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.
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.
Shave Sutra surpassed all the set objectives and expectations. The brand won numerous accolades including two silver Cannes Lions and Gold, silver and two bronzes at Spikes Asia. And the campaign was recognised by P&G as their most effective in Asia.
The Hong Kong diaper market is a fierce and unequal battlefield. Against a market leader with overpowering share and spend, Huggies the no. 2 was fighting hard and barely managing to maintain territory. With parents choosing brands according to saliency, it was barely holding onto our share. To stop the slide, Huggies would have to capture its fair share of points from the lesser brands and counterattack its chief rival
The solution: engage parents and their influencer circle by actively celebrating their stories, their babies and making them stars. The strategy: make parenthood more special, and embed the brand into their family history. Make parents feel that parenthood is an even greater joy with Huggies by their sides. Through a digital listening study of mums’ online forums, the brand discovered that while Hong Kong mothers adore their children just like all mums, it is their ambition that sets them apart. These ‘tiger mums’ want their children to be stars. The campaign idea: Help mums give their little stars a stage to shine. Huggies offered babies a chance to become one of 60 stars whose faces would shine from a fleet of double-decker buses for a month. These stars would be decided by the ultimate public vote – Facebook – measured by the number of ‘Likes’ their photos received.
The campaign made Huggies the most talked-about diaper brand online, recruited thousands more loyalty club members, and reversed stagnation into our best sales months ever. Best of all, Huggies earned a permanent place in families’ photo albums and their hearts.
When IBM faced a stiff sales growth target, it decided to ‘think different’ and leverage paid media to drive earned and owned media consumption through the creation of content. The task was made more difficult with the dramatic increase in the complexity of what we were selling. From simple data-center messages, it now had to explain and sell a highly sophisticated software and consultancy portfolio — providing business transformation through data analytics, technology, connection and integration. This required more space and time with the target audience to effectively explain and sell the offering.
In effect, IBM handed the ‘mic’ over to experts to talk on their behalf, stepping away from the creation, control and ownership of content but instead engaging via the participation of their experts in these conversations. They did this through the Open experiment programme, a new engagement approach that built strategic partnerships with media properties in Australia, China and Singapore to develop bespoke content platforms across a number of key IBM priority topics.
The Open Experiment massively saw the target consumers spent 2,387,756 minutes with the content. To achieve this using a traditional media model it would have needed to massively increase its media budget. The brand was talked about through social media interactions.
The story of IBM’s BAO (Business Analytics Optimization) tool is one of humanisation of data analytics. When IBM wanted to tell CIOs and other potential C-Suite clients about BAO through a standard industry forum, the agency decided not to get weighed down by extensive tech-speak. Instead, it humanized BAO (Bao is also a common name in China) and turned him into a person following a micro-blog and sharing all the relevant and interesting information.
IBM had been very successful in deploying BAO in Africa, gathering and making available critical Aids-related data, so BAO’s abilities were shown in action there. So, a young Chinese journalist was sent to Africa and the campaign followed and documented her trail. The plan was to use her microblog to start a dialogue about a variety of relevant topics, including African culture and everyday life. As she moved around in Africa, she communicated about her experiences via Weibo (China’s insanely popular Twitter equivalent). The more topics she brought up, the more followers and responders she had. One among these respondents was BAO. The constant dialogue between the journalist, BAO and other micro-blog followers helped showcase how BAO provides critical information for business decision-makers - anytime, anywhere, always.
For the first time, IBM was able to reach out to over 300 CEOs through just one forum. A total of over 9 million people were exposed to the campaign. Just the forum buzz during the campaign period exceeded the total brand buzz for other, rival heavyweights.
TMB was one of the relatively smaller banks in Thailand, not even in the top 10 list of banks in the country. The bank was going through a revival phase and wanted to be seen and heard in the market. TMB wanted people to notice it and wanted people to know its new philosophy, which was ‘Make the difference’.
The bank wanted a compelling communication idea and approach to get across its message, and what better way to do this than through a football sponsorship. But this was a different kind of football sponsorship. TMB sponsored a team that was hardly known from a tiny island in Thailand. In fact, the team didn’t even have a playing field on the island since it was just a floating fisherman village. TMB set out to ‘Make the difference’ with the football team and club. It changed the way obstacles were approached and showed the world how they can be overcome, which inspired the team to ultimately win the championship in southern Thailand.
The story that was created through an online video was so compelling that the number of impressions it created were equal to 1/7 the of the world’s population. People spread the message virally giving TMB phenomenal coverage, which in turn told to people all about the TMB philosophy and belief