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Ford's iconic Mustang was facing a shrinking segment and its first real competition in over a decade. To regain its relevance at a critical moment in the category, Ford changed the conversation around the greatest driver of purchase in the segment, exterior design. The highly social "Unleash Your Inner Mustang" campaign wielded digital, mobile, social, and traditional channels in innovative ways.
After almost six years without dedicated marketing efforts and ensuing declines in consumption, KRAFT set out to reconnect KRAFT Macaroni & Cheese with less acculturated Hispanics. The objective of this campaign was to reach Hispanics through in-language communications and prove the effectiveness of dedicated efforts in four local test markets.
Chipotle is known for its burritos, but few know that Chipotle has radically changed fast food. The brand asked its agency to tell Chipotle's story. The result was a content driven marketing platform, "Cultivate a Better World," designed to emotionally engage customers in Chipotle's journey to create a sustainable future.
For the first time in years, Cadillac was launching an entrant into the lucrative compact luxury car segment — the Cadillac ATS. The ATS would help disrupt and reinvent all the Cadillac stereotypes. By positioning the ATS as a challenger brand, in a category that was desperate for one, Cadillac created a number-one contender that could credibly challenge the champ for the first time.
Through the Find your Beach effort, Corona Extra broke out of being typecast for beach-like occasions to being invited to occasions it's never been asked to before. Find Your Beach turned around four years of consistent declines, resulting in double digit growth (15.3 percent) and 7 straight months of positive sales during the brand's historical fall/winter off-season.
Tourism advertising is a $504 million industry; Costa Rica's share of voice was just 0.3 percent of that amount. The business challenge was to increase visits to the country by 5 percent, and to gain a larger share of the conversation. Driven by consumer insight and validated by an international study, we leveraged Costa Rica's position as the happiest country on Earth to export happiness to North Americans.
For 175 years, P&G, the company, was always the silent giant behind its many powerful brands. The Olympics gave P&G an opportunity to have a point of view that would resonate with millions of people. P&G is not in the business of helping athletes be better athletes. But they are in the business of helping their moms. P&G would celebrate mom and thank her for all that she does.
The challenge: to transform a no-name Mexican beer into a distinctive premium brand. Faced with declining beer sales and increasing competitive spend, Dos Equis needed a counter-category message to break through. Dos Equis realized beer advertising typically insults the intelligence of drinkers, and this presented an opportunity: to be interesting, rather than infantile.
To re-establish Latinas' emotional bond to Tide, the brand had to reduce their ignorance towards Tide's line of products and increase the value of these in their mind. The Mi Tide campaign broke with the norm of crafting insights known to resonate amongst the majority of the Hispanic segment and chose to engage with Latinas through their individuality and authenticity.
The Pima Air and Space Museum's Great Paper Airplane project is a story about how a little known museum in the Arizona desert created new relevance for their physical artifacts of aviation history by making a little history of their own.
Depend wasn't resonating with boomers and was losing share to Private Label. The category hadn't experienced true innovation in years. Depend was finally bringing breakthrough products to market, but at a 50 percent price premium, consumers didn't believe it was "like real underwear." That was until they tried it first-hand. Thus, "The Great American Try On" was born.
Less than half of one percent of Priority Club ® Select Visa® (the loyalty program’s credit card of the InterContinental Hotels Group) cardholders are acquired every year from the in-hotel channel. With 3,500 hotels in the Americas and 48,000 loyalty program members checking in everyday, this performance was abysmal. We set out to re-imagine what this channel could and should do.
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.
With the launch of Modern Warfare 3, the brand set out to create the biggest entertainment launch of all time. With tapped outlets for growth, Call of Duty ignited its disparate audiences with one insight; the fun isn't in winning, it's in the progression. The brand invited the world to join in the thrill of becoming a badass.
To create a campaign that would stand out among all the other Olympic advertising, Febreze decided to forge a unique sponsorship of the Azerbaijani Wrestling Team to demonstrate to moms how Febreze can take on even the toughest sports odors.
Mizuno had just seven percent brand favorability, a running shoe that felt hard and stiff on the sales floor and one percent of the industry's ad spend to work with. But they knew that runners would prefer Mizuno shoes if they could just TRY them instead of merely TRY THEM ON. When a word-of-mouth campaign called The Mezamashii Run Project put shoes on running feet, both favorability and store sales increased.
In 2011, Samsung had a great product but a brand problem. No one saw the Samsung Galaxy II as an industry-leading innovator. We set out to build innovation equity for Samsung and establish it as the alpha Android brand. To do this, we challenged the category leader turning the Smartphone debate into a two-horse race.
Feminine Care category leader P&G saw U by Kotex's (UBK) successful launch as a threat. In response, they unveiled an attack campaign targeting the effectiveness of UBK's products, slowing trial and hurting girls' confidence in UBK. UBK called attention to issues in the category and asked girls to demand better by "breaking up" with their current products and trying something new.
Stove Top Stuffing had a problem. People only bought it once a year, at Thanksgiving. So, we created the Stove Top "Its not just for Thanksgiving" campaign to get people eating it year round. However, some pilgrims caught wind of the effort and were none too happy about it. The pilgrims admonished people to wait until Thanksgiving.
Steakhouse goers are a unique bunch — once they reach a certain age they pick one and settle down, rarely deviating from their establishment of choice. In order to accelerate this behavior, Smith & Wollensky rewarded patrons who were willing to take a pledge of allegiance to the restaurant with the utmost piece of flattery: they took on their name.