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THE LOWE EFFECT


As long as I have been involved with advertising and marketing, there has been a fascinating but ultimately sterile debate about the difference between that overused word, creativity, and the marketplace effectiveness of what we do. At the very foundation of Lowe, in the “Golden Age” of advertising creativity, was a belief that this was a false dichotomy. One of the earliest mantras of the agency was “creativity pays” and Lowe was at the forefront of pursuing the research link between “likeability” and effectiveness. Didn’t we always know in our heart of hearts that great creative work, popular and loved by real consumers, also worked brilliantly? Now I am delighted that the industry has evolved and creative people are as excited about effectiveness recognition as pure creative awards. Planners, account people and clients feel tremendous ownership of ideas themselves - just at the moment when the measurement of marketplace success has become more complex than ever, as the consumer takes control over the consumption of what we do. In that way, this is a collection of the very best. It is what we get out of bed every day to achieve. Work we love, that consumers love and that the rigid gods of data, measurement and our own peers in the industry have judged to be the most effective of its kind. Across multiple categories and brands, in every corner of the world, we have brilliant examples of populist creative work that delivers enormous value for our clients. These examples include our terrorist demobilisation campaign for the Colombian Government, Grand Prix winner at the 2011 UK IPA Awards. We also feature our first ever Global Effie winner, the campaign for Lifebuoy Superfast Handwash. I am incredibly proud that such campaign successes mean that Lowe and Partners was the most awarded effectiveness agency in the world, relative to size, in both 2011 and 2012. Please enjoy these great stories of what creativity and partnership can achieve. For further information about Lowe, and our effectiveness story, go to www.loweeffect.com

Tony Wright Chairman

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Awards Effies Page International Effectiveness Awards Page

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Case Studies

CONTENTS

Axe - Dark Temptation Page 12 Colombian Ministry of Defence - Operation Christmas Page 14 Linkempleo.com Page 16 Marie Curie Cancer Care - Collector Recruitment Page 18 Department of Health - F.A.S.T. Page 20 Signal - Pablo Y Oliver Page 22 Magnum Gold?! - Good As Gold Page 24 Kyivstar Page 26 Rexona - Bad Timing Page 28 Paddle Pop - Lion Page 30 Ikea - A Roommate Worth Having Page 32 Unilever Pureit - Rs1 cr Challenges Page 34 Idea Cellular Page 36 Lifebuoy - Superfast Handwash Page 38 Nescafé ‘3 in1’ - Cungtrochuyen Page 40 Omo - Say It With Kids Page 42 Total - Race For Road Safety Page 44 Nescafé - Citizen Coffee Page 46 Kidzcare - World’s First Autistic Children’s Choir Page 48 Mercedes Benz - Saying No To Sleaze Page 50 Elephant House - Ice Cream Hidden Inside An Ice Cream Page 52 Philippine Red Cross - Sos to Sms Page 54 Close Up - Get Fresh Get Close Page 56 Hansa Pilsener - Special Ingredient Page 58 Orange - Rockcorps Page 60 VW - The Force Page 62 Sony Playstation - Mlb09 Page 64 United Nations - Celebrate Human Rights Day Page 66

Award Entries Colombian Ministry of Defence - Operation Christmas Page 70 Marie Curie Cancer Care - Collector Recruitment Page 86 Lifebuoy - Superfast Handwash Page 104


AWARDS


EFFIE AWARD -WINNING CAMPAIGNS 2011/12

EFFIE AWARDS 2011/12 1 GRAND PRIX

Ponce Buenos Aires (Argentina)

Adventa Lowe (Russia, Ukraine)

Adventa Lowe (Russia, Ukraine)

LOwe-SSP3 (Colombia)

Adventa Lowe (Russia, Ukraine)

Premature Perspiration Axe Unilever

Chernigivske Lager SUN

ПЕРЕЗАПУСК Nuts Nestlé

Mundial De Shopping Centro Andino

СВИТОЧ Nestlé

Real taste and no magic Knorr

Ayuda A Los Huerfanos Y Viudas Fundacion Corazon Verde

Kyivstar Kyivstar Ericsson Ericsson Lowe GGK (Hungary)

15 GOLD 32 FINALIST

EFFIE AWARDS BY TYPE

For the second year running Lowe and Partners are the world’s most effective network, relative to size. Sources: 2011 and 2012 Effie® Indices; worldwide revenues provided by Ad Age

Lowe Lintas (India)

Lowe GGK WARSAW (Poland)

Languages Idea Cellular Ltd

Uwolnij Lwa Nestlé

Lowe-SSP3 (Colombia)

Lowe GKK Vienna (Austria)

Fruper Diviértete Alpina

“ich hab doch nix zu verschenken” - Carwash ING-DiBa Direkt-bank Austria

PanMedia Western (Poland)

So fühlt sich das Leben… Kreisel Debra Austria

Internet Revolution Google AdWord

Signal win with white teeth Unilever

Ponce Buenos Aires (Argentina)

Signal Junior Unilever

Rexona Splash Unilever

The Walking Fan Rexona

Temaikén audio guides Temaikén BioPark

Lowe Lintas (India)

Operación Rios De Luz Ministerio De Defensa Nacional

Publicentro (Guatemala) It’s your turn UNICEF

Lowe LDB (Sri Lanka) Vaseline Unilever Global Hand Washing Day Unilever

Publimark S.A. (Costa Rica)

Ice Cream Hidden Inside an Ice Cream Elephant House Ceylon cold stores

Oooooobvious.... Banco Popular

Washing School Surf Excel

Reuveni-Pridan Ltd (Israel)

Lowe Lintas (India)

MSD MSD

No Idea, Get Idea Idea Cellular Ltd

Orange Rockcorps Orange Triumphant experts of Tefahot Mizrahi-Tefahot

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Magnat gold Magnat

Empty City TaoBao Mall

Premature Perspiration Axe Unilever

19 BRONZE

Operación Rios De Luz Ministerio De Defensa Nacional

Kyivstar and Beeline Kyivstar

I give up my buddy

Ponce Buenos Aires (Argentina)

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Lowe China

My University burns Coca Cola

Mision Vuelve A Jugar / Balones Ministerio De Defensa Nacional Tecnicas Unicas, Jeans Diferentes Arturo Calle Sas

ING Fairy Tales ING Bank

Publimark S.A. (Costa Rica) A hope, a dream Fundacion un techo para mi pais Reuveni-Pridan Ltd (Israel) Mizrahi Tefahot Mizrahi Tefahot

Deutsch Inc (USA) HTC Sensation 4G HTC Lowe Ginkgo (Uruguay) Mundial Sudáfrica 2010 - Loco Abreu Antel Lowe LDB (Sri Lanka)

Lifebuoy Superfast Handwash Unilever Fastrack - Bags Titan Industries Ltd. Jammy Art Unilever Tanishq - Diamond Jewelry Titan Industries Ltd Lowe Malaysia The World’s First Autistic Choir Kidzcare Cornetto Unilever

Note: some campaigns are multiple award-winners 7


INTERNATIONAL EFFECTIVENESS AWARDS 2011/12

7 LOWE LOWE WINS 1 IN 3 AWARDS AT 2011 IPA EFFECTIVENESS AWARDS 17 REST OF THE WORLD

DLKWLOWE (UK )

Lowe-SSP3 (Colombia)

Gold Operation Christmas Programme of Humanitarian Attention to the Demobilised 8

Special Prize for Best International Operation Christmas Programme of Humanitarian Attention to the Demobilised

Special Prize for Best Social Value Operation Christmas Programme of Humanitarian Attention to the Demobilised

Gold Great Daffodil Appeal Collectors Marie Curie Cancer Care

Special Prize for Best Newcomer Great Daffodil Appeal Collectors Marie Curie Cancer Care

Special Prize for Best New Learning Great Daffodil Appeal collectors Marie Curie Cancer Care

Jay Chiat Awards

WARC Prize for Innovation

Lowe-SSP3 (Colombia)

Deutsch LA (USA )

Lowe-SSP3 (Colombia)

Lowe Vietnam

Lowe-SSP3 (Colombia)

Ponce Buenos Aries (Argentina)

Shortlisted Operation Christmas Programme of Humanitarian Attention to the Demobilised

Shortlisted The Force VW

Joint Grand Prix Operation Christmas Programme of Humanitarian Attention to the Demobilised

Honourable mention Cafe Viet Nescafé

Runner-up Operation Christmas Programme of Humanitarian Attention to the Demobilised

Long-listed Audio guide Temaikén BioPar

WARC Prize for Asian strategy

Advertising & Marketing Effectiveness Awards

Asian Marketing Effectiveness Awards

Lowe Vietnam

Lowe-SSP3 (Colombia)

Lowe (Singapore)

Lowe Lintas (India)

Lowe Bangkok (Thailand )

Lowe ( Philippines)

Highly Commended Cafe Viet Nescafé

Platinum Operation Christmas Programme of Humanitarian Attention to the Demobilised

Silver The Value of Dirt Unilever

Bronze No Idea, Get Idea Idea Cellular

Bronze Saying No To Sleaze Mercedes Benz Thailand

Bronze SOS to SMS Philippines Red Cross

Highly Commended ‘Say it with kids’ Unilever

IPA Effectiveness Awards

Grand Prix Operation Christmas Programme of Humanitarian Attention to the Demobilised

Cannes Creative Effectiveness Awards

Account Planning Group Awards

UA&P Tambuli Awards

Lowe-SSP3 (Colombia)

Lowe (Malaysia)

Lowe Lintas (India)

Lowe ( Philippines )

Joint Grand Prix Operation Christmas Programme of Humanitarian Attention to the Demobilised

Silver Best Teens Campaign Carefree Girl Talent Search Johnson & Johnson

Silver Best Innovative and Integrated Media Campaign Pure Air Lovers Society Suzlon PALS

Gold Best Integrated Digital Programme Walang Iwanan Red Cross

Special Award for Best Channel Strategy Operation Christmas Programme of Humanitarian Attention to the Demobilised Special Award for Best Use of Research Operation Christmas Programme of Humanitarian Attention to the Demobilised

Silver Best Insights and Strategic Thinking IKEA Baby Steps IKEA Silver Best Advocacy IKEA Baby Steps IKEA Bronze Best Insights and Strategic Thinking Carefree Girl Talent Search Johnson & Johnson

Silver Best Insights and Strategic Thinking Pure Air Lovers Society Suzlon PALS

Gold Best Innovative and Integrated Media Campaign Mas Summerap ang Summer Alaska Milk Corporation Bronze Best Insights and Strategic Thinking Fight Nerve Aging! Neurogen

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CASE STUDIES


Axe DARK TEMPTATION PONCE BUENOS AIRES ( ARGENTINA )

New variants are the main source of growth for Axe in terms of both market share and brand image. But the recent variants were bringing less incremental business each time due to copy-catting, a predictable communication formula, and increasingly being perceived as a cheap fragrance brand and losing fragrance credentials.

The client wanted to develop fragrances that build on the Axe essence (seduction) in a renewed way that could boost the credibility of the brand’s fantasy of attracting girls. Research suggested that ‘girls just cannot hold back from chocolate’s irresistible temptation’. This insight led to the campaign idea: ‘Become irresistible to girls Chocolatise Yourself .’ It was brought to life via an integrated multimedia strategy. TV achieved the requisite awareness and reach, portraying a man spraying Dark Temptation, turning into a Choco guy, thus becoming irresistible to women. Equally important were localised, aggressive sampling and PR drives, reaching out to young people at key hang-outs. A strong digital platform, including Facebook competitions, was crucial to establish long-term consumer engagement and enliven the brand idea.

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Axe Dark Temptation has become the best-selling variant in a range of countries - from Argentina to the USA. In Argentina the brand reached 27.1% market share, its highest ever. In France Dark Temptation was the best ever Axe launch and became the No.1 variant in the deo market. In India and the USA, the “Having Best Fragrance” attribute, differentiating from copycats, increased 4 and 7 points respectively. AWARDS Global Effie: Finalist

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Colombian Ministry of Defence OPERATION CHRISTMAS LOWE- SSP3 (COLOMBIA )

Colombia has endured a 60 year struggle against the oldest guerrilla group in the world, FARC. 8,000 guerrillas are in action, committing a terrorist act on average once every 3 days. Lowe-SSP3 were asked to create an idea to help demobilise them. Insight from group sessions and interviews revealed that Christmas time is the most sensitive and emotional period for guerrillas. Consequently we created OPERATION CHRISTMAS: 2 professional anti-guerrilla contingents, 2,000 LED lights, and 2 Black Hawk helicopters travelled into the jungle to find and cover giant trees ( 75 feet tall) with Christmas lights. Placed alongside the guerrillas’ strategic walking paths, the lights would come on when they approached, with banners exhorting them to lay down their arms becoming visible too.

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The powerful and timely messaging encouraged 331 FARC guerrillas to demobilise and re-enter society - a 30% uplift on the previous year. The year-on-year reduction in guerrilla numbers is estimated to have returned over £2.3m to the Colombian government through tax receipts, a £11.35 return on marketing investment. Looking even more broadly, the innovative concept and its impact gained huge awareness, both within Colombia and internationally.

AWARDS: UK IPA Effectiveness Awards: Gold, Grand Prix, Best International and Best Social Value AME Awards: Platinum Effie Columbia: Silver APG Creative Strategy Awards: Gold, Grand Prix, Best Research and Best use of Channel AAAA Jay Chiat Awards: Gold and Grand Prix Cannes Creative Effectiveness Awards: Shortlisted

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linkempleo.com

LOWE - SSP3 (colombia ) In January 2010 the rate of unemployment in Colombia reached 12.6%. There was only one major job search site: elempleo.com. Against this background we launched linkempleo.com into the market, aiming in the first three months to get 140 people daily to upload their resumés to linkempleo.com, a total of 12,600 resumes.

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It was necessary to find an idea relevant enough to become a viral story. The launch of our portal coincided with the most popular president in Latin America, with 84% favorability, leaving his position, and everybody felt uncertainty about his future. This insight gave birth to the idea of making a job offer to the country’s most famous unemployed man: soon-to-be ex-President Álvaro Uribe. On August 8, when all the newspaper headlines showed images of Juan Manuel Santos‘ succession, we launched www.linkempleo.com as the portal through which everyone could propose job offers to Uribe.

37,000 resumes were uploaded in 3 months - an average of 411 resumes a day and 3 times the target! On August 9, a day after launching the campaign, the website recorded 35,000 visits. The previous average was 3,904 visits. The site published 1,121 job offers for Uribe and received a total of 601,626 visitors. Linkempleo.com positioned itself as a new option for job-hunting in the country. AWARDS Colombia Effie: Silver

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Marie Curie Cancer Care COLLECTOR RECRUITMENT DLKWLOWE (UK ) Marie Curie Cancer Care is a charity specialising in providing free, hands-on nursing care for the terminally ill, as well as emotional and practical support for their families and carers. To maintain and grow its service, Marie Curie relies on the generosity of the public. Its main fundraising event since 1986 has been The Great Daffodil Appeal. Local fundraisers galvanise their supporters to raise money and seek donations from local businesses, raising an average of £4.5m. Just over a quarter of income comes from manned street collections, with an average donation of £1. Previous communications strategies had focused on building brand awareness. However, in an increasingly competitive and declining market, the client needed an alternative approach. Instead of using advertising to ask people to give money to Marie Curie, we would use advertising to ask people to collect money for Marie Curie. The creative work asked people for an hour of their time to collect money for Marie Curie.

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To view this hour in a new perspective, we framed it against the final hours of someone who is dying: Please, give us an hour. It will help someone in their final hours. Against the Collector Recruitment campaign’s key objective of increasing the number of street collectors or ‘distribution points’, we saw a year-on-year uplift of 6,503 to over 20,000, 47% more than in 2009 and 59% more than the average for the last five years. Our break-even target was an 11% uplift vs. 2009. Donations from street collections increased year-on-year by £477,977 to £1.7m, the highest ever level. This outperformed 2008, a year of exceptional results, when Tesco contributed nearly a third of the collection’s total AWARDS IPA Effectiveness Awards: Gold, Best New Learning, Best Newcomer

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Department of Health Stroke Awareness ‘F.A.S.T.’ DLKWLOWE (UK )

Stroke is the UK’s third biggest killer but rapid treatment can improve chances of survival. The key issue is that only 50% of people can identify symptoms. The marketing challenge was to ensure the public recognise symptoms and call the emergency services. An added complication was the need to get across a complex message to a broad audience where the disease had a relatively low share of voice.

The campaign delivered information in a clear and measured way, stripping back anything that might get in the way of the message. Showing the symptoms as well as telling people about them, was critical for embedding the message in people’s minds. And lastly, it was important to explain the benefit of action; providing a sense of hope amidst such a harrowing event.

The project drew on thinking from neuroscience and the need to form vivid imagery to act as a ‘flashbulb memory’. This would stimulate what neuroscientists call the ‘availability heuristic’ people judging an event as likely if instances of it are easy to imagine. This stimulated the ‘fire in the brain’ concept in our creative work.

The campaign delivered record recall rates for a Government ad. It clearly also changed behaviour, fast. Stroke-related 999 calls rose by 55.5% in the first four months alone; and within a year an estimated 9,864 more people got to hospital faster. Overall the campaign achieved a ROMI of 3.5:1.

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AWARDS UK IPA Effectiveness Awards: Gold

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Signal PABLO Y OLIVER LOLA (SPAIN) Kids in many countries are affected by poor oral health. For example, 61% of French kids aged 12 have cavities; 77% of Indonesian kids; 94% of kids in Saudi Arabia; and 65% of 5 year olds in Sri Lanka. The main causes of poor oral hygiene are either kids starting brushing too late, or skipping night brushing, which is key to cavity reduction. Research unveiled that for kids, the brushing moment is the final sentence that follows ‘stop playing, get ready for bed!’. Parents needed help to make brushing a more enjoyable moment when they could pass along good oral health habits. Our innovative, creative solution involved two unexpected role models: Pablo and Oliver, a father and son who brush their teeth together every night and turn brushing into a fun, pleasant and intimate moment. Every night is new: Pablo invents stories, songs and tricks to motivate Oliver to brush.

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The campaign succeeded because of two bold decisions we took: • To use a father as the role model in the education task. • To ensure Pablo and Oliver were not actively selling any Signal products in their stories. Per capita consumption of toothpaste grew between 4% and 27% in markets exposed to the campaign. Sensors built into toothbrushes tracked the actual behaviour of families. In some cases brushing frequency grew by 57%. Market share for Signal grew across all markets - with increases ranging from 130 to 1340 basis points.

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Kyivstar

ADVENTA LOWE (UKRAINE) Endless tariff wars between mobile operators have created a marketplace where salesmen are trying to shout each other down with price offers. With all operators offering similar tariffs this has led to a stalemate, reflected in practically identical advertising focused on one message - buy, subscribe, speak, at a low price. With not a single market player able to improve tariffs, Kyivstar had to face the problem of how to break this vicious circle. Research showed that the brand begging consumers for pennies would never become a leader. Therefore Kyivstar opted for a brave solution: “Let’s speak to consumers’ hearts, not their wallets.”

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Rather than making traditional advertisement clips, we made advertisement films, not about the cost of a minute during a call, but about real emotions, dreams and values, such as finding a Yeti, saving a mountain climber’s life, and connecting those in love with a happy marriage. Brand preference went up from 33% to 38%; brand loyalty went up from 87% to 91%. AWARDS Ukraine EFFIE Awards: Gold

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Rexona BAD TIMING

LOWE ASIA PACIFIC (SINGAPORE) Unilever planned to launch sports deodorant Rexona Men into Vietnam’s mall deodorant category during the 2010 Fifa World Cup. The challenge was to do something radical and get heard in the midst of World Cup fever.

This was achieved by combining two male obsessions - technology and women - to create the ‘Rexona Cheerleaders’. Banners were used to lure men to the campaign website, where they could choose from eleven cheerleaders representing the different World Cup-playing nations. Using augmented reality and a webcam, men were able to feature in their own celebrations and create user-generated videos.

These could then be shared with friends and colleagues. As an incentive, a ticket to the tournament was awarded to the best video created. The campaign drove 735,129 unique users to its website, over 17,000 unique users per day. To achieve similar coverage using TV during the World Cup would have cost ten times the £95,000 online spend. The Rexona campaign site was rated the top World Cup website by Alexa. Sales exceeded targets by +150%, selling over 500,000 units against a 200,000 target, and as a result Rexona’s segment share grew by 4.5%. AWARDS Asian Marketing Effectiveness Awards: Silver (Most effective use of direct marketing); Silver (Best insights / strategic thinking)

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Paddle Pop LION

LOWE ASIA PACIFIC (singapore) Recognising that ice cream is an impulsive product that competes with all snack foods and faces difficulty in gaining loyalty, Paddle Pop decided to go beyond the conventional marketing approach of co-opting existing characters or pairing the product with toys or giveaways. The goal was to win hearts and minds of eight to ten year-olds from the emerging markets of India, Pakistan, Thailand, Indonesia and Malaysia through a full-scale branded entertainment approach.

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Rather than buying the rights to an existing character, Paddle Pop created an all-new creative franchise, built around the brand mascot Paddle Pop Lion. At the core of the entertainment package was a 56 minute, eight episode film, with supplementary TV commercials, POSM, outdoor ads, posters, online flash games, and a movie road show.

The campaign brought an increase of +24% value growth in the Indian market and +14% for the total targeted Asian market. On Cartoon Network India, the Paddle Pop Lion movie was even more popular than Harry Potter, receiving higher ratings. AWARDS Asian Marketing Effectiveness Awards: Silver (Best marketing campaign for regional brand development)

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IKEA A ROOMMATE WORTH HAVING 303 LOWE (AUSTRALIA) The IKEA catalogue is an institution with recall and retention correlating directly to increased store visitation and spend. However, in Western Australia and South Australia recall of the catalogue had been in steady and significant decline over the last 4 years, slumping to an all-time low in 2010. In the face of this our brief was clear: get the catalogue into homes and get people to keep it there for a whole year.

So IKEA introduced the first catalogue that pays to be in your home by renting the space it occupies. IKEA is all about clever use of space, so why can’t the catalogue do the same? West and South Australians would simply agree to give the catalogue a home, register themselves via IKEA’s website, on Facebook, via mobile or in-store, and they would be sent monthly ‘rent cheques’ which they could use to buy IKEA products. It really was that simple.

As at 1st May 2012 over 10% of households in Western Australia and South Australia have signed up to receive ‘rent’ - that’s over 105,000 households. To date, IKEA have sent out over $2.2 million worth of ‘rent’ cheques. Over 5km2 worth of ‘catalogue space’ has been rented. The campaign spend was $1.3 million. After 8 weeks, IKEA had a return of $39.5 million in sales, representing a ROI of $30.38 for every $1.00 spent. AWARDS Australian EFFIE Awards: Silver (Best Retail/Etail) Bronze (Best State Campaign)

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Unilever Pureit Rs 1 cr ChallengeS LOWE LINTAS (INDIA)

Freshwater scarcity and pollution are major challenges for India in the 21st century. Whilst nearly three quarters of Indian consumers are aware of the problems and actively intervening, the majority are relying on expensive and inefficient boiling as their primary solution. The project drew on several consumer insights. Firstly, that protection from disease-causing germs is the main motivator for purifying water. Secondly, that the doctor plays an important role in educating people about water-borne diseases and recommending the boiling of water. Finally, whilst boiling is endorsed by doctors, consumers do see it as a hassle.

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Recent strategy has shifted from ‘creating category’ to ‘specifically driving preference for our brand‘. The ‘Rs 1 cr Safety Challenge’ (Rs 1 cr = $215,000) challenged the public to find an alternative product that provided the same capabilities as Pureit. This was subsequently followed up with the ‘Rs 1 cr Unclaimed’ campaign based around the reward never being claimed. The ‘Rs 1 cr Virus Challenge’ took this stance a stage further by differentiating from imitator products.

The Rs1 cr Challenge campaign (Jun-Sep 09) saw a 37% growth in sales and the Rs1 cr Unclaimed campaign (Oct-Dec 09) saw a 35% growth in sales over the same periods in 2008. Even more impressively the Rs1 cr Virus campaign (Apr - Jun 10) saw a 107% growth in sales over the same 3 months in 2009. Overall 3.5m Pureit units have been sold since 2005 - compared to 6m in the last 20 years by the leading competitor.

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India’s Department of Telecomunication announced the launch of ‘mobile number portability’ (MNP) on 20 January 2011. MNP allowed consumers to switch their telephone provider without the hassle of changing their number. The launch was an opportunity for telecom providers to gain subscribers from competitors; equally it was a threat for those who lost them. In this context, Idea Cellular launched the ‘No idea? Get Idea!’ campaign in November 2010, which ran until February 2011.

Idea Cellular’s objective was to be the leader in net gain through MNP by the end of the third quarter in 2011. The purpose of the campaign was not only to capitalise on MNP as an opportunity, but also to strengthen perceptions about key service elements such as network quality and customer service. The brand succeeded in achieving both goals. The net gain for the brand through MNP was significant compared to other leading players.

The prime focus of the campaign was on four fundamental problems that users faced with their mobile operators, including call drops, wrong billing, customer service, and tariff plans. Idea Cellular offered an answer to all these problems. The brand’s ad said: ‘Problem with your operator? Switch to Idea!’

AWARDS: Asian Marketing Effectiveness Awards: Bronze (Most effective use of advertising)

Idea Cellular

LOWE LINTAS (INDIA)

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We wanted to target higher income mothers who were potential handwash users and convince them to use Lifebuoy Handwash for their families. The key scientific insight was that we could kill germs faster than Dettol. In fact we could protect hands from germs in 10 seconds while Dettol took a minute! The key behavioural insight was that children are always in a rush while doing things they don’t like, such as washing hands.

Lifebuoy SUPERFAST HANDWASH

Putting the two insights together led to the development of a campaign titled “Superfast Handwash”. The double blow of a new parameter of time combined with the lens of children’s habits, aimed to dislodge Dettol as the last word in germ protection, in consumers’ minds.

The message of ‘Germ Protection in 10 seconds’ was picked up by 88% of consumers, and 80% believed that Lifebuoy Handwash was faster than other soaps in killing germs. As a result, in key markets Lifebuoy outpaced the category during 2011. Significantly, the brand outpaced key competitor Dettol, in most cases taking market share away. AWARDS Global Effie: Bronze Indian Effie: Bronze

LOWE LINTAS (INDIA)

In most of its key markets, Lifebuoy watched in envy as consumers flocked to Dettol Handwash, blindly trusting it to provide the best germ protection. Dettol held a revered place in households, and was seen as owning nearly every possible relevant context (long lasting protection, protection through all seasons etc.) in every possible format (from floor and surface cleaners to soaps and hand sanitisers).

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In 2009 Lowe created a microsite for Nescafé 3in1, a brand of instant coffee in Vietnam. One of its features - the ability to enable people to post and debate topics that matter to Vietnamese people - was particularly popular. Nestlé wanted to: increase unique visitors by 50%; reach a benchmark of 90 seconds per visit; and increase the loyalty score by 10 points.

Our target audience comprised 25 to 34-year-olds, relatively mature by Vietnamese standards. Coffee to these people is what beer is to some countries - it is a reason to socialise and converse. Today, young Vietnamese have the most conversations on Facebook but there seemed to be an opportunity to cater to the 25+ users who have grown out of Facebook. So we created cungtrochuyen.com (letstalk.com). Our site would give people a place where real and relevant issues could be discussed in anonymity. Every now and then, we would intervene by introducing a new topic of conversation.

A 360% increase to 1.4m unique visitors was achieved - against a target of 50%. The average time per visit was 219 seconds -130% above the target of 90 seconds. The loyalty score for Nescafé 3in1 moved from 14 points to 34 points - double the target rise of 10 points. To put this into context, within a year the site had double the number of users of Facebook amongst 25 -34 year-olds, with 77% more reach.

Nescafé ‘3in1’ CUNGTROCHUYEN LOWE VIETNAM

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OMO SAY IT WITH KIDS LOWE VIETNAM The Vietnamese celebration of Lunar New Year ( Tet) was around the corner. OMO, Unilever’s market-leading detergent brand in Vietnam, wanted to take this opportunity and thank millions of Vietnamese mothers for the great faith they had shown in the brand.

AWARDS Asian Marketing Effectiveness Awards: Silver (Best Marketing Campaign) Silver (Best Insights / Strategic Thinking) Warc Prize for Asian Strategy: Shortlisted

OMO’s strategy was to “Say it with kids” by encouraging youngsters to grow plants as gifts for their mothers. The campaign involved visiting schools to hand out seeds to children and giving out advice on how to grow the plants. A TV execution to announce the campaign, online activity and a ‘landmark billboard mural’ that was made entirely of 1 million flowers launched the campaign. Virtual plants visible on websites were also created for those children who did not have access to growing spaces. Over one million kids participated. The campaign saw its strongest ever brand health results with conviction scores moving up +9ppt to 77%. Sales exceeded the target by +33% with 26 million packs sold in only 12 weeks of activity, delivering an ROI of $2.33 for every $ invested in the campaign.

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Total, the global lubricant giant, wanted to make a mark in Vietnam, where it was a marginal player. In particular it wanted to migrate 30% of Mobil (the premium brand in Vietnam) users to Total. The campaign also needed to avoid migration to Castrol, the market leader. Our target audience of 27- 32 year old urban men enjoys technology and online activity. When it comes to cars they appreciate a smooth, fast drive, but leave the mechanics to, well, the mechanics. So talking about Total directly would not do the trick; what was required was a change in perceptions about the brand. The best way to do that was to create content that Vietnamese men would like to spend time on, thus gaining an entry point.

A race for road safety would engage both the right side (speed) and left side (safety) of men’s brains. An online game - with registrations leading to Total donations to road safety - was launched. The game featured heavy in-game branding. The top ten players took part in Vietnam’s first go-kart race. In only 8 weeks 50% of the target group (547,000 men) was engaged. They spent on average over 10 minutes experiencing either the website or the event. Overall the activity - through significant TV and press coverage - reached nearly 70% of the population. Most importantly, the Total - Mobil split of 30:70 was reversed.

Total RACE FOR ROAD SAFETY LOWE VIETNAM

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Nescafé CITIZEN COFFEE LOWE VIETNAM Nescafé 3in1 instant coffee was a nationwide leader, but it had a problem in Hanoi, where local brand G7 played the local pride card to win the most market share in the city. In 2010, Hanoi was celebrating 1,000 years of existence. As a way to become part of the conversation, Lowe launched a campaign based on the idea of ‘1,000 Hanoian conversations over a Nescafé’. The campaign launched with TVCs that featured Hanoians discussing topics specific to their city - weather, food, lakes - and showed how the residents perceive their own city. Then, at a campaign website, the Nescafé encouraged people to share their Hanoi stories, generating a two-way conversation.

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The campaign concluded with the release of a limited-edition Nescafé 3in1 lacquer to honour the Hanoi market. The campaign grew brand loyalty by 17 percentage points, compared to previous campaign bests of five points. The website generated more than 10,000 conversations about Hanoi, covering thousands of topics. Market share grew by 7.4% against a target of 2%. The campaign delivered ROI of $1.76 for every dollar spent. AWARDS Asian Marketing Effectiveness Awards: Silver (Best brand loyalty marketing campaign)

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Kidzcare WORLD’S FIRST AUTISTIC CHILDREN’S CHOIR LOWE MALAYSIA

There are 3,000 reported cases of autism every year in Malaysia, where one in 110 children is autistic. Yet Malaysia does not have any government policies in this area and there is not enough support for autistic children and their parents. Kidzcare wanted to raise public awareness and encourage active participation from government, corporates and the media to help in the welfare and support of autistic children.

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Kidzcare realised that in order to jolt society into action and change policy it had to start at the very top. The objective was to bring together a ‘who’s who’ from government, business and the media to witness the potential of autistic children given the right opportunities. The idea was to launch the world’s first autistic children’s choir. ‘Show Me The Way’ was a specially written song that the children performed in front of 850 key stakeholders, who could influence policy.

The performances of both the solos and the choir were viralled on YouTube and garnered more than 26,000 views. Media publicity worth in excess of $100,000 was earned and videos of the performance were offered to air in prime time for free (worth $30,000+) by national television stations. The event was not only covered by the national dailies but dedicated column space raised awareness via a series of interviews with the Kidzcare founder.

The idea yielded spectacular public relations buzz. More than 100 emails were received from key personalities from government, corporates and the media, pledging support in a variety of ways.

AWARDS TAMBULI Awards: Gold

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Mercedes Benz SAYING NO TO SLEAZE LOWE BANGKOK (THAILAND) In an auto show, the focus is not necessarily all on the cars. There is an inherent culture of using sexy women to sell cars in Thailand, and even more so at the Bangkok International Motor Show, the single biggest automobile exhibition in Thailand held every March. Mercedes Benz wanted to celebrate its 125th anniversary at this show. The majority of the men were not really paying attention to the cars, but were lured towards the women, just to get a photo opp. Deep down, they are all car-lovers and this was their main reason for attending the Bangkok International Motor Show. They are equally obsessed with high-tech gadgetry and we decided to tap into this verysentiment. Mercedes Benz wanted to communicate the message of its pioneering contribution to innovation in the automobile industry.

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Augmented reality was a new technology in Thailand, and had never been used on such a grand scale. The agency used it to bring the story of Mercedes Benz’s evolution to life. Simply put, we used an innovative technology to communicate innovation. The results showed that 1,035 Mercedes Benz cars were sold during the 12 day event, equating to US$120 million. It outsold its closest rivals BMW and Lexus by 8.5% and 762% respectively. Also, 22% of the total Mercedes Benz sales made in 2011 occurred in those 12 days. As a result, Mercedes Benz was the best selling premium range automobile brand for the 10th year running at the BIM show. AWARDS Asian Marketing Effectiveness Awards: Bronze (Most effective use of sponsorship and event marketing).

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Elephant House Ice cream hidden inside an ice cream LOWE LDB (SRI LANKA)

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Despite a long heritage as one of Sri Lanka’s premier ice cream brands, in recent years Elephant House was fighting a losing battle in the impulse category. Seen as increasingly old fashioned, with a limited product range, the brand was failing to attract or excite the target of children in Sri Lanka. To counter this, Elephant House Ice Cream was set to launch a range of products targeted specifically at children. The first of these to be launched was the 2Bar range which, as the name suggests, came with 2 flavours in 1 bar.

The idea was driven by the insight that, in the mind of a child, there was no such thing as two flavours in one bar. Rather, to the child this was an ice cream inside an ice cream. Paying attention to childlike wonder and delight, two animated commercials were created. In both of the commercials, children ‘learn’ how the ice creams come to be put together, showing how one ice cream flavour gets hidden inside the other, before they transform into the ice cream.

Expected to sell 20 - 40,000 units per month, in fact the 2Bar range sold 25 -70,000 units per month during the year after launch! AWARDS Sri Lanka Effie Awards: Silver

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Philippine Red Cross SOS TO SMS LOWE PHILIPPINES This is a story of how a social marketing campaign, with no investment, raised over US$1.5 million for Filipino flood victims. Tropical Storm Sendon (international name: Washi) hit the southern Philippine island of Mindanao on December 16 2011, causing immense loss of life and property. Time was of the essence. How did we get people to contribute to the Red Cross in the quickest possible way, in real time?

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The strategy: the Red Cross wanted to make the act of donating as simple as typing an SMS. It tapped into the sharing behaviour of the sizeable number of Filipinos on Facebook to get them to donate to the Philippine Red Cross through SMS, online, and its other donation channels. The idea: Walang Iwanan (Nobody left behind) expressed the core thought of the campaign that what happens to the least of us, happens to all of us. The agency created a visual of the Philippine map showing portions of Mindanao submerged in floodwater. It suggested that the entire country was ‘in the same boat’.

The campaign took less than two hours and zero cost to develop, and helped generate for the Philippine Red Cross some US$1.5 million (as of Feb 21 2012) through online channels. The campaign reached nearly 3 million people on Facebook! AWARDS Asian Marketing Effectiveness Awards: Bronze (Best small budget marketing campaign)

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Close Up GET FRESH GET CLOSE LOWE MENA DUBAI (UAE)

The challenge was to reignite the relevance of a freshness toothpaste amongst Close Up’s core audience - young adults aged 18 -24yrs. Specifically there was a need to arrest segment decline from 23.7% in 2009 to 21.4% in 2010 and increase Close Up market share (72.8% in 2010) by 100 basis points. In addition the client wanted to improve Brand Equity measures by 300 basis points.

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The starting point was understanding what the target group were interested in. This research identified music, digital and community building as the 3 key pillars for this campaign.

Close Up teamed up with Lebanese-Canadian R&B artist Karl Wolf to develop an integrated campaign that deeply engaged the audience whilst reaching out to them at the most relevant online and offline touch points.

This gave birth to the campaign idea: ‘Get Fresh. Get Close’. We set out to create one of the largest user-generated campaigns in this region, by offering young people a platform to exhibit their confidence.

The decline in performance was reversed, with its segment share climbing to 21.6% during 2011. Close Up’s market share grew to 74.1%, with the campaign achieving 30% more than the targeted 100 basis points.

Overall brand health and equity increased by more than 300 basis points across all levels, exceeding targets once again. AWARDS GEMAS Awards: shortlisted

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Hansa Pilsener SPECIAL INGREDIENT LOWE AND PARTNERS SA (SOUTH AFRICA) In 2008 Hansa Pilsener was actually gaining market share. But it was for all the wrong reasons. Marketers had spent years telling consumers that green bottle beers equal quality, status and aspiration. So much so that brown bottle beers were practically dead in the water when it came to badging. In a recession consumers did not have money and as a result they were settling for more affordable brown bottle alternatives like Hansa Pilsener. So how could Hansa Pilsener get status-seeking consumers to stick with brown bottles once they could afford green again?

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In a “left punch, right punch strategy”, two campaigns were developed to address very different objectives. The left punch built Hansa Pilsener’s intrinsic reason to believe. It celebrated the “Kiss of the Saaz Hop” in order to build strong quality credentials. The right punch focused on building emotional appeal and aspiration for the brand. We told the story of Vuyo who, like Hansa Pilsener, has a special ingredient: his ability to dream big. Vuyo uses this special ingredient to create his own way to success and goes from having a single boerewors sausage stand to becoming a seriously successful businessman who is “on TV all the time”.

Even now that South Africans are out of the slump, Hansa Pilsener has sustained its positive growth, increasing sales volume by double digits over the campaign period and market share by 2.4% (in an industry where average volume growth is between 3% and 5% ). The campaign has been the primary driver of this success, delivering a ROI of 15:1 and R1.51 in incremental profit for every R1 spent. AWARDS Apex Awards: Silver

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Orange ROCKCORPS

REUVENI - PRIDAN LTD (israel) Our challenge was to create a project that would engage Israel’s teens with a project sponsored by our brand.  Whilst most companies addressing teens see them as self-absorbed and materialistic, our research revealed that 88% of Israel’s teens have an unfulfilled need to contribute to their community, a desire to give back. Our idea, developed with social production company RockCorps, was simple: recruit teens to do community work throughout the country in exchange for the opportunity to attend a concert featuring pop star Rihanna. The project succeeded beyond

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our wildest expectations, with 13,000 teens taking part in the projects. With each teen volunteering for an average of at least 4 hours, the project resulted in some 54,000 hours of community services throughout the country. The project also generated great buzz in the press resulting in 200 items of earned media, worth millions of dollars in brand exposure. AWARDS Effie Israel: Gold

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The challenge was to create a superstar TV spot for the 2011 Super Bowl, the year’s most anticipated sports and advertising showdown in America’s popular culture. At $3 million for a 30 second spot, this is the biggest night in advertising. The challenge was to stand out against traditional Super Bowl advertising which is full of explosions and big moments of silliness. For the all-new 2012 Passat, Volkswagen brings Star Wars™ to one of TV’s most talked about events. Accompanied by John Williams’ iconic “The Imperial March,” the spot features the most infamous villain in the galaxy, a pint-sized Darth Vader who uses the Force when he discovers the all-new 2012 Passat in the driveway. The two iconic brands leverage humour and the unforgettable Star Wars score to create an emotional spot and make Super Bowl ad history. With over 60 million YouTube views, the campaign is the most viewed auto ad of all time.

VW THE FORCE

DEUTSCH LA (USA)

It became one of the Top 5 worldwide trending topics on Twitter. It was voted the Number One Super Bowl ad on acclaimed online sites including NFL FanHouse, Hulu, AdBowl and Super Bowl. AWARDS Cannes Creative Effectiveness Awards: Shortlisted

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MLB set the standard for baseball gaming titles as the number one selling baseball video game for 4 consecutive years. It is critical to profitability for the PS3 next generation gaming platform. In 2009, we were faced with launching an updated version of the game aiming to outsell the previous year’s edition but with no real difference in game play or graphics.

Sony Playstation MLB09 DEUTSCH INC (USA) To create differentiation, we had to aggressively own authenticity in a way that felt “of baseball”. Our strategy was to feature one of the game’s brightest stars, Dustin Pedroia, and talk about the ‘game within the game’. By building a cultural dialogue around the smallest detail, we showed PlayStation will go to any lengths to make the most authentic baseball game. The campaign ran across TV, print, the MLB09theshow.com website, display media, live readings by baseball announcers, blog seeding and TV screens in MLB stadiums.

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The campaign created a pop cultural debate between PlayStation and Dustin Pedroia, and sold 392,629 PS3 games, a year-on-year increase of +37%. It delivered over twice the web traffic to the official game site compared to 2008, with over 1.2 million unique visitors. The YouTube channel garnered 312,564 views, 434% of the initial goal based on average views of videos on the PlayStation YouTube channel. AWARDS North America Effies: Gold

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United Nations CELEBRATE HUMAN RIGHTS DAY LOWE AND PARTNERS

Human Rights Day is an annual event highlighting the problem and paying tribute to those defending human rights. In a year when social media played a key role, many oppressed populations found their voices using the internet and instant messaging to inform, inspire and mobilise supporters to seek their basic human rights. Consequently the UN were particularly keen that 2011’s Human Rights Day would use both social and conventional media to draw attention to the issue.

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A Global UN ‘Celebrate Human Rights’ campaign was launched on Thurs Dec 1. A special www.celebratehumanrights.org website was created, along with a campaign ID in 6 different languages. An ‘audio collage’ by internationally renowned electronic musician and VJ, Pogo, featured people from several countries around the world making their wish for Human Rights in the future.

All these materials, as well as the “Human Rights Defender” badge, were primarily promoted via social media sites such as Facebook. The overall reach of the whole campaign, including mentions, is 56,854,342.

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AWARD ENTRIES

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Colombian Ministry of Defence Programme of Humanitarian Attention to the Demobilised: Operation Christmas Lowe-SSP3 (Colombia), Lowe and Partners Institute of Practitioners in Advertising, Effectiveness Awards, 2011 Grand Prix Gold Best International Best Social Value

Programme of Humanitarian Attention to the Demobilised: FARC Operation Christmas Principal Authors: Mihir Warty and Jane Dorsett, Lowe and Partners; Marialejandra Urbina and Juan Pablo García, Lowe-SSP3

1. INTRODUCTION This entry is about Colombia’s 60 years of struggle against the oldest guerrilla group in the world, Fuerzas Armadas Revolucionarias de Colombia, or FARC. 8,000 guerrillas are in action, committing a terrorist act on average once every three days. We were asked to create an idea to demobilise them. To invite them to recover their life, their freedom. Delivering demobilisation messages to the guerrillas is a very difficult task. The remaining guerrillas are hardcore fanatics. They eschew conventional media in the main and connecting with them is fraught with danger and risk. Insight from group sessions and interviews revealed that Christmas time is the most sensitive and emotional period for guerrillas. Consequently we created Operation Christmas: two professional anti-guerrilla contingents, 2,000 LED lights, and two Black Hawk helicopters travelled into the jungle to find and cover giant trees (75 feet tall) with Christmas lights. Placed alongside the guerrillas’ strategic walking paths, the lights would come on when people approached, with banners exhorting them to lay down their arms becoming visible too. The powerful and timely messaging encouraged 331 FARC guerrillas to demobilise and re-enter society a 30% uplift on the previous year. The year-on-year reduction in guerrilla numbers is estimated to return over £2.3m1 to the Colombian government through tax receipts, an £11.35 return on marketing investment. At a wider level, the benefit to Colombian society and the economy through a reduction in FARC’s illegal ‘fund raising’ is estimated to be in excess of £1m in the first year alone. And looking even more broadly, the innovative concept and its impact gained huge awareness, both within Colombia and internationally. 2. NEW LEARNING Communications tasks don’t come much tougher than this. This gives hope to anyone faced with a communications challenge that is seemingly impossible, i.e. an audience with fully entrenched behaviour - hardcore guerrillas, and a really difficult to reach audience - people in the jungle. This paper demonstrates that you can use communications to achieve the impossible: • Through real understanding of your audience and by making a genuine connection, in this case identifying and utilising the emotional connection guerrillas make with Christmas; and, • By delivering a remarkable and unconventional creative solution bringing Christmas to the jungle by putting lights on trees.

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3. Background What is FARC? The Fuerzas Armadas Revolucionarias de Colombia (Revolutionary Armed Forces of Colombia), also known by the acronym of FARC, is a revolutionary guerrilla organisation based in Colombia.2 It is the largest and oldest (60 years) insurgent group in the Americas with an estimated 8,000 current members.3 FARC’s stated goal is to overthrow the current democratic government of Colombia. As such it is denoted as a violent non-state actor (VNSA) and considered a terrorist group by the Colombian government, the United States Department of State and the European Union.4 From 1999 to 2008 FARC, together with the associated ELN guerrilla group, was estimated to control between 30% and 40% of the territory in Colombia, an area bigger than the size of England. FARC funds itself principally through ransom kidnappings, extortion and taxation of the illegal drug trade. It has been estimated that FARC supplies more than 50% of the world’s cocaine.5 Since 1996, Free Country Foundation has registered more than 3,000 kidnaps committed by FARC and its sister organisation ELN. Colombia’s guerrilla war has caused more than 40,000 deaths since 1990, most of them civilian.6 On average FARC commits a terrorist act once every three days.7 As a result of FARC activity Colombia now has more landmines than any other country in the world, maiming on average three Colombians each day.8 The largest concentrations of FARC guerrillas are believed to be located throughout the southeastern parts of Colombia’s 500,000 square kilometers of jungle and in the plains at the base of the Andean mountains.

Since 2002, the PAHD (the Colombian Ministry of Defence’s Programme of Humanitarian Attention to the Demobilised) has been striving to promote the demobilisation of guerrillas and enable them to return to a conventional, civilian life. In the past few years efforts have included a government advertising campaign created by Lowe-SSP3, broadcasting appeals on radio and television during big football games. These appeals use testimonials of former FARC members - some recorded and broadcast the very day the guerrilla member turned him or herself in. Another initiative involved flying to towns and villages considered vulnerable to FARC influence and setting up fêtes to attract local youngsters and highlight to the dangers of joining up. Alongside this messaging, in a process known as ‘reinsertion’, the government has been offering amnesty and trying to reintegrate into society many of these battle-hardened guerrillas. About 50,000 former members of outlawed guerrilla and militia groups are being re-educated in schools and colleges; practical job training and psychological support are also available.9 2010 situation

Campaign objective Due to the sensitive nature of the subject and the constantly changing landscape, the PAHD has never set numeric targets for the number of guerrillas that should quit as a result of their activity. However, their challenge - and therefore the campaign challenge - is to stem the recent decline in demobilisations and reach an increasingly hard-to-reach - and hard-to-convert - audience. The campaign task was therefore to build a message for demobilisation in this context and to make sure that guerrilla members received it. Scale of the task The difficulties involved in this challenge cannot be underestimated and fall into three main areas:

2. The campaign needs to touch an audience which by definition is incredibly hard to reach and outside the access of conventional media channels. 3. The campaign needs to operate successfully in highly dangerous locations and a fragile situation. Insight applied Despite the difficulties involved, it was recognised early on that insight from ex-guerrillas was needed in order to generate an effective campaign. As a result group sessions were held to identify key insights that could be utilised. The major theme that emerged was that in this highly religious Catholic society, Christmas is the time when many guerrillas begin to think about the idea of quitting. They feel too far removed from their homes, families and children. The awareness of Christmas even being close, with carols and fireworks, makes them feel nostalgia towards civilian life. Creative strategy

Numbers have been reduced to a hard core of around 8,000. However, as Figure 1 below shows, recent efforts have yielded diminishing returns and the rate of demobilisations has fallen:

Lowe-SSP3 therefore created Operation Christmas. The operation ran for four days in December 2010 in the Macarena, Meta region of Colombia, where 52% of the guerrillas are based. The first step was for military intelligence to identify paths used by the guerrillas to transport food, clothes and medicine. Then the military would fly over the jungle to spot large (75 foot-plus) trees adjacent to these strategic guerrilla walking paths.

20% 8%

10% 0% -10% -20%

-24%

-30% 2007

The insight identified above led to the creation of a strategy to take Christmas and the power of its sentiment to the heart of FARC’s jungle strongholds. Creative solution

30%

30%

2008

Figure 1: Guerrilla demobilisation drops 24% in 2009 Source: Colombian Ministry of Defence 72

4. Marketing challenge

1. The campaign needs to resonate extraordinarily strongly, in order to generate a change in behaviour amongst hardcore individuals who may have held particular views for years, even decades.

The demobilisation effort to 2010

40%

Demobilisations have become more difficult, firstly, because the remaining guerrillas are those with higher ideological convictions and secondly, because they have been responding to the PAHD communication tactics by locating in more isolated rural areas and reducing their internal communications (e.g. banning the use of personal radios except by commanders). Consequently there was an emerging need during 2010 to reinvigorate the demobilisation effort and take it to this increasingly hard-to-reach audience.

2009

The next step, with the help of two professional anti-guerrilla contingents and two Black Hawk helicopters, was to cover the selected trees with 2,000 Christmas lights (Figure 2). Adjacent to the trees, military light mechanisms were put in place that detected people’s movements and thus lit the trees as guerrillas approached. Finally, beside the trees, large banners were suspended, bearing our emotive message: IF CHRISTMAS CAN COME TO THE JUNGLE, YOU CAN COME HOME. DEMOBILISE. AT CHRISTMAS EVERYTHING IS POSSIBLE.

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It should be noted that in order to make the programme work, the Colombian Army ceased all other activity in the zone being utilised. Military actions against FARC stopped and it was agreed that Operation Christmas would not be used to identify and attack guerrillas, only to invite them to demobilise.

Creative

Initially the operation looked to light just one tree, but its success - in terms of demobilisations and media coverage - led to the operation being extended to cover a further nine trees (see Figure 3). The success also led to a TV commercial being produced of the operation activity, subsequently broadcast on prime time television during Christmas (Figure 4). Although media access amongst guerrillas is limited, TV remains the most common form of media used by guerrillas and the coverage would also be seen by their families, who in turn would exert some pressure for their demobilisation (Table 1). Operation Christmas in action

Figure 3: Christmas lights on trees Source: Lowe-SSP3

Figure 2: Work on Black Hawk helicopters and soldiers, production and agency team before take-off to the jungle Source: Lowe-SSP3

Figure 4: Television Source: Lowe-SSP3 74

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Direct metrics Launch of Campaign End of Campaign Channels Schedule Number of spots on air

17 December 31 December RCN (35%) and Caracol TV (65%), both leaders in national TV Early (25%), day (10%), prime (60%) and late time (5%) 27

331 guerrillas demobilised. From campaign launch in December 2010 until 25 January 2011, 331 guerrillas demobilised, a 30% uplift on the previous year. This uplift is against the trend which saw an annual 24% reduction for demobilisations in 2009. Guerrillas themselves report that the campaign had a considerable impact, and this is recognised by the Colombian National Security (Figures 5 and 6).

Table 1: Media plan Source: Lowe-SSP3 “Even if someone couldn’t see one of the trees, they had a power to become gossip amongst the guerrillas and for us this is more effective than anything.” Campaign costs

“Our command wasn’t angry because of this message. It was different to the other propaganda we had seen... he was touched.”

Table 2 provides a breakdown of the overall campaign costs.10

Area of spend

Cost

TV airtime

$82,595

Campaign Production Costs

$25,000

Agency Fees

$10,000

Military Operation cost for 10 trees (2 hours x 2 Black Hawk helicopters, 2 contingents of FUDRA - 6 commanders and 54 soldiers - per tree) Total campaign cost (at £0.62 : $1 conversion rate)

$183,550

$301,145 (£186,710)

Table 2: campaign costs Source: Lowe-SSP3

“We definitely knew all of the strategies the government had done, but we never expected something like this.” Figure 5: Impact of Operation Christmas - demobilised guerrillas Source: Colombian Ministry of Defence

“For about four years we have been working with Lowe on a campaign to draw fighters out of FARC, as part of the government’s demobilisation programme. We have tried to bring Lowe’s sharp advertising tools to bear on a pretty unique problem: how to open a guerrilla’s eyes to the fact that they can have a different and better life. The ‘Operation Christmas’ advert was the cherry on the cake.”

Sergio Jaramillo, National Security Advisor and former Vice-Minister of Defence.

Figure 6: Impact of Operation Christmas - Colombian government Source: Colombian Ministry of Defence 5. Campaign results Success measures As mentioned above, the client - the PAHD - has not historically set targets for demobilisations. As a result we worked with the client to identify the sort of metrics which would help judge whether the campaign would be a success: 1. Number of demobilisations taking place during December 2010 to January 2011. In addition to the ‘direct’ metrics outlined above, a number of ‘externalities’ were also identified that would illustrate the wider impact of the campaign: 1. International and national media coverage of the operation; 2. Website links and referrals to the project; and 3. Social media coverage of the project. 76

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Externalities

Over 60,000 views on YouTube in two days (Figure 8).

As well as the direct effect on FARC guerrillas, the campaign also had a broader impact, and to some degree changed the context for the ongoing conflict. The idea touched the hearts of the entire country and was shown all over the world. International and national media broadcasted the operation (Figure 7).

Figure 7: International and national media broadcasts Source: CNN.com; Telegraph.co.uk

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Figure 8: YouTube videos Source: YouTube.com More than 2 million links referred to the project (Figure 9).

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The impact of viral coverage The campaign, and all of the press and social media coverage, has had a unique ‘humanising’ effect which led to three wider shifts in perception and behaviour: 1. The guerrillas increasingly feel they are still part of society, of their families, even though they have chosen to leave that role.  It makes them feel wanted and nostalgic. 2. Crucially, it raises the military’s disposition to welcome the demobilised ‘enemy’ by reminding them that these combatants are as human as they are, after all. 3. By touching the hearts of ordinary Colombians, it helps smooth the ‘reinsertion into society’ process by destroying some barriers that society has against accepting demobilised guerrillas in their workplaces or in their neighbourhoods. 6. Eliminating other factors Other potential influences on increased demobilisation can be ruled out as having a significant effect: 1. There was no other major change in demobilisation efforts. All other demobilisation activities were carried out as in previous years. 2. The underlying trend in demobilisations was not a factor. As we have already seen, the rate of demobilisations had slowed with a 24% reduction in the numbers demobilising in 2009 (see Figure 1).11 3. Army/police anti-guerrilla activity has not changed significantly during this period. Whilst there have been changes in political leadership in Colombia during 2010, there has been no change in the status of FARC as a terrorist group or in activity to reduce their presence.12 Figure 9: Online links referring to the project Source: Lowe-SSP3 More than 400 links on Facebook and Twitter appeared (Figure 10).

4. FARC’s political stance has not changed during this period. The underlying political positioning of FARC and its aims have not altered during this period and will not have caused individuals to demobilise. 5. There have been some changes in FARC leadership in 2010 but these are not significantly different to those experienced in previous years. Although there were changes in leadership at FARC during 2010 (for example, FARC military leader, Mono Jojoy, was killed in a large-scale military assault in September), such changes have occurred in previous years.13 6. There was no major change in international support for FARC during 2010. The most significant recent shift in external support came about in 2008 when Venezuelan President Hugo Chavez condemned FARC’s strategy of armed struggle and kidnapping, encouraging them to lay down their arms. This was a shift from his earlier calls to governments (across Latin America) to take the FARC-EP off their lists of global terrorist groups. 7. There was no major change in public support for FARC during 2010. The most significant recent public rallies and protests against FARC took place in 2008, not recent enough to have sparked any shift in demobilisations during Christmas 2010.

Figure 10: Social network coverage Source: Lowe-SSP3 80

8. Although Christmas 2010 was wetter and cooler than in 2009 the differentials are unlikely to have triggered significant demobilisations (Table 3).

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Average temperature (0°c)

Number of rainy days

December 2010

27.3

12

December 2009

29.4

2

Average temperature (0°c)

Number of rainy days

January 2011

28.5

4

January 2010

30.5

0

1. A reduction in Colombian casualties According to a December 2010 report 14,357 members of the Colombian security forces died in combat between January and September 2010. An additional 1,382 government soldiers or policemen were wounded during the same period, with the report estimating that the total number of casualties could reach 2,500 by the end of the year. A 1% reduction in these numbers would see three fewer members of the Colombian security forces killed, 13 fewer wounded soldiers and 24 fewer annual casualties in total (Table 5). Effect of a 1% reduction in FARC guerrillas (Christmas 2010 vs 2009)

Table 3: Weather averages for Villavivencio, Christmas 2010 vs. Christmas 2009 Source: Tutiempo.net We therefore conclude that Operation Christmas was the primary driver for increased demobilisations during Christmas 2010.

Members of the Colombian security forces killed (Jan-Sept 2010) Pro rata reduction in security forces killed Government soldiers or policemen wounded

7. Payback

Pro rata reduction in wounded soldiers and policemen

The benefits to Colombian society from reducing the number of FARC guerrillas are huge. They include tangibles such as: 1. A reduction in casualties; 2. An increase in government income tax receipts as the guerrillas return to civilian working life; 3. A reduction in the costs to Colombian society incurred through reduced FARC ‘fund raising’ (generated from taxation of the illegal drug trade, and ransom, kidnappings and extortion of large landholders, multinational corporations, and agribusiness). Beyond these tangible and quantifiable benefits to Colombia there are broader, more intangible effects. Families and individuals in affected areas feel safer, travel and transportation is more feasible and businesses feel more confident to invest. The wider perception of Colombia as a nation - for tourism, business and cultural purposes - is also enhanced. In order to calculate payback we could consider the impact of the entire 331 reduction in guerrillas as we have shown that there are no factors outside the campaign that might have driven these guerrillas to demobilise. However, as we know that Christmas is a trigger time for demobilisations, we consider the most conservative effect, which is the 30% year-on-year uplift in the numbers demobilising: Christmas 2010 saw 331 guerrillas demobilise, 78 more than in 2009. Seventy-eight fewer guerrillas represents a 1% reduction in the total number of FARC guerrillas (Table 4).

Christmas 2010

Year-on-year comparison Christmas 2010 vs. 2009

Estimated FARC forces

8000

8000

Reduction in FARC forces through demolilisation

331

78

Demobilisation as a % of total estimated forces

Pro rata reduction in total predicted casualties

1382 13 2500 24

2. An increase in government income tax receipts A direct benefit from ex-guerrillas re-entering civilian life and the workforce is an increase in income tax receipts. The average lifetime salary per demobilised guerrilla is estimated to be $47,668. Seventy-eight demobilised guerrillas will deliver incremental tax receipts of over $3.7m or £2.3m. Deducting campaign costs, net payback is £2.1m. This shows that the FARC Operation Christmas campaign is delivering a ROMI15 of £11.35 for every £1 invested (Table 6).

$ Government income from taxation per ex-guerrilla-Lifetime value (at net present value)

$47,668

$ PAYBACK: Increase in government income from taxation from 78 guerrillas Lifetime value (at net present value)

$3,718,109

£ PAYBACK: Increase in government income from taxation from 78 demobllised guerrillas-lifetime value (at net present value)

£2,305,228

£ Campaign Cost

£ ROMI 4.1%

3

Table 5: Reduction in casualties - effect of a 1% reduction in FARC guerrillas Source: Colombian Ministry of Defence; Lowe and Partners

£ Net payback

£186,710 £2,118,518 £11.35

1.0%

Table 4: Reduction in FARC forces - year-on-year comparison Source: Colombian Ministry of Defence We go on to consider the impact and benefit to society of this 1% reduction in FARC guerrillas. 82

Total 2010 predicted casualties

357

Table 6: Payback - benefits to society from income tax receipts Source: Colombian Government; Lowe and Partners calculations In order to cover the cost of the campaign, only seven guerrillas16 would have had to demobilise rather than the 78 the campaign realised. 83


3. An increase in savings to society through reduced FARC financing

1 The payback section explains how we have made these calculations.

FARC receives most of its funding - which has been estimated to average some $300 million per year17 - from taxation of the illegal drug trade, ransom, kidnappings and extortion of large landholders, multinational corporations, and agribusiness. From taxation of illegal drugs alone, FARC has been estimated to receive approximately 60 to 100 million dollars per year.18

2 FARC is not the only guerrilla group operating in Colombia, nor is it the only group invited to demobilise. The Ejército de Liberación Nacional (ELN) and Ejército Popular de Liberación (EPL), are the other major groups who often operate alongside FARC. For the purposes of this paper we refer to FARC as this was the key target for this campaign.

If we exclude the taxation of illegal drugs, the benefits to Colombian society and the economy through a reduction in FARC ‘fund raising’ are estimated to be in excess of £1m in the first year alone (Table 7).

3 Colombian government estimate cited by the BBC. (http://news.bbc.co.Uk/1/hi/world/americas/7217817.stm).

Effect of a 1% reduction in FARC guerrillas

4 FARC is on both the US State Department list of foreign terrorist organisations and the EU list of terrorist groups. 5 US Department of Justice, 2006 (http://www.justice.gov/dea/pubs/pressrel/pr032206a.html).

FARC funding excluding taxation of illegal drugs pa

$200,000,000

6 UN estimate reported by Reuters, 4 April 2007. 7 A compendium of 557 terrorist acts between 2002-7 attributed to FARC and reported in the foreign press.

$ PAYBACK: Reduction in FARC fund raising from 78 demobilised guerrillas £ PAYBACK: Reduction in FARC fund raising from 78 demobilised guerrillas

$ 1,950.000

8 International Landmine Monitor reports that up to 100,000 landmines have been buried in Colombian soil. 9 The Independent, 21 March 2010 (http://www.independent.co.uk/news/world/americas/after-the- revolution-why-are-farcsyoung- soldiers-laying-down-their-guns-1922847.html).

£1,209,000

10 Agency fees and production were provided pro bono but the equivalent costs have been calculated using standard Colombian production/agency costs. 11 Source: PAHD.

Table 7: Payback - savings to society How else might Operation Christmas funds have been deployed? Given that production costs and agency fees were pro bono, the net media cost for Operation Christmas is $266,845. If these funds had been deployed against additional military personnel, FUDRA19 would have had an additional 20 professional soldiers or five captain-commanders.20 With 5,000 in the FUDRA military, this would have represented an increase of +0.4% soldiers or +0.1% captains. We feel it is unlikely that these increases would have delivered 331 demobilisations, not only as the increase in forces would be marginal, but any increased FUDRA presence is unlikely to be able to reach the target audience to deliver the message given that the guerrillas are entrenched in highly dangerous jungle territory and any connection with the guerrillas is fraught with danger and risk.

12 For example, President Juan Manuel Santos was elected in 2010, having served as Minister of Defence under the previous President, Alvaro Uribe. 13 For example, in March 2008, FARC’s second-in-command, Raul Reyes, was killed by the Colombian military. In September 2007, Tomas Medina Caracas, said to be in charge of the FARC’s drugs and weapons smuggling operations, was killed by Colombian troops. In March 2005, senior commander Omaira Rojas Cabrera was extradited to the US and imprisoned in 2007 on drug trafficking charges. 14 Source: Corporación Nuevo Arco Iris. 15 Return on marketing investment. 16 $48,009 x 0.62 (£ conversion) = £29,765 x 7 = £206,879 vs. £186,710 campaign costs.

8. conclusion

17 Source: Robert C. Neville (2001), The Human Condition, New York: SUNY Press. pp. 74-76.

This entry is about Colombia’s 60 years of struggle against the oldest guerrilla group in the world, FARC. It is the story of how communications can act as a powerful yet fundamentally peaceful weapon in war.

18 Jeremy M. Weinstein (2007), Inside Rebellion: The Politics of Insurgent Violence, Cambridge: Cambridge University Press, p. 291.

It shows how coupling insight, creativity and endeavour encouraged 331 FARC guerrillas to demobilise and re-enter society - a 30% uplift on the previous year. This year-on-year reduction in guerrilla numbers is estimated to return over £2.3m21 to Colombian government through tax receipts, a £11.35 return on marketing investment.

19 FUDRA - La Fuerza de Despliegue Rápido is Colombia’s Rapid Deployment Force. FUDRA is a rapid- reaction force tasked with conducting counter insurgency operations throughout the country. Its motto is ‘any mission, any place, any time, in the best way, ready for victory’.

At a wider level, the benefits to Colombian society and the economy through a reduction in FARC’s illegal ‘fund raising’ are estimated to be in excess of £lm in the first year alone. And looking even more broadly, the innovative concept and its coverage have helped humanise the conflict and its combatants, making an end to the struggle all the more hopeful.

20 FUDRA average contract salary of 18 months: professional soldier $13,500, captain-commander $54,000. 21 Lifetime value (net present value) of income tax receipts from 78 ex-guerrillas re-entering the workforce.

Notes 84

85


Marie Curie Cancer Care: How Marie Curie Cancer Care benefited from using advertising to ask people to collect money rather than simply give money

Marie Curie Cancer Care: How Marie Curie Cancer Care benefited from using advertising to ask people to collect money rather than simply give money Principal Authors: Anna Hutson, DLKW Lowe; Jane Dorsett, Lowe and Partners

1. INTRODUCTION This is the story of how a very small communications campaign that ran in the first two months of 2010 recruited over 5,000 extra people to collect for Marie Curie Cancer Care’s Great Daffodil Appeal. In fact, it was achieved with a total campaign outlay of just £184,000, the smallest budget so far entered for an IPA Small Budget Award.1 We will show how the 5,219 collectors that were recruited by the campaign generated an additional income of £634,583, delivering a ROMI of £2.45 for every £1 spent. This equates to an extra 8,808 nursing hours for the terminally ill, thus enabling 228 patients to spend their final days at home.2 2. NEW LEARNING This paper shows how you can reap rewards by challenging the advertising norms in a sector. In particular, it’s a story about changing the role of advertising.

DLKWLOWE (UK ) Institute of Practitioners in Advertising, Effectiveness Awards, 2011 Gold Best Newcomer Best New Learning

The vast majority of charity campaigns ask people to give money. This campaign asks people to collect money, therefore increasing the opportunities for people to give. In marketing terms, this is the equivalent of using advertising to build distribution. 3. Background What is Marie Curie Cancer Care? Marie Curie Cancer Care is a charity specialising in providing free, hands-on nursing care for the terminally ill, as well as emotional and practical support for their families and carers. Its remit now goes beyond cancer patients to all the terminally ill. Although Marie Curie runs nine hospices, the main focus is on providing specialist palliative care to the two thirds of the population who would prefer to die at home surrounded by the people and things they love. Currently only a quarter is able to.3 To maintain and grow its service, Marie Curie relies on the generosity of the public. Its main fundraising event since 1986 has been The Great Daffodil Appeal. The Great Daffodil Appeal (GDA) This appeal runs every March: local fundraisers galvanise their supporters to raise money and seek donations from local businesses, raising an average of £4.5m (2005-2009).4 Just over a quarter of income comes from manned street collections.5 The charity relies on volunteers to take to shopping centres, stations and streets with their collecting tins and hand out daffodil pins on receiving donations from the public.6 The average donation is £1. Communications are used before and during March to help boost the profile of Marie Curie and encourage donations.

87


4. 2008 and 2009 communications campaign - setting the context ‘Stephen Mangan - radio appeal’

The communications strategy A communications campaign ran in 2008 and 2009 to support the GDA. It set out to do two things:

SFX: Stephen Mangan playing a recognisable tune (badly) throughout. Stephen: When my mum was dying of cancer I used to play this to her.

1. Improve the understanding of Marie Curie

Really badly.

Recent research showed that although the charity had high prompted awareness (77%), there was limited understanding of its remit. So we set out to explain the remarkable work that the Marie Curie nurses do: helping the dying and their families get through the emotionally, and often physically, stressful time of a loved one’s last days peacefully, with dignity and warmth. 7

2. Improve the association with the daffodil The research also showed that only 16% of adults associated the daffodil with Marie Curie.8 If we could imbue the daffodil with symbolic meaning, like the Royal British Legion has done for the poppy, we could aid recognition and support for the appeal. So within the creative treatment we deliberately raised the profile of the daffodil to become the campaign visual. This look and feel was adopted for the street collectors’ boxes to create synergy through to ‘point of donation’.

The Marie Curie nurses who were looking after her said that no one should be made to suffer like that. I said I do the jokes around here. The nurses were fantastic. They chatted to her for hours, even when she couldn’t talk herself anymore. One of them, Angela, even showed us how to move her gently without hurting her and they let us know it was OK for her to eat whenever and whatever she wanted. Because mum was at home, we could talk to her about really personal things in private. Marie Curie nurses made that possible and they did it for us for free. Please join me and show your support for them by wearing a daffodil this March. For more information visit www.mariecurie.org.uk/daffodiI It was thanks to Marie Curie nurses that my mum spent her last days at home, with dignity...

The media strategy

And with my guitar playing.

The target for the campaign was women aged over 45, especially the more well-off. They represent the core supporters, and tend to be the key carers when someone becomes terminally ill.

Figure 3: 2009 radio-40’’

The two key media were leisure-based magazines (e.g. Hello, M&S magazine and Sunday supplements), and easy-listening radio (e.g. Heart and Classic FM). We wanted to break through the warm atmosphere with our sobering messages about how Marie Curie helps people die with dignity (Figures 1-3).

The results of the 2008 and 2009 communications campaign

Around £500k was spent on the campaign each year.

The campaign was deemed to be a success. TNS research commissioned at the end of March 2009 showed that: People were more aware of the advertising, and of Marie Curie: • The campaign achieved its highest ever result for advertising awareness at 32%, up 9 percentage points (ppt) from the pre-2008 campaign.9 • Spontaneous awareness of Marie Curie increased 13ppt to 42%. People understood the charity’s remit better:

Figure 1: 2008 and 2009 collector box

• People’s understanding that Marie Curie is about ‘home nursing for the dying’ rose from 34% (pre-2008) to 42% (2009).10 People were more likely to associate the daffodil with Marie Curie: • Spontaneous association of the charity with the daffodil increased 12ppt to 30%,11 its highest ever level. 2008 and 2009 income The income trend for 2008 and 2009 was stable despite predictions of a slump in charitable giving. In 2008, income was significantly boosted by Marie Curie becoming Tesco’s charity of the year, with extra collection points provided at their 2,115 stores (see Figure 4). Collections held at Tesco stores in March 2008, as part of Marie Curie Cancer Care’s Great Daffodil Appeal, raised £536,000 for the charity.12

Figure 2: Examples of 2008 and 2009 creative work

88

Income dropped back slightly in 2009 once this partnership ended.

89


£m

3. the charity was consistently outspent by its competitors

5.5 5.0

£536k

Although the key competitors’ annual advertising budgets had reduced over the years, in 2009 Marie Curie’s budget was still only about a third of that of Cancer Research UK and Macmillan (see Figure 6).

4.5 4.0

All of which forced us to think even harder about the most effective use of advertising spend.

3.5 3.0

A new communications strategy

2.5

To take up the challenge set before us, we decided to redirect some of the advertising budget to achieve a new objective. In marketing terms, we wanted to use advertising to build distribution - increasing the opportunities for people to give. Could we somehow use advertising to replicate the Tesco effect of 2008?

2.0 1.5 1.0

Instead of using advertising to ask people to give money to Marie Curie, we would use advertising to ask people to collect money for Marie Curie.

0.5 2005

2006

2007

2008

2009

Figure 4: Total Great Daffodil Appeal income is stable Source: MCCC; GDA income 2005-2009

£m 25

MCCC Macmillan

20

5. 2010: Introducing a new strand to the campaign 2010 - A big challenge

15

By the time it came to developing the communications strategy for 2010, we continued to face a huge challenge on three fronts:

10

1. Overall donations to UK charity were in decline

CRUK

5

2008/09 had seen a 10% year-on-year (YOY) fall in donations (see Figure 5): 0

£bn donations adjusted for inflation

2006

12

11.3 10.4

2008

2009

Figure 6: MCCC competitor spend - annual media spend 2009 to 2010 Source: Nielsen

10.8

11

2007

10.2

10 9.2

As this had never been done before by Marie Curie, about a quarter of the 2010 Great Daffodil Appeal media budget was assigned to the task. The campaign objective

9

Just over a quarter of GDA income comes from manned street collections - 26.7%.13 The average number of collectors per year (2005-09) is 12,782, and their average collection is £94.14. The campaign was tasked to pay for itself in year one, with a view to delivering a profit in year two - the charity believes that 46% of new collectors return for at least one year of collecting (see Table 1).15 To cover the media costs of the campaign in the first year, we would need to recruit just over one and a half thousand collectors - an 11.6% uplift on the number of collectors in 2009.16

8 7 6 2004 - 05

2005- 06

2006 - 07

2007 - 08

2008 - 09

Figure 5: Charitable donations declined in 2008/09 Source: NCVO/CAF; estimated amounts given to charities in the UK by individuals, 2004/05 to 2008/09 adjusted for inflation 2. The economy wasn’t getting any better The election was imminent in May; economic Armageddon dominated public debate, and the charity’s stalwart middle England supporters were seeing their savings and retirement funds shrink.

90

91


Year 1 £150k (media spend) + collector average of £94 (2005-2009) = 1,596 new collectors to break even Year 2 46% returners 638 collectors x average collection of £94 = £60k worth of new donations

‘Stephen Fry radio appeal’ Stephen Fry: I’ve amassed over a million followers on Twitter. I’m a natural at collecting people. Which is rather good as that’s what I’m doing for Marie Curie Cancer Care. I’m helping them collect 20 000 collectors for their Great Daffodil Appeal this March. Sign up to spend just one hour holding a nice yellow collecting tin and giving out daffodils and the money you raise will help to provide more nursing care to terminally ill patients in their own homes. Call 0845 601 3107 or visit mariecurie.org.uk/daffodil and sign up with me. Your local fundraiser is ready to contact you.

Table 1: Collector campaign target

Please, give us an hour. It will help someone in their final hours.

The creative work The creative work asked people for an hour of their time to collect money for Marie Curie. To view this hour in a new perspective, we framed it against the final hours of someone who is dying:

Figure 7: 2010 radio-40”

“Please, give us an hour. It will help someone in their final hours.” Marie Curie’s PR department galvanised celebrity supporters to produce two radio executions and online content, getting them to ask the public to sign up to collect for an hour - the twist being that it is normally the public asking celebrities for a signature. The campaign deliberately set a target for people to help them understand just how many collectors were required. Marie Curie was confident that it would get between 13,000 - 14,000 collectors via the usual means;17 we needed to get an extra 1,500 to break even, so we put forward a stretch target of 20,000. The media strategy We continued to target our core supporter group of women aged 45-plus. Radio formed the core of the campaign (two-thirds of the media spend), using stations such as Classic, Magic, Heart, LBC and Smooth (see Figure 7). Radio was supported with online advertising; a PR film was also developed as extra content to help the recruitment and was placed on the Marie Curie YouTube channel (see Figures 10 and 11). Posters were also supplied for the 180 Marie Curie charity shops, nine hospices and regional offices (see Figures 8 and 9). The ads ran during January and February to sign up collectors.18 The total cost of the campaign was £184,151 (including media, production and agency fees) (see Tables 2 and 3). Examples of 2010 creative work ‘Jane Horrocks radio appeal’ SFX: Crowd noise and camera flashes as if at stage door. Fan: Miss Horrocks, Can I get your autograph? SFX: Crowd noise fades behind voiceover.

Figure 8: 2010 poster used in Marie Curie Cancer Care shops

Figure 9: Hospice poster

Jane Horrocks: You can love, but only if you give me yours too. That’s right. now I’m the one collecting signatures. I’m helping Marie Curie Cancer Care sign up 20 000 collectors for their Great Daffodil Appeal this March. Put your name down to spend just one hour with a collecting tin giving out daffodils, and the money you raise will provide more nursing care to terminally ill patients in their own homes. Call 0845 601 3 I 07 or visit mariecurie.org.uk/daffodil to sign up. Your local fundraiser is ready to contact you. Please, give us an hour. It will help someone in their final hours.

92

93


6. The Collector campaign results The campaign: • Recruited a record number of collectors; • Who in turn made a record contribution to the Great Daffodil Appeal; • Which resulted in the most successful GDA ever.

Figure 10: 2010 online

More collectors were recruited Against the Collector campaign’s key objective of increasing the number of street collectors or ‘distribution points’, we saw a year-on-year uplift of 6,503 to over 20,000, 47% more than in 2009 and 59% more than the average for the last five years (see Figure 12).19 Our break-even target was an 11% uplift vs. 2009. £m 25,000 Collector campaign 20,000

+6,503

15,000

10,000

Figure 11: 2010 online PR film - various celebrities invite people to sign up to be a collector 5,000 2005

January

Media

£000 Delivery

Radio

100

41% @ 4.66

Online

50

31m impressions

February

11 18 25 1 8 15

2006

2007

2008

2009

2010

Figure 12: GDA street collectors increase Source: MCCC; GDA street collectors 2005-2009

14 Jan - 10 Feb

Table 2: Collector media plan 2010

Total media Campaign production costs Agency fees Total campaign cost

£150,347 £23,673 £10,131 £184,151

Table 3: Campaign costs

94

95


Increased income from the collectors

How we know the record results were down to the campaign

Donations from street collections increased year-on-year by £477,977 to £1.7m, the highest ever level, outperforming 2008, a year of exceptional results when Tesco contributed nearly a third of the collection’s total (Figure 13).

Due to the low investment in the campaign, we do not have any tracking research at our disposal.

£m

Collector campaign

1,800,000 1,600,000

£536k

1,400,000

+477k

1,200,000

However, we do have other strong evidence that enables us to attribute the increase in collections to the campaign. Collector recruitment correlates with radio activity First, we can see a very strong correlation between regional radio impacts and recruitment. The higher the weight, the greater the uplift in new recruits (Figure 15). Online activity increased Across the campaign period we saw:

1,000,000 800,000

• A 16% year-on-year increase in website visits to 135,771 visitors;

600,000

• 3,386 views of the celebrity video on YouTube;

400,000

• 1,664 click throughs from our banner ads, which was +45% more efficient than a comparable 2010 Marie Curie online campaign.21

200,000 2005

2006

2007

2008

2009

2010

New recruits only registered via the phoneline, Facebook or online All new recruits registered via the national advertised phone number, Facebook or the web address during January and February, as opposed to their local regional branch, which is the normal means of registration (see Figure 16).

Figure 13: GDA income from street collectors increase Source: MCCC; GDA street collection income 2005-2010 The most successful GDA ever, with the highest contribution from street collections. Overall donations for the Great Daffodil Appeal increased by £731,698 to £5.6m, its highest ever level; with street collections delivering their highest ever percentage at 31%, 6ppt ahead of 2009 and 5ppt ahead of the 2005-09 average (Figure 14).20

Correlation significant at the 99% confidence interval

Regional radio spend per 100,000 inhabitants (impacts) 50 45

London & SE

40 £ GDA Income

Income from street collection

6,000,000

Tesco

Non-street collection income

Collector campaign

35 30 Wales and West

25

5,000,000

20 15

4,000,000

10

North

N Ireland

Scotland

5

3,000,000

0 2,000,000

0 31%

10%

1,000,000

20% 2005

2006

2007

2008

2009

2010

Figure 14: Street collection delivering highest ever proportion to total Source: MCCC; total GDA income split between street collection and non-street collection

96

2

4

6

8

10

12

New collectors100,000 inhabitants

Figure 15: Regional new recruits correlate with advertising Source: MCCC/Maxus/ONS; 2010 regional advertising spend per UK inhabitant and new collectors per UK inhabitant Eliminating other factors All other potential influences on collector recruitment can be ruled out. 97


1. There was no change to the normal recruitment efforts

4. There was no sudden rise in the incidence of cancer deaths in the time period

The campaign was the only change in Marie Curie’s recruitment efforts. All other recruitment activities were carried out as normal by local fundraisers and within the ‘Shine On’ supporter magazine. Marie Curie had no new consumer facing partnerships.

Latest published data from CRUK says that deaths from cancer have declined by 20% between 1978-2008. We have no reason to believe there has been a significant uplift since 2008. Incidence has remained steady for a decade.23

2. The regular GDA advertising activity could not have had any effect

5. There were no high profile cancer deaths

The main GDA spend comes in March, after the Collector campaign. All collectors needed to have registered by the end of February.

The most recent incident was Jade Goody’s much publicised death from cancer. She died in March 2009, and was cared for by Marie Curie nurses - proceeds of her book go to Marie Curie.24 But at the time of this campaign, January/February 2010, she was not prominent in the media.25

3. the charity continued to be outspent by its two main rivals in the two months of our activity

6. Changes to seasonal conditions were minimal in March

In January and February 2010, Cancer Research UK took 79% share of voice, and Macmillan 13%, with Marie Curie trailing in third with 8%.22

Compared to the equivalent month in 2009, March 2010 was colder, less sunny and equally wet - so improved weather was not the reason for the improved collector turn-out (see Figure 18).

This situation was reflected in the overall annual spend figures (Figure 17):

March 2010 Indexed against March 2009 120

Dedicated phoneline

100

Facebook

80

60

Website

40

Figure 16: All new recruits registered via dedicated phoneline, Facebook or online Source: MCCC; new recruits, method of registration 2010 £m 10 9

MCCC

Macmillan

Rainfall (mm)

Hours of sunshine

Maximum temperature

Minimum temperature

Mean temperature

Figure 18: Weather changes are not a factor - seasonal factors 2010 vs. 2009 Source: http://www.metoffice.gov.uk/climate/uk/datasets/# We can therefore conclude that the Collector campaign was the primary driver for increased street collectors and collections in 2010. Calculating payback

CRUK

6

We have calculated financial payback based on the best practice expounded in the COI’s Payback and Return on Marketing Investment (ROMI) in the Public Sector.26 Whilst not a public sector campaign, a charity campaign faces similar challenges in proving effectiveness and calculating ROMI. The three methods deployed are:

5

1. A year-on-year analysis (2010 vs. 2009);

8 7

4

2. A comparison with the previous five year average (2005-2009);

3

3. Trend analysis based on the underlying growth in street collectors (2005-2009).

2 1

1. A year-on-year analysis (2010 vs. 2009)

0 2009

2010

Figure 17: Competitor spend in 2010 - annual media spend 2009 vs. 2010 Source: Nielsen 98

Initial payback calculations focus on the 47% uplift in street collectors. By delivering 6,503 additional street collectors, the campaign delivered a £477k uplift in year one. Assuming a 46% retention rate for year two,27 and applying a discount factor of 3.5% to calculate the net present value, we see a two year ‘lifetime value’ of £690,151 in incremental donations. 99


Deducting total campaign costs, net payback is £506k which is over eight times our pre-campaign target of £60k. This shows our campaign as having a ROMI of £2.75 for every £1 invested (Table 4). Year-on-year 2010 vs. 2009

Incremental street collectors

£m 25,000

Street collectors Predicted street collectors

20,000 +5,219

6,503

Total payback year 1

£477,977

Total payback by end of year 2

£690,151

Total campaign cost

£184,151

Net payback

£506,000

ROMI

15,000

10,000

5,000 2005

£2.75

Table 4: The Collector campaign ROMI year-on-year

2006

2010 vs. 5 year average (2005- 2009)

Incremental street collectors

7,495

Total payback year 1

£511,560

Total payback by end of year 2

£738,642

Total campaign cost

£184,151

Net payback

£554,490

ROMI

£3.01

Table 5: The Collector campaign ROMI 2010 vs. 5 year average (2005-2009) 3. Trend analysis based on the underlying growth in street collectors (2005-2009) The underlying five year trend for GDA street collectors shows that numbers are growing at around 758 per year. We have factored in this rising trend which has in part been driven by the core campaign and from being Tesco’s charity of the year in 2008 (Figure 19). Regression analysis predicts just over 15,000 collectors for 2010. Given that we saw over 20,000 collectors, this analysis shows an uplift of 5,219 for the Collector campaign, delivering a two year payback of £634,583 and a ROMI of £2.45 for every £1 invested (Table 6).29

100

2008

2009

2010

Figure 19: Annual 2010 street collectors were substantially higher than the underlying trend prediction Source: MCCC; 2010 predicted collectors based on 2005-2009 regression analysis

2. A comparison with the previous five year average (2005-2009) In order to include the Tesco effect in our payback calculations, we have also compared the number of 2010 street collectors with the five year average. This analysis shows a two year campaign payback of £738,642.28. After deducting total campaign costs, this shows our campaign as having a ROMI of £3.01 for every £1 invested (Table 5).

2007

2010 vs. 5 year average (2005- 2009)

Incremental street collectors

5,219

Total payback year 1

£439,492

Total payback by end of year 2

£634,583

Total campaign cost

£184,151

Net payback

£450,431

ROMI

£2.45

Table 6: The Collector campaign ROMI 2010 vs. predicted trend (2005-2009) As this delivers the most conservative ROMI for the campaign, and excludes the underlying trend, it is the ROMI we are most comfortable with and is used in the benefit returns analysis to follow. We are unable to find many comparable campaigns to benchmark ourselves against other than the Barnardo’s 2001 IPA Effectiveness Grand Prix winner. At £2.45, our campaign ROMI compares favourably to Barnardo’s £9m donor recruitment campaign, which utilised press, direct mail and professional recruiters to deliver a £2.16:1 ROMI.30 Benefit return of the campaign As a charity, Marie Curie does not have a traditional profit margin or a financial profitability measure. Instead it measures return on marketing investment through the benefits given to the individuals and families that they help. For every £1 donated, Marie Curie spends 34p on administration, fundraising and operational costs. So, 66p goes directly to helping the terminally ill.31 Discounting our two year net payback of £450k32 at 66%, the Collector campaign delivers an additional £297,285 in ‘profit’.

101


Against media spend of £184k, this £297k ‘profit’ delivers a £1.61 profit ROMI which compares very favourably with charity industry benchmarks on recruitment activity returns, as most recruitment activity is undertaken at an initial loss, with charities achieving a return of only 50-70p for every £1 invested.33

20 Street collections accounted for 25% of total GDA income in 2009. Source: MCCC.

The £297k generated by the Collector campaign equates to an additional 8,808 hours of free nursing care; allowing an additional 228 terminal cancer patients and their families to be given the choice of where and how to spend their final days.34

22 In Jan/Feb 2010 Cancer Research UK spent £1.9m and Macmillan spent £250k on media. Source: Nielsen.

Finally The success of the 2010 Collector campaign has given Marie Curie the confidence to reinvest at a higher level in 2011.35 As a result, the number of registered new collectors is up 55% on 2010. A central register of collectors is now being developed, enabling Marie Curie to reactivate collectors more efficiently year-on-year, and encourage them to recruit their friends. In time, we will be able to look at the real lifetime value of our new recruits, not just the two year value. Notes 1 Source: IPA Effectiveness Small Budget Awards 2009; campaign spends range from £219k for the ghd website redesign to £2.4m for the Morrisons ‘Let’s Grow’ campaign. 2 The payback section at the back of the paper explains how we have made these calculations. 3 Source: MCCC.

21 Source: MCCC. Just under half, 46%, of collectors return to collect the following year.

23 Source CRUK: http://info.cancerresearchuk.org/prod_consump/groups/cr_common/@nre/@sta/ documents/generalcontent/018070.pdf. 24 Coverage of Jade Goody’s death prompted a 12.5% increase in cervical cancer checks. Source: NHS Information Centre, October 2009. 25 A documentary of her life was screened 22 March 2010 after campaign activity had stopped. 26 Source: http://coi.gov.uk/blogs/bigthinkers/wp-content/uploads/2009/ll/coi-payback-and-romi-paper.pdf. 27 Source: MCCC. Just under half, 46%, of collectors return to collect the following year. 28 Assuming a 46% retention rate for year two, and applying a discount factor of 3.5% to calculate the net present value. 29 Based on an incremental 5,219 collections, collecting an average £84.21 in donations (the 2010 average). 30 Source: IPA. The Barnardo’s Grand Prix winning case study was a £9m donor recruitment campaign featuring press, direct mail and professional face-to-face collectors. ROMI was based on a 4-year lifetime value.

4 Source: MCCC.

31 2010 MCCC costs (administration, fundraising and operational costs) as a percentage of voluntary income = 34%, source: MCCC Annual Report and Accounts 2009/10.

5 The average contribution to the charity’s income between 2005-2009 from street collections to the Great Daffodil Appeal was 26.4%.

32 £634k 2-year payback less £184 campaign cost = net payback of £450k.

6 Daffodil pins are offered to anyone making a donation. They are given free and should not be regarded as being sold or given in exchange for a donation.

33 Source: http://www.charityfacts.org/fundraising/fundraising_costs/index.html. ‘Whilst undertaking this work does still typically generate a very satisfactory return, it does so only over the full term of the relationship developed with each supporter’.

7 tns omnibus 2006; sample 2,000 GB adults. 8 tns omnibus 2006; sample 2,000 GB adults. 9 Source: tns omnibus, March 2009; 2,000 GB adults. 10 Source: tns omnibus, March 2009; 2,000 GB adults.

34 Source: http://www.mariecurie.org.uk/en-gb/your-money/ The hourly cost of nursing is £33.75 (£40.5m spent on nursing care delivers 1.2m nursing hours = £33.75 per hour). 1.2m nursing hours allowed 31,000 to be given the choice of where and how to spend their final days = an average 39 hours per person. 35 The media budget for 2011 is £200k. 36 Source: MCCC.

11 Source: tns omnibus, March 2009; 2,000 GB adults. 12 Tesco press release 1 April 2009. 13 Source: MCCC. 14 Average street collection generates £93.56, source: MCCC. 15 Source: MCCC. 16 There were 13,774 collectors in 2009. 1,596 = 11.6%. Source: MCCC. 17 Recruitment is carried out each year by local fundraisers, and within the supporter magazine ‘Shine On’. 18 From March, we reverted back to the ‘Education’ campaign we had run in 2008 and 2009, to continue to encourage donations to the GDA. 19 Source: MCCC, GDA street collectors: 2010 = 20,277,2009 = 13,774 (uplift 2010 vs. 2009 = 47%); average 2005 to 2009 = 12,782 (uplift 2010 vs. average 2005 to 2009 = 59%). 102

103


Lifebuoy: Superfast Handwash

2012 Global Effie Awards Entry Form 1. Brand Name: Lifebuoy 2. Product / Service Type: Liquid Anti-Bacterial Handwash 3. Title: Superfast Handwash

Lowe Lintas (India) Global EFFIEs, 2012 Bronze

4a. Countries + Dates Case Ran List the four countries you are entering below (at least one of which must be from a separate worldwide region than the other 3). India May 2010 to August 2011 Saudi Arabia July 2010 to October 2011 Argentina July 2010 to October 2011 Pakistan September 2010 to October 2011 Total number of countries in which the case ran or is currently running: 12 Total number of regions in which the case ran or is currently running: 3 regions. All except North America and Europe 4b. Explain the criteria used to determine your top four markets (countries) We chose countries that were crucial to our survival in the handwash market and where we fought the toughest battle for market share. The four markets that we chose were the most significant to us because of the size of opportunity that they presented and if we did not fire in these markets then globally our investment behind the liquid handwash format would not be viable. Two specific criteria determined our choice of these markets: 1) Size of the pie and competitive pressure India: The largest, in value terms, amongst all the markets that we operate in. Despite Lifebuoy being present in India for over a hundred years, Dettol owns more than half the market in the liquid handwash category. Arabia: The largest market in the Middle-East. Characterised by a dominant competitor - Dettol. Pakistan: The second largest market in the Indian subcontinent and one where two strong competitors (Dettol and Safeguard). 2) Poor imagery and lack of acceptance of Lifebuoy India, Arabia and Pakistan: The Lifebuoy imagery left a lot to be desired 105


‘Poor Man’s soap’: Lifebuoy Handwash, being a high priced product, was expected to appeal to higher income groups, which seemed like a near impossible task due to the brand’s imagery in most markets. Lifebuoy was commonly referred to as the ‘poor man’s soap’ – a negative perception of the brand that was built over many years, due to the ‘red, carbolic’ bar soap that the brand was better known for. Scepticism on Efficacy: Lifebuoy’s efficacy credentials have always lagged behind Dettol, owing mainly to Dettol’s Antiseptic Liquid which is believed to be the gold standard in germ kill. The halo of that carries forward to all of Dettol’s products, including the handwash. On the other hand, Lifebuoy’s heritage was a red bar soap with ‘cheap’ as its key attribute. Argentina: Lack of acceptance of antibacterial as a category. The Argentinian market had just recovered from swine flu where public messaging exhorted people to wash with soap and did not specify anti-bacterial soap. Hence there was a great deal of questioning on the necessity of an anti-bacterial soap. Argentina would also serve as a useful learning experience for launching in more developed markets like Europe due to the similarity of consumer attitudes towards the cleansing category. 5a. What was the strategic communications challenge? In most of its key markets, Lifebuoy watched in envy as consumers flocked to Dettol Handwash in droves, blindly trusting it to provide the best germ protection. Dettol held a revered place in households for generations, starting with the legendary Antiseptic Liquid that was seen as an ‘all powerful’ antibacterial solution. A household necessity, a mother’s best friend. Who could compete with a brand that had built and dominated the “germ kill’ domain by owning nearly every possible relevant context (long lasting protection, protection through all seasons etc.) in every possible format (from floor and surface cleaners to soaps to hand sanitisers) and done this by establishing undisputed efficacy of “killing the maximum germs”. To add to Lifebuoy’s woes, in markets like Pakistan and India, it was burdened with its past negative baggage of being seen as a “cheap brand for poor people.” In other markets like Saudi Arabia and Argentina, it was a relatively new entrant too, in addition to being seen as an ‘immigrant’ soap in Saudi Arabia. Not the kind of brand you would choose for a premium offering, like liquid Handwash, to take on a dominant player. We wanted to target higher income mothers who were potential Handwash users and convince them to use Lifebuoy Handwash for their families. These mothers had kids aged between 4-12 years and were using competitive brands like Dettol liquid Handwash or bar soap. When it came to protection she was clear that her family deserved the best and was not willing to compromise on it. For her, choosing Dettol reassured her that her family was getting the best protection. While this ensured she used the best that there was, it also left an opportunity for us to get a toehold in. If we could convince her that we were better, then she would be open to using Lifebuoy, as her purchase was not led by brand as much as it was led by efficacy and the capability to provide the best protection. Thus, the marketing challenge for Lifebuoy was to make up for lost time and grow rapidly in the liquid handwash market despite its own poor imagery there and the omnipresence of Dettol in the category. 5b. What were your objectives? State specific objectives on a global and countryby-country basis and the tools you planned to use to measure each objective. Business Objective: #1: Grow sales volume and value faster than category to grow market share. This would be measured through independent sales tracking that the client commissioned through a retail audit agency. 106

#2: Steal share from Dettol. The same retail audit would track both Lifebuoy and competitive shares. Perceptual:

#3: Increase preference for Lifebuoy amongst higher income segments (defined by LSM and SEC)*.

This would be tracked by a Consumer Household Panel (June 2010 –2011) that the client commissioned through a retail audit agency.

*LSM = Living Standards Measure. A method of market segmentation that is indicative of the lifestyle of the consumer, grouped by income and consumer durable ownership. LSM starts from 0 (being the lowest) and goes up to LSM 19 (being the most affluent). *SEC = Socio Economic Classification

#4: Establish the Lifebuoy proposition as unique and clearly different from Dettol.

This would be done using a quantitative research (called ‘post view’ in client jargon) among consumers after the communication ran for at least a month to measure recall of messaging.

5c. Total Media Expenditures

Total Media Expenditures

Country 1 India

Country 2 Saudi Arabia

Country 3 Argentina

Country 4 Pakistan

Total Budget Range for this case from 9/1/08 - 10/31/11 spent in each country

US$ 2-5 million

US$ 1-2 million

US$ 1-2 million

US$ 500-999 thousand

Average budget for this case for one year out of last three years spent in this country

US$ 1-2 million

US$ 500-999 thousand

US$ 500-999 thousand

Under US$ 500 thousand

Indicate the approximate % of the case’s total media budget over the past three years spent in each country. E.g. If your total media budget was X for the case over 10 countries this should = 100%. What % out of 100% was spent in each of the four countries you selected?

20.60%

11.35%

6.31%

5.39%

6a. What was your big idea? Lifebuoy Superfast Handwash: 99.9% germ protection in just 10 seconds because children are always in a hurry, especially when it comes to hand-washing. 6b. How did you arrive at the big idea? Given our objectives, our starting point was to attack Dettol Handwash, as it was seen as the pinnacle of efficacy. Filled with the bravado of some lab testing results on our new product, we rushed into researching concepts that claimed we were significantly better than Dettol on germ kill. This was backed up by lots of figures and charts with almost enough proof for a Nobel Prize submission in chemistry. The consumers threw it out. Without batting an eyelid. They said this was unbelievable and nothing could 107


be better than Dettol. Proof or no proof, they were unwilling to budge. That’s when we realised that going headlong against Dettol would not work. We needed to think smarter and find its weakness. In the same test that showed us better than Dettol, there was another parameter that excited the R&D scientists. We could kill germs faster than Dettol. In fact we could protect hands from germs in 10 seconds while Dettol took a minute! This was exciting but we did not want to make the same mistake as before of just using facts and figures. Rather than go in with just the claim (What good is a faster handwash anyway?), we looked extensively for a consumer angle to frame the whole thing and it was while observing children’s habits that we hit a gold mine! Universally, children are always in a rush or lazy while doing things they don’t particularly enjoy (eg. eating, doing their homework etc.). When it comes to hand-washing, it is no different. For kids, it is an unnecessary chore that they do as quickly as possible as they just want to be done with it.

mothers in those countries and TV, being a mass medium, would be most effective to do that. Knowing that children pick up habits from TV easily, we placed the communications in kids’ channels. We also created catch phrases for each execution: ‘Is your soap slow?’ for the ‘slow soap’ commercial and ‘Superfast handwash’ for the Argentina commercial. 8. How do you know it worked? Mapping the results to our objectives shows the effectiveness of the campaign:

Objective #1: Grow sales volume and value faster than category to grow market share. In both years, Lifebuoy grew faster than the category both in value and volume across markets.

So regardless of how many germs Dettol claimed to kill, it would all be rendered useless by the habits of children – to wash in a hurry. The campaign titled “Superfast Handwash” used the underlying insight on children’s behavior to not only make germ protection in just 10 seconds new and relevant for Lifebuoy but also to render the competition’s high ground on germ protection very vulnerable.

Lifebuoy beat the category growth significantly in both volume and value terms, in 2010 and 2011.

Thus the double blow of a new parameter of time combined with the lens of children’s habits, managed to dislodge Dettol as the last word in germ protection, in consumers’ minds. 7. How did you bring the idea to life? Our insight was a powerful one that resonated with young mothers across the world. All mothers identified with the fact that kids are in a hurry, especially for tasks that they consider chores and washing hands definitely made it to that list.

Data for 2009 is unavailable for Pakistan and Argentina Category data was not available in Pakistan for 2009 as it was not subscribed to by Unilever since there was no Unilever Handwash brand in the market then. Similarly, in Argentina 2009 data was not subscribed to.

We had two creative responses to the brief due to varying conditions across markets. Both came from the same brief and both brought alive the same proposition of Superfast Handwash. Our foremost task was to displace Dettol, especially in countries where it had majority share, for instance, India (50%+ share), Saudi Arabia and Pakistan (20%+ share). In these countries, Lifebuoy had a presence in other formats and was a trusted albeit less premium brand. Therefore we could directly indict Dettol in communication.

*Argentina: The Volume and Value category data is representative of the entire ‘liquids’ category (i.e. bodywash and handwash) as handwash alone as a category was not tracked for the region.

The creative idea resulted from turning the proposition on its head, by labelling the other soaps ‘slow’. We did this by using an atypical child, a mama’s boy, who does everything he is told, including washing hands for one whole minute (subtly implying a ‘Dettol boy’). We established ourselves as the ‘normal’ kids’ ally so that children could be now be themselves and yet get complete germ protection - with Lifebuoy’s Superfast Handwash.

Please also note that the Argentina data is YTD 2011 (October) while the other countries are. MAT (October) 2011.

While we believed we had hit the nail on the head for the ‘Dettol countries’, there was Argentina which presented a challenge. Apart from the fact that we were a new entrant in a country that wasn’t very receptive towards antibacterial soaps, there was a cultural issue. The ‘slow soap’ communication seemed to remind them of racial and bullying issues which were a sensitive matter for the people of the country. We had to have a Plan B that was as hard-hitting as this one. To tackle this, we developed another powerful creative idea, a direct translation of the insight, which replicated a cute child running through all the chores at home (like drinking milk, washing hands), and not paying heed to the instructions of his worried mother. In this case, Lifebuoy handwash presented itself as the mother’s ally, assuring her of complete germ protection for her child, despite his hurried behavior. And it’s great for the kids too, as they get to live life as they ideally would, well at least when it comes to washing hands. For the media plan, we followed conventional FMCG logic to gain maximum reach: to create a relevant commercial and put our bets on television. It suited Lifebuoy well as we aimed to target urban and semi- urban 108

Data for 2009 is unavailable for Pakistan and Argentina 109


Perceptual: Even though the Argentina category data is representative of bodywash and handwash, the percentage change of Lifebuoy Handwash is far greater than both categories. Dettol (Espadol) Handwash figures from the same data show a close-to-nil (0.83%) growth in volume and 10.96% growth in value terms (compared to 398% growth for Lifebuoy).

Objective #3: Improve preference for Lifebuoy amongst higher income segments Handwash is a premium product offering that targets higher income groups (LSMs and SECs). In countries like India, Saudi Arabia and Pakistan, a higher income group wouldn’t consider bringing a Lifebuoy product into their homes due to its existing imagery baggage. However, after airing the ‘Superfast Handwash’ communication, the sales of Lifebuoy showed an increase in value across countries. And these share gains did come from the higher than bar income groups. INDIA

Source: Client internal figures based on retail audit by AC Nielsen

pakistan

Bars

Handwash

LSM 0-3

43.80%

8.20%

LSM 4-6

33.50%

25.50%

LSM 7-9 Objective #2: Steal share from Dettol

LSM 10-12 LSM 13-15

19.50%

60.40%

LSM 16-19

saudi arabia

Bars

Handwash

Bars

Handwash

LSM 1

16.7%

NA

All Social Class

100%

100%

LSM 2

16.8%

NA

AB

20.5%

24.6%

LSM 3-4

33.1%

5.4%

C1

29.6%

37.9%

LSM 5-7

23.6%

8.6%

C2

39%

34%

LSM 8-10

9.6%

73.3%

D

10.9%

3.4%

LSM 11+

0.2%

12.7%

Source: Consumer Household Panel June 2010 – 2011. Thus with the Superfast Handwash campaign we managed to gain entry into affluent households and thereby break the perception that Lifebuoy is a ‘poor man’s brand’. Objective #4: Establish the Lifebuoy Proposition as unique and clearly different from Dettol. INDIA The message of ‘Germ Protection in 10 seconds’ was picked up by 88% of consumers, and 80% believed that ‘Lifebuoy Handwash was faster than other soaps in killing germs’! Q3 ‘10

JUL 2010

AUG 2010

SEP 2010

Lifebuoy handwash is faster than soaps in killing germs

77

74

78

80

Lifebuoy handwash takes 10 seconds to kill germs

88

90

88

88

Source: Client internal figures based on retail audit by AC Nielsen

Source: Millward Brown

Clearly, in all the four markets we are growing significantly faster than Dettol.

ARGENTINA

In Saudi Arabia while Dettol is growing too, we are growing faster, despite being a late entrant and saddled with a cheap soap image.

The new Lifebuoy soap eliminates 99.9% of germs in only 10 seconds.

*Argentina: The market share data is an average of 12 months starting November 2010 until October 2011 as the launch was in July 2010 and data is only available from October 2010; all other countries are MAT October 2011

110

Main Impressions %

Total Impression %

Country Average of Total Impressions %

27

58

49

111


Mean Scores

Total vs Country average

Enjoyment Engagement Branding Persuasion Relevance Appeal Differentiation Source: Millward Brown, NB: green indicates significant increase vs. country average In Argentina, the communication has scored above the country average in landing the main point of the ad – the new Lifebuoy soap eliminates 99.9% of the germs in only 10 seconds. It also scores significantly above the country average in being different from other ads in the category. This research was not conducted in other markets. However, looking at the results in other markets with Lifebuoy outperforming Dettol comprehensively, it would be safe to assume that the communication has helped differentiate Lifebuoy sufficiently. 9. Anything else going on (whether or not you were involved) that might have helped drive results in the initial year and over time? Big Bazaar, a chain of supermarkets in India, had locked out Dettol and other Reckitt Benckiser products between April and May 2011. This may have added to increased sales for Lifebuoy during these months. However, the sustained growth throughout 2010/2011 has shown that the campaign was the primary driver of success in India. No other factors such as price, distribution, or competitor media spend are deemed to have influenced results. 10. List Countries where case ran. List all countries where your case ran in the past three years. 1. Argentina

2. Bangladesh

3. India

4. Indonesia

5. Malaysia

6. Pakistan

7. Saudi Arabia

8. Singapore

9. South Africa

10. Turkey

11. United Arab Emirates

12. Australia

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Lowe and Partners is a global network of distinctive diverse agencies, rich in local culture with both intimacy and scale. We come together when and where you need us, as a nimble community of strategic and creative collaborators. Our clients call it ‘reach without compromise’. We like building powerful ideas that engage the many, not the few. It’s the greatest service we can offer a client, creating an enduring,

popular idea that solves a business problem, crosses channels and changes behavior on and offline. We call our ability to shape and share engaging ideas Populist Creativity.

This book has been compiled by Lowe Counsel, Lowe and Partners’ cultural insight and marketing analysis consultancy. Counsel is dedicated to identifying and understanding global and local emerging shifts in consumer attitudes and behaviour. By identifying key cultural and behavioural foresights we help frame and shape the development of our clients’ brand and communication strategies. Our data analysis capabilities

enable us to also help clients predict and evaluate the effectiveness of those strategies. Our extensive experience working with many of the world’s leading brands is augmented by our network of over 3000 leading edge and mainstream consumers in over 55 key cities around the world. Coupled with research, econometric and quantitative analysis skills, Lowe Counsel is uniquely placed to help our clients understand their target consumers and markets.


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