Lisa Bacus, vice president, marketing, American Family Insurance, and Telisa Yancy, director, advertising, brand and media, American Family Insurance, discussed their organization’s multi-screen campaign, which leverages branded entertainment, mobile, online, radio, gaming, and video on demand.
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.
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.
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.
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.
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.
Last year, with the economy spiraling downhill, Terminix knew, in order to grow, it had to change consumer behavior. Traditionally, homeowners only call when critters are already crawling across their kitchens or gnawing through walls. The change: convince them to see pest control as year-round preventative maintenance just like insurance and lawn care.
The U.S. Army needed an innovative way to communicate its values, resources and career opportunities to a new generation of Americans. The Army Experience Center (AEC) is a 14,500-square-foot technology and education center that immerses visitors in an experience that shatters outdated stereotypes and starts new career conversations.
By looking at the high school graduation problem through a new lens (the student's perspective), we were able to change the conversation surrounding the issue from one that prevented potential dropouts to one that promoted potential graduates.
The Yellow Pages are dead, or so we're told. With the new SuperGuarantee, the company backed the services of their advertisers and gave consumers a reason to keep and use the SuperYellowPages. As a result, the company saw the first increase in share of possession and usage in five years.
Of the nearly 2 million veterans returning from Iraq and Afghanistan, almost 1/3 struggle with serious mental health issues. Although receiving early care is crucial to treatment, most veterans worry seeking help is a sign of weakness. Our challenge was to drive awareness and traffic to a new social network where veterans could unite and help each others' transitions home.
When corporate America was forced to wean itself off the perks of private jets and first class travel, America cheered. In this challenging environment, many advertisers were stepping back or proceeding with caution, but as the airline brand known for being 'of the people, for the people and by the people', we knew this was JetBlue's moment to soar.