Honda :::Mobile ignition

BRAND OWNER :Honda
REGION :Ireland
DATE :Jun 2008 - Jul 2008


To launch the Civic Type R vehicle model, Honda wanted an interactive campaign that captured the imagination of people in Dublin, Ireland.
Honda teamed up with JCDecaux to create an innovative new out of home format.

The special build was a 2D cut out of the back of the car with special lighting in the brake lights, smoke machines in the exhausts and a sonic element incorporated into it.

There was a text number on the poster that was linked to the controllers of the lights, smoke and sound. Passers by could text the number to “start” the car.

On doing this, the brake and indicator lights on the car started to flash, smoke came out of the exhausts and the roar of the engine was emitted from the board.

The sender then received two messages on their phone – one from Honda saying “thanks for participating, hope you enjoyed the show”, and the other gave a link to a specially designed mobile site that contained more information on the car (images of the interior, specs etc.).

A bluetooth unit contained in the build also picked up on any bluetooth enabled phones in the area, allowing people to download the roar of the engine as a ringtone.

Carlsberg::: Best Mate

BRAND OWNER:Carlsberg Group
CATEGORY:Drinks (alcoholic)
REGION:Canada
DATE:Apr 2009 - Dec 2008


Carlsberg was looking for a campaign to enhance brand awareness as it launched in Canada, building on its brand slogan “Probably the Best Beer in the World”. It wanted to engage with a primarily male target and link the brand to sociability.
Carlsberg came up with a nationwide competition akin to the Canadian Idol phenomenon. Competitors are required to show what makes them the “Best Mate” and why they can lay claim to the title.
The competition looks for “the guy that can make every situation better, is always connected and never lets anything stand in the way of a good time.
Visitors to www.bestmate.ca can enter to prove that with pictures, stories and videos that they are the best Best Mate. The 30 top “Best Mates” will be given a new Sony Ericsson W705 Walkman phone with integrated Facebook and YouTube applications.
The finalists will then be encouraged to record events and interactions as they build their case demonstrating their “best mate” skills.
A final winner will be selected and announced in June. The big prize is a VIP trip for the winner and three mates to Las Vegas. The advertising declares “Sinners needed for Vegas” and was created by GJP creative team Louis Duarte and Craig Burt.
The initial phase to invite contenders will be supported using a combination of outdoor, radio, online, video and social media tactics to cast a wide net.

Huggies::Baby countdown

BRAND OWNER:Kimberly-Clark
CATEGORY:Baby Care
REGION:USA
DATE:Feb 2008 - Dec 2008


There is a very short window in which first-time moms look at different disposable diaper brands and, once they have developed a preference, they generally stick with it.

Huggies sought an innovative way to inspire new moms to try the brand and build brand preference. The challenge was to create a meaningful tool that would allow mums to take information from the Huggies site and save on their personal profile pages online, creating brand ambassadors.
Multi-tasking is an important survival mechanism to help mums with their busy lives and online media play a major role in facilitating multi-tasking. Huggies created the “Huggies Baby Countdown” widget as a tool that expectant mothers could use to calculate how much longer their pregnancies will last based on their due dates.

It serves moms-to-be with daily pregnancy tips corresponding to their particular day along in pregnancy, as well as a picture of the developing fetus.

All content for the tips came from the Huggies brand website while a link on the widget drove users to sign up for the Pregnancy e-Newsletter on HuggiesBabynetwork.com.

This aligns Huggies with a useful tool that pregnant women can download to a personal profile page from more than 20 websites, including Facebook, Freewebs, iGoogle and MySpace, thereby connecting moms-to-be with the Huggies brand on a daily basis. All widget-supporting media and creative execution was negotiated as added value. Thus, every successful install was essentially a 9 month-long brand engagement, free of cost. The widget had 1,200+ installs in the first month and garnered an astounding interaction rate of 18%, compared with a Pointroll CPG rich media average of 7.25% (Pointroll CPG benchmarks, December 2008). To date, the widget has had 4,503,983 unique views and more than 31,000 installs

Dove::: Sleepover for self esteem

BRAND OWNER:Unilever
CATEGORY:Toiletries/ Cosmetics
REGION:Canada
DATE:Mar 2008 - Jun 2008

Too many girls develop low self-esteem from hang-ups about their looks and it stops them reaching their full potential.

The Dove Self- Esteem Fund wanted to fight this and deliver a positive experience for mothers and daughters.
While mums have positive memories about their own childhood sleepovers, they know they can turn negative and hit self esteem.

The Dove solution was to get both mums and daughters excited about doing something positive together, encouraging mothers to make the sleepover positive experience for their daughters.
Information about the sleepover was distributed online at dovesleepover.ca/soireedove.ca, offering mums tips on hosting a positive sleepover with music downloads, photo albums and live to air texting for daughters.
In a media first the promotion included a five network takeover with commercial breaks replaced with segments that linked live to real sleepovers and showing mums and daughters discussing issues that affected them.
TV programming was also adjusted in line with the positive theme to show empowering movies. Support also ran in-store, print and via PR.
The campaign delivered 11m media impressions and more than 30,000 registered attendees.

Johnnie Walker::: Targeting Chinese-Canadians

BRAND OWNER:Diageo
CATEGORY :Drinks (alcoholic)
REGION :Canada
DATE :Jan 2008 - Feb 2008

Chinese-Canadians are a significant minority. They are also keen whisky drinkers – particularly as part of their New Year celebrations.
The challenge for whisky brands is that they prefer to be communicated to in their home language – adding to costs – at a time when many are still recovering from the expense of pushing their products at Christmas.
Research indicated that while this group liked the finer things in life – making it a perfect target for Johnnie Walker – they also love giveaways and value add-ons and actively seek out such offers.
Johnnie Walker created Fai Cheun stations inside the biggest Chinese shopping complex in Toronto to offer our own branded version of the red wall/door posters traditionally used to offer new years greetings in homes, stores and restaurants.
Consumers who arrived at our calligraphy stations were greeted by traditionally dressed models speaking Cantonese and Mandarin and given branded Fai Cheun.
They also had the chance to speak to a world famous calligrapher and get unique personalised Fai Cheuns on branded paper.
Finally they were given a chance to sample Johnnie Walker and green tea in a nearby liquor store.
Chinese-Canadians were happy to display the branded Fai Cheuns and the activity was covered by Toronto’s two largest Chinese dailies.
Twenty-three per cent of Toronto’s Chinese Canadian population participated in the promotion.
Sales via liquor stores grew 44% in January and February year on year.

Red Bull::: Break Da Rulz " Kuwait"

BRAND OWNER:Red Bull
CATEGORY:Beverages- Energy Drink
REGION:Kuwait

DATE:April 2009 (Souq Sharq on Friday April 24 at 5:30pm)

.....So 80’s......

How Google won the search engine wars

April 2009

The Story of Search: How Google beat Overture and Yahoo by backing the long tail

Gary Flake, Microsoft technical fellow and director of Microsoft Live Labs, first became renowned for failure.
In 2003, he joined Overture as chief science officer. At the time, as he reminded an audience at the 2009 Advertising Research Foundation's 2009 Annual "Re:think" conference, the search-engine business largely was a duopoly. In fact, a year later, Overture had a 55-percent market share, Google 35 percent, and a variety of other providers shared the remaining 10-percent.

Five years on, Flake said, "the pie had grown by a factor of four. And it had changed from a duopoly to a monopoly." In 2008, Google's market share was 80 percent; Yahoo, which had acquired Overture in 2003, had 15 percent and Microsoft rounded out the selection with five percent.
"Google's dominance almost didn't happen," Flake told the ARF audience. And, the drivers were as much Overture's failure to understand the market dynamics as they were Google's successful understanding of the search value proposition. From a personal perspective, he added, such a momentous change in just a half-decade led to two questions: " 'WTF?' or 'How did I lose so badly - with greatness in my grasp - and snatch defeat from the jaws of victory?'"

Although acknowledging he is a technologist and only a "tourist" in the marketing world, Flake began answering both queries by acknowledging the need to address three different constituencies:
*Customers: "They only want what they want."

*Advertisers: "They want low cost and low risk."

*Media/Publishers: "They need to engage customers and they want to do so at a low cost and with low risk."

"For each to get what it wants, someone has to sacrifice. If a publisher wants to make more money, an advertiser has to pay more. If an advertiser wants lower risk and still get out in front of customers, the customers may not get what they want."
In the case of paid search, a customer types in a query; advertisers, in advance, bid on a click because they presume a click translates to interest; and, with each click, publishers presumably make money. "If the interests of all three partiers are aligned, new value is created to all parties. It's something all three want: Something is exchanged at a pricing that's market-determined."
When GoTo.com - the original name of Overture - was founded in 1988, "There were valid questions about the model", Flake said. Would users actually be willing to pay up on a sponsored search result? Up to that point, search had been almost entirely non-commercial. Would destinations show these server-sponsored ads, when so much emphasis had been placed on preserving an editorial voice on search-engine pages? Would advertisers be willing to take the risk of a new medium that was completely new with no demonstrated return on investment?
The hesitation all added up to "a serious cold-start problem." The solution, Flake offered, was to make paid search completely transparent.
Overture tried to engender confidence with three strategic platforms: Exact search meant that users would get exactly what they wanted. Type in "Flowers" and you'd get flowers. Type in "Flowers" and "Mother's Day" and you'd get a list of sites that specifically matched those criteria. "But if you typed in, 'Where can I buy flowers for my beautiful mother in San Jose,' - and, I kid you not, we received long verbose proposals like that - you'd likely not get anything."
The reasoning, Flake explained, was that "we felt that the thoughtful advertiser wanted to know precisely what they were getting." Three other Overture features that reinforced the concept of transparency: A "human" editorial filter that reviewed every ad, "high-touch relationships with advertisers through all parts of the workflow," and partnerships with such premium destinations as MSN, AOL, Yahoo, and Microsoft.

To explain how Overture went wrong, Flake used three models of the new digital word that "that might explain the past and look toward the future":

• The Long Tail
• The Innovator's Dilemma
• Network Effects

The Long Tail

Before either organization fully realized the model or its implications, Overture focused on the head of the long-tail model and Google concentrated on the tail. And, as Flake described, those orientations would be the paid-search market-mover.
From day 1, Google defaulted to the approximate match. "'Where can I buy flowers for my beautiful mother in San Jose" generated a bunch of responses - florists in the specific market, 1-800 order-by-phone services, even grocery stores that offered plants as a sideline ordering. There were no specific matches (the head), but scores of approximate matches (the tail) that better served the needs of the consumer.

Similarly, Google used automated click-through rates (CTR) instead of staff people to determine whether a search was relevant to a query. If a search seemed to work, it was kept. If not, it was rejected from the system.
A CTR filter also served as a proxy for the relevancy that the destination partners had provided for Overture.
The pattern was not an isolated one. Flake pointed to other instances of head/tail distinctions that have become more common as the model has become better understood: mainstream media (head) and news aggregators/citizen journalism (tail); network TV (head) and "stupid YouTube videos (tail); radio (head) and podcasts (tail); RIAA (head) and unsigned artists (tail); shrink-wrap software (head) and software mashups (tail).
The Innovator's Dilemma
"The first companies in an industry (the innovators) must be willing to eventually destroy their own business to create something new," Flake told the ARF assembly. "They must destroy their business before someone else does."
Flake's career began in the hardware industry, "where the epitome was to program on a supercomputer." Although "it took decades to unfold," priorities for hardware moved from supercomputers to main frames to scientific workstations to personal computers to laptops to handhelds and to cell phones…. Comsumerization of that market actually drove innovation and drove the bigger things out of business."
"Innovators start off by doing something very natural," Flake said. "They focus on a small number of large, high-margin customers. They want to make money, they want to prove the model works as soon as possible. And they want to maximize their own ROI."
Late arrivals, by contrast, are left to focus on lower-margin customers - again, a common-sense strategy: Why go head-to-head with the market leader when there's a whole pool of customers for whom they don't have to compete?
"Meanwhile, through competition, margins begin to shrink," Flake continued. "Both the original innovator and the newcomer invade each other's space, looking for more business."
The difference in their histories, however, begins to reveal different strengths: The older companies - the original innovators - have not had to learn to grow up looking for more efficient ways to do business. The younger companies have a heritage of going head-to-head with competitors, of scaling up, on learning new ways to operate more efficiently. "And the late arrivals win because they can take the lessons of optimization" they've learned working on the tail and apply them to the head, Flake said.
In the paid-search business, the cycle of evolution took just 18 months to unwind. And, the change happened as - naturally enough - the principal players tried to move from their position of strength to the areas where they still could grow. As paid search matured, he added, the industry survivors naturally try to capture a fuller market share by moving to the opposite end of the long tail. Yahoo, which had purchased Overture in 2002, tried to expand its market from the head to the tail; Google attempted to move from the tail to the head.
But, as Yahoo discovered, it was much easier to move from the tail to the head than from the head to the tail.
Network Effects
"If you're the only person in the world with a telephone, it doesn't have much use to you," Flake told the ARF audience. "If everyone else in the world has a telephone, it has great use to you because potentially you can call anyone."
Any kind of network that has more participants simply provides both greater individual value and greater aggregate value, Flake continued. And, as networks grow, "virtual cycles emerge."
In an eBay network, he explained, the more buyers there are, the more opportunities there are to sell. And the more sellers who participate, the more opportunities there are to buy. It's a model that's replicated in operating systems (developers and users), file formats (writers and readers) and search engines (authors and searchers), marketing (advertisers and consumers), and payments (payers and payees).
"In the virtuous cycle of paid search," the director of Microsoft's Live Labs added, "You need advertisers. The more advertisers you have, the more bids you have. The more bids you have, the more traffic you have. The more traffic you have, the more money you get per search. And, with the more money you get, the more syndication you get. And, as you get more syndication, you get more traffic. And it's traffic inventory that pulls in the advertisers and the process begins to snowball."

Overture - and, in time, Yahoo - operated independently and allowing the cycle to develop "organically," said Flake. Google, by contrast, "primed the pump with a destination site that could effectively make them as powerful as any affiliate on the network. And, in doing so, they were able to bootstrap their own network in a way that was quite stunning."

Overture, he explained, "did not understand that one network could prime another…. We were constrained by our own idea, by our focus on the head [of the long tail]. We didn't understand how it all could play out so rapidly."
The future plays out with "an even longer tail" and as "tools become simpler, more powerful and more prevalent, the pools of creators will increase dramatically." Everyday examples include desktop publishing, digital photography, garage bands, Songsmith, podcasting, and blogging. "What does it take to make an online business?" Flake asked. "Ten years ago, you needed a substantial amount of money. Today, it's $5 or for free…. The barriers to entry are dropping to zero."
And, as the opportunities proliferate, so will the occasions grow that enable additional long-tail partnerships - pools of intelligence that can overlap with (and reinforce) one another.

Bite me

Agency: Y&R Bangkok

Client: Johnson’s tooth brushes
Agency: DPZ Propaganda, Sao Paulo.

Lisbon store brings back forgotten favourites

Taking a firm stand in the face of globalization, A Vida Portuguesa has tracked down Portugal’s unique brands and opened a store dedicated to products that have resisted the urge to keep up with changing times.
At the store, located in a former soap factory in Lisbon’s traditional-yet-hip neighbourhood of Chiado, customers can find over 1,000 products that

1)have maintained their original packaging,

2) that are made by hand,

3)or that represent traditional Portuguese craftsmanship.

Soaps, pencils, mugs, jewelry, notebooks, coffee, tea, blankets and even toothpaste—everything on stock holds a fragment of the nation’s collective memory.

Some items are widely available and familiar throughout Portugal, while others were almost impossible to find and buy before the store opened.
A Vida Portuguesa appeals both to

a) nostalgic adults delighted to find the brands of their youth, and to

b)younger generations attracted by old-fashioned products and retro packaging that provide an alternative to mainstream brands.

It’s a testament, once again, to the enduring appeal of (still) made here, a trend that rewards brands for staying true to their local roots and identity.
Website: http://www.umacasaportuguesa.com/

Contact: avidaportuguesa@gmail.com

Western Union::: Rural movie project

BRAND OWNER:Western Union
CATEGORY:Financial
REGION:China
DATE:Jul 2008 - Oct 2008
Western Union’s money transfer service relies on brand awareness but also brand familiarity to drive usage.

Consumers need to trust Western Union to use the service.

In China a key target was people living in villages around tier 3 and 4 cities who tend to be older with lower educational attainment.
Reaching these consumers is hard because there are few targeted media options, printed materials may not be effective or understood and they are also conservative when it comes to testing new services.

The key way to earn their trust, however, is recommendation from family and friends and the communications solution was to create a family event in their villages and use the occasion to personally explain the Western Union service.

It created a tailor-made event in 95 different locations, promoted via posters, offering villagers the chance to see a relatively recent movie.

Before each screening a 10-minute video about Western Union was played with representatives on the ground also giving out leaflets and one to one explanations.

The event was totally branded with Western Union yellow stools, banners, event and leaflets.
Research carried out after the event showed nearly everyone questioned said they would try Western Union products for future transfers. The activity is being expanded for 2009.

Hansaplast::: Marching blisters

BRAND OWNER:Beiersdorf
CATEGORY:Pharmaceuticals/ Healthcare
REGION:Germany
DATE:Apr 2008 - Jan 2008


Special plasters for blisters are a niche product. Hansaplast had been mainly targeted at women to help them adapt their new shoes but the product was also suitable for other groups.
The Beiersdorf brand needed to ensure potential customers didn’t use less specialised products when they needed protection from blisters.
It identified new army recruits as a rich potential market – around 60,000 young men join the German army every year and undergo a gruelling fitness programme for nine months.
Their best friends will not only be their fellow recruits but also the boots that will carry them through the miles of route marches and exercises.

They need blister plasters just as much as they need the rest of their uniform.
And with extreme experience of the pain of blisters they would become advocates for the benefits of Hansaplast both in through the army as well as to their civilian friends.

The brand decided that each new recruit should receive not just a sample pack but also information on how to treat blisters.

Each quarter 35,000 sample boxes, including a camouflage sample were handed out.
Questionnaires revealed 40% satisfaction rates with the blister plasters and there was also a significant boost in sales at barrack shops, which rose permanently by 15%.