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Ogilvy Jay Chiat Winners 2012
- 1. ! ! ! ! ! ! ! ! ! ! ! ! ! Jay Chiat Awards Shortlisted Entries 2012 ! ! ! !
- 2. ! ! ! ! ! ! ! ! ! ! ! ! ! Share a Coke Ogilvy Sydney BRAND EXPERIENCE INNOVATIVE DESIGN SOCIAL MEDIA STRATEGY ! ! ! !
- 3. Happiness is social. Executive Summary The ‘Share a Coke’ campaign gave teens and young adults an exciting reason to reintroduce ‘Coca-Cola’ into their repertoire. ‘Coca-Cola’, once more, became social currency and a significant part of popular culture. Instead of putting the brand on a pedestal, we started with the product. Instead of thinking about media neutral ideas or big, glossy TVCs, we started at the shelf. This innovative, strategic thinking concluded in a ground-breaking idea that delivered strong sales results and is sure to be a valuable starting point for future campaigns.
- 4. Background ‘Coca-Cola’ faced two distinct challenges: 1. Increased competition: ‘Coca-Cola’: being consumed when people come together, connect and share a good time. 2. Fickle teens and young adults: The resulting business problem: In fact, 50% of teens and young adults hadn’t enjoyed a ‘Coca-Cola’ in the previous jeopardise long-term customer value. Being fully aware of the business problem ‘Coca-Cola’ defined the marketing objectives as: 1. Increase consumption: of 24 year-olds who have not had a ‘Coca-Cola’ for over a year. 2.Get people talking about ‘Coca-Cola’: disrupts and excites.
- 5. Three insights informed the strategy and consequently the creative development: 1. Put the product at the center of our thinking: Our teens and young adults admired the big, iconic summer campaigns of the past. Brand love was healthy but product sales were in decline. We had to champion the product first and cans of ‘Coca-Cola’ to become social currency, a must-have ticket item that gets talked about. 2. Help teens and young adults connect on a personal level: Whether it’s at school, work or home, less time alone and more time connecting with friends, family and even the odd stranger, makes us happier. This should not surprise us. The sensory experience of social connection, something deeply woven into who we are, helps our emotional and psychological wellbeing.1 Further, as adolescence progresses, the importance of peer relationships also increases dramatically. Teens and young adults spend proportionally less time with family and more time with friends, and these peer relationships become more intimate as they share experiences and develop their personalities.2 That means that personal happiness is derived from being connected to others, and being and young adults to connect with one another on a more personal, more meaningful level. 3. Re-unite Australians with the idea of getting together and sharing a good time over a ‘Coca-Cola’: beloved “Polar Bears”. social
- 6. that transcends borders and nationalities. Despite teens and young adults longing for a ‘shared’ and ‘connected’ happiness, which of course is the heartland of ‘Coca-Cola’, we discovered a tension in the market that we wanted to address. The consumer tension Whether it’s your best mate, your sister, or someone you’ve only just met, ‘Coca-Cola’ has always been an integral part of people coming together. But with the world flocking to the digital space, how we connect has started to change and, it would seem, the more friends we gather online, the fewer we connect with in a personal way. The creative idea of those currently in our lives, but also people we may have lost touch with, giving us a reason to connect. And thus, our ‘Share a Coke’ campaign was born. Guiding principles amongst family and friends. We therefore had to listen to what our consumers were doing in response to the campaign in order to be able to surprise, to keep the campaign’s momentum up, and spark further conversations. We also acknowledged that across our three audiences, people would engage with the campaign in different ways, to varying degrees and via different contact points. We had to create content for people who wanted to get highly involved with the campaign as well as content for people who just wanted to take part in the fun at a lower level. That understanding formed the guiding principles for our campaign rollout: 1. T 2. Create a diverse spectrum of engagement that allows all to participate in the campaign.
- 7. Campaign roll out Prior to the campaign launch, ‘Coke’ bottles with names on began appearing in fridges across shared their name, crowd-sourced from our fans. To fuel media buzz, personalized ‘Coke’ cans were sent to local celebrities who invited their network of fans to connect and ‘Share a Coke’. In partnership with a radio network, we created 150 ‘name songs’ and broadcast them on-air nationally. Consumers used these songs as inspiration to connect via Facebook. received an MMS enabling them to share their friend’s name up in lights, via Facebook and email. the tools to connect and ‘Share a Coke’ by: toured 18 Westfield Shopping Centers inviting consumers to personalize a ‘Coca-Cola’ can with audience and asked them who they wanted to ‘Share a Coke got their say, 50 new names were released. broadcast this content to celebrate the connections we made throughout the campaign.
- 8. The WorkPackaging Design Iconic ‘Coca-Cola’ Sign - Projection Event
- 9. The WorkOut of Home Westfield Kiosks © 2011 The Coca-Cola Company. ‘Coca-Cola’, ‘Coke’, the Grip&Go Bottle and ‘Open Happiness’ are registered trade marks of The Coca-Cola Company. COCO2187/METRO/1520X1010/STEVE shareacoke.com.au Share a Coke with © 2011 The Coca-Cola Company. ‘Coca-Cola’, ‘Coke’, the Grip&Go Bottle and ‘Open Happiness’ are registered trade marks of The Coca-Cola Company. COCO2130/TARA/2 If you know a Tara, share a Coke with shareacoke.com.au with
- 10. The WorkFacebook - Name Songs and Virtual Can app Celebrity Seeding of Packs Broadcasting Personal Shared Stories © 2011 The Coca-Cola Company. ‘Coca-Cola’, ‘Coke’, the Grip&Go Bottle and ‘Open Happiness’ are registered trade marks of The Coca-Cola Company. COCO2247 bottle on my desk, took a picture and sent it to me. It said ‘You’re missed.’ – Natalie, 18, Killara Share a Coke. Share a story. Visit our wall at shareacoke.com.au When I missed my lecture, my bff put a
- 11. The Results Our Return On Objectives exceeded expectations: 1. Increase consumption records began 111 years ago. during the campaign, increasing 7% (Source: 3MM P4W Consumption Oct-Dec 2011 B3 the first time in over a year. The campaign marked a re-energising of a life-long relationship with the world’s most iconic brand. 2. Get people talking about ‘Coke’ again. talked about Facebook page. Please note that our objectives were achieved without changing the product, solely the packaging, thereby creating a social currency that concluded in volume growth for ‘Coca-Cola’. The growth was achieved without increasing distribution or discounting our product heavily. astonishing then is that the volume increase was achieved despite experiencing the wettest
- 12. ! ! ! ! ! ! ! ! ! ! ! ! ! Dove Ad Makeover Ogilvy London BRAND EXPERIENCE CREATIVE TECHNOLOGY FOR GOOD STRATEGY SOCIAL MEDIA STRATEGY ! ! ! !
- 13. The Dove Ad Makeover Jay Chiat Planning Awards
- 14. Unlocking the social power of the Dove brand 10 years ago, Dove’s Campaign for Real Beauty (CFRB) called out the fashion and beauty industries for the way that their unrealistic stereotypes made women feel about how they looked. By 2012, women know a photo-shopped ad as soon as they see one, major luxury brands are publicly challenged for retouching famous actresses beyond recognition in their advertising, and 17-year-old girls are demanding that the glossy magazines they read feature more real girls in their pages. CFRB worked. This paper tells how Dove applied the same brand insight in social media to address a new, digital form of beauty anxiety. Along the way, it started a debate that ended up in national newspapers, empowered legions of women to make other women feel good, and challenged the status quo of what’s acceptable advertising on Facebook. Welcome to the tale of the Dove AdMakeover.
- 15. Full Paper The Campaign for Real Beauty (CFRB) is one of the best-loved and most talked-about communication ideas ever, and it made women feel good. By showing how the unrealistic beauty stereotypes of the beauty and fashion industries damaged self-esteem, Dove empowered women across the world, and made a cultural impact that was felt far outside the realms of advertising. It was founded on one central insight, which has continued to drive the brand ever since – that too often beauty is a source of anxiety for women, not confidence. Dove’s mission was to make women feel beautiful, not for its own sake, but because feeling beautiful makes you happy. Dove had called out the the magazine, broadcast and beauty industries for how they made women feel, but the times had changed. By 2012, new sources of beauty anxiety were cropping up in places that hadn’t even existed when the original Campaign for Real Beauty launched.
- 16. The Insight: A new front in the battle for self-esteem By 2012, social media accounted for a huge share of women’s media usage, with Facebook the dominant platform. Women are 60% of Facebook’s users, they are more active than men, access it more regularly, and spend more of their time there1 . For women, social media is an integral part of their life, a forum for self-expression, and a way of sharing personal thoughts, content, and information about themselves with other members of their friendship group. However, this also makes them vulnerable. Particularly when advertisers use the information that they give up to serve them advertising like this: What does it do to your self-esteem to have your recent break-up prompt a targeted ad that asks you why you’re “32 and still single?” Should women have to put up with being told that they need to lose weight when they post about the cake they’re baking for their children? Or be served ads offering them breast enlargements and liposuction when they upload holiday photos of them wearing a bikini on the beach? These were the latest media expression of a time-honoured method of selling products to women – making them feel bad about the way that they looked. This time, however, it was personal. We had identified a new source of beauty anxiety for women – the same API that serves diaper ads to new mothers was also being used to target their insecurities. In fact, many advertisers were misusing the rich personal data from women’s social profiles to negatively target them, in a place where they should be free to share their personal lives without having the details used against them. 1.Source:PorterNovelli,“MenarefromFoursquare,WomenAreFromFacebook”,Feb2012
- 17. The Strategy: Social Media resistance It wasn’t enough for us to just identify and point out the problem. We wanted to lift the lid on the issue, and then empower the global sisterhood to tackle negative advertising. Social had given us the problem, but it had to be an integral part of the solution too. We needed the campaign to launch, grow and finish in social media for it to make sense in the correct context. To fulfil Dove’s brand promise, “Real Beauty by Real Women” we needed to allow women to address the issue for themselves. The challenge for communications was to design a campaign that women would participate in.
- 18. The Creative Idea: Giving Facebook advertising a makeover The Ad Makeover displaced negative advertising that preyed on women’s insecurities, by adapting a technology intended for technically savvy marketers so that anyone could create positive advertising for women to see on Facebook. Women made the ads, Dove picked up the bill. Dove outbid other advertisers on key terms that could be used to target women negatively, ensuring a potentially negative ad was replaced with a positive one. Facebook was the natural place to start the movement, both because of the size and frequency of female usage of the platform, and because Dove had a highly-engaged, passionate community of 8.6 million Facebook fans.
- 19. This social by design campaign began by discussing with our fans how they felt about these negative ads. We followed this with a film to point out the issue, show what we were proposing to do about it, and invite women to take part by using our app. The app put a simple and user-friendly interface on Facebook’s ad buying system, putting the power in women’s hands. Women could select from a list of messages and simple designs and then choose the audience for it – women who were thinking about love, family, health, etc. We bought media by ‘thinking like the enemy’. This involved generating a list of hundreds of targeting keywords that advertisers would use to target women negatively: ‘pregnant’/‘boob job’/‘lonely’/‘single’/‘bikini diet’ etc. A system of double bidding against these keywords using Facebook’s Marketplace API ensured that ads developed by real women would always take the place of ads from negative advertisers. Women’s support was not only posted on their wall, or advertised to other women in their friendship network, but to all other women using Facebook in their country.
- 20. Nudging along the customer journey As architects of the user experience, we built behavioural economic nudges into the consumer journey. We harnessed relativity with the campaign video, by offering women a simple choice: would you like other women to see negative advertising that makes them feel bad, or positive beauty messages? We built commitment and status quo bias into the UX design. Women weren’t asked for any Facebook permissions until after they’d built the positive message that others would see. We fed herding by using Facebook’s sponsored stories ad format that notified women when other members of their friendship group had interacted with the campaign. We structured the user journey so that, much like a charitable transaction, it made them feel good in a number of ways: firstly, they got the warm glow of altruism for helping out other women; secondly, it posted a notification about their participation to their profile for others to see; thirdly, it notified their friends when several people in their friendship network interacted with it, feeding a digital movement.
- 21. The results The campaign launched first in Australia and Brazil, our two markets with the most active and engaged Facebook users. In just two weeks, in just these two countries, advertising by real women displaced 171 million potentially negative pieces of advertising2 . Along the way, the campaign earned 253 million free media impressions3 on news websites like the Huffington Post, Mashable, and Perez Hilton’s blog, giving the campaign a total reach of 29 million women and ensuring that the debate travelled outside Facebook and into broadcast media, without any additional media spend. The campaign upped Dove’s viral reach on Facebook by 87%4 , so that women were hearing about the brand through their friends, rather than through paid advertising. Most importantly, 71%5 of the women who interacted with the app said that it made them feel more beautiful. This suggests that in addition to the impact of the positive ads, being part of a global movement to seize control of their social media environment and remove negative advertising also made women feel beautiful. The campaign has subsequently launched in the UK and is being rolled out globally by Dove. The AdMakeover challenged the status quo of what’s acceptable advertising on Facebook, a platform that serves 1.3 trillion ads a year6 . The social change our campaign affected with the help of real women will have positive consequences long beyond its lifespan, and has made sure that there is one less source of beauty anxiety to get in the way of women feeling beautiful. 2.Source:FacebookAdTracker3.Source:UnileverPR&MediaTracking,May20124.Source:FacebookAdTracker,vsDoveFBweekly averageviralreach5.Source:FacebookOpinionPoll6.Source:ComscoreUSDisplayAdvertisingMarketReport,May2011
- 22. ! ! ! ! ! ! ! ! ! ! ! ! ! Finding True North Ogilvy Shanghai BRAND EXPERIENCE ! ! ! ! ! !
- 24. SUMMARY This is the story of a brand that, in the chaotic of booming China, lost its direction but then found it again by helping urban Chinese find theirs. It's also a case of how in the immature Chinese advertising market, where media spending is often the primary weapon, cultural analysis was the secret to shaping a category-breaking solution that went beyond communications. It is a story of how a small spark started a prairie fire.
- 25. GOOD BUSINESS ? In the past 10 years, the Chinese outdoor apparel market had rocketed to a 1 billion USD business. Riding on the wave, The North Face has also been enjoying solid sales growth year on year. While a booming category offered many reasons to be excited about the future, there were other things that gave rise to worries. As the brand that pioneered the entire outdoor exploration movement, The North Face built its world-leader name through unrivalled understanding of authentic outdoor exploration. Ironically however, growth in China was fuelled by the inauthentic 'outdoor lite' lifestyle that major competitors Columbia and local brand Toread, had established years before The North Face arrived. Chinese consumers were buying technical outdoor apparel for as a fashionable and novel way to stay warm and dry on the urban footpaths, miles away from the wiles of a real outdoor trail the products were designed for. The North Face wanted to take advantage of the window of growth, but not at the price of losing precious authenticity. e.g. “Outdoor Lite” lifestyle communication from Columbia and Toread in year 2010
- 26. COMMUNICATION ALONE CAN’T FIX IT To fuel the growth communication was the conventional solution. And so for several years, The North Face reached out as competitors did, to its rich pool of global brand assets including endurance athletes, in an attempt to define outdoor authenticity through the lens of physical exersion. The formula was to be the ‘Nike of the outdoors’. However despite all the best intentions, it just didn't work in China as it did in the USA. Brand tracker report showed that after several years, brand awareness and key brand attributes hadn’t changed. Meanwhile, our nemesis competitors blasted the market with three times the media we had and ensured that they were beyond the reach of The North Face. To figure out what went wrong and how to make it work, the company approached the agency. Through qualitative research we were realised that consumers found the depiction of outdoor athleticism too remote and intimidating for the average 'urban explorer'. The advertising didn’t persuade consumers to venture outdoors, and in fact, they said the idea of climbing vertical cliff faces was simply 'irrelevant', 'undesirable' and even 'dangerous'. The team felt trapped between the brand’s global strategy of outdoors athleticism and a local market that wasn’t ready to embrace such extremism. How do grow in a way that was true to the authenticy vital to The North Face? e.g. The North Face adaptation advertising launched in China in 2010
- 27. UNDESIRED FOR MORE THAN 150 YEARS For the first time, the agency‘s planning team was invited into the process. We realised that we needed a new approach and found inspiration in Douglas Holt’s philosophy of ‘Cultural Strategy’1 and the way culture can be a source of innovation. Early on, it felt that opportunities lay in stepping back from the category’s obsession with the way outdoor apparel looked against a mountain backdrop and instead tackled the bigger question of how urban Chinese felt about the outdoors itself. We needed to stand on solid foundations so we first went to academia of all places, with Jonathan Spence’s explanation of China’s transformation from its ancient to modern self2. We learned how the Qing Dynasty opened its gate to international trading in 1850 and brought richness to the coastal cities. All things ‘urban’ became the pinnacle of aspiration at the expense of the ‘rural’. Fast forward to the 1990‘s and truckloads of foreign investment. The cities were the exciting places of change whereas rural China (a.k.a. the outdoors) become defined by the character “Tu” ( ), meaning they were ‘dirty’, ‘crude’ and even ‘uncivilized’. These deeply seated beliefs meant that while outdoor apparel was novel to a minority, it was simply irrelevant to the larger audience. For a brand that wanted to own authentic “outdoor exploration”, these were substantial barriers . 1 Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands, Douglas Holt and Douglas Cameron 2 The Search for Modern China (2nd Edition), Jonathan. D. Spence
- 28. A SPARK OF FIRE Yet there was more than a glimmer of opportunity. We were blessed to have as a colleague ethnographer Dr. Michael Griffiths who had spent more than 12 years studying China’s nether regions1. He told us of an emerging pheonomenon called ‘NongJiaLe’ ( or ‘Happy Peasant Life), where some city people were breaking with tradition by driving from the cities to the countryside on weekends to live like peasants. They were seeking get-aways from the mounting social and economic pressure of city life. We looked into this further and found signs of a similar trend emerging across China. People seemed to be having second thoughts about their pursuit of a standard successful life. Money still matters a lot, but the side- affect of rapid wealth development made them start to have this nostalgic feeling towards the old days when life was simpler and happier. And outdoors became the perfect exit because of its welcome sense of freedom from the control of city life. Fragments of the cultural audit revealing the beginnings of a rebellion against the ‘material dream’. Left: “They (men carrying house and car) are the new social classes” And when we met some of these ‘NongJiaLe’ adventurers we realized that experiencing the outdoors and rural life had become a valuable source of rare and emotive story telling to timid friends back in the city. The outdoors had the potential for ‘social caché’ that gave rise to enthusiastic sharing on China’s booming social networks ever eager for novelty. It was at this discovery that we knew we had a game changing opportunity. Not only had we defined the meaning for people to go outdoors, but we also found the format to start the movement – not just through communication, but also through offering actual outdoor adventure experience on a much bigger scale. 1 Chinese Consumers: The Romantic Reappraisal, Michael B. Griffiths, M. Chapman, F. Christiansen, Ethnography 11 (3)
- 29. FINDING TRUE NORTH! When the Chinese say they ‘Can’t Find the North’ ( ), it means they have lost their way, or their sense of direction in life. It’s a deeply felt idiom, more now so than ever. We realized this very idiom could be turned on its head as a rallying cry to join outdoor exploration. With the help of Chinese culture, the agency repackaged the outdoors not as a beautiful postcard but as a way to re-find yourself with a hiking event aimed at regular urbanites: “Finding True North” ( ).
- 30. CREATIVE APPROACH WE STARTED FROM THE SOUTH To make it a national movement, we designed a route from Guangzhou in the South of China to Mohe in the far North that took in 10 key well- developed cities along the way. With the support of print and OOH campaign launch, we recruited people through campaign online platform to join our mission to the north. At each stop, the ‘True North’ team designed a series of outdoor activities (hiking, mountain biking, etc) that not only took people from the center to the northernmost point but also gave them an authentic experience of outdoor exploration. GETTING THE WORD OUT IN REAL TIME To make the exploration experience more engaging and recognize everyone’s good efforts, we partnered with Weibo (a.k.a. China twitter) and leading location-based-service SNS Jiepang.com (a.k.a. China Foursquare). At each checkpoint, participants were able to check-in and unlock achievement badges via their mobile phones, which were then shared across social media to further push this social movement. TO THE COUNTRY’S TRUE NORTH The top 9 performers from the first 9 cities were then invited to join an exclusive group that would set out from Mohe, in Northern China, to the country’s ‘True North’ point. And best performing participant will be trained by The North Face so as to join the ultimate finale – an exploration trip to the North Pole.
- 31. IGNITING A SOCIAL MOVEMENT Reflecting The North Face’s brand ambition ‘To Inspire a Global Movement of Outdoor Exploration’, ‘Finding True North’ campaign was like a snowball that just grew and grew as it rolling toward the north. • 2,059 urban north finders joined the exploration team in total • 3.28 million hits were generated on campaign website • Over 1 million campaign topic posts generated on social media • Brand Weibo fans more than tripled to 73,274 • 162,544 campaign mobile check-in badge unlocked • 21 outdoor magazines followed campaign with 111 articles published • Travel channel on TV followed the journey and produced a campaign documentary • Total earned media value at 2.14 million USD What’s more important was The North Face not only helped all the participants find the north, but also helped them find the emotional connection between people, the significance and direction of life.
- 32. PLANNING THE LEADERSHIP With the outdoor category expected to grow by around 30% in 2011, by building the cultural relevance of authentic outdoor exploration and executing it beyond communication, The North Face out-grew the category by 58% and increased its brand awareness from 7% to 15% at the same time without extra media investment. The strategy helped us to eat away the market share from Columbia, its biggest competitors under that fact that the latter outspent us by 2.3 to 1. And what’s more significant is that The North Face’s awareness to purchase- intention conversion rate was significantly higher than its rival (i.e. 41% higher than that of Columbia in 2011), suggesting that those with any interest in the category now see us as the ‘Real Deal’. In the end, we helped The North Face to truly differentiate itself in the market without losing its authenticity DNA. We did so by looking at how we could define the relationship between the market and the outdoors through a cultural POV and how we could really help people to experience it. The ‘True North’ not only guided the people but also the brand itself to a meaningful direction.
- 33. ! ! ! ! ! ! ! ! ! ! ! ! ! Magazine You Etco/Ogilvy, Brazil SOCIAL MEDIA STRATEGY ! ! ! !
- 37. The#very#nature#of#social#commerce# !! To!posi6on!MagazineYou!to!the!market!we!revisited!a!lot!of! concepts!about!the!essence!of!social!networks.!We!were!looking! for!a!proposi6on!that!was!as!“social”!as!it!was!“commerce”.!And! that!led!us!to!a!few!key!premises!for!the!work:! ! 1. IT!IS!ABOUT!PEOPLE.!In!the!essence!of!digital!rela6onships,!people! relate!to!people.!Companies!don’t!relate!to!people.!How!do!we! make!it!as!personal!as!possible?!A!friend!to!friend!thing.! ! 2. IT!IS!ABOUT!CONTENT.!Social!networks!are!about!expressing!ones! personality,!genera6ng!content!about!oneself!that!reinforces!who! we!are!(or!want!to!be).!We!had!to!show!“what!you!sell!says! something!about!you”.! ! 3. IT!SHOULD!BE!“POP”.!What!makes!a!successful!plaDorm!is!mainly! the!user!experience!(that!should!be!great)!and!the!volume!of! people!using!it.!How!do!we!invite!people!to!experience!it!and!how! do!we!make!the!plaDorm!invi6ng!and!open!to!everyone,!to! respond!to!the!business!challenge?! ! 4. HONESTY!RULES.!Transparency!and!honesty!are!a!premise!of!the! digital!world.!In!the!case!of!a!social!commerce,!assuming!the!fact! that!the!person!would!make!some!extra!money!was!key.!Not!only! because!of!the!web!environment!but!especially!because!Magazine! Luiza!is!a!big!retailer!and!they!are!very!proud!of!being!“sales! people”.!What’s!wrong!with!selling?!! !!
- 42. Tutorial video Online Banner Launch video 60’’ (online) Website
- 46. ! ! ! ! ! ! ! ! ! ! ! ! ! Be The Coach Ogilvy South Africa BRAND EXPERIENCE ! ! ! !
- 47. BETHECOACH CARLINGBLACKLABELCUP AAAA JAY CHIAT AWARDS CAMPAIGN FOR BRAND EXPERIENCE
- 48. The Carling Black Label (CBL) BE THE COACH campaign stopped a brand in free fall. CBL, South Africa’s (SA) biggest beer brand, had been declining for 4 years. Its masculine positioning had become less relevant in a changing society. A new advertising campaign was working hard at rebuilding the hearts and minds of existing users, but all strategic analysis pointed to the need to get lapsed users to re-evaluate and reappraise the brand. CBL needed a dramatic intervention... We started by exploring our markets’ passions and their passion for soccer in particular. Tapping into soccer isn’t new, but what was new was the insight that these men felt that they could do a better job than the coaches. Why? Because of their intimate and deep knowledge of their teams and each player in the team. For a brand centred around masculinity, this insight was gold! The campaign aimed to affirm our masculinity positioning by putting ordinary men in charge of their favourite soccer teams, giving them the power to choose their teams and make substitutions. For the first time ever, ordinary men had the power to ‘be the coach’... And the results were spectacular. SUMMARY
- 49. CBL, a slightly stronger beer, was introduced to the SA market in 1967. Based on its intrinsic profile, the brand has always been positioned around masculinity and has used various campaigns to successfully entrench it as SA’s No.1 beer brand. CBL has always sought to reflect a masculinity of the time. In the 1960’s & 1970’s this was done through the Cowboy. Through the late 80’s & 90’s as SA struggled to break the shackles of an oppressive regime, the proud Blue Collar worker, the selfless nation-builder, came to represent a set of masculine values that had significant cultural relevance at the time. CULTURALINSIGHT MASCULINITYINFLUX Beginning in the early 2000’s, as SA fledgling democracy entered a stage of maturity, masculinity began to evolve in SA, & CBL’s brand of robust hard working masculinity became less relevant. The identity of African men was in transition. Reflecting a society in rapid change, with new opportunities opening up, SA & SA masculinity was evolving quickly.
- 50. Masculinity rooted in physicality was on the wane & a more multi-dimensional masculinity was emerging. In-depth qualitative & innovative semiotic research highlighted that masculinity in SA was becoming less about ‘respect earned though physicality’ & more about ‘earning admiration & respect through winning in many spheres of life’. ‘Winning in all spheres of life’ was interesting to CBL because the brand has a long history of winning in brewing competitions around the world. It is in fact, SA’s most awarded beer. CBL is a champion beer & to revitalise its masculine positioning, CBL positioned itself as the ‘Champion beer for Champion men.’ We needed to make our target audience feel that by drinking CBL, they were Champions. Strategically however, the real challenge for CBL was bringing this proposition to life in a relevant & engaging way. What could we do that would literally shake our lapsed users out of their slumber & reenergise this once proud, strong & dominant brand?
- 51. Building on the cultural insight, we delved into our target audience’s passion points... Soccer is a religion in SA. It’s what brings SA men together. It’s what dominates conversations in pubs & taverns when men get together for a beer. In SA there are two teams that rule the roost – Kaiser Chiefs & Orlando Pirates. When they play it’s one of the world’s largest & most celebrated Derby games (SA’s ‘el classico’). During the lead up to Derby Day, friends & families are divided based on whose colours they wear. The country is literally, split in half. The insight we isolated was that our target, or “experts” as they like to believe, were growing increasingly impatient & intolerant of what they perceived to be shoddy managing on the part of the foreign coaches. And they’d become increasingly frustrated over the years as the foreign coaches were not fully in tune with the local flavour & culture of local football. This could be observed in the way the fans engage with the game on match days – especially the various hand signals that‘ve been developed to indicate what should be happening on the field. For our target, deep knowledge of their teams & their players is a fundamental part of being a successful manager. They felt they could do better... INSIGHTINTOPASSION
- 52. To celebrate the ‘skill & knowledge’ of our ‘Coaches’, we developed an interactive campaign that empowered them to literally, BE THE COACH (BTC). Our ‘Coaches’, would, for the first time, have the opportunity to select their team. But, we took it a step further & gave our ‘Coaches’ the chance to make one live substitution on game day. BTC was designed to be more than just a sport sponsorship; it celebrated the spectators & their understanding of the game, & elevated them beyond being fans, to active participants. To ensure that all potential ‘Coaches’ were able to exercise their right to BTC, the campaign utilised the most ubiquitous technology around, a medium that all South Africans had access to – a mobile phone. BETHECOACH
- 53. While SA has almost full mobile phone penetration, internet access is still limited to the top end of the market. The lower end, the main CBL audience, is predominantly a feature phone, prepaid market. Barriers to digital access & engagement were identified: • High data costs (some of the most expensive in the world) • Lack of access to smart phones – very expensive to purchase outside of fixed term contracts Phones are therefore mostly utilised in a controlled manner (SMS & USSD) in order to regulate costs. Based on this behavioural knowledge, we created an integrated & engaging campaign with accessible digital elements. RESTRICTEDACCESS
- 54. To create mass awareness, traditional media was used, inviting ordinary men to become the coaches of their favourite teams. TELEVISION PHASE 1 Votes were linked to sales - one beer, one vote. Unique underliner codes from bottle caps allowed consumers to vote through USSD, Mobisite, microsite or facebook. The campaign had two phases. THEGAMEPLAN
- 55. PRINT CHAMPION MEN DESERVE CHAMPION BEER 2 FollowtheURLtoseehow yourteamisshapingup. Chooseyourteam.BuyaCarlingBlackLabel andfollowtheinstructions onpack. 3 41 2 Selectyourplayer. From Wednesday 1 June, Carling Black Label is giving you the power to coach one of South Africa’s champion teams in the Carling Black Label Cup. Kaizer Chiefs and Orlando Pirates will go head to head on the 30th of July at Soccer City and you will select your players. It’s your turn to be the coach. TERMS AND CONDITIONS APPLY SEEYOURTEAMAT HTTP://WWW.BETHECOACH.CO.ZA PROMOTIONRUNS1JUNE-30JULY2011.ENTRYISFREE. INDEPENDANTLY AUDITED BY BETHECOACH SELECTYOUR PLAYERS
- 56. We placed posters & POS in the on & off trade to remind consumers to participate. POS POSTERS CHAMPION MEN DESERVE CHAMPION BEER RUUDGULLIT -ChampionFootballer.ChampionCoach. PROMOTION RUNS 1 JUNE - 30 JULY 2011. ENTRY IS FREE. CANYOU SELECTA CHAMPION? Choose the Champion Taste of Carling Black Label in the taste test and you could WIN1OF96VIPTRIPSFOR2 to the Carling Black Label Cup. DATE TIME YOUCOULDWINA CHAMPIONCOACH’S EXPERIENCE 1 Buy Carling Black Labels You could win a Champion Coach’s experience Fill out your entry envelope and enclose your till slip 2 3 WIN!WIN! CHAMPION MEN DESERVE CHAMPION BEERPROMOTION RUNS 1 JUNE - 30 JULY 2011. ENTRY IS FREE. SEE YOUR TEAM AT: HTTP://WWW.BETHECOACH.CO.ZA CHAMPION MEN DESERVE CHAMPION BEER CHAMPIONMENDESERVE ACHAMPIONPARTY RUUDGULLIT -ChampionFootballer. ChampionCoach. CATCH TKZEE & DJ TUMZOFOR DERBY DAY PRE-MATCH ENTERTAINMENT DATE: Saturday 30 July 2011 PLACE: The Carling Black Label Gig Rig, Soccer City TIME: 12:00pm. Kick-off is at 3:00pm. ENTRY IS FREE to the Carling Black Label Corner (opposite Entrance ‘B’)
- 57. Voting & engagement took place on digital platforms, where consumers were empowered to have a say in their team selection & engage with other fans. FACEBOOK MOBISITE
- 58. MICROSITE
- 59. Phase two announced the teams, as chosen by the consumers, to create excitement & show them that their votes counted. TELEVISION PRINT GOOD JOB COACHES HERE ARE YOUR CHAMPIONSGOOD JOB COACHES HERE ARE YOUR CHAMPIONS OGILVYCAPETOWN43186/REV RESULTS AS PER 12:00 ON WEDNESDAY 27 JULY TURN OVER TO MAKE YOUR SUBSTITUTION PHASE 2
- 60. The coaches were also given the opportunity to do a live substitution during the match. FACEBOOK MOBISITE
- 61. MICROSITE
- 62. GAINING MARKET SHARE This campaign delivered an immediate and lucrative uptick in CBL’s share of the beer market. RESULTS*AUDITED BY GRANT THORNTON (INDEPENDENT, GLOBAL AUDITING FIRM) The campaign started on 1 June 2011 & ran through to the game itself on 30 July 2011. Growth in total market share by CBL from end-May to August amounted to 0.5%. This might seem a small number in absolute terms but as part of a very big universe it represented a considerable return on investment for SAB. Beyond the sales impact, the residual impact was significant. Post testing clearly shows the impact this initiative had in re-engaging lapsed users & contributing to the revitalisation of the brand image.
- 63. CAMPAIGN RESULTS A closer look at the results illustrate how BTC catalysed CBL, injecting the brand with renewed momentum... A world first, it managed to engage consumers in a unique, interesting, & utterly relevant way. In order to place the results in context, the total male adult 18+ population is approximately 19.4 million. 10.5 MILLION VOTES were received in just seven weeks. Over 1 million individual consumers participated. Votes were delivered via the mobile platform & each vote represented a beer sold & a conscious interaction between the consumer and CBL. More than 40 000 SMS votes were received for substitutions on match day. The microsite recorded over 10 000 visitors during campaign period & gained substantial traction in the final week before the game as momentum gathered. The CBL facebook page saw traffic increase by an astonishing 450% & the Twitter following increased by 600%. PR generated by the Cup was valued at US$10m. These results were simple off the charts. Game day was a sell-out with 83 000 ‘COACHES’ packing the stadium. And not just any stadium, Soccer City, the 2010 FIFA World Cup final venue. Journalists, commentators, players & even the coaches themselves got involved in the conversation. Some liked, some loathed, but the fans were unanimous. They flooded the voting lines & packed out the country’s biggest stadium.
- 64. THETROPHIES • CANNES LIONS o Gold o Silver o Bronze o Bronze • ONE SHOW o Gold, o Silver o Bronze • D&AD o Nomination o In-book • VIRGIN ACTIVE SPORTS AWARDS – Best Sports Marketing Campaign - 1st place • GLOBAL MOBILE AWARDS – Best Advertising & Marketing Campaign – 1st place • BEES AWARDS – Best use of mobile - Winner • APEX (SA advertising effectiveness awards) – Bronze
- 65. CONCLUSION The campaign was, in the words of the client, ‘a phenomenal success’, achieving not only increased sales but also saw lapsed & existing users re-evaluate & reappraise the brand. Research indicated that users across the board saw CBL in a more favourable light & believed the brand to once again have relevance. The simple, highly relevant insight into the way our consumers engage with their passion, lead to the empowerment of the men of SA. Combined with this, the accessible, & free, USSD entry mechanic encouraged consumers to buy the product in an engaging and affirming manner. The campaign can be considered an unqualified success & has forever changed the way SABMiller view, & choose to activate SA’s biggest beer brands. It smashed benchmarks and in doing so, set new ones against which we will forever be judged.
- 66. ! ! ! ! ! ! ! ! ! ! ! ! ! Saving Women from Domestic Violence Ogilvy Mumbai FOR GOOD STRATEGY ! ! ! !
- 81. ! ! ! ! ! ! ! ! ! ! ! ! ! Lost in Time Ogilvy New York SOCIAL MEDIA STRATEGY ! ! ! ! ! !
- 82. FANTA LOST IN TIMEFANTA LOST IN TIME
- 83. Jay Chiat 2012fanta lost in time Search Home Summary Fanta Home
- 84. 3 Context
- 85. FANTA COCA-COLA STARBUCKS RED BULL 0.005 0.01 0.015 0.02 0.025 0.03 AVERAGE POST ENGAGEMENT RATE The Insight
- 87. the Like
- 88. EDGERANK = AFFINITY × WEIGHT TIME × DECAY If and how high a brands’ posts are placed in a user’s News Feed. Represents the “relationship” between a brand and a fan. Actions like Liking, Commenting, Sharing, Clicking and even Messaging can influence a User’s Affinity. Age of the brand post. Value system created by Facebook to increase/decrease the value of certain actions within Facebook; for example, Commenting could have more value than a Like.
- 91. The Strategy
- 93. Lost in Time Lost in Time
- 94. 1
- 95. Results