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70 campaigns entered into 2014 IPA Effectiveness Awards

Seventy entries have been received for the 2014 IPA Effectiveness Awards, from brands including ITV, KitKat, Virgin Trains, BT, McDonald’s and O2, among others. The Awards are widely considered to be the most rigorous effectiveness competition in the world with entrants having to prove beyond reasonable doubt that their marketing communications campaign paid back. The Awards also provide the richest communications database in the world.

22/10/2014

The entries were received from across the globe including Australia, Canada, Columbia, Denmark, Germany, Hong Kong, India, New Zealand, Philippines, Peru, Singapore, USA and the UK. There were 51 single entries and 19 joint entries and 35 entries used econometric modelling. Booking for the Effectiveness Awards Night on October 27 is now open.

Key dates in the Effectiveness Awards timeline can be found here.

The 70 entries are:

Aldi by McCann Manchester
Aviva by AMV BBDO
Be Clear on Cancer by M&C Saatchi
BHF by Grey London
Blue Dragon by JWT
BT by AMV BBDO, BT, Maxus and OgilvyOne Worldwide
Cancer Research UK by AMV BBDO and Cancer Research UK
Cuprinol by 18 Feet & Rising
Dacia by Publicis London andManning Gottlieb OMD
Daihatsu by ARTWORK
Doritos by AMV BBDO and PepsiCo
EasyJet by VCCP and OMD
EDF Energy by AMV BBDO and Havas Media
Enterprise-Rent-A-Car by Dare
Everest by MBA and MediaCom
Expedia by Ogilvy & Mather London and Expedia
Fairy by Grey London
Fire Safety by RKCR/Y&R
First Direct by JWT
Ford by Blue Hive
Foster's by adam&eveDDB
Garnier UltraLift by Publicis London
Gillette by AMV BBDO
Group of Humanitarian Attention to the Demobilised by Lowe & Partners
I Quit (National Smoking Control Campaign) by Ogilvy & Mather
IKEA Catalogue by 303Lowe
ITV by ITV
Kärcher UK by Kärcher UK Ltd
KitKat by JWT
Land Rover: Range Rover Sport by Imagination, Mindshare and The Brooklyn Brothers
Lays by AMV BBDO, Energy BBDO and PepsiCo
Lays by Energy BBDO and AMV BBDO
Lidl by TBWA London
Lifebuoy by Lowe Lintas + Partners
London 2012 (Travel Demand Management) by M&C Saatchi
LOTTO by AMV BBDO and Havas Media
Lux by JWT and Unilever
Maaza by Leo Burnett India
Make Health Last by Lowe Roche
Mattessons / Fridge Raiders by Saatchi & Saatchi
McDonald's by OMD Denmark and DDB Copenhagen
McDonald's Sponsorship of London 2012 by Leo Burnett
Mercedes by AMV BBDO
MILO by Ogilvy & Mather
Mini UK by Vizeum and Iris 
Missing People by Outdoor Media Centre
Mobile Internet by DDB Tribal Group
National Depression Initiative (NDI) by FCB New Zealand
New York Bakery Company by Now
O2 by VCCP
Only by UncleGrey and Grey London
Pancreatic Cancer Action by Team Darwin Ltd
Pedigree by AMV BBDO
Petplan by Now
Premier Inn by RKCR/Y&R
QualitySolicitors by Tangible London
Ready Baked Jackets by PHD Media
Right Behind Gay Footballers by Lucky Generals, Crispin Porter & Bogusky and M2M
Sainsbury's by AMV BBDO, Blue Rubicon, PHD Media and Sainsbury's
Sensodyne Pronamel by Grey London
Specsavers by Manning Gottlieb OMD
Sprite by Ogilvy & Mather Pvt. Ltd.
Sting Energy Drink by DDB Philippines Inc.
Supermalt by Mediareach Advertising
TFO by Lowe Roche
The LEGO Movie ad-break by PHD Media
The Salvation Army by Mike Colling & Co and WPN
Tide by Leo Burnett India
Twix by AMV BBDO and BBDO NY
Virgin Trains by Manning Gottlieb OMD

The judging panel for this year’s Awards will be headed up by Chairman of Judges Lord Davies of Abersoch, CBE alongside Convenor of Judges Lorna Hawtin, Head of Planning, TBWA/Manchester and Deputy Convenor of Judges Bridget Angear, Joint Chief Strategy Officer, AMV BBDO.

The 2014 Awards are sponsored by Thinkbox - overall sponsor and supported by Campaign; Ipsos ASI; Newsworks; The Oval Group and Warc, the official publisher of IPA case histories.

Says Lord Davies of Abersoch, CBE and 2014 Chairman of Judges, IPA Effectiveness Awards, “Creativity is key to a business’s bottom-line, which is something that this year’s haul of amazing entries truly exemplify. These fantastic stories from across the globe provide a veritable feast of fascinating insights and proof of ROMI which demonstrate the power of advertising in transforming a client’s business. They are a must-read for anyone keen to boost their commercial success.”

Says Lorna Hawtin, Disruption Director, TBWA Manchester and 2014 Convenor of Judges, IPA Effectiveness Awards, “The IPA Effectiveness Awards always bring forth some hugely powerful stories and this year's entries are no different. The rigour with which campaigns are evaluated obviously continues to improve across the industry and these Awards remains a showcase for the very best practice in this respect - not only in the UK, but increasingly abroad. Let's hope that interrogation at this level becomes the norm rather than the exception, as only then can our industry claim to be creative business partner, and not simply creative partner for business.”

Says Lindsey Clay, Chief Executive, Thinkbox, the overall Awards’ sponsor, “These are the Awards to win. They get to the heart of what advertising is all about and they demand the highest standards of proof. Thinkbox is incredibly proud to have been sponsor for the last nine years.”

The IPA also runs the Eff Test, a qualification designed to help planners identify and evaluate the planning and effectiveness measurement techniques that are central to understanding how agencies can create effective campaigns for their clients.

Case summaries:

Aldi by McCann Manchester – ‘Aldi UK and Ireland: the swap and save challenge campaign’
Aldi’s ‘Like brands’ campaign had been formulated to change quality perceptions of the supermarket, but in 2013 it was apparent that more needed to be done to address the issues of range perception and social stigma. The ‘Swap and save challenge’, a campaign centring on real shoppers and the savings made by swapping their main shop to Aldi, tackled these issues head-on. The contribution to sales from ‘Swap and Save’ in the UK has been just under 15%, delivering total incremental revenue of £68m with a ROMI of 4.72. In Ireland, the contribution of ‘Swap and save’ has been 8%, equating to total incremental revenue of €11m and a ROMI of 8.

Aviva by Abbott Mead Vickers BBDO – ‘One careful owner’
In 2009, two-thirds of online-originated car insurance sales came through price comparison websites. Joining these websites meant appearing ranked according to price, putting further downward pressure on quotes, paying a fee per policy sold and losing control of the customer relationship. Instead, Aviva launched the ‘Paul Whitehouse’ campaign. Paul appears in each ad as various characters, delivering product messages: good value, service credentials, innovations and short-term offers. Over the whole of 2013 average monthly car quotes averaged 293,973, a 39% rise on the 12 months prior to the campaign.

Be Clear on Cancer by M&C Saatchi – ‘Be clear on cancer’
Forty-two per cent of us will develop some form of cancer and 29% of us will die from it, costing the UK around £16.6bn each year. The anxieties surrounding cancer often prevent people from seeking medical help. ‘Be Clear on Cancer’ was an initiative designed to cut through this and influence those with possible cancer symptoms to seek help faster. To ensure effective use of public money a process of testing activity locally and piloting regionally before going national was adopted. Since the campaign, there has been a 62% and 29% increase in patients aged over 50 visiting their GP about the symptoms highlighted in the lung and bowel cancer campaigns respectively, whilst during the same time the rise of visits to GPs with symptoms not directly featured in the campaign rose by a maximum of 4%.

BHF by Grey London - 'You've been Vinnied' - how the BHF taught the UK to save lives’
Every year around 60,000 people suffer a cardiac arrest out of hospital in the UK, whilst only an average of 7% (4,200) survive. The ‘You’ve been Vinnied’ campaign brought together Vinnie Jones and the Bee Gees to teach Britain how to step in and tackle a cardiac arrest before the arrival of a paramedic. The campaign achieved 86% recognition in four weeks, increased people’s likelihood to perform ‘Hands-only CPR’ from 54% to 71%, and 30 lives to date have been directly saved by people who saw the campaign and employed the technique. With the cost to society of each fatality measured at £1.6m, minus the BHF’s financial investment, this equates to a saving to society of £48.5m.

Blue Dragon by JWT – ‘Blue Dragon’
With Blue Dragon sales in decline, the company wanted to understand how users perceived and used the brand, with the task of changing light users to heavy users. Findings indicated that the brand platform of ‘authentic’ oriental cuisine was putting off lighter users from becoming heavy users, as they would only think to cook it for a special occasion rather than considering it as a quick and convenient everyday meal. The ‘Legendary stir fry’ campaign was therefore initiated to alter attitudes to stir frying, to make it something anyone could do, and used television, trial sampling and a social app. In terms of incremental contribution the ‘Legendary’ campaign delivered 18% of total sales from the launch of the campaign onwards.

BT by Abbott Mead Vickers BBDO, BT, Maxus and OgilvyOne Worldwide – ‘From pipes to programming: how investing in content and giving it away led to a national rethink of BT’
Facing aggressive competitors and challengers to their lead in broadband, BT decided to secure the rights to English Premier League football, launch a BT Sport channel and use communication to build credibility for the channel.  Offering BT Sport for free to BT broadband customers became a reason to join and stay with BT, reducing churn and driving acquisition. In return for using BT Sport as a content marketing tool for the broader brand, BT’s market capitalisation increased by £2.2bn, generating a ROMI of 2.48.

Cancer Research UK by Abbott Mead Vickers BBDO and Cancer Research – ‘The answer is plain. The introduction of standardised cigarette packaging in the UK.’
AMV BBDO worked with Cancer Research UK to amplify lobbying for the introduction of standardised cigarette packaging in the UK, a measure that would give children one less reason to start smoking. Online film, print and social were used to establish how attractive cigarette pack design was to children, and highlight how hard tobacco companies were resisting. The Children and Families Bill received Royal Assent on 13th March 2014 and calculations show the potential benefit to be as much as £7.6bn to society, on a budget of just £115,145.

Cuprinol by 18 Feet & Rising – ‘Cheer it up! How Cuprinol added colour and value to the garden woodcare category’
Cuprinol, with only £1.6m, sought to drive value back into a low interest, commoditised category hit by bad weather. By reframing Cuprinol and the woodcare category from ‘wood protection’ to ‘garden enhancement’, the campaign attracted a new female audience to see garden wood as a canvas to decorate with colourful Garden Shades, not just protect. This opened up an additional household purchase opportunity, at a significant price premium, alongside the traditional water based fence treatment. The campaign achieved a value growth of 23.1%, breaking an initial target of 8.8%, with a payback of £3.20 incremental profit for every £1 spent.

Dacia by Publicis London, Manning Gottlieb OMD and The Effectiveness Partnership – ‘Dacia UK - making frugality pay’
In mid-2012 Renault announced that it would launch a new car brand into the UK market, Dacia. Working together with Publicis to overcome the prejudices often directed at cheaper cars, especially ones from Eastern Europe, Dacia’s launch year was the best first year result ever recorded by a new car brand.  The launch campaign used communications to make people proud of, not embarrassed by, their choice, by poking fun at traditional car advertising and championing no-nonsense frugality instead. The UK launch outperformed Dacia’s other European launches, selling nearly 22,000 cars, delivering a ROMI of 4.

Daihatsu by Artwork – ‘Launch of the Daihatsu Terios’
In 2011, Toyota were the market leader in car sales in Peru but were without a competitive entry level vehicle in the SUV class. The Daihatsu Terios, a light SUV and subsidiary model of Toyota, was a brand in a decline, unrecognised as part of the Toyota brand by consumers. Toyota identified that they needed to make consumers more aware of the Terios’ seven seat capacity, unique in the light SUV category. The campaign strategy targeted mothers, the family decision makers, and used newspaper adverts to welcome and promote the benefits of Terios joining the Toyota family. It also exhibited the vehicle’s interior space, with the line ‘so broad that even the children’s imaginary friends will fit in’. After three months, Terios became a bestseller and by 2012 annual sales had soared to over 730 units.

Doritos by Abbott Mead Vickers BBDO and Pepsico – ‘Mariachi:  how a snack brand made money in the music business’
Doritos and AMV BBDO formed the ‘Mariachi’ campaign around the concept of creating a branded band and taking them on tour to parties up and down the country. The key aim to this campaign was to broaden Doritos’ target audience by appealling to older consumers without alienating its younger heartland. By orienting Doritos around a simple, relevant and fun brand purpose – to bring the party to the party – the campaign expanded the Doritos consumer base and delivered a ROMI of 3, almost twice the FMCG category average.

EasyJet by VCCP and OMD – ‘Effectiveness, the Luton way: how EasyJet grew its brand by cutting costs’
EasyJet wanted to invest in the brand whilst spending less on marketing. By applying efficiency driven operational mindset to marketing, EasyJet funded its first ever brand campaign, which extended across owned channels throughout the customer journey. It attracted a new generation of higher spending passengers, repositioning the easyJet brand between the low-cost experience and the flag carriers. Over three years marketing investment fell while brand and sales performance rose, enabling easyJet to achieve a ROMI of 17.

EDF Energy by Abbott Mead Vickers BBDO and Havas Media – ‘Feel better about energy’Research has shown many customers feel that all energy suppliers are the same, with no positive choice. With this in mind, EDF Energy sought to differentiate itself through their ‘low carbon emissions’ USP, a differentiator that had lost its pull after the global crash. AMV BBDO created the idea of ‘Feel better energy’ and worked with a roboticist to develop the character Zingy, who featured at the forefront of a TV-led multimedia approach. As a result, EDF Energy managed to recruit customers at a faster rate than any other major supplier whilst delivering a ROMI of £2.36 for every £1 invested.

Enterprise-rent-a-car by Dare – ‘How thinking local helped Enterprise-Rent-A-Car to go global’
It is often said that Britain and America are two nations divided by a common language. In recognition of this and keen to increase sales in key market areas, Enterprise-Rent-A-Car invested in a rearticulation of its US brand message to make it more relevant and emotionally resonant with a UK audience. By building on the associated strengths of US customer service through a comedic, TV-led multimedia campaign, Enterprise-Rent-A-Car saw an 8.7% growth in revenue, out-pacing the market growth of 1.6% and a revenue ROMI of 1.61.

Everest by MBA and MediaCom – ‘Everest: playing the percentages’
Everest are the number one brand in windows and doors, but being the market leader can often make changing things hard. Faced with declining appointments, sharper competition and more demanding customers Everest wanted to halt the decline, raise appointment numbers to pre-2010 levels and initiate a long-term growth trend. MBA and MediaCom formulated a strategy founded in doing lots of little things a little bit better – everything from what Everest did on TV down to the real-time tests done in search. Out of all these ‘one percents’ a growth trend was produced, contributing £1.8m in incremental margin and improving ROMI by 15%.

Expedia by Ogilvy & Mather London and Expedia – ‘Travel yourself interesting - how advertising helped create a more valuable future for online travel retail’
Facing eroding margins and an overcrowded, commoditised market, Expedia decided it needed to fight back to protect and grow their market share. Working with Ogilvy & Mather, they formed a strategic idea grounded in product truth and human nature. This lead to a creative campaign aimed at repositioning travel as a valuable investment in one’s self rather than a cost to be minimised. The ‘Travel yourself interesting’ campaign measurably increased Expedia’s margins, delivering a payback of £11 per £1 spent in the UK and €6 per €1 spent in France.

Fairy by Grey London – ‘No fairy tale: taking a brand well past the magic 50% share point’
In 2008, Fairy was an iconic brand, but one which was starting to look vulnerable. Rather than defend and preserve profit Fairy chose to invest in the brand and push beyond their 50% market share.  Learning from the brand’s history, Grey London formed a campaign of emotional communications and increased media investment to reconnect with the nation. A series of adverts were created around the idea of ‘Enduring care’, summing up Fairy’s tenets of ‘value’, ‘care’ and ‘national family’, often tying in with events of national interest. As a result, the brand grew from £93m to £130m, from 60% to 65% penetration,and crucially from 50% to 60% market share.

Fire Safety by RKCR/Y&R – ‘Fire safety: how a clock nudged a nation so fire couldn't kill
The hard truth is that people often intend to do the right thing, but fail to follow through – sometimes with fatal consequences. When it comes to fire, people are at least four times more likely to die in a fire if they do not have a working smoke alarm, so instead of people thinking they should test their smoke alarms RKCR/Y&R needed to get people to actually test them. Using the principles of behavioural economics, they designed a campaign which nudged people into testing their smoke alarms by capitalising on their existing behaviour – the twice-yearly clock change. Over the period of this campaign, deaths from fires in dwellings fell by 41 fatalities to 211, delivering a ROMI of £7.12 for every £1 invested.

First Direct by JWT – ‘First Direct: attracting a new generation’
Twenty-two years after launching as the UK’s first telephone-only bank, First Direct had developed a strong base of customers but was failing to attract new, younger customers for whom its former competitive advantage was the norm. The ‘Unexpected bank’ campaign challenged the low customer service expectations of the financial services sector, held by 47% of 25-34-year-olds, and reinterpreted the bank’s core value of doing things differently for the modern banking world. A series of TV ads were aired, all significantly different from anything banks had previously tried, and in its first year the campaign generated a gross profit ROMI of 1.61.

Ford by Blue Hive – ‘Ford - The amount you pay is an emotional decision’
The Ford brand had become a rational choice for price conscious buyers and transaction prices had dropped to -€1,500 below the mass market average. The commercial objective was to increase transaction prices up to market norms in three years by attracting new customers.  Blue Hive’s insight was that choosing and buying a car was mostly emotional, including the negotiation process. As a result, the strategy was to shift from facts to feelings. The campaign increased brand desire and consideration across borders, attracted new customers and pushed transaction prices up to a €300 premium over the mass market. Through a test and control method the campaign generated a €3.2bn incremental revenue, yielding a revenue ROMI of 4.2.

Foster's by adam&eveDDB – ‘Tackling men's worries, with a 'no-worries' attitude’
Forty years old and once an advertising icon, Foster’s had lost its way and lost touch with its drinkers. adam&eveDDB decided to look beneath the ritual of male camaraderie so that Foster's could learn to reconnect with a new generation of UK men. They found that the modern man no longer subscribed to the ‘tribal drinker’ ethos, and amidst the banter and fun of drinking, their mates were acting as a sounding board for how to deal with issues of the day. Critically, humour was an important part of how they helped soothe each other’s insecurities. By changing the way beer brands talked to blokes and exporting Australia’s famed ‘no worries’ attitude through a TV-led campaign, Foster’s moved from third place to market leader, delivering £32 of revenue per £1 spent on advertising.

Garnier UltraLift by Publicis- ‘The Garnier UltraLift Challenge: swapping lab coats and jargon for tangible proof’
Ultralift, Garnier’s anti-ageing range, was a brand in steep year-on-year decline, having lost 30% of its sales in just four years. Garnier had scientific proof that Ultralift worked but, in an overhyped market, the language of science was thoroughly devalued and consumers were increasingly sceptical. In response to this, the ‘UltraLift challenge’ was launched, bypassing the usual ‘labcoat lecture’ approach by issuing a direct challenge to consumers to try the product for 14 days. Consumers were provided with a wrinkle reader to measure changes to their own skin. This created tangible evidence that was talked about by real people, which was supported by TV and online advertising. The result was an immediate reversal of UltraLift’s sales decline, a 40% increase in unit sales 18 months after the campaign began, a 16% increase in penetration, 239,000 requests for UltraLift challenge sample-kits and a revenue ROMI of 1.91.

Gilette by AMVBBDO – ‘Gillette & Movember: helping men look good and do good’
A significant challenge was facing Gillette, the vogue for facial hair, a problem for Gillette’s mainstream, clean-cut brand persona. To launch the ProGlide Styler, a new product perfect for grooming moustaches, Gillette partnered with Movember, who have an established charity moustache campaign and a following of young, trendy men. Inspired by Gillette’s 1950s roots, which research suggested had strong resonance with this new audience, the campaign adopted a distinctive tone of voice juxtaposing old-fashioned speech with modern day slang. Through a campaign of press, outdoor, and radio, and Experiential advertising the ProGlide Styler became the top selling razor on the market across Movember, and helped raise over £20m for men’s health.

Group of humanitarian attention to the demobilised by Lowe and Partners – ‘At Christmas everything is possible’
The Columbian Ministry of Defense enlisted Lowe SSP3 to help them encourage members of the FARC, the oldest guerrilla group in the world, to demobilse during the Christmas period. Three campaigns were created, ‘Operation Christmas’(2010), ‘Operation Rivers of Light’ (2011) and ‘Operation Bethlehem’ (2013), using insights from ex-FARC members to establish and target the guerrillas emotionally whilst also engaging with the jungle environment. Backed by TV adverts, the operations encouraged 711 FARC guerrillas to demobilise and enter society. This results in an estimated return of over $8.6m to Colombian government through tax receipts, a 2.5% yearly reduction of Columbian security forces’ casualties and an overall ROMI of 8.31.

I Quit (National Smoking Control Campaign) by Ogilvy & Mather Advertising Singapore – ‘I quit - creating a pro-quitting culture’
The previously awarded pro-quitting campaign, ‘I quit’, needed to evolve to address the increasing cynicism towards government communications in Singapore. It did so through a new participatory model of communications that used always-on social media as a platform and community generated content, instead of the conventional ‘advertiser to audience’, ‘one-off, one message’ paradigm. By leveraging the one thing people still believed in, the community, it led to an exponential increase in calls to Quitline, reached a new high in efficiencies for the Health Promotion Board and reversed a five year upward trend in smoking in Singapore.

Ikea Catalogue by 303Lowe – ‘The 2012 Ikea catalogue – a roommate worth having’
Research was showing that recall of the Ikea catalogue in West and South Australia had slumped to an all-time low in 2010. In a new approach to product placement, West and South Australians were told that they would get paid monthly 'rent' if they gave the catalogue a home. The rent was in the form of monthly rent cheques that gave customers money back when they bought goods from IKEA stores. Boosting both store and online visits, as well as sales, Ikea's ‘Rent’ campaign delivered $3.3m incremental revenue and a ROMI of 1.67.

ITV by ITV – ‘ITV brand revitalisation: winning back the hearts of the nation’
ITV was a brand we all knew and watched but it was a brand that audiences and advertisers had fallen out of love with over the years. In order to return ITV to its place at ‘the heart of popular culture’, the entire organisation was rebranded . Key changes included a shift to genre advertising from single-title ads; use of off-air media; and redesign of the logo and every channel identity. 2013 was extraordinarily successful for ITV and the new brand and marketing played a key part.  Over the following 12 months ITV main channel grew 3.4%, making it the only terrestrial channel to increase share. ITV spot advertising grew by £52m (3%), non spot advertising by 14.6m (14%) and share price rose 74% over the year, equating to an increase in market capitalisation of £3bn.

Kärcher UK by Kärcher UK Ltd – ‘Kärcher Window Vac campaign’
In 2011 Kärcher planned to launch the Window Vac, an indoor cleaning tool. However, consumers appeared under-whelmed, having no clear sense of its capabilities and associating Kärcher with outdoor appliances. Kärcher realised that to achieve sales targets consumers needed to see it work, and that this required broadcast media, prompting a multi-media campaign which ran from March 2012. Early evaluation showed TV had long-lived effects and that consumers remembered the advertising, becoming effective advocates. The campaign has allowed Kärcher to shift commercial position from a heavy reliance on weather-sensitive pressure washers, to selling almost 50% indoor products in just two years.

KitKat by JWT – ‘ How KitKat won the internet
KitKat, the world’s third biggest selling chocolate bar, has been well known for TV advertising. Working together with JWT the brand took a brave new step into the digital world on a global scale. A step which aimed to place KitKat within the digital conversation happening in modern ‘breaks’. The campaign sought to unlock new ways of connecting with people, even naming an Android operating system, and generate a new type of engagement with KITKAT in the digital space. In doing so the campaign accelerated global growth and contributed $673m incremental value with a ROMI of 10.

Land Rover: Range Rover Sport by Imagination, Mindshare and The Brooklyn Brothers – ‘Team Land Rover’
Facing competition from the German car manufacturing giants in the SUV market, Land Rover worked with Imagination and a team of integrated agencies to create the ‘Driven to another level’ concept for the 2013 launch of the Range Rover Sport. The campaign signified a shift in Land Rover’s marketing model from paid advertising to shared experience content, using a strategy of live events, experiences, storytelling content and social media to push pre-launch sales. The campaign achieved incremental revenues in excess of £200m and a ROMI of £60 per £1 spent.

Lays by Abbott Mead Vickers BBDO, Energy BBDO and Pepsico – ‘Lays do us a flavour’
Prior to 2012, Lays global marketing model was a largely decentralised model that reflected the diversification of the Lays brand. The ‘Do us a flavour’ idea finally transcended these market differences and travelled globally. The campaign gave people the opportunity to suggest their flavour ideas, and Lays put the six best ones on the shelves for people to buy. The public then voted for the nation’s overall winner. Twenty-five local markets undertook the campaign, with 92% deemed very successful. In the UK the campaign achieved a total profit of £12.1m and ROMI of 5.32; in the US the campaign saw an additional $97m in sales revenue; in China the campaign registered a ROMI of 4.21. In addition, by rolling out a format proved in the UK across 24 global markets, Pepsico saw significant efficiencies to the campaign and £1.58m in savings in agency costs.

Lay's by Energy BBDO and AMV BBDO – ‘Do us a flavor’
By 2012, the Lays brand was on a troubling trajectory, rapidly aging up and failing to gain the attention of America’s next generation of snackers, millennials.  To combat the loss of interest, Energy BBDO took the global consumer promotion, ‘Do us a flavor,’ and reinvented it into a consumer engagement initiative aimed at sparking a relationship between millions of young Americans and a brand they never had much reason to pay attention to. A strategy of TV ads, celebrity endorsements, outdoor ads, social media, an app and a cash prize incentive was used to grab the interest of young people. As a result, household penetration rose 12.5% with millenials, with around 2.7 million Americans getting involved with the campaign.

Lidl by TBWA London – ‘Surprisingly high returns for a surprisingly low investment’
In 2013 Lidl were determined to reduce their dependence on printed promotional advertising, and to divert their marketing spend to above-the-line advertising. Lidl experimented in Scotland by reducing their print piece from A3 to A4, which resulted in them managing to shrink their environmental footprint and make savings large enough to fund an above the line campaign. Lidl subsequently launched a campaign designed to change people’s perceptions of Lidl as a downmarket supermarket, stressing the combination of high quality at low prices.The campaign achieved a return of between £5 – £12m in the short term and the results have encouraged Lidl to make further commitment to above the line advertising.

Lifebuoy by Lowe Lintas + Partners – ‘Help a child reach five’
Every year two million children under five die from diarrhoea, something easily preventable by the simple act of handwashing with soap. Lifebuoy’s ‘Help a child reach five’ campaign adopted the village of Thesgora, which suffers the highest incidence of diarrhoeal child deaths in India, and told the story of its children through compelling online content. The campaign empowered millions of people worldwide to help every child reach the age of five, through a collective commitment to spread and share the Lifebuoy hand-washing cause. The campaign generated 16 million YouTube views, diarrhoea incidence in Thesgora fell 74% as the handwashing rate tripled, 20 children’s lives were saved and 20 million rupees in donations were received.

London 2012 (Travel Demand Management) by M&C Saatchi – ‘Securing gold - for the Olympic Delivery Authority / Transport For London’
In the run up to the Olympics, London anticipated an unprecedented transport surge. Modelling showed that the transport network would not cope with demand, even after a £6.5bn infrastructure upgrade. A ‘Travel Demand Management’ programme was devised, investing 0.3% of the Games’ budget to encourage London to ‘Get ahead of the Games’ bychanging its travel behaviours. This resulted in 77% of ‘background demand’ users modifying their travel behaviour, thousands of businesses implementing contingency plans and 11.2m ticket holders journeying as recommended, thereby preventing operational melt-down. The £30m expenditure effectively safeguarded £16.5bn of benefits; a 550:1 ratio of the value of success to the investment required to achieve it.

Lottery by Abbott Mead Vickers BBDO and Havas Media – ‘A new dawn for lotto’
The National Lottery launched in 1994 to generate money for British good causes, with 92% of adults taking part in the first draw. Two decades later the money it donated to good causes was under threat, with Lotto having lost its sparkle, people playing out of routine and falling sales. To maintain contributions to good causes, Lotto's price had to change for the first time in 19 years. AMV BBDO launched a strategy of multimedia communications and PR stunts that successfully engaged players to embrace this fundamental game change, increasing sales by £0.7bn and benefiting good causes by an additional £200m in the first year after the launch.

Lux by JWT and Unilever – ‘Building beauty dreams, 25 Years of Lux advertising in Japan’
In the late 1980s, Unilever’s hair care brand Lux identified a gap in the Japanese hair care market. The only hair care brands available were conservative, family-orientated, often targeting mothers. However, with the place of women in Japanese society evolving, Lux saw the opportunity to provide hair care for these women as women, not as mothers, and created the ‘Western beauty dream’ for Japanese women. Western celebrities became a critical part of expressing the brand as symbols of a style of womanhood that represented a set of aspirational values for Japanese women to flirt with. This engendered loyalty from customers that has spanned decades, giving Lux a consistant market share despite the simultaneous onset of Japan’s recession and an avalanche of competition.

Maaza by Leo Burnett India – ‘Maaza - The all season mango’
Maaza, the leading brand in India’s highly-seasonal mango-drink market, seemed to have reached the limits of its success and growth had stalled. Maaza & Leo Burnett India worked to reposition Maaza not as a mango-season soft drink but as a new kind of all-year-round fruit in its own right, the ‘all season mango’. Maaza was able to break free from the seasonal restraints of its market and increase its market share by 18% within a single year, peaking at over 40%, and increasing volumes by almost 26%, yielding a ROMI of 3.

Make health last by Lowe Roche – ‘Make health last’
In 2012, the Heart and Stroke Foundation of Canada was faced with a problem. Public perception of the urgency surrounding heart disease and stroke was waning and the foundation was losing ground to other health charities. In response, they crafted ‘Make Health Last’, a provocative multi-channel campaign informing Canadians that on average, they will spend their final decade in sickness, and encouraging them to act now to ensure their last ten years of life would be lived in health. The campaign reached a brand awareness level of 72% and the number of seven-minute online risk assessments completed reached 200,000, exceeding the measurable engagement goal by 50%.

Mattessons / Fridge Raiders by Saatchi & Saatchi – ‘The MMM3000: how the world’s first meat snacking helmet proved that social can pay its way in the real world’
In 2012, Mattessons sales were declining. To tackle this, and capitalising on the successful ‘Hank Marvin’ broadcast campaign, Mattessons Fridge Raiders decided to target teens who snack and game after school. And so the ‘MMM3000’ – the world’s first meat snacking helmet co-created by a social community – was born. Delivering a sales uplift of 20%, a revenue ROMI value of 4.71 and 127,000 teenage fans, the ‘MMM3000’ used social media as a platform for getting young consumers involved and excited about the brand. This demonstrated an efficient alternative to TV that lead Mattessons to change their future marketing model.

McDonald's by OMD Denmark and DDB Copenhagen - ‘McDonald's Virtual Coins - from launch to effective platform’
In 2011, McDonald’s Denmark introduced a new virtual currency, Virtual Coin, and made it available across various media platforms using a smartphone app. Consumers could scan the Coins and exchange them for products at McDonald’s. The app became the fastest ever downloaded app in Denmark, downloaded by 8% of the Danish population. Over four coin hunting campaigns McDonald’s reduced the cost-per-guest by 21% and achieved an add-on sale of DKK12.35-19.28 each time a guest redeemed virtual coins. Overall, McDonald’s brand favorability amongst 15-19-year-olds increased by 12%, the market share within the quick-service-restaurant category increased by 21% and the campaigns returned a ROMI of 1.49.

McDonald's sponsorship of London 2012 by Leo Burnett – ‘McDonald's we all make The Games’
In 2012 a firestorm of criticism enveloped McDonald’s’ sponsorship of the Olympic and Paralympic Games due to questions about its appropriateness. The challenge was to drive affinity for the brand by making people feel good about its association with London 2012. The campaign focused on the Games’ collective experience, expressed in the line ‘We all make the Games’, activated with a responsive, multiplatform approach that captured the evolving story of London 2012. The campaign persuaded people of a credible link between McDonald’s and the Games; drove increases in brand affinity and brand trust; increased positive conversation and decreased negative conversation about the brand; and delivered a significant sales uplift with a ROMI of 5.60.

Mercedes by Abbott Mead Vickers BBDO – ‘How a change in body language transformed the fortunes of Mercedes-Benz’
For decades, Mercedes-Benz’s image was regarded as staid, sedate and conservative in the prestige sector, the choice of the older driver. However, with the introduction of personal contract purchasing in 2010 the entry cost for buying a car was significantly reduced. Mercedes therefore needed a brand refit and to do this AMV BBDO used communications to provide mass, interactive experiences which restyled Mercedes as dynamic, jeopardous and stimulating. As a result, over three-and-half years Mercedes has gone on to become the fastest-growing car brand in the prestige sector, registering a 45% increase in annual sales, a campaign ROMI of 1.11 and a new brand model fit to make considerable further gains.

MILO by Ogilvy & Mather – ‘Nestlé Malaysia – Milo Cans: new growth for an old brand’
Nestlé found that as Malaysian children age their consumption of Milo powdered beverages declined. Nestlé SOLD canned, ready-to-drink Milo but found that the image of the well-nourished, buttoned-up elementary school student that Milo Powder advertised did not match with the mindset of these new teenage consumers. To combat this the ‘Twisted football’ campaign was launched. Teens would redefine the rules of the game on social media which were then brought to life on sports fields. This offline experience could then be shared back online, creating more content for broader reach. By successfully activating its underleveraged product format, Nestlé Milo increased teen trial from 50% to 67% and boosted monthly can sales by 17%; resulting in a revenue ROMI of 7.

Mini UK by Vizeum and iris  – ‘How celebrating the 'not normal' love Mini drivers have for their cars helped recruit a whole new audience’
Mini was facing a number of launches from direct competitors who often replicated many of its most iconic branding elements. To address this Vizeum and iris were enlisted to help reinforce the uniqueness of MINI. ‘Not Normal’ was a campaign devised to showcase the love MINI drivers have for their cars in order to help recruit a whole new audience, using a seemingly counterintuitive strategy of overlooking new customers and focusing on a celebration of the quirky relationships that existing customers have with the brand. Through a visual celebration across online, TV and out of home channels that drove increased purchase consideration to reignite the brand, the campaign achieved a revenue ROMI of 7.9.

Missing People by Outdoor Media Centre – ‘250,000 reasons why missing people harness the immediacy of digital outdoor’
Missing People offers a platform to over 250,000 people who go missing each year, as well as the families they leave behind. However, due to a limited budget and modest media activity, their appeals for missing persons had a restricted reach. As a result, in 2012 Missing People and the Outdoor Media Centre launched a partnership which enabled urgent missing person appeals to be publicised instantly on digital out-of-home formats. These sites were located throughout the UK, allowing appeals to be regionalised, and were donated by various media owners. The partnership has resulted in a 22% increase in the number of people found safe and well, a 226% increase of inbound contacts with the charity, a 38% increase of brand awareness and commitment from Outdoor Media Centre to continue the partnership, launching Missing People into the broader public arena.

Mobile Internet by DDB Tribal Group – ‘Move on’
Growth in telecommunications is driven by mobile internet. Recognising this, Telekom decided to leverage the power of their brand promise ‘Life is for sharing’ for a campaign that aimed to boost their mobile Internet business. ‘Move On - the first Hollywood-like road movie for everyone to join in’ generated user content that allowed people to experience mobile internet in new ways. The campaign grew Deutsche Telekom’s market share and won back market leadership, resulting in €3.8m in profit and a ROMI of 1.11.

National Depression Initiative (NDI) by FCB New Zealand – ‘The journal’
Depression: an all-too-common mental condition that is expensive to treat and, in the worst cases, costs people’s lives. To spread awareness and tackle prejudices, FCB New Zealand created an above the line campaign integrated with an online self-help tool. The ‘Journal’ is a free solution for the public to use and achieved a ROMI of 5 for the government. More importantly, some users reported that it saved their life.

New York Bakery Company by Now – ‘How the New York Bakery Company used the power of New York to get people buying bagels’
Despite its size, New York Bakery Company dominates the bagel sector. As firm market leader, setting its sights on growth meant not only growing share of market, but the bagel category as a whole. Given that the anti-carb movement was in full flow and the bread market was in decline, this was a big challenge. However, redefining their brand image and convincing a bread-buying audience that bagels were more versatile than they thought helped the New York Bakery Company fight off competition from a bakery giant, growing penetration by 18% and the bagel market as a whole by 27%. The campaign drove £3.5m of incremental profit for the brand and returned £1.16 for every £1 spent.

O2 by VCCP – ‘A new blueprint for content: how O2 Gurus reinvented customer service for the digital age’
Content is a notoriously loose marketing term, and measurement of effectiveness has traditionally been weaker than for other channels. However, O2 Guru TV content aimed to deliver, not just in views, but commercial value. By integrating content into core customer journeys, producing and distributing smartly, and setting clear business objectives rather than vanity metrics, O2 was able to use online video content to drive down the cost to serve customers. The initiative increased customer lifetime value, reduced churn, and drove partner revenue, achieving an incremental value of at least £188.76m.

Only by UncleGrey and Grey London – ‘Our basket is full: how emotional storytelling in the digital space drove commercial success’
Danish-based international fashion brand Only began to falter after a decade of success and growth. In an effort to reengage with consumers, Only took the step of reinventing the fashion catalogue for the age of digital entertainment, using the power of digital to tell stories. Their approach involved creating an immersive and interactive film to showcase and sell their clothes. Fifteen million people across Europe engaged with the experience and annual online sales increased by just under 300% in 2012, while offline sales grew by 14.3%, and the campaign is estimated to have yielded a revenue ROMI of 53.8.

Pancreatic Cancer Action by Team Darwin Ltd – ‘Giving a voice to a silent killer’
Pancreatic cancer is the fifth biggest cause of cancer death in the UK, only 3% survive. Pancreatic Cancer Action wanted to start to change these statistics, but with only a small budget of £78k. Working with Team Darwin, they launched a heavily researched campaign based around the idea of ‘I wish I had a more survivable cancer’, an insight gleaned from real pancreatic cancer sufferers, which brought to life the horrific realisation that for the majority, by the time they were diagnosed, it was already too late. The campaign relied on press and outdoor media coverage to get the best visability and generated awareness in over a quarter of the adult UK population, and secured PCA an audience with the Health Secretary. The campaign could deliver a potential ROMI of 4000, saving the NHS millions of pounds.

Pedigree by Abbott Mead Vickers BBDO – ‘From purebred winners to rescue dog dinners. How re-inventing its approach to advocacy helped Pedigree re-invigorate its business’
Pedigree was a brand steeped in old world advocacy, stamped with ‘Top breeders recommended it’. In an attempt to achieve renewed success by finding a 21st century route into recommendation, Pedigree partnered with dog rescue experts. Through helping to feed and support vulnerable dogs, Pedigree’s ‘Feeding brighter futures’ campaign drove sales across the entire Pedigree portfolio, delivering an overall campaign ROMI of 5.78 and an increased long-term revenue from new users of £20.4m. The campaign has also provided brighter futures for over 29,000 dogs, proving that good advocacy can build brands and business.

Petplan by Now – ‘Petplan: return of the top dog’
Following three decades of strong growth that had cemented Petplan as market leader, by 2012 the brand was facing a series of new challenges; a crash in disposable income, an explosion in competition, the commoditisation of the category and the rise of comparison sites. Brand growth had stagnated, but in 2013 all that changed. Through a brand relaunch that included a new identity, a fresh focus online and new salience driving advertising, we helped create ongoing response and return the brand to growth. Brand share leapt 5% in one year and the campaign generated a ROMI of 1.94.

Premier Inn by RKCR/Y&R – ‘Premier Inn: changing the face of budget hotels’
Premier Inn’s ambition was to expand its capacity by 50%. In order to do this profitably it needed to buck the trend towards market commoditisation and instead invest in building its brand. Communications focused on establishing Premier Inn's points of superiority in the market which guaranteed visitors a good night's sleep. Through this simple promise Premier Inn has grown to become the strongest hotel brand in the UK and the campaign has generated over £593.5m in incremental revenue and a ROMI of 3.38.

QualitySolicitors by Tangible London – ‘Quality solicitors - 'I love my lawyer'
QualitySolicitors were hampered by a general feeling of mistrust of the legal sector throughout Britain and wanted to change this mind-set for the better. On a budget which was a 10% reduction of the previous year, QualitySolicitors launched a campaign focused on making legal professionals feel approachable, dropping the confusing legal jargon and the iconography of men in suits with business handshakes and brass plaques, that people find so off-putting. In its place,Tangible created a treatment that aimed to humanise lawyers. The campaign turned around a traditional autumn slump in sales, boosting site visits by 40%, leads in September-December by almost 50%, and increasing the quality of leads by 20%.

Ready Baked Jackets by PHD Media – ‘A hot potato’
In late 2010 McCain launched McCain Jackets, driven by the insight that consumers love the taste of an oven baked potato but they take too long to make. However, consumers did not believe that a product cooked in five minutes could taste as good as a conventional oven baked potato. Insights lead by PHD Media highlighted definitive roles for paid, owned and earned media that helped McCain to solve this through integrated communications. Paid media drove awareness and appetite appeal, achieving 56% prompted awareness and a ROMI of 1.25. Mass trial through owned media was undertaken to counteract negative preconceptions, in turn creating earned media that could be harnessed as credible endorsement and coverage. The launch established a new mass market product category, reaching 4.1 million households and 15.6% penetration in year one.

Right Behind Gay Footballers by Lucky Generals, Crispin Porter & Bogusky and M2M – ‘Success on a shoestring’
Homophobia in football is one of the last taboos in sport. When Paddy Power teamed up with Stonewall, few believed they would succeed in tackling this deeply ingrained issue. However, the resulting campaign, featuring the medium of rainbow-coloured laces and the provocative line ‘Right behind gay footballers’, became a cultural phenomenon. Players at 54 professional clubs wore the laces, the media devoted 400 stories to the campaign and the idea generated 320 million impressions on Twitter. This was achieved in just one week, with a budget of £150,000, and positively engaged 687,000 regular betters. Whilst the campaign was not created to generate profit, it would take only 4,629 of these regular better to divert 10% of their custom to Paddy Power for the activity to cover its costs.

Sainsbury’s by Abbott Mead Vickers BBDO, Blue Rubicon, PHD Media and Sainsbury’s – ‘Christmas in a day: the real story of Christmas’
In 2013, facing increased competition from growing competitors, Sainsbury’s were determined to deliver their best ever Christmas results. Instead of increasing total media spend on conventional advertising, Sainsbury’s invested in a content driven campaign: ‘Christmas in a day’. Using footage filmed and submitted by the public through YouTube, filmmaker Kevin MacDonald created a long form film about how Britain really celebrates Christmas, which formed the backbone of the campaign. The campaign launch was treated like a film launch, with brand TV ads using the most engaging, amusing and moving footage to involve people in the story and give viewers a taste of the full length film. ‘Christmas in a day’ delivered £70m incremental profit (30% higher than 2012), 5.2% growth at a time when all main competitors stalled or went backwards, and a ROMI of 3.98, which was 26% more effective than in 2012.

Sensodyne Pronamel by Grey London – ‘Gaining and maintaining a first-mover advantage: the launch of Sensodyne Pronamel’
With diets changing, the growing problem for people’s teeth has become Acid Wear. GSK identified a gap in the market and created Sensodyne Pronamel to tackle this emerging condition, the first new toothpaste category for 24 years. Sensodyne faced the challenge of making the public aware of the risk to their teeth from ‘invisible’ Acid Wear and launched a campaign that used dentists as educators and advocates of the product. Using a TV heavy strategy that gave the feeling of public health announcements and linking Acid Wear to healthy eating, Sensodyne built and maintained their leadership of this new category, reaching a brand penetration of just over 6% in the UK and US, equating to around 10 million people purchasing the product.

Specsavers by Manning Gottlieb OMD – ‘Should’ve gone to Specsavers: a far-sighted view of advertising’s role in building a business over 30 years’
Specsavers’ success is testament to the power of advertising to grow a business. Having invested nearly £500m in advertising over 30 years, Specsavers commands a dominant share of voice and consistent revenue growth. Specsavers’ strategy of continuous presence at relatively high spend levels, a broad appeal, commitment to humour as an advertising tool and distinctive, familiar brand assets that build memory structure have all contributed to £1.1bn of incremental profit over 30 years.

Sprite by Ogilvy & Mather Pvt. Ltd – ‘Sprite - A journey of clarity’
Launched in 1999, Sprite had a successful decade of being the ‘anti-cola’, but by 2008 Sprite’s growth rate had started to show a decline. From a 63% growth in 2004, to a single digit growth in 2005 and 2006, stabilising at 12% in 2008, the brand was witnessing slow national expansion. Working with Ogilvy & Mather, a strategy was formed which helped to bring back high rates of growth for Sprite. Communication helped broaden the brand’s relevance within the heart of India by anchoring the brand strongly in changing popular culture values and re-inventing its narrative. Over the next four years, Sprite became the fastest growing brand in the category, at 77% between 2009-13. The accelerated growth led Sprite to national leadership in the sparkling beverage category in India.

Sting Energy Drink by DDB Philippines Inc – ‘Sting PowerPacq Energy Drink: knocked-out but still standing’
Having recently launched energy drink brand Sting PowerPacq, Pepsico wanted to bring the fight to the market leader, Cobra. Sting partnered with Manny Pacquiao to launch its new variant and used a stunt centred around the boxer’s previously rumoured use of banned substances to generate media and online interest. The campaign harnessed Pacquiao’s reputation as endorsement for the energy drink. When Pacquiao lost two fights in 2012 Sting turned bad publicity into good publicity by creating a string of poster and digital ads that positively communicated the will to get up after a loss. After the Q1 launch drove a 92% increase of the Gold variant sales on the previous year, the campaign remained effective despite Pacquiao’s heartbreaking loss, sustaining the brand’s equity, and sales, and elevated trial until the end of Q4 2012 utilizing only 1/3 of it’s competitor’s ad spend.

Supermalt by Mediareach Advertising – ‘Targeting african and caribbean market in UK’
Supermalt is a leading non-alcoholic malt drink, available in the UK and worldwide for more than 25 years. Mediareach were tasked to create a new marketing strategy to reinforce the brand’s identity and presence, developing a greater connection with Supermalt consumers of all ages within African and Caribbean communities. A campaign strategy of media, creative PR and events was used to celebrate the fun-loving, yet nostalgic African and Caribbean communities in and around London. The campaign gave Supermalt a more youthful and health conscious image, reaching 8.8 million people through events and media whilst helping to push a 29% increase in annual sales.

TFO by Lowe Roche – ‘Je-ne-sais-quoi téle – two-year campaign’
In 2011, Groupe Média TFO was perceived as quite dated, primarily for viewers of a certain age. The challenge became to make ‘frenchness’ both enticing and accessible. In late 2012, TFO introduced Ontarians to a new TFO brand identity through the fully integrated ‘Je-ne-sais-quoi télé’ campaign. The campaign positioned TFO as the best way for all Ontarians to inject more ‘french’ into their lives by combining uniquely cheeky, bilingual headlines with high-profile media placements that took this upbeat ‘french’ attitude directly to the nation. The campaign drove an 86% increase in TFO viewership which, if TFO were a commercial broadcaster, would have delivered C$77m in increased incremental advertising revenue, a ROMI of 21.90.

The Lego Movie ad break by PHD Media – ‘The Lego Movie ad break’
To celebrate the launch of The Lego Movie, PHD Media pioneered a campaign to transport TV viewers into the Lego world with a unique moment of advertising history which involved an entire ad break being recreated brick by brick in Lego. The campaign included collaboration between Warner Bros, Lego, the brands participating in the break, ITV and the viewer. This helped The Lego Movie to exceed its box office targets, achieving a ROMI for Warner Bros of 5.96.

The Salvation Army by Mike Colling & Co and WPN - ‘Bringing transformational growth to best of breed fundraising’
The Salvation Army had an effective direct marketing programme, honed over years, but was finding it increasingly difficult to recruit vital new donors. By optimising media strategy and moderately increasing spend Mike Colling & Co were able to help increase the number of new Salvation Army donors by 261% and total donations by 48%. This was achieved during five years of prolonged recession, when the amount the UK population gave to charity fell by 26%. The £9.5m of immediate incremental income achieved during the campaign is projected to become an additional £24.8m of income over the next five years, as many new donors go on to give again.

Tide by Leo Burnett India – ‘Tide Naturals - game changer in the indian laundry category 2012-13’
Tide Naturals was launched in 2009 targeting laundry consumers in rural India. Post launch, consumers seemed convinced about the product, yet sales of Tide Naturals did not meet expectations. Through customer research Leo Burnett and P&G India discovered how cultural constraints were a deterrent to this brand's future, uncovering the reality that, whilst the brand had been previously aimed at the ‘housewife’ consumer, Indian husbands were infact the primary purchase decision maker. By leveraging this insight through a campaign that elevated Tide Naturals from being just another item on the shopping list to becoming an expression of appreciation from a husband to his wife, a ROMI of 7 was delivered and Tide Naturals has become the fastest growing laundry brand in rural India today.

Twix by AMVBBDO and BBDO NY – ‘Twix a tale of two bars’
Over the years, Twix’s positioning had been inconsistent, launching entirely new campaigns every three to five years and using a staggering 15 end lines in 20. Taking inspiration from Snickers, AMV BBDO identified the opportunity to develop a campaign that could deliver a clear and compelling brand proposition and personality for Twi x to propel the business forward around the world. The two-bar format of the product were at the core of a campaign developed around a fictitious rivalry between two factories, each believing their Twix bar is the best. Creativity drove effectiveness, and the campaign got consumers to engage through digital media. By executing the simple truth of two Twix bars through an advertising narrative, the story of ‘twice the joy’ generated a ROMI of 3.35 in the first 12 months in the US.

Virgin Trains by Manning Gottlieb OMD – ‘The long-term influence of brands’

In 2001, Virgin trains started life as a poorly-regarded challenger in an unloved sector. However, through high-achieving campaigns and customer orientated brand enhancements, Virgin Trains went on to transform public opinion to the extent that, when they lost the West Coast franchise in 2012, the public fought alongside the business to overturn the government’s decision. The brand loyalty responsible for the public’s support delivered demonstrable revenue and social benefits.

Last updated 22/10/2014


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