising. Since 2012, John Lewis has created some of the most famous and creatively-awarded ads in the world. By immersing the British public in them, on TV, online and in-store, John Lewis has become Britain’s most talked about retailer, and British mums’ favourite brand. The ads have been watched nearly 2.5 billion times, with a further 0.5 billion exposures from PR. They have inspired mutually beneficial partnerships with suppliers, tech firms, media owners and charities - not to mention over 81,000 parodies. Sales have increased 37%, generating a profit ROMI of more than £8 for every £1 invested in the advertising.

John Lewis Insurance, John Lewis Insurance by adam&eveDDB and Manning Gottlieb OMD - The power of true brand extension marketing
This paper outlines an approach for organisations that want to extend existing brand equities into new categories. It sets out how the retailer John Lewis partnered with the insurer, RSA, to create a new, John Lewis-branded range of insurance products to cut through with consumers in a category where the existing providers were often fighting to win business mainly by offering the cheapest quotes. The strategy used advertising, including the celebrated ‘Tiny Dancer’ TV spot, and a drip feed media policy that focused on premium placements and regional upweighting. John Lewis Insurance earned £1.17 in insurance commissions for every £1 spent on advertising, and generated an estimated £16.7m of incremental sales for its retailer parent.

Kenco, JDE International by J. Walter Thompson - Coffee Vs Gangs: How a strong brand purpose changed lives in Honduras and changed fortunes for Kenco
This paper adds to this evidence on the power of brand purpose to deliver not only social good, but also a substantial commercial return. An ethical stance has long been part of Kenco’s DNA. But as competitors followed its lead, its ethical leadership position was eroded, and Kenco’s sales suffered. ‘Coffee Vs Gangs’ marks the revitalisation of Kenco’s brand purpose and the defence of its profitable, premium-priced position in the market. With a revenue ROI for TV over three times the FMCG average, the Coffee Vs Gangs campaign demonstrates the power of a purposeful brand idea, not only to save lives, but also to deliver a strong return on investment. It also proves the value of social media in purpose-led campaigns, both in driving engagement and delivering a substantial and measurable sales effect.

Lidl UK, Lidl UK by TBWA\London - How Lidl found itself atop the grocers' Christmas tree
This is the story of how investment in brand advertising helped propel Lidl into the position of being Britain’s fastest-growing grocer. The ‘Lidl Surprises’ campaign challenged the idea that the chain’s keenly-priced food must be of poor quality. Using varied contexts from farmers’ markets to taste tests and groups sitting down to Christmas lunch, the advertising showed Lidl products being favourably received by consumers. This case study demonstrates the contribution of advertising to increasing Lidl’s penetration and share of till roll. Econometrics calculated the campaign generated a net profit return of £1.97 for every £1 invested by the end of 2015, which was estimated to rise to £5.20 over 2016.

L'Oreal Paris Age Perfect, L'Oreal Paris by McCann London - The Perfect Age
In 2015 L’Oreal Paris Age Perfect anti-ageing moisturiser had big ambitions. However, sales of Age Perfect skincare were down 14% - worse than the market’s decline. Furthermore, there were no exciting product developments on the horizon and many UK women felt little affinity with the brand. This case details how a powerful insight (women aged 55+ felt invisible) unlocked an idea to celebrate ‘bold, not old’ women. From Age Perfect, ‘The Perfect Age’ campaign with Helen Mirren was born. The communications won back value share, brought in 78,000 new buyers, and changed brand perceptions. It was estimated that the activity generated a revenue ROI of £2 per £1 invested, rising to £4.50 over the longer-term.

Macmillan Cancer Support, Macmillan Cancer Support by VCCP - Macmillan Cancer Support: Making sure no one faces cancer alone, today or tomorrow
This paper tells the story of how Macmillan Cancer Support achieved record fundraising income at a new level of efficiency. The ‘Not Alone’ campaign helped Macmillan achieve £96.7m of additional income from fundraising alone, even before adding in the financial benefits of the improvement in Macmillan’s brand metrics and in its influence as an organisation. The profit ROMI was estimated to be about £2.40 for every £1 invested. ‘Not Alone’ also helped more people access Macmillan services, and informed corporate partnership and government policy. This was all achieved by launching a simple, striking and irrefutable idea that no one should face cancer alone, a thought which encouraged those living with cancer to get support, and others to give support.

Mattessons, Kerry Foods by Saatchi and Saatchi - The Mattesson-aissance
This is a story of how a video gaming-centric strategy at Mattessons Fridge Raiders created a new commercial and creative era for the small meat snacking brand. The resulting campaigns turned the struggling Fridge Raiders, owned by conservative Kerry Foods, into a category leader. Fridge Raiders went from speaking to a safe and retailer-friendly heartland of mums to addressing the notoriously fickle world of teens. It took money out of TV and into digital, and transformed itself from a conventional above the line advertiser to one that created content including an artificially intelligent robot and a helmet that equipped gamers for hands-free snacking. The Mattessons gaming era achieved a long-term revenue ROI of £3.97 for every £1 invested and a long-term net profit return of £2.34 for every £1 spent (totalling £3.1m profit).

McVitie's, United Biscuits by Grey London - McVitie's: Waking the sleeping giant
McVitie’s was a sleeping giant in the UK sweet biscuit category. Despite its size and history, the brand did not enjoy fame or customer love, and was not perceived as dominant by the industry. Since retailers were looking to reduce the number of category products they stocked, McVitie’s needed to assert its authority and increase consumers’ love for the brand. The resulting campaign supported the McVitie’s Masterbrand, rather than specific product brands. Its central idea celebrated the warm emotions that biscuits arouse by featuring cute animals that prompted similar feelings. The campaign increased penetration and frequency of purchase, and helped McVitie’s resist distribution cuts better than its competitors. The long-term profit ROMI was estimated to be at least £0.49, and as high as £1.06 for every £1 invested.

Narellan Pools, Narellan Pools by AFFINITY - Diving into Big Data for Narellan Pools
Narellan Pools is an Australian pool builder. In a market experiencing declining home affordability, increased debt, and a shift towards higher density urban living, company sales were in long-term decline. A shift towards digital helped reverse this decline. This case outlines how the business then accelerated its growth by exploiting a ‘Big Data’ insight about the exact time when prospective pool buyers were most likely to convert into sales. A strategy activated marketing whenever this window of opportunity opened and turned it off at less propitious times. The approach increased leads by 11 per cent, and sales by 23 per cent on a media budget cut by a third. The incremental revenue ROI was AUD 54 for every AUD 1 invested.

Officeworks, Officeworks by AJF Partnership and Initiative - How Officeworks realised its own big idea
This paper illustrates how a new positioning shifted the fortunes of Officeworks, Australia’s largest retailer in office products. By focusing communications on how office products enable people to realise their ideas, the company achieved record growth in sales and enviable brand health in a market dominated by product and price advertising. It argues that taking a combined approach to sales activation and brand building can have a greater impact on the bottom line than separating the two. It is estimated the positioning helped deliver a total gross profit of AUSD 206m over 40 months, representing a net profit ROI of AUSD 0.46 for every AUSD 1 invested.

Pepsi Max, Pepsico by AMV BBDO - Unbelievable
Brands as old as Pepsi in flat or declining markets rarely experience a growth surge that outperforms their category. This is the story of how a switch to a content-led digital strategy, that focused on the no-sugar variant, Pepsi Max, re-engaged a millennial audience. Starting with a film which featured the magician, Dynamo, to position Pepsi as a brand that made ‘anything possible’, the approach invested in using film clips, a YouTube channel and outdoor sites to bring surprising and entertaining content to audiences, including gymnastic stunts and simulated invasions of city streets by aliens and giant insects. The approach generated an additional £54m in revenue and a marketing ROI of £2.25 for every £1 spent.

Plusnet, Plusnet by Karmarama, Maxus - The pride of Yorkshire: How Plusnet's adverts transformed its fortunes, against ever-increasing odds
This paper charts five years in the life of Plusnet, the Yorkshire-based broadband provider - from its first national advertising in 2010 to its most integrated and innovative campaign in 2015. As a small provider battling some of Britain’s biggest advertisers, Plusnet couldn’t compete on price or technical innovation, but succeeded by articulating its Yorkshire values, creating impactful advertising, and rigorously adjusting its communications mix. Plusnet’s customer growth was triple the market average and, according to WPP’s BrandZ brand database, the contribution of Plusnet’s brand equity to its annual volume share rose from 58% in 2011 to 69% in 2015. It is estimated that advertising delivered £193m of incremental revenue, equivalent to £4.05 of revenue for every £1 spent.

Sainsbury's, Sainsbury's by AMV BBDO - Christmas is for sharing
This case study focuses on the fame-generating ‘Christmas is for sharing’ campaigns run by Sainsbury’s in 2014 and 2015 during tough market conditions. These include the emotive ‘Christmas Truce’ film which marked a World War I anniversary in partnership with the Royal British Legion, and the follow-up, ‘Mog’s Christmas Calamity’, which promoted child literacy with Save the Children. It provides evidence that both iterations achieved high, positive brand scores, prompting consumers to share content and buy specific products, which raised money for charity partners. In successive years, Sainsbury’s outperformed its big four rivals in value and volume share. The 2014 campaign was estimated to have generated a profit ROI of £24.34 for every £1 invested, and the 2015 activity to have paid back at least as much again.

Santander, Santander by The Engine Group - From 'who?' to hero: How Santander became king of the switchers
At the end of 2009, Santander didn't exist as a UK high-street brand. Within six years, the bank had emerged as ‘king of the switchers’, taking share from competitors that had dominated the market for decades. This is the story of advertising’s contribution to Santander’s growth. By disrupting the usual retail banking communications model, deploying a media strategy that exploited a short window of opportunity, and developing a convention-challenging approach that featured ambassadors from sport such as Jessica Ennis-Hill, communications drove 27 per cent of the bank’s account openings. The estimated net profit return from the activity was £2.22 for every £1 invested between March 2012 and March 2016.

Save The Children, Save The Children by adam&eveDDB - Making embarrassing knitwear into something to be proud of
In the wake of the financial crisis, 2012 was one of the toughest times to be a charity. With Brits giving less and more charities competing for every pound, Save the Children needed to find a way to engage new supporters. Pulling on a thread of culture, Save the Children took a guilty pleasure (festive pullovers), and turned it into a powerful fundraising and support-generating machine. From a tiny meme to a mass movement, Christmas Jumper Day became part of the fabric of Christmas. It generated a category-beating profit ROI between 2012 and 2014 of £3.31 for every £1 invested.

Sensodyne, GSK by Grey London - Solving problems, not selling benefits
This case study describes a 10-year strategy from Sensodyne toothpaste to raise ‘condition awareness’ of sensitive teeth by replicating the experience of learning about the problem from a dentist or trusted friend. The case details several phases of the strategy, which has spread from Ireland and the UK to other markets, and been adapted for new variants such as Sensodyne Pronamel, which treats dental erosion from acidic food and drink. This paper cites general increased consumer awareness of dental sensitivity and of Sensodyne’s particular messages about the condition, resulting in a long-term rise in the brand’s penetration and value share, with growth outperforming Colgate’s rival sensitivity toothpaste which sold at a lower price. The long-term profit ROMI was estimated at £1.38 for every £1 invested.

Sixt, Sixt Rent-a-car by Grey London - How Sixt challenged car hire culture, and changed its fortunes
In the car rental market where consumers mostly stick to suppliers they have used before, Sixt Rent a Car, a challenger brand, was stuck in a rut. From a low starting point and equipped with a modest £500,000 budget, Sixt needed to disrupt consumers’ habitual choices, and do so fast. Based on an insight about how much people enjoyed being seen driving an expensive car they were renting for a bargain price, the ‘Drive Smug’ campaign aimed to challenge customer inertia. Rather than spread its efforts widely, the brand focused its media spend on dominating the branding opportunities at Canary Wharf Tube station, which many of its target affluent male consumers travelled through. As a result of the campaign, key brand measures grew, local sales responded, and Sixt rented more luxury cars. The communications activity’s estimated net profit return was £0.80 for every £1 invested.

Snickers, Mars Confectionery by AMV BBDO - Thinking like a Hollywood blockbuster
This is the story of how a single film, featuring Rowan Atkinson’s Mr Bean character as a bumbling Kung Fu artist, became globally famous; connecting with 1.85bn people worldwide, and driving over $70m in incremental sales for Snickers, the chocolate brand. Inspired by Hollywood blockbusters, the initiative reframed the brand’s established ‘You’re not you when you’re hungry’ idea to keep Snickers relevant in a world increasingly concerned about sugar and snacking. By airing in up to 60 markets, the film created economies of scale and saved production costs. In markets in which the film ran, Snickers reversed share declines and outperformed territories not showing the film. Overall, the brand surpassed its category in both sales value and volume growth. Globally, the revenue return was estimated at US $10.65 for every US $1 invested.

Speeding (New Zealand Transport Agency), New Zealand Transport Agency by Clemenger BBDO Wellington - Mistakes
Most speeding drivers believe they’re skilled enough to exceed the limit; everyone else is the problem. This New Zealand anti-speeding film relied on this assumption for its impact, gaining international fame. More importantly, it created a conversation about speed amongst people who had stopped listening. In the first year after the campaign launched, average speeds on New Zealand roads fell by an average of 0.4km per hour, projected to reduce NZD 46m from the cost of accidents. Using a conservative estimate that 10 per cent of this saving was attributable to communications, the campaign is estimated to have returned NZD 1.6 for every NZD 1 invested.

Spies Travels, Spies Travels by Robert/Boisen & Likeminded and Spies Travels - Do it for Denmark and Do it for Mom
With Danes increasingly taking advantage of budget airlines and travel websites to organise their leisure trips, this case study explains how provocative advertising helped re-establish the relevance of the 60-year-old Spies travel operator which was synonymous in Denmark with family package holidays to the Mediterranean. By suggesting Danish couples should travel to have more sex and boost the country’s flagging birth rate, the tongue in cheek ‘Do It For Denmark’ and ‘Do it for Mom’ campaigns generated huge attention. They gave the brand a role in a national conversation about population trends and grew sales of Spies city breaks and activity holidays. On a modest budget of €670,000, the combined campaigns generated an estimated return for every €1 invested of €15.8 of revenue and €1 of net profit.

Stoptober, Public Health England by 23red and MEC London - Stoptober: A radical new way to get England to quit smoking
Stoptober is a public health intervention created through marketing. It has been used to save thousands of lives in England and been adopted by clinicians internationally. Every October for four years the initiative challenged smokers to quit for 28 consecutive days from October 1, with the evidence-based promise that if they made it the whole way through, they would be five times more likely to quit forever. The campaign provided tools and messages to mobilise ‘a herd’ effect more typically seen in January when people start new health regimes. This case study provides evidence that Stoptober grew in impact - with 65,000 more quitters in year four than year one - and a total 1.5m quit attempts driven by the communications. The short-term ROMI was estimated at £2.85 for every £1 invested. 

The Conservative Party, The Conservative Party by M&C Saatchi - Winning the benefit of the doubt
In 2015, The Conservatives secured an unexpected election victory. This paper outlines how communications earned the benefit of the doubt to help achieve this. Specifically, it demonstrates paid-for advertising's marginal contribution in target seats, over and above the omni-channel onslaught of election campaigns. Rather than ‘swing’ Labour supporters, the strategy ‘swayed’ UKIP, Lib Dem voters and ‘don’t knows’, by evoking the prospect of a minority Labour government ‘in SNP’s pocket’. Seat by seat analysis shows that this swayed sufficient target voters to secure the outright Conservative majority, an outcome representing Reasonable Use of Marketing Assets (RUMA).

The Economist, The Economist by Proximity BBDO London and UM London - Raising eyebrows and subscriptions
The Economist’s quality content is a given. But you still need crafted, provocative advertising to make people sit up and take notice. This case study demonstrates how the power of content and context can deliver long-term effects for a brand. By re-structuring teams and deploying the right data-driven infrastructure including ‘newsrooms’ to produce topical ad copy, The Economist used tailored, programmatic platforms to find more than five million previously unseen, re-targetable users at a time when they were likely to be receptive to commercial messages. The activity created 64,000 paid subscriptions. Using the projected lifetime value of subscribers, this is estimated to equal a payback of £25 of revenue for every £1 invested.

The Guardian & Observer, Guardian Media Group by BBH London - Time for transformation
This is a paper about how marketing can generate the time and money to help a business transform itself in an environment where such change is critically needed. It details how in response to declining circulation and advertising revenue, The Guardian Media Group marketed its weekend papers with the brand idea of ‘Owning the Weekend’ expressed across channels including cinema, TV, outdoor and digital media. The strategy delivered short-term benefits, £4.8m of long-term incremental revenue, and a profit ROMI of £1.83 for every £1 invested, with the last campaign analysed delivering the highest return. The strategy provided money and time for the group as it developed a new business model.

The Royal British Legion, The Royal British Legion by RKCR/Y&R - Fortune favours the brave
The 2014 centenary of World War One was a big year for The Royal British Legion. How many organisations would have been brave enough to undergo a re-brand at such a pivotal time? Yet when people understand that RBL is as concerned with the welfare of today’s armed forces as it is with ‘remembrance of yesterdays’, they are significantly more likely to give. This case describes how RBL’s position was turned on its head, and made about life, not death, so that the organisation’s 2015 Poppy appeal, Live On, focused on the welfare of current military as well as the fallen. Donations rose to record levels - delivering a profit ROI of £7.70 for every £1 invested which is expected to rise to £8.28 for every £1 when full 2015 data is counted.

Three, CK Hutchison Holdings by Wieden+Kennedy London - Sorry (not sorry) for all the holiday spam
To grow its business, Three Mobile, which was at the time the smallest of the UK’s four main mobile networks, needed to give people a reason other than price to choose it. Three decided to differentiate itself by addressing consumer anger about the data roaming charges typically imposed on mobile customers when they used their phones abroad. The network abolished roaming charges and launched communications featuring tongue in cheek ‘apologies’ for the increase in ‘bragging’ photos sent or posted by Three users from abroad. Research showed the campaign led to Three being viewed as more appealing and customer-friendly, with its roaming policy identified as a reason for users to stay with the company. At the end of 2014, Three reached an all-time high with 10.4m UK customers and 13.3 per cent market share. According to econometric analysis, the campaign delivered a net profit return conservatively estimated at £1.46 for every £1 invested. 

UK Government, Cabinet Office by Ogilvy - The Missing Millions - giving expats their voice
Before the 2015 General Election, the UK Government set an ambitious target of increasing the number of British ex-patriates on the electoral register from about 23,000 to more than 100,000. The target group was among the most diverse and geographically dispersed imaginable, the media budget was a modest £330,000, and the timescale was exceptionally tight. The resulting campaign emphasized that ex-pats had a personal stake in the election result because they had UK-based relatives or were themselves planning to return to the UK, and used messaging across digital, print and radio in key overseas markets. It proved more effective than communications simultaneously issued by the Electoral Commission. The voter registration target was exceeded at a lower cost per registration than in the previous election, with the campaign directly responsible for an estimated 21,151 registrations. Without the campaign, the Government would have missed its target.

Volkswagen Commercial Vehicles UK, Volkswagen Commercial Vehicles by adam&eveDDB - From manufacturer to service partner: How Volkswagen Commercial Vehicles did more, with less
In 2013, Volkswagen Commercial Vehicles (VWCV) UK faced competition from market leaders and economy brands with much newer vehicles. Fighting with an ageing fleet and a halved marketing budget seemed an impossible challenge. Instead, VWCV reshaped its entire business around the customers’ needs, shifting perceptions of the brand from being just a van manufacturer to a service partner for small businesses. This case study demonstrates the transformation increased brand awareness, orders and market share, delivering the best results in 60 years. The approach grew the brand’s profit ROMI of £7.41 for every £1 in 2013 to a ROMI of just over £11 for every £1 in 2014.

Volvo Cars, Volvo Cars UK by Grey London - ‘Or by’: How two little words made Volvo’s safety matter again
Volvo LifePaint is an innovative spray paint which protects cyclists by making them more visible. Positioning Volvo on the less expected side of the safety dialogue between motorists and cyclists, this new product earned huge amounts of editorial and social coverage. Among those interested in the LifePaint product, intent to purchase Volvo cars rose, and it is calculated that customers who bought LifePaint also went on to buy an estimated 298 Volvo cars in the UK and 1,013 worldwide. Volvo treats LifePaint as a safety initiative, not a profit centre, but the revenues from more than 75,000 sales of LifePaint have covered the vehicle-maker’s investment in the project. This case offers several ways of calculating the value created by the launch, including by assessing the paid media equivalent of the editorial coverage generated, and the product’s role in driving quality leads to Volvo’s website.

Wall's, Unilever by adam&eveDDB - Getting the long tail wagging again. How Wall’s said 'Goodbye' to a serious business challenge.
Faced with the twin forces of globalisation and the need to optimise the efficiency of marketing spend, large companies often opt to focus their media firepower on fewer, bigger brands. This case explains how a new campaign grew profit from a long tail of previously unsupported brands in the Wall’s ice-cream portfolio owned by Unilever. On a small budget and by combining older and newer media in novel ways, the ‘Talking Ice Creams’ campaign profitably grew the sales and share of Wall’s Classics for the first time in years. It generated £1.84 of incremental short-term revenue for every £1 invested. The campaign has been adapted for 120 previously unsupported ice-cream brands in 30 countries.


Last updated 12/09/2016

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