The campaign’s objective was to ‘save trees’. The more the merrier. The challenge was to ‘make it simple and effortless’.
iFold planned to target those who use a lot of paper and ones they could identify and influence. Through the use of the database of telecoms, banking and other companies that send millions of bills and letters every month the campaign created appeal to CEOs and CMOs through a simple and direct message. The idea was ‘the iFold envelope’, the world’s simplest and cheapest paper saving idea. iFold encouraged corporates, who post millions of physical bills and letters every month, to fold them once. One fold means you only need envelopes that are half of what they used to be. Save half the trees that go into making envelopes. The CEOs & CMOs of leading Indian companies were sent the iFold envelope. To make switching to this envelope really easy, the brand created iFold templates that could be downloaded at www.ifold.in.
Seven corporates signed up. One made a start. Just the start saved 9,600 trees a year, year on year. Vodafone saves 32 million rupees (US$620,00) a year by adopting iFold.
MILO was the leading chocomalt drink for Malaysian children, but at 90 per cent of the health food drink (HFD) category – it had already reached saturation point, hitting an average of 5.2 servings per week. To sustain business growth, MILO needed to drive consumption amongst older drinkers. For MILO cans to break into the teen beverage category, the brand needed to reframe MILO cans from just another format of the ‘kiddy’ MILO they knew into a beverage of choice for teens.
For the brand to be socially acceptable amongst teens, its sporting heritage needed to evolve. Teens needed an outlet to make their own choices without the trappings or boundaries society had set for them. But conventional sports were made out of a confined set of rules — exactly what teens didn’t need any more of. Through MILO Cans, Nestle products created ‘Next games’ — a platform that dared teens to redefine sports. Nestlé threw them the gauntlet and let them decide what sports should be.
MILO successfully broke into the teen beverage world with its ‘Next games’ campaign and got teens to reappraise the brand — ultimately revitalizing consumption and sales for MILO Cans, with a 44 per cent sales growth in just four months.
On March 11, 2011, the people of Northern Japan experienced one of the worst disasters ever, resulting in 100,000 evacuees displaced to shelters to live for weeks and months without running water, proper sewage and clean clothes. P&G strove to take care of the profound need among survivors, to feel clean, to get back to being themselves, and to feel hope for the future.
This was not an advertising campaign – it was a ‘laundry movement’; a special project called ‘Ariel cheers for you’ to deliver freshly washed clothing to disaster victims, and at the same time provide a platform for the whole nation to participate. There were no traditional advertisements, but through the use of traditional media and innovative participation programs on Facebook and at retail, P&G delivered tangible results both for the shelter victims and even for the Ariel brand. P&G built a laundry centre in a neighboring prefecture with sewerage and water, and hired a fleet of trucks to move laundry between the shelters and the centre.
Overall, P&G washed, dried and folded nearly 5,000 loads of laundry, including 22,000 clothing items. Ariel provided desperately needed freshly washed clothes, and, with them, a sense of comfort, cleanliness, and hope.