IndiaMART is a company that handles over $1.5 billion in sales each year, and needed to simplify the way it managed the buyers and suppliers to improve the process for all parties involved.
Through data mining of current customers, focus group testing among competitive customers, and pre-stay and post-stay customer surveys, we uncovered that there was a large untapped market of customers that generally book at the last minute for either business or leisure.
Swiss bank PostFinance made a successful foray into the digital goods market with the development and launch of an iTunes credit-purchasing functionality for its mobile banking app.
In 2010, the United States was in the middle of a deep recession that impacted manufacturers, retailers, and shoppers alike. The Kellogg Company experienced one of its toughest back-to-school (BTS) seasons ever. Competition was fierce, but rival brands were thriving because of their longstanding school-giving programs that tapped into Mom's desire to further her kids' education.
Kiehl’s was looking for a way to bring in more customers to its stores, and leaned on the geo-fence to help corral its fans.
Capitalizing on a spike in mobile website traffic, Krispy Kreme created a responsive website and an app to alert consumers when the Hot Light at the local store comes on.
Adult woman love their lattes. And lattes contain twice as much milk as coffee! To boost retail sales, we inspired shoppers to rethink their lattes and showed them an easy way to make them at home.
Piperlime.com is a new brand from Gap, Inc. that needed to introduce themselves to fashion-forward 20-somethings in order to drive significant growth in traffic and sales. The Let's Get Dressed campaign hit a real nerve by galvanizing young women to step away from lazy dressing and step up their personal style.
To improve participation in its annual Dream Prize competition, Magnum launched a multi-format interactive campaign featuring the popular Turkish actor Kivanç Tatlituğ.
For Sauza Sparkling Margaritas to interact with consumers and build a database of potential customers, an in-store tablet campaign called “Make it With a Lifeguard” was designed to appeal especially to women aged 25 to 40.
At a time of great need, facing a problem of daunting scale, the barrier that nothing can end hunger was turned on its head to become a brand and a rallying cry for the state of Rhode Island. New distribution channels, new brands and new customers were all evidence that an idea can tackle even the biggest of problems.
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.
La Redoute, a French company, developed a mobile app in order to become more involved in the world of mCommerce.
With the launch of the Countryman, MINI had big news. The new bigger model had the potential to grow the brand by 3x, yet, without seeing it in person, prospects couldn't tell how much bigger it was in either size or attitude. The MINI and KISS Rock the Rivals campaign gave people a reason to look closely at the Countryman and test drive one at the dealers, all while benefiting UNICEF.
313@Somerset devised a way to increase foot traffic in its mall by creating a geo-targeted app for nearby consumers.
Every July in Canada, a cultural phenomenon happens. The people of Quebec move, not one by one, but all at once. Ikea saw this as an opportunity to demonstrate the brand's purpose, help move IKEA into the hearts and minds of all Quebecers, and move Quebecers into an IKEA store.
Perfetti Van Melle India leveraged the mobile instant messenger service Nimbuzz! to drive engagement in a promotional contest for its Mentos brand.
Family-run MyBurger wanted a design-driven flagship that established a template for future restaurant expansion, but allowed room for neighborhood customization in order to feel locally relevant to each store’s clientele. With no marketing budget to support outside media, the brand leveraged the store environment and experience to drive traffic and sales in order to meet a series of objectives.
Polo Ralph Lauren launched its 2012 Spring line with a month-long sponsorship of The New York Times’ iPad app that let users purchase Polo content seamlessly and access sections of the newspaper for free.
Lane Bryant was the first specialty store that focused on a 'hard to fit' plus-size woman. Recognizing that there was a brand stigma, Lane Bryant introduced Cacique, their sexy intimates line. Our message that sexy is not a size was widely embraced and Cacique sales soared.