There have been 50 entries from 44 companies including agencies, clients and media owners, for the 2008 IPA Effectiveness Awards, the world’s most rigorous and prestigious awards scheme, sponsored by Thinkbox, that showcase and reward campaigns that demonstrate their marketing payback.
Entries include well known brands such as Sainsbury’s, Sky, Marmite and O2, as well as public sector campaigns for Road Safety, Bonfire Night and Cabwise.
The 2008 IPA Effectiveness Awards are for the first time open to advertisers and media owners, as well as to all agencies worldwide. They are sponsored by Thinkbox, the television marketing body for all major UK commercial television broadcasters, and are supported by WARC, official publishers of the effectiveness case histories, Royal Mail, Xtreme Information, DDS and Campaign.
The entries will be judged by two panels: an industry panel which decide the shortlist, and a client panel, chaired by Sir John Sunderland, Chairman of Cadburys, which awards the prizes. These will be announced at a ceremony and dinner at The Hurlingham Club on 3rd November.
The details of the entries are:
• International entries were received from Brazil, China, Vietnam, South Africa, the USA and the Republic of Ireland.
• UK entries were received from Edinburgh, Newcastle-upon-Tyne, Manchester, Belfast and London.
• The top form of communications media was television, used in 46 of the 50 entries.
• Second came press advertising, used in 42 out of the 50 entries (a combination of national newspapers, regional newspapers and magazines).
• This was followed by the internet, used in 33 of the 50 entries.
• PR was used in 29 of the entries, as was out of home advertising.
• Six entries used SMS mobile marketing.
• The average number of communications media used was six (from a selection including: TV, press, radio, out of home, cinema, internet, interactive, SMS mobile marketing, DM, sales promotion, PR, sponsorship and word of mouth).
• Half the entries (25) used six or more types of communications media.
• There were 39 single entries and 11 joint entries.
• Half the entries (25) used econometric modeling.
• Entries spanned all sectors including: public sector, FMCG, automotive, financial services, travel, retail, broadcast and more.
The 50 entries are for the following brands:
Cabwise (Transport for London)
Cadbury Dairy Milk
Fairy Non Bio
Heinz Beanz Snap Pots
Hewlett-Packard Personal Systems Group (PSG)
Power of One
Public Awareness Campaign for Helmet Wearing
Scottish Government: Teacher Recruitment
Yorkshire Tourist Board 'Make Yorkshire Yours'
Said Neil Dawson, Founder, Hurrell, Moseley, Dawson & Grimmer, and Convenor of Judges for 2008 IPA Effectiveness Awards, “This year's list is spectacularly diverse. Each case is united by a common cause - the ambition to show payback for investment in marketing communications.”
Said Tess Alps, CEO, Thinkbox, “The IPA Effectiveness Awards do fantastic work, isolating and validating the major returns from marketing communications investment. Thinkbox is committed to effectiveness, and hence proud to support these awards which set the benchmark for the world. TV is at the heart of most effective campaigns so we're looking forward to celebrating another great year.”
Acquisition Crime, by Rainey Kelly Campbell Roalfe Y&R & The Home Office – ‘Cutting the cost of crime’
Theft costs British society an estimated £9.5 billion per year. Many of these thefts are opportunistic crimes that can be easily avoided if people take simple preventative measures. The challenge was to find a single campaign idea that could motivate a core target audience most at risk of crime and demonstrate measures they could take to prevent it. Using a single, humorous campaign idea, executed through TV, radio and print, the strategy was to dramatise how thieves saw their victims as stupidly careless. The campaign reduced the cost of crime to the taxpayer by £189 million and generated payback of £14 for every £1 spent.
Audi, by Bartle Bogle Hegarty – ‘Firing up the Quattro. How Audi accelerated into the 21st Century’
This paper explains how Audi went from being the understated alternative to Mercedes and BMW, to the fastest growing prestige car brand of the past eight years. In 1999, against ambitious growth targets, the communications strategy was overhauled to position Audi as the leader in the prestige sector. ‘Vorsprung durch Technik’ – the relentless desire to challenge and evolve – became the focus of the campaign. It made icons of Audi’s leading models, emphasised the product credentials in design, performance and engineering, and also launched the Audi TV Channel as a one stop shop for all things Audi. This generated an incremental 50,000 car sales and payback of £7.50 for every £1 spent.
BBC iPlayer by Rainey Kelly Campbell Roalfe Y&R – ‘The launch of BBC iPlayer: An amazing flying start’
Although the BBC has a strong reputation for its programming, it needed to ensure its ability to connect new generations with its enriching content. The BBC iPlayer was designed to make the brand more valued by the general public by allowing on-demand viewing of BBC programmes to be available online. The communications strategy emphasised the unmissable content of the BBC’s programmes by building awareness, understanding, appeal, and through trialling it. The campaign used TV, online, press, posters and digital outdoor formats. Three months after its launch, over two million people had used the service to watch 42 million programmes, generating payback of just under £5 for every £1 spent.
Bonfire Night, by Different Advertising, Design & Marketing Ltd – ‘How fire actually made bonfire night safer for everyone’
Serious injuries and fatalities occur every bonfire season because of bonfire and firework misuse. A regional campaign for Tyne and Wear Fire and Rescue Service attacked this problem by demonising fire itself, as an emotional trigger for behaviour change. Faced with a small budget, they used an integrated campaign with a wide variety of media to successfully motivate and reinforce safer public behaviour. As a result of the campaign, reports of illegal bonfires increased, which in turn saved the local community £918,480 and generated payback of £18 per £1 spent. It also reduced the number of firework injuries by 80 per cent and attacks on fire staff by 31 per cent.
Bradesco, by Neogamma.BBH – ‘Bradescompleto - Growing in a BRIC market, without raising its voice’
Banking in Brazil had traditionally been a question of size and safety. However, with the economy becoming more stable, Bradesco needed to offer more to its customers to maintain its market share and make it an active partner in their futures. Using an engaging creative strategy that thought about the needs of its customers, the advertising campaign merged the brand with ideas of completeness through the slogan, ‘Bradescompleto.’ Without raising its share of voice, the campaign generated 700,000 new accounts and turned R$760 million of communication into R$1.89 billion of current accounts.
BT, by Abbot Mead Vickers BBDO – ‘A swiss army knife of a campaign’
This paper shows how a single campaign vehicle – the BT ‘Family’ – can be flexible enough to successfully address multiple communication challenges. It demonstrates how this campaign has helped rekindle people’s affection for the brand, while also successfully defending its traditional telephony base, growing its broadband business, launching its digital TV service and changing consumer behaviour in the directories category. Furthermore, it shows how the BT ‘Family’ campaign has provided powerful media efficiencies, delivered measurable improvements in brand tracking and has had a ‘creative multiplier’ effect on the brands return on investment, with payback of £3.25 per £1 spent.
Cabwise (Transport for London), by WCRS & Mediaedge:cia & Incentivated – ‘Creating a brand to help prevent rapes’
The Cabwise brand was able to emotionally dissuade young women from getting illegal minicabs late at night and rationally provide them with the means of getting a legal alternative. It enabled women to receive practical information on how to use the text service which was useful, memorable and easy to decode. All of this was achieved on a media budget of only £671,000. As a result, the number of sexual assaults and rapes committed by illegal minicab drivers dropped by over a third during September - December 2006. By doing this the entire £1.2 million marketing spend was more than covered by savings in police and court costs, and for every £1 spent, an estimated £1.13 was saved.
Cadbury’s Biscuits, by Bartle Bogle Hegarty – ‘Oh Happy Day: How advertising helped biscuits buyers discover a new name in chocolate digestives’
This paper demonstrates how the advertising announcing the arrival of a new name in chocolate digestives, made Cadbury the fastest-growing chocolate biscuit brand. It is also a stark reminder of the power of focus and simplicity. By using one high-impact television execution - ‘Thank You’ - strong awareness levels for Cadbury Milk Chocolate Digestives were achieved, which also subsequently unlocked sales growth across the entire Cadbury Biscuits range. This small budget awareness campaign delivered big-budget results. It improved perceptions of product quality and taste, delivered higher penetration and loyalty, and generated payback of £2.59 per £1 spent.
Cadbury Dairy Milk, by Fallon London and Cadbury UK – ‘How a drumming gorilla beat a path back to profitable growth: A real time effectiveness case study’
This case shows how a drumming gorilla helped Cadbury recover market share and achieve profitable growth. In 2007, Dairy Milk was entering its third year of sales decline. A new communications strategy challenging traditional advertising theory reasserted Cadbury’s presence and authority through an integrated media campaign. The radical strategy of the ‘Glass and a Half Productions’ idea captures the feeling people have when eating Dairy Milk to create fame and love for the brand. Its success generated £5.22 million of incremental sales growth without the reliance on range extension or promotion. The campaign also helped to transform decline into growth and to engineer a more profitable business model.
Capital One, by DDB London – ‘Capital One - The journey to brand leadership’
In the late 90s, a direct-response approach enabled Capital One to build a huge business without having a strong brand. But when competitors began to copy it, having a strong brand became crucial to improving its market share. By changing the media used in its communications from rational ‘push’ media of DM and press to the more emotional ‘pull’ media of TV and online, and adopting a warmer, funnier tone of voice, it reversed the decline in market share and became the leading brand among new cards. The campaign generated payback of £1.30 per £1 spent, with long -term payback expected to be much higher.
Carex, by TBWA\Manchester – ‘Carex market leadership: The benefits of long-term inconsistency’
The Carex paper demonstrates how a long-term commitment to advertising has ensured maintenance of brand leadership and category growth. It also challenges the widely accepted belief that long-term advertising must have a consistent message. Using four different media, the campaign has employed six phases of different creative ideas, continually providing the market with new messages about the brand. These executions included, ‘All anti-bacterials are not the same’, ‘Some people wash, some people don’t’, and ‘Expert endorsement: Also used by real vets’. The campaign has generated £25.2 million retail sales over five years, and £39.5 million over nine years.
Danone Activia, by Rainey Kelly Campbell Roalfe Y&R – ‘The value of letting the product shine’
This paper demonstrates how Activia went from being a niche player worth £26.3 million a year to a brand with sales of over £120 million in just three and a half years. Launched in 1999, Activia is unique for being a yoghurt containing a probiotic culture that has digestive benefits. Using a testimonial approach in its core TV campaign to discuss digestive discomfort, the product benefit was delivered sensitively and appropriately. The success of the campaign produced a short-term incremental profit of £29.9 million, and also generated payback of £3.03 for every £1 spent.
Dave, by Red Bee Media & UKTV – ‘Now everyone has a mate called Dave’
All brands want to stand out from the crowd, but in TV these crowds are huge and many digital channels can appear anonymous. This paper shows how by rebranding uktvG2 as Dave and reframing its content as the ‘Home of Witty Banter’ the channel achieved stand-out. The communications promoted the channel rather than the individual programmes, and gave Dave its own personality and tone of voice. This was achieved with PR and the use of high-impact large-scale back-lit outdoor sites across the UK’s major cities, making its arrival unmissable. Its success attracted an additional eight million viewers and generated payback of £2.99 for every £1 spent.
De Beers, by JWT – ‘Billion dollar ideas’
This paper explores how De Beers tackled flagging US diamond sales by focusing on the needs and emotions of their consumers. Three strategies were developed, called ‘Beacons’, in order to recruit more women into heavy ownership of diamond jewellery, encourage more sales at higher prices, and provide new opportunities to buy it. The communications used a multi-channel strategy, with the heart of the launch being PR-based to position the idea as a social movement, following it with advertising and trade support. The campaign added US$18.8 billion in sales, increased the non-bridal diamond jewellery sales value by 26 per cent and generated payback of US$4 for every US$1 spent.
Dero, by Bartle Bogle Hegarty– ‘Keeping up with the Popescus. A Romanian icon embraces modern portfolio management and reap rewards’
Dero, the Romanian detergent volume leader, was faced with an advertising challenge: the brand needed to recruit new, modern users to its contemporary products while simultaneously maintaining the equilibrium of its more traditional, core business. In 2006 and 2007, Unilever's Dero ran two campaigns in parallel: the Unexpected Stains campaign was refreshed and ran alongside dramatisations of the tangible, sensorial benefits of the brand's more contemporary two-in-one product - growing brand value share ahead of volume share. Communication succeeded in recruiting consumers into both the added-value variant and the Classic product, as well as upgrading people from Classic, and the campaigns generated a payback of €3.70 for every €1 spent.
Direct Payment, by Miles Calcraft Briginshaw Duffy – ‘Giving it to you straight’
For years, millions of Britons had been used to receiving social security benefits and pensions through paper-based methods. However, the Government announced that from 2003, electronic payments would become the norm, a move that was met with widespread hostility. This paper demonstrates how an integrated communications campaign neutralised the emotionally charged atmosphere, by providing a stream of straightforward, non-threatening information about the new scheme. After two years, 95 per cent of claimants had switched to electronic payments, compared with 43 per cent previously. Over seven years, the campaign is estimated to have delivered payback of £29 per £1 spent.
Dove, by Ogilvy Advertising & MindShare Media UK – ‘Dove's big ideal - From real curves to growth curves’
This paper shows how Dove rejected the conventions of its category and popular cultural beliefs to forge a strong connection with its customers and increase sales. Evidence suggested that projecting images of perfect beauty had a negative impact on a woman’s self esteem. Dove broke its category norm to ‘make women feel beautiful everyday by inspiring them to take greater care of themselves.’ The ‘Big Ideal’ campaign engaged consumers by using women of all shapes, sizes, ages and races to project a more accessible notion of beauty, primarily through TV, PR and sponsorships. It generated $38 million in sales revenue and payback of US$3 for every US$1 spent.
Eurostar, by Fallon London – ‘Vote Eurostar: How electioneering communications achieved a landslide victory for high-speed rail’
This shows how marketing and communications played a critical role in Eurostar’s move from Waterloo to St Pancras International. Eurostar’s aim was to ensure that no passengers were confused as to where to go on November 14th, the day of the move. The strategy was to view the move like an election, whereby ‘constituents’ in relevant areas were informed of what was happening during a 12-month integrated campaign. Communications included the use of a new model of ‘launch’ campaigning alongside polling of ‘constituents’ to ensure penetration. This strategy ensured that no one turned up mistakenly at Waterloo and 30,000 people arrived at St Pancras International either to travel or to witness Eurostar’s new home.
Fairy Liquid, by Grey – ‘‘Fairyconomy’: The story of how we used one we made earlier’
By mid-2000, Fairy Liquid was losing its appeal. Busy, cost-conscious mums were turning to own-label retailer brands, presuming that they offered a decent saving. The resulting Fairy strategy was to attack the retailer brands on their own territory – of value – by explicitly attaching Fairy’s historic mileage claim to financial saving. The creative idea that followed – ‘Fairyconomy’- has been used in TV, print and outdoor advertising, as well as PR and on-pack support. The campaign has so far generated payback of £1.21 in profit for every £1 spent.
Fairy Non Bio, by Leo Burnett – ‘Focus for growth’
This paper shows how by further defining its target in its communications strategy, Fairy improved its market share in the non-bio brand sector. The strategy was to think small by dramatically reducing the target audience from all those with skin irritations to mothers-to-be and mothers of children 0-4 years old. Using an integrated media approach with promotional tie-ins to popular toddlers’ books alongside new TV ads and websites, the campaign established Fairy’s product as the definitive choice for new mums. The campaign has quadrupled payback in three years, grown volume and value sales by 21 per cent and Fairy has taken market leadership for the first time.
Heinz Beanz Snap Pots, by McCann Erickson Advertising – ‘Growing value in the baked beans market: Not so Eazy Beanzy’
Household penetration of beans had neared saturation point and frequency of consumption was declining. This paper explains how communications helped Heinz Beanz to innovate its brand and in doing so increase market share by trading Snap Pots at a price premium. On a small budget, shrewd media planning enabled Snap Pots to be launched as a hassle-free means of eating beans. Using a clever TV campaign - ‘Eazy Beanzy’ - that reflected the product design by splitting the TV screen into four, each with a different scenario, it was able to demonstrate convenience and broad consumer appeal. The success of the campaign achieved a market share in excess of four per cent and generated £4 million in sales.
Hewlett-Packard Personal Systems Group (PSG), by Goodby, Silverstein & Partners – ‘How communications helped make HP personal again’
By making its consumers look differently at the brand, Hewlett-Packard became the number one PC manufacturer in the world. It achieved this by creating a campaign that made both the PC and HP personal again. The strategy focused on recognising how central PCs were in people’s lives, with a campaign using conventional TV and print media, as well as online web experiences around the idea that ‘The Computer is Personal Again’. Since the campaign's launch, HP repositioned itself as the number one PC brand in the world without an increase in budget and generated sales revenue of US$10.8 billion.
Iceland, by MediaCom North & Iceland Foods Limited – ‘Iceland Foods & I'm a Celebrity: A perfect match’
Faced with an intensely competitive market, Iceland was determined to improve sales during the crucial Christmas period. This paper shows how integrating the brand with its sponsorship of ITV’s I’m a Celebrity, Get Me Out of Here and by employing ‘Queen of the Jungle’ – Kerry Katona – as a brand ambassador, Iceland increased its Christmas sales. The creative strategy focused on Iceland’s party food. The ‘Party Like a Celeb’ campaign targeted mums via a programme they loved and two celebrities clearly associated with it. The campaign helped increase sales of the party food range by 26 per cent and generated payback of over £1.20 for every £1 spent.
Johnnie Walker, by Bartle Bogle Hegarty – ‘From whisky producer to global icon: The story of 'Keep Walking'
This paper shows how a global campaign transformed Johnnie Walker from an ailing whisky producer into a global icon. In 1999, faced with the steady loss of its market share, Johnnie Walker elevated its communications beyond rational product claims to instead embody the values of personal progress. The ‘Keep Walking’ campaign has made the brand an icon of progress in over 120 markets worldwide, driving considerable consumer engagement and accelerating growth. The US$2.21 billion of incremental sales generated since the campaign’s launch amounts to total sales growth of 48 per cent; growth which today continues unabated.
KFC, by Bartle Bogle Hegarty – ‘Finger lickin good results' How celebrating taste reversed the fortunes of KFC’
In 2005, as health concerns mounted among the general public, KFC was losing penetration, sales and market share, so the communications task was to bring lapsed users back to the brand. The appealing solution would have been to present KFC as new, improved and healthier. Instead, counter-intuitively, it was decided that consumers should be reminded of the irresistible taste of KFC. As a result of this strategy its fortunes turned around almost immediately with sales and share value returning to growth. Using a combination of measures, the campaign demonstrated that advertising is a key driver of recovery, generating £328.05 million in incremental sales and payback of £4.3 incremental profit for every £1 spent.
Learndirect, by Rainey Kelly Campbell Roalfe Y&R – ‘Careers Advice from learndirect: The whole story about being incomplete’
This paper reveals how learndirect launched a free and independent telephone and web-based Careers Advice service in January 2006. A multi-media campaign was created that took a fresh approach in a category characterised by brands promoting their functional service attributes and/or the possible financial returns on offer. The resulting ‘Jigsaw’ campaign instead showed that learndirect empathised with the incompleteness people can feel in their jobs and career. Using simple images of people with jigsaw piece shapes missing from them, the campaign consciously sought approachability over creative wizardry and has already generated a £40 million payback.
Lucozade Sport, by MediaCom & M&C Saatchi – ‘How we doubled sales by focusing on less’
This paper shows how Lucozade Sport sales doubled over three years by having more engaged conversations with a smaller group of people. The ‘Before, Fuel, Edge’ communications strategy was developed to connect Lucozade Sport with the needs of athletes; using it ‘before’ sport as preparation, providing ‘fuel’ through functionality and scientific credentials, and ensuring its availability at events for participants and spectators (‘edge’). The campaign created a wide variety of partnerships, experiences and content to deliver this multi-faceted strategy and directly connect with the right people. It has generated a short-term payback of £1.04 for every £1 spent.
Lurpak, by Wieden & Kennedy – ‘Lurpak: Turning thought leadership into market leadership’
This is the story of a classic brand in a familiar category and how new thinking and a new campaign took a perennial second-best to first place. It proves how Lurpak’s new advertising campaign, launched in March 2007, has contributed a 3.76 per cent year-on-year uplift to the brand’s total sales volume and added an incremental 1.7 million kilos to the brand’s total volume sales. In the long-term, every £1 spent on advertising is estimated to return £4.26. This campaign has helped Lurpak overtake its competitors to become the country’s most valuable brand in its category and the champion of good food.
Marmite, by DDB London – ‘Please look after this brand: the launch of the Marmite Squeezy’
Marmite was faced with a dilemma: it needed to change its usage to encourage growth without losing its existing customers. In March 2007, Unilever launched ‘Marmite Squeezy’ to target the consumer sandwich market. This paper outlines how through involving Marmite fans in the change in product format, along with an integrated marketing campaign, customers were encouraged to use the brand more frequently and particularly in sandwiches. The success of this campaign generated a short-term payback of £1.30 per £1 spent, with a long-term payback expected to be £2.30 per £1 spent.
MasterCard, by McCann Erickson Advertising – ‘Confidence: It's something that money can't buy’
This paper explains how MasterCard created social confidence in the use of credit cards to increase its market share. Using a social- and emotion-based strategy, the ‘Priceless’ TV campaign improved consumers’ confidence by redefining the user imagery of cardholders. Choosing not to use people who were archetypes of wealth, the communications instead focused on qualities such as kindness and reliability. This encouraged consumers to see that if admirable people used credit cards to achieve laudable outcomes, they could too. The campaign generated an increase in share of the credit card market from 31 per cent to 39 per cent, and delivered an incremental usage of the MasterCard payment system of £24.2 billion between 2003 and 2005.
McCain, by Beattie McGuiness Bungay – ‘When the chips Are down, it pays to advertise’
This paper demonstrates how effective communications helped McCain prosper in a market affected by a raging 'junk food' and obesity crisis. Prior to 2006, McCain's oven chips were suffering perception problems within the general public. A loud and proud communications idea - the 'It's All Good' campaign - was launched to allow McCain to defend its core market and change public opinion by restoring and developing a more culturally sensitive brand image, and even mitigate against a significant price rise. Using a multi-media approach, the campaign has already generated short term ROMI of 1.07:1, and provided a platform for future growth and diversification.
McDonald’s Eurosaver, by Cawley Nea TBWA – ‘McDonald's Eurosaver 'Hold Me Now' campaign: How one large Eurovision legend, one medium white suit and a small portion of teenage angst came together to give relevance to a whole new generation of McDonalds’
McDonald’s had relied on trading on value-for-money with the teenage audience, but knew that this positioning was unsustainable. This paper explores how McDonald’s used 80’s icon Johnny Logan to build affinity between itself and the difficult-to-please teenage audience. The strategy was to allow teens to engage, participate with and like the brand. The ‘Hold Me Now’ campaign achieved this by using Johnny Logan as someone teenagers could turn to in their hour of need, through TV advertising and launching its own Bebo site. This approach resulted in increased penetration and frequency of teens to McDonald’s.
Morrisons, by Delaney Lund Knox Warren & Partners Ltd– ‘Fresh growth for Morrisons’
After acquiring Safeway in 2004, Morrisons experienced a seemingly inexorable three-year decline in its market share. This paper explains how its advertising improved perceptions of Morrisons food quality, which was the biggest issue holding the brand back. To resume growth, the strategy focused on the story hidden at the heart of Morrisons’ ‘Market Street’ offer: more food is made and prepared fresh in-store every day than any other supermarket. The ‘Fresh choice for you ’ campaign used TV and print media to promote this difference. It has reversed Morrison’s market share decline and transformed it into Britain’s fastest growing supermarket, generating an estimated payback of £13 for every £1 spent.
Motorola, by Ogilvy & Mather Beijing – ‘Marketing Motorola in China’
The market for mobile phone handsets in China is huge and growing fast, but in 2005 Motorola only had 13 per cent share of the Chinese market. This paper demonstrates how by improving its brand image Motorola was able to increase its market share. The ‘Moto Tribe’ campaign used images of challenging, confident individuals with a strong personal style who were united by their choice of phone to increase desirability of the brand. Various media were used in communications including TV, print and music download sites. The campaign generated 15RMB for every 1RMB spent and successfully helped Motorola’s growth in China.
O2 UK, by Vallance Carruthers Coleman Priest & Archibald Ingall Stretton – ‘The O2 - A blue print for C21st sponsorship’
This paper describes a ‘new wave’ of sponsorship, transforming the maligned Millennium Dome into the world’s most popular entertainment venue. The creative strategy included outdoor and print to link the new name – The 02 with the iconic white tent. The television campaign showcased the entertainment at The O2 and persuaded customers to take up the ‘Priority Ticket’ initiative. In just seven months The O2 generated £61 million worth of PR and welcomed 3.4 million visitors, and a million customers signed up for ‘Priority Tickets’. Payback calculations reveal a self-financing asset within just four months and one year from launch an ROI of 26:1.
Power of One, by Cawley Nea TBWA – ‘The power of one: How one campaign managed to mobilise and sensitise a whole nation on energy efficiency’
The ‘Power of One’ campaign shows how one simple idea changed a nation’s consumer awareness and behaviour towards energy efficiency. From 1990 to 2006, Ireland’s economy grew dramatically and as a consequence so did its primary energy usage. The challenge faced by The Department of Energy, Communications and Natural Resources was to decouple economic growth and energy consumption. The strategy was to create a national movement, ‘The Power of One’, to promote and endorse energy efficient behaviour and empower the consumer to make a difference. This approach has started to change social behaviour, with 31 per cent of people saying that they are using energy efficient CFL light bulbs more often instead of traditional lamps, since the campaign began.
Public awareness campaign for helmet wearing , by Ogilvy & Mather Vietnam – ‘Winning Vietnam's helmet war’
In 2007 97 per cent of the 21 million Vietnamese motorcycle riders and passengers were not wearing helmets. Asia Injury Prevention Foundation’s public awareness campaign aimed to reverse that situation. The creative strategy involved turning the poor excuses people give for not wearing helmets into life threats. Using previously unavailable outdoor advertising on buses alongside TV, print and digital, the campaign raised over US$10,000,000, tripled the number of helmet wearers and influenced the government to advance nationwide helmet-wearing legislation by six months. This has saved approximately 38 lives per day and has ensured a 99 per cent compliance rate with the new law.
Radley, by DDB London – ‘From bags to riches’
Radley + Co was set ambitious growth targets when it was acquired by a private equity firm in 2006. This paper demonstrates how the integrated campaign ‘Truly, Radley, Deeply’ created a large impact on a small budget. The strategy was to increase awareness of the bags and improve their image and desirability, while staying true to the brand’s identity. Within a year it became the nation’s favourite handbag designer, even trouncing high-end brands, and tripled the value of the company. It has generated payback of £5.57 per £1 spent, proving that small budgets and fashion advertising can produce large commercial effects.
Road Safety, by LyleBailie International – ‘The longer-term effects of seatbelt advertising’
This paper shows how psychological techniques were used to shock Ireland into wearing seatbelts. Seatbelt wearing rates in Northern Ireland and the Republic of Ireland were lower than people in Great Britain. The challenge was to increase seatbelt compliance and thereby reduce road carnage and its resulting human tragedy and economic cost to the taxpayer. The strategy combined findings from research, data and psychology to dramatise the consequences of being unbelted in a car through TV ads. The campaigns reduced the number of deaths and serious injuries without seatbelts by 29 per cent in Northern Ireland, and 46 per cent in Republic of Ireland, and generated payback of £15 for every £1 spent.
Sainsbury’s, by Seven Squared – How customer magazines are making Sainsbury’s great again
This paper explains why, in 2005, Sainsbury’s chose to launch ‘Fresh Ideas’, a quarterly, glossy, food and lifestyle magazine mailed directly to its high-spending customers. This new magazine complements the success of the established in-store, paid-for Sainsbury’s magazine, by building on Sainsbury’s brand messages and reminding customers how easy it is to ‘Try Something New Today’. It has also created an easy and accessible way for Sainsbury’s to communicate with its customers. In total, ‘Fresh Ideas’ has delivered a payback of 405 per cent and produced an incremental profit of £20 million.
Sainsbury's Supermarket, by Abbot Mead Vickers BBDO – ‘How an idea helped make Sainsbury's great again’
Sainsbury’s achieved a sales-led profit recovery and delivered £2.5 billion extra revenue by asking customers to ‘Try Something New Today’, encouraging each shopper to spend an extra £1.14 every time they shopped. Analysis had shown that customers were ‘sleep-shopping’ and in a rut with the things they buy and cook. By using TV, press, radio and in-store advertising, Sainsbury’s gave its customers simple meal ideas, which encouraged them to try new things and spend more on their shopping. The success of this campaign has generated £550 million in sales over two years.
Scottish Government: Teacher recruitment, by MediaCom Edinburgh & Newhaven Communications – ‘The great teacher round up’
The Scottish Government made a commitment to decrease class sizes in Scotland and as a result needed to recruit an additional 3,000 teachers in three years. By using a fully integrated communications strategy and understanding its audience’s mindset, the campaign targeted particular periods in which people were looking to change jobs. It used mixed media, including drive-time radio and commuter panels on buses and trains, to target commuters thinking of improving their quality of life and put them in touch with ‘their inner teacher.’ The advertising recruited over 4000 teachers in Scotland in three years, with a ten per cent increase in English teachers and a nine per cent increase in maths teachers, the two priority recruitment areas for the Scottish teaching workforce
See, Speak, Surf, by WCRS & MediaCom – ‘The power of three: How Sky broke the first rule of advertising with See Speak Surf’
This paper demonstrates how to successfully launch into new categories while defending the core business. Sky’s ‘See Speak Surf’ campaign broke the mould by launching TV, broadband and phone services together in the same executions; only by talking about them together could the simplicity and value of the whole become clear. ‘See Speak Surf’ helped attract 1.2 million new customers to Sky, encouraging them to take up more services, spend more and stay longer. Ultimately, the campaign delivered £299 million of additional profit, paying for the communications investment almost six times over.
Thomas Cook, by Arena BLM– ‘Making Thomas Cook's world revolve around its customers’
This paper demonstrates how a highly focussed consumer-centric strategy, based on consumer insight and understanding of the travel market, drove £2.3 million sales on a budget of less than £1 million. Thomas Cook used television in a highly innovative and integrated way, focusing on weekends away in January 2007 at key holiday locations. The campaign generated over 10,000 extra bookings, delivering £40 net profit for every £100 invested. It has also been the precursor to half a million people voting for an extra day’s bank holiday.
Toyota Yaris, by Draft FCB – ‘Move on move up’
For 30 years, Toyota has been the automotive market leader in South Africa but it needed to expand its market share in the small hatch and sedan categories. This paper demonstrates how Toyota successfully launched the Yaris model and increased its market share in these categories, without losing the traditional values of the brand or its loyal customers. The communications strategy was to epitomise the Yaris model as a symbol of ambition, achievement and success in order to connect with both the new generation of young South Africans and Toyota’s traditional older market. The success of this campaign exceeded Toyota’s 2005 sales targets by 47 per cent and 2006 targets by 16 per cent.
Trident, by Miles Calcraft Briginshaw Duffy – ‘Making a small budget go a long way’
This shows how the Metropolitan Police Service used creative communications to tackle London’s gun crime problem. Research showed that black teenagers aged 12-16 were susceptible to gun crime’s glamorous imagery so a strategy was developed to demonstrate a different reality. Using the rallying cry ‘Stop the guns’, communications dramatised the effects of gun crime and encouraged people to come forward with information. Creative media was central to the strategy, incorporating everything from bullet hole ridden music magazines to petrol pumps. As a result, calls with intelligence on gun crime have trebled, arrests of offenders have increased, and Trident officers seized 908 guns in 2007, more than the previous four years combined.
Virgin Atlantic Airways, by Rainey Kelly Campbell Roalfe Y&R – ‘How 15 years of communications helped break British Airways' stranglehold’
This paper demonstrates how communications over a 15-year period helped enhance ‘Virginness’ and strengthen performance for the Virgin Atlantic brand. The creative approach incorporated the elements of Richard Branson’s innovative, maverick image and persona into the communications campaigns, reinforcing them with iconic personalities and imagery. Working on a small budget, the media strategy ensured advertising was seen alongside that of the big established brands. Despite being a relatively small operation, Virgin Atlantic is now perceived as an airline industry heavyweight and is the most valuable asset in the Virgin Group. Econometric modelling estimates that communications have produced a return of £10.76 for every £1 invested.
V-Power, by The Marketing Store –‘A global product promotion for Shell - Shifting attitudes and behaviours in a commodity category’
This paper explains how Shell formed a partnership with The Marketing Store to create and implement a global promotion that would shift attitudes and behaviours of consumer segments that had little preference for Shell fuels. Sales promotions of Ferrari toy models in conjunction with Shell’s premium grade V-Power petrol resulted in an average volume uplift, across 50 markets, of 12.5 per cent from the previous year. The highest uplift was seen in Malaysia and the Philippines, with sales volumes in both countries increasing by 48 per cent. In the Netherlands, 12 million extra litres of premium fuel were sold during the campaign, resulting in a local payback of 225 per cent.
Waitrose, by Miles Calcraft Briginshaw Duffy – ‘David vs Goliath: The rematch’
This demonstrates how Waitrose evolved its quality-driven strategy to incorporate an ethical element. Using an integrated campaign with TV, radio, press and in-store advertising, among others, the campaign set out to position Waitrose as an ethical company as well as a retailer of fine foods. For example, one ad promoted pork and sausages by emphasising that Waitrose sources them from British pig farmers who conform to the highest standards of animal husbandry. This communications approach has generated £111 million in incremental profits in the past six years and payback of £5.05 for every £1 spent, proving that an ethical approach can be financially rewarding too.
Yorkshire Tourist Board: 'Make Yorkshire Yours' , by Smarter Communications – ‘Back to basics’
The ‘Make Yorkshire Yours’ campaign for Yorkshire Tourist Board went back to basics to change outdated perceptions of an old-fashioned county with limited appeal. The integrated creative and media strategies differentiated the brand in a declining market and helped to reverse common misconceptions. This was achieved by outlining the emotive and experiential elements of a Yorkshire break and by targeting people during their relaxation time. The campaign delivered £37.7 million incremental revenue uplift for a £2.8 million marketing investment, and a payback of 804 per cent. The campaign’s legacy has been to build a solid platform on which to continue improving perceptions, awareness and visits to modern Yorkshire.
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Last updated 21/11/2008