The U by Kotex* campaign set out to change the awkwardness that girls face about their bodies and periods. We broke through to teenage girls with honesty and humor sparking a healthier conversation with them on our social channels — a category first.
The Atlantic magazine was an old and stodgy institution. Its circulation was stagnant. It was losing money. Rather than trying to convince people that The Atlantic wasn't as dull as they feared, we set our ambitions much higher: to become the source of mental stimulation so many craved; to bring back deep, nuanced-thinking; to incite people to Think. Again.
In 2010, facing pressure from the Nissan Leaf, we launched the Chevy Volt. It was an "extended range" electric vehicle in a gasoline world. We didn't launch a "green" car — we launched a great car (that just happened to be electric). Thinking about Chevy shifted — from old-fashioned to innovative, gas-guzzler to fuel-efficient with a much needed lift to brand opinion and consideration.
United Technologies is a 58 billion dollar company that few people knew about. We needed to get Wall Street investors to take notice of this solid diversified industrial in a way that would inspire them to research, recommend and purchase United Technologies stock — with serious levels of investment.
CVS Caremark’s new, responsive career website can better tell its story and attract the right candidates to work for its organization.
Concerned that interest in recreational boating was declining, Discover Boating created a multi-media awareness campaign to entice and educate potential boaters.
Sears had experienced 10 years of downward momentum at back-to-school. To reverse that trend we embodied the Tween values of collaboration, participation and sharing. Within the first 2 months of the program, we reversed negative trends and got 1.6 million hits to the website.
Ford Motor Company was looking for a creative way to get people who normally wouldn't set foot in a dealership to test-drive its vehicles. In response, Team Detroit created Drive One 4 UR School — a program that would take the test-drive out of the showroom, bring it to the dealership and do so in a meaningful way.
National Geographic channel created a tablet app to help drum up exposure for its Killing Lincoln factual drama.
After decades of being the category leader, Extra found itself in a losing battle with new, formidable competition. By establishing Extra as a weight management tool, we were able to freshen the brand by establishing new relevancy and connect with women in a meaningful way. As a result, Extra was able to grow sales and share for the first time in years.
Using our newly-improved, softer tissue as an impetus, we re-framed Kleenex from a tissue to a Gesture of Caring, enabling over 1,000,000 people to share it and show their loved ones they cared. We significantly exceeded our sales and share goals, grew the stagnant facial tissue category and, moreover, changed the game for Kleenex.
The Madden NFL campaign at Walmart stimulated growth for an established brand, Gillette Fusion. Fusion razor sales at Walmart surged 5 percent while sales everywhere else declined.
Declining sales and years of brand and media neglect meant Glidden Paint was about to lose a prime retail distributor. An overhauled in-store experience, a free paint giveaway, and unique placement of TV, innovative magazine inserts, outdoor kiosks and banners all contributed to Glidden's sales jumping up 34 points versus prior year.
In 2009 airlines began charging additional fees, most noticeably, bags. Southwest Airlines had a difficult decision to make — to charge or not. Walking away from an estimated $500M in annual revenue, SWA defied the industry and decided against bag fees.
To generate awareness, Tissot created a tablet game featuring its celebrity sports ambassadors.
Over the years, 'hacking' has grown into a multi-billion dollar industry intent on stealing the identities and assets of anyone online. To help people understand the magnitude of this phenomenon, McAfee gave it name: H*Commerce. In three months, brand awareness increased 150 percent, ultimately redefining a brand and the category.
By shining the light on the unique customer service culture of Zappos.com and bringing a powerful idea, "Happy People Making People Happy," to life, we differentiated the brand and changed consumer perceptions. Our campaign made consumers realize that Zappos.com was much more than an online shoe vendor.
After nine years on the regional scene, beer drinkers had heard of Finnegans, but surprisingly few were aware of their charitable mission — to fight poverty by giving 100 percent of the company's profits to local charities. Our mission was to revitalize the Finnegans brand, increase its distribution and sales, and gain more awareness and understanding of the righteous mission behind the brand.
Just Dance was a new product with a modest marketing budget, but a grand goal: become the leader of the dance game category. We had to do more than market the product, we had to start a movement. By 8/31/10, the campaign yielded over 6.1 million unique views, over 10,000 unsolicited user-created videos, an AdWeek top-ten TV spot, and over 2 million units sold.
The launch of Febreze Home Collections at Walmart propelled Febreze from no. 3 position in the air-care category (behind Glade and Air Wick) to no. 1. Our mission was to steer traffic and sales away from specialty air-care retailers (like Bath & Body Works) to Walmart.