In a declining and competitive market, Green Mountain Coffee made significant gain by increasing consumer loyalty. Creative and media strategies that encouraged consumers to take a few minutes with the brand to pause, reflect, and be inspired generated 65 percent sales uplift.
The Frontier brand needed to be built from the ground up; increasing brand awareness while fending off current and unforeseen competition that threatened to erode market share and growth. The brand's campaign strategy allowed it to create an unparalleled emotional bond in the cold, uncaring airline industry.
In January 2009, in the depths of America's worst economy since the Great Depression, Hyundai managed to sell 14 percent more cars than the same period in 2008. The Assurance campaign bolstered consumer confidence by removing the financial risk from buying a new car, and as a result, drove positive brand perception as well as sales.
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 2008, one in four people considering the MINI were also cross-shopping the Prius. Cultural values were clearly moving toward being more environmentally responsible, and the fun of driving was getting lost in the shuffle. The Carfun Footprint campaign proved that you don't have to sacrifice fun in order to be green.
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.
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.
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.
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.
People's City Mission, a non-profit homeless shelter, formed the Mission Bean Coffee Company, a for-profit entity whose proceeds would be used to help fund the operations of the Mission. Compelling advertising and design, built around the promise – buy one bag, feed one homeless person - generated tens of thousands in proceeds to feed the homeless.
In March 2009, Detroit Public Schools (DPS) was facing bankruptcy, a $305 million deficit, a decade-plus of substantially declining enrollment, and now the public backlash of closing 29 schools. DPS families didn't need ads, they needed a movement. They got one. Results exceeded their enrollment projections and generated $49 million in funding — necessary for financial viability.
In 2008, IBM recognized a unique opportunity to provide new leadership where leadership was urgently needed. Specifically, to educate the world of the fact that the technology existed today work better. Work SMARTER. As a result: the Smarter Planet strategy has expanded IBM's market potential by as much as 40 percent globally, or $2.3 billion dollars.
Canned food has come to seem low-quality and highly-processed. To bring Campbell's Condensed soup from the dusty recesses of Baby Boomers' pantries, and onto their tables, we had to dispel many, many misperceptions. Significant changes in Boomer's perception of Campbell's Condensed lead to +.10 percent growth in share.
Despite the global economic meltdown HSBC needed to stay on the planned growth track and bring new retail customers to the bank with the checking product PLUS BANKING. Instead of shying away from the recession, HSBC used it to shine a light on how their understanding of their customers truly set them apart with the idea: Math of Life.
MLB 09 traditionally set the standard for baseball gaming titles. In 2009, it was faced with launching a game with moderate development gains but no real news. To create differentiation, it had to aggressively own authenticity in a way that felt "of baseball." Its strategy was to feature one of the game's brightest stars, Dustin Pedroia, and talk about the game within the game.
As a centerpiece to its 2009 Fall Season launch campaign, CBS, with new promotional partner PepsiCo, introduced the first-ever use of video in print advertising. Introducing readers of a magazine to the allure of sight, sound and motion and directly delivering consumers CBS and PepsiMax video content on the printed page.
Although Tampax was the category leader since its launch in 2007, it was leading a declining tampon category (3% decline per year). It was apparent that there was a need to regain our leadership and fight back by differentiating ourselves from the competition and set a new course for growth.
Capri Sun had lost its cool with kids 6-12 and faced a price increase, so Kraft tasked marketing communications with improving the perceived value of the brand. Rooted in kids' desire to be daring, 'Respect The Pouch' came to life in TV, gaming & print, making Capri Sun more famous to kids than Nike.
We were tasked with driving sales in a declining, homogenous category filled with silly, gimmicky advertising. We stood out by being Smart, a key driver of differentiation and one that was underleveraged in the category. The results — we increased traffic by 26 percent, transactions by 36 percent, and grew market share, loyalty, preference, awareness and appeal. Smart? So smart.