Showing posts with label NPD. Show all posts
Showing posts with label NPD. Show all posts

Johnnie Walker Red Label & Cola Special Editon


New work from Barker Gray:

"Johnnie Walker is the major sponsor for cricket in Australia. The Ashes tournament between England and Australia played every two years is the prize contest for either side to win. The Ashes is played over 5 tests and this year the teams are level as they go into the deciding test match, about to commence this coming Friday. Both nations will be on the edge of their seats.

Diageo briefed us to design a special edition can of JW Red label & cola for sale during the two months of the contests duration, which is taking place in England this year. The brief was to retain the inherent premium ness that the Johnnie Walker brand exudes, but in such a way that the design immediately connects to the idea of cricket.

The solution reinterpreted the can as the iconic cricket ball itself, which itself is red. The cricket ball idea ties in with the visual assets of Red Label Whisky by matching the appropriate brand colour-way and replacing the slanted label architecture with the recognisable seam of the cricket ball at a corresponding angle to the slanted label.

For lovers of cricket this idea is immediate and connects them to their favourite sport, as every time they hold the can they experience the thrill of the game in their very hand."

Full-Scale Start of Instant Noodle Business in Poland Ajinomoto Completes Acquisition and Merger of SAMSMAK Foods Launched 4 kinds of SAMSMAK cup-typ

January 25 2005-Tokyo-Ajinomoto Co., Inc. (Ajinomoto, President & CEO: Kunio Egashira, Headquarters: Tokyo, Japan) has begun full-scale instant noodle operations in Poland.
Ajinomoto established Ajinomoto Poland Sp. z o. o. (Ajinomoto Poland; President: Yuko Takahashi; Headquarters: Warsaw, Poland) in 1999 to import and sell instant noodles. In order to build an integrated consumer food business from development and production to sales and marketing, Ajinomoto purchased instant noodle manufacturer SAMSMAK Foods Sp. z o. o. in September 2003, and merged it into Ajinomoto Poland in November 2004. Moreover, in connection with these efforts, Ajinomoto launched renewals for the Polish market of five kinds of SAMSMAK brand pillow-type noodles in November 2004 and four kinds of SAMSMAK cup-type noodles in January 2005. Ajinomoto aims to expand its market share, with a short-term sales target of 1.0 billion yen.
Poland's instant noodle market has continued to expand with the introduction of products with a European taste in addition to products with an Asian taste imported from Asia. Further annual growth of 7-8 percent is projected, and Poland is considered a major market in the region. Ajinomoto Poland plans to strengthen marketing of SAMSMAK brand products in addition to the Asian-taste YumYum brand products it already sells.
Profile of Ajinomoto Poland
Company name:
Head office address:
Type of business:
Composition of capital:
Number of employees:
Ajinomoto Poland Sp. z o. o
October 15, 1999
Ul. Sobieskiego 104, Warsaw, Poland
Yuko Takahashi
Production and sale of instant noodles
Approximately 1 billion yen (1 zloty = 27.5 yen)
Ajinomoto Co., Inc. 100%
Approximately 150 (including two dispatched from Japan)

Brand Review:::Batatee5

Brand: Batatee5

Brand Owner: Batatee5 Creations

Geography: Jordan

Launch Date: 2008-2009

Value Proposition

  • Batatee5 is truly engaging brand, it was created by lovers and consumers not by marketing departments to tap into basic mind slots of Cold, Healthy & Fresh nuggets watermelon.
  • Users inspire and drive brand presentation.
  • User immediate reactions approves / disapprove consumption.


Batatee5 amazes consumers with innovations and offers new creative ways of serving watermelon.

Supply Chain

A team of branded enthusiast are creating those unique moments with consumers in a welcoming, relaxing and enjoyable experience

Invested the hype and buzz SOUK JARA is making in Amman and fit perfectly in the buildup of the surrounding atmosphere.


Unique and extremely differentiated & highly supported by natural combination of watermelon RED, Green colors


At this age of a newly launched brand , existence of brand owners is developing high networking impact and recruiting daily brand advocates .

An intervention of an expert in fruit photography & food stylist will add value to brand communications materials.

Growth Potential

Once the business idea formulated out of –only- summer related concept, all indicators are skewed towards creating viable, sustainable brand .

Marketing communications is a key driver for the brand to be developed and elevated, and there is an noticeable evident for the need to combine a brand expert in the business model at this stage ...

Utilizing social media is not yet employed strategically, Facebook page and a fan page is not enough to reach and create business developer word of mouth .

For Batatee5 brand to progress up, I believe the need to look & to be inspired by the below innovative concepts and initiatives.

They could inspire Batatee5 for the brand to benchmark and outperform..

ZAP from Yoplait: How to stir up a fermented market

This document contains information from an article from the CB News No. 543, 26th October 1998, with the kind permission of Christian Blachas and Emmanuelle Fradet. It is completed with information provided by the agency in its presentation dossier.

With the flavored yogurt market losing its momentum, Yoplait zaps the end of the family meal with its new yogurt, which can be eaten without a spoon, and therefore away from the table.

Who? Yoplait

What? To become brand leader in the standard flavored yogurt market.

How? The launch of Zap, the first yogurt in a sachet

With what? TV and poster advertising campaign

With whom? McCann Erickson (advertising) and Logic Design (packaging)

How much? FFr16 million gross on advertising

Result? +12.7% in Yoplaits turnover on the flavored yogurt market in one year.

1.    Objective: To be market leader of flavored yogurts

On this supermarket aisle there is hustle and bustle According to studies, 95% of hyper-market customers go to this aisle every visit (1) and not just to look, as 80% leave with at least one product in their trolley. Chilled desserts, a sector with FFr23 billion in turnover in 1996 represents a very dynamic market with a year on year growth rate of 5.3% in comparison to 1995.

An interesting sector, as new products are frequently being launched onto the market. But there is one problem: yogurt, the biggest segment of dairy products in France, with a turnover of FFr8.8 billion in 1996, sales were sliding. Or to be more exact, the flavored yogurts, which represented 11.9% of the yogurt markets sales. In fact sales were in free fall, down 10% compared to 1995. 'However flavored yogurts remain the second market segment of fresh dairy products', explains Hlne Roux, Product Manager for Zap from Yoplait. 'Unfortunately retailers own brands continue to increase their market influence and the major brands, Yoplaits Fructos, Danones Kid and Nestls Yoco only compete during promotions, robbing the market of any exciting competition'. As a direct consequence, investment in advertising is stagnant, increasing across all brands in 1996 to FFr19.4 million gross

Flavored yogurts, 75% of which are purchased by households with children, were gradually losing interest. This was as much the case for consumers as for retailers. Although bought mainly for children 50% of flavored yogurts are consumed by adults. The major brands have tried as well as can be expected to give more punch to the sector. Danone introduced a 'creative' version of Kid, with an accompanying small dish containing chunks of fruit or cereal; Fructos repositioned itself as the only yogurt flavored with fruit juice; Senoble joined forces with Haribo to launch the strawberry flavored yogurt Tagada In short, each one tried to differentiate itself from the others on the market.

In vain: the market remained stable, with no increase in the number of consumers and the brands retained their positions, only making an impact on the competition during price promotions. In 1997 the flavored yogurt market collapsed even more, only just reaching 21 000 tons and turnover of FFr960 million (-8.7% in volume and

6.7% in value)

The time had come for existential questions: Stay or go? Not an easy decision as Yoplait did have a good market share, as was the case for the three major brands (2). Yoplaits Fructos accounted for 28.8% of the market in terms of volume in 1996, whilst Danones Kid had 18.7% and Nestls Yoco 21.5% (respectively 28%, 20.1% and 21.6% in financial terms).

'We therefore had no choice if we wanted to remain in the market than to create market value by trying, once and for all to become market leaders', continues Hlne Roux.

2.    Resources: FFr16 million to kill off the little spoon

With a clear aim in mind, it only remained to find a solution. Having completed some studies, two strong tendencies in French society leapt out at Yoplait: the increasing amount of snacking and the explosion of the mobile phone market. Nothing to do with yogurt? 'Wrong' comments Jacques Hervouet, Commercial Director at McCann Erickson.

'In fact this indicated the presence of a McDonalds generation, ready to break free from eating traditions'. 'We then only had to create a new product which would correspond with these tendencies towards snacking and being on the move', continues Hlne Roux.

'This all came back to adding value in two ways: habit and pleasure', continues Renaud Degon, Director of Strategic Planning at McCann Erickson. So with added value, the price per kilo of the product would rise and so there would be an increase in turnover

Snacking and being on the move: the two main sales features of the product were established. Yoplait had experience in this area already, having launched the Petits Filous with straws on the petit-suisse sector (that were now called Petits Filous Tubs), and in the yogurt drinks segment, they had launched Yop. These products were aimed at different target groups, with the former for small children and the latter for adults. As for the 'medium' sized (aged between 7 and 12), they found themselves 'orphans' in the yogurt world.

Not for long - as Yoplait decided to launch a product aimed at them. The aim: a yogurt, not to drink, but to swallow, greedily, without a spoon. The yogurt sachet weighing 90g (compared to 125g for a pot) is born.

'We originally envisaged launching under the brand name Pocket Fructos so that we could capitalize on our brand. But this posed a problem: we risked reducing the added value of this new product. To fully optimize the novelty, we decided to create a new brand: Zap', explains Hlne Roux. Zap as in to zap, of course Price per kilo: FFr22 compared with an average of FFr6 for standard flavored yogurts.

September 1997: Zap appeared on the shelves for the first time. The launch of this yogurt in a sachet attracted major retailers. The availability in shops grew steadily and in December 1997 Zap was available in 60% of large retailers, which account for 74% of total retail turnover (3). In short, the time had come to launch the advertising campaign.

A double objective: image and volume

  • To create a new category in the mind of the consumer: yogurts without spoons
  • To encourage people to try it

McCann Erickson performed studies to decide on which tactic to take. 'Two discoveries came out of our meetings with consumers: firstly that mothers can no longer manage to keep children at the table. So fairly often children skip the end of the meal and mothers feel guilty that they havent given their child enough milk', continues Renaud Degon. 'Now we had a product which would allow children to consume a dessert elsewhere and provides what mothers feel is most lacking in their childrens diets: milk', explained J. Hervouet.

Deciding against an evidential campaign (a film showing children eating Zap outside), McCann Erickson suggested the idea of symbolically showing the arrival of the sachet yoghurt on the market with a fact: the death of the spoon (the spoon is yesterdays news).

'The choice of media was self-evident: television to demonstrate the product and posters because, of course, it is an outdoor product', concludes Renaud Degon.

Zap appeared on the TV screens on the 16th January 1998, with two clips of 30 and 20 seconds directed by Pascal Chaumeil (production: Quad). The defunct little spoon, which is thrown out the window, plays the star part.

From 21st January 1998 the billboards displayed, along with the fossils of the yogurt spoon, two slogans which left nothing in any doubt: 'No future' and 'End of the reign' (165 showings of 30 and 20 second clips; 6236 boards, in pairs, in all towns with over 50 000 inhabitants). Total budget: FFr10.6 million for television and FFr5.4 million for the outdoor campaign (4).

3.    Results: +12.7% in Yoplaits turnover on the market

'No other advertising campaign took place. We had planned a series of promotional events in stores, but they were not needed. Sales escalated from the appearance of the advertising to such an extent that we didnt need to use any other techniques', comments Hlne Roux.

On the shelves, Zaps arrival did not go unnoticed. Without doubt because McCanns advertising had been seen, by children as well as by mothers. The post-tests prove it (5). The recognition rates for the TV ads (interviewees claiming to have seen the campaign) were 78% amongst children and 52% amongst mums (average for children 81% and 46% for mothers). And those who had seen the clips didnt forget them: 54% of children and 30% of mothers remembered one or more details of the clip (average 35% for children and 15% for women).

It was the same story for the poster campaign: 54% of children and 23% of mums were able to recollect details (average 35% for children and 15% for mothers).

'We are all the more proud because this campaign did not resort to using the methods for reaching children, with neither comic book characters, nor cartoons', continues J. Hervouet. 'All the more proud because the appearance of the advertising campaign coincided with soaring sales (from 10 tons per day during the first week of January 1997 to 86 tons at the time of the outdoor campaign). And this development did not suffer a downturn, as in June 1998, sales were still at 74 tonnes per day' Had the launch of the sachet yogurt revitalized the flavored yogurt sales? too early to tell. The fact remains that Zap seems to be a real success (6). The new brand from Yoplait had gained a presence in the shops very quickly.

Available in 83% of French hyper-markets and supermarkets in August 1998 (accounting for 90% of total retail turnover), Zap alone holds 3% of the flavored yogurt market in terms of volume but when taking into account its price per kilo, in terms of value it holds 8.1%'. There was no noticeable cannibalization of Yop or the Petits Filous Tubs', concludes H. Roux. Final result: Zap made Yoplait market leaders on the flavored yogurt shelves (6). By the end of August 1998, taking into account all their brands, Yoplait held 37.5% of the flavored yogurt market in volume terms and 41.2% in terms of value, compared with 28.9% and 28.5% in 1997.

At the same time, Danone retained 22.8% of volume and 24% of value (compared with 20.8% and 23.8%). And Nestl pulled out of the market. So Zap re-launched its campaign with repeats in September 1998 for FFr9 million gross.

TV Scores





Total score





Specific score





Proved score










Poster Scores





Specific Score





  1. Marketing Book, Secodip, 1997
  2. Nielsen, Annual accumulation 1997
  3. Nielsen, December 1997
  4. Secodip
  5. Post test Ipsos TV and posters (752 people, groundwork 5th and 13th February 1998)
  6. Nielsen with annual accumulation end August 1998 

Discovery Channel – Planet Earth

Discovery Channel – Planet Earth

Category: Media Companies
Client: Discovery Communications
Primary Agency: PHD
Contributing Agency: Creative Crew


Attract a Broad Audience to Blue-Chip Programming on Discovery Channel

Discovery Channel needed to create the widest net possible to capture new viewers and reinvigorate lapsed ones. Discovery Channel wanted to introduce this broader audience to the network's core promise: the joy of discovery.

Until fairly recently, the general consumer relied mainly on those deemed “in the know” - college professors, evening news anchors or media reporters - for credible information about almost everything. The knowledge sphere was small, yet the Discovery Channel, the most widely distributed cable network in the US, has long been in the mix of this lofty circle. Still, the Discovery Channel wanted to solidify its leadership position on the knowledge map. Enter PLANET EARTH. The 11-part series, with its remarkable, never-before-seen footage, gave viewers unique insight into the vast subject of natural science. PLANET EARTH needed to confirm for viewers that Discovery Channel, the cable network and the brand, remains the most credible authority for knowledge-based, quality programming.


  • Make PLANET EARTH the most watched cable event ever (excluding news and sports specials)

  • Achieve aggressive rating of 2.63 HH on premiere airing

    • 298% higher than the cable 2007 season prime HH average of a 0.66

    • 174% higher than the Discovery Channel prior 2007 season prime HH average of a 0.96

  • Achieve aggressive A25–54 rating of 2.08 on the premiere airing

    • 617% higher than the cable 2007 season prime demo average of a 0.29

    • 241% higher than the Discovery Channel prior 2007 season prime demo average of a 0.61 (Source: Nielsen)

  • Achieve new heights in Awareness


“Earthling, meet Earth - experience the planet like you've never before”

In September 2005, PLANET EARTH positioning focus group research was conducted and found that participants reacted most strongly to the position statement: “never-before-seen animal behavior and amazing scenery ... unparalleled access to areas of the earth never captured on film”. The research also showed that interest in the program and intent to watch it was largely fueled by PLANET EARTH's unique viewing experience - our planet presented in a way never before seen. Therefore a strategy was developed focusing on showing the astounding program in as many places as possible (Source: Discovery Channel focus group resource).

Viewers had never been exposed to such an expansive natural-history project. The new effects created by the specially developed lens and aerial cameras allowed for an unprecedented look at animal behavior and captured terrestrial landscapes. With PLANET EARTH, and its groundbreaking high-definition production techniques, Discovery Channel was giving viewers a definitive look at the planet.


Focusing on immersive communications environments, we presented viewers with a realm of full surround-sound/sight/motion, transporting them to a “new” planet earth - one they had never truly seen before. We provided, in every consumer touch point, the sampling experience that would build interest behind PLANET EARTH and drive viewers to tune in and watch the series.


We use this powerful medium to bring the message in two ways:

We set the ambitious goal to make a Natural History-themed series the “water cooler” appointment TV event of the year. We used TV as a high reach vehicle to spread the extraordinary news that Discovery was about to launch the most dynamic natural history program on television. The sight/sound/motion capabilities of this media were exploited with a heavy TV schedule, surrounding the consumer with the most engrossing experience possible.

We used TV to reach out to and connect with viewers at key moments in television viewing: when they were watching the Oscars, celebrating cinematic excellence and the film industry. We included the Academy Awards in our top markets, as well as via the TiVo buy, so viewers watching the Oscars were targeted with - and treated to - a long form commercial for PLANET EARTH.


This media was blown out to get the message across to consumers that this was not your average natural history show. An extensive plan was negotiated to include a comprehensive teaser program consisting of :10, :15 and :30 on-screen spots. The full cinema program was rolled out with a nationwide :60 commercial and an immersive 2:30 content piece in both general market theatres and highly targeted art-house theaters. Additional sampling was also encouraged by way of DVD Table Top Displays and handouts at select movie theatres.


Visually exotic P4CBs ran in targeted publications such as National Geographic and WIRED. Magazines were also used in a non-traditional way to promote PLANET EARTH. Print media, usually reserved for two-dimensional communication, was instead used as a sight/sound/motion sampling platform for a selection of highly targeted potential viewers. Using Time Inc.'s extensive database of psychographic qualifiers, readers with particular interests in PLANET EARTH's content, and the program's visually superior high definition technology, received “sneak-peak” DVD inserts in their regular magazine subscriptions. And so those who would potentially be passionate about this kind of innovative programming were able to experience PLANET EARTH in an immersive way, triggering meaningful word-of-mouth from consumer evangelists as well as driving appointment viewing.


Spectacular OOH Boards in New York and Los Angeles brought to life the enormity of PLANET EARTH. In addition, a first-of-its-kind bus shelter program was created in New York that launched the static message of a traditional shelter into the digital age with HDTVs and Bluetooth capabilities. This unique OOH experience gave consumers the opportunity to sample Discovery's content, seeing for themselves the power and drama of PLANET EARTH. The Bluetooth capabilities (in 40 Shelters, including the 10 units with HDTV's) provided additional sight/sound/motion sampling via free downloads of PLANET EARTH clips and optional tune-in reminders.


There was a two-pronged approach to using the Internet for this campaign. First, large video units on popular web site homepages such as Yahoo!, IMDb and provided broad reach. Online was also used to fine target entertainment and nature/science enthusiasts. Rich media technologies were employed to deliver sight/sound/motion sampling within the ad unit across the entire campaign. It was an easier sell to the enthusiast audience, so extensive negotiations were made to provide low-cost video options to several passion sites including, and The outcome was a video button that worked either within a smaller space or unused white space that provided additional revenue for the sites. Our online initiatives were able to complement all other media in transporting viewers to a realm of full surround-sound/sight/motion.

Viewers were able to extend their PLANET EARTH experience by visiting the web site for the series, further immersing themselves into their remarkable planet. A partnership was developed with WildTangent and Skyworks to create and promote and a tycoon style game in which the gamer managed a Discovery Channel video crew taking never before seen footage of the planet earth. The game immersed and exposed users first hand to the expansive nature and resources required for this project while integrating sight/sound/motion into the game concept.


To supplement the vast media promotion and further encourage discussion, we reached out to online communities. We listened and responded to the audience regarding PLANET EARTH, and promoted their useful feedback about the landmark program.

Public Relations

This is a selection of coverage of the coverage, which was garnered for the campaign. Overall the Communications plan reached reached 678,212,153 people in the US alone. The program was featured three times on Oprah, with a full one hour dedicated to the program. It was covered in every major national broadcast outlet (across all day-parts), print outlets, and thousands of websites.

  • Four segments of Planet Earth Oprah Winfrey Show – including one full hour dedicated to the show.

  • Good Morning America

  • Wired Magazine feature story on the technology behind Planet Earth (March),

  • Vanity Fair tune-in paragraph in Fanfair (p. 200, March)

  • Vogue – paragraph with photo in “People Are Talking About” section (March)

  • Discover Magazine – Q&A with Huw Cordey (April)

  • Outside Magazine – Tune-in with photo (April)

  • Child Magazine – tune-in (April)

  • O Magazine – tune-in in their green section (April)

  • Redbook – tune-in on Entertainment page (April)

  • Woman's World – tune-in w/photo (March 27 issue)

  • Tribune monthly magazine – interview with TCA panelists (March)

  • USA Today – interview with Sigourney Weaver (week of premiere)

  • Tribune Media services (syndicated article w/interview with Sigourney Weaver, Huw Cordey, Alastair Fothergill) (week of premiere) Washington Post TV Week – interview with Sigourney Weaver, Huw Cordey, Alastair Fothergill

  • Washington Post Style section feature – interview with Sigourney Weaver

  • NY Times – review/feature on show (week of premiere)

  • LA Times – review/feature on show (week of premiere)

  • TV Guide – nice tune-in paragraph with photo (January 11 winter preview issue)/planning large feature closer to premiere,

  • Newsweek feature

  • People feature

  • Tampa Tribune – full page in Science section

  • Orlando Sentinel – Science Section

  • TV Technology magazine – HD technology feature with interviews of Huw Cordey, Maureen Lemire

  • Gannett – feature story with Doug Allan interview

  • Houston Chronicle – major review/feature

Bank of America partnership

  • Environmental Vignettes on-air and in BoA in-branch monitors

  • Eco-friendly home improvement tip cards in Discovery Channel Stores

  • Planet Earth tune-in within BoA ATM Receipts and BoA ATM monitors

The Nature Conservancy partnership

  • Adopt-A-Habitat on-air PSA during Planet Earth

  • Planet Earth tune-in within TNC Magazine, newsletters and website

  • Screenings of Planet Earth at select TNC Chapter events

Discovery Channel Store sweepstakes

  • In-Store/On-Air Sweepstakes for HD audio/video equipment


  • Planet Earth Celebrity Launch Party at the Natural History Museum in New York

Communications Touch Points

Reach: National & local

Total Media Expenditure: $40 Million & over


The campaign, which launched in the end of January surpassed all objectives and excelled in results across multiple touch points:

Objective: Make PLANET EARTH the most watched cable event ever (excluding news and sports specials

Results: “The number one network in high quality original programming delivers the most watched cable event of the century (excluding sports and news events).”

Objective: Achieve aggressive rating of 2.63 HH on premiere night airing

Results: Achieved Household rating of 3.56 versus goal of 2.63 (135%)

Objective: Achieve aggressive A25–54 rating of 2.10 on the premiere night airing

Results: Achieved A25–54 rating of 2.64 versus goal of 2.08 (127%)

Objective: Achieve new heights in Awareness

Results: Achieved A25–54 Awareness of 30% which more than doubled Discovery Channel's premiere week average (14%) as well as the average across all cable networks tracked by OTX (12%) (Source OTX & Nielsen).

Anything Else going on that might have Helped Drive Results?

The scheduling of the PLANET EARTH launch was particularly beneficial. The program was well timed, premiering just weeks after Al Gore's An Inconvenient Truth won the Academy Award for best documentary feature, and our collective consciousness was focused on the celebrating and protecting the earth. PLANET EARTH also coincided with Earth Day, as earth-related content pervaded the media, which included programming on both cable and broadcast networks.