Until Muang Thai, one of Thailand's major insurance companies launched the new Multiple CI (Critical Illness) Insurance, those lucky enough to have health insurance worried that while the first thing diagnosed was covered by their Critical Illness Insurance, the second, third etc wasn't. Objectives: 1. To recruit 10,000 new customers via this new policy 2. To cross-sell the new policy among existing CI customers, which meant selling them an additional policy at an additional premium. Muang Thai Life was the first Thai insurance company to offer a policy covering multiple illnesses. It aimed to recruit 10,000 new customers, but had to find a way to talk about personal disaster without damaging its brand.
Muang Thai launched a new type of health insurance in Thailand called Multiple CI (Critical Illness), which guaranteed coverage of more than one major health condition. But the idea that the existing policy might not be enough, and that people could become more ill than they imagined, was a negative one, not in keeping with Muang Thai's brand personality as the "happy" insurance company. In Thailand the poorest people turn to begging, often on bridges where they are much harder to ignore. Muang Thai's solution dramatized the "pay over and over again" scenario by having problems appear one after the other - liver cancer, heart attack, renal failure and so on - like beggars on a bridge. It turned the worry of bridge-begging into the playfulness associated with Muang Thai, defusing the anxiety and making light of a potential disaster - which worked because it actually offered protection.
Total sales of Multiple CI policies exceeded the target by more than half, with the vast bulk of sales coming from new Muang Thai customers. Nearly all of Muang Thai's overall CI growth came from the Multiple CI type, and the company overall posted healthy revenue growth.
Dove relaunched in a cluttered market in China with a tiny budget and miniscule share of media voice. Its goals were to improve market share by more than half and to boost key brand attributes.
China's shower gel market is a crowded one, with 11 brands and some 93 variants. Dove is not new to China, but it had been silent for five years and was planning to launch in new cities where it was unknown. Research suggested the Chinese woman was looking for something beyond the glamour of market leader Olay. Dove's segmentation identified a group of women, accounting for 37% of the market, who sought "security and harmony". They wanted a healthy bodywash that would protect their skin. Clinical tests showed that Dove's new bodywash was superior to competitors, but a demo-driven ad was not going to win hearts and minds. Dove came up with campaign called 'Better Than Milk', tapping into the traditional belief that milk was the best way to nourish the skin and offering a cultural and emotional context while pointing up the functional benefits. As well as using traditional media, it reached out to Chinese women via QQ, China's largest social media platform, and with a video-based online game.
Dove tripled its market share just 3 months into its re-launch, despite being outspent and out-voiced by its key competitor. Growth was ahead of category growth by several multliples.
City Cafe needed to find a strategy that could overcome renewed competition from its major local competitor and to achieve its objective of taking market share from Starbucks.
Total sales rose 64%. City Cafe maintained its no. 1 position in the take-out coffee market and also took sales from Starbucks as targeted.
Engineering talent is vital to Singapore's economic future, but students were rejecting it because it was seen as boring. The goal was to turn around this perception and increase enrolments.
Singapore faced a crisis in development of engineering talent in 2010. Students were choosing course such as business and medicine ahead of engineering, which they perceived as boring and unrewarding. Singapore's Economic Development Board (EDB)) knew it had to create a programme that would actively engage students in the innovation and excitement of engineering. The campaign, led by a group of engineers, entrepreneurs and designers, was based around a competition, Create 2011. Students who joined the contest received a tattoo that was also an Augmented Reality Code, which took them into a 3D world and let them explore engineering-created innovations, giving the campaign an instant talk factor. Teams submitted their ideas on the Create 2011 website, with 20 finalists were selected to create a prototype. The finale event celebrated the 'Rockstars of Engineering' with finalists dressed as rockstars. Friends were given a chance to vote for their favourite entry at the event and online, while the two winning teams won a trip to the Nokia Innovation Centre in Beijing.
Engineering moved from fourth choice in 2008 to first choice course of study. Overall 17 per cent now choose engineering as first choice, creating 6,000 extra engineers for Singapore per year.