Emvies 2013: Case study briefs - Day 3

Western sweets like chocolates found it difficult to tap into the West Bengal market, as there was a strong affinity for local sweets in the region. Madison Media Pinnacle looked to solve this issue for Cadbury by getting the brand to fall in love with the traditional ‘Mishti’ to form 'chocogullas'. 

On 16 January 2013, a 3.5 minute-long music video was created for the 'wedding' between the two sweets. The video ran across channels and played across mediums. It was carried over 4,000 times on television, played over 1,000 times radio and YouTube got the song 3,50,000 hits. This resulted in Cadbury Dairy Milk selling over 2 million pieces of itschocolate. Sales increased by 32 per cent.

P & G Corporate - People's Choice Awards - Mediacom

For its corporate campaign, P&G India brought the 37 year-old People's Choice Awards to India. Six brands from the stable were brought in to create the show. Working on the insight that the Indian consumer is entertained only by Bollywood, sport, music and television, the company thought this was an ideal format to promote Olay, Gillette, Pantene, Ariel, Head and Shoulders and Oral B. 

The awards were attended by Amitabh Bachchan, Mary Kom, Katrina Kaif and Sushil Kumar, among others. It received a TVR of 3.4 and over 6.5 million people tuned in to the show.

Fevicol - 'Fevicol Se' In-song placement - Ogilvy India

Fevicol used the fact that 2.3 million people in India watch a movie everyday to associate with Salman Khan starrerDabanng 2. The association came through a song 'Fevicol Se' that used the brand as a metaphor for the sticking onto something. The item number which featured Kareena Kapoor was the most popular song (of its time) according to an Ormax Media research. It was the most downloaded song on Nokia's music store in December 2012. The film grossed 30 million US dollars in the first six days of its release.

Close Up looked to tap the Uttar Pradesh market, where white toothpaste contributed to 80 per cent of the sales, by creating a character called 'Muskaan Begum'. Uttar Pradesh was India's second largest toothpaste market, but consumption was utilised only upto 60 per cent, so the brand saw that area as one with great potential. 

Working on the insight that the citizens of UP love shayaris, the brand created what was, according to it, India's first 30-second non-visual branded content. Eighteen FM channels were used for this campaign. Muskan Begum would tease and flirt with listeners with sensual shayaris across stations.

It resulted in brand trials increasing by 400 basis points and sales in the State increasing by 30 per cent.

The brand looked to use its position as India's leading male brand by talking about the good they had done instead of the bad. It encouraged people to list out real life stories where males had helped women in the country and played real life soldiers. It asked people to stop being bystanders and pledge their support. Twelve million pledges were made.

With the entry of several deodorants into the Indian market, Mindshare was tasked with reinforcing Axe as the number one brand in India. Seeing that every other brand in the market was creating campaigns only around seduction, Axe looked for something new. Mindshare created Axe 'Chickipedia'.

The campaign was created around the insight that, Axe's TG (16 to 24 year old males) spent 37 per cent of their time online. Of the time spent online, 26 per cent was for entertainment. Amongst all YouTube viewing, 53 per cent was used for comedy. So, the brand decided to create funny content (shows) for the TG, with an emphasis of the male being able to woo his love interest. The brand created several videos which brought in 24,45,696 minutes of viewing time in six months (equivalent to five years). The shows got 1.54 million views and got 60 per cent audience retention.

The Economist created a campaign 'Joy of Reading' to reconnect readers with their first memory of reading. Ogilvy India created a website, www.joyofreading.com, which allowed users to create 'Thank you' stories that could be shared across social networks. 

A total of 660 'Thank you' messages were created, while the site attracted 70,000 unique visitors. Every visitor spent an average of 4 minutes and 37 seconds on the site.

Through the campaign, the car manufacturer looked to tap into the sense of 'feel'. The brief given to Mediacom was to create buzz around the launch of new variants of the Polo and Vento. Volkswagen tied up with three newspapers - The Times of India, The Hindu and Hindustan Times to insert a light-sensitive device in 2.4 million copies across six metros. This resulted in newspapers vibrating every time the paper was opened by readers. 

The brand packaged the oil in a transparent bottle which had a petal of the flower inside it. To promote it, Mindshare created a campaign titled 'The Power Of Illusion'. On a Sunday morning, a print advertisement was released which had three separate messages, one each for each variant, depending on the angle from which the newspaper was viewed.

The Times of India's supplement Times Life was used. Three and a half million copies were used and the activity started two weeks prior to the copy being sold.

It resulted in stock of the hair oil selling out in three months.

Maxus was tasked with the mandate of launching Sonata's light (torch) watch. The agency worked on the logic that 'Humans value things a lot more when they're absent’. The brand tied up with iNext in Uttar Pradesh, Jharkand and Bihar to created a newspaper ‘blackout’ on 29 June 2012. The front page was black. The second page had an advertisement for Sonata's light watch, with rays emitting from the advertisement.

Lifebuoy was looking to address the issue that 1.5 million children died under the age of five because of diarrhoea-related problems. The problem Lifebuoy was facing was that 47 per cent people did not wash their hands after using the bathroom and 91 per cent thought washing hands with water alone was safe.

The brand addressed that problem by moving out of conventional advertising. It used kids as agents of behavioural change. It looked at Chintoo, the comic character which appeared in the Sakal newspaper. The space in the paper was untouched for 21 years and not commercialised. So Lifebuoy joined hands with Chintoo on 10 May 2012 and placed Lifebuoy in the place of the comic. The brand invited readers to send in their ‘Chintoo of your life’ stories. Through this,14.7 million people were reached and 2,500 stories were told in four days. This increased the brand's market share by four per cent. 

Tata Docomo had launched an unlimited plan for users. A TV campaign was running to communicate this, which carried the message 'complete incomplete stories'. The brand wanted to take the same thought to print. Lodestar UM came up with the thought of taking six to eight spots on the front page of newspapers. So, headline stories on page one of newspapers were handpicked by the agency. These stories ended with a line that read, 'Hate incomplete stories, switch to Tata Docomo' and led the reader into another page to ‘complete the story’.

The campaign ran across 112 editions of 11 publications. It reached out to 42 million readers and 2,800 stories were‘completed’ in seven days. This saw a 35 per cent rise in consideration scores and 12 per cent spike in brand love.

Femina needed to keep track with its 20 year-old girl readers. It found out that 20 year-olds keep in touch with people through Whatsapp and Facebook, keep in touch with news through YouTube and social media, and shopped through the virtual world. So, it looked for what the magazine could do to create relevance for this target audience.

Instead of fighting the best of social media, DDB Mudra Max asked the magazine to use it and create a crowdsourced magazine with crowdsourced ads. 7,000 articles were sent in by readers using social media - 60 of them were published in  the magazine. The editors of each article were pictured and used on the cover of the magazine. The remaining articles which were not carried in the magazine were carried on Femina's Facebook page. 

Cadbury Dairy Milk – When Mishti Weds Cadbury – Madison Media Pinnacle

Cadbury Dairy Milk extended its ‘When Mishti Weds Cadbury’ campaign on ground by converting 56 Mishti shops to mandaps. This was an attempt to work against the insight that West Bengalis are rigid against change and were not open to consume chocolates in place of traditional sweets. To promote the ‘wedding celebrations’, Cadbury Dairy Milk took space in The Telegraph and Anand Bazaar Patrika to invite people for the wedding. The wedding was attended in large numbers and the photographs from the wedding were uploaded on to the Facebook page, where the ‘world’s largest wedding album’ was created. Through on ground and social media, the couple (Dairy Milk and Mishti) received 2.3 million blessings. Fifty thousand people turned up at the event. As a result,two million pieces of Cadbury Dairy Milk were sold and 150 new varieties of Cadbury Dairy Milk (using Mishti) were created.

Save the children – Chotu CEO – DDB Mudra Max

NGO Save The Children ran a campaign ‘Chotu CEO’ to try and stop child labour.

DDB Mudra Max identified ‘chotu’ chaiwaalas in and around offices as it began work on the campaign. It sent these chaiwaalasdressed in suits like CEOs, to offices with a card. The card urged people to report child labour and directed them to the websitewww.savethechildren.in.  In the two-week period of the campaign, 350 phone calls were received. A video created for the campaign received 90,646 shares and over 500 ‘chotus’ joined school.

Akanksha Foundation – Classroom Mumbai – Ogilvy India

The NGO Akanksha Foundation which runs 40 centres in Mumbai and Pune with a mission to give underprivileged children education met with a typical set of challenges – need for motivated teachers. And the ones who did come in, were typically doing it for the interim, as was evident from an attrition rate as high as 45 per cent. The agency zeroed in on the task on hand – to find people who taught for the joy of teaching. And also to find people who stayed close by, a key reason for sticking to the job. On the occasion of Teacher’s Day (5 September), hundreds of children hit the malls, promenades and even the airport in Mumbai looking for teachers with mock class room set ups, complete with a blackboard and benches. Those passing by were invited to teach. Live updates on Facebook, invitations from Big FM to take classes on air and the like followed, attracting 300 teacher and 450 volunteer applications. More importantly, the quality of applications improved. Attrition came down to less than 10 per cent, paving the way for more Indian kids to get an education.

Rotary Eye Bank – Play God – DDB Mudra Max

Rotary Eye Bank used the annual Bandra Fair in Mumbai which takes place around the Mount Mary Church for its ‘Play God’ campaign. According to beliefs, when the ill come into the church with a wax sculpture of an affected body part, it will be healed. Rotary Eye Bank placed a blind man at the fair with a petition that read: ‘Help fulfil my petition’. When people approached him, he gave them a box with sculpted eyes made of wax. It was an appeal to them to play ‘God’ by signing up and pledging their support.The bank received 5,000 pledges across the eight day festival.

BEST INTEGRATED CAMPAIGN – MEDIA/ MEDIA PROPERTY

ABP Ananda - Cholchhe Na Aar Cholbe Na (Can't Happen, Won't Happen Anymore ) - Mindshare  

ABP Ananda looked to take on Kolkata’s negative attitude with their ‘Can’t happen, Won’t happen anymore’ campaign. The channel looked to make residents of Kolkata the agents of change. It created a website www.cholbena.in and created a Facebook page for the same. The channel received 34,210 registrations on the website and 2,16,000 views on YouTube. The page helped in getting a transport strike called off. On 15 August, the channel took this into its programming. This led the Kolkata police creating a Facebook page.

BEST INTEGRATED CAMPAIGN – CONSUMER PRODUCTS

Volkswagen – Post It to Win it – Mediacom

Increasing awareness and enquiries for the ‘refresh’ models of Polo and Vento was the task. And it had to be done in a market that had seen a slowdown for six successive months, with more brands to boot. The consumer too had no time to test drive vehicles. The strategy adopted was to follow the ‘portable consumer’ with a portable medium: ‘Post it’. Catchment areas identified were bus stops, malls, cinema halls (during Diwali), ATM machines, airports and corporate complexes. Blimps were also put up, in case the TG missed the rest of the blitz including print ads. The ‘Post it’ announced that those taking a test drive would stand to win a car. Test drive enquiries increased 131 per cent, and 28 per cent of sales targets were achieved during the campaign period.

Tata Vista D90 – Creating thrill across media – Lodestar UM

The Tata Vista D90 was to be launched and Lodestar was tasked with having to create ‘thrill’ across media. Lodestar decided to chase restless people who were always on the move and were thrill-seeking, instead of hatchback buyers. They worked on the insight that thrill-seekers chase thrilling content. The agency used its in-house software CAT to launch a ‘thrill map’. A thrill stimulus quotient was created. Through this, the agency found that F1 racing was the highest thrill quotient and so the car was launched at the Buddh International Circuit in Greater Noida. An app was also launched on the digital platform to support television and print ads. This campaign led to over 70,000 leads. The brand recorded 252 per cent growth. Sales increased 48 per cent.