Gillette’s long-term strategy and goal was to get Indian men to shave more often and subsequently to use more Gillette shaving products. Gillette set a long-term, three-year plan to address and overcome these barriers one at a time.
In the first year, Gillette addressed the Apathy barrier, by making shaving the topic of public interest through a national debate: ‘India Votes: To Shave or Not’. In the second year, Gillette addressed the Social barrier, by leveraging the influential power of women to get their men to shave, and to shed the prevailing ‘unshaven look’. In the third year, the brand addressed the experiential barrier, by reframing the Gillette shaving experience from a boring, mundane chore to a pleasurable delight, by involving women in the act of shaving their men.
The Shave India Movement surpassed all objectives and expectations, and broke all previous Gillette records. Campaign Awareness grew to record levels of 200 despite there being no increase in budget. The brand generated more publicity and buzz than previous Gillette campaigns, “earning” free-media worth over US$8million over the three-year period. Razor volumes grew to record levels, making Gillette Mach 3 the top-selling razor in India at the end of the three-year campaign.
In 2007, the success of ‘V’, New Zealand’s leading energy drink, had stalled. V’s penetration and market share were in decline as the brand lost touch with its core 18-24-year-old market. The insight that young New Zealanders wanted ‘real brand interactions’ rather than ‘make-believe’ communications ideas led to a strategy to re-interpret V’s essence in a completely new way.
This thinking produced three groundbreaking campaigns that blended the on-line and off-line worlds, blurring the line between fantasy and reality and driving massive intrigue and conversation among young New Zealanders. Each campaign used YouTube-esque footage, covert PR operations, online seeding and unbranded content to intrigue consumers and create 360-degree conversations. These campaigns became iconic in New Zealand; each winning effectiveness awards for their commercial performance and tracked at the very top of Millward Brown’s scales, massively improving the brand’s preference and penetration.
Between 2008 and 2011, V grew at twice the category, adding 60 per cent value growth to an already huge New Zealand grocery brand, and delivering a return of NZ$7.64 for every dollar invested. All three executions were silver or gold Effie awarded in their respective years, and their combined success earned a gold Effie for sustained success in New Zealand in 2011.
Eighty per cent of people in Asia, Africa and the Middle East believe that dirt is not good. Dirt equals poverty, squalor, poor hygiene, hardship, disease and sometimes even death. Likewise, mothers in these places believe ‘dirt is bad’. Allowing their kids to get dirty was ‘not a positive part of life’. Unilever had to find a new meaning for dirt that made it good in the eyes of these mothers. The laundry detergent brand knew from its experience in the Americas that people who bought into the philosophy of dirt being good, bought into the brand.
The solution was to show mums the ‘value’ in dirt. A child’s experiences could be equated with learning the values of life. The brand’s viewpoint became: “If getting dirty leads to your child learning and exhibiting life values, then dirt is good.” Through numerous integrated campaigns that expressed this viewpoint and through the eyes of their child’s development, Unilever was able to reach out and join hands with these mothers.
Six years since the launch of the idea across Asia and AMET, the brand continues to grow exponentially.