AAMI Motor Insurance needed to convince Australian motorists to switch insurer in a market characterised by rivals with aggressive pricing strategies and greater media budgets it. Its aim in 2010 was to boost quote enquiries and build year-on-year sales by 5%.
AAMI recognised that there was an aspect of car insurance that would motivate people to look elsewhere - the idea that good drivers were paying for bad ones. It therefore decided to use an existing feature of its insurance policy to form the backbone of its advertising - Safe Driver Rewards, which rewards drivers for every claim-free year. The slogan 'What about me?' underpinned the TV ad. The ad used a classic Australian song of the same name, with the lyrics rewritten for the purpose of the campaign. 45-second and 30-second versions were created, both depicting careless drivers involved in car accidents, who remained happy because they were still paying the same for their car insurance. Press and bus-shelter ads supported the TV activity and a sequel TV ad was created in the second half of 2010.
What about me?' achieved 86% ad awareness in 2010, a significant improvement of AAMI's most expensive campaign of the previous year (59% awareness). New business enquiries were up 10.1% year-on-year, while new business grew 13.8%.
In 2009, with a world in the throes of an economic crisis, Citibank Hong Kong wanted to transform itself from a niche foreign bank with a 4% market share into the preferred bank of choice for 1.7m Hong Kongers. This was a tall order, given the dominance of bigger players like HSBC, Hang Seng and Bank of China. Citibank needed to broaden its focus and target the so-called 'emerging affluents' (EAs). The challenge was to convince this audience to leave their more-established banks and defect to Citibank. Targets included increasing main pay roll accounts by 100% new customer acquisition by 50%.
Citibank learned that its EA target market had less trust in financial institutions thanks to the economic crisis and poor levels of service. It therefore developed the proposition 'New Standards, Powered by Citi'. This formed the crux of its campaign and was backed by promises of high levels of customer service, including late opening hours, free wi-fi in branches and 24/7-manned phone-lines. The three-phase campaign used TV, for mass impact, as well as print and out-of-home.
Three months after launch, customer acquisition grew by 126%and main pay roll account opening grew 238%. Research indicated that Citibank became the most positively talked about bank in Hong Kong's blogs and forums, with unaided brand awareness up 93%.
China's shower gel market segment is home to about 11 brands and 93 variants. Unilever's Dove was not a new brand in the market, but it had been dormant for five years. Its aim was to take on the might of leader Olay and grow market share from 2% to 3.4%. This meant persuading 4m Chinese women to buy Dove Bodywash.
Dove Bodywash was proven in clinical tests to be more effective at nourishing skin than rival products. However, the brand decided not to focus on the science and opted instead for a campaign that engaged with women at an emotional level. Bathing in milk was viewed by many as the ultimate way of caring for skin (Empress Yang Gui Fei reportedly bathed in milk) and this formed the basis of the campaign under the slogan 'Better Than Milk'. Dove targeted women through QQ, China's largest social media platform, with a video content-based online game that conveyed Dove's dermatological attributes; while opinion leaders and seeded videos on major portals were used to spread the campaign message. The brand produced a 'Milk Bath Test' TV ad and advertorials endorsed by dermatologists added clinical strength to the campaign. Other activity included in-store promotions and roadshows in key cities around China.
The campaign's performance outstripped Unilver's targets, growing the Bodywash brand from 2.1% market share to 7.6%. This meant that Dove was bought by 5m women within four months of launch.
Although Mentos was well-known as a sugar candy product in China, its chewing gum competed in a category dominated by well-established giants such as Wrigley's. The challenge was to significantly boost awareness of Mentos Gum and to boost its sales, which after a few months in the market had not achieved the expected level of success.
Chewing gum advertising in China tended to focus on the functional benefits of chewing gum, such as fresh breath and clean teeth. Mentos wanted to avoid cliches and set out to create a fresh approach to chewing gum marketing. Mentos took the 'Unconventional Fun' tag used to promote its Candy products and applied it to marketing its gum. Tapping into consumers' love of online melodramas and spoofs, the brand created an integrated campaign called 'Love Story'. The creative took the melodrama scenario of a guy winning over a girl and used it to mock the conventions of chewing gum ads. The one-month campaign launched in November with a 30-second TV ad and was supported with print activity, outdoor displays, motion-sensitive merchandising stands that would 'blow powerful breath' at consumers.
The campaign attracted more than 5m views on Youku.com within two months and inspired people to make a number of user-generated parodies. Most tellingly, Mentos experienced a 42.4% spike in volume by the end of the campaign; while year-on-year volume sales grew 63% and market share was up 46.3%.
Volkswagen faced a major obstacle in when it came to promoting its new Polo - Indians did not believe it was tough enough for Indian roads. The country's car small car market is also one of the most competitive and the Polo's price ($11,081) commanded a premium. The challenges were to drive awareness of and counter scepticism about the new Polo, to achieve 15,000 test-drives within the first four months of launch and to convert 10% of test-drives to sales.
VW found that its European image was a hindrance to its success and so it adopted Narad Muni, a well-loved and cheeky character from Indian mythology that could be used to win over the sceptics using reason and humour. VW partnered with the Times of India to create an innovative press ad: Every page of the paper's supplement featured a cut-out of the new Polo, allowing readers to see through it to the VW ad carried on the first page of the main paper. The press ads were followed up with five TV ads, each featuring the Narad Muni character convincing an 'argumentative Indian' of the Polo's virtues.
The Times of India cut-out drove 240,000 visits to VW's website on the first day and triggered 4,800 enquiries at dealerships. In the four months post-launch, VW received 68,000 phone and dealership enquiries. Between March and June 2010 it achieved 28,000 test-drives and between April and June, 14% of test-drives were converted into sales. From launch to December 2010, VW had sold 18,367 cars.
GlaxoSmithKline Singapore's Physiogel had already prescribed by doctors for sufferers of eczema and severe dry skin, but until May 2010 it was not available over the counter. Physiogel's first challenge was to overcome its high price in a market filled with cheaper cosmetic brands and less expensive specialist dermatological brands. It also wanted to appeal to a mass-market without losing credibility with doctors. Objectives included increasing sales revenue by 2.5 times, building market share from 5.7% to 10%, all within a year after launch.
In order to distinguish itself from rivals, Physiogel avoided becoming just another moisturiser, arguing that its benefits were less short-term. It used a puzzle analogy representing dry skin's missing pieces and the line 'Repair, Rehydrate, Revitalize", downgrading moisturising as basic and inferior.i?? The advertising campaign was carried across TV, print, and out-of-home media; while in-store marketing and a ‘Most Hydrated Skin Challenge’ promotion supported the ads.
The campaign was a resounding success - sales in 2010 were 460% higher than the previous year, its market share leapt from 5.7% to 21%, while market leader Cetaphil lost share despite being 81% cheaper. The campaign has been well-received within GSK, was replicated in Malaysia, will be rolled out in Hong Kong and possibly in other Asian markets.