Thirty-eight entries from 48 companies have been shortlisted for the 2010 IPA Effectiveness Awards; the world’s most rigorous and prestigious awards scheme, sponsored by Thinkbox, which showcase and reward campaigns that demonstrate their marketing payback. This is the highest amount of entries ever shortlisted for the IPA Effectiveness Awards, which celebrate their 30th anniversary this year.
These 38 entries, from a total of 68 entered into the competition, produced an incremental profit of £27 billion, on a total investment of £4.6 billion. They will be awarded at a black-tie gala ceremony at The Hilton, Park Lane on Monday 1st November.The shortlisted entries are:
• Audi by BBH
• Barclaycard by BBH
• Barclays by BBH
• Barclays Wealth by Ogilvy & Mather Advertising
• Berocca byJWT
• Bisto by McCann Erickson Advertising
• BT Total Broadband by AMV BBDO
• Cadbury Dairy Milk by Fallon London
• Comfort Fabric Conditioner by Ogilvy & Mather Asia Pacific
• Corsodyl by MediaCom
• Dove Deodorant by Ogilvy & Mather Advertising
• Essential Waitrose by MCBD
and Manning Gottlieb OMD
• Everest by MBA
• Forevermark by JWT Mumbai
• Heinz by AMV BBDO
• Hovis by MCBD
• HSBC by JWT
• Kärcher Pressure Washers by HMDG
• KFC by BBH
• Kodak by Ogilvy & Mather Advertising
• Lloyds TSB by RKCR/Y&R
• MTR by Ogilvy & Mather Advertising Hong Kong
• O2 by VCCP
• Orange by i-level
• Remember a Charity by DDB UK
• Robinsons Fruit Shoot by BBH
• Sainsbury's by AMV BBDO
• Self Assessment by MCBD
, PHD Media
• Stroke Awareness by DLKW & Partners
• Surf by BBH
• TDA Teacher Recruitment by DDB UK
• The Co-operative Food by McCann Erickson Advertising
• thetrainline.com by DLKW & Partners
• THINK! by Leo Burnett
and AMV BDDO
• T-Mobile by Saatchi & Saatchi
• Tobacco Control by Partners Andrews Aldridge
• Virgin Atlantic by RKCR/Y&R
• Wispa by Fallon London
The details of the shortlisted entries are:
• Entries from Singapore, India, Hong Kong and the UK were shortlisted.
• The most used form of communications media was television, used in 36 out of the 38 shortlisted entries.
• The second most used form of communications was press advertising, used in 31 of the 38 shortlisted entries (a combination of national newspapers, regional newspapers and magazines).
• This was followed by outdoor advertising, used in 25 of the 38 shortlisted entries.
• Websites/microsites, online display and PR were each used in 22 shortlisted entries.
• Search advertising was used in 17 shortlisted entries.
• Radio was used in 16 shortlisted entries.
• Ambient media, viral/social media, and direct marketing were each used in 13 of the shortlisted entries.
• Cinema advertising and coupons/leafleting were each used in 9 shortlisted entries.
• Mobile advertising, interactive advertising, sales promotion and sponsorship were each used in 8 shortlisted entries.
• SMS mobile marketing was used in 3 shortlisted entries.
• There were 30 single company entries and 8 joint company entries shortlisted.
• 22 shortlisted entries used econometric modelling.
• Entries shortlisted spanned all sectors including: automotive, financial services, FMCG, public sector, telecomms and travel, among others.
Says Lord Burns Chairman of Judges for the 2010 IPA Effectiveness Awards and , Channel Four, Chairman, Santander UK: “As Chairman of Judges I have witnessed first-hand the close scrutiny that the papers submitted into the IPA Effectiveness Awards are put under. Those shortlisted in this competition have produced outstanding results, in terms of incremental profit, which is testament to the power of marketing communications and to the talents of all those entrants.”
Says David Golding, Convenor of Judges and Founding Partner, Adam & Eve: “It has been a huge honour to be involved in this year's Awards. Within the shortlisted papers are wonderful cases that prove the effectiveness of a myriad of different types of campaigns from big ideas with global reach to tactical ideas to beat the recession. This year the Awards are a celebration of both the enduring power of traditional media and epic TV advertising, and the new opportunities afforded by online and social media to change fundamental behaviours. In this, their 30th year, the IPA Effectiveness Awards are still throwing light on how advertising works to change the fortunes of brand-owners and society as a whole, and I urge all those involved in our industry to look at these shortlisted cases, as well as those submitted during the past 30 years of the Awards, for ideas, insight and inspiration.”
The 2010 IPA Effectiveness Awards are sponsored by Thinkbox and are supported by WARC; official publishers of the effectiveness case histories, Clear Channel, Velti, Viadeo and Campaign
Says Tess Alps, CEO, Thinkbox: "Thinkbox is especially proud to be the sponsor of these most important Awards in their 30th year. It's wonderful that they are in such robust good health; respected and sought after globally and with record numbers of entries good enough to make the shortlist. There is a neat symmetry in our association, given that TV viewing is also expanding, TV advertising has never been higher and that proving TV's effectiveness is Thinkbox's core mission.”
For further information about the entries and to see the creative work, please visit: www.ipaeffectivenessawards.co.uk
To buy tickets to attend the Awards, please click here.
100 word summaries:
Audi, by BBH – ‘The new more fuel efficient Audi communications model’
In 2009 Audi faced a perfect storm: a slowing economy, more frugal consumers and a greener society. Through better understanding its customers, Audi was able to evolve its communications, shifting its previously model-focused approach to one which highlighted the efficiency innovations of the entire Audi range. ‘The new more fuel efficient Audis’ multi-channel campaign emphasised the rational benefits of driving an Audi. It allowed Audi to become more efficient in its marketing spend and resulted in considerable commercial success; annual sales targets were hit by mid September, achieving a net profit of over £50m and a payback of £1.70 for each £1 spent.Barclaycard, by BBH - ‘Sliding our way into a greater share of the future’
In the late 1990s, a new set of competitors changed the dynamic of the market, leaving Barclaycard’s original communications model outdated. By 2005 Barclaycard was suffering a decline in volume transactions, market share and share of new customer acquisition. In response Barclaycard radically changed the core brand proposition and used communication to engage with a new generation of credit card holders. The creation of ‘the world’s biggest waterslide’ across multiple channels, including TV, online, and an iPhone game, captured the public’s attention. This paper demonstrates how effective methods of communication have driven new customer acquisition and added value of £22m to the Barclaycard business, delivering a payback of £2.50 for every £1 invested.Barclays, by BBH - ‘Take one small step: how communications helped Barclays to ride out the financial storm’
With the arrival of the financial crisis in 2008, Barclays were forced to evolve their value-led communications model. The business issue was a fall in savings balances and a boom in current account balances, as nervous consumers preferred to keep their money easily accessible. Communications tackled this behaviour by rebuilding customers’ trust in the brand. Barclays addressed customers’ fundamental need for control through a positive and action-led campaign designed to help them manage their money better. As a result, brand perceptions dramatically improved and the account trend was reversed. Communications also drove incremental sales, delivering £6.78 in payback for every £1 spent.Barclays Wealth, by Ogilvy & Mather Advertising – ‘Barclays Wealth global launch’
In 2006, Barclays realised its five wealth management businesses were not structured efficiently. The solution: merging them into a single organisation with a single brand; Barclays Wealth. This created the most financially resilient business in global wealth management and defied the global financial meltdown, growing even as its competitors were haemorrhaging clients and revenues. Its success is due to a radical category-changing strategy, efficient media planning, and a reinvention of the business and its culture, to produce an incremental revenue payback of £1.3bn over three years, on a media investment of only £8.5m and a marketing investment of £49m. Launching the new brand prevented £64bn in assets from being lost in the global downturn, contributing £610m in future incremental annual revenue.Berocca, by JWT – ‘Moving from sickness to health: how Berocca achieved big growth when it stopped acting like a multivitamin’
By 2008, even after nineteen years in the UK market, Berocca remained a small brand. This paper shows how communications helped Berocca answer its company’s bold ambition to make it a larger brand. It did this by moving Berocca from the stagnant world of multivitamins, focused on persuading consumers of their deficiencies, and into a growing world that appealed to consumers to be on top form. The result was a campaign which delivered a payback of £2.02 for every pound invested. Furthermore, Berocca became the largest multivitamin brand in Bayer UK, and the third largest brand in its consumer care portfolio.Bisto, by McCann Erickson Advertising – ‘Aah Night: how Bisto turned gravy granules into family togetherness’
This paper is a story of brand rejuvenation of a Great British invention: gravy. Bisto’s problem was that it no longer played a relevant role in the lives of modern British families. The ‘Aah night’ campaign made the brand culturally resonant again by helping families to spend more dinner times together. Communications enabled Bisto to exceed growth targets for value sales, value share and meal occasions and increase penetration by attracting a younger audience. Communications have delivered a payback of £1.59 for every £1 invested, exceeding the FMCG norm by 60%.BT Total Broadband, by AMV BBDO and BT – ‘Making a total success of broadband’
Since 2006, BT Broadband faced three major competitive challenges; Carphone Warehouse offering ‘free’ broadband, Sky entering the fray with their bundle proposition and Virgin’s creation of the first ‘quadruple-play’ UK media company. BT launched the ‘BT Total campaign’, offering a more comprehensive package, focused on secure and reliable broadband now and in the future. The campaign went out across a variety of mediums, including a string of television adverts, in the press, as well as outdoor. Its success has been clearly displayed through its results; it has delivered nine new customers and retained four customers for every £1000 invested, delivering over £320m in incremental profit, with £3.36 in profit returned for every £1 invested.Cadbury Dairy Milk, by Fallon London – ‘The joy of content: how a new communications model is paying back for Cadbury’
By 2007 Cadbury Dairy Milk (CDM) was running out of steam; facing flatlining sales, losing relevance to younger generations and with an advertising model that felt tired. The solution was to create Glass and a Half Full Productions, a content-led campaign including ‘Gorilla’, ‘Eyebrows’ and ‘Trucks’. The new direction moved CDM from being a manufacturer of chocolate to a producer of joy. It also created a debate around whether creating ‘joyful’ content rather than ‘persuasive’ advertising featuring chocolate actually works or not. The whole campaign delivered a master brand payback 171% greater than previous campaigns, with ‘Gorilla’ alone delivering an ROI of £4.88 for every £1 spent.Comfort Fabric Conditioner, by Ogilvy & Mather Asia Pacific – ‘Comfort challenges the 'rules' and wins big in South-East Asia’
In 2006, Unilever’s top global fabric-conditioner brand, Comfort, was stagnating in Southeast Asia. Sales were declining and value growth was lacklustre. A new communications campaign, Andy & Lily in Clothworld, transformed the brand and its fortunes in the region. This paper proves how by driving brand differentiation and perceived value, Andy & Lily’s Clothworld has become one of the most effective campaigns in the region – in just three years. Comfort’s share of the category pushed from 58% to 67%, its annual sales growth increased to 40% in the first year, generating incremental sales of nearly €157m across the three-year campaign period. Additionally, the net profit more than doubled to €28.8m and the payback of brand communications substantially increased from 93% to 141%.Corsodyl, by MediaCom – ‘Corsodyl’
Fourteen million people a year suffer from bleeding gums. This paper outlines how from 2008–2009 ‘The Campaign for Healthy Gums’ meant Corsodyl gained the biggest growth from one of GSK’s smallest brands, through hard-hitting advertising which mimicked public service announcements showing the shocking impact of gum disease. It delivered a payback of £1.20 for every £1 invested in the short to medium-term, projecting to £2.31 in the long-term, helping GSK to outperform all its major competitors within the oral care market. Corsodyl doubled in size from £10m to £21m, and the campaign grew the otherwise static medicated mouthwash market by 33% and helped relieve nearly one million more people from the pain of gum disease.Dove Deodorant, by Ogilvy & Mather Advertising – ‘Making the boring beautiful: how Dove Deodorant has turned armpits to underarms’
Two years ago Dove won the devotion of a huge group of real women through overturning convention in the beauty category. This paper tells of their journey from armpits to underarms, and how they have become an icon in the unlikely category of deodorant. Their continued focus in ‘The Campaign for Real Beauty’ on making underarms more beautiful enabled the brand to maintain its position as the leading skincare deodorant. This has meant Dove continues to outperform the category and expectations, achieving its share target earlier than anticipated. Furthermore, the short run revenue contribution from the TV campaign alone provided a payback of £2.06 per £1 invested. Thanks to Dove, deodorants are no longer about just staying dry, they’re about underarms so beautiful you’ll want to reveal them.Essential Waitrose, by MCBD and Manning Gottlieb OMD– ‘Essential Waitrose’
Waitrose had been enjoying strong growth until the recession arrived in 2008: as a premium retailer, its immediate prospects looked bleak. However, through the introduction of 1,200 disparate own label products under a new brand, named ‘Essential Waitrose’, the retailer ended 2009 as the UK’s fastest growing supermarket. Range sales rose by more than 5% and soon amounted to 16% of the retailer’s total revenue. It is estimated the launch of this brand contributed £121m of incremental growth in 2009 alone, pointing to an impressive ROMI of c.16.8:1. Waitrose successfully maintained wavering and loyalist customers and simultaneously strengthened the parent brand’s image, sales and profits.Everest, by MBA and Mindshare – ‘TV advertising is dead, long live TV advertising’
Everest wished to double the size of their business just as the recession hit. With a heritage founded from the 1980s ‘Ted Moult’ adverts, Everest was tainted with outdated perceptions. The decision was made to reintroduce TV brand advertising using a fresh presenter, in order to reinvigorate the brand. As a result, since 2007 Everest’s core product sales have grown 5.39% in a market that has declined 24.27%. Econometrics shows that the campaign has contributed c. £45.6m in sales and a payback close to 4:1. Moreover, the TV campaign heavily boosted internet leads, both directly and indirectly, which together have meant Everest was able to continue outperforming the market.Forevermark, by JWT Mumbai – ‘Diamond Bride’
This campaign inspired the ideal of being a Diamond Bride, as distinct from eyes downcast, dutiful, gold brides. The goal of the campaign was to create preference for diamond jewellery at weddings. When the campaign ran its course, it was found that 73% of brides were willing to replace gold with diamonds for their wedding jewellery. And 95% of brides vouched for the sentiment "this is a vision of the bride I want to be.” It has already created a payback of 1.42 but much more than that it has created a platform for the business for the next ten years.
Heinz, by AMV BBDO - ‘It Has To Be Heinz’: Maintaining leadership in uncertain times’
The first quarter of 2009 saw Heinz losing share to ‘own label’ brands in all core categories, with previous loyalists favouring cheaper alternatives. To address this a new umbrella communications idea that ‘There are moments for us all when only Heinz will do’ was born across the portfolio of premium products. The ‘It Has To Be Heinz’ campaign strengthened relationships with core customers, connecting consumers with the real value of Heinz by reawakening the emotional rewards that the Heinz product experience evokes. This campaign resulted in Heinz becoming the fastest growing of the ‘Top 10 manufacturers’; delivering over £12m in incremental revenue, with £1.87 in profit returned for every £1 invested'.Hovis, by MCBD – ‘As good today as it’s ever been’
This paper deals with the revival of one of Britain’s oldest brands. Hovis had been in trouble since 2006, falling far behind regional upstart Warburton’s. The ‘As Good Today As It’s Ever Been’ campaign leveraged history to prove enduring modern relevance for the brand. Communications included an 122 second TV commercial and a PR onslaught, as well as a host of product-specific communications, which together resulted in the campaign being voted the nation’s ‘Campaign of the Decade’. Sales grew by 14% year-on-year, and the share gap with Warburton’s, which had been projected to reach 20 percentage points, narrowed to only six percentage points. Up to £90m incremental profits were generated, representing a payback of c.£5 to 1.HSBC, by JWT – ‘How a brand idea helped created the world’s strongest financial brand’
HSBC wanted to create a brand with meaning and value that would help establish a strong global identity and image. ‘The World’s Local Bank’ was a brand idea born from a belief in embracing the variety and richness of culture in the world. It was launched in 2002, marrying brand, marketing and business strategy. It created unity out of global diversity, and inspired multiple marketing campaigns around the world. An estimated incremental growth of $69.87bn was generated between 2002 and 2008, helping to weather a recession and representing a payback of between $3.44 and $7.88.Kärcher Pressure Washers, by HMDG – ‘Men just want to have fun: how getting to grips with the complex mind of man became the catalyst for growth for Kärcher Pressure Washers’
Despite being available in the UK for many years, high pressure washers remained a relatively underdeveloped category. By assessing the male psyche, and employing brand advertising to a category with no history of it, Kärcher were able to deliver results. Carefully planned television slots were used to target the male audience, through exploring the playful satisfaction connected with power tools. Despite a small marketing budget, this campaign was a catalyst for strengthening Kärcher’s relationship with consumers and retailers. The campaign delivered a short-term payback of between three to five times the total 2009 budget of £570,000.KFC, by BBH – ‘Fresh chicken, fresh users, fresh growth’
In 2009, following three years of growth driven by taste-centric communications, KFC faced challenging sales targets. To meet these, KFC had to attract a wider audience who were currently not visiting because of concerns about the quality of KFC’s food. In order to build quality credentials, the ‘Fresh’ campaign was launched, offering viewers a behind-the-scenes look into KFC stores, allowing them a first-hand view of KFC’s dedication to fresh chicken and fresh preparation. The revised communications model achieved incremental sales revenue of £191.4m, for a return on marketing investment of 5.32:1.Kodak, by Ogilvy & Mather Advertising – ‘An unlikely David – print and prosper: the 2009 Kodak Inket Printer campaign
Despite being a leading brand elsewhere, Kodak was a small player in printers, threatened by a downward spiral of poor awareness, sales and distribution. Insight revealed people felt ‘ripped-off’ by outrageously expensive replacement ink. Kodak’s solution was to create an alternative business model, focusing on the idea ‘print and prosper’ in a fully integrated campaign from PR to TV, digital and point-of-sale. These communications exposed the issue of high prices and emphasised an alternative. Within a year, the campaign has quadrupled sales, increased the market share ten percentage points higher than a year before, and generated a payback of £1.43 for every £1 invested.Lloyds TSB, by RKCR/Y&R – ‘An extraordinary journey: how a simple idea transformed the fortunes of the UK’s largest bank’
In 2006 Lloyds TSB was suffering from a dusty and old-fashioned reputation, resulting in a dwindling current account base and the industry's lowest levels of non-customer consideration. To tackle this, they moved away from the traditional product-based communications model to a needs-based one, brought to life with the 'For the journey' idea. The creation of the animated world reflected the customer’s journey with the bank in a way that was modern, distinctive and emphatic. The subsequent campaign transformed Lloyds TSB into the most considered bank amongst non-customers, reversing current account attrition, adding over 400,000 new current accounts and cutting the cost of acquisition by a factor of four. The campaign is projected to deliver nearly £250m profit, increasing ROI by over 60%.MTR, by Ogilvy & Mather Advertising Hong Kong –‘Caring for life's journeys’ campaign
MTR, the local subway, is Hong Kong’s most used mode of public transport that is closely tied to the country’s fortunes. MTR set themselves a primary objective of sustaining passenger boardings and upholding brand equity, despite the recession. Rather than the use of gimmicky promotions or incentives, communications were instead aimed at addressing customer loyalty at its deepest level – brand bonding. Various television adverts told the everyday stories of people on the MTR, highlighting the emotional value of the MTR in Hong Kongers’ lives, under the line ‘MTR: Caring for Life’s Journeys’. The campaign generated £9.4m incremental revenue, and paid back £4.83 for every £1 spent.O2, by VCCP – ‘The O2: A new blueprint for sponsorship’
O2 has taken the former Millennium Dome from a national joke to a national treasure, and made it the most popular music venue in the world. But what really sets The O2 apart is that it sets a new blueprint for effective sponsorship. By following four principles of success – putting customers first, being integral to the business, breathing rather than badging, and demonstrating accountability – the sponsorship has achieved greater, and more demonstrable effectiveness for the business. Based on projected incremental new customers over the expected lifetime of the communications, the ultimate contribution to profit will be £639m, giving a ROMI of 14.5:1.Orange, by i-level – ‘Pistemap: How skiing inspired transformation in digital marketing for Orange’
Digital media are usually assessed according to ‘last click wins’ measures, but i-level and Orange felt these ways were inaccurate since most online journeys are comprised of multiple events. They identified, and capitalised upon, an opportunity to increase the effectiveness of digital by understanding how consumers behave over the entire online experience. Pistemap, an investment tool, was developed to optimise Orange’s online customer journey data, applying it across a range of digital media channels. As a result, annual costs were reduced by more than £3m, and profits grew by £0.9m. The payback amounted to £4.20 per every £1 spent.Remember a Charity, by DDB UK – ‘Pennies from heaven’
Remember A Charity, a consortium established to encourage legacy giving to charity, had an audacious goal – to make leaving charity legacies in wills socially accepted in the UK. Receiving an unexpected legacy of their own enabled them, for the first time, to develop a more ambitious strategy and communications campaign. By using humour through broadcast media and PR to engage the public with this topic, they created the beginnings of a new social norm around who we choose to remember in our wills. They staged the first ever 'Legacy awareness week' and organised activities for 150 member charities to get involved in. The charity has estimated the campaign paid for itself 206 times over, generating a net payback for charities of £205m.Robinsons Fruit Shoot, by BBH – ‘ Kicking the habit: how we freed Fruit Shoot from its promotional addiction’
In 2008 Fruit Shoot found itself in a downward spiral of promotional addiction, locked in a battle with retailers that no one could win. Ironically as the drink became cheaper to buy, it became less attractive to mums. To reverse this communications leveraged traditional and non-traditional media to drive demand amongst increasingly price-conscious mums whilst supporting a 1.5% increase in Fruit Shoot’s price. The key to this was to drive credibility in the playground, which was achieved by the creation of ‘What’s Your Juice?’, a multi-channel platform designed to inspire and teach kids cool skills from diabolo to BMX. TV advertising and advertiser-funded programming were employed to drive mass awareness. The campaign resulted in £3.89m incremental sales, and a payback of £3.29 for every £1 spent.Sainsbury’s, by AMV BBDO – ‘Feed your family for a fiver: how a communications idea helped Sainsbury's through the recession’
With the onset of the global economic crisis Sainsbury’s had a problem: the misperception that it was more expensive than other supermarkets. They created a new brand communications campaign to help bring price perceptions in line with price reality, taking simple food ideas and building an everyday low price component into them: ‘Feed your family for a fiver’. Sainsbury’s delivered over 50 family meal ideas in TV, press, free tip cards and online, instantly lodging in people’s minds and forming a strong brand association. Over two years, the idea delivered £540m in direct sales with a payback of £5.55 profit for every £1 spent and overall helped improve Sainsbury’s price perception.Self Assessment, by MCBD, PHD Media, and Elvis - ‘Change without chaos’
For many years, HMRC had run a successful campaign, encouraging people to do their Self Assessment tax returns on time and online. Then the deadlines changed, for administrative reasons, meaning the public had to be re-educated. To avoid a chaotic transition, a new campaign was built on the strengths of the previous one, sharing the same supportive strategy, presenter format and ‘Tax doesn’t have to be taxing’ line. A new presenter, Moira Stuart, was deployed to ensure the new information was presented in a clear and reassuring manner. With 93% of paper filers meeting the October deadline, and a record 69% of tax returns received online, HMRC gained the desired efficiencies, and generated a ROMI of c.£2:1. More surprisingly, taxpayers, accountants and the media hailed the changes in positive terms.Stroke Awareness, by DLKW & Partners– ‘How the Department of Health's Stroke Awareness campaign acted fast’
There are approximately 110,000 strokes per year in England alone, but there remains a worrying level of ignorance amongst the general public as to how to spot the symptoms of stroke and what to do as a result. A multichannel campaign, aimed at a core elderly audience, pinpointed where stroke happens, the signs to look out for, and the action that needs to be taken with a memorable acronym, F.A.S.T: (Face; Arms; Speech; Time to call 999). The campaign successfully changed behaviour fast: within a year, an estimated 9,864 more people got to hospital faster, 642 of whom were saved from death or serious disability via clot-busting treatment. It achieved a payback of £3.20 for every £1 spent.Surf, by BBH – ‘Adding value to a value brand: how Surf went from the bottom of the laundry basket to the UK's fastest growing FMCG brand’
In 2006, for the third consecutive year, Surf was losing volume and value share. It was perceived as cheap, limiting its appeal to promotion seekers who buy on price. Understanding value consumers helped create a new dimension in the value segment, attracting profitable loyalists and replacing these toxic ‘promotion-seeking’ consumers. The ‘Gorgeous laundry for less’ campaign was launched in 2007, aimed at advertising Surf as a product that could bring delight to a customer’s everyday laundry activity, taking her on a sensorial journey with its fragrance. As a result, Surf became the UK’s fastest growing FMCG brand, generating £43.5m in revenue, a payback of £3.82 per £1 spent.TDA Teacher Recruitment, by DDB UK and MEC - ‘Best in class: how influencing behaviour with a new media strategy helped nudge teacher recruitment to record levels’
Research found the Teacher Development Agency (TDA) didn’t face an attitude problem with people wanting to become teachers, but a behavioural problem, in that people weren’t taking all the steps to become one. Reframing the communication task as a behavioural problem led to a radically different media strategy from ‘selling’ teaching to ‘helping’ people become teachers. A series of behavioural triggers to ‘nudge’ people through this journey was devised, turning a big decision into a series of small steps. The campaign achieved a minimum payback of £101 for every £1 spent, increasing teacher enquiries and applications to record-breaking levels on a smaller spend.The Co-operative Food, by McCann Erickson Advertising – ‘The Co-operative Food: ‘Good with Food’’
In 2005, The Co-operative Food brand was at serious risk of implosion; modern shoppers saw it as little more than a convenience store; and the brand had been suffering three years of sales and share decline. To change this The Co-operative developed the idea ‘Good with Food’, which linked food quality to its ethical credentials, and demonstrated how the brand did more than anyone else to bring its customers quality food. The idea informed store refits, new product design through-the-line communications and shopper marketing channels. The campaign grew the brand’s strength to the point it was able to mount a successful takeover bid for Somerfield in July 2008 and ultimately saw a payback on investment of over £10 for every £1.Thetrainline.com, by DLKW & Partners –‘Back on track: using communications to change entrenched behaviour’
Thetrainline.com faced declining sales growth. To reverse this trend they identified those people responsible for the 81% of train tickets bought at the station on the day. Creative and media strategy applied behavioural economics theory to create effective communications to offline users. Communications placed at all touchpoints in stations, as well as TV, online advertising, search & email marketing, conveyed that buying on thetrainline.com saved an average of 39% versus buying on the day. The creative idea featured a flock of sheep to represent the herd-like nature of people’s current behaviour, compared with the clever behaviour of the human who bought his ticket online. It achieved an incremental £137.8m in revenue in the first 18 months, with a payback of £2.42 for every £1 spent.THINK!, by Leo Burnett and AMV BBDO– ‘THINK! 2000-2008: how one word helped save a thousand lives’
Road Safety has long been a government priority, helping to drive a 50% decline in deaths on Britain's roads since the 1960's. However, ambitious ten-year casualty reduction targets meant that a fresh approach was required. Designed to act as a powerful unifying identity for the entire road safety effort, the THINK! brand prompted re-appraisal of poor road safety behaviour by getting people to take responsibility for the consequences of their actions using issue-driven communications. The result was casualty reduction targets achieved two years ahead of schedule. THINK!'s contribution was to prevent over 3,000 deaths and serious injuries during this period, representing a saving to society of over £800m and generating payback of £9.36 for every £1 spent on the campaign.T-Mobile, by Saatchi & Saatchi and MediaCom – ‘Life’s for sharing/ dance’
During the worst recession since the 1930s, T-Mobile faced diminishing returns in a contracting market; mobile phone usage was cut by a third, and T-Mobile was an unloved brand. Running counter to the prevailing actions of the cut-price offers from competitors, T-Mobile used the recession to revitalise the brand and win over new high value contract customers. The ‘Life’s for sharing’ campaign was created to give people something they valued, to celebrate and share with their loved ones. A spontaneous dance at Liverpool Street Station was shared widely across television channels and online sites. The campaign led to unprecedented engagement in the brand, generating £15m in incremental sales and payback of £1.46 per £1 spent.Tobacco Control, by Partners Andrews Aldridge, MCBD and MEC – ‘Tobacco control: a new approach to an old problem’
This paper tells how the Department of Health has taken a novel approach to one of society’s oldest ills. In particular, how the Department successfully engaged a new ‘routine and manual’ audience – a group of more entrenched and addicted smokers. An improved two-pronged strategy was developed, focusing on the emotional harm to the smoker’s family, and portraying the NHS as a supportive and non-judgemental environment which can help smokers quit more successfully. This halted an alarming decline in motivation and directly stimulated over 3m quit attempts. A new channel strategy was devised, making greater use of direct response techniques and community partnerships and directing quitters towards NHS support services. Over two years, the CRM programme increased quitting success rates among participants by 57%, the payback was increased by 54% and the cost-per-quit was reduced by nearly a third.Virgin Atlantic, by RKCR/Y&R – ‘Still red hot, even in a downturn’
In the summer of 2008, the airline industry saw passenger numbers falling and soaring oil prices. Virgin Atlantic’s response was to increase its marketing spend and concentrate on brand-building communications to rekindle its spirit. In January 2009 Virgin Atlantic celebrated its 25th birthday by launching ‘Still red hot’, a campaign recognisable from the TV advert featuring cabin crew dressed in iconic red, striding through Gatwick to a soundtrack from Frankie Goes to Hollywood. It delivered the confidence and glamour of the brand to travellers. ‘Still Red Hot’ is estimated to have driven 20% of overall revenue during the campaign timeline, equating to a payback of £10.58 for every £1 invested. The brand TV alone delivered a payback of £14.64.Wispa, by Fallon London – ‘For the love of Wispa: a social media-driven success story’
After more than a decade of decline Wispa was discontinued in 2003 due to poor sales. A few years later, after Wispa lovers campaigned for its return on Facebook, Cadbury brought the bar back, first as a limited edition, and then as a full-scale relaunch but on a modest budget. In a ‘traditional’ launch, support would have been short-lived. A creative and media strategy with social media and Wispa fans at its heart turned budgetary restriction into an opportunity. The ‘For the Love of Wispa’ campaign asked fans to pledge their time, talent or belongings in exchange for chocolate, and then turned these into a TV advert. The social media led model helped Wispa become Britain’s best selling chocolate bar with sales of £92.5m and delivered a payback of £3.32 on every £1 invested.
Last updated 02/09/2010