Ahlgrens bilar | Fruit Hatchback - The All-New (Edible) Swedish Car

Insight

Established candy and confectionary brands have a stranglehold on the Swedish market and new brands, even from traditional candy makers, have a tough time entering the market. Ahlgrens bilar (“Ahlgren’s cars”) is one of Sweden’s oldest candy brands and built alongside the strong connection that Swedes have with automobiles. Its newest candy is called The Fruit Hatchback but was faced with intense competition and increased price pressure from the recent market recession, making the goal of standing out from the crowd even tougher.

Starcom MediaVest's task was to create a pre-launch campaign that garnered enough interest to gain the new flavour a foothold in the stores and make it competitive in the fiercely contested and traditionally conservative Swedish candy market. Swedes like to stick with what they know, and while they know cars, they don’t know what a Fruit Hatchback is. The challenge was how to create buzz and involvement around a low interest product with a very limited budget – SEK 1,000,000 ($156,000) including production costs.

Strategy

Generations of Swedes have taken great pride in the fact that a small country like Sweden has produced two world-class car manufacturers: Saab and Volvo. But with the former bankrupt and the latter sold to China, the national automotive ego had taken a bit of a battering in the 2000s. Not only that but gearheads’ favorite program, “Trafikmagasinet” (“Traffic Magazine”; equivalent of Top Gear), went off the air as its creator, Carl-Ingemar Perstad and its network faced a series of infamous legal and budget woes.

With Swede’s automobile pride at its lowest point, Starcom wondered if it could give them a little bit of good news and excitement. Starcom knew it couldn’t market Fruit Hatchback as just another new flavor of a well-known sweet. Which got them thinking… What if it could inject some good news (and humour) into the Swede’s dismal automotive sector, by introducing a new Swedish car! It wanted to sell the Fruit Hatchback, not as a candy, but as a new, “real” car.

Execution 

When “Trafikmagasinet” went off the air, its finale was so abrupt that fans received no closure and created a cult following that only grew as time went by. The idea was to bring the format, the host and the passion back to Swedish consumers by launching the updated “Bilmagasinet” (the Car Magazine) and have Mr. Perstad “leak” the news of a new Swedish car – The Fruit Hatchback.

As the first of four shows aired on YouTube, the speculation from Twitter and blogs like automotorsport.se and vk.se immediately started as to what this new vehicle could be. Simultaneously they recruited “test drivers” for the new car via Facebook and even arranged for an official unveiling of the “Fruit Hatchback” at the Stockholm Lifestyle Motor Show! And finally news spread about the new Swedish car – Fruit Hatchback – on digital screens in all central stations in Sweden.

Results 

The car magazine topped the ‘Unruly Viral Chart Sweden’ in February 2013 and got 524,000 views on YouTube – remarkable for a country as small as Sweden. The limited test driver spots (10,000) were quickly booked with each driver rewarded with a sample bag.

As the fourth part of “Bilmagasinet” aired, and the cat was out of the bag, Ahlgrens bilar’s Facebook page became one of Sweden’s fastest growing, with a fan base growth of 65%. As the campaign culminated, Ahlgrens bilar became the most talked about fast moving consumable brand on Swedish Facebook and achieved a “talking about this” percentage of an astonishing 31% - a great measure of how deeply involved people became in the campaign.

The true success of this campaign however was shown when the subsequent store introduction surpassed any previous Ahlgrens introduction. Fruit Hatchback has become the third most popular candy in Swedish service stores and has taken the number six spot in grocery stores.

BRAND:

Ahlgrens bilar

CATEGORY:

Confectionery/Snacks

REGION:

Sweden

DATE:

January - February 2013

AGENCY:

Starcom Mediavest

MEDIA CHANNEL:

Digital,Events,Online

Coca Cola| the “Land of Smiles”

Insight

The soft drinks market is fiercely competitive in Thailand.  Coke was a stagnant number two at 24%, well behind Pepsi which was at 40%.  In addition, a newcomer “Big Cola” has managed to grab 10% in just 5 years, growing faster than Coke. Coke was not even on top of mind amongst core target drinkers and consumer relevancy was on the wane.

To add insult to injury, Coke sales were heavily affected at the end of 2011 from some of the worst floods in Thailand’s history, isolating two thirds of the population and submerging buildings and factories under water. Bangkok was paralyzed and Coke ran out of stock as manufacturing was brought to a halt.  70 million Thais were plunged into crisis.

Right after the crisis, Coke’s biggest selling opportunity is to provide refreshment during the hot, dry summers in Thailand. The global communication platform of Coke is “Happiness” which is localized as “Summer Fun” during peak sales season.  However, given that the country is just recovering from one of the worst floods in recent history, “Summer Fun” was terribly inappropriate. We had to find a new way to connect Coke with its consumers to revitalize its brand image and sales.

Strategy

Thailand is known, for good reason, as the “Land of Smiles” but these floods in Thailand just added to the many crises the country has had to endure in recent years and pushed the nation to the edge. Thais became overly cautious about the future.  For the national psyche, the floods really were a watershed.

Although only two-thirds of Thais were directly affected by the floods, everyone was emotionally affected such that Thailand’s Gross Domestic Happiness plunged almost 10% to its lowest point yet after the floods in January 2012.
For more than 65 years, Coke has been the ambassador of “Happiness” in Thailand so we wanted to bring Smiles back to the Land and give Thai people a boost to their confidence, taking the lead in moving the country forward again.

As the crisis unfolded, millions of people were relying heavily on TV and the internet to get minute-by-minute updates both from official news outlets and social media. News spread far and wide across the country, increasing the ratings by 16% for news programs on TV.  Digital media became the real time crisis center. We noticed that during the first day when the floods hit, the number of twitter messages soared to 3.3 million tweets, the highest tweets ever in a day for Thailand. 

Media was oversaturated by news of the disaster, adding to gloomy mood of the country.  Thus, to reverse the tide of bad news, we needed to inject as many positive stories & messages to uplift the country’s mood.  Coke initiated the “Million Reasons to Believe in Thailand” campaign, aimed at recharging the people’s confidence in these difficult times.  We encouraged all Thais to become our happiness ambassadors by sharing encouraging messages and good news to their countrymen directly affected by this disaster.

Execution

Initiative set up the first and largest 4D interactive illumination display, integrating light, sound, animation and effects on one of the tallest buildings in the heart of Bangkok to serve as a beacon of hope that could be seen across the entire city.  Consumers were invited to send their stories how they overcame their personal tragedy and send encouraging messages that appeared on the building in real time.

National pride picked up.  Everyone felt a sense of belonging as they shared their stories and messages on social network sites, becoming an online phenomenon.  A total of 137 million engagements transpired over the Coke Facebook page, which became the central storage of happiness stories.

The trend to replace bad news with stories of hope attracted mass attention that was further reinforced into a partnership with evening news programs on the 2 biggest TV stations, top national cable TV and radio channels by making daily good news into a permanent feature on their news programs.

At the end of the campaign period, the Hall of Happiness was built, an exhibit in the Digital Gateway Mall whose roof was wrapped to resemble the iconic Coke bottle, essentially creating the biggest Coke bottle on the planet.  The exhibit featured every message shared by every Thai on the Facebook page and previously flashed on the giant display to show the world that Thailand has never been stronger and ready to move forward via a giant Coke bottle filled with “millions of happiness stories.”

Results

- More than 1 million Thais shared their happiness through the campaign
- 137 million engagements with the campaign through Coke and social network sites
- Awareness of the “Million Reasons to Believe in Thailand” reached 92% of Thais
- Even as Thailand GDP stands at a minus 4.2%, Coke sales hit an all-time high of 29 million unit cases sold for the month of March 2012
- Coke market share increased from 24% to 30% through this social relevance campaign, narrowing the gap against Pepsi whose market share dropped from 40% to 32%

At the end, there are so many reasons to believe that Thailand is a country of opportunity, creativity and prosperity. There are no prizes to be won for participating in this campaign just simply the well-wishing messages coming from the heart of every Thai. 

As the happiness ambassador, Coke's utmost achievement is to proudly say it made “Thailand, The Land of Smile” once again. (Thailand’s Gross Domestic Happiness went up from 66% to 75% at the end of the campaign – ABAC POLL)

BRAND:

Coca Cola

CATEGORIES:

Drinks (non-alcoholic)

FMCG

REGION:

Thailand

DATE:

March - May 2012

AGENCY:

Initiative Thailand

MEDIA CHANNEL:

Experiential,Out-of-Home

Insight

Zest, a P&G body soap product, wanted to connect with consumers in an innovative and never-done-before way, to let them know that Zest was a body soap that was truly magical beyond its core benefits of only providing cleanliness and freshness. Thanks to previous campaigns, consumers understood the benefits of the product but lacked an emotional reason to use Zest.

Starcom decided to appeal to people’s inner unfulfilled dreams with a content platform that allowed themselves to reveal their deepest desires.  And what better place to transform and really show what’s under their skin than: The Shower.

With “Descubre lo que hay bajo tu piel con Zest” (Discover what is under your skin with Zest,) the agency re-created those private moments where people unveiled their inner desires.

Strategy

For the most part, advertising messages about soap product are always about “beauty, cleanliness, or being refreshed.” These messages are repetitive and only address the functional benefits of the brand, not the emotional rewards for the consumer. Although consumers want to feel clean, showering had become a much-needed ritual where a lot of unique and strange things happened – more than just singing a favourite song.

From Starcom’s research, they discovered that the shower was a place where secrets came alive, like a confession booth. It had become a sanctuary where people relive their desires, dreams, fears and unfulfilled business. So by capturing those moments, Zest reminded consumers that in the shower, it was always there to listen to their stories – no matter how zany.

Shower Stories lie at the intersection where the product meets the consumer at its most vulnerable moment, encouraging emotional transformation. These stories lay a foundation for developing a content strategy that is tangible, relatable, immersive, memorable and emotional for the consumer.

Execution

Shower Stories was an original production of six episodes aired on national TV. The agency also created the Zest YouTube-branded channel to reach more people for social impact and measurement. The stories were innovative because they were based on the idea that people let go of their inhibitions and reflect on their inner desires in the shower.  While Zest “uncovers what’s under your skin,” it also lets you discover your heart.

After the first segment aired on YouTube, Zest received an unprecedented amount of stories from people telling them what they did when they were in the shower. Some of the real-life stories were racy, others were just plain funny, but the all of them included the soap as their only companion, their key audience during the shower.

The agency also took the concept to retail. At stores where people bought Zest, mock shower booths were installed, with a microphone, shower cap, towels, hair wigs and other shower-related props. Everyone, including kids, adults, young adults, all where suddenly interested in reliving their own shower stories. They took a bath in the in-store mock-shower, in front of everyone, just to get their picture taken and later share with friends and families.

Suddenly the branded-channel called attention with more than a million views. Zest decided to open the conversation directly with their audience to maximize the viewing experience. The brand invited people to take a shower with Zest to uncover what is under their skin and share it with the world – people shared their amazing stories on YouTube - and because they were water-conscious, they asked that showers were limited to one minute.

Results

The agency created a content platform to remind them that it was okay to dream big or overcome their fears, even if just for one minute.  The stories were not only engaging but viral in nature as people ran with the desire to create their own stories via video uploads, revealing their dreams to their friends or to the world.  The relevancy of this content opened doors for Paid, Owned and Earned Media to garner unprecedented results.

“Shower Stories” validated the effectiveness of communicating a simple yet meaningful brand message, one that’s driven by content and community engagement. Sharing can reinvigorate a brand even in the face of fierce competition and familiar product features.

If the campaign provided at least 1 million people with a refreshing smile or moment of reflection, then the project was a success. Zest’s YouTube channel has earned 2.4 million unique views to date and built a community who shares real-life confessions and heartfelt messages. Fans surprised and delighted the brand with tales of running away from office life or showering in their clothes.

Of course, it doesn’t hurt to move the bottom line. Since the start of the campaign, Zest’s sales have increased by 23%.

This campaign was awarded 'Best Use of Content' at The Festival of Media LatAm Awards 2013.

BRAND:

Zest

BRAND OWNER:

Procter & Gamble

CATEGORY:

Toiletries/Cosmetics

REGION:

Mexico

DATE:

October - December 2012

AGENCIES:

Starcom Mediavest

Publicis

MEDIA CHANNEL:

Experiential,Digital,Events,Online,Out-of-Home

KFC Add Hope | The Journey of Hope

Idea

Today, there are millions of children around the world that don’t having their basic needs met, thousands of them in South Africa. Through no fault of their own, children are hungry - for love, security, education, food.

In 2009 KFC recognised this, and put into action the initiative now known as Add Hope. KFC Add Hope is an in-store mechanic that gives customers an opportunity to donate ZAR2 towards feeding hungry children. It’s a way to show the world that big brands can be about more than the bottom line. It’s a way to show that multi-national organisations are capable of capturing and mobilising the spirit of giving, the spirit of sharing, the spirit of truly affecting change in the societies where they function.

In 2011 the brand put in a mammoth effort and raised ZRR9.6 million. Every cent of which went directly into filling empty tummies.

In 2012 KFC commissioned adventurer Riaan Manser, to do the Journey of Hope: a 4100km expedition around the country. In just two months, Riaan cycled the word “hope” across the South African map on half the calories he needed. He would stop in at charities along the way, inspiring children and showing the public the difference a single meal could make, if only they just Added Hope.

And they did. Last year KFC raised R12.6 million. This means that 40 000 children have food every month because of the brand’s commitment to change the world in which it operates.

Production

The nature of the Journey of Hope was fast paced. MediaEdge had to film as Riaan Manser was cycling because the schedule did not allow them to re-shoot anything. From the date he started the Journey of Hope (14-09-2012), he had to cycle 130km’s, every day to arrive at the final destination and event on time (02-11-2012). From the 14-09-2012, when the Journey of Hope started, MediaEdge had 12 television deadlines. Meaning they needed to film, edit, grade, mix and telestream to the broadcaster: 1 episode and 1 promo per week for the following 6 weeks.

The on the road Production team consisted of a Production Manager and Production Coordinator. The DOP had a camera assistant. The Producer and Director would join at each charity. The entire Journey of Hope was filmed using 3 Canon DSLR cameras and various lenses to capture Riaan Manser’s struggle and the beautiful South African landscape. MediaEdge opted for the DSLR cameras due to their fantastic image quality, the interchangeable lenses and their compact size.

The Director and DOP were selected for their incredible vision, experience and delivery of quality under extreme pressure. The episodes were edited on FCP and colouring was done by a professional telecine company. The audio of each episode was given the attention of a TVC. Each episode underwent 4 phases of approvals, spread across agency, client and broadcaster. All in 7 days.

Brand fit

KFC is a QSR and the idea sparked for them. KFC believed that their central business - feeding people - could also be the point of contact where they could make an impact to make the world a better place.

The Journey of Hope TV series brought the work that they do to alleviate the hunger of South Africa’s underprivileged and forgotten children to life. MediaEdge highlighted the scale, scope and reach of their effort by creating an epic solo cycling expedition that literally spelt the word ‘hope’ across the country. The agency showed the devastating impact of malnutrition by only providing Riaan Manser, the celebrity explorer, with half the calories his body needed to sustain his effort. Lastly, they brought the impact of a ZAR2 donation, the amount of money KFC requires to provide a meal to a starving child, to life by showing the stores of hope that have sprouted from the work that Add Hope has done over the past couple of years.

Results

Engagement:

TV Viewership: 1.2mil

Online views: 5787

581 people participated in a total of 1831 conversations about the campaign.

There were 4.45mil opportunities to see the conversation.

The campaign generated ZAR7 mil worth of earned media at an ROI of 1:34.

ZAR12 mil worth’s donations were collected in 2012 – which translates to 6mil meals in 2013. An increase of 33% from 2011

BRAND:

KFC Add Hope

BRAND OWNER:

KFC

CATEGORY:

Food

REGION:

South Africa

DATE:

October - November 2012

AGENCY:

YUM

MEDIA CHANNEL:

Digital,TV

NSW Health | Creating A Media Channel To Fight Hepatitis C

Insight

Hepatitis C is often misunderstood as only a concern for “junkies”, and those who associate with dirty needles. A key audience that had a misconception around hepatitis C was 18-24 year olds. In fact only 5% saw themselves at any risk.  (Source: TNS for NSW Government)

This demonstrated a problem, how can you hope to make a message stick with a famously hard-to-reach group when the message is about something they feel is someone else’s problem? A big budget awareness campaign targeting all of the 18-24 year olds in NSW wasn’t an option; the budget was just $200k. Mediacom had to be clever with the money by closely relating the message to occasions where Hep C is contracted. This was the key task.

The agency needed to understand the times and places that young people were most at risk of contracting Hepatitis C. Research showed that an important setting for risk was parties, where people who were not regular drug users got caught up in the heat of the moment and ended up sharing a needle when recreational drug use escalated, as the party evolved.

It was clear that as a party developed they started making decisions based on different parameters.  This lead us to a clear insight: Decisions that increase the risk of hepatitis C are made in the heat-of-the-moment, not when in a cold, considered state.

Strategy

Enter The Party. Delivering the Hepatitis C message in the most impactful way meant doing it when they were in a heat-of-the-moment mindset.  You can’t buy media at parties so the question was, how would the agency get people into a drug-sampling-party-immersed mindset in a government media campaign? It needed to put them in harm’s way without being in harm’s way.

Mediacom achieved the heat-of-the-moment mindset in a virtual way by basing the whole campaign online. Its audience being internet hungry 18-24 year olds added further logic to this decision.

The campaign had two parts:

1. An immersive virtual party.

2. Online media and messaging inviting and tempting the audience to the party.

With a spend of just $200k the agency single-mindedly approached just one media partner, Mi9, to deliver the most added value. This media inventory and advertorials all pushed to the main part of the campaign; an interactive party experience that we created at entertheparty.com.au.

Execution

1. An Immersive Virtual Party: The agency created a realistic (Facebook integration so you were there with your friends), interactive (user-defined journey through the party) and appealing (styling, music and locations closely matched to real life parties), to ensure it was a party the audience wanted to go to. The results will show you that it was.

The party-goer had to make decisions that started tame- e.g. “do you want to hang with your friends in the kitchen or backyard”- and then escalated to the more risky and Hep C relevant- e.g. “do you want to get a home tattoo”, cumulating with a scene in a bedroom with the question “would you share a needle?”.  

In this heat-of-the-moment, late-stage party mindset it delivered the key message about the situations in which the viewer would personally be at risk of contracting Hepatitis C. From here the party-goer had the option to re-enter the party, explore different routes, or share the party on Facebook.

2. How to get people to the party: Earned media was key but the Mi9 partnership was used to access relevant environments such as Zoo, Celebrity Fix, Music Fix, Cleo, Cosmo, and behavioural targeting to seek out young party-goers. This consisted of banner ads that were first person, real video shots of the party, as if you were looking right through the window of the house.  They invited you to “enter the party”.

Results

Brad Kemp, Senior Marketing Officer, NSW Health, said: “We loved the agencies unique thinking in answering this brief. We are currently investigating ways to roll out this idea to a larger audience. We look forward to the agency continuing to challenge our thinking, as work such as this really does change the way we think about communications.”

The campaign was relevant to the target audience; 27% of NSW 18-24 year olds agreed with the statement “Hepatitis C is relevant to me” after the activity compared to 5% who viewed themselves as being at risk before the activity. (Source: TNS for NSW Government Campaign Evaluation; January 2013)

It reached a wide audience despite a tiny spend; 20% of NSW 18-24 year olds participating in the evaluation research recalled seeing the communication. (Source: TNS Campaign Evaluation; January 2013)

It made specific messages stick; 69% of young people exposed to the party reported being more informed of the specific factors to contracting Hep C. (Source: Millward Brown; October 2012)

It created a relevant and memorable environment; 65% said they would refer to this campaign if a friend ever suggested the idea of injecting drugs. (Source: TNS Campaign Evaluation; January 2013)

BRAND:

NSW Health

CATEGORY:

Pharmaceuticals/Healthcare

REGION:

Australia

DATE:

July - August 2013

AGENCY:

MediaCom

MEDIA CHANNEL:

Online

Björn Borg | Björn Borg Party Training

Insight

Björn Borg is Swedish for “David”.

The sportswear category is dominated with brands like Nike and Adidas, world-renowned titans of both the category and marketing. Björn Borg also makes sportswear, but it has established itself primarily for its line of underwear. Unfortunately for Björn Borg, a trend of personal training has swept through its core markets and the hype and pretentiousness behind these global giants of sportswear came along with it.

Björn Borg was set up for a David vs. Goliath clash against these sportswear makers in its own backyard, but these global giants sell performance and winning for a living and aren’t used to losing. They play a game where the odds are in their favour. But as they invaded Björn Borg’s territory, Starcom Mediavest Group wanted to show them that Björn Borg sportswear plays something different altogether.

Strategy

Choice: “Winning” or “Winning and Looking Good”.

The goal most people have when they train or work out is to look good – a trim physique and big muscles are more attractive than the alternative. They’re trying to impress others outside of the gym and while they’re at the gym as well. Having the right swag and fit of apparel is as essential as knowing the latest exercises and dietary supplements. But Björn Borg, with its heritage from sport, knows that although the clothes are essential it’s the psychology of how you feel that’s even more important.

These people have a separate goal than just trying to win, so SMG wanted to make Björn Borg sportswear stand for something else besides coming out on top and created the idea of “party training.”

Working out requires people to have free time which can also be spent enjoying oneself as well. Essentially, “Should I train or should I party?” It created true value and empowered them to do both.

Execution

What You’re Really Training For: To Party

The agency teamed up with online party and training enthusiast Ron Allen to create the world's first Party Trainer. It wanted people to realise that their real motivation for training is to look good when you go out to have fun with others.

To show its new sportswear collection in a cool way across all markets, SMG made the Björn Borg Tumblr page the hub for Party Training. It created a series of instructional videos of Ron Allen instructing people in how to Party Train — dressed in Björn Borg sportswear, of course. Tumblr even helped to re-skin the page and loved the design so much that the brand was able to editorially promote its videos on its home page.

With Björn Borg’s devoted fans ready and willing to spread the message, SMG created a way to let them create gifs of their Party Training by using LoopCam. This smart phone application captures and makes moveable images allowed fans to share their personal Party Training routine with one click to the Party Training hub. The reward? A chance to win a Party Training for a full year and a collection of the new Björn Borg sportswear.

Results

Under assault from the Goliaths of the sportswear industry, Björn Borg proved that Party Training was the way to go, with sales skyrocketing over 25% internationally.

Virally, it generated over 2.5 million views of the instructional videos and over 60,000 unique visitors to the Party Training tumblr page.

The Party Training moves have been shared more than 40,000 times on Tumblr. And, it received enormous press coverage, equal to €350,000 ($479,000) in its target communities (fitness, fashion, gay, students).

Most importantly, people are having more fun combining partying and training.

BRAND:

Björn Borg

CATEGORIES:

Accessories/Clothing/Footwear

Sport/Leisure

REGION:

Europe

DATE:

October - December 2012

AGENCY:

Starcom Mediavest

MEDIA CHANNEL:

Digital,Online

Coca Cola | Happy ID

Insight

Over the years, Coca-Cola has built the credentials to lead and talk about happiness through numerous campaigns, both international and local through multi-target communication. However, one of its more challenging targets was teens; its brand´s engagement indicators were below its expectations and it needed to impact especially in this target. 

Strategy

Coca-Cola realised that it needed to focus its communication in connecting with teens through the pillar of the brand’s strategy: happiness. It needed to inspire them with a strong message of happiness that would link them emotionally with the brand. 

Execution

Coca-Cola detected that despite Peru’s economic growth and pride, Peruvians were not happy, and this was shown in in the most basic form of expression: they were not smiling in their IDs, even when there’s no law that forbids them to.

It found an opportunity to spread happiness all across the country with a simple but significant action to make a difference: encourage Peruvians to smile in their IDs. 

Coca-Cola developed a complete IMC support plan for this Campaign, mainly in: 

1 Online :

- Digital viralization of the campaign video, explaining the concept of the Happy ID had paid support on Youtube true view format. 

- Banners and advertorials in important newspapers websites for the launch of the campaign. 

2 Out-of-home:

- Special out-of-home billboards and other elements inviting Peruvians to be part of this movement. 

3 TV spots and PNTs In TV Programs sponsored by CC. 

4 Radio:

Spots and special mentions for the first phase of the campaign. 

5 Below the Line:

Photo booths installed in shopping Malls all over Perú. Free Coke and ID photo only if you smile 

6 Press:

Special Ads explaining the concept of the campaign 

Results

The campaign was a viral success, with more than 1.3 million shares on social networks and free press of USD 300M. The Happy ID movement had a 58% of awareness and 75% associated it with Coca-Cola. 

The positive response and action was immediate: 90% of new IDs in the first month of the campaign were happy IDs. 

It helped increase main brand indicators: Coca-Cola’s brand Association with Happiness increased 8pp, the for someone like me indicator increased +10pp and Brand’s differentiation increased +12pp in the period of the Campaign. 

This is just the beginning: 62% of Peruvians intend to get a Happy ID. 

BRAND:

Coca Cola

CATEGORY:

Drinks (non-alcoholic)

REGION:

Peru

DATE:

May 2014 - ongoing

AGENCIES:

McCann Lima

Havas Lima

MEDIA CHANNEL:

Online,Out-of-Home,Print,TV

Tourism Victoria | Remote Control Tourist

Insight

Unlike other Australian destinations, Melbourne is not known for its iconic buildings or amazing natural landmarks. Instead, it’s more about ‘experiences’ – food, fashion, music, the famous laneways and its overall creativity. In fact, the best bits of Melbourne are hidden away. They are things that take time to discover - but once you do, your curiosity is rewarded.

The primary objective for this campaign was to highlight the fact that Melbourne is a very different destination that is constantly changing, and there’s much more to it than initially meets the eye. Its main focus was to give the domestic audience new reasons to visit Melbourne – whether they had visited previously or never considered coming.

So Clemenger BBDO Melbourne created the Remote Control Tourist – a way to let people from anywhere in world explore the hidden secrets of Melbourne before they visit in person. To literally let them ‘go before they go’. Remote Control Tourist is a tourism marketing world-first; a real-time web experience which allows visitors from around the world to truly experience the depth of all Melbourne has to offer, in the closest way possible to actually being there. They could ask the Remote Control Tourists to explore anything: stepping on to the MCG, drinking coffee in a laneway, checking out a designer store or sampling one of Melbourne’s gourmet restaurants.

Strategy

The campaign strategy was built around the idea of allowing people in other cities to experience Melbourne’s depth first hand. By harnessing the power of social media and combining it with some clever streaming video technology, the Tourists truly became the users’ eyes and ears in Melbourne. Part guide, part humble servant, the Tourists helped the audience explore the twists and turns of the city.

Potential visitors simply had to tweet or message via a specifically designed website, and the most interesting suggestions would be actioned by a Remote Control Tourist. The campaign included a number of distinct phases of activity – from pre-launch and the five-day live period, right through to a calendar of promotions and assets that can be used for a number of purposes. The strategy relied on the creation of first person video content that told the deeper and more interesting stories of Melbourne. This content is essential to provide information and to help people explore Melbourne in the future.

Execution

As the Remote Control Tourist was a world first campaign, Tool had to do a lot of work behind the scenes to work out how to even make it happen. It had no blueprint for it. The campaign itself was run on a custom built platform that allowed people from anywhere in the world to watch and control the Remote Control Tourists live as they were on the ground in Melbourne. The Remote Control Tourists were controlled by requests made on the website, Twitter and Facebook. Live requests were moderated and then fed to the website and in turn, to the Remote Control Tourists on the ground. Aside from the real-time HD video stream, viewers could also follow the journey on an interactive Google Map that provided information on the nearby places of interest.

To enable the constantly moving Tourists to stream HD footage in real-time, their backpacks contained cutting edge technology that enabled the digital video data to be split across four 4G LTE Mobile data connections. The four streams were then received at the RCT headquarters and stitched back into a single stream and then encoded for the various devices (desktop computers, smartphones, tablets) and distributed across the Internet via the Akamai network.

The resulting experience was a website that delivered a real-time HD video stream, map-based location tracking and a social feed of the user-generated requests and dialogue. The teaser campaign was launched the week before the campaign live period that incorporated bespoke designs from respected artists, Craig and Karl. The teaser campaign and live period consisted of press, outdoor posters, digital screens and banners but was complimented with a large scale social media and PR presence.

Results

From October 2 – November 20:

- Estimated unique reach of media coverage: 150,980,058
- Twitter impressions: 41,464,450
- Facebook impressions: 7,906,130
- Total visits to site: 138,980
- Unique visits to site: 107,830
- Return visitor: 22.40%
- Average visit duration: 6:18
- Cities: 5324
- Countries interacting with the website: 171
- Positive sentiment: 96%

BRAND:

Tourism Victoria

CATEGORIES:

Government/Public Sector

Travel/Airlines

REGION:

Australia

DATE:

October - October 2013

AGENCIES:

Tool

Clemenger BBDO

MEDIA CHANNEL:

Digital,Mobile,Online,Out-of-Home,PR

ohnnie Walker | Diageo | Dads Deserve Better

Insight

Diageo is focused on using technology to influence brand preference in an increasingly connected retail world. Specifically, to leverage the mass penetration of smartphones to disrupt how people shop and influence decisions right up to point of purchase. Diageo’s brief was to make Father’s Day 2013 in Chile bigger and to position premium whisky brands Johnnie Walker and Buchanan’s as a thoughtful gift for Dad. The ambition was to increase the retail focus on the occasion, drive premiumisation and frequency of consumption.

Strategy 

Research conducted by Diageo showed that shoppers spend on average 30% more on Mother’s Day than Father’s Day. Why? Sons and daughters find it more difficult to express their feelings towards Dad and he’s harder to buy for than Mum. Driven by the insight that a gift is more intimate if it’s personalised, Evrythng positioned Johnnie Walker and Buchanan's as a way to celebrate fatherhood by connecting thousands of bottles of whisky to the Web, so they could carry a one-to-one digital video message from sons and daughters to their dads. Provoking consumers via the campaign message ‘Papa Merece Más’ (Dads Deserve Better).

Execution 

The idea was simple but delivery was technically demanding. The campaign leaned on Diageo’s mobile technology platform +More to make every bottle ‘smart’. This breakthrough application of Internet of Things technology gives each product a unique, addressable digital profile on the Web triggered by a unique QR code printed on the sleeve, which consumers scan using their smartphones. In three easy steps, sons and daughters could create a personal film tribute for their Dad and digitally attach it to a bottle of whisky, using their smartphone.

When Dad received his gift, he enjoyed not just the whisky but also a personal one-to-one video message right there on his own smartphone, accessed via the same QR code – putting theatre and emotion back into the act of giving. Described by Diageo's Head of Customer Marketing in Chile as “The most ambitious platform for modern trade ever in Chile,” campaign activation was conducted at scale via hundreds of tailored POS promotions, mall interventions and sampling events, a disruptive YouTube ‘gift destruction’ channel and a PR and key social influencer strategy.

Results

The campaign drove a 25% year-on-year sales uplift of Johnnie Walker and Buchanan’s whisky, with a campaign ROI of 64%. The Dads Deserve Better message reached a massive online audience, with over one million YouTube hits and eight million Twitter impressions via celebrity influencers. 24% of all users who visited the mobile website created a personalised video for their dad, reflecting a highly engaged audience.

And the innovative application of mobile technology gained traction with the press, earning significant PR coverage across Chile as well as global media interest in +More, including a report in the Harvard Business Review.

BRANDS:

Johnnie Walker

Buchanan's Whisky

BRAND OWNER:

Diageo

CATEGORY:

Drinks (alcoholic)

REGION:

Chile

DATE:

May - July 2013

AGENCY:

Evrythng

MEDIA CHANNEL:

Mobile,Online,Retail/POS