Jennie-O Turkey Store – Look At Turkey Now

Category: Packaged Food

Client: Jennie-O Turkey Store

Primary Agency: BBDO Minneapolis

Media Agency: PHD

STRATEGIC CHALLENGE

Persuade people to alter their ritual in preparing a traditional Thanksgiving meal

Most people don't find turkey very compelling. Jennie-O does, and their innovative product portfolio has introduced new ways to prepare and enjoy turkey. One example is Jennie-O's Oven Ready fresh-frozen turkey. Oven Ready allows you to make a perfect whole turkey without thawing, cleaning or prepping. It comes sealed in a fool-proof cooking bag which goes straight from the freezer to the oven.

Thanksgiving, “the Super Bowl of Turkey,” is owned by BUTTERBALL. The BUTTERBALL brand enjoys near-universal awareness of 96% (Source: GFK Research 2006 brand awareness tracking study) and U.S. sales of $600 million (Source: 2006 Smithfield Foods Investor Information). The purchase and preparation of the iconic BUTTERBALL traditional turkey has been a Thanksgiving ritual for over 50 years.

Jennie-O's desire to introduce Oven Ready's game-changing proposal around the “star” of the Thanksgiving meal posed a considerable strategic challenge.

OBJECTIVES

Since Oven Ready's 2004 introduction, Jennie-O had seen modest growth in awareness and product interest. The feeling at Headquarters was that Oven Ready was not living up to its market potential. Thanksgiving '06 was earmarked as a “make or break” season, however the Oven Ready media plan budget had to remain under $3.5MM consistent with previous years-$3.3MM in '05 and $3.1MM in '04 (Source: Jennie-O Historical OR Market Plan Overview).

A. Quantifiable business goal:	Achieve double digit growth in Oven Ready shipped units over 2005 benchmark (Source: Jennie-O 2006 OR Market Plan).
B. Behavioral goal:	Increase Oven Ready product awareness via “branded experiences” to stimulate word of mouth product buzz in both consumer and trade (Source: Jennie-O 2006 OR Market Plan).
C. Perceptual/Attitudinal goal:	Increase Unaided Product/Brand Connection over 2005 benchmark of 43% (Source: Hall & Partners Research Pre-Post OR Tracking study).

THE BIG IDEA

“Our idea was to rekindle memories of the mess that comes with preparing a traditional turkey while communicating Oven Ready's hassle-free, perfect turkey promise.”

Jennie-O's previous campaigns focused on Oven Ready's “fool proof” convenience. 2006 qualitative and quantitative consumer research (Source: Hall & Partners Research Pre-Post OR tracking study) indicated Oven Ready's greatest appeal was more specific than the broad “fool proof” message. What really intrigued people was Oven Ready's promise of a great tasting turkey without the “ick-factor” that comes from handling, thawing and cleaning a traditional Thanksgiving turkey.

We also began to understand the limits of our product offering. We're not for everyone. Oven Ready isn't the turkey for “first-timers” or “center-piece artisans” striving to impress on the big day, but rather for all those who can relate to the pain-in-the-neck mess that comes with thawing, cleaning and prepping a traditional bird.

As we propped deeper into the experiences of Thanksgiving veterans, we discovered the familiar, traditional holiday imagery paled to their vivid, often hilarious, personal turkey preparation “horror stories” (Source: agency qualitative OR research groups 2006).

If we could somehow harness the power of these rich, albeit negative, experiences to the promise of Oven Ready, we believed we could begin to achieve Oven Ready's market potential.

BRINGING THE IDEA TO LIFE

Our communication strategy was to rekindle memories of the messy hassles surrounding the traditional Thanksgiving turkey while portraying Oven Ready's perfect turkey promise.

We identified an attitudinally-defined target, “Promise Seekers,” who are Thanksgiving – experienced meal-preparer, willing to pay more and break tradition for Oven Ready's promise of a great tasting turkey without the mess (Source: Hall & Partners A&U 2006 Study).

To maximize the effectiveness of our $3.3MM media budget, we concentrated the vast majority of our plan within the two-weeks prior to Thanksgiving 2006. Our media strategy was to reach “Promise Seekers” via multiple touch points as close as possible to their purchase decision. A mix of focused national and local market support delivered the plan.

The integrated 2006 “Look at Turkey Now” campaign utilized product placement, interactive, retail experience, word of mouth, trade direct, trade sales promotion and advertising (TV, online, print). Following are brief descriptions of our content within the channels we utilized:

Advertising: Our print, television and online ads communicated Oven Ready's no-mess benefit via an “aprons-away” visual device symbolizing our no apron-required experience.

Interactive: There is a surge of online communication around Thanksgiving as families set plans for the Holiday. To get Oven Ready into conversation, we took advantage of people's tendency to pass along silly Thanksgiving related humor and created two viral videos based on real-life traditional turkey “nightmare stories.” These were posted on YouTube and Jennie O's website. Additionally, we created and placed a branded “Turkey Baster Toss” online game to communicate our no-basting benefit.

PR: While not part of a formal PR plan, we passed along our viral videos to some national TV networks hoping they'd take notice and give us a little bonus coverage.

Product Placement: Some skepticism existed to Oven Ready's “perfect turkey” promise because of its untraditional “turkey in a bag” packaging. A partnership with NBC's “The Biggest Loser” series provided an on-air demonstration of Oven Ready's convenience and out-of-the-oven appeal in a national “reality TV” format.

Retail Experience: Boosted by our trade sell-in program – “Ask me why I'm perfect,” we were able to surround our Oven Ready grocery store displays with floor graphics and other in-store tactics which conveyed the easy steps to a perfect turkey.

Word of Mouth: We enlisted a word of mouth specialist agency partner, to sign on 3,200 targeted women in 5 DMA's to sample the product and generate discussions about Oven Ready's ease of preparation and overall taste.

Direct: Our trade sell-in program included a direct mailer targeting grocery stores' meat managers to support Jennie O's broker representatives prior to in-person sales meetings.

Communications Touch Points

Additional Marketing Components: A supplemental PR program created outside of our “Look at Turkey Now” campaign featured the daughter of Jennie O's founder (the Jennie namesake) talking about the benefits of Oven Ready. The effort resulted in 879 local print and radio placements (Source: Jennie-O 2007 OR Market Review).

Reach: National

Total Media Expenditure: $2–5 million

RESULTS

A. Quantifiable business goal:	Achieve double digit growth in Oven Ready shipped units over 2005 benchmark (Source: Jennie-O 2006 OR Market Plan).
Results:	Units shipped in 2006 increased 92% (Source: Jennie-O 2007 OR Marketing Review).
B. Behavioral goal:	Increase Oven Ready product awareness via “branded experiences” to stimulate word of mouth product buzz in both consumer and trade (Source: Jennie-O 2006 OR Market Plan).
Results:	Achieved 200,069 tracked conversations via word of mouth program – 32% over estimate (Source: agency post program tracking report 2007) Viral videos were picked up and featured on ABC's Good Morning America and CNN's American Morning, Showbiz Tonight, Situation Room and Prime News (cumulative audience of 5.9 MM viewers) (Source: agency media tracking tracking report 2007)
C. Perceptual/Attitudinal goal:	Increase Unaided Product/Brand Connection over 2005 benchmark of 43% (Source: Hall & Partners Research Pre-Post OR Tracking study).
Results:	Achieved 70% Unaided Product/Brand Connection (Source: Hall & Partners Research Pre-Port OR tracking study 2007)

Anything Else Going on that might have Helped Drive Results?

2006 was Oven Ready's third year in the marketplace. While our success was significantly greater in 2006 than in previous years, we do believe we benefited from some 2005 carry-over marketplace and awareness momentum. One nice awareness push came from an on-air, unpaid endorsement by Ellen DeGeneres on her talk-show in which she raved about the product prior to Thanksgiving 2005.

Mengniu Milk

Shortly after the announcement that scores of China’s milk samples were tainted with the industrial—and potentially deadly—chemical melamine, this comforting headline appeared in a press release: “Independent Inspection from CAIQ has been Conducting for a Month and all Mengniu’s Products are Safe and Qualified. The Big Brand Milk is Reliable to Trust.” The company was China Mengniu Dairy Group Co. Ltd., former shining star in the mainland’s private dairy industry and the recipient of several local and international awards and industry accolades. Overnight, it was stripped of its “national brand” status by the Chinese government.

This is a scandal that still reverberates throughout the world for claiming the lives of six Chinese infants and making 300,000 others ill with kidney-stone-related diseases. Even as recently as mid-February 2009, a quick Google search brings up articles fervently pursuing the issue of melamine and broader quality-control issues in China’s milk industry. It was clearly the kind of public relations nightmare a company could never shake. But nearly six months on, shake it did. Mengniu, which had its shares trading suspended on the Hong Kong Stock Exchange on Sept. 17, 2008, is now trading again at sustainable levels. Though nothing like pre-melamine highs of US$ 3.00–3.50, it is now hovering around the US$ 1.00–1.20 mark, after dropping drastically to lows of US$ 0.20–0.50 (Reuters, March 2009). “Mengniu’s sales are currently reported to be at roughly 70 percent of pre-melamine volumes, and come summer this year, they are expected to make a full recovery,” says Philippe Chan, Asia Manager for beverage industry consultants Canadean. Unfair though it may seem to turn this into a “branding” or “public image” exercise for Chinese dairy companies, for similar fledgling export-driven industries China-wide, this is essentially what the crisis represents. Quality-control issues are not new for Chinese companies, but having to deal with them on an international stage is. Mengniu has emerged healthy on the other side of this crisis, both from a quality standpoint as well as an image perspective. How did they do it, and are there lessons for other aspiring export-driven mainland companies in the Chinese F&B sector to learn? Background check A fairly new kid on the block, Mengniu Dairy Company was established in 1999 by a former employee of the Yili Group, now Mengniu’s largest competitor. Owner and founder Niu Gensheng took Mengniu to heights that includes total registered assets of RMB 8 billion (a little over US$ 1 billion) with 30,000 employees and a reported production capacity of dairy products that reaches 5 million tons per year. Its export markets are listed as America, Canada, Mongolia Republic, Hong Kong and Macau as well as some Southeast Asian countries. Mengniu was ranked No. 3 among dairy enterprises in Asia in the Top 500 Brands poll of 2006 and was named “The Most Creative Enterprise” of China in March of the same year. Along with brand recognition, China Mengniu Dairy’s stock has appeared on a Morgan Stanley list of Global Top 50 Blue Chip Stocks until 2012. Of Mengniu’s branding efforts, Chan says, “Mengniu wants to be a global player, and is interested in projecting a more international image.” They have an effectively bilingual website up and running, a move that has proven tricky for other similar-sized companies in China, that includes prudent information for consumers, trade customers and other interested users. Dealing with the crisis There were few, if any, options for Mengniu and other Chinese dairy companies like Yili Group and Sanlu to cushion the impact of the melamine scandal. When kids die and others fall ill in the hundreds of thousands due to sheer greed and laziness, all one can do is humbly surrender, apologize profusely and ensure the mistake will never be repeated. This, Mengniu did promptly and sincerely. On Sept. 28, 2008, the news page on the Mengniu website featured a release titled: “Solemn Guarantees From Mengniu Group,” and it proceeded to “genuinely apologize for the physically and psychologically affected consumers.” It guaranteed: - a recall of all tainted baby formula - temporary suspension of production to facilitate inspection and improvement - a doubling of the government-set compensation amount to affected consumers - an opening up of its facilities to state and local inspection authorities - a continued effort to protect dairy farmers’ interests by purchasing raw milk that passes quality tests A dedicated crisis hotline was also set up in the immediate aftermath of the scandal to enable affected consumers to reach and receive assistance as soon as possible. There also exists a general information line that customers can contact with any queries regarding Mengniu’s products. This openness is very unusual in a mainland company, but also refreshing. Normally you are lucky to find any contact information on an official website, and if it works, you may as well head out and buy a lottery ticket! This “open policy” has the twin benefits of building trust with consumers who do use the service and building goodwill among those who do not. Company spokeswoman and VP Zhao Yuanhua has also appeared frequently in the media, urging consumers to restore their confidence in Mengniu and also being open about the measures being taken to combat the crisis. In a November 2008 press release, she is quoted as saying, “we are going to guarantee the safety of raw milk…and build Mengniu (into a) time-honored brand.” Late last year, Mengniu organized a site visit for consumers, journalists and health officials to its key Beijing facility, walking them through the improved proceedings and explaining in great detail how processes have changed since the scandal. Measures like this have certainly helped improve the Mengniu brand, at least in the eyes of the domestic market. Opportunities in the aftermath One Mengniu competitor untainted by the melamine crisis was the American Feihe Dairy Company. While Mengniu and its tainted peers scrambled to pick up the pieces post-crisis, Feihe has been enjoying increased sales and several “any publicity is good publicity” opportunities. After all, one’s PR nightmare is usually another’s dream come true. An official spokesperson for the company said, “There has been a flight towards quality after the melamine crisis and many consumers have shifted towards Feihe’s long-standing, premium quality products. We will continue to increase advertising spending to capitalize on Feihe’s increased brand opportunities.” Mengniu, however, was not without its own opportunities in the aftermath. As per its corporate vision, “…building a world famous brand is a steadfast pursuance for Mengniu Dairy Group” and that it will continue to do, not just by upholding safety and quality standards but certainly also by milking a PR opportunity or two when it presents itself. As it readily admits in a recent press release, “During the crisis, people also see a brand new image of the Chinese dairy industry that has a stronger sense of responsibility and credit standing of trust.”

-False Advertising- ill-planned promotions KFC, Popeyes and Quizno’s::: lack of preparation

Last week, Oprah announced Kentucky Fried Chicken’s 2-piece grilled chicken promotion, causing a mad rush to unprepared KFC restaurants, and ultimately leaving 6 million customers waiting in the lurch when the offer was rescinded. Angry customers not only fumed in-person, but also turned to social media to air their grievances, causing buzz about the fried chicken chain to skyrocket.

Last February, Quizno’s, a sub sandwich chain, made a similar mistake by including a caveat in their Million Subs promotion that stated coupons would only be accepted at participating locations. Quizno’s visitors reported being turned away by disgruntled franchise owners who refused to honor the promotion, causing blog buzz about the sub chain to increase over 400 percent compared to the month before the promotion.

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KFC CEO Apologizes for Last Week's Screw Up, Offers Raincheck

Roger Eaton is the CEO of KFC aka Kentucky Fried Chicken aka Kentucky Grilled Chicken aka the fast food place that made the same mistake as Popeyes.  

Bond & Bond – Cut to the chase

Category: Retail/Etail

Agency: DraftFCB

Advertiser: Bond & Bond

Campaign: Cut to the Chase

SUMMARY

Bond & Bond sales had been declining at an average of 2.4% pa for two years. Yet the appliance retail category had been growing at 7.2%.

DraftFCB set out to reverse Bond & Bond's fortunes using advertising only. There would be no increase in advertising spend and no change to product and pricing strategy.

The agency created a straight-talking campaign that told informed shoppers in the target audience “you want it, we've got it, let's talk'.

This campaign won DraftFCB a Gold EFFIE for retail/etail.

MARKETING CHALLENGE

Bond & Bond was in a difficult situation with sales declining, relentless advertising from competitors and New Zealand facing a recession.

All brand health measures were falling, including top-of-mind awareness, store visits and sales conversion.

Any new strategy for Bond & Bond could not be to the detriment of larger sister brand, Noel Leeming. The challenge was to establish a strong new position as part of a brand portfolio strategy.

Pricing and the in-store experience would not be changed so the advertising had to work hard.

CAMPAIGN OBJECTIVES

Rather than traditional soft measures such as brand health this campaign had to halt the decline in sales of 2.4% pa and return Bond & Bond to growth within six months.

TARGET AUDIENCE

The campaign break-through came with identifying a new target: Bond & Bond would target 'Mission Accomplished Shoppers'.

Mission Accomplished Shoppers are more likely to be young males or young couples. They like to research the options before entering a store and talking to a salesperson.

When they go in they want to be informed and confident. They'll know exactly what they want, or at least have narrowed it down.

They often don't accept the displayed price. They treat the in-store environment like a sporting arena. Their aim is to get the best deal possible, and the sales person is their opponent.

CREATIVE STRATEGY

The Bond & Bond brand would be all about 'cutting to the chase'. The facts were delivered in a straight-talking style – the features, the price, the deal – without the over-hyped sales pitch.

This approach was summed up by a new brand-line; 'You want it, We've got it, Let's Talk.' To get noticed a humorous and non-PC approach was used to connect with the target audience.

OTHER COMMUNICATION PROGRAMMES

• None

MEDIA STRATEGY

• TV for attitude and urgency Print to promote 'killer deals' Mailers for features and benefits

MEDIA

• Television, Newspaper, Catalogue, Point of Purchase, Online

TOTAL MEDIA EXPENDITURE

• Over $3 million

RESULTS

Target: Halt the decline in sales of 2.4% pa and return Bond & Bond to growth within 6 months.

The impact of the new campaign on sales was immediate and sustained.

This was made even more exceptional given that the category began to run out of steam due to the economic downturn. (-0.6% final quarter '07, year on year)

With the category in decline, and Bond & Bond sales in growth, the trend had truly been reversed.

Bond & Bond Sales Performance vs Category

And despite improvements to Brand Health not being an objective:

Declining brand health measures were being reversed within three months of taking the new communications strategy to market.

Analysis supplied by Colmar Brunton stated:

The brand communication awareness trend had been reversed with most of the positive shift being driven by TV and mailers. Of those who recalled B+B advertising 29% felt more positive towards the brand and 36% claimed they would be more likely to shop there.

And the new creative was engaging the new target market in particular.

On average 60% of respondents recognised seeing the new campaign. This was greater amongst our young life-stage target audience groups i.e. 67% and 73% recognition amongst 18–44 and 18–34 year olds respectively.

Discovery Channel – Planet Earth

Category: Media Companies

Client: Discovery Communications

Primary Agency: PHD

Contributing Agency: Creative Crew

STRATEGIC CHALLENGE

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.

OBJECTIVES

• 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

THE BIG IDEA

“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.

BRINGING THE IDEA TO LIFE

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.

TV

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.

Cinema

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.

Magazines

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.

OOH

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.

Online

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 TV.com 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 wired.com, grist.org and space.com. 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.

NMS

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

Other

• 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

RESULTS

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.

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