Over past two decades a dozen insurance players emerged in India, each with the support of an Indian bank. Aviva was a late entrant, and without the support of any financial institution. With this competition and Aviva’s focus on children’s’ education, the Aviva Great Wall of Education was initiated to deliver on the dual objectives of social as well as business interest.
The idea of the Great Wall of Education was that a small act of giving a used book could lead to tackling a massive social problem and have a positive impact on the brand. Education minister Kapil Sibal attended the closing ceremony to donate the last book, which made a profound statement that this wall would open doors for the underprivileged. One of the generous donors gave his entire life’s collection of books to this cause.
The Aviva Great Wall of Education got recognition and awards locally, regionally and globally, including a Spikes Asia gold in 2010, Effie bronze in 2010, gold Proximity Worldwide Award 2010, Aviva India CEO awards in 2010 and the CSR Award at the Global CSR Summit also in 2010 and Digital Media Awards Asia bronze for best online PR in 2011.
Between 2003 and 2007 there was a noticeable slowdown in sales for the M&Ms brand Australia. Of course slowed growth as a brand matures is to be expected. But if M&M’s were to live up to ambitions, Mars Chocolate Australia had to accelerate this trajectory. The brand had to surpass Smarties, become MCA’s clear number one, grow faster than category and get Aussies to embrace M&M’s as Americans had.
Creating their own advertising, MCA put the characters back at the centre of their ideas. After all, advertising is all about storytelling and MCA recognised the characters shouldn’t just deliver the lines, they should be the story. Starting with the Candy-date Election in 2008, the M&Ms brand re-discovered five little friends, with all their individual nuances, vulnerability and humour.
Sales growth rebounded, returning to the trajectory of the launch years. Testament to the success of Australia’s strategy to initially launch the US advertising and later with MCA’s own spin on it, the campaign delivered revenue 449 per cent higher than predicted
StarHub took on a multiplatform campaign model, ‘Hubbing’, which over a period of three years set a hallmark for the telco industry that evolved from single service to triple-play offerings for mobile, broadband and cable TV.
Between 2009 and 2011, StarHub did some of the most innovative marketing. It created a series of groundbreaking, ‘long-tail’ innovations, including RFID-enabled changing rooms to promote its online music store, intelligent recommendation plug-ins based on Facebook updates to boost its social media focus, and recipe and cooking apps to promote its cable TV subscriptions. This culminated in an innovative ‘mother-of-all-campaigns’, the Hubbing drive, with Singapore’s first-ever interactive TV commercial, which featured a sound recognition mobile app available on both iPhone and Android that teleported its target audience into an immersive total brand experience.
StarHub produced winner after winner, including winning the Effies, Cannes Lions and Advertiser of the Year for this campaign. It saw an 8 per cent surge in its triple-play services to households, attracted the most sophisticated high billing customers on data usage and uplifted its long tail of value-added services such as online music and content to further monetize data revenue in 2011.
Volkswagen, as the 18th player in a competitive market was battling the dominance of other global auto majors, which had over a decade’s presence in India. A mass premium player, Volkswagen had to launch a host of models over three years. European cars, particularly at the mass end of the market, had a poor track record in India.
With a growing middle class in India, exposed to global influences and seeking badges of refinement, provenance and craft had started to matter. Volkswagen decided to woo India with its German engineering and pedigree. A sharp focus on innovation could help it win. Not only would innovation be true to the brand, but it also offered the opportunity to multiply limited media spend by creating conversations around the communication. Over three years, innovation dominated everything Volkswagen did, from the choice of media, consumer segmentation, and activations right up to brand experience. With each launch, the car manufacturer made people sit up and take notice of the innovative cars.
Volkswagen, in India, is widely acclaimed to be the most successful car brand launch of the past decade. In three years, Volkswagen not only increased brand awareness, but also was the most awarded and talked-about car brand in the country.
Since 2006, the cornerstone of ORBIS’s fundraising activity had been their annual ‘pins’ campaign, where ORBIS-branded pins were sold to the general public for a discretionary donation. The funds raised from this activity had been in decline from 2007 till 2009. A hugely successful online campaign in 2010 brought the experience of impaired vision to donors and helped ORBIS turn around three years of decline, generating a 120 per cent jump in individual donation revenues. Following this up for 2011 was always going to be a challenge, especially in a year of such economic uncertainty.
Orbis started with their core instrument for fundraising, the pins themselves. They were redesigned as a series of handheld lenses which, when held up to the eye, mimicked the affects of different forms of visual impairment. The charity then created an advertising campaign to support the pin sales. The ads were rendered with distinctive visual treatments inspired by different visual impairments. Now, just trying to read an ad could give you a glimpse of how tough it would be to be visually impaired.
Orbis took the challenge on, redoubled efforts and not only met expectations but surpassed them, breaking donation records all over again.