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

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

Challenge
Adidas did not want another ubiquitous Olympic announcement.


They wanted to:

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

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

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

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

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

Totally Busted::: COPY CAT ADS from Lynx 2009

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

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

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

Copywriter: Mohamed Diaa

Art Director: Maged Nassar

Photographer: Allen Dang - Wizard Photography

Illustrator: KarenAccount

Supervisor: Charbel Mizher

Totally Busted::: COPY CAT Guerilla Marketing

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







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

Totally Busted::: COPY CAT ADS

Original

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






Copy (1)


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

Copy(2)

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

Krispy Kreme: Marathon

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



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

Sweetie CRM

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

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

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

SMB Retailers Need to Embrace Digital Marketing

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

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

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

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

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

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

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

Virtual Wardrobe::: Online Shopping Revolution

While its virtual fitting room lets you see how you might look with different hairstyles and colors, and you can quickly determine how different garments will look with each other, it's not going far enough yet. It's similar to an Interactive Mirror concept we showed you a couple of years ago. But we'd like to see how the clothes look with the exact measurements of the prospective buyer.

This is heading in the right direction, though. The ultimate goal, called e-fit, involves stepping into a 3D scanner, and getting measurements of your body. Then, clothes can be digitally painted onto that image, for a realistic look at the results. Still, there's one more drawback — the final frontier of online clothes shopping: How does the material feel?

Riyadh::: The ship-shape- hotel

No. 3 Riyadh, Saudi Arabia:::The World's Worst Places to Work

Overall Grade: Very High Risk Location
Severe Problems: Political Violence & Repression, Political & Social Environment
Major Problem: Culture & Recreation Facilities
Other Problems: Housing, Climate, Disease & Sanitation, Education Facilities, Physical Remoteness, Communications






No surprise here. Life in the Saudi capital is not easy. "The possibility of a terrorist attack is an ongoing threat," according to ORC, "while wide-ranging restrictions on dress, movement, conduct, food, alcohol, travel, and communications limit expatriate life." The city is especially hard for foreign women. Finally, adds ORC, "violating the country's strict moral religious codes is a particular danger in this conservative city."

http://images.businessweek.com/ss/09/03/0304_difficult_cities/1.htm