Merrill Lynch Case Study: Integrating Strategic Marketing Platform Across Organizations and Business Processes
Representatives from Merrill Lynch and the Boathouse Group, discussed the evolution of the Merrill Lynch brand from 2000-2007.
Jim Garrity and Kerry O'Conner from Bellwether Digital Bridge presented key findings of surveys on digital media companies and offered actionable suggestions for working with your digital media company.
MaryAnn Bekkedahl, Group Publisher at Rodale, discussed ten clichés that actually work in integrated marketing.
These materials share the results of the 2003 ANA/Blueprint survey on managing integrated marketing communications resources.
3Dudes Gone 3D is an engineering software advertising campaign. Its main goal was to increase brand awareness and continue to help build community among design engineers in a highly competitive category.
Wanting to increase visibility and product trials, Reliance Trends integrated mobile and print by allowing consumers access to a virtual dressing room via their mobile phones.
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.
Bauer was sold by Nike and with that lost the marketing power of the swoosh. We leveraged the heritage and strength of the Bauer brand and connected directly to the people who brought them to the industry leading position — the players. The result — Bauer became stronger, more profitable and the most talked about brand in hockey.
Burger King and Vodafone used mobile, supported by traditional media, to launch a Monopoly Madness contest in Turkey that increased customers for both brands.
Glamour magazine unveiled a series of campaigns that allowed consumers to shop via mobile from the pages of the magazine, a wall advertisement, and even the inside of a taxi.
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.
Phillips Distilling literally invented flavored vodka in the 1950s. Unfortunately, the only people still drinking Phillips' flavored vodka 60 years later were also born in the 1950s. Enter UV: our ultra-hip, ultra-violet re-invention of this dusty spirit; and a glowing example of what happens when you get into the hands (and down the throats) of 21-30 year old trendsetters.
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.
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.
In 2008, Pup-Peroni faced 20 straight months of declining share with their primary competitor dominating the marketplace in both share of media and consumer perception. Pup-Peroni was repositioned to evoke a more emotionally relevant relationship connected to an ownable reason to buy.
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.