B14. Best Insights / Strategic Thinking

The “Everyday” Soldier

BBDO India

P&G India

Gillette

CAMPAIGN SUMMARY
Although Gillette had nearly doubled its market share over the past three years, the brand had mostly appealed to a younger, more urbane, image-driven male But, had failed to engage with a larger group of men, to whom stubble was an expression of their manliness. As a result, they were beginning to see Gillette as superficial & shallow. Thereby, Gillette’s brand ratings on its core values & emotional equities among this group started stagnating.
So, we set out to develop a campaign that would address this barrier & help strengthen Gillette’s core “manliness” values of courage, camaraderie, integrity, discipline & grooming.
We discovered that the person who embodies the Gillette brand values in its entirety is the Indian army jawan (soldier). Moreover, these values of the soldier exist in every Indian civilian.Thus, was born The Everyday Soldier: Gillette salutes the soldier within.
Gillette launched a movement through a petition to the President of India to rededicate the Gateway of India monument to the spirit of the everyday Soldier. We used live TV shows, digital, PR, events & even changed Gillette packaging to camouflage in support of the movement. T
he campaign surpassed all our set objectives and expectations.
- We sold 12.3 million razors in that quarter, more than the previous two extremely successful campaigns; reaching the highest-ever share for Gillette in India at 50.6%
- We generated the highest-ever free media coverage worth USD$4.3 million for any P&G campaign across Australasia, ASEAN & India, an ROI of 1: 11.

CREDITS OF PEOPLE
- Josy Paul, Chairman & Chief Creative Officer, BBDO India.
- Rajdeepak Das, Executive Creative Director, BBDO India
- Shahvez Afridi, Regional Planning Director, BBDO Singapore.
- Keegan D’Mello, Account Director, BBDO India.
- Sandeep Sawant, Creative Director & Head of Art, BBDO India.
- Ravi Shanker, Associate Creative Director, BBDO India.
- Akanksha Saxena, Account Executive, BBDO India.
- Yohan Daver, Copywriter, BBDO India.
- Rajeev Mohite, Editor, BBDO India.
- Sagar Jadhav, Art Director, BBDO India.

Chocolate's Dysfunctional Family

Clemenger BBDO Melbourne

Mars Chocolate Australia

M&M's

CAMPAIGN SUMMARY
This case study shows how M&M’s successfully protected its lucrative ‘bitesize’ segment and demonstrates how brand engagement and fresh cultural insight conquered turbulent retail conditions, a copycat product launch from a formidable competitor and fierce price competition. M&M’s not only survived these threats, but flourished, producing its best ever brand engagement campaign growing share, category and value. 

CREDITS OF PEOPLE
Ant Keogh, Executive Creative Director, Clemenger BBDO Melbourne
Rohan Lancaster and Darren Pitt, Creative Directors, Clemenger BBDO Melbourne
Mark Gretton, Group Account Director, Clemenger BBDO Melbourne
Jennifer Chin, Senior Account Director, Clemenger BBDO Melbourne
Atlanta Sgro, Account Manager, Clemenger BBDO Melbourne
Mike Derepas, Planning Director, Clemenger BBDO Melbourne
Lisa Moro, Producer TV, Clemenger BBDO Melbourne
Mary Darzi, Producer Print, Clemenger BBDO Melbourne
Paxton-White, Marketing Segment Leader - Bitesize, Mars Chocolate Australia
Matthew Graham, Marketing Segment Leader - Bitesize, Mars Chocolate Australia

Giving the VB Brand Back to the People

Clemenger BBDO Melbourne

Carlton & United Breweries

Victoria Bitter

CAMPAIGN SUMMARY
With social media being such a new tool at a marketer’s disposal – there isn’t a large bank of knowledge, best practice or principles that can be easily applied to your own brand and its challenges. And unfortunately for marketers, social media is a topic that seems to attract more than its fair share of opinion, often at the expense of genuine expertise. By ignoring some ‘popular wisdom’ we gave Facebook a clear role to play in stemming the decade long decline in the iconic Australian beer brand Victoria Bitter (VB).
With much of VB’s poor performance put down to a major loss in our committed 35+, blue-collar drinker base – Facebook gave us an opportunity to engage this audience in a way we’d never been able to before.
Many said that this audience couldn’t be engaged through Facebook. However through behaving like a mate not a brand, and adding genuine value to their lives, we converted a significant portion of them into a vocal and influential community of VB evangelists.
They spread the news about the brand with more authority than the brand could itself, they helped to reverse negative sentiment towards VB, and they built belief back into our brand idea of ‘a hard earned thirst’. This isn’t an example of tacking on social media activity to a TV campaign. This story demonstrates how social media is most effective when you give it a very specific role, and how social channels can build brand value through involvement, not just messaging.

CREDITS OF PEOPLE
James McGrath, Creative Chairman, Clemenger BBDO Melbourne
Ant Keogh, Executive Creative Director, Clemenger BBDO Melbourne
Jim Ingram and Ben Couzens, Creative Directors, Clemenger BBDO Melbourne
Ben Couzens,, Art Director, Clemenger BBDO Melbourne
Jim Ingram, Copywriter, Clemenger BBDO Melbourne
Sasha Cunningham, Head of Social & Content Strategy, Clemenger BBDO Melbourne
Nathan Rogers, Social Analyst, Clemenger BBDO Melbourne
Mike Derepas, Planning Director, Clemenger BBDO Melbourne
Matthew Kingston, Senior Planner: Clemenger BBDO Melbourne
Paul McMillan, Managing Partner, Clemenger BBDO Melbourne
Simon Lamplough, Client Services Director, Clemenger BBDO Melbourne
John Meagher, Account Director, Clemenger BBDO Melbourne
Georgia Field, Account Manager, Clemenger BBDO Melbourne
Giselle Tooth, Account Executive, Clemenger BBDO Melbourne
Andy Gibson, Chief Marketing Officer, CUB
Andy Meldrum, General Manager of Marketing, CUB
Richard Oppy, General Manager of Marketing, Victoria Bitter & Crown Lager
Craig McLean, Senior Brand Manager, VB
Mim Orlando, Brand Manager, VB
Belinda Brosnan, Asst. Brand Manager, VB

New Rules for Sponsorship, One Fan at a Time

Clemenger BBDO Melbourne

National Australia Bank

NAB

CAMPAIGN SUMMARY
Footy (Aussie Rules Football) is one of Australia’s most loved sports. The long 9-month season culminates with two teams battling it out at the Grand Final, a match guaranteed to make history (and every fans’ dream to attend).
Sponsors are a large part of football. Logos adorn stadiums, fields, even players’ uniforms. However, while fans appreciate the money sponsors provide, most people believe they rarely go beyond writing cheques and plastering logos.
Last year, the AFL (Australian Football League) had 30 regular season sponsors. On Grand Final Day that number triples. The corporatization of the big game has upset the public for years, increasingly becoming more about sponsors than the game and certainly not the fans. The ratio of corporate seats to fan seats has become ridiculously disproportionate.
NAB’s challenge was to take sponsorship and prove its purpose. Since everyday footy fans feel like they’re part of their team, NAB wanted to help give teams the best possible shot at winning by having more fans at the game, and doing it in a way that differentiated NAB from the sea of sponsors.
NAB created the Stand-Ins campaign providing fans not only with tickets to the Grand Final, but a person to fulfill their game day commitments. This helped redefine the role and expectation of sponsorship as bettering fans’ experiences, not maximizing sponsors’ exposure.
The campaign significantly drove NAB brand differentiation, awareness and key attributes across footy and non-footy fans throughout Australia while driving customer retention and conditioning non-NAB customer acquisition.

CREDITS OF PEOPLE
Ant Keogh, Executive Creative Director, Clemenger BBDO Melbourne
Rohan Lancaster, Darren Pitt, Tom Martin, Julian Schreiber, Creative Directors, Clemenger BBDO Melbourne
Ben Keenan and Russel Fox, Creatives, Clemenger BBDO Melbourne
Simon Lamplough, Group Account Director, Clemenger BBDO Melbourne
Belinda Danks-Woodley, Account Director, Clemenger BBDO Melbourne
Kat Joiner, Account Manager, Clemenger BBDO Melbourne
Paul Rees-Jones, Planning Director, Clemenger BBDO Melbourne
Heather Lewis, Strategy Planner, Clemenger BBDO Melbourne
Sharon Adams, Head of Production and Studio, Clemenger BBDO Melbourne
Sevda Cemo, Producer TV, Clemenger BBDO Melbourne
Benjamin Nash, Producer Print, Clemenger BBDO Melbourne
Kevin Ramsdale, GM Brand and Sponsorship, NAB
Jodie Geddes, Head of Sponsorship, NAB
Lesa Brown, Brand Manager, NAB
Katie Hynes, Senior Sponsorship and Community Manager, NAB

Sorry About the Twigs, Folks

Colenso BBDO/Proximity New Zealand

DB Breweries

Monteith's Crushed Cider

CAMPAIGN SUMMARY
Monteith's Crushed Apple Cider and Crushed Pear Cider was a premium product in a massively competitive market. New cider brands had flooded the category, making maintaining price premium and market share a huge challenge. 
Monteith's needed to rise above the clutter and stand for something. Something that would differentiate it from the rest. 
So we placed simple twigs in our 12 packs of cider, and waited to see what would happen. 
Conversation and buzz happened. Across media, social media and at the water cooler. We then put out a public apology on billboards and online banners. We apologised not only for the twigs, but for the fact that we use real fruit in our cider. We were able to ensure that Monteith's stood for fresh fruit, and stood apart from the market, resulting in growth that was well ahead of the market and, ultimately, an increase in market share.

OTHER CONTRIBUTING COMPANY
Media Agency: Spark PHD

CREDITS OF PEOPLE
Nick Worthington, Creative Chairman, Colenso BBDO
James Tucker, Art Director, Colenso BBDO
Simon Vicars, Copywriter, Colenso BBDO
Aaron Turk, Creative, Colenso BBDO
Marcelle Baker, Group Account Director, Colenso BBDO
Saya Tran, Account Director, Colenso BBDO
James Cummins, Account Manager, Colenso BBDO
James Hurman, Planning Director, Colenso BBDO
Sheriden Derby, Agency Producer, Colenso BBDO
Clare Morgan, General Manager - Marketing, DB - Monteith's
Rene De Monchy , Consumer Marketing Manager, DB - Monteith's
Jennie Macindoe, Monteith's Marketing Manager, DB - Monteith's
Alex Florian, Assistant Brand Manager, DB - Monteith's
Steven Boniface, Photographer(fruit), Steven Boniface Photography
Simon Harper, Photographer (bottle), Harper, Photographics Ltd
Kevin Hyde, Retoucher, Imagecraft
Mike Davison, Designer (independent)

I'm Amazing

DDB Group Hong Kong

McDonald's

McDonald's

CAMPAIGN SUMMARY
McDonald’s believes that every child is amazing, so we decided to prove it. We asked the kids of Hong Kong to design their very own McDonald’s store, and then we brought their ideas to life in the world’s most ‘Amazing Little McDonald’s Restaurant’. Kids across Hong Kong drew their ideas on traymats and blank walls in-store, and also on our website, and we brought them to life by building the first ever McDonald’s restaurant in the world; designed entirely by kids, for kids. And what did we sell in this restaurant? Only Happy Meals, of course. And to show parents the true power of their children’s imagination, we auctioned off the kid-designed items in the restaurant, raising money to help kids at Ronald McDonald House Charity. The campaign, which culminated at the ‘Amazing Little McDonald’s Restaurant’ event, was activated across a broad range of media including TV, print, outdoor, web-banners, a campaign website, in-store, Facebook and PR events. And the end result we were most proud of: thousands of happy kids…and their parents!

CREDITS OF PEOPLE
DDB Group Hong Kong
Creative Director
Jeffry Gamble – Group Executive Creative Director, DDB Group HK & GZ
Asawin Phanichwatana – Head of Art
Frankie Fung - Creative Director
Clifford Ng – Creative Director
Nateepat Jaturonrasmi – Creative Director
Manolis Perrakis – Creative Technologist
Vincent Tse – Associate Creative Director

Art Director
Arthur Tse – Senior Art Director
Miriam Yip – Senior Art Director
Amy Lien – Art Director
Maurice Moynihan – Designer
Winnie Chan – Art Director
Joy Li – Assistant Art Director

Writer
Daat Lai – Senior Copywriter
Thomas Selby – English Copywriter

Client Service
Irene Tsui – Business Director
Meggy Cheng – Account Director
Sherona Mak – Senior Account Manager
Tom Wong – Account Manager
Logan Cheng – Account Executive

Planning 
Ringo Fai – AP/ Digital Strategist
Chung Tong – Digital Planner

Typographer
Miriam Yip – Senior Art Director
Arthur Tse – Senior Art Director
Amy Lien – Art Director

Production
Christy Leung – Creative Services Manager
Gary Wong – Purchasing Manager
Ng Ka Lok – Production Supervisor
Tifa Wang – Production Manager

Agency Producer
Annie Tong – Head of TV Production, Hong Kong & Guangzhou
Vincent Wong – Production Co-Ordinator

Shining out of the Shadow of Yesterday’s Success – Solvil et Titus

McCann Worldgroup Hong Kong

City Chain

Solvil et Titus

CAMPAIGN SUMMARY
In the 90s, SOLVIL ET TITUS’ (TITUS) brand campaign “Eternal Love” (天長地久) was held up as an exemplar marketing case study in Hong Kong. Top-tier celebrities and nostalgic love stories secured TITUS as one of the most aspirational watch brands among young office ladies and topped mid-priced watch sales for over a decade.Ironically, the same classic stories, aging celebrity endorsers like Chow Yun-Fat, and overemphasis on nostalgic watch designs consigned the brand to “former glory” in the consumers’ minds. Tremendous marketing efforts still failed to lift this curse, which resulted in a 10-year horizontal sales graph and drastic loss of the core, most profitable target group: young females under 34.A series of innovative research revealed the previous communication formula did not match the love attitude of the contemporary working youths. The real challenge is to preserve the original brand equities of love, while granting new definitions to expand the brand platforms and reconnected with core targets.The new strategies resulted in a dramatic business turnaround that exceeded sales targets by 206% (which was 6 times the industry growth!). The sustainable growth rose a further 85% so far in the following year. These strategies also created a blue ocean opportunity for the core brand value, enabling brand extension into other product categories. TITUS’s awareness once again topped the mid-priced watch brands after a decade of obsolescence.

OTHER CONTRIBUTING COMPANY
Moviola Productions

CREDITS OF PEOPLE
Joseph Wong, Chairman & CEO, City Chain Co., Ltd
Anthony Chu, Executive Director, City Chain Co., Ltd
James Law, Director & GM, City Chain Co., Ltd
Stella Chow, Brand Director, City Chain Co., Ltd
Canice Chan, Brand Manager, City Chain Co., Ltd
Herris Chan, Marketing Officer, City Chain Co., Ltd
Winnie Fung, Marketing Officer, City Chain Co., Ltd
Spencer Wong, McCann Worldgroup Hong Kong, Chief Creative Officer & Managing Director
Nancy Yau, McCann Worldgroup Hong Kong, Vice President
Irene Chan, McCann Worldgroup Hong Kong, Creative Director
Curtis Wong, McCann Worldgroup Hong Kong, Associate Creative Director
Annie Yip, McCann Worldgroup Hong Kong, Associate Account Director
Wendy Ho, McCann Worldgroup Hong Kong, Broadcast Production Manager
David Tsui, Moviola Productions Limited, Film Director
Christine Ip, Moviola Productions Limited, Film Producer

Gillette You Shave I Shave

MediaCom Communications

Procter & Gamble

Gillette Mach3

CAMPAIGN SUMMARY
We launched a movement around two key protests "No Shave, No Lipstick" and "You Shave, I Shave". Each was designed to demonstrate how strongly our Bollywood women disliked stubble.'No Shave, No Lipstick' featured women who refused to wear lipstick until their men shaved. Using social media and press conferences, our Bollywood activists urged all Indian women to refuse to wear lipstick till their men shaved. The protest created massive PR waves in newspapers, on TV and in social. The controversy exploded when we got 150 couples to shave together in public as part of 'You Shave, I Shave'. For the first time ever, Indian women shaved their legs in public in order to convince their men shave off their facial stubble!Being a very conservative country, where women are generally expected to cover up, it was a very bold act for Indian women to bare their legs in public, let alone shave! The event was led by two popular Bollywood stars ñ NEHA DHUPIA and CHITRANGADA SINGHñ and the shock value helped attract massive attention across news channels. We amplified our message via TV, radio, digital and print.Finally, we reached out to our male target by creating a Shave Guru to help Indian men end their stubble trouble. Fronted by popular comedian VJ Cyrus, Shave Guru "Baba ShaveAnand" appeared on MTV and went viral. A wacky all-knowing character, the Shave Guru made men realise that the root cause of all their problems was their stubble.

OTHER CONTRIBUTING COMPANIES
BBDO, India
Encompass, India

CREDITS OF PEOPLE
1.Prashant Desai - Business Director, Planning
2.Preeti Jadhav - Sr. Business Manager, Planning
3.Sharmistha Gupta - National Director, Branded Content.
4.Prem Anand – Business Director, Buying
5.Shruti Singh – Sr. Business Manager, Buying
6.Tarun Kishore - Business Director, Buying
7.Nishaad Natarajan - Business Executive, Buying
8.Rajiv Darshi – Business Director, Digital
9.Rahul Upadhyaya - Sr. Business Manager, Digital

Take a Chance

Ogilvy & Mather Thailand

Coca-Cola Thailand

Coca-Cola

CAMPAIGN SUMMARY
2012 was an unforgettable year for Coca- Cola ThailandGlobally, the cola choice is usually Coke over Pepsi. But in Thailand, Pepsi has always been the choice for over a decade, mainly due to their music and superstar celebrity campaigns.Worse still, 2011 brought on 4 distinct incidents that had impacted both Thailand and the business context. From politics to social mobs, economic down turn and finally an epic national flood crisis that stunned the world. Thailand was devastated. Coca-Cola Thailand took a step back just like everyone did. But by stepping back we also gained new perspective. We couldn't stand by without doing anything in the aftermath of the flood. And so we incorporated this thought into our strategy. In the past, it would have been enough to be a product based on happiness. But when things reached postñapocalyptic levels, we wanted to be a symbol of hope and ultimately create a chain reaction of going out there picking oneself back up. It was all about taking tangible action steps. In 2012, Coke's new strategy for becoming the most preferred brand was to prioritise associating itself with 'Social Context' or 'We', followed by 'Teen Context' or 'Me', to differentiate from Pepsi and to reinforce Coke brand vision 'Universal Icon of Happiness'.

CREDITS OF PEOPLE
Phawit Chitrakorn, Managing Director
Nopadol Srikieatikajohn, Chief Creative Officer
Vanich Jirasuwankij, Head of Strategic Planning Unit
Karanee Areekul, Deputy ECD, Regional CD SE Asia
Yuthapong Varanukrohchoke, Section Manage, TV and Radio Production
Theerachart Thanasarakij, Business Director
Tiwat Nichote, Strategic Planning Manager
Kulawit Khumwansa, Senior Communication Director
Sudkhet Charuppat, Communication Manager
Jomkwan Srithong, Senior Digital Planner
Piyawat Rattanakhachitwong, Strategic Planner
Kuntaros Wiwan, Producer

Go Wild

Ogilvy Shanghai

VF Asia

The North Face

CAMPAIGN SUMMARY
China can bring a lot of surprise to global brands. In this particular case, The North Face, the global leader of authentic outdoor adventurism, found itself in the unfamiliar position of the 'underdog' in a market where outdoor had gone 'soft' to frivolous fashion because of market leader Columbia and powerful local brands' much earlier entry with media dollar fueled advertising. The challenge couldn't be more intimidating. Columbia dominated The North Face in every aspect including retail scale, media spending, brand awareness and market share. Plus, outdoor exploration needed to be lead back on the authenticity track.In order to inspire an authentic outdoor movement, The North Face deep dived into cultural truth of modern China and sought after opportunity for market disruption. The efforts were well paid off. Riding on the trend of people taking outdoor as the exit from the control of formatted and unhappy city life, the brand launched a national "Go Wild" campaign to directly engage people through social and digital innovation programs, avoiding the trap to compete competitors' media-spending driven advertising approach. The record level brand engagement enabled The North Face to make serious progress against market leader Columbia in both sales growth rate and cost-effectiveness, which ultimately helped to close the market share gap to within a whisker. The North Face couldn't be more excited to be on fast track towards the north.

OTHER CONTRIBUTING COMPANY
VITAMINE, Shanghai

CREDITS OF PEOPLE
Edward Bell, Head of Strategy, Ogilvy Shanghai
Morgan Cao, Senior Planner, Ogilvy Shanghai
Keen Yim, Business Director, Ogilvy Shanghai
Kelly Liu, Senior Account Executive, Ogilvy Shanghai
Kama Zhang, Creative Director, Ogilvy Shanghai
Stanley Tao, Head of Copy, Ogilvy Shanghai
Fiona Chen, Creative Director, Ogilvy Shanghai
Vivian Tu, PR Management, Ogilvy Shanghai
Jason Zhan, Social Strategy Director, Vitamine
Ripple Zhang, Senior Social Strategist, Vitamine

Go West – The Journey Of Terracotta Warrior To The U.S.

Ogilvy Shanghai

United Parcel Service General Services

UPS

CAMPAIGN SUMMARY
UPS's strategy was to own the high ground of 'logistics' rather than compete for price in the 'delivery game'. However they discovered that this term while sophisticated, alienated some small and medium business owners.
The strategy was to make 'logistics' more interesting by leveraging the familiar property of the Terracotta Warriors - if UPS can safely deliver the national treasures from China to USA, then what cannot be done to help grow your business?
The job for marketing then was to showcase UPS's strong logistics capabilities on helping small-medium sized business grow and expand overseas while helping to drive business growth.
The campaign generated a significant amount of interest and positive comments in social media, receiving over a few million banner clicks and over performance views of the videos, performance that exceeded the ambitious KPIs set. Not bad for 'logistics!' It boosted top of mind awareness above that of competitors which is critical for B2B, prompting half of the non-UPS users to consider shifting their business to UPS. And it successfully changed people's perception that 'UPS logistics' as the ideal business partner. All the mindset shifts contributing to UPS's sales volume upward swing during the campaign period. All in all it proved a profitable investment for the client.