Apple

Silhouette

From2003to2005,AppletriedtomovetheiPodawayfrombeinganApple
Computeraccessory.Centraltothiswasthereleaseofits"Silhouette"campaign.
Outofhome"Silhouette"adsappearedinLosAngelesduringthesecondweekof
September2003,immediatelyafterApplehadannouncedearningsof$2.15
billionforitsthirdfiscalquarter.Theoutofhomecampaignwasextendedto
othercities.OnSeptember15"Silhouette"printadslaunchedinnewspapers.In
October"Silhouette"adsappearedinmusic,sports,andmen'smagazines.The
pp
p
g
campaign'sfirstTVspotfeaturedsilhouettesofpeoplewearingiPodsanddancing
totheBlackEyedPeas'"Hey,Mama."In2004,thecampaignmovedbehindaspot
featuringU2andaspecialeditioniPodU2.
"Silhouette"dramaticallyhelpediPodmovetotheforefrontofthemarketfor
portablemusic.TheU2spotaloneincreasedApple'sstocktoa52weekhighin
bl
i Th U2
l
i
dA l '
k
52
k hi h i
2004,adding$2billiontoApple'soverallmarketvalue.SalesoftheiPodpeakedin
2004with92%marketshare,thoughthisslippedto87%byMarch2005.

14

Apple
ThinkDifferent

Inearly1997,thesituationatApplewasbleakandthecompanywasindangerof
endingitssecondconsecutiveyearwithoutprofit.Consumerconfidenceinthe
companysssurvivalwasslightandApplewasrunningmorethan25differentand
company
survival was slight and Apple was running more than 25 different and
frequentlyuncoordinatedadvertisingcampaigns.Inadesperateattempttosalvage
thesituation,theBoardofDirectorsinvitedthecompanyscofounder,SteveJobs
toreturnasCEOmorethanadecadeaftertheyhadaskedhimtoresign.Jobs
launchedtheThinkDifferentcampaignwhichwasintendedtobuildconsumer
confidence.
ThecampaigninitiallyranonTV,soonfollowedbyafirstwaveofmagazineads
choosingBusinessWeek,Time,Newsweek andadvertisingtradejournalsoverthe
computerpress.
Byitsfinalyear,"ThinkDifferent"hadtransitionedintoaprintandbillboard
B
it fi l
"Thi k Diff
t" h d t
iti
di t
i t d billb d
campaign.Forexample,billboardsplacedonthetowerofthePineStreetInnin
BostonfeaturedblackandwhiteimagesofMartinLutherKing,Jr.,andFranklin
andEleanorRoosevelt.Thetagline"ThinkDifferent"andanimageofRosaParks
coveredbusesinNewYorkCity.Thecampaignendedinmid2002.

15

Lego
Bionicles

In1997,theLEGOCompanysetouttodeveloptheBionicle productlinewhich
wouldappealtomorephysicallyactiveboyswhohaveashorterattentionspanand
less time for play The initial results of the development process acombinationof
lesstimeforplay.Theinitialresultsofthedevelopmentprocess
a combination of
constructionsetsandactionfigures weresuccessfuland,sinceLegohadbeen
successfulwithitsStarWarslicense,theprojectgroupsawhugeopportunitiesfor
developingastoryforthenextgenerationofthesetoys.
Thecommunicationstrategywastouseaswidearangeofmediaaspossibleto
exposethechildrentothestoryindifferentways.Eachofthemediawouldcarrya
differentpartofthestorydependingupontimeandindividualmediastorytelling
ability.Postersandmovietrailersweremadetolooklikesomethingfromafeature
film.
Bionicle
Bi
i l achieved3.5timesmoresalesinitsfirstyearthanthefirstgeneration
hi d 3 5 i
l i i fi
h
h fi
i
productdidinitslaunchyearof1999.Duringthisshortspanoftime,Bionicle
achievedaincreasethatrepresentedmorethan10%oftheLEGOCompany's
collectivegrowth.Bionicles actualsalesexceededthebudgettargetsandtheLEGO
Companysoldapproximately85%moreBionicle productsthanithadoriginally
budgeted despite delivery difficulties at the end of 2001 With huge sales of
budgeted,despitedeliverydifficultiesattheendof2001.Withhugesalesof
Bionicles,theLEGOCompanyachievedforthefirsttimeaplacementwithinthe
Americantoyindustry'stop15bestsellingtoys.

16

CaliforniaMilk
HappyCows

Inanefforttopromotethestate'sdairyproducts,andtodealwithitsgrowingmilk
surplus,theCaliforniaMilkAdvisoryBoard(CMAB)establishedthe"RealCalifornia
Cheese"campaignin1982.Duringthefirstcampaign,whichusedthetagline
eese ca pa g
98
u g e s ca pa g ,
c used e ag e
"Californiacheeseisgreatcheese,"Californiajumpedtothenumbertwomakerof
cheeseproductionafterWisconsin.In1995the"It'stheCheese"campaignwas
introducedasthenewtagline.
TheRealCaliforniaCheese"campaignremainedextremelypopularandhelped
CaliforniatocloseinfurtheronWisconsindominanceasthenationalleaderin
cheeseproduction.Inadditiontotelevisionspotstherewereradiocommercials,
adsonbuses,busshelters,andbillboards.
ThecampaignwasaccompaniedbyincreasedsalesofCaliforniacheeseaswellas
California dairy products in general Partly as a result of the campaign'sssuccess,
Californiadairyproductsingeneral.Partlyasaresultofthecampaign
success
CaliforniawasabletonarrowtheGAPincheeseproductionbetweenitselfand
Wisconsin.In2004theproductionofcheeseinCalifornianeared2billionpounds,
whichwasanincreaseof163millionpounds,or8.9%,comparedto2003.
Althoughthe"RealCaliforniaCheese"campaignbegansomewhatcautiously,
g
p g
g
y,
startingwithlocalmarketsandonlyslowlyexpandingnationwide,iteventually
gainedsuccess.Withinadecadeofitsintroduction,thecampaignhadhelped
makeCaliforniathebiggestdairystateintheUnitedStates,surpassingWisconsin
andbringingincrementalrevenuetothestate.

17

Altoids
CuriouslyStrong

Throughthe1980sand90stheconfectionsbreathmintmarketwasdominatedby
Breathsavers andTicTac withacollectivemarketshareof75%in1997.In1995,an
out of home campaign appeared in local markets with the headline The
outofhomecampaignappearedinlocalmarketswiththeheadline
TheOriginal
Original
CelebratedCuriouslyStrongPeppermints,featuringAltoidsasthesignature.
Marketshareshotupquicklyandthebrandwentnationwidewithintwoyears.
Thedominantmediumwasprintbut15%ofthebudgetwenttooutofhome.
Twelvecitieswereperceivedascoremarketswherebrandpenetrationshouldbe
reinforced.Notonlywerebillboards,busshelters,andphonekiosksincluded,but
specialunitsproducedaslandmarkpaintedwallmuralsandairplanebannerswere
bought.InSanFrancisco,Altoids evensponsoredasailboat.

18

CarloRossi
JugSimple

Aftera30yearhiatusfrommarketing,adyingfanbase,agrowingmoveawayfrom
lowpricedwine,anddiminishingshelfspaceasaresult,GallousetheJugSimple
campaign to reintroduce Carlo Rossi to a new generation of drinkers The campaign
campaigntoreintroduceCarloRossitoanewgenerationofdrinkers.Thecampaign
focusedon21to29yearoldsusingtheCarloRossijugasacentralimagewithan
entiresetoflivingroomfurnituremadefromemptyjugs.Thecampaignlaunched
online,wasfollowedbyaroadtoursupportedbyanintegratedmediacampaign
usingoutofhomeaswellasgeotargetedonlineplacements,localalternative
newsweeklies,radio,wildpostingsandguerrillamedia.
Thelargestbrandinthedomesticsegment,andtheglobalindustryisFranzia,a
brandwithvolumedeclinesof3.2%endingtheyearat22.8millioncases.The
numbertwodomesticbrand,CarloRossi,jumped2.6%to12.7millioncasesafter
thecampaign.Thebrandalsoexperiencedadramaticincreaseinspontaneousand
aidedbrandawareness(thelatterrisingfrom51%to82%).
id d b d
(th l tt i i f
51% t 82%)

19

CocaCola
BeautifulPeople

1978thenew"BeautifulDrinkforBeautifulPeople"campaignreplacedthe"Be
GoodtoYourself"campaignthatbeganin1975.Thenewcampaignprovideda
fresh new approach to interpreting the appeal of Tab by reaching the ageless
freshnewapproachtointerpretingtheappealofTab,byreachingthe
ageless
youngatheartwhokeeptrimwhiletheyenjoyliving.Thecampaignusedprint
media,outofhomeadvertising,radio,television,andpointofsaleadvertisingat
retailestablishments.
Tabbecamethetopsellingdrinkinitscategory.Changingmarketconditionsanda
p
g
g y
g g
corporatedecisiontodownplaytheTabbrandlatercausedthepublictolose
interestinthisformerlypopulardrink,withDietCokebecomingthecompany's
dietbeverageofchoice.Inlateryears,despitethefactthatTabstillrecordedabout
$26millionayearinsales,themarketforTabbecameaspecializedone.

20

CocaCola
ZeroTasteSimilarity

Threeyearsintoitslaunch,CokeZerowasgrowingatarespectablelevel.Todeliver
theshareincreaserequired,CokeZerohadtogainvolumegrowthbyappealingto
men 1834 who represented the largest untapped audience for diet sodas Many
men1834whorepresentedthelargestuntappedaudiencefordietsodas.Many
1834yearoldmalessaidthatdietsodastastedbadandhadanimageofbeing
overlyfeminine.Theypreferredthetasteoffullsugarsodasbut,astheygrew
older,theywerestartingtomovetolowercalorieoptionssuchasenergydrinks,
waterorsportsdrinksinexchangeforsoda.Thestrategicchallengewasto
convinceyoungmalesthatCokeZeroreallydidtastelikeCoke.
y
g
y
InadditiontoTVandcinema,printandoutofhomecreativecontainedthe
messageofZerossimilarityoftastetoCoke,withaheadlinethattiedallmedia
backtothetasteinfringementconceptoftheTVads.Astrategicoutofhome
campaignincluded12majormarketswiththemessagetasteinfringement
complementedbyaprintcampaigninmaletargetedpublications.Radiocreative
l
db
i
i i
l
d bli i
R di
i
wasdevelopedtoreinforceZero'stastemessagewithintherestaurant
environmentandeventsponsorshipswerealsopartofthecommunicationmix.

21

DHL
Competition.BadforThem.Greatforyou.

InJune2004,DHLbeganadvertisingontelevisionaftermorethan20yearsinthe
shippingbusiness,signalingadecisiontoenterintodirectcompetitionwiththe
leaders in the courier market FedEx UPS and the US Postal Service The campaign
leadersinthecouriermarket,FedEx,UPSandtheUSPostalService.Thecampaign
featuredthetagline"Competition.Badforthem.Greatforyou."ItconsistedofTV
spotsaswellasprintandonlineadvertisingwithoutofhomesignage.Billboards
wereinstalledinstrategiclocationsaroundtheUnitedStates.OneofDHL'smost
prominent,andtelling,billboardadswaslocatedattheMemphis,TN,airport,
acrossfromFedExheadquarters.TheadvertisingcampaignwassupportedbyaPR
campaign.

22

ESPN
MondayNightFootball IsitMondayyet?

After36yearsonABC,MondayNightFootballMNFstartedits2006seasonon
ESPN.ESPNhadbeenverysuccessfulwithSundayNightFootball(SNF)whichwas
consistently the highest rated cable program of the year To succeed with MNF the
consistentlythehighestratedcableprogramoftheyear.TosucceedwithMNFthe
programrequiredhighratingsandasubstantialincreaseoverSNFratings.
AnextensivecampaignbeganinAugustandranuntiltheendoftheMNFseason.
Themediaplanincludedtelevision,print,radio,online,variousoutofhome
p
platformsandsynergyeffortswithTheWaltDisneyCompany,itsparentcompany.
y gy
y
p y, p
p y
Outofhomeusageincludedbulletins,postersandbuskingsfeaturingtheIsIt
MondayYet?lineandtheESPNMNFlogo.TheseformatsraninNewYork,Los
Angeles,Philadelphia,Chicago,SanFrancisco,Boston,andDallas.Mimickingday
specificadsusedinothermedia,dayspecificoutofhomeadsranonsmallerunits
suchascommuterrailcarcards,subwaypostersandbusshelters.
ESPN'sperformancewithMNFbrokecableTVviewingrecords:
ESPN'sinauguralMNFseasonwasthemostwatchedseriesincabletelevision
history.
ESPN'sNYGiantsatDallasMNFgamedeliveredthelargesthouseholdaudience
in cable television history with 11 8 million households
incabletelevisionhistorywith11.8millionhouseholds.
Excludingbreakingnews,ESPN's2006MNFgamesaccountfor9ofthe10most
viewedtelecastsincablehistory.
ESPN'sMNFgamesthatseasonrankasthe17mostviewedcabletelecastsof
theyear.

23

GAP
ForEveryGeneration

In1999GAPInc.,withareputationforofferingconsumersaffordablecasual
clothingbasicssuchaskhakis,jeans,andTshirts,shifteditsmarketingfocusto
teen shoppers To attract teens to its stores GAP began offering trendy
teenshoppers.Toattractteenstoitsstores,GAPbeganofferingtrendy
merchandisesuchasglitterdecorateddenimjacketsandbodyhuggingshirts.Asa
resultitlostmanyofitscorecustomers,sendingthecompanyintoafinancialfree
fall.Priortotheproductshift,thecompanyhadreported$1.13billioninearnings.
In2001,GAPreportedalossof$7.8million.GAPssaleswentintoadownward
spiral,andinApril2002thecompanyreporteda24%dropinsalesatstoresthat
p ,
p
p y p
p
hadbeenopenforayearormore.
In2002,inanefforttowinbackitscorecustomersandreverseitsdecliningsales,
GAPagainchangeditsfocus.Thechainlaunchedaglobalmarketingcampaign
titled"ForEveryGeneration,"aimedatabroaderaudience.Thecampaignincluded
televisionspots,printandoutofhomeads,anddirectmail.Commercialsfeatured
l
d
fh
d
dd
l
l f
d
arosterof50celebritiesdressedintheirownGAPclothing.
Bytheendof2002,ithadbecomeclearthatGAPsmarketingstrategyhad
accomplisheditsgoal.Priortothecampaign'slaunch,thechainhadreported29
consecutive months of declining sales Following its launch in October 2002 GAP'ss
consecutivemonthsofdecliningsales.FollowingitslaunchinOctober2002,GAP
saleswereontherise,up1%comparedwitha17%dropinthesamemonththe
previousyear.

24

GAP
Khakis

InApril1998,GAP,Inc.launchedaglobaladvertisingcampaignforitschainof
nearly1,600casualclothingstores.Thecampaignfocusedonthecompany'skhaki
pants The US khakis market was growing at a rapid rate due to two main factors
pants.TheUSkhakismarketwasgrowingatarapidrateduetotwomainfactors.
First,youngerconsumersincreasinglyeschewedbluejeans,thetraditionalbadge
ofyouthculture,becausetheirBabyBoomerparentsoftenworedenimand,
secondly,"businesscasual"clothes,includingkhakis,weregainingacceptanceas
appropriateprofessionalattire.
Oneoftheprimarytargetaudiencesofthe"Khakis"campaignwereteenagers.
Carewastakennottoalienatethesecondtarget,BabyBoomerswhowere
experiencingthe"businesscasual"boomofthe1990s,whichmeantmore
employeesofallagesandpositionsbeganwearingkhakistoworkmoreoften.
Onceknownascomfortable"oldman's"clothesandthenasthepreppypantsof
the1980s,khakiswerepresentedastheultimateincoolasaresultofthe
campaign.
InadditiontoTV,printadsappearedinnationalmagazinesandoutofhomeads
appearedinmajormarkets.
Thecampaignwasanimmediatesuccess.Consumerswereeffusiveaboutthe
commercials,andGAP'ssalessoaredafterthereleaseoftheads.GAPstores
experiencedastunning24%gaininsamestoresalesinMay1998,whichUSA
Todaycreditedtothe"Khakis"advertising.Yearendfiguresfor1998revealedthat
GAPhadincreaseditssalesnearly40%duringtheyear.
y
g
y

25

H&RBlock
WorriedAboutBill

In2000,H&RBlock,Inc.wasthelargesttaxpreparationcompanyintheUnites
States.Thecompanywasventuringbeyondthenicheindustryithadexcelledinfor
45 years After a series of acquisitions and changes in upper management the firm
45years.Afteraseriesofacquisitionsandchangesinuppermanagement,thefirm
knownforpreparingtaxreturnsbegantoutingitsnewmortgageandbrokerage
services,financialplanningservices,andlineofpersonalfinancesoftware.
ThecompanyalsowantedtobrandH&RBlockasafinancialserviceavailabletoall
Americans,notjusthighprofilebusinesses.Puttingallofthecompany'schanges
,
j
g p
g
p y
g
intooneadvertisingmessage,H&RBlockreleasedits"WorriedaboutBill"
campaign.
WorriedaboutBill"brokenationallyinJanuary2000.H&Rtripleditsadvertising
budgettofinancethe$100millioncampaign,whichemployedtelevision,radio,
print,andoutofhomeadvertisements.Thecampaignfeaturedthefictional
i
d
fh
d
i
h
i f
d h fi i
l
characterBill,who,astheApril15taxdeadlineapproached,grewincreasingly
anxiouswhilepreparinghistaxes.

26

Heineken
ItsAllAbouttheBeer

By1972theHeinekenbrandhadbecomeAmerica'stopimportedbeerbut,having
beenaniconof1980sluxuryandexcess,itdidnotreflectchangingtrendsinthe
United States during the nineties that had evolved into more modest behaviors By
UnitedStatesduringtheninetiesthathadevolvedintomoremodestbehaviors.By
the1990s,Heinekenhadanoutdatedimage.Futuregrowthhingedonmakingthe
brandmoreapproachableintheUSmarket,specificallyconnectingwiththebeer
industry'sallimportantaudienceof21to35yearoldsandmaintainingits
reputationforsuperiorbeer.Itsallaboutthebeerlaunchedin1999focusingon
"beermoments",situationsinordinarylifethatbecamedramaticorotherwise
,
y
noteworthybecauseofthepresenceofHeineken.Thecampaignfeatured
irreverenthumoranddowntoearthbackdrops,takingHeinekenoffitspedestal
andcommunicatinganupdated,moreyouthconscioussensibilitywhilefocusingon
thequalityofthebeeritself.
ThecampaignhelpedfuelconsistentincreasesinHeinekensalesandwascredited
h
h l df l
k
l
d
d d
withpositioningthebeerforhealthylongtermgrowth.Thesesuccesseswere
likewisereflectedinincreasedadspending,asthebrand'smeasuredmediabudget
grewtoanestimated$50millionby2001.
Heinekenchangedagenciestwiceintwoyears,withthethirdincumbentofthe
Heineken
changed agencies twice in two years with the third incumbent of the "It's
It s
AllAbouttheBeer"campaignstayingonmessage,extendingitswellreceivedTV
spotsin2003andaddingoutofhomeadsandradiospots.

27

IKEA
Unbring

In2002,IKEAwastheworld'slargesthomefurnishingretailchainandhadjust
announcedplanstoopen60to70newstoresacrossAsia,Europe,andNorth
America Although awareness was generally high in US metropolitan areas it was
America.AlthoughawarenesswasgenerallyhighinUSmetropolitanareas,itwas
lowerinsmallercitiesandsuburbanmarkets.The"Unbring"campaignsetoutto
increasebrandrecognitionintheUnitedStates.Thetitleofthecampaignincluded
afakeumlautasatongueincheekreferencetothecompany'sSwedishheritage
andfocusedonAmericans'compulsiontokeepoutdatedfurniture."Lamp,"the
firsttelevisionspot,directedbySpikeJonze,featuredanoldredlampthathad
p ,
y p
,
p
beenreplacedbyanewIKEAlamp.
DuringthelastweeksofSeptember2002thecampaignlaunchedontelevision,the
Internet,printandoutofhome,withalladscontainingthetagline:"Unbring".
OutofhomebillboardsfeaturedenormousIKEApricetagswithactualfurnishings,
suchasbookcasesandsofas,attachedtothesigns."Unbring"posterswere
h b k
d f
h d
h i
" b i "
placedinNewYorkandChicago,and"Lamp"and"MooCow"television
commercialsairedduringtheWorldSeriesandduringpopularnetworkshows.

28

InfinitiG35
AllWheelDriveLaunch

InMarch2002,InfinitilaunchedtheG35,a$30,000sportssedanthatmadetop10
listspublishedbythetradepress.Despitethecarsvirtuesasasportssedan,its
rear wheel drive configuration was seen as a winter
rearwheeldriveconfigurationwasseenasa
winterdrivingliability
driving liabilityinnorthern
in northern
markets.Duringitsfirstwinteronthemarket,G35sawsalesdrop30%between
SeptemberandDecember.Itwasclearthatanallwheeldrivemodelwasneeded
tobolsterG35salesthroughthewintermonths,butthiswouldbesimply
launchingyetanotherAWDsportssedanintothemarket.
Thecreativestrategyemergedfromasimpleinsight:Infiniti'sAWDsystemwas
superiornotbecauseitdeliversbettertractioninsnow,butbecauseitdelivers
betterperformanceonadry,sunnydaywhenmotoristsreallywanttodrive
aggressively.CompetitivesystemsdeliverAWDallthetime,evenwhenyoudon't
needthemwhichhandicapsthevehicle'sperformance.Infiniti'ssystemswitches
automaticallybetweenAWDandrearwheeldrive,dependingonconditions.When
i ll b
AWD d
h ld i d
di
di i
Wh
AWDisn'tneeded,thecarisswitchedtorearwheeldrive.Theadcopyputitmore
simply,Infiniti:AllWheelDrivethatchangeswiththeweather.
Withlimitedresources,snowrelatedmediawerechosentomaximizetheimpact
against target markets at the most appropriate time Out of home billboards were
againsttargetmarketsatthemostappropriatetime.Outofhomebillboardswere
runinsnowheavymarketswhichalsoreceivedsupplementalcablespots.Thiswas
backedupbyanationalnewspapercampaignontheweatherpagesofTheWall
StreetJournalandUSAToday,anonlinecampaignthatranwithintheskireporton
weather.comandmagazinespreads.

29

HolidayInn
Rejuvenation

In1996,HolidayInnwantednotonlytopublicizethephysicalimprovementsitwas
makinginarenovationprogram,butalsotorevitalizeconsumers'ideasaboutthe
chain Though it had dominated the roadside hotel market for decades the chain
chain.Thoughithaddominatedtheroadsidehotelmarketfordecades,thechain
hadbeenstrugglingsincethe1980stodistinguishitselffromahostofnew
competitorsandthenewcampaignsoughttomodernizetheHolidayInnimage
andrebuildthebrand'sreputationforqualityandconsistency.Thecampaign
launchedduringthe1997SuperBowl,usingthetagline"Ontheway"totell
consumersaboutthephysicalmakeoverinprocessatmanyHolidayInnlocations.
p y
p
y
y
Thetelevisioncampaign"Mark"followed,runningtowideacclaimfrom1999to
2002andsignificantlyraisingthebrand'sprofile.However,after"Mark,"Holiday
Innlefttelevisionfortwoyears,focusingonprint,airportdisplays,andoutof
homeadsforits"WhatMattersMost"campaign.
A2004televisioncampaignonthechildren'snetworkNickelodeonfollowed,andin
l
h h ld '
k
k l d
f ll
d d
2005theagencyadaptedtheconceptbehindthe"WhatMattersMost"campaign
forplacementonavarietyofcabletelevisionnetworks.
Thesuccessofthebrandrejuvenationstrategywasmostevidentduringthe
"Mark"
Mark campaign.
campaign

30

LasVegasConvention&VisitorsAuthority
VegasStoriesCampaign

Between2000and2002,thenumberofvisitorstoLasVegasdippedfrom35.8
millionto35million.Atthetimethedecreasewasattributedtotheterrorist
attacks of September 11 2001 the sprawl of Native American owned casinos
attacksofSeptember11,2001,thesprawlofNativeAmericanownedcasinos
acrossAmericaandasuddenincreaseinlocationsthatallowedgambling.TheLas
VegasConvention&VisitorsAuthority(LVCVA),withaprimarymissiontomarket
SouthernNevadaasapremierdestinationforleisureandbusinesstravel,released
its"VegasStories"campaigninJanuary2003tobrandLasVegasasaleisure
destinationforadultscravingindulgenceandanescape.
g
g
p
Thecampaignwasoriginallyscheduledfor20monthsandfeaturedthetagline
"Whathappenshere,stayshere."Afterachievingconsiderablesuccessitcontinued
into2005,appearingacrossprint,internet,outofhome,andtelevisionplatforms.
ItdifferedfrompreviousLVCVAcampaigns,whichadvertisedLasVegashotels,golf
courses,andentertainmentandfocusedontruestoriesofpeopleusuallyintheir
twentiesorthirties,whoweresuspiciouslyvagueaboutwhattheyactuallydid
duringrecentLasVegasvisits.
Controversialfromthebeginning,"VegasStories"commercialswerebannedfrom
airing during the 2003 Super Bowl and Las Vegas businesses voiced their difficulty
airingduringthe2003SuperBowlandLasVegasbusinessesvoicedtheirdifficulty
inhiringoutofstateemployeesafterthecampaign'staglineboastedaLasVegas
immoralside.EventhestateGovernorwasinitiallycritical,thoughthehe
changedhismindafterthecampaigndemonstrateditssuccessbyreversingLas
Vegas'visitordecline.In2004thecityhosted37.4millionvisitors,2.4millionmore
thanin2002.

31

Levis
501Reasons

Levisbrandadvertisingresurfacedinthemid90safteraslumpindenim
popularityinthe80sonlytofaceanewflankofcompetitors.Levi'shadlong
battled Lee for the top spot in the denim category with designer labels such as
battledLeeforthetopspotinthedenimcategory,withdesignerlabelssuchas
CalvinKleinandGuessnotfarbehind.Intheearly1990s,athirdcontingent
enteredthearenaasmajordepartmentstoresintroducedtheirownprivatelabel
brands.LeviStrauss&Co.setouttorebuildbrandawarenessandexcitementfor
itssignature501jeanswithanewgenerationofAmericanteenagersasitstarget
market.
Tocapturetheattentionandmarketshareofmaleteenagers,LeviStrauss&Co.
launchedacampaignthatwouldstrengthenandupdatetheimageofits122year
oldbuttonfly501s.Theresulting"501Reasons"campaigntookanirreverent,
humorouslookatassorted501Reasonswhytheyweretheultimatebluejeans.
Thecampaignappearedinprint,ontelevision,andusedoutofhomeexecutions.
Outofhomeadvertisingappearedonbuses,busshelters,andtelephonekiosks
andthe501redballwasprojectedorpaintedontothesidesofbuildingsinurban
areas.
Thecampaignwasahitwithconsumers.Unaidedbrandawarenessrosefrom22to
The
campaign was a hit with consumers Unaided brand awareness rose from 22 to
35%,withunaidedadvertisingawarenessincreasingfrom19to28%.LeviStrauss's
projectedfullyearnetincomefor1995wassignificantlyhigherthan1994,witha
recordbreakingfourthquarter.Despitethefactthatthemarketforwidelegged
jeanscontinuedtoflourishinthemid1990s,salesof501sremainedstrong.

32

LevisDockers
NicePants

Intheeightyearsaftertheirintroductionin1986,Dockershadgeneratedmore
than$1billioninsalesbut,in1994,thebrandsawitsfirstdropinsales.Dockers
faced increasing competition from designer and private label brands of men'ss
facedincreasingcompetitionfromdesignerandprivatelabelbrandsofmen
casualclothes,butitwasalsolosingitsappealamongyoungermaleconsumersin
their20sand30s.InordertoenergizetheDockersimage,LeviStrauss&Co
launchedanewadvertisingcampaignthatsoughttowinoveryoungermentothe
brand.The"NicePants"campaign,whichconsistedoftelevision,print,andoutof
homecomponents,markedaradicalshiftinthebrand'smarketingefforts.
p
,
g
Thecampaignwasinitiallylaunchedwithoutofhomebillboards,which
incorporatedanactualpairofDockerskhakisandthetagline"NicePants."Later
LeviStraussshiftedthecampaign'sfocustotelevisioncommercials.Thesespots
featuredanattractivemanwhosepantswereadmiredbystrangers.Billboardsand
transitadsweredisplayedinmajorAmericancities,includingAtlanta,Houston,Los
Angeles,NewYork,andMinneapolis.
Notonlydidthebrand'sdeclineinmarketsharestopbutsalesofDockers
reboundedstronglyduringthecampaign.By1997,themarketshareheldby
Dockers was more than double that of its closest competitor By 1997 an
Dockerswasmorethandoublethatofitsclosestcompetitor.By1997,an
impressive70%ofAmericanmenaged25to49ownedatleastonepairofDockers
khakis(comparedtothe58%whoownedapairin1994).

33

McDonalds
ImLovinIt

By2003,afternearly50yearsasthekingoffastfood,McDonald'sCorporationwas
sufferinganidentitycrisis.Thecompany'srevenueswereshrinkinganditwas
forced to lower its earnings expectations for 2002 To reconnect with customers
forcedtoloweritsearningsexpectationsfor2002.Toreconnectwithcustomers,
thecompanyplannedremodelingprojectsinmorethanhalfofitsUSstores,
revampeditsmenuofferingstoincludehealthierchoices,and,torebuildbrand
identity,itlaunchedaworldwidemarketingcampaign,"I'mLovin'It,"featuringpop
singerJustinTimberlake.
Inadditiontothetelevisionspots,thecampaignincludedposters,,ceilinggraphics,
andkioskads.
InNovember2003,McDonaldsreportedthebiggestsinglemonthincreaseatits
USrestaurantsinmorethanfiveyears,liftingthemtoanimpressive8.4%gainin
comparablesalesagainstthepreviousmonthwhichthecompanyattributedin
parttothefirstfullmonthofthenewadvertisingcampaign.

34

MercedesBenz
UnlikeAnyOther

In2001,MercedesBenzUSA(MBUSA)satinthirdplaceintheU.S.luxury
automobilemarket,behindBMWandLexus.ThelaunchofthebrandsnewSL500
in 2002 represented an opportunity to gain market share with the "Unlike
in2002representedanopportunitytogainmarketsharewiththe
UnlikeAny
Any
Other"campaign.Sincethenewautomobilehadan$85,000pricetag,thegoal
wastoremindMercedes'customersoftheSL500'sautomotiveexcellence,style,
andtradition.
LaunchingtheweekofMarch11,2002,the"UnlikeAnyOther"wasseenonboth
g
,
,
y
localandnationalcablenetworks.Printadvertisingwasusedinmajornewspapers
andmagazines.Furthersupportcamethroughanoutofhomeaswellasradioand
interactiveadvertising,relationshipmarketing,withemphasisplacedonbuilding
longtermrelationshipswithcustomersandcollateralmaterialincludingassales
brochures.
Themonthsfollowingthelaunchof"UnlikeAnyOther"sawanincreasein
MBUSA'ssales,whichpeakedinJuly2002,when14,937newvehiclesweresold
causingasevenmonthyeartodatesalesrecordforMBUSAofnearly118,000cars
sold.

35

MercedesBenz
CorporateBranding

In1997,MercedesBenzofNorthAmericawasatitspeak,saleswerestrong,its
productswerehighlyratedbyindustryanalysts,itsconsumermarketwasloyaland
itwasintroducingitslargestproductlineever.Despitethesuccess,Mercedes
plannedtoexpandtheirmarketsharewhilemaintainingtheirexistingcustomer
base.
Anewbrandcampaign,Mercedes'firstsincetheearly1990s,wasintendedtolay
the foundation for product launches later in the year It broke in mid February
thefoundationforproductlauncheslaterintheyear.ItbrokeinmidFebruary
1997witha30secondcommercialonprimetimenetworkandcabletelevision.
Thetelevisioncomponentwasaccompaniedbysixprintads,aswellasoutof
homethatincludedtransitandairportads.Theadstargetedanewyounger
market,emphasizedvisuals,dispensedalmostcompletelywithproduct
descriptions, and incorporated humor, whimsy, and even raciness.
descriptions,andincorporatedhumor,whimsy,andevenraciness.
Mercedes'salescontinuedtoincreasethrough1997growing14.4%byAugust.In
March1998,almostexactlyoneyearafterthebrandingcampaignwaslaunched,
saleswereup69%fromthepreviousMarch.

36

MINICooper
Zug.TheOtherMINI

Forsevenyears,theMINIbrandconsistedofonemodeltheMINICooperintwo
styles,hardtopandconvertible.Therefore,thelaunchoftheClubmanin2008
providedauniqueopportunitytoreinvigoratetheMINIbrandwithanallnew
brand.Becauseofthegreatsuccessofitsearlieradcampaign,theMINICooper,
whileiconicandendearing,wasbecomingfarmorefamiliarandlessedgy.Given
thisincreasedvisibility,theClubmanneededtobedisruptive.
BeginningtwoweeksbeforetheClubmanlaunch,teaseroutofhomeappearedin
key influencer markets The teasers simply said Zig and Zag Zig Zag was
keyinfluencermarkets.TheteaserssimplysaidZigandZag.Zig.Zag
was
ubiquitousthroughmarkets onsteps,onposters,onwalls,onbusshelters,in
transitstationsbutwithnologoandnoovertbranding.Onlaunchdaytheoutof
homepostingsexpandedandtheClubmanjoinedthefamilyasZug.TheOther
MINI.Thiswassupportedbynationaltelevisionspotsthathighlightedtheunique
design and performance of the Clubman and print and out of home which
designandperformanceoftheClubmanandprintandoutofhomewhich
developedamoreedgytonewithheadlineslikeBabyGotBack,Badonkatrunk,
andSomeone'sBeenSleepingAround.
Duringthecampaign,theMINIbrandincreased36%asatopofmindfirstchoice
forpeopleplanningtobuyasmallcar.Withinthreemonthsafterthelaunch,the
ClubmanwaitlistgrewtofourmonthsasMINIreachedanunprecedentednumber
ofpreordersfortheClubmanwith90%oftheClubmanmodelsontheirwaytothe
USsentasspecialordersforcustomers.DuetotheClubmanlaunch,MINIsales
reachedhistoriclevelsand,duringtheClubmanlaunchfromJanuarytoJune2008,
MINIexperiencedgrowthof40%,whilethetotalindustrywasindecline.Although
sales of small cars were also growing MINI far outpaced them
salesofsmallcarswerealsogrowing,MINIfaroutpacedthem.

37

Mitsubishi
WakeUpAndDrive

InAugust1998,miredinaslumpcausedbysinkingsales,adwindlingmarket
share,ananonymousimage,andanilldefinedmarketingeffort,Mitsubishisaw
the introduction of an updated version of its midsize sedan the Galant as an
theintroductionofanupdatedversionofitsmidsizesedan,theGalant,asan
opportunitytoreinvigoratethecompany'simage.
Theresulting$50millioncampaign,tagged"WakeUpandDrive,"focusedonTV,
withsupportingprint,outofhome,andInternetelements.Thecommercials
positionedtheGalant asanalternativetothestaidfamilysedanwiththetheme
p
y
thatresponsibleadultscouldremainyouthfulatheartandchoosetheir
automobilesaccordingly.AsMitsubishibegantofindsuccesswiththiscampaign,it
putitsentire$180millionbudgetbehindthethemefeaturingthefullrangeof
Mitsubishiautomobiles.
Mitsubishisuccessfullycreatedayouthfulandenergeticbrandidentity,surpassing
b h
f ll
d
hf l d
b d d
Volkswagenwiththelargestportionofunder35driversegment.BySeptember
1998,Mitsubishihadsold4,691Galants (comparedto2,366theprioryear)butby
year'sendthenumberhadshotupto44,202.The2000Eclipseredesignwas
equallysuccessful,andsurgingsalesofthesetwomodelshelpedthecompany
achieve recordbreaking sales in late 1999
achieverecordbreakingsalesinlate1999.

38

MontanaMethProject
NotEvenOnce

MethamphetamineusagewasatcrisislevelsinruralpartsoftheUnitedStates.In
2006,Montanahadthehighestpercetnage ofteenagemethamphetamineusagein
the country The Montana Meth Project was established to prevent first time use
thecountry.TheMontanaMethProjectwasestablishedtopreventfirsttimeuse.
ThecampaignusedhighprofilemediafeaturingTV,radioandoutofhome.TVwas
usedtoconveyanemotionalmessage.Radiocarriedreallifetestimonialsfrom
thosesufferingfromaddiction.Bothoftheseformatsweresupportedbyoutof
home.
Thecampaignsucceededinraisingawareness.Inasurveyofteensandparents,
therewasa10%increaseofawarenessforatleasteightofthe14significantrisk
factorsassociatedwithtryingmeth.

39

Napster
ItsComingBack

NineteenyearoldShawnFanningcreatedthefilesharingwebsiteNapsterin1999.
ThegrowthofNapsterandsimilarsitescreatedapanicinthemusicindustryand
singled out Napster forcing it to shut down in 2001 Two years later Roxio Inc
singledoutNapster,forcingittoshutdownin2001.TwoyearslaterRoxio,Inc.
purchasedNapster'sassetsandformedlicensingagreementswithrecording
companieswhilerepackagingNapsterasawebsitetodownloadmusiclegally.The
"It'sComingBack"campaignwaslaunchedin2003toattractolder,paying
customerswithoutalienatingtheformerNapstermembers.
The"It'sComingBack"campaignsurfacedinJune2003withnineshortinternet
films,threeofwhichwereusedastelevisioncommercialsinOctober2003.Before
theselaunched,teasercampaignsinoutofhomeandprintwerereleased.One
teaserinvolveddividingNapster'slogo,the"kitty"head,intothreedifferent
billboardsanddisplayingthemalongSunsetStripinLosAngeles.Inmajorcities,
posterwereusedwithstickersdepictingtheNapster"kitty.Thestickerswerea
separateelementandmadetoappearasguerrillaplacedXeroximageswas
deliberate.
Amonthafterthetelevisionspotsfirstaired,www.Napster.comregistered3.2
million visitors surpassing iTunes'2.7millionvisitors.Duringthelastquarterof
millionvisitors,surpassingiTunes
2 7 million visitors During the last quarter of
2003Napsterhadmoreonlinetrafficthananyothermusicshoppingwebsite.The
new,legalNapsterachievedmoreprofitthanitsearlierversioneverdidandsales
between2004and2005increasedby53%to$46million.

40

Nissan
EnjoytheRide

LaunchinginAugust1996andcontinuingtolate1997,NissansEnjoytheRide
campaignwasthecompanysbiggestinitshistorywithadspendsecondonlyto
General Motors The campaign focusing on brand identity rather than individual
GeneralMotors.Thecampaign,focusingonbrandidentityratherthanindividual
models,wasdesignedtoremindcustomersthatNissancarswerefuntobuyand
drive.Thecampaignalsostressedthecompanysbeliefthatconsumerfeedback
andcarbuyingexperienceswereimportant.
Thecampaigninevitablyusedawiderangeofmedia.Outofhomerantogether
p g
y
g
g
withtelevisionandradiowithadsappearingonbuses,billboardsandbenches
featuringanelderlyJapanesecharacterknownasMr.Kwhowasbasedontheex
presidentofNissan,YutakaKatayama.
In1996,brandawarenessincreasedfrom15to42%andlikabilitydoubled.

41

PalaceSports&Entertainment DetroitPistons
GoinToWork.EveryNight.

Aftersuccessesinthelate80s,theDetroitPistonsexperiencedadeclinethat
lastedforoveradecadebothintermsofresultsandintermsofaudiencelevels.To
reverse this latter trend at least the parent company Palace Sports &
reversethislattertrendatleast,theparentcompany,PalaceSports&
Entertainment,launchedtheGointoWork.EveryNightcampaignforthe2001
02season,identifyingtheteamwiththehardworking,industrialcultureofDetroit.
Focusingonengagementwithbluecollarfans,thecampaignranonasmallbudget
overTV,radio,directmail,print,Internetandoutofhomeincludingsixmetalhelp
,
,
,p ,
g
p
wantedsignspositionedinthearenawhichcontinuedthoughthe20032004
seasonwhenthePistonswontheNBAChampionship.
Thecampaignexceededallthreegoalsforthe200102season:
Attendanceincreasedby32%overthepreviousseason;15%abovethegoal.
Renewalrateforseasonticketholdersincreasedfrom60%duringthe200001
l
f
i k h ld i
df
60 % d i
h 2000 01
seasonjumpingto90%;80%abovethegoal.
Thenumberofselloutsincreasedthreein200001season.ByJanuary2006,the
Pistonshadrecordedmorethan100consecutivesellouts.

42

PartnershipforaHealthyMississippi
QuestionIt

Theobjectiveofthe'QuestionIt'campaignwastoreducesmokingprevalence
amongMississippiteensbygivingthemthefactsabouttobaccouseandtobacco
marketing and by encouraging them to 'question'
marketingandbyencouragingthemto
question theirstatusasatargetofthe
their status as a target of the
tobaccoindustry.ThecampaignpresentedMississippiteenswithmessagesabout
industrymanipulationandtobacco'shazards.
Television,bothnetworkandcable,waschosenastheprimarymedium,
supplementedbyradio,outofhomeandInternetpromotions.
pp
y
p
Accordingtofiguresreportedinthe2000MississippiYouthTobaccoSurvey
(publishedJune2000),Mississippipublichighschoolsmokingwasdown10%,
publicmiddleschooltobaccousehadfallenby21%,AfricanAmericanmiddle
schoolsmokingfellby31%,AfricanAmericanhighschoolsmokingdecreasedby
19% d iddl
19%,andmiddleschoolsmokelesstobaccousehasdecreasedby17%.
h l
k l
b
h d
d b 17%

43

PeaceCorps
LifeisCalling. HowFarWillYouGo?

ThePeaceCorps,createdin1961duringtheKennedyadministration,hadreceived
asteadyflowofrecruitsthroughthe60sand70sbutitsimagebecameoutdated
and by 2002 the number of recruits was dwindling as it was more difficult to
andby2002thenumberofrecruitswasdwindlingasitwasmoredifficultto
convincecollegegraduatestosignupfora27monthcommitment.
LifeIsCalling.HowFarWillYouGo?markedachangeintargeting,awayfrom
newcollegegraduatestoapersonalitytypedescribedasUnfulfilledIdealists,
optimistswithanexpansiveworldviewandasearchforfulfillment.Thecampaign
p
p
p g
includedtelevision,print,radio,andbillboardadvertisementsandappearedin27
markets,includingWashington,D.C.,Philadelphia,SanFrancisco,Detroit,and
Atlanta.OutofhomepostersalsoappearedonMetrorailandMetrobussignsin
theWashington,D.C.area.
ThecampaignhelpedtoincreasetherateofPeaceCorpsapplicationsby20%in
h
h l d
h
f
l
b
justninemonthsandthePeaceCorps'websitetrafficincreasedby73%overthe
previousyear.Totalwebsite,email,phone,andmailinquiriesincreased47%.By
2004,thetotalnumberofPeaceCorpsvolunteershadreached7,733whichwas
morethantheagencyhadreportedanytimeinits29years.

44

PepsiCo
TheNotSoVanillaVanilla

PepsiVanillawascreatedindirectresponsetothesuccessfulintroductionof
VanillaCokebyPepsi'slongtimerivalCocaCola.Colavolume,whichhadpeakedin
1988 but volume was down by 2002 In reaction cola companies expanded their
1988butvolumewasdownby2002.Inreaction,colacompaniesexpandedtheir
softdrinkvarieties.PepsiCointroducedPepsiVanillaanditslowcalorie
counterpart,DietPepsiVanilla,inAugust2003.
ThecampaignimpliedthatVanillaCoke'stastewasoverbearingandbehindthe
times.PepsiVanilla'scomprehensivecampaignfeaturedprint,outofhome,and
p
p
p g
p ,
,
onlineadvertisingaswellastelevision.Outofhomeadswereinstalledindensely
populatedurbanareas.
Withinthefirsttwomonthsofthecampaign'sintroduction,salesofPepsiVanilla
wereincreasingandtheproductearnedamarketshareof1.4%inthe
convenience torecategoryand1.6%inthemassmarketchannel,surpassingthe
company'sgoalof1%share.VanillaCoke'smarketsharedroppedbyapproximately
1%immediatelyfollowingthelaunchofPepsiVanilla.SalesofPepsiVanilla
remainedstrongthefollowingyear.

45

RocktheVote
Yes/NoBallotBox

Twoyearsafteritsfoundingin1990,RocktheVotewascreditedwiththesecond
largestturnoutof1824yearoldsinAmericasvotinghistory.However,in
subsequent years the number of young electors decreased steadily and the
subsequentyearsthenumberofyoungelectorsdecreasedsteadilyandthe
Yes/NoBallotBoxcampaignwaslaunchedtoreversethistrendforthe2000
presidentialelection.
Thecampaignranacrossvariousmediachannels,includingprint,radio,outof
home,television,andInternetfeaturedprovocativeimagesassociatedwith
contemporaryissueswithyes/nocheckboxesalongsideeachimage.
RocktheVoteregistered565,000newvoters.

46

Saab
BornFromJets

Intheearly2000s,SaabslongtermpositioningasIntelligentcarsforintelligent
peoplehadresultedinflatsales,dispiriteddealersandafranchiseindangerof
being pulled from the US marketplace To grow volume Saab appointed a new
beingpulledfromtheUSmarketplace.Togrowvolume,Saabappointedanew
generalmangerin2005aswellasalargeportfolioexpansionandacampaign
focusingonperformancebasedonSaabsjetassociatedheritage.Saabhadbeen
foundedbyaircraftengineers.
BornfromJetswaslaunchedinOctober2005usingawiderangeofmedia
g
g
includingtelevision,radio,print,outofhome,directmail,onlineandpointof
purchaseadvertising.
Aswellasincreasesinawarenessandinterest,January2006recordedthebest
salesmonthinrecenthistorywithyearoveryearsalesgainsofover34%andQ3
2006
2006exceededsalesobjectiveswithatargetof9,255newcarsalesandanactual
d d l
bj i
ih
f 9 255
l
d
l
salesvolumeof9,648newcars.

47

SchickWilkinsonSword
ShavingMadeSimple

Formanyyears,SchickWilkinsonSwordsaleswereadistantsecondtoGillette
Companyinallcategoriesrelatedtotheglobalshavingproductsmarket.However,
in the late 1990ssSchickrecognizedanopeninginthewomen
inthelate1990
Schick recognized an opening in the women'ssgroomingcategory.
grooming category
Unlikepreviousproductswhichwereessentiallyrepackagedmaleproductsfor
women,Schickdecidedtodevelopashavinglinespecificallyintendedforwomen
andin2003,launchedathreebladepivotingrazorwithaconditioningsoapthat
provideditsownlather,idealforuseintheshower.
Thegoalsofthe"ShavingMadeSimple"campaignweretointroducetheIntuition
product,educatewomenabouthowitworked,motivatethemtochangetheir
shavingbehavior,andtotrytheproduct.ItwaslaunchedinApril2003and
includedtelevision,radio,print,Internet,andoutofhomeelements,allofwhich
tookahumorousapproachtotheproblemswomenhadshavingwithtraditional
bl d
blades.
The"ShavingMadeSimple"campaignsucceededindoublingSchick'sshareofthe
women'sshavingmarketand,althoughGilletterespondedvigorouslywiththe
VenusandQuattroforWomenproducts,itwasanimportantstepinSchick
becoming a greater challenge to Gillette in the global shaving market
becomingagreaterchallengetoGilletteintheglobalshavingmarket.

48

Masterfoods
SnickersMarathon. TheEnergyYouCrave

InOctober2003,Mars,Inc.'snewlycreatedfooddivision,Masterfoods USA,began
ateasercampaigntoletconsumersknowthatanewenergybarwasabouttobe
launched Snickers Marathon bars which came in two flavors Multi Grain Crunch
launched.SnickersMarathonbars,whichcameintwoflavors,MultiGrainCrunch
andChewyChocolatePeanut,appearedinJanuary2004.Thenewproductwas
designedtoappealtotheloyalcandybarcustomerwhoalreadyusedtheSnickers
bartosatisfyhungerbutwantedahealthier,proteinbasedenergybarmoresuited
totheirdailyworkoutneeds.Thegoalwastoconvincediscerning,healthconscious
consumersthatSnickersMarathonwasanutritiousenergybarwiththetasteofa
gy
candybar.Thebarswereaimedattakingsomeoftheestimated$1billionmarket
shareawayfromindustryleadersPowerBarandBalanceBaralongwithother
energybarmakers.
Printadswereplacedinhealthandfitnessmagazinestopavethewayfora
comprehensivemediacampaigncalled"TheEnergyYouCrave."Televisionspots
h
d
ll d " h
" l
tookup75%ofthebudgetwiththerestsplitbetweenprint,outofhome,and
onlineadvertisingaswellaspublicrelations,pointofpurchasedisplays,and
promotionalfunctions.Thetelevisionspotkickingoffthecampaignshowed
athletesattheirlimit,engaginginactivitiessuchasrunningandweightlifting.
Billboard ads were placed in the top 10 energybar markets regions that made up
Billboardadswereplacedinthetop10energybarmarkets,regionsthatmadeup
approximately10%oftheUSpopulation.
Mars,satisfiedwiththeperformanceofthecampaignandproductsalesinthefirst
monthsof2004,introducedtwomoreSnickersMarathonvarietiesattheendof
thatyearwhenSnickersMarathonwasamongthetopfivefastestsellingenergy
barsinallstores.

49

Kelloggs
SpecialK KickStartDietPlan

In2001,theKelloggCompany'scerealdivisionfailedtoregisterasignificantprofit
increaseforthecompanyandso,inordertogrowsalesquicklyforSpecialK,
Kellogg introduced a diet plan in 2002 The Special K Kick Start Diet instructed
Kelloggintroducedadietplanin2002.TheSpecialKKickStartDietinstructed
participantstoreplacebreakfastandlunchwithabowlofSpecialKandskimmilk,
promisingalossofuptosixpoundsintwoweeks,offeringbodyconscious
consumersanalternativetocomplexandunsatisfyingweightlossoptions.
Thecampaignwasscheduledtorunintheforthquarterof2002andinthefirst
p g
q
quarterof2003,atimewhenconsumersareconsciousaboutmakingNewYears
Resolutions.ItfeaturedTV,print,outofhomeandonline.Themediateamfocused
ontheplaceswherewomenthoughtabouttheirweight,ensuringtheirtarget
consumerviewedtheSpecialKadswhentheyweremostreceptivetotheweight
lossmessage,suchasthedoctor'sofficeorindressingrooms.Hundredsofdisplays
wereplacedinlocationswherewomeninparticularwouldbethinkingabouttheir
l d l
h
l
ld b h k
b
h
appearanceorhealth.Forinstance,inhairsalonstheadread,"Therighthaircut
canmakeyoulookslimmer.Thisactuallyhelpsmakeyouslimmer."
Thecampaignresultedina22%increaseinsalesofSpecialKbytheendof2002.
There was also significant improvement for Kellogg'sscerealdivision,which
TherewasalsosignificantimprovementforKellogg
cereal division which
recordeda7%riseinoverallsalesin2003.

50

SprintNextel
Done

Acommonmarketingpracticeamongtelecommunicationscompaniesistofor
advertisingtowardspecificnichefeatures.Forexample,Verizonadvertisesits
coverage Nextel distinguished by its walkietalkie feature called Pushtotalk was
coverage.Nextel,distinguishedbyitswalkietalkiefeaturecalledPushtotalk,was
commonlyusedbyconstructioncrews,technicians,andgovernmentagenciesthat
reliedonPushtotalkcapabilities.Toincreasemarketsharewithinthisniche,
Nextellaunchedits"Nextel.Done."campaigntopositionitselfasthemost
efficient,workrelatedtelecomprovider,onethatallowedcommunications
withoutinterference.
Thecampaignusedtelevision,print,radio,Internetandoutofhomeadvertising.
StartinginSeptember2003,brightyellowoutofhomeadswiththeword"Done"
werepostedincitiesnationwide.Subsequently,newspaperadsfeaturedcopysuch
as"Stopbelievingthatwhoevertalksmostinthemeetingwinswhilenine
televisionspotshumorouslyshowedpeopleusingNextel'sPushtotalkfeatureto
l ii
h
l h
d
l
i N
l' P h
lk f
acceleratetheirjobsandotherlifeevents,suchasweddings.
Bytheendof2004,Nextelhadpostedmorethan$13billioninsales,a23.5%
increaseover2003.

51

TourismNewZealand
100%PureNewZealand

From1994to1999therewasaseriousdeclineinNewZealandstourismrevenue.
ThemarketingofNewZealandasatraveldestinationwashighlyfragmentedand
inefficient with different campaigns supported independently in different markets
inefficient,withdifferentcampaignssupportedindependentlyindifferentmarkets.
In1999,thedecisionwasmadetototallyrestructureandconcentratemarketing
investmentbypresentingone,consistentbrandidentityforNewZealandonthe
worldstage.
TheglobalconceptforNewZealandmovedawayfromthestandardindustry
g
p
y
y
modelofpresentingthecountryasacollageofattractionscompetingwithsimilar
attractionselsewherebutrathercenteredonexperiencesthatareauthentically
NewZealand:pristinelandscape,naturalrawness,freshness,mythicalspirituality,
vitality,isolationfromharm,warmfriendlinessandcharacter.Thecampaign
consistedofoutofhomecampaignsinLosAngeles,SanFranciscoandNewYork,
f
featuresontheDiscoveryChannelsupplementedwithspotsonAnimalPlanetand
h
h
l
l
d
h
l l
d
Home&LeisurechannelsandtacticalleveragingofLordoftheRings,whichwas
filmedinNewZealand.
ThetotalnumberoftouristsvisitingNewZealandincreasedby13%overthe
subsequent three years and this growth was far greater (17%) from Tourism New
subsequentthreeyearsandthisgrowthwasfargreater(17%)fromTourismNew
Zealand'sfourkeymarkets(USA,UK,AustraliaandJapan).

52

Toyota
WhoCouldAskForAnythingMore?

Fromthemid1970stothelate1980sToyota'sadvertisingevolvedratherthan
abruptlychanged.Protectiveofitsreputationforreliabilityandquality,Toyota
cautiously aimed to reinforce those beliefs while making consumers associate
cautiouslyaimedtoreinforcethosebeliefswhilemakingconsumersassociate
additionalpositivetraitswithitsvehicles.The"WhoCouldAskforAnything
More?"campaigncameatatimewhenToyotawantedtobuildmoreemotional
appealafteryearsconcentratingonaprimarilyrationalmessage.Thecompany
hopedthethemewouldbeeasilyrememberedandinspirepositivefeelings,
becauseitwasalsothenameofanoldpopulartunebyGeorgeGershwin.
p p
y
g
Thecampaignranfrom1985to1990afterthepreviouscampaignsOhWhata
Feelinghadbeenenormouslysuccessfulandpossiblythebestrecalledofany
foreigncarmaker.Initialresponsewasnotaspositiveashadbeenhopedandtwo
yearsafterintroduction,thewordsToyotaQualitywereaddedtothetagline.
Thecampaignembracedavarietyofmediawiththebudgetsplitbetween
h
b
d
f
d
h h b d
l b
televisionreceiving75%oftheadbudget,20%toprint,andtheremaindertoout
ofhome.
From1971to1988Toyotasold10,416,670carsandtrucksintheUnitedStatesand
increased its market share from 2 4% to more than 11%
increaseditsmarketsharefrom2.4%tomorethan11%.

53

TVGuide
OntheInside

AlthoughTVGuidewasrankedamongthetopthreemagazinesin2003,its
circulationhaddroppedby30%since1998anditwaslosingadvertisers.Adpages
sold by the publication had decreased by 11% in 2002 The first stage of reversing
soldbythepublicationhaddecreasedby11%in2002.Thefirststageofreversing
thistrendwastochangethemagazineitself,addingmoreeditorialcontentwith
morecelebritystories,morereportsandmoreprogrammingrecommendations.
The"OntheInside"campaign,whichbeganin2003,hadthetagline"Wesee
everything"andhadtwophases.Phaseoneofthecampaignwascreatedtoalert
y
g
p
p g
mediabuyersaboutthemagazine'snewformatandincludedprintandoutof
homeads.Signsappearedinmagazinesandonbillboards,buses,andonbuilding
muralsfeaturingslogansthatmadehumorousreferencestothetelevisionindustry,
suchas"Likeeveryoneelse,we'rehavingalittleworkdone,""Newlook,newstyle,
newattitude.Soonwe'llbedatingmodelshalfourage,"and"We'rebackfrom
rehabandreadytoparty."Phasetwo,targetedatconsumers,includedtelevision
h b d
d
" Ph
d
i l d d l ii
spots,radiocommercials,andprintadsthatemphasizedthatreaderswouldfind
outalltherewastoknowaboutthetelevisionbusinessiftheyreadTVGuide,
becausethepublication'steamofreporterswerealwaysworkingtogettheinside
storyforitsreaders.
Phaseone,aimedatmediabuyers,reversedathreeyeardeclineinadvertising
sales.Phasetwo'smessageledtoa40%jumpinnewsstandsalesinSeptember
2003comparedtothepriorthreemonths.Newsubscriberswerealsoattracted,
nearly10,000aweekcomparedtoonlyseveralhundrednewsubscribersaweek
beforethecampaignbegan.

54

Wachovia
UncommonWisdom

In2001,FirstUnionCorporationacquireditssmallerinstaterival,Wachovia
Corporation,andthenewentitytooktheWachovianamebecomingthenation's
fourth largest bank
fourthlargestbank.
The"UncommonWisdom"campaignbrokeinthesummerof2002withtheintent
ofraisingthebrand'sprofileandintroducingthevariouscapabilitiesWachoviawas
nowabletoofferasaresultofthemerger.Intelevisionandprint,thecampaign
usedcommonoccurrencesandobjects,suchasmotorcyclehandlebarsand
j
,
y
haircuts,asmetaphorstocommunicatetheideathatwisdomcouldbefound
everywhereandthatWachoviahadtheuniqueabilitytoidentifyanduseits
wisdomonbehalfofitscustomers.
ThisconceptwasrolledoutwithspotssupportingWachoviaSecurities,and
Wachovia'sretailbusinesses.ToovercomethedisparitybetweenWachovia'snew
h
'
lb
h d
b
h
'
sizeandtherelativeobscurityofthebrandname,advertisingwasplacedinnew
marketstoteachcustomershowtopronouncethecompanyname.Eighttelevision
spotsledthisportionofthecampaign,supportedbyprint,radio,andoutofhome
ads.
In2005,companyprofitshadgrownatanannualrateof13%overthefouryear
periodafterthemergerwithFirstUnion.

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WrigleysOrbit
NoMatterWhat

In2001,WrigleyCompanyintroducedOrbitgumintheUnitedStatessupportedby
acampaigntitled,"NoMatterWhat."OrbitwasdifferentfromotherWrigley
brands including Double Mint and Juicy Fruit because it was sugar free The
brands,includingDoubleMintandJuicyFruit,becauseitwassugarfree.The
introductionofOrbitintheUnitedStatesoccurredatatimeofincreasing
emphasisondentalhealthandincreasingcompetitionamonggumproducts.
The"NoMatterWhat"campaignsoughttotargetamarketofworkingpeopleand
theirfamiliesbetweentheagesof18and49.Televisionspots,whichaccountedfor
g
p ,
87%ofthetotalbudgetforthecampaign,wereaimedatdemonstratinghowOrbit
couldleaveamouthclean"nomatterwhat."Thetelevisionspotsweresupported
byothermedia,includingprintadsandplacebasedoutofhomeadsthat
appearedinplacesliketaxicabs.
In2004,justthreeyearsafterOrbithadbeenintroduced,thegrosssalesofall
OrbitproductsintheUnitedStatesexceeded$90million,andthegumwas
outsellingsecondplaceTrident.Further,Orbitwasaccountingforonethirdof
Wrigley'sprofits.

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