G. Best marketing campaign for national brand development

Gold
CAMPAIGN
Shave Sutra
AGENCY
BBDO India
CLIENT
P&G
BRAND
Gillette Mach3 Turbo Sensitive
OBJECTIVES

Gillette’s long-term goal was getting Indian men to shave more often. Reaching this goal required Gillette to overcome two fundamental barriers that men had towards shaving. Firstly, social pressures and the influencing power of role models made stubble “cool”. So, men were ok sporting the unshaven look. And secondly, they didn’t find the shaving experience pleasurable.

STRATEGY

The brand’s task, was to reframe the Gillette shaving experience from a boring, mundane chore to a pleasurable delight. The campaign idea was to involve women in the act of shaving their men. Thus was born Shave Sutra, the sensual pleasure of shaving together. Shave Sutra is about making shaving enjoyable and pleasurable by getting women to shave men in fun and exotic positions, inspired by the ancient Indian texts and techniques of lovemaking, the Kama Sutra.

RESULT

Shave Sutra surpassed all the set objectives and expectations. The brand won numerous accolades including two silver Cannes Lions, one gold and the coveted Brand Equity Bravery Award at the EFFIEs, and Gold, silver and two bronzes at Spikes Asia. And the campaign was recognized by P&G as their most effective in Asia.

CAMPAIGN
Break Up
AGENCY
Clemenger BBDO / Clemenger Proximity Melbourne
CLIENT
National Australia Bank
BRAND
NAB
OBJECTIVES

Australia’s ‘big four’ banks are ranked as some of the most profitable in the world delivering combined annual profits of $22 billion. The public’s perception of the industry, however, was that the major banks work together fixing fees and eliminating competition that goes to the heart of the long-held sentiment: “All banks are bastards”. In response to a new Fair Value Agenda NAB’s retail division set about making tangible changes, focusing on the things customers found most irritating, removing monthly account fees, abolishing overdrawn account fees, offering the lowest standard variable home loan interest rate and lower credit card fees. Although these initiatives were welcomed, the perception at brand level was all the banks were offering similar improvements. NAB wanted people to believe their bank was different by being fair.

STRATEGY

NAB created a campaign that provoked the public to notice how different NAB had become by getting the bank to break away from the ‘big four’ for the better. The campaign got people to openly witness NAB breaking up with the other major banks.

RESULT

The campaign itself, its real legacy has been to create a platform that’s delivering a financial performance well above market growth.

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