TV & Video
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.
ING needed to a 10-20 percent improvement in key brand metrics with a 2.5 percent SOV during a period when trust in financial institutions was at an all time low. ING encouraged consumers to find their number — the amount of money they needed to save to retire the way they want. They made 'the number' an arresting, evocative icon and used a media strategy that maximized each dollar.
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.
After the Sprint merger, Nextel's customers were leaving en masse, and those who stayed lacked confidence in their wireless carrier. Instead of focusing on gaining new customers, Nextel switched its strategy to focus on its base. Nextel began to reexamine how customers used instant communication.
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.
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.
Marrying the consumer insight that relationships are critical to easing conflicts as well as social and media behavior, we developed a portfolio-level campaign to support Frito Lay's Baked! Smartfood, Flat Earth and 100 Calorie Pack brands.
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.
In a year where doom and gloom over the economy depressed the travel category, the Priceline Negotiator was back and fighting to help make travel possible by delivering great deals. With tips on how to partake of recession-proof travel and become a savings survivalist, Priceline made finding great deals and big savings fun.
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.
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.
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.
Our challenge was to get Intel talked about, and ultimately, make the brand relevant to everyday consumers. To accomplish this, we decided to show people across the globe that Intel is much more than "just a big chip company."
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.