I LOHAS is a Japanese bottled water brand, a segment traditionally with little innovation or differentiation. Coca Cola Japan's aim was to drive sales growth in the face of tough competition from well-established global brands and local competitors.
Japan is a market where fads can help brand growth but can also just as easily cause it to fall again. I LOHAS decided to create a sustainable campaign that would achieve long-term success. The dominant messages from established brands were about provenance and nature. But research showed that people felt frustrated that little was being achieved globally about the environment; 94 per cent of consumers reported a significant desire to do something about the environment, although only 12% had changed their behaviour. I LOHAS established the People's Eco Conference, which allowed citizens to make real commitments to change the world, and this became the centrepiece of the campaign. It furthered the eco story by introducing the lightest packaging in the market and crushable PET bottle using plant-based materials.
The campaign has helped I LOHAS more than double sales since 2009, more than triple the nearest competitor. It has 40 per cent of the Japan water market. In environmental terms, it saved over 12 mega-litres in crude oil and nearly 3 mega- litres of gasoline.
To get Australians to reconnect with White Pages for known-name search, and to help people break their 'Google habit'. How to drive demand for specific search when people are stuck in a general search habit?
White Pages was suffering from the perception of diminishing relevance. Despite 90 per cent awareness of the brand, in 2009 55 per cent of Australians aged 18 or over did not use it, while Google's market share increased relentlessly. Perception had also suffered because White Pages remained anchored to the book and it was a late adopter of mobile search. However, White Pages user satisfaction scores had been increasing. To get the brand noticed once more, Sensis produced a campaign based on a musical parody reminiscent of a 1980s Elton John video featuring an unlikely but endearing pop star who sings to the accompaniment of a laptop in place of a piano.
The campaign exceeded White Pages' specific communications objectives. It led to the biggest unprompted advertising awareness since White Pages began brand tracking. More importantly, it halted the decline in usage. Actual search usage for the quarter was 20.3 million, an increase on forecast of 2.8 million searches directly attributable to the campaign.
The Singapore Breast Cancer Foundation knew it had to get women to re-examine their priorities in order to persuade them to go for regular breast screenings.
Breast cancer is the second biggest cause of death among Singapore women. Yet while 80% are aware of breast cancer screening, only 41 per cent actually go for it. Screening is the first line of defence against breast cancer. Women above the age of 40 are aware of the importance of regular self-examination, but younger women see breast cancer as something that affects only "older" women. The key insight was that women are often more obsessed with trivial matters, like pimples and bad hair days, than the health of their breasts. The provocative print ad campaign posed the question, "Are you obsessed with the right things?" It used the technique of body art painting, using grease paint to beautifully illustrate the things that women fussed over on the canvass of a female model's upper torso. The stir created by the ads met the objective achieving earned media. Within three days of launch, the campaign was featured in over 40 websites, sparking intense social conversations online.
While there is no annual brand tracking by BCF, this campaign created more buzz, achieved more sign-ups and sold massively more pins than in any previous campaign.
How could a foreign auto brand late to the cluttered India market sharply increase awareness?
When you are the 18th brand into a market, you have to hit the ground running. Volkswagen was a late entrant into the India market in 2007, by which time most other Western car brands had been around for years. It didn't have the budget to outweigh its heavy-spending competitors, while it also needed a consistent message across multiple product launches. It decided all communications would convey the brand's commitment to innovation. Volkswagen was introduced to India in a grand way with a 'Road Block' campaign in 2009 in which it bought up every ad in the leading daily, The Times of India, highlighting its innovations and product range. It later launched the New Beetle, targeted at women, with a TVC that created a stir for poking fun at fashion-conscious women. The New Polo launched with a Polo-shaped paper cutout in The Times of India, the Phaeton debuted with handwritten fonts in the Hindustan Times and the Vento with the world's first talking newspaper.
The brand met all three targets: Awareness jumped from 9 per cent to 39 per cent; It sold 32,000 cars in 2010, up from 2800 in 2009; Its reputation for being a brand that 'makes innovative cars' stood at 68 per cent by June 2010.
How could SilkAir grow in the face of attacks from both ends of the market?
Spontaneous brand awareness rose, and love for the brand rose by more than a third, while traffic to the website increased sharply. Sales volume and revenue increased significantly year-on-year.
With the Lunar New Year (Tet) around the corner, Omo wanted to thank Vietnamese mothers for the faith they've shown in the brand. The challenge was, how does a detergent company say 'thank you' and sound sincere when it does so?
Unilever Vietnam aimed to thank mothers during Tet, the beginning of the new year in Vietnam. It concluded that a 'thank you' from a child would have much greater impact on the mother than coming from a brand. Yet Omo would be in the background of these conversations as an enabler. A Unilever team went to elementary schools and gave kids seeds to plant and pots they could decorate. It also created a simple online planting game for children it couldn't reach directly. It played an inspirational announcement spot to let the country now know what Omo and kids were planning to do. On Tet day, it planned a synchronized delivery to each household, offline and online, with more than a million children participating.
Sales volume increased, and sales revenue rose even higher. Omo achieved its strongest ever brand health measure ever, and also scored ahead of brands as the 'most-loved brand' during Tet, according to Nielsen.
To collect enough milk through a public campaign to ensure every underfed Vietnamese child can get enough nourishment.
Vietnam has one of the highest rates of malnourished children in Asia, with three out of every 10 children under five suffering from malnutrition. Vinamilk, the largest local milk brand, wanted to make a difference. Its idea was to get the nation to realize the gravity of the issue and be a part of the solution. The solution had to be a simple one, so Vinamilk came up with one. It used TV, outdoor and PR to make people aware of the problem and to get emotionally involved, with real stories about children who could not get enough to eat. All they had to do was to send one SMS in support of the cause. One SMS = one glass of Vinamilk for a child. The climax of the campaign was a live broadcast by VTV of the delivery of milk to children in rural villages, reaching 70% of the population.
Vietnamese donated 8 million glasses of milk — enough milk to feed 33,000 malnourished children for a whole year. For the first time in the 30-year history, Vinamilk’s market share reached its target 50-point mark.