In 2010, DiGi became the latest mobile operator to offer consumers BlackBerry service plans, but it was late to the game. Rivals Celcom and Maxis had had a two-year head-start, and DiGi's January-June sales were low. With competitors typically aiming BlackBerry at executives, DiGi realised it could cut its own niche by targeting an under-30, non-corporate audience. Its goals were to promote its six BlackBerry plan options and double its sales in the second half of 2010.
Malaysians spend more time on Facebook than any other nationality and with 8.7m of them signed upas members, DiGi decided to promote the social capabilities of BlackBerrys. At the core of the campaign was a social game and microsite called 'Which Berry Are You?' After answering a series of simple questions, users were given an avatar based on their social media habits, and were told which pricing plan best suited them. Avatars and findings could be shared with friends via Facebook and a point system earned players the chance to win a BlackBerry phone.
What Berry Are You?' attracted a total of 88,657 unique users to the microsite. Nearly 70,000 of participants shared Whatberry.my with their friends, numerous blogs picked up on the story and a further 270,000 unique mentions were generated on Google Search. The campaign converted buzz into sales - DiGi sold nearly three times more BlackBerry plans than in the first half of the year.
Idea Cellular, with 80m subscribers, is in the top three of mobile telecoms operators in India. Unlike its rivals, Idea avoids engaging in price wars and instead tries to differentiate itself with socially-responsible campaigns. In order to reach the urban youth living in India's top eight cities and boost its market share, it launched a campaign to get consumers using less paper.
The campaign's key message was 'Use Mobile. Save Paper', which formed the basis of a multimedia ad push to show consumers how they could use less paper in their lives. Idea signed an agreement with coffee shops Barista and Cafe Coffee Day, replacing paper menus and bills with a mobile application. It also formed a partnership with M-tickets to replace the cinema paper tickets with a mobile app. The deal with M-tickets also allowed consumers to go paper-free and obtain SMS tickets across the Sea Link toll bridge in Mumbai and DND Flyway in New Delhi.
The campaign clearly engaged with consumers, 2m of whom activated the paper-free ticketing promotion at cafes, cinemas and toll bridges. It also achieved Idea's highest-ever levels of awareness, with its Brand Track score climbing from 68% to 82%. The story was covered widely by Indian media and Idea calculated that 'Use Mobile. Save Paper' saved the equivalent of over 25,000 A4 sheets of paper.
Levi's is the leader in China's denim market, but it faces a growing threat from competitors aping its business strategies. Jeans manufacturers such as Lee and Texwood (which command a combined 67% market share) have entered the Chinese market as first-tier brands, pricing themselves in the same segment as Levi's. Levi's objectives were to increase jeans sales revenue by 10% through the launch of an upcoming collection.
Levi's decided to target a group dubbed the'progressives' - highly-discerning, free-spirited, unconventional teenagers and 20-somethings. Its upcoming collection was characterised by dark shades and this factor was used to reach the 'progressives', who typically 'come to life' at night. The tagline 'Levi's After Dark Collection - Rule the Night' was adopted. Levi's produced an innovative ad format - an interactive video that let viewers choose their own 'night adventure game', with five settings and up to 35 endings. Users could share their adventure with friends. The interactive video was seeded on youth discussion forums and the videos were hosted on Tudou, China's popular video site.Celebrities Shawn Yu and Gao Yuan Yuan were chosen to endorse the Levi's After Dark collection.
Within a month, over 2.4m videos were played by more than 130,000 unique users. The campaign boosted sales revenues by 10% through launch, the total number of jeans sold during the campaign period (December 2010 - February 2011) was up 30% and year-on-year sales revenues grew 47%.
While Nokia's popularity in the Philippines was high among low-end users, among higher-end consumers its appeal was limited, largely due to the greater desirability of smartphones like the iPhone and BlackBerry. However, Nokia saw the forthcoming launch of its N8 - which boasts the unique feature of a full high-definition video camera - as a means of reaching this group and driving sales.
In order to reach the advertising-sceptical 20-34 year-old target market, Nokia created an online mystery based on a fictional character called Pier Roxas, who had lost his memory of the past eight days. A viral plea for help from Pier was seeded across the internet and awareness was driven through out-of-home posters. Pier's own YouTube and Facebook account were used to answer queries and clarify clues. Nokia invited people to work out what had happened in Pier's missing eight days and submit their versions of events, before the winning entrants were asked to use an N8 to film and jog Pier's memory.
Pier's Facebook account gained 5,000 friends (with 9,000 waiting to be accepted), the campaign attracted 30,000 views on YouTube, 200,000 texts were sent to his contact number, and nearly 1,000 entries were submitted to the film-making contest. Most significantly, all pre-ordered units of the N8 were sold out two weeks following the campaign, while telecoms operator Smart was out of stock in a week-and-a-half.
In August 2010, when Nokia unveiled its N8 handset in China, a year had passed since the company had launched a product in the smartphone category and it had been suffering from eroded market share. Its objective was to create anticipation for the N8, drive sales and promote Nokia as an innovative technology provider.
Early adopters of new technology were deemed to be the campaign's initial target group, as they could effectively become brand ambassadors for the N8's launch. The campaign kicked off by driving people to a teaser website, where consumers were encouraged to use 3D glasses to watch an online video, and to express and share their thoughts about technology. The event turned out to be the launch of the N8 - an eight-hour press conference utilising microblogging site Sina (China's equivalent of Twitter), allowing anyone to post questions to interviewees.
The eight-hour press conference attracted people online in their droves - Nokia said that unique views reached 2.6m. The eight-day campaign attracted 5.1m registrants, while content was shared 3.9m times on one day from Sina and Nokia.com to other social media sites. Pre-order sales of the N8 hit 1,744 units in eight days, four times more than Nokia's previous flagship product launch.
In early 2010, Yellow Pages Australia recognised that its prospects for growth were impeded -business advertisers perceived it as 'nothing more than an outdated print directory'. It had to act before the start of the annual selling cycle in April, or face the prospect of a 20%-30% plummet in total revenues.
Yellow Pages was used on and offline by more than 4.5m Australians a week and thanks to a recent deal with Google, it had the widest digital reach of the country's directories. These factors highlighted that the business's problem was not one of performance, but of perception. Yellow Pages' primary target market was small to medium-sized businesses and yet it had a print-only relationship with 45% of the segment. Yellow Pages created a pizza restaurant almost entirely hidden from view, located in the basement of an abandoned building. The only place its details were listed was in the Yellow Pages. Flyers offering consumers free pizza were distributed and a six-person call centre was set up to establish where people had heard about the restaurant. Hidden cameras at the filmed customers at the restaurant, which after two weeks the restaurant was closed and Yellow Pages revealed itself. A branded TV campaign was launched using the content captured from the restaurant, with radio and digital ad support.
It was Yellow Pages' most effective-ever advertiser-targeted campaign and succeeded in shifting perceptions of the brand as outdated, driving 20,000 new business leads during the April-September selling cycle, exceeding lead targets by 15% and generating an ROI of $10.8 for every $1 of marketing spend.