3M Pharmaceuticals:::Media Launch of Aldara

Issue: 3M Pharmaceuticals had a new first-of-its-kind skin cancer treatment cream, Aldara, which it wanted launched on the Australian market.

Australia, often referred to as “the sunburnt country”, has the world’s highest skin cancer incidence and a great appetite for medical advances for it. But because the issue is so serious for Australia, any irresponsible promotion of treatments or supposed cures is widely condemned and attracts massive fines.

Within this context 3M Pharmaceuticals approached Parker & Partners last August to launch its world-first skin cancer treatment, Aldara, onto the Australian market. Aldara is the world’s first treatment for superficial cases of Basal Cell Carcinoma (sBCC) – the most common skin cancer type – to come in the form of a self-administered cream and avoid the need for medical procedures/surgery.

Challenge: Irresponsible promoters considered to be in breach of medical promotional guidelines can attract fines of hundreds and thousands of dollars. Aldara had to be launched responsibly, while still harnessing all the great media angles presented by Australia’s skin cancer experience.

While the launch of Aldara presented a great media opportunity, there were important considerations:
1. Aldara had not yet been approved in Australia for Government subsidy to make it more affordable to Australians. The Government would monitor Aldara’s promotion to ensure it acknowledged limitations and avoided creating false demand.
2. Aldara, as a pharmaceutical product, was subject to strict promotion guidelines which if breached, attract huge fines.
3. Aldara’s clinical trials had been extensively reported in the media over the past few years. We needed to convince media there was a new ‘news’ story to report.
4. Dermatologists, involved in the world trials of Aldara, were staunch advocates. But Aldara created a new market for GPs and skin cancer clinics that could negate the need to visit a dermatologist. We needed to ensure we targeted all relevant medical constituents without alienating any of them.


Insight: If we developed effective and creative media hooks into the treatment, we would not need to embellish Aldara’s significance or role in skin cancer treatment to achieve a phenomenal media outcome.
Parker & Partner’s insight was that if we developed creative and effective media hooks into the treatment, we would not need to embellish Aldara’s significance or role in skin cancer treatment to achieve a phenomenal media outcome.

Understanding the extent to which sBCC affected Australians was pivotal in how we approached this project and required extensive research in medical publications.

Creative Idea: Launching Aldara in early spring allowed us to heavily promote it as a new treatment available just in time for Spring/Summer and peak skin cancer season. We would remind Australia of its skin cancer incidence and play upon Australia’s role in the clinical trials for Aldara to give Australians a sense of ownership in this global breakthrough.

To this end we used dermatologist experts and patients from the world trials to emphasise the clinical and scientific advance of Aldara.

Campaign: Leading up to the launch date, Parker & Partners aimed for the most media coverage possible on a national basis. We prepared media across Australia pre-launch to be teed up with experts and patients local to their area on the day.
We pitched nationwide so media from all Australians states were covering it from their locale. We pampered trusted sources but otherwise were very strict with embargo.

We decided we could appear responsible as well as attract media through the issue of warnings about misuse of Aldara for cosmetic purposes. This gave the launch an issue around it and acted as a signal to authorities we were responsible promoters.





Outcome: The result was phenomonal media coverage across Australia. Every television network covered the launch, most of them several times during the day, with live crosses and updates. Every tabloid newspaper in Australia covered the launch as well as regional and rural newspapers. Aldara also achieved significant exposure in the signature national broadsheet, The Australian, and other broadsheet newwspapers through their websites.

Radio conducted feature interviews on top rating breakfast programs across Australia and there was also community service announcements and blanket coverage on news bulletins until late. We also received massive numbers of requests for information from sources as diverse as seniors publications to womens’ magazines. Television coverage extended through to the next day where top rating breakfast programs reported on Aldara. The key messages were carried and our experts did as we requested in not exaggerating the benefits of Aldara which sent the right message to authorities about 3M as a responsible company.
3M Pharmaceuticals was delighted with the media launch, attendance and the ensuing media coverage. The media coverage was nationwide, responsible and massive, a testament to our approach to this media campaign.

Aaron Diamonds AIDS Research Center:::Full Court Press: Turning the Yao Ming/Magic Johnson PSA into a Slam Dunk

Issue
China faces a crushing HIV/ AIDS epidemic, some estimates suggest that by 2010, China could have up to 10 million people infected by the HIV virus. Public awareness regarding the disease is low, in particular with regards to who is at risk and how it is contracted. China AIDS Initiative (CAI) and the National Basketball Association (NBA) decided to create a public service announcement (PSA) that would rectify common misconceptions.

The PSA featured Yao Ming, a basketball hero both in his native China and in the United States, and Magic Johnson, a former L.A. Lakers superstar, who disclosed his own HIV-positive status in 1991. The series of PSAs were designed to help educate the Chinese public about HIV/AIDS prevention, dispel common mistaken beliefs about how the disease is transmitted, and encourage viewers to visit www.aids333.com, a Chinese-language AIDS information website.

In October 2004, our firm was approached to find the best strategy to distribute the PSA, in a way that would target at-risk demographics and maximize broadcast exposure on as many Chinese TV channels as possible.

Challenges
While the PSA was compelling to a Chinese audience, at this stage it lacked a great delivery. The PSA needed to overcome the stigma regarding HIV / AIDS that remained at local TV channels, and convince television executives to air the announcement, pro bono, in a targeted way that would maximize exposure and results. Our campaign had two primary objectives:
•Maximize the exposure of the PSA
•Identify the priority target audience for the PSA based on geographic and age segment considerations.

These were vital considerations given China’s huge and fragmented media landscape of more than one thousand TV stations spread across 23 provinces, and the fact that our resources did not incldue any real budget for media buying.

Insight
With a campaign based on the unique combination of technical expertise from the China Aids Initiative, the endorsement from the influential National Basketball Association and our firm’s on-the-ground media counsel, the PSA could deliver a powerful and relevant message when adequately distributed to the right target group.

Creative Idea
The campaign would focus on the youth segment (15-25 year old) and viewers in provinces with high HIV/AIDS prevalence rates. This audience would be receptive to the PSA’s format (basket ball stars) and would also be familiar with the disease.

Campaign
To target the appropriate audience, we focused on the provinces with high HIV/ AIDS prevalence rates and The youth segment, (roughly 15 to 25), which would be most receptive to the basketball theme of the PSA and also the most apt to change their behavior towards AIDS. One this had been established, the most effective channels could be identified; we worked with our media buying agency to select TV channels which had the relevant geographic reach and focus audience.
After this initial phase, TV stations were contacted to convince them to broadcast the PSA – pro bono. They key to achieving this was educating TV executives on the importance of the message, and the value of the PSA.
Outcome
The PSA was broadcasted on more than 24 TV channels throughout China, including all of the high risk provinces of Yunnan, Anhui, Shanxi, Hebei, Sichuan, Xinjinag, Henan and Inner Mongolia. In total, the Yao Ming/Magic Johnson PSA reached over 83 million viewers, making it one of the most viewed public safety announcements in China’s history.

adidas:::Rejuvenating Chinese Volleyball: Bringing the Game Closer to China’s Youth

Category Entered:Specialist & Technique: New Media
Title of Project: Rejuvenating Chinese Volleyball: Bringing the Game Closer to China’s Youth
Client’s name:Adidas (Suzhou) Co., Ltd
Budget: US$362,500


With 2008 fast on our heels, Beijing Olympic partner and Chinese Volleyball Association partner—Adidas, was faced with several immediate challenges: The national Chinese women’s volleyball team’s (CWVT) image and the sport of volleyball itself had lost its “coolness” factor among Chinese youth. This posed as a discrepancy from Adidas overall brand persona of Young, Energetic, Fashionable, Confident and Cool.
It wasn’t always this way. Most Chinese will recall CWVT’s golden victory at the 1984 Olympics; the team had catapulted to national heroes. However thereafter, CWVT gave dismal performances which caused the team’s popularity and the sport of volleyball to decline; volleyball was perceived by youth as a game primarily for “older people.” Meanwhile, China was catching on to “the two big balls,” basketball and football, which were perceived as entertaining, star-studded and key players in shaping youth culture—exactly where Adidas aspired volleyball to be in China.
OBJECTIVES/BRIEF FROM THE CLIENT
The goals of the campaign:

• To rejuvenate CWVT image and the game of volleyball among the target audience (14-24 years old)
• Create and maintain excitement among China’s youth for CWVT as a gold contender of the 2008 Olympics
  
• Strengthen Adidas association with CWVT, 2008 Beijing Olympics and overall brand ownership of volleyball

STRATEGY
Get youth involved. Speak their language. Drive youth participation while giving the game and the team an image makeover. Research by All China Strategic Research (ACSR) focused on the target audience, both male and female. From qualitative research findings, ACSR found that:

• China’ youth culture is heavily influenced by star players, sports icons and celebrities. We need to create star power for the team.
• Though the old Olympic glory of CWVT impressed China’s youth, the team and the sport’s coolness factor was low. In the sports arena, coolness was described by adjectives such as agile, powerful, fierce, intense and exciting. We need to showcase the power of the game.
• The target audience preference was driven by a sense of ownership and participation. We need to drive youth involvement.
  

Furthermore, the 2006 China Internet Network Development Statistic Report points out that New Media channels are an effective medium to increase youth participation and attention.

METHOD DEPLOYED

Build team celebrity status: Drive PR through blogging and glamour shots
The initial phase of the campaign was to increase the profile of CWVT. Up to this point, the general audience had little knowledge of the players’ personalities. We sought to open a dialogue and close the distance between the team and their fans by creating their own blog, which is also the first Chinese Olympic team blog in history. That fact alone drove media coverage and generated traffic to the site.

Each player was given a professional makeover and photo shoot to capture fashionable shots which debuted on the blog; the photos were picked up instantaneously by major print media.

Make the game cool: Volleyball stunts through viral films:
The next phase was to shift perceptions of volleyball as a “tougher, faster, scarier” sport than previously thought. We focused on promoting six entertaining viral films via BBS and many more youth-targeted websites. The viral films were created by Adidas’ advertising agency to portray the volleyball game as edgy, dangerous and exciting. They sought to manifest the high speed of volleyball movements through creative stunts demonstrated by youth, such as:

• Digging (defensive save) in 2.5 seconds was demonstrated through flying off the roof of a racing car or from a speeding skateboard.
• Spiking at 92 km/h was illustrated through a water-gushing fire hydrant that hits a pedestrian and a coconut flying from a slingshot that hits a bystander
  

Increase fun factor: Youth call-to-action through the volleyball chant competition
Similar to popular cheers for basketball and football, we sought to create a national chant, cheer or jingle that volleyball can own. This was an opportunity for youth participation, thus Adidas launched the nation’s first chant competition (still going on now). The competition allowed for entry of a broad range of cheering forms, such as the creation of cheering slogans, chant themes, fans’ T-shirts, hand motions, dance moves related to volleyball moves. Participants can upload their cheering ideas and creations to the CWVT mini site and also rate other entries.

Incentive to participate includes selection into CWVT’s official cheering squad. Rules and registration of the competition were promoted through schools, retail stories, a press and video news release and media editorials.
OUTCOME
The campaign created new icons:

On attitudinal parameters, there was a clear positive shift of CWVT being perceived as “cooler,” sexier and more fashionable than ever.

• Post-launch research revealed that in some cities, within several months there was an increase of as much as 16% of the target audience who defined CWVT as “cool” (source: ACSR). Shanghai Times noted that fans were impressed with the team’s “never-seen-before sexiness” and their “excellent skin tone,” even drawing comparisons to professional models. One fan’s comment on the blog stated, ”I never knew the girls were so fashionable and cool!”
• CWVT extended their presence beyond the usual sports pages and made a leap towards various lifestyle media, such as popular youth magazines Easy and Touch.
  

The campaign generated tremendous hits and buzz:
The campaign was effective in stimulating buzz about CWVT and activating an attitudinal shift on volleyball.

• The blog attracted 160,865 unique visits and nearly 400,000 unique visits to the chant competition site in the first three months of its debut (source: From Zero). Oriental Sports Daily commented, “Without any prior announcement or promotion, visits to CWVT’s blog on the first day of its launch exceeded more than 20,000 page views!”
• 73% of viewers found the viral films “innovative” and “stimulating,” further describing volleyball as technique-driven, “passionate” and “powerful;” 78% of viewers also forwarded the viral films to friends.
• Within three months of the release of the viral films, more than 5.5 million visitors have clicked and viewed the films; in fact, the viewing rate was double that of the market average (source: ACSR).
  

The campaign fuelled youth energy for the team and the game:
For the first time, a channel was opened up for direct dialogue between CWVT and their fans, which gave the team an extra morale boost.
Chen Zhonghe, Chief Coach of CWVT, commented, “Adidas brought the girls closer to their fans, which is helping to boost the team’s morale and their performance! I am confident about the team’s performance at the 2008 Beijing Olympics.”
RELATION TO OBJECTIVES and COST EFFECTIVENESS
The campaign activated an attitudinal shift:
The blog established a radical facelift for CWVT, the viral films channelled a positive perception shift on volleyball, the chant competition called on China’s youth to infuse passion for the team, and the overall campaign is effectively strengthening Adidas brand association with CWVT.
Within six months of launch, research by ACSR revealed that nationally, awareness of Adidas and CWVT partnership increased by 5%, awareness of Adidas partnership with 2008 Olympics increased by 7%, and awareness of CWVT increased by 6%.
The campaign stretched the communications renminbi:
The total media coverage of the campaign to date is worth an equivalent ad spending of US$1.3 million USD (print media value source: Sinofile). To date, the estimated return of investment is more than 3 fold.
CREATIVITY AND ORIGINALITY
The New Media targeted campaign heralded a new era for Chinese Women’s Volleyball. For the first time, the Olympic hopefuls had their first collection of glamour shots with heightened celebrity status, their first blog which was also the first Olympic team blog in China (as opposed to an individual’s blog), the assembly of the first CWVT cheering squad and unprecedented media buzz.
OUTSIDE PARTNERS
TBWA (viral films)
From Zero (blog)
Sohu (viral films and blog)
ACSR (research)
Cinsos (BBS)
BUDGETS
Approximately US$362,500
CATEGORY-SPECIFIC INFORMATION
The 2006 China Internet Network Development Statistic Report points out that more than 18 million Chinese high school students surf the internet. The rate of netizens among China’s youth is increasing at rapid speed.

adidas::: No Impossible Gold: Setting the Stage for four years of adidas-Olympic Communications

Issue
In January 2005, adidas became an official partner for the Beijing 2008 Olympic Games. In a China gripped by Olympic fever, adidas needed an announcement that would grab attention.

Challenge
Adidas did not want another ubiquitous Olympic announcement.


They wanted to:

• Drive awareness of adidas’ Olympic partnership
• Establish the Olympic credibility of adidas
• Demonstrate the position of adidas as a global sports performance leader dedicated to athletes, product innovation and leadership
• Drive the position of adidas as THE sports brand with an unrivalled Olympic heritage, and ultimately THE Olympic brand
• Enhance and strengthen the relationship between adidas and key 2008 Olympic business partners

Insight
Rigorous, qualitative research amongst consumer and government officials demonstrated the powerful connection between adidas, winning and ultimately Chinese national pride. This key insight was central to developing the campaign strategy and theme.

Creative Idea:
The original brand message of authenticity and inspiration,“Impossible is Nothing”, was re energized as “No Impossible Gold”. Powerful nationalistic symbols of drums, podiums and celebration were employed.

Campaign
To target a diverse audience including the government and consumers, a two phase strategy was devised.
Phase one: The “wow” campaign of inspiration and innovation, with a focus on raising awareness of adidas and its strong Olympic connections both in the past, present and future. The key target audiences were the media and Government officials
Phase Two: The “echo” phase focused on two disparate groups of stakeholders; consumers and key adidas business partners. This phase incorporated a seven city interactive road show where the impressive Olympic podium visual and sentiment of winning gold was leveraged. Also, 500 adidas stakeholders ranging from BOCOG to sports associations and federations, retailers, key global athletes and the media were invited to celebrate and cheer at a Gala Dinner.

Outcome
Quantitatively; the campaign resulted in 20 TV reports between January and March 2005, over 139 articles including 40% with visual images, and 38 online features. Approximately US$2.83M in media value was generated, with an exposure to an audience of over 410 million. In terms of consumer tracking, a recent study by AC Neilson cited awareness of the adidas partnership with the Beijing 2008 Olympic games as at 65% amongst 16-24 year olds in Beijing, Shanghai and Guangzhou.
However, it must be remembered that this high profile announcement campaign created new dialogue with new critical stakeholders. In the long term, the benefits of such powerful relationships cannot be quantified or qualified.

Totally Busted::: COPY CAT ADS from Lynx 2009

Lateral Thinking: When a low probability line of thought leads to an effective idea, there is a “Eureka” moment and at once the low-probability approach acquires the highest probability. - Edward De Bono. Excerpt from a book by John Townsend & Jacques Favier titled The Creative Manager’s Pocketbook. Page: 2. ISBN: 1-870471-69-5.

A copycat is a person that mimics or repeats the behavior of another. The term is often derogatory, suggesting a lack of originality. The expression may derive from kittens that learned by imitating the behaviors of their mothers. – Wikipedia.
Plagiarism: The abuse of another’s original work by copying it and passing it off as one’s own. As defined in Alastair Campbell book titled The Designer’s Lexicon. Page: 293 ISBN: 0-304-35505-4.
“Imitation is the sincerest form of thievery” excerpt from a book by Capsule titled Design Matters. Page: 84. ISBN -13:978-1-59253-341-1.

Advertising Agency: FP7 DOHA
Country: QATAR
Creative Director: Fadi Yaish

Copywriter: Mohamed Diaa

Art Director: Maged Nassar

Photographer: Allen Dang - Wizard Photography

Illustrator: KarenAccount

Supervisor: Charbel Mizher

Totally Busted::: COPY CAT Guerilla Marketing

Advertising Agency: McCann Erickson PortugalCreative Directors: Diogo Anahory, José BomtempoCopywriter: Emerson BragaArt Directors: André Lopes, Rita AndradeAccount Supervisor: Sônia CorreiaProducer: Rui Paz
Source: http://adsoftheworld.com/media/dm/roche_balls?size=_original







STRESSBALL
Type Of Entry: Product & Service
Category: Fundraising, Charities, Appeals, Non-Profit Organisations, Public Health & Safety
Title: STRESSBALL
Advertiser/Client: FRIENDS OF CANCER PATIENTS
Product/Service: BREAST CANCER AWARENESS
Entrant Company: JWT DUBAI
Country: UNITED ARAB EMIRATES
CD:Chafic Haddad
Art Director :Antra Patel
Copywriter: Zahir Mirza
Strategic Planner:Prabhakar Iyer
Photographer :Rita Dhankani
Production Company :Urofoam Ltd/England

Totally Busted::: COPY CAT ADS

Original

Volkswagen Battery - 2000
Claim : “Lasts up to 4 times longer”
Source : Cannes Shortlist!
Agency : AlmapBBDO (Brazil)






Copy (1)


Duracell Car Battery - 2006
Source : Cannes Archive Online
Agency : Ogilvy & Mather Mexico City (Mexico)

Copy(2)

Koba Car Battery - 2009
Claim : “Long lasting batteries”
Advertising Agency: FP7, Oman
Creative Director: Noufal Ali
Copywriter: Arun, Noufal Ali
Illustrator: Sannop, Renjith Pillai
Photographer: Jacob.k, Sandra M. Matheson
Client Servicing: Ajay Menon, Manish Rodrigues

Krispy Kreme: Marathon

BBDO Guerrero in Manila used guerilla tactics to promote Krispy Kreme donuts during the running of a marathon in The Philippines.



Client:Krispy Kreme
Agency:BBDO Guerrero, Manila
Creatives:David Guerrero, Simon Welsh, Joel Limchoc (Creative Director)
Brandie Tan (Art Director)
Tin Sanchez, Meggy de Guzman (Copywriter)
Other Credits:
Print Producer: Al Salvador, Cielo Laforteza

Sweetie CRM

The Natural Confectionery Company is Cadbury’s Schweppes product line containing no artificial colours or flavours. We asked Simon Gregory of interactive specialists Weapon 7 to explain how online strategy and CRM played a part in the brand’s successful relaunch.
Turning awareness into brand engagement: or combining the power of broadcast with the power of online Our key challenge in launching The Natural Confectionery Company for Cadbury was how to ensure that we converted awareness into brand engagement and subsequent purchase.

TV ads were doing a great awareness job, each one was a wonderful Fallonesque cultural happening. In fact consumers loved the ads so much they were in danger of becoming a victim of their own success; we soon learnt that just because people liked the TV ads, it didn’t necessarily follow that they liked the brand. This meant that any ‘campaign-centric’ CRM strategy focused solely on the ads could prove counter-productive. So we treated the TV ads as an introduction to the new brand; as the start of a conversation, taking those who demonstrated an interest in them on a journey.

The indication that you were interested would probably start with online search. We listened to the online conversations prompted by the ads and encouraged people to engage with us further through social media channels including Facebook and a YouTube Channel, a web- page promoting data-capture and an on-demand TV show called Packet Life.
In each channel we provided people with further content that built on the TV ads, such as behind-the-scenes clips or an animation. If they engaged with it, we then tempted them to try a free sample and opt-in to stay in touch. The brand’s YouTube channel is here: www.youtube.com/user/natconfectioneryco
Over time we continued to deliver further expressions of the brand to our audience through a host of games, emails, applications, invitations to visit our new site and Facebook gifts (over 140,000 in the UK alone). And, where relevant, we dropped them a little note or message letting them know. Each interaction acted as another step towards brand engagement and ultimately purchase.
To date, our research suggests that when we have converted awareness to trial, whether sampled or through purchase, we have created consumers that quickly add the product to their profile of preferred sweets. Plus, we now have tens of thousands of people engaged with the brand and product keen to stay in touch. The big idea is now lots of little relevant ideas. www.naturalconfectionery.co.ukwww.weapon7.com

SMB Retailers Need to Embrace Digital Marketing

January 21st, 2009
It was pretty much the worst case scenario realized for retailers last month. Retail sales declined 2.7 percent in the all-important month of December, drawing to a close the worst holiday season since 1969.
With consumer confidence still at record lows, how can a typical retailer hope to survive such dire circumstances? While there are no easy answers to address this multitude of problems, it’s time for retailers, especially those in the SMB space, to embrace digital marketing to help survive and possibly even thrive in the current economic conditions.

Digital marketing should be top of mind for anyone in the SMB sector, and this is especially true for retailers, both online and “brick and mortar.” Here are a few reasons why:It’s Affordable-

Unlike other more traditional marketing channels, digital vehicles like email and SMS should be within the budget of even the smallest of retailers.It’s Trackable-Lower revenues and disappointing sales mean it’s time to re-focus on maximizing ROI, and digital marketing in its very nature is designed to be trackable. Whether you just want to see how many people respond to a specific offer, or you need more sophisticated conversion tracking, you can monitor, in real time, the effectiveness of your digital marketing efforts.
It’s Attainable-Gone are the days where only larger companies could effective deploy and manage digital marketing strategies. This is especially true for mobile marketing, in which SMB retailers can use applications like our mobileStorm SMS platform to quickly and easily launch highly effective campaigns, such as mobile coupons.It’s Adaptable–Being stuck with an ineffective marketing campaign can be a serious blow to a retailer, both in terms of lost revenue or even your reputation. Changing course in the traditional media outlets can be cost both time and money.
In the digital realm, however, such corrections can be done with minimal effort and expense.It’s Personable–Most forms of mass communication are geared towards the mass market, meaning that the same message is applied across a wide section of potential consumers. Digital marketing allows you to take an inverse approach, giving you the flexibility to customize your offer to a much smaller (and arguably more effective) niche audience.
It’s Inevitable–Whether or you are currently engaged in digital marketing, the fact is that eventually you’ll have no choice but to use it.

Pepsi::: Logo ...red, white, and blue?

Pepsi logo was initially all red. That changed inl the 1940s with the advent of World War II

"Patriotism" To show support of the war, Pepsi unveiled a new bottle cap that featured the Pepsi script surrounded by swirling red and blue colors on a white background.

Since Pepsi was recognizable with its script logo in the same manner as its main rival Coca-Cola at the time, the cap logo was simply meant as a show of U.S. patriotism as opposed to a marketing scheme.
The cap logo, however, quickly caught on, and by the end of the war in 1945 became Pepsi's primary logo....