Do you know why Sweden is ranked as one of the best countries in the world? Like a Swede is the story of how a collaboration between the employers' and employees' organisations can affect an entire community, and explains how anyone in Sweden may have the same benefits as only the very richest in other countries.
What is branding? You could spent a thousand years reading a million books on the subject. Or you could watch the two-minute video below, which tries to capture its fundamental essence—with snazzy little motion graphics to help you along.
TNT Express is a division of TNT. The TNT Express company was formed when the TNT Group separated in 2011, creating two separate companies Post NL and TNT Express.
TNT Express kept the TNT name as part of the deal and TNT Post, (a Post NL company) agreed to rebrand by the end of 2014.
Design Bridge has rebranded delivery company TNT, positioning it as The People Network and creating a circular device which represents “perpetual motion”.
Design Bridge says it was asked to define a new strapline that would convey TNT’s new strategy and culture, and to design a new logo and brand expressions, which would “reflect TNT’s vision”.
A new strapline, “The People Network”, reflects the company’s aim to connect people and businesses in a “truly personal, rather than purely professional manner”, according to Design Bridge.
The consultancy hopes the new strapline will help “galvanise the ‘challenger’ spirit of those working internally at TNT”, as well as TNT customers.
TNT chief executive Tex Gunning, says: “Customers are not barcodes and we are not robots. We all relate to what drives our customers: business growth with a personal touch. Taking time to understand what customers really need distinguishes us from others. We are The People Network.”
The new identity is held within a cropped circle device giving the impression of being part of a journey and of “perpetual motion moving through the world” says Design Bridge.
TNT Post rebranded earlier this month in a project led by Sutcliffe Reynolds Fitzgerald.
Postal service TNT Post rebrands as Whistl
The TNT Group separated in 2011creating two separate companies, Post NL – Whistl’s (TNT Post’s) parent company – and TNT Express. The deal meant TNT Express retained the TNT brand name and TNT Post agreed to rebrand by the end of 2014.
Sutcliffe Reynolds Fitzgerald managing and creative director John Sutcliffe says the consultancy has worked with TNT for 25 years and won the work on the strength of this.
Sutcliffe says that Whistl wanted its new brand to be “much more human, friendly and consumer facing”.
Whistl is already rolling out an expansion plan increasing its “end-to-end” delivery service, which it says means more postman on the streets making domestic deliveries as the company shifts its focus from a pure business-to-business service.
Whistl hopes to increase staff levels from 3,000 now to 20,000 by 2019.
“That’s why Whistl needed to be softer and more approachable”, says Sutcliffe – “There are postmen walking up people’s drives.”
Senior designer Simon Grigg says that the name Whistl is musical and evokes “a posty’s whistle”. The identity is based on the Tondo typeface and the typeface for headlines is a version of Gotham Rounded, which Grigg says works well for screen and print.
Sutcliffe says that the orange brand colour is being kept from the TNT Post brand as Whistl “wanted to keep something from the past” and because “orange fits – it’s bright, warm and human”.
Other brand and campaign elements include a 1.8m whistle built by a prop maker at Pinewood studios for Whistl ads, and the commissioning of David Morris, “the world’s top whistler”, Sutcliffe says.
In 2013, Rexona launched its new brand philosophy – Do: More – which was a call to action for people to do more of what they love, to do the activities that make them feel the most fulfilled and to live their lives to the fullest. Rexona’s role is to be an enabler, giving people the confidence to do more, because Rexona’s protection won’t let them down.
In line with Rexona’s new Do: More philosophy, the team was inspired to relaunch its annual Rexona Run. There were three challenges the team faced: 1.) How do 1DMG integrate the “Do: More” spirit into the Rexona Run 2013? 2.) How would it differentiate Rexona from all the other running events? 3.) How does it make the Rexona Run 2013 bigger and better than ever before?
Given these questions, the team arrived at the insight that running and music are two things that go together. When people run to the beat of music, they run faster, they go further and they’re more energized to DO: MORE.
So Rexona combined running and music in a multi-sensorial night run, where seasoned and leisure runners alike, party their way to the finish line. This run was called “Run To Your Beat” (RTYB), as different runners are pushed by varying types of music. Some like rock, while others like EDM. Others may even like House or Trance. RTYB was a run which energized all runners, regardless of music taste and background, to DO: MORE running and fun.
Strategy
RTYB had one goal: to become the most talked-about run of 2013. In pursuit of this, 1DMG had to do two things: create massive hype about Rexona throwing the loudest run of the year; and give runners an awesome running experience.
Phase 1:
Create Massive Hype TV Seeding: The RTYB TVC simulated the unique running experience and featured Coach Rio Dela Cruz – the face of Filipino running, and Bianca Gonzales, Rexona’s Do: More Ambassador. The TVC was aired with 2,500 TARPS in eight weeks.
Radio Discussions: The RTYB commercial aired in 19 stations. 120 radio discussions were seeded over 10 of the top radio shows. DJs created anticipation of the unique running experience and encouraged people to join the run.
Digital Excitement: Awareness was driven by banner ads across Facebook, Google and targeted running sites. Excitement was sparked on Twitter and continued with discussions in Facebook and Instagram. Running communities and influencers were targeted to invite people to the run.
Print & OOH Reach: Ads were placed in the top broadsheets and glossies. In OOH, Static, LED, & LCD ads were placed in the five biggest cities in Metro Manila, which yielded over two million unique hits.
Phase 2:
Provide An Awesome Experience The Running Authority: Rexona Coordinated with Runrio, the country’s best run organisder, to ensure that RTYB covered the best routes, and provided top grade safety. Running experts surveyed the area, and secured all essentials.
The Music Authority: Only the best DJs and bands performed at RTYB. These artists energized and motivated runners to run their best runs, while having fun.
The Multi-Sensorial Experience: Aside from the best music, RTYB also had to secure the best visuals in order to supply the experience it promised. As such, neon tunnels, light dancers, and other breath-taking visual elements were installed.
Execution
Fireworks signalled the first gun start at 3:00 AM, after which runners were treated to a plethora of visual and auditory experiences: live musical performances, enigmatic fist-pumping DJ sets, a spectrum of lights; and even the much talked-about 160-feet long neon tunnel. As runners, in their brightly coloured race kits, hit the pavement, performances by only the country’s best music artists accompanied them. Delta Street, Sandwich, The Diegos, DJ Marc Marasigan, Deuce Manila and DJ Nina immersed the runners in their energizing beats until the 10 km mark. Funk Avy and DJ Khai pushed runners with their vitalising sets through to the 21 km mark.
Stilt walkers, neon poi dancers, light dancers, and neon jugglers surprised all runners as they approached each stage. Even the water stations were filled with neon lights. Topping the non-stop music festivities were three of the biggest names in Filipino music: Rico Blanco, Elmo Magalona and DJ Mars Miranda, who greeted all runners at the finish line. Amidst the party at the end of the run, a same-day edit video was shown detailing the dazzling events of the event, further pumping participants up to party—even after having covered their specific running distances. The Rexona Run to Your Beat was the first run in the Philippines to culminate with a rocking neon street party at the finish line.
Results
The results of Run To Your Beat exceeded expectations. Run To Your Beat is the biggest Rexona Run to date, with 12,145 (21% above target) registrants. Running kits were sold out three weeks prior to the event; thus making Run To Your Beat the first Rexona Run to be sold out.
On YouTube, the RTYB TVC reached 2.2 million views, leading up to the event– one of the most viewed TV ads online by Unilever Philippines for 2013. On Twitter, it trended non-stop nationwide, and in all the major cities in the Philippines. This went on even after the run ended.
Rexona garnered a total of 16,708 mentions on Twitter and Instagram alone. That’s 5,000 more mentions than that of Masskara 2013, which is one of the biggest festivals in the country. The brand was able to reach 26,857,871 unique individuals online. Total digital impressions peaked at 247,608,027 with a 53% paid to 47% organic split. All KPIs exceeded.
In summary, Run To Your Beat became the loudest and most talked about run in 2013, and Rexona succeeded in its pursuit of energizing and inspiring Filipinos to DO: MORE.
There’s no such thing as bad publicity. Or is there? With a following of over 2.1 million Super Fans, KFC Arabia is the region’s largest quick service restaurant brand on social media. It generates conversations across all platforms, mainly among young Arab men. But what happens when negative chatter pops up around the brand? KFC was about to launch a new campaign endorsed by famed footballer Cristiano Ronaldo. But just prior to the launch, the KFC brand seemed to be experiencing quite a bit of negative online buzz. Although KFC had full control over the assets it owned, there was little it could do elsewhere. Initiative needed to find a way to deviate all the negative conversation around KFC and protect its investment behind the upcoming Ronaldo campaign. After analysing sales and delivery trends, the agency noted a dramatic increase of group and family meals whenever a football game was televised. The upcoming ‘Clasico’ match would be among the most viewed and talked about games of the season. If KFC played its cards right, it was something that it could use to its advantage. The objectives were to: - Turn negative online social conversation into positive engagements - Increase overall brand sentiment - Increase social media engagement on KFC owned platforms such as Facebook, Twitter, and YouTube
By doing so, KFC expected to see an uplift in store footfall and deliveries on game day and continue on once the Ronaldo campaign was in effect.
Strategy
There is nothing quite like a major sports rivalry! Think Borg vs. McEnroe, Prost vs. Senna, Tyson vs. Holyfield. A little healthy competition makes for great fodder for any brand. Add a little controversy, and you’ve scored big time.
Football is the biggest and most popular sport in the region, and KFC Arabia has associated itself with leading football legends since 2010. Three years ago, when KFC signed on Lionel Messi, it saw loads of buzz erupt in the social sphere, making light-hearted fun of KFC’s partnership with the FC Barcelona player. Fans created jokes, memes and other visual materials that quickly went viral throughout the region. Engagement levels on KFC Arabia’s Facebook page also showed an all-time high every time KFC posted about a ‘Clasico’ match – or any football related topic really – from fans mocking the other side or cheering on their respective team. History proves that rivalry is a great platform for fan interaction. And even though KFC had quite a few legends attached to the brand previously, it decided to approach ‘rivalry’ from a brand new perspective. Leveraging the region’s love for football, KFC wanted to be bold, and fuel conversations that build upon the rivalry of Cristiano Ronaldo fans versus Lionel Messi fans. KFC’s plan was simple: A little audacity and a whole lot of fan interaction. KFC knew that KFC Arabia’s partnership with Cristiano Ronaldo would trigger tons of instant reactions from his fans and Messi fans alike. And the brand was ready to make its move.
Execution
Blog Talk: Knowing that home deliveries spike on game days, KFC secretly released KFC buckets with Ronaldo’s image during an FC Barcelona match. This would surely cause a stir, especially among Messi fans. As it turned out, FC Barcelona lost quite badly, and fans were taunted with Ronaldo’s face staring up at them. With the help of bloggers, KFC used this incident to launch a social media frenzy! Social Media Soiree: Once the campaign was released, it was game on. The action became the perfect opportunity for KFC to join the conversation, leveraging content that would now become even more relevant. Sc Augmented Reality Happenings: The rivalry continued as KFC released an augmented reality mobile app where fans could take a realistic photo of themselves standing next to Ronaldo in their own surroundings. Ronaldo fans used it to brag, with photos together with him in their living rooms, backyards, or offices. While Messi fans mocked them, posing with Ronaldo next to garbage dumps or toilets. KFC fuelled the fire by seeding exciting football content to stir the Ronaldo vs. Messi fan rivalry and was front and centre creating brand association with every user generated photo, meme or tweet.
ores of fans posted on social media, commenting on the new endorsement, spreading the news like wildfire with posts, jokes, photos and memes. Ronaldo fans mocked Messi for being replaced by Ronaldo, with depictions of Messi working in a KFC kitchen. And Messi fans retaliated with their own jokes and memes.
Results
Online interactions were through the roof! Social media conversation increased by 137% during the campaign and brand sentiment was up 20%. The Ronaldo photo initiative generated over 65,000 shares in only 45 days, and countless other shares that KFC are unable to track (e.g., Whatsapp, SMS, email, etc.)
Despite 30 years of major sponsorships, McDonald’s is still not perceived to be an entirely ‘appropriate’ sponsor of the FIFA World Cup. The brand had to find a positioning which stayed true to the brand with its core values of fun and entertainment, but also brought its global sponsorship of the FIFA World Cup 2014, to life.
Unfortunately for McDonald’s, lacking appropriateness during the most cluttered time for brands, also meant simple
association with the event was a challenge. It was spending millions of dollars sponsoring events which people did not know it sponsored, or why it sponsored them. McDonald’s had to find a way to compete with the daily communication from the sponsors who were viewed as being ‘appropriate’, in a credible and fun way.
To do this, McDonald’s had to move away from talking about “Passion” or “The Fans”, and find its own space in sport. The final hurdle was to drive footfall to McDonald’s during the tournament period. To meet this challenge, McDonald’s changed its Fry Boxes Globally, for the first time. It created 12 country designs from famous designers across the world. It was OMD’s challenge to hero these new designs and ensure they would make an impact outside of the restaurant, whilst also making them appealing enough to get people to visit the restaurant.
In short, OMD had to create content which credibly associated McDonald’s with the FIFA World Cup before the tournament and redefine its sports sponsorship positioning… whilst selling products globally.
Strategy
To improve McDonald’s perceived appropriateness it had to become more relevant to sports fans. However, this couldn’t be done with a traditional McDonald’s campaign: research from previous tournaments showed that talking about McDonald’s World Cup association generically did not cut through the clutter. The brand had to associate itself with the most relevant World Cup moments at the most relevant time: ‘authentic in real-time’ became McDonald’s new FIFA strategy.
OMD created FryFutbol. In the lead-up to the tournament McDonald’s would recreate famous World Cup moments and 2014 plays using their famous fries. The strategy needed to be flexible and quick enough to make an impact every day, with scale; however, the relevance of a sporting moment differs by country, so this flexible strategy ensured the agency could create neutral content when necessary, speak to its audience in a locally relevant tone and up-weight media activity based on each country’s view of the moment.
A team was available 24/7 to create high quality content throughout the tournament that was, crucially, exclusively ownable by McDonald’s. Pre-tournament videos were created after extensive research into the three most iconic moments relevant across every European market and it launched heavily with these moments just as excitement for the World Cup reached fever pitch.
McDonald’s also needed to be in people’s News Feed the day after a match as they were catching up on the action and commentary, otherwise the relevance of the content would diminish rapidly. It was this dynamic, fun strategy which would readdress McDonald’s association with the World Cup.
The content also drove people in-store by allowing them to interact with football content in restaurants – it provided them with something fun to do so that they wouldn’t want to leave and thought of McDonald’s as a great place to be during the World Cup.
Execution
FryFutbol recreated iconic moments in the build up to the World Cup and then recreated the major moments of every day’s play during the World Cup, all in an entertaining Fry World.
In all, McDonald’s used 10,000 fries as supporters and players, 10 hand puppeteers and more than 1,000 Fry props to create the videos. All of this helped to create 30 FryFutbol videos depicting famous and current football moments. All videos were distributed and optimised by market. This meant no support for videos depicting moments which were ‘against’ a given country, whilst up-weighting strong moments.
The strategy was played out to perfection across the World’s Facebook News Feeds, YouTube mastheads, Sports websites and blogs across Europe. Everyone was checking to see the FryFutbol action, before they wanted to see the real-life highlights!
This was the first time Facebook had created content for a partner, the first time the media agency had created content for all Global McDonald’s markets and the first time McDonald’s had activated one consistent campaign with video content, across the world.
OMD also had to ensure that everything linked back to new Fry Boxes in-store. Therefore, McDonald’s created an augmented reality app which interacted with all 1.2 billion new boxes and allowed users to create trickshots using obstacles in-store e.g. their drinks carton. These were featured in the FryFutbol videos. For the first time, it created a reason for McDonald’s to be associated with the World Cup and created interaction with results in-store.
Results
Over 1 billion Fry Boxes sold! This is the most sold in a comparable period, ever.
Appropriateness scores had the greatest change between pre and during the campaign (+5%), with expected post tournament scores higher than any other major sponsorship for McDonald’s (+10%).
What started as a European campaign in 39 countries, was taken in every major continent and all major McDonald’s markets. It was the campaign of ‘firsts’, and the results reflected the huge impact that this campaign had on the McDonald’s brand globally; • Leading up to the World Cup, McDonald’s had the highest ranked app in a number of markets globally - the first time it had ever done this across more than one country at any given time. • FryFutbol videos were the most viewed single piece of content for McDonald’s ever (50m+ views) • Most ‘Liked’ campaign content in McDonald’s history (+5m Likes).
Ahhh-choo…nose blocked…eyes running….head like cotton wool? A cold can stop us in our tracks and Otrivine had a compelling claim to soothe sufferers - it unblocks your nose faster than pills. But this was not translating into sales in the UK. Partly this was due to being outspent by competitor Vicks, and to its narrow promotional resources.
Novartis traditionally relied on TV and had only global TV promotional assets. Nothing was available to encourage sales closer to the point of purchase. However, the bigger challenge was attracting the attention of customers to a low interest product. Consumers rarely prepared ahead for the ‘cold and cough’ season. Instead they only thought about decongestants when they caught a chill. The task was to take a different approach to tackle the dominant player and win over hard-to-reach commuters. But how?
Strategy
Although the UK ‘cold and cough’ season runs from November to March, outbreaks are more likely to occur when the temperature drops below a critical level and when people are in close proximity to each other. When a cold strikes, sufferers swiftly look for a quick and easy solution to cure their cold - but only once the symptoms start. This sparked the strategy. The brand would capitalise on the correlation of cold weather and cold symptoms and reach individuals when their need, and interest, were highest.
It created the first ever temperature dependent media solution that was both agile and mobile: agile to react to outbreaks of colds when the temperature dropped below five degrees; and mobile to catch the commuter audience on the move when they had an increased chance of catching a cold - and the opportunity to buy a cure.
Execution
Otrivine took over key train and underground stations in London, delivering the brand message directly to acommuter audience. Digital screens throughout mainline stations displayed creative, cleverly adapted from our existing TVCs. And they reinforced Otrivine’s power to unblock noses via ticket gates that illustrated ‘unblocking’ as commuters passed through them. Whether they were on escalators, the concourse or platforms, the messaging could not be missed!
By targeting the morning commute, it was able to be part of typical morning conversations: “How are you this morning”? To turn awareness into instant sales, they used real-time ‘WEVE’ geo-fencing temperature sensitive mobile technology to target commuters when they were a short distance from a store selling Otrivine. Consumers received an SMS message that highlighted the benefits of Otrivine’s powerful relief and directed them to the closest Boots or Tesco store, where they could immediately purchase with ease.
Results
Sales jumped 16% year on year and awareness of Otrivine and its faster unblocking message increased 38% amongst those exposed to the initiative. Crucially, those who saw the campaign were four times more likely to purchase Otrivine. The innovative temperature reactive mobile activity reached more than 150,000 people - all in close proximity to partner stores; and strengthened a relationship with these key partners.
The creative approach has been recognised as a best practice within Novartis. The strategy is now being rolled-out in the US, Germany and Sweden. It has also changed the company’s approach to developing global promotional assets. Now, instead of just TV, it is designing across all screens.
Otrivine Brand Manager Pamela Chan, said: “It was a media breakthrough to be ‘mobile’ for Otrivine. We loved the flexibility and engagement allowing us to reach our target customer at the right location and right temperature!” Results not to be sniffed at!
For Intel, its 18 to 34-year old target audience comprises of major technology consumers. However Intel is an enabling ingredient - it’s the unseen bit inside - and so doesn’t significantly influence their purchase decisions. OMD needed to show the potential Intel had to enrich their lifestyle and passions.
The agency knew that Intel’s audience (like most consumers) love sport and music. Not hugely ground-breaking insights, true, but what it also discovered through further digging was the audiences’ passion for testing the limits and exploring what is possible with their technical devices.
This empowering consumer insight gave OMD permission, in tandem with its new communication strategy of “Look Inside” to shift the focus from “showing what Intel make” to “showing what Intel makes possible” – bringing a new richness around the activities the audiences love – music, sport, fashion and the outdoors.
The second media insight was that The Feed is dying a slow death. With Facebook and Twitter at an average engagement rate of 1%, down from 16% last year, anyone who publishes or reads content on Facebook and Twitter has a cluttered and less engaging experience. What does this mean for brands like Intel who have invested heavily, for many years, in this form of publishing and in content creation yet feels let down by The Feed?
Strategy
Working in collaboration with OMD’s sport and entertainment marketing division and partner creative agencies, social analysis identified pioneering influential individuals within the music, sport, fashion and outdoor areas, and negotiated ground-breaking collaborations. The agency invited these Influencers to explore exciting collaborations with Intel’s engineers, providing them with the support and technology to create products that push the creative boundaries.
The first collaboration launched in early 2013 with fashion designer Christian Joy who created her ‘super guitar-licks rock star jacket’ – a wearable tech light-show that responds to the guitarist’s pedal. The programme has since developed to include influencers such as singer-songwriter Imogen Heap who worked with Intel to invent a running app in which the music keeps pace with the runner’s speed, drawing in ambient sound from the runner’s environment; and Olympic & World triathlon champions, the Brownlee brothers who with the help of Ultrabook and Intel engineers, ‘gamified’ their repetitive training routine, enabling them to race against a virtual, hybrid Super Brownlee.
Each influencer has added something unique making the programme bigger and better, culminating with our biggest influencer to date – Ben Saunders who attempted to cover the longest unsupported polar expedition in history – which launched in October 2013 across 13 EMEA markets. Ben worked with Intel engineers to ensure his Ultrabook functioned at minus 50 degrees centigrade to help him communicate with the outside world from the middle of nowhere.
The campaign was extended to Intel.com, with a dedicated hub documenting the progress of each Influencer through video, images and other content. For the media insight, OMD recognised the gap in engagement and sought to find better content partners that could distribute this extraordinary content via a new network of native content partners to reach, engage, and drive consumers to sale.
Execution
The paid media strategy was simple but dogged: The right content. The right place. The right audience. If it could do this with low levels of paid media, earned media would grow exponentially, so OMD focused on three objectives – engaging advocates; converting interest and creating buzz.
As a result, the planning execution was bespoke to each collaboration – each plan tailored to build on the passion points and the existing equity each Influencer already had, carefully crafting media to allow the paid media to drive further organic growth by embedding it within the social environments both they and the target audience inhabit.
For all campaigns Intel used Facebook, but targeted the passion verticals as well as existing fans. For Christian Joy it targeted Fashion and Technology verticals; for Imogen Heap it targeted Music and Technology verticals; for Brownlee Brothers it targeted Sports and Technology and for Ben Saunders targeted Outdoor activities and Technology.
Intel also used additional channels and media owners specific to their vertical. For Christian Joy it worked with eBuzzing to excite and engage fashion bloggers; for Imogen Heap it worked with Spotify to target listeners through banner advertising; for Brownlee Brothers it used Promoted Tweets and utilised OMD’s RTB tool, targeting sports fans to build a cost efficient long tail hosting content; and for Ben Saunders it partnered with Discovery Channel to share campaign content to an engaged tech influencer audience. Finally the agency worked with Buzzfeed to create bespoke posts and editorial series “#Mindblowing facts” – a media first.
Results
The success in using low levels of paid media to catalyse earned media has seen strong results across the 13 markets, delivering a truly geo-wide campaign delivering against all campaign objectives. • In one month Buzzfeed delivered 87k engagements (page views), 18k social engagements achieving a 1.3X Social Lift – for every 10 people who saw the content from paid media, an additional three people saw the content as a result of sharing. That's equivalent to 30% earned media • Facebook delivered over 400m impressions - 21% of which were earned impressions • 55% of the 1m YouTube videos were earned views • The Intel.com Shop page, where laptops are bought from, recorded an increase in purchase engagement rate from 25% to 40% and 74,000 visits were driven to Intel.com from Facebook • Over 1.7M actions have been generated (shares,likes, retweets and comments) • Over 120,000 new Facebook fans and Twitter followers were acquired organically, creating a 1:3 ratio of earned media to paid media overall.
The past year has been a chance for Intel’s social fans to inspire and be inspired by what is ‘inside’ Intel’s products, and to add to Intel’s ever-growing image as a company that innovates and makes new things possible.
Sutcliffe says that Whistl wanted its new brand to be “much more human, friendly and consumer facing”.
“That’s why Whistl needed to be softer and more approachable”, says Sutcliffe – “There are postmen walking up people’s drives.”
Other brand and campaign elements include a 1.8m whistle built by a prop maker at Pinewood studios for Whistl ads, and the commissioning of David Morris, “the world’s top whistler”, Sutcliffe says. 
Radio Discussions: The RTYB commercial aired in 19 stations. 120 radio discussions were seeded over 10 of the top radio shows. DJs created anticipation of the unique running experience and encouraged people to join the run.
The Music Authority: Only the best DJs and bands performed at RTYB. These artists energized and motivated runners to run their best runs, while having fun.
To do this, McDonald’s had to move away from talking about “Passion” or “The Fans”, and find its own space in sport. The final hurdle was to drive footfall to McDonald’s during the tournament period. To meet this challenge, McDonald’s changed its Fry Boxes Globally, for the first time. It created 12 country designs from famous designers across the world. It was OMD’s challenge to hero these new designs and ensure they would make an impact outside of the restaurant, whilst also making them appealing enough to get people to visit the restaurant.
McDonald’s also needed to be in people’s News Feed the day after a match as they were catching up on the action and commentary, otherwise the relevance of the content would diminish rapidly. It was this dynamic, fun strategy which would readdress McDonald’s association with the World Cup. 
Otrivine took over key train and underground stations in London, delivering the brand message directly to acommuter audience. Digital screens throughout mainline stations displayed creative, cleverly adapted from our existing TVCs. And they reinforced Otrivine’s power to unblock noses via ticket gates that illustrated ‘unblocking’ as commuters passed through them. Whether they were on escalators, the concourse or platforms, the messaging could not be missed!
The creative approach has been recognised as a best practice within Novartis. The strategy is now being rolled-out in the US, Germany and Sweden. It has also changed the company’s approach to developing global promotional assets. Now, instead of just TV, it is designing across all screens.
For all campaigns Intel used Facebook, but targeted the passion verticals as well as existing fans. For Christian Joy it targeted Fashion and Technology verticals; for Imogen Heap it targeted Music and Technology verticals; for Brownlee Brothers it targeted Sports and Technology and for Ben Saunders targeted Outdoor activities and Technology.
The success in using low levels of paid media to catalyse earned media has seen strong results across the 13 markets, delivering a truly geo-wide campaign delivering against all campaign objectives.
