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© Copyright Warc 2015. All rights reserved. Published: April, 2015 WARC TRENDS THE INNOVATION CASEBOOK 2015 >> Explore the world’s freshest communication ideas

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Page 1: WARC Case Innovation Case Study

© Copyright Warc 2015. All rights reserved. Published: April, 2015

WARC TRENDS

THE INNOVATIONCASEBOOK 2015>> Explore the world’s freshest communication ideas

Page 2: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 2

Four ideas to take from this reportTHINK LIKE A ‘CHALLENGER’

One way to drive innovation is to adopt a ‘challenger’ mindset. This can be achieved by placing limitations or constraints on the resources avail-able to tackle a problem. It may also involve collaboration with expert partners who can bring fresh skills to bear on a problem.

BE FRUGAL

Most of the winning campaigns from the Warc Prize for Innovation had very low media budgets and used social channels and earned media to maximum effect. Again, this reflects the link between constrained resources and innovative thinking.

BE USEFUL

‘Utility’ was a core theme in the Prize. Several campaigns focused innovation on a brand’s product or service. Planners within agencies increasingly require an understanding of product development to meet client needs.

USE SOCIAL TO DRIVE A REAL-WORLD RESPONSE

Social media was the most-used media channel in the Prize. Several winning cases used social to drive an offline response – for example, in-store footfall or journeys on public transport. Tangible rewards for online participation increased the effectiveness of social campaigns, both by encouraging involvement and the related PR coverage this can generate.

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Page 3: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 3

26%

30%

16%

9%

15% 5%

Europe

Middle East & Africa

Asia

North America

Australia and New Zealand

Central & South America

This report summarises learnings from the world’s most innovative campaigns.

The winners of this year’s Warc Prize for Innovation have been analysed to identify key trends in innovative marketing thinking. The conclusions are drawn from a truly global set of work. This year’s Prize had 97 entries from 26 different countries including the US, Brazil, China, United Arab Emirates, New Zealand and Italy.

Innovation is top of the marketing agenda as brands pursue growth. But it is hard to define, beyond a sense that it marks a break from what went before. In the Prize, entrants were asked to explain why their strategies should be considered innovative – they might use new technology; or they might use old technology in new ways; they might rethink a brand’s products or ser-vices, or they might bust a category’s conventions. The key was to explain why their ideas marked a break from the norm, and link the innovations to real business results.

Seventeen entries met this criteria, and as well as the Grand Prix, other special prizes were awarded for ex-cellence in innovation in a product or

service, channel innovation, category innovation, and technology-led in-novation.

The Innovation Casebook organ-ises these campaigns into major themes identified from the entries to the competition. Chapter 1 focuses on the challenger mindset. One characteristic of these innovative campaigns is the way that agencies approached a business problem in collaboration with the client rather than focusing purely on communica-tions. These challengers used stra-

tegic partnerships to broaden their expertise and reach and, rather than being stymied by small budgets, they made integrated, low-cost media work harder.

A major theme across entries in this year’s prize was utility – that is looking beyond a communications strategy to focus on the value of the product itself. In Chapter 2 we explore cases in which a new product created for the campaign embod-ied the brand values, or a practi-cal insight was brought to life by

Executive summary

26

countries were repre-

sented in the entries to the Warc Prize for

Innovation 2014

Where the Warc Prize for Innovation entries came from, by region

Page 4: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 4

Optus used innovative technology to create buzz among potential customers

focusing on the product’s purpose. Agencies are now required to have expertise in all disciplines ranging from awareness to product develop-ment, and product specialists are becoming an increasingly important part of internal agency teams.

Many entries in the Warc Prize for Innovation made good use of social participation and social channels. In Chapter 3 we see how these entries extended social participation from

online to the real world and in so doing created both greater customer engagement and more PR buzz.

Chapter 4 focuses on the use of the latest technology in winning campaigns. Expertise in tech far outside the realm of marketing was employed to bring a message to life, with Grand Prix winner Clever Buoy calling on mechatronic engineers, satellite experts and marine biolo-gists. Many successfully innovative

campaigns in the competition were decidedly low tech, but technology can be synonymous with innovation and the campaigns featured in this chapter showcase how a bold use of technology by marketers can lead to strong business results.

Chapter 5 looks at how these in-novative campaigns used media. A reliance on social and earned media was a feature of these low budget campaigns, but winning entries also used more media channels on aver-age. The winners were more likely to amplify their social messaging with public relations and word of mouth as well as use out of home and televi-sion. Innovative media usage did not always involve the latest digital tech-nology, campaigns also impressed by using existing media in new ways.

The campaigns featured in the Innovation Casebook highlight the newest marketing practices from around the world, including case studies from Brazil, Australia, the United Kingdom, the United Arab Emirates, and India. As well as featuring innovative strategies to inspire and educate, the case studies also all demonstrate how these new approaches produced powerful busi-ness results.

Executive summary (contd)

The key was to explain why campaign ideas marked a break from the norm, and link the innovations to real business results

Page 5: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 5

Brands featured in this reportFEATURED CASE STUDIES

Chapter 1Optus, ‘Clever Buoy’, Australia Lifebuoy, ‘Help a child reach 5’, India Coca-Cola, ‘Two worlds. One song’, Middle East

Chapter 2UTEC, ‘Potable water generator’, Peru Depaul UK, ‘Don’t raise money, make money’, UKColgate Equity, ‘Grinners are win-ners’, Australia

Chapter 3SmartLife, ‘SAPNA – how 17,793 nails changed the future of genera-tions to come’, UAE Virgin Mobile Australia, ‘Game of Phones’, Australia Ponle Corazón, ‘Searching for hearts’, Peru SmartLife, ‘Adopt-A-Labourer pre-sents Hello Education’, UAEAntarctica, ‘Beer ticket’, Brazil

Chapter 4 Audi, ‘Instant valuation billboard’, Brazil

UTEC, ‘1200 trees-like purifying bill-board’, PeruMercedes-Benz, ‘Sound with power’, UK

Chapter 5Kan Khajura Station, ‘From the dark to connectivity’, IndiaMercedes A-Class, ‘#YouDrive’, UK Vodafone, ‘Ghita the social shep-herd’, Romania

All case studies were winners in the Warc Prize for Innovation 2014

Optus (top left), UTEC (bottom left), Virgin Mobile (middle), Coca-Cola (top-right), Mercedes-Benz (near-right), SmartLife (far-right)

Page 6: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com © Copyright Warc 2015. All rights reserved. 6

CHAPTER 1

THE INNOVATIONMINDSET>> How a challenger mentality can deliver breakthrough results

Page 7: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 7

At a glance The innovation mindset

1 One way to drive innovative thinking is to adopt a ‘challenger’ mindset. Innovation requires bringing fresh thinking to a problem; sometimes this can be achieved by placing limitations or con-straints on the resources available to tackle a problem – a chal-lenger should have ambitions larger than their resources.

2 Winning campaigns in the Warc Prize for Innovation certainly did more with less. These campaigns were constrained by small budg-ets with, more than 60% having a media budget of less than $500k. Leveraging social channels and generating significant buzz, these ambitious campaigns translated innovation into impressive results.

3 One way to respond to constrained resources is to seek collabo-ration. Innovative brands in the Warc Prize for Innovation used partnerships in various ways to boost their campaigns – to broaden the reach of the communications, to bring to life a key insight or to make the most of limited resources.

4 A challenger mindset was demonstrated by the Grand Prix winner, Optus. The Clever Buoy campaign addressed a brand problem by creating a new product, which physically demonstrated the mobile network’s strength, and in so doing rewrote a brand conversation formerly focused on its second-in-category status.

KEY INSIGHTS

Page 8: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 8

Comment What is innovation?“It’s a state of mind; it’s about doing new things. Innovation is simply about seeing the world in a different way.”

Christian Purser, Chief Digital Officer, M&C Saatchi

(winning agency of Warc Prize for Innovation 2014)

“Innovation for me is about physically making something happen. It’s quite easy to have an idea, particularly in the creative industry, but then not act upon it.”

Lawrence Weber, Managing Partner Innovation, Karmarama

(Judge, Warc Prize for Innovation)

“Innovation is finding new and better ways to solve business problems as well as opening up new opportunities.”

Daniele Fiandaca, founder of Innovation Social

(Judge, Warc Prize for Innovation)

Page 9: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 9

Think like a challenger...Winning entries from the Warc Prize for Innovation used a challenger mindset to create ambitious and effective campaigns.

All marketing communications have an element of the new, so defin-ing innovation in marketing is not straightforward. Innovation can be synonymous with technology, but a truly innovative campaign always involves looking at the problem with a fresh approach. The Warc Prize for Innovation entries demonstrate not

only interesting new marketing tech-niques, but also new ways to work with a client to solve their business problems. The innovation mindset may be more important than the type of execution – the campaigns in this report range from satellite technol-ogy to reviving a hundred-year-old brand ethos.

A winning formulaTaking a fresh approach to a com-munications challenge was a key feature of the Grand Prix-winning

campaign, ‘Clever Buoy’ from Optus. By combining innovative technolo-

gies and the Optus mobile network, the agency created a smart ocean buoy that detects sharks and sends real-time alerts to lifeguards. Clever Buoy communicated the brand mes-sage of network size and strength through creating an entirely new product, and addressed a real-world problem. This collaboration required both boldness on the part of the agency, and bravery from the client.

As well as developing the new tech, the innovation celebrated in this cam-paign was as much for the strategy behind the work as the result itself.

Pushing the boundariesThe recent book A Beautiful Con-straint, by brand experts Adam Morgan and Mark Baden, is about how to transform limitations into ad-vantages. That seems to be a feature of the Prize-winning campaigns. Mor-gan explains how constraints can be “fertile, enabling, desirable” and can stimulate exciting new approaches and possibilities. He praises the challenger mindset because “Chal-lengers always have ambitions larger than their resources”.

Many of the entries to the Warc

Optus created a shark detection system to high-light the size and strength of its network

Page 10: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 10

22

15

20

25

1012

Advocacy Emotion Education/ Informative

Partnerships Storytelling User-generat-ed content

...and build the right partnershipsPrize for Innovation had a low media budget, demonstrating why a fresh creative approach may be required. They lend strength to Morgan’s argument that constraint can lead to greater creative achievements. Of the 92 entries that provided budget information, 61% had media budgets under $500k, and a further 18% had budgets between $500k and $1m. Two entries had no budget at all.

It takes twoThe campaigns in this report also achieved innovation through work-ing with others to reach their goals. Partnerships were the most popular creative strategy for both overall entries to the prize and the winners. The need to partner may reflect the low budgets of winning campaigns. And the use of partnerships seems to support the ‘innovation mindset’ – a deep collaboration between agency and client where all skills and op-tions are considered for contribution to the strategy.

Partnerships were used by a quarter of entries, including 29% of winners. Sometimes the partnership was to demonstrate a key insight, such as for the life-saving property of washing hands with Lifebuoy

soap. For the ‘Help a Child Reach 5’ campaign, Lifebuoy adopted the village of Thesgora, and committed to reducing diarrhoea among its chil-dren. The campaign reached 358,000 children through direct donations and delivered a 74% reduction in the incidence of diarrhoea in Thesgora, saving the lives of around 20 chil-dren. The simple insight behind the name ‘Lifebuoy’ inspired the agency to demonstrate how hand-washing can still save lives in India today and reinvigorated a stale brand.

In Coca-Cola’s campaign, ‘Two worlds. One Song’, partnership al-lowed the brand to connect with a new audience. It was falling behind competitors among youth across

the Middle East. Music was a great way to reach teens interested in both traditional and western influences. By partnering with Universal Mu-sic, Coca-Cola secured the input of popular local and international art-ists. The activity strengthened Coca-Cola’s association with music and youth, and Coke Studio’s innovative fusion songs became regional and international hits.

The partnerships used by many campaigns in this report demonstrate a new way to tackle the business problem or bring to life an important insight, and a commitment to doing more with less. Leveraging partners allowed brands and agencies to achieve more than they could alone.

Most used creative strategies in the 2014 Prize (% of all entries)

Page 11: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 11

61%18%

21%

Under $500k

$500k to $1m

Over $1m

55

65

52

71

39

53

32

47

Winners

All entries

Social media Earned media/buzz

Public relations

Word of mouth

Making the most of small media budgetsKEY FACTS LOW-COST MEDIA CHANNELS LEVERAGED TO BIG EFFECT

A key feature of Warc Prize for Innovation entries was a low media budget, with 61% of entries having budgets under $500k.

Low budgets can lead to crea-tive use of media, and a focus on leveraging low cost chan-nels such as social media, earned media, public relations and word of mouth.

Campaigns made the most of limited resources by generat-ing buzz and using PR to boost reach. The winning campaigns used these media even more strongly than the total pool of entries, with 71% of winners using earned media or buzz as a key media channel.

The prize did not feature many big budget campaigns – only 10% of entries used televi-sion as a lead medium, and only one entry had a budget in the $10-20m bracket. This would suggest the constraints of small budgets can lead to creativity and innovation.

% of entries by media budget

% of entries that use low cost media channels

Page 12: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 12

The mobile provider boosted cul-tural relevancy and demonstrated the value of its network by creating an ocean buoy to warn of shark attacks.

CHALLENGE

Optus is Australia’s second-largest mobile provider and also has the second-largest network, behind mar-ket leader Telstra.

Customers believed that Telstra’s network is significantly larger, even though the difference is less than 1%.

‘Network’ is the number one driver of consideration when it comes to

Case study Optus

Campaign Clever Buoy

Advertiser Optus

AgencyM&C Saatchi Sydney

Market Australia

Winner of the Product or Ser-vice Innovation Award

tunity to use the Optus network to solve a genuine and topical issue. Australia has four times more fatal shark attacks than any other country, yet defence methods have changed little in 60-plus years.

Combining innovative technolo-gies and the Optus mobile network, Clever Buoy was created, a smart ocean buoy that detects sharks and sends real-time alerts to lifeguards via the Optus network.

A short animation detailing how Clever Buoy works was posted to YouTube, and also ran via pre-rolls. All comms directed people to a mi-crosite where they could learn more about the project.

RESULTS

The campaign was a global success, making the Optus network culturally relevant, and creating a product that could revolutionise beach safety.

The month after launch saw social media reach of more than 19 million, with an 84% positive sentiment, and earned a 92% share of voice in rela-tion to #innovation and #technology compared to other telcos. The Clever Buoy launch video garnered more than 3 million impressions.Read the full case study

GRAND PRIXchoosing a mobile phone provider. Therefore, the perceptional gap was a real challenge for Optus.

So the task was to change the focus away from the size of the network, to what it can do, improving brand perceptions along the way.

Optus needed to find a new way to communicate the strength of its net-work. It had to make the intangible, tangible and bring to life what the network could do.

SOLUTION

As 85% of Australians live near the coast, M&C Saatchi saw an oppor-

By focusing on beach safety, Optus increased its relevance with Australians

Page 13: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 13

Case study Lifebuoy

Campaign Help a child reach 5

Advertiser Unilever

AgencyLowe Lintas + Partners

Market Brazil, India, Indonesia and Saudi Arabia

GOLD

A film inspired by Thesgora village received over 16m views on YouTube

The soap brand created a cam-paign to save children’s lives through raising awareness of the need for handwashing with soap.

CHALLENGE

Every year, 2 million children under five die from preventable infections like diarrhoea and pneumonia.

India, with the world’s largest child population (and whose population eat with their hands), bears the brunt of these cases, with a death toll in 2010 exceeding 600,000.

The act of handwashing with soap can reduce deaths from diarrhoea by 40% and deaths from acute respira-tory infections by 25% – more than any other intervention alone.

Lifebuoy made it its mission to re-duce child mortality rates by chang-ing the handwashing habits of 1bn people by 2015. The challenge was to change the behaviour of millions globally by convincing consumers that handwashing with Lifebuoy soap can save children’s lives.

SOLUTION

Rather than just making a commer-cial, Lifebuoy felt it had to demon-strate the power of handwashing and give consumers a chance to be

bilise the target audience to promote the cause and spread the message.

RESULTS

Lifebuoy proved that handwashing with soap reduces diarrhoeal inci-dence in Thesgora. As a result of the campaign, there was a 74% reduc-tion in the incidence of diarrhoea, potentially saving the lives of 20 children, and saving India US$3.5m.

The campaign achieved 16m YouTube views and 94% of those exposed to the campaign intended to purchase Lifebuoy.

The success led to Lifebuoy adopt-ing a further 14 villages worldwide.Read the full case study

involved and be part of saving lives.The ‘Help a Child Reach 5’ cam-

paign adopted the village of Thesgo-ra, which had the highest diarrhoeal incidence in India, and committed to reducing diarrhoea among its children with a unique digital cam-paign to create mass awareness and empower parents globally to spread the handwashing message.

Through this very real campaign, consumers would see Lifebuoy’s role in saving lives unfold for themselves, and would have the opportunity to get involved. As it had only a limited budget to change the handwash-ing behaviour of millions globally, it implemented a social strategy to mo-

Page 14: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 14

The beverages multinational creat-ed a new music platform to attract young people to the brand.

CHALLENGE

The lack of teen-relevant platforms was holding Coca-Cola back to number-two position in the Middle East. The brand needed to create a teen-centric, innovative and emotion-ally resonant platform.

For Middle Eastern teens, music was an exciting passion point, but music was new territory for Coca-Co-la in the region and was witnessing heavy activity and investment from other brands, such as Pepsi, which was winning teens.

The musical proposition needed to be ownable by Coke and be talked about by teens. The aim was to

Case study Coca-Cola

Campaign Two Worlds. One Song.

Advertiser Coca-Cola Middle East

AgencyFP7/DXB

Market Bahrain, Iraq, Jordan, Kuwait, Lebanon, Oman, Pan Arab, Qatar, Saudi Arabia and United Arab Emirates

tional artists. To make the show more immersive for fans, innovative trans-media experiences were created, linking TV to social media.

RESULTS

Coca-Cola’s ROI on media improved to 0.63% against the target of 0.24%. Additionally, Facebook fans in-creased 200% in just three months, and Coke Studio contributed to more than 22 million YouTube views, a 600% increase in views versus previ-ous videos for Coca-Cola.

With Two Worlds. One Song, Coca-Cola got young people to see that positive change happens when cultures connect and that, when we open up to others in our region and in our world, others open up to us.Read the full case study

BRONZEincrease Coca-Cola’s volume growth and deliver a high engagement rate on social media, along with generat-ing influencer endorsements.

SOLUTION

The target audience loved Arabic traditional music and were proud of it but enjoyed western, more progres-sive genres too. So Coca-Cola com-bined both styles through a younger, cooler and local version of Coke Studio, its international franchise.

The branded content platform, ‘Two Worlds. One Song’, became a musi-cal icon of collaboration, refresh-ing teens’ outlook on the world and strengthening pride in their identity.

By partnering with Universal Mu-sic, Coca-Cola secured the input of popular Middle Eastern and interna-

Coca-Cola grew relevance with teenagers by facilitating musical collaborations between western and Arabic artists

Page 15: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 15

More on… The innovation mindset

How success stories from the past can inspire future innovation: Reviewing new product launches in the US and Europe

Marcin Penconek and David Hood, Nielsen, ESOMAR Congress, September 2014

Brands and innovation

Jean-Noël Kapferer, The Definitive Book of Branding, September 2014

Breakthrough innovation report US

Nielsen, June 2014

Nestlé’s three pillars of digital success Stephen Whiteside, Warc Event Reports, April 2014

How to create a culture of risk taking: The biggest mistake may be the one you don’t make

Anne Field, ANA Magazine, Fall 2014

Collaboration, innovation and disruption: How Unilever, Google and ingenie are resetting the marketing agenda

Lena Roland, Warc Event Reports, November 2014

Beyond predictable: Managing uncertainty in innovation

Kristin Hickey, Ruby Cha Cha, Market Research Society Annual Conference, 2015

Page 16: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com © Copyright Warc 2015. All rights reserved. 16

CHAPTER 2

THE POWER OF UTILITY>> The growing role of product or service innovation

Page 17: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 17

At a glance The power of utility

1 ‘Utility’ is increasingly important as a marketing concept, and was a core theme of the Warc Prize for Innovation in 2014. Case stud-ies from charity Depaul UK and Colgate in Australia show how the outcome of communication strategy need not be a communication campaign.

2 A product or service that, through the way it works, demonstrates the brand message is a powerful communications tool. A theme among these cutting edge campaigns is not to produce a communi-cations campaign, but to focus innovation on the product or service, then use communications to amplify that innovation.

3 Utility is customer-focused. Brands that focus on making people’s lives easier may be able to ‘pull’ people towards their products or services. This may not replace the need for ‘push’ communications, but it changes the requirements of those communications.

4 The focus on utility gives a fresh challenge to agencies, and par-ticularly the planning teams within agencies. Increasingly, planning teams will need to understand some of the principles of product development. As a result, planning departments are recruiting more product specialists.

KEY INSIGHTS

Page 18: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 18

Comment Focusing on the product“When I first came into the industry, innovation was about new insights and new compositions, and new ways of talking to the audience. Increasingly, that’s not true. Innovation is now about utility and what you’re going to do with the product or use the product for. For most winning cases utility was embedded in what they were trying to do.”

Nigel Jones, Global Chief Strategy Officer, Draft FCB

(Judge, Warc Prize for Innovation)

“How much of our work is about creating awareness for products, and how much should it be focused on making sure those products are so good they almost don’t need advertising?”

Lawrence Weber, Managing Partner Innovation, Karmarama

(Judge, Warc Prize for Innovation)

Page 19: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 19

Marketers are increasingly expect-ed to focus on the product as much as the communications strategy.

A key theme for judges across the case studies in the Warc Prize for Innovation was utility – the idea that creating products or services that are in some way useful to consumers will act as a form of communication.

The link between the product and communications is an emerging theme in marketing. The idea has a tech slant, and reflects concepts such as ’growth hacking’ – the creation of online platforms that have growth mechanisms built into them.

Utility was an important theme in the campaign strategies of most Prize-winning cases. This was evi-denced by the invention of Clever Buoy, in the Grand Prix winning cam-paign by Optus, as well as in many other case studies.

‘Make money, don’t raise money’, a campaign for Depaul UK, a charity for the homeless, took the concept of utility to new lengths. Rather than soliciting donations, the agency cre-ated a new company to make money for the charity, and the business itself embodied the brand values.

UTEC, the Engineering and Tech-

nology University in Peru, succeeded in communicating its brand message by creating a unique billboard that produced drinking water in order to attract students to its 2013 intake. The single billboard, the first to pro-duce drinking water from moisture in the air, made a powerful claim, which is the DNA of UTEC: ingenu-ity in action. It demonstrated utility in both the function of the billboard meeting a need for local people, and the way it communicated the univer-sity’s message.

A campaign by Colgate, the dental

care brand, also blurred the lines between product and message. ‘Grinners are winners’ used a sports team’s mouthguards to reinforce the brand message of protection while providing an unusual and memora-ble media platform. This case study shows that utility doesn’t need to in-volve the latest technology, a simple, practical product can be repurposed if it fits with the brand.

Campaigns like these are having a material impact on what can be considered as advertising. Agen-cies have an increasingly important role in developing great products because traditionally they have experience in scaling new products to market, and planners also have a deep understanding of consumers and the applications of the brand.

The focus on utility is having an effect on the skillsets agencies are looking for. When considering skills shortage in the industry, the usual focus is a call for programmatic experts or data analysts. According to Lawrence Weber, it’s becoming increasingly important to employ people who understand product as well as brand. In particular, agency planning departments are evolving to include product specialists.

Better products mean better promotion

Customers of the Depaul Box Company posted pictures of the product in use on social media

Page 20: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 20

Case study UTEC

Campaign Potable water generator

Advertiser The University of Engineering and Technology

AgencyMediaConnec-tion BPN / FCB MAYO

Market Peru

Winner of the Technology-led Innovation Award

GOLD

UTEC’s water generator provided a practical demonstration of its claims

To attract students to its 2013 intake, the university created a unique billboard that produced drinking water from the air.

CHALLENGE

UTEC, the Engineering and Technol-ogy University, was a new university, lacking both the track record and budget of other Peruvian universities.

The challenge was to convince young students to study at UTEC by demonstrating, in a tangible way, how ingenuity in action with engi-neering can change the world.

Its commercial objective was to increase the number of students registered for 2013, and its marketing objective was to create awareness and position UTEC as a different, in-novative, inspiring university.

SOLUTION

The university came up with the idea of creating a billboard that, using existing technology, could capture water from the humidity in the air and produce potable water for thou-sands of families living nearby. The billboard produced approximately 100 litres of water per day.

The existence of the billboard was communicated through a video.

short time, thanks to the target mar-ket’s regular use of the internet.

UTEC’s billboard grabbed press attention, securing more than 50 reports and press releases in news-papers and magazines, and on TV channels and radio. It also gener-ated significant traffic to UTEC’s website, totalling 101,229 entries.

UTEC’s billboard was clearly recognised by 46% of parents of ap-plicants.

In under two years, UTEC in-creased its number of applicants through a message that went beyond a regular advertising strategy.Read the full case study

The billboard was strategically placed in a very dry area where there was no potable water and where the community was suffering from the lack of it. Additionally, it was located 88km along the South Pan-American Highway – a road potential students would use to visit the beach during their summer vacation.

This new way of communicating UTEC’s claim positioned it as the different, innovative and inspiring choice among Peruvian universities.

RESULTS

The campaign went viral, achieving more than 100,000 views in a very

Page 21: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 21

The youth homeless charity reap-praised its fundraising strategy by founding a business to sell card-board boxes to home movers.

CHALLENGE

Youth homelessness is a growing is-sue in the UK, with demand for Dep-aul UK’s services outstripping supply. In addition, with income streams un-der threat and a minimal marketing budget, the door was closed to many traditional not-for-profit marketing channels.

Depaul UK’s voluntary income stream has become unpredictable and unsteady and total income had decreased every year for five years. It needed a new approach to fund-raising – a long-term, sustainable funding solution that would allow it to concentrate on what it does best: helping vulnerable people.

SOLUTION

People associate cardboard boxes with homeless people. When winter draws in and there’s no place else to go, it’s a cardboard box that helps to protect a homeless person from the elements. And it’s cardboard boxes that home movers need to transport things from one home to the next.

Case study Depaul UK

Campaign Don’t raise money, make money

Advertiser Depaul UK

AgencyPublicis London

Market UK

Winner of the Category Inno-vation Award

to becoming a commercially geared enterprise with a profit centre.

RESULTS

Since launch, more than 9,000 boxes have been sold, which equates to £19,820 in revenue. The Box Com-pany passed its six-month incubator stage with flying colours and Box Co logistics have been transferred to much larger warehouse premises.

Most importantly, when all costs were taken into account, this added up to an extra 319 bed nights for young homeless people.Read the full case study

So it was in cardboard boxes that Depaul UK found inspiration.

It founded the Depaul Box Compa-ny to sell cardboard boxes to home movers. They’re just like other boxes – a parity product in a highly com-moditised marketplace, except for one big difference: all the profit goes to helping young homeless people.

Depaul UK was no longer just a charity, concerned with helping homeless people. Now it could also call itself a cardboard box business, concerned with helping home mov-ers. This was a huge leap for a small charity – from asking for donations

The charity’s new business created a revenue stream from cardboard boxes

SILVER

Page 22: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 22

The creation of a branded mouth-guard led to a fresh way to engage with Australians about oral protec-tion.

CHALLENGE

Children aren’t always open to health messages, and with only a small budget Colgate knew it would be hard to break through the clutter.

The oral care category is very much one of convention, where mes-saging is communicated through individual products. This rarely resonates directly with younger consumers, many of whom see oral care as something ‘championed by mum’ rather than a decision of their own. Colgate needed to help mum champion oral care by applying the message in popular culture.

It had to find a creative way to communicate the importance of kids protecting their teeth from damage, particularly in sports, and to stimu-late WOM by creating a message that the media would willingly am-plify (at their expense!).

The approach also needed to con-nect with parents, given their impor-tant role in facilitating and support-ing their kids’ behavioural change when it comes to oral care.

Case study Colgate Equity

Campaign Grinners are winners

Advertiser Colgate

AgencyGeorge Patterson Young & Rubicam Sydney / VML

Market Australia

message announced by the kids’ he-roes wearing Colgate Mouthguards in games.

RESULTS

The level of interest shown by the NSW and national sports media far exceeded expectations, allowing Colgate to multiply the power of its message many times over.

With an actual spend of just $55,000, Colgate generated total me-dia coverage conservatively estimat-ed at $208,534, and to which more than 6 million people were exposed. This is four times the unpaid cover-age relative to spend.

Importantly, Grinners are Win-ners challenged the convention that budget limits innovative thinking.Read the full case study

BRONZE

SOLUTION

A discussion about ‘no teeth’ led Colgate to think of Rugby League – a sport where the potential for damage to kids’ teeth is far greater than most other sports.

It partnered with NRL club South Sydney Rabbitohs, whose play-ers would wear Colgate-branded mouthguards throughout the 2013 season to heighten awareness of the importance of protecting kids’ teeth.

The players would be accompa-nied by Colgate’s ‘Dr Rabbit’ to de-liver the message of Protecting Kids’ Teeth On and Off The Field, and promote oral care packs and ‘Bright Smiles, Bright Futures’ information.

Complemented by various other activities, this offered a perfect way to carry through the oral protection

Partnering with a Rugby League club highlighted oral protection among kids

Page 23: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 23

More on… Utility as a marketing tool

How halving Australia’s washing time more than tripled Biozet Attack’s share of category

Guy Marshall and Simon Bookallil, Bashful, Account Planning Group - (Australia),

Gold, Best unexpected thinking, Creative Strategy Awards 2014

Growth hacking – where marketing and coding collide

Warc Trends, August 2014

Knorr: “What’s For Dinner?”

Institute of Communication Agencies, Bronze, Canadian Advertising Success Stories,

2014

PepsiCo: Marketing in the context of the consumer

Geoffrey Precourt, Focus on Consumer Insight, May 2014

The Mobile First shopper strategy

Gareth Ellen, Geometry Global, Admap, May 2014

Brand trust: Brand relationships in the world of smart technology

Paul Kemp-Robertson,Contagious Communications, Market Leader, Quarter 2, 2014

Page 24: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com © Copyright Warc 2015. All rights reserved. 24

CHAPTER 3

SOCIAL ENGAGEMENT>> Bringing participation into the real world

Page 25: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 25

At a glance Social engagement

1 Social media was widely used among prize-winning cases – unsurprisingly, given how many had low budgets. However, a theme among winning entries was the use of social media to drive an offline response. Virgin Mobile Australia’s Game of Phones was a successful and engaging mobile app for the brand, but the game also crossed over to increase footfall in-stores and delighted customers by interacting in real-time in their current location.

2 Non-profit campaigns fostered empathy between those in need and their target customers to increase engagement with the charity and donations. The strategy of crowd sourced empathy made charitable giving immersive and meaningful, and reflects a current focus on empathy in society.

3 Tangible rewards for online participation increased the effectiveness of social campaigns both through encouraging involvement and the related PR coverage this can generate.

KEY INSIGHTS

Page 26: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 26

Comment Consumer involvement“Collective wisdom has created and reshaped agendas the world over; creating awareness and action through social participation is the most powerful way of achieving it.”

Neeraj Kalani, Sr. Director Global Strategy & Insights, PepsiCo

(Judge, Warc Prize for Innovation)

“Case studies in the Prize showed a sense of advertising having to do something beyond marketing products – going beyond selling things. There was a focus on corporate social responsibility.”

Lawrence Weber, Managing Partner Innovation, Karmarama

(Judge, Warc Prize for Innovation)

Page 27: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 27

The online/offline crossoverPrize-winning campaigns demon-strate the results when engagement online translates into action in the real world.

Evidence of impressive numbers of shares, likes and views was not seen as an automatic success story in this competition. However, there were several campaigns that shifted the boundaries of social participation and created some very interesting and effective communications. What these case studies share is a deeper connection between the brand and the consumer than might be achieved by watching a viral video or clicking ‘like’.

Virgin Mobile Australia created a mobile gaming battleground in which consumers competed for prizes, to increase footfall into Virgin stores and seize the advantage from competitors. With a small budget in a competitive market, Virgin Mobile created the ‘Game of Phones’ to capi-talise on their best point of difference – their in-store experience.

A well-thought out and sophisti-cated broadcast media campaign often underlies viral marketing suc-cess. However, some of these Warc Prize for Innovation case studies had

to make an impact with very little budget. Several of the participation campaigns that impressed were non-profit initiatives with limited resources. One successful strategy used by agencies to achieve effective non-profit campaigns was by foster-ing greater empathy between those in need and their target charitable givers. Two campaigns by Smart-Life, a non-profit organisation in the United Arab Emirates, encouraged social participation in a way that led to deeper understanding of the char-ity’s concerns.

In the SAPNA campaign, Smart-Life created an interactive outdoor work of art in Dubai. The approach focused on crowd-sourced empathy – a first-of-its-kind experience in the region that made charitable giving

immersive and meaningful. The second participation cam-

paign from SmartLife featured a scheme that connected white-collar workers with labourers to help pro-vide the latter with an education.

Empathy was also at the centre of an initiative by the Peruvian Cancer Foundation. The Ponle Corazón (Put Your Heart into It) fundraising drive had seen donations decline. 2,485 inmates in one of Peru’s most dan-gerous prisons donated to the cause and in turn encouraged the public to engage with the campaign as well.

Finally, a participation campaign by Brazilian beer brand Antarctica rewarded people who shared a video about the dangers of drinking and driving with a ‘Beer Metro Card’ for the views they generated.

Virgin Mobile Australia created a gaming battleground that increased footfall into its stores

Page 28: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 28

KEY FACTS NUMBER OF SOCIAL CHANNELS USED

OBJECTIVES IN SOCIAL CASES

Social media was the most used channel by entrants to the Warc Prize for Innovation, while earned media came a close second. These best-in-class innovation campaigns used social for more than awareness or reach, and deep-ly connected the social activity with real world consequences.

Campaigns did not spread resources across many social media networks, with 43% using only one channel. For the campaigns that specified which social channels were used, Facebook was most popular, used by almost half of the campaigns.

The most used objectives for these campaigns reflect the focus on social media. As the campaigns used innovative strategies and highlighted innovative products and initia-tives it follows that increasing awareness was the most used goal.

Innovation and social media

One channel

Two channels

Three channels43%

34%

23%

Increase awareness

Social, politi-cal and non-profit aims

Increase sales, volume

Build brand equity

Generate buzz, WOM

Gain new customers

3835

29 28

24

18

% of Prize cases that used social

% of cases using one, two or three social channels

Page 29: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 29

Case study SmartLife

Campaign SAPNA - how 17,793 nails changed the future of generations to come

Advertiser SmartLife

AgencyFP7/DXB

Market United Arab Emirates

GOLD

Engaging people in a small act of labour grew empathy and donations

An interactive work of art raised money and awareness about the education of blue-collar workers’ children.

CHALLENGE

There are more than a million blue-collar workers in UAE, many of whom dream of educating their children back home to provide a better life.

These labourers hammer in nail after nail – some hammering up to 200,000 a month. But, even though they labour tirelessly, no amount of nails may ever be enough.

SmartLife wanted to help build a better future for the labourers’ chil-dren by addressing the root cause of the labourers’ own circumstances: lack of education. It wanted to find a way to help educate their children and thereby eradicate the cycle of poverty and change the destiny of generations to come.

To do this, it needed to create a sustainable platform that would raise enough funds to sponsor at least 20 children to graduation level.

SOLUTION

SmartLife created SAPNA (which means ‘dream’ in Hindi), an interac-tive outdoor wall on a prominent

coverage across leading print, radio, TV and online platforms worldwide, which along with social media buzz, generated earned media amounting to $730,000 and growing.

Most importantly, in just nine days, all 17,793 nails were hammered in the wall.

The money raised will help educate many children (so far 40) through their schooling right up until graduation, allowing them to receive a first-class education and have the chance to go on to lead a better life – something their fathers had only ever dreamed about.Read the full case study

street in Dubai, which invited people to buy the very nails the labourers use every day and hammer them in to designated markers on the wall.

This little act of labour gave people in Dubai a chance to feel a fraction of the workers’ efforts and give back, one nail at a time. The approach focused on crowd-sourced empathy, which made charitable giving immer-sive and meaningful.

RESULTS

The wall became a centre of atten-tion in Dubai and people of 55 differ-ent nationalities took part.

The campaign gained unexpected

Page 30: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 30

Case study Virgin Mobile Australia

Campaign Game of Phones

Advertiser Virgin Mobile

AgencyStarcom MediaVest Group

Market Australia

GOLD

Virgin Mobile’s game improved brand health and engagement

The small telco company created a mobile gaming battleground to increase footfall and outsmart the competition.

CHALLENGE

The Australian telco kingdom is ruled by three things: price, device and network coverage.

As a smaller telco operator, with 4% share (versus its nearest rival at 20%) and a significantly lower budget, driving footfall into Virgin Mobile stores was challenging.

With competitors fighting the battle with significantly bigger budgets, Virgin Mobile was constantly behind the market when it came to critical brand health metrics around offer-ing the best devices and contracts. Its strongest weapon was its in-store experience, so it set the challenge to increase footfall during the summer period by 5%.

SOLUTION

The company realised that a regular promotion wouldn’t be enough to drive its highly gamified millennial audience instore, so it decided to turn its greatest ammunition, Virgin Family rewards, into something worth fighting for. This took the form of a

on a mobile icon when they came within 50 metres of a prize, but prizes could be stolen by other players in the same vicinity.

The company used social and dy-namic online messaging, radio and an innovative outdoor dashboard to add fuel to the battle and keep play-ers gaming throughout the day.

This revolutionary approach turned stores into ‘safe houses’, driving fighters instore to learn more about the Virgin Mobile kingdom while fiercely protecting their loot.

RESULTS

Game of Phones smashed all tar-gets, creating a 10.8% increase in footfall instore (more than doubling the 5% target), and a huge increase in brand health and engagement results for Virgin Mobile.

The virtual mobile battle attracted exceptional interest from the Austral-ian public, generating more than 2.5 million screen views, and driving more than 103 million online impres-sions throughout the duration of the game. Social mentions delivered 78% positive sentiment and the press heralded Game of Phones as ‘the game that ruled Australia’.Read the full case study

mobile battleground that got millen-nials actively fighting to win part of the Virgin Mobile Empire.

It ambushed the market by deliver-ing Virgin Mobile ‘Game of Phones’, Australia’s largest ever location-based mobile app challenge, where consumers battled in the real world and an alternate reality in a bid to win $200,000 worth of virtual prizes. Warriors could claim loot by tapping

Page 31: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 31

A controversial approach helped the cancer charity find a new way to reverse a downward slide in donations.

CHALLENGE

Every year, the Peruvian Cancer Foundation (Fundación Peruana de Cáncer) conducts a fundraising drive entitled ‘Put Your Heart into It’ (Ponle Corazón), which aims to raise money for children with terminal cancer.

However, since 2009, less and less money had been collected and the campaign hadn’t achieved its goals. In addition, it had become increas-ingly difficult to get free ads in the media.

In this context, caring for children who are sick with this terrible disease was becoming increasingly difficult.

Case study Ponle Corazón

Campaign Searching for hearts

Advertiser Peruana de Cáncer

AgencyMediaConnec-tion BPN / FCB MAYO

Market Peru

country, and its inmates. The thought behind this was: if the hardest hearts in Peru can find it in themselves to give, perhaps the entire nation might show the same spirit of collaboration.

A total of 2,485 inmates committed to the cause, and the media were integrated for seven days to support the campaign with a single goal: ‘Searching for Hearts’.

RESULTS

The campaign far exceeded the Foundation’s expectations. It raised $300,000 for the Peruvian Cancer Foundation, which was 33% more than the previous year. The prison inmates’ commitment to the cause drove donations nationwide.

With a US budget of $6,500, the charity was able to secure earned media valued at US$351,203.

However, money alone can’t meas-ure the change that came about: Peruvians found it in their hearts to give to others truly in need.Read the full case study

A shocking campaign was needed to reach the hearts of every Peruvian.

SOLUTION

The charity decided to take a differ-ent approach by inspiring people to transform their indifference into compassion. It wanted the people of Peru to recognise that anyone can give – even the most unconventional of hearts. It devised a campaign that would attack the problem of declining donations in an innovative, controversial way, and that would have an impact on both society and the media.

To launch the campaign, the Peruvian Cancer Foundation focused on the most unlikely of places and people: Penal Castro Castro, one of the most dangerous prisons in the

Asking for donations from prison inmates also drove donations nationwide

SILVER

Page 32: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 32

Connecting white-collar workers with blue-collar labourers helped to provide the latter with a life-enhancing education.

CHALLENGE

Many blue-collar labourers in UAE have not finished school, and come to work there as labourers to provide for their families back home.

They want to learn English to help them get a better job and earn more money, so their children won’t end up like them. But they have neither the time nor the money for education.

SmartLife wanted to find a way to create opportunities for labourers to develop professionally by not only providing financial aid, but also giving them access to information beyond the temporary solutions they were currently getting.

SOLUTION

To launch its Adopt-A-Labourer pro-gramme, SmartLife identified more than 4,000 labourers across UAE who were interested in getting educated so they could elevate their profes-sional and income levels.

A web portal was launched, con-sisting of a database with detailed information about each labourer

Case study SmartLife

Campaign Adopt-A-Labourer presents Hello Education

Advertiser SmartLife

AgencyFP7/DXB

Market UAE

programme called ‘Hello Education’. They were asked to become teachers at weekends, bridging the societal gap between white- and blue-collar workforces.

For 30 minutes a week, in different labour camps, volunteer teachers met labourers and taught them about a range of systematically planned topics. At the end of the course, this resulted in their graduation.

RESULTS

The programme broke down the bar-riers between two different segments of society: white-collar professionals and blue-collar labourers. The soci-etal gap between the two, which had felt like a million miles, disappeared and resulted in real success stories.

After five full terms 2,500 students have graduated. They have experi-enced immediate success: 40% got salary increments, 30% successfully cleared job interviews, 10% got pro-moted in their jobs, and 20% became entrepreneurs in their home towns in India and Pakistan.

The programme is growing every month and, for many labourers, is continuing a chapter they had left incomplete a long time ago.Read the full case study

BRONZE– their ambitions, current education levels, strengths and weaknesses.

Through word of mouth and industry contacts, Adopt-A-Labourer recruited white-collar profession-als as teachers in an engagement

White-collar professionals mentored blue-collar labourers to close the societal gap and improve the latter’s job prospects

Page 33: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 33

The beer brand created a campaign to increase awareness of the dan-gers of drinking and driving.

CHALLENGE

In Rio de Janeiro, at carnival time, excessive alcohol consumption has increased the number of traffic ac-cidents.

Despite the efforts of local authori-ties to stop drink driving, it remains a big problem.

Antarctica Beer, the official sponsor of the Rio de Janeiro carnival, wanted to promote safe drinking by encour-aging revellers to leave their cars at

Case study Antarctica

Campaign Beer ticket

Advertiser AmBev

AgencyALMAP BBDO

Market Brazil

Just before carnival, it published a video online to remind carnival-goers that drinking and driving is a bad idea. Through a microsite, they could register and receive a personalised, unique URL to share the video. Via social networks, users shared their link with friends. For every 50 views, Antarctica gave away a Beer Metro Card with 30 rides.

The video quickly went viral, and in a very short time all the available cards had been distributed to users, thus raising awareness of the dan-gers of drinking and driving.

RESULTS

The population of Rio de Janeiro joined the project very quickly. More than 30,000 rides were given away on the first day alone, and the video clocked up more than 350,000 views in less than 24 hours. It ranked among YouTube’s top ten in Brazil during February, which is carnival month.

The bilhetedaboa.com.br website logged about 8,000 visits per hour.Most impressively, Antarctica con-tributed to a very important result: in 2014, the number of DUI cases fell by more than 15%.Read the full case study

BRONZEhome during carnival.

SOLUTION

To raise consumers’ awareness it was necessary to rely on a subject that was very important to them. As carnival is all about enjoying the par-ty with loved ones, Antarctica chose friendship to get people’s attention and then to prevent excessive alcohol consumption.

It came up with the Beer Metro Card (Bilhete da Boa), the first metro card to give users free rides if they talked to their friends about the prob-lems of drinking and driving.

Antarctica’s safe drinking campaign grew awareness and reduced accidents

Page 34: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 34

More on… Social participation

Seriously Social 2014 - How social strategy can drive business results Warc Trends, October 2014

ASB Bank: ASB Like Loan Murray Streets and Fee McLeod, Warc Prize for Social Strategy, Gold, 2014

Going to the edges for inspiration: Why it’s right to talk to ‘extreme’ consumers even if you are a mass-market brand

Marlene Cohen, Nick Graham, Jayne Hickey, Elaine Ho, Tom Lilley and Jacky Parsons,

PepsiCo and Sense Worldwide, ESOMAR Congress, September 2014

Molson Coors: Molson Canadian

Institute of Communication Agencies, Grand Prix, Canadian Advertising Success

Stories, 2015

Ditch the pitch: Out with in-your-face advertising, in with branded content Chuck Kapelke, ANA Magazine, Winter 2014

Page 35: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com © Copyright Warc 2015. All rights reserved. 35

CHAPTER 4

TECH-DRIVEN INNOVATION>> The smart application of technology in marketing

Page 36: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 36

At a glance Tech-driven innovation

1 Technology developments remain a major driver of innovation – and the challenge is matching what is possible to what is required. The experts contributing to Prize-winning campaigns went far beyond brand and media specialists to include engineers, satellite experts and neuroscientists. A bold and broad perspective, plus an interdisciplinary approach on the team, contributed to an effective strategy.

2 A growing challenge for ad agencies is to have talent and resources that combine tech and brand problem-solving expertise. For the Grand Prix winning campaign, ‘Clever Buoy’, it was technical excel-lence inside the agency that was able to kickstart the ambitious project.

3 Innovation was seen not only in the product and communications format, but also in the research that went into campaigns. The ‘Sound with Power’ campaign for Mercedes-Benz used neurosci-ence techniques to uncover an insight that led to engaging a new, younger target market.

KEY INSIGHTS

Page 37: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 37

Comment The role of technology“There is a risk that people see technology as synonymous with innovation. But tech is moving so quickly, a lot of the time it does facilitate innovation.”

Daniele Fiandaca, Founder, Innovation Social

(Judge, Warc Prize for Innovation)

“The ‘Clever Buoy’ campaign was a smart way of leveraging Optus’ technology and network. It put the consumer at the centre and solves a need, instead of broadcasting a brand message.”

Peter Espersen, Head of Crowdsourcing and Online Communities

LEGO Group, (Chair of Judges, Warc Prize for Innovation)

“Innovation is the life-blood of our industry. It’s where we see all our possible futures taking shape before our eyes.”

Alistair Beattie, President EMEA, Tribal Worldwide

(Judge, Warc Prize for Innovation)

Page 38: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 38

Spotting potential in emerging techTechnology often facilitates market-ing innovation. While some cam-paigns were able to create a power-ful message using no technology at all, others pushed the boundaries of current marketing techniques.

Advances in technology have opened up new opportunities for marketers – so much so that innovation often involves spotting the marketing po-tential of emerging technology.

This is particularly the case for brands with technology at their core. The Grand Prix-winning Clever Buoy concept, which combined the client’s own tech capability with the expertise of third parties, is a prime example.

But tech-driven innovation is not the preserve of tech-driven brands. One example is UTEC’s 1200 Trees like purifying system. Similarly to the earlier ‘Potable water genera-tor’ campaign, the agency sought to showcase the Peruvian university’s technology and engineering excel-lence while making a statement that would benefit those in the vicin-ity of the university. This billboard, developed in conjunction with UTEC, improved air quality, as well as in-creasing awareness of the university and applications.

Tech innovations, by their nature, are often conducted at a small scale. Ideas may need to be tested before a bigger roll-out. Or the test itself may serve as a promotional opportunity that, through PR and other channels, can be carried to a mass audience. One example comes from Audi in Brazil, which used technology to create a powerful personal message to potential customers. The initiative involved manual appraisal of used cars presented in a high-tech way. During the campaign the number of customers who visited Audi dealer-ships increased by 45%, and 15% of the target audience traded their car for a new Audi. Using technology to

convey the car evaluation message proved more powerful than tradition-al sales techniques.

Finally, the ‘Sound with power’ campaign developed to promote the Mercedes-Benz E-class, applied tech-nology innovation to research, rather than the campaign itself. Biometric and EEG data were recorded while cars were driven round a track. The sound of the exhaust was identified as the key stimulus and this insight led to further research that high-lighted the universal appeal and significance of sound for an emo-tional bond between driver and car. A large, integrated campaign then used sound as the key component.

Mercedes-Benz discovered the significance of its cars’ sound to drivers

Page 39: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 39

The car manufacturer combined technology and prestige in a single idea to make an impact in a com-petitive market.

CHALLENGE

The Brazilian premium automobile market is highly promising. However it’s not easy for car manufacturers to draw their audience into dealerships and initiate the sales process.

Nobody likes wasting time tak-ing a pre-owned vehicle to have it appraised at a dealership. This aver-sion is even greater when it comes to premium car dealerships because

Case study Audi

Campaign Instant valuation billboard

Advertiser Audi

AgencyALMAP BBDO

Market Brazil

tial consumers by presenting its new models to them along with details of how much it would cost them to trade in their cars for an Audi.

To do this, it created the Audi Instant Appraisal Billboard, which appraised their used car as a trade-in for a new Audi model.

An Audi employee stored informa-tion about the car in an RFID tag and placed it on cars parked in premium parking lots. When the owner drove the car away, the tag communicated with an electronic panel located at the exit. This would then show the owners of competing models an ex-clusive, tailor-made offer specific to that car and driver should they trade in their car for a new Audi model.

RESULTS

During the campaign, the number of customers who visited Audi dealer-ships increased by 45%. More than 600 vehicles were appraised every day and 15% of the target audience decided to trade in their used car for a new Audi. The action had an ROI of over 900%.

Most importantly, Audi created an innovative, customised and direct way to approach potential buyers.Read the full case study

consumers believe that imported models are beyond their budget, thereby making visits to these dealer-ships even less frequent.

Audi had to show potential custom-ers the prices of its new models and that they were within their budgets. It needed to identify this audience and impact them in an assertive manner to encourage them to head to their nearest Audi dealership to see the models up close.

SOLUTION

Audi came up with the idea to skip the appraisal step and reach poten-

Audi bypassed the feeling of wasted time by appraising cars in parking lots

SILVER

Page 40: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 40

To attract students to its 2014 inta-ke, the university created a unique billboard that improved air quality.

CHALLENGE

UTEC, the Engineering and Tech-nology University, wanted to find a way to demonstrate that, through engineering ingenuity in action, it is possible to change the world, and through this message attract new students to its 2014 intake.

Lima is undergoing a building boom and there are construction sites on every block, causing pollu-tion and life-threatening diseases due to the solid particles in the air, endangering local residents and construction workers alike.

UTEC was building a new campus and, as a university that thinks and does things differently, it had to find a solution to this problem.

SOLUTION

UTEC took advantage of the con-struction of its new campus to create social and environmental awareness.

A billboard measuring approxi-mately 30 x 10 metres was installed to communicate the construction of the new campus. It contained an air-purification system that, by means of

Case study UTEC

Campaign 1200 trees-like purifying billboard

Advertiser The University of Engineering and Technology

AgencyMediaConnec-tion BPN / FCB MAYO

Market Peru

RESULTS

The billboard immediately drew me-dia attention, resulting in more than 180 reports and press releases in newspapers and digital media worth US$116,084.

It also successfully publicised the 2014 admission process, increasing the number of applicants by 14% compared with the previous year.

Potential students saw UTEC as a university that could demonstrate that engineering is capable of changing the world.Read the full case study

water filters, extracted dust particles lifted by the construction project and replaced them by releasing pure air. The billboard produced 100,000m3 of pure air per day for a five-block radius.

Additionally, the billboard commu-nicated the construction of the new eco-friendly campus for a different kind of university, to increase the number of student applications.

The idea was to continue driving awareness and building on UTEC’s image as the innovative, inspiring university for future engineers who want to change the world.

The air purifying billboard communicated the benefits of studying at UTEC

SILVER

Page 41: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 41

Sound crowdsourced for a TV ad led to increased appeal among young-er drivers for a pivotal auto model.

CHALLENGE

In the battleground of ‘medium-sized executive saloons’, Mercedes’ rivals had come to dominate the sector. To override this, it needed to break with a pattern of defeat more than two decades old.

It also had to confront a brand image problem: BMW and Audi were both generally seen by the Mercedes audience as comparatively more desirable brands. In their eyes, a Mercedes-Benz was a status car for ‘the more mature driver’.

Mercedes-Benz needed to drive a 10% increase in E-Class new car sales, year on year. The challenge was to make 35–54 year olds reap-praise the Mercedes-Benz E-Class and increase the level of enquiries (test drives and brochure requests) from this group.

SOLUTION

Working with Hidalgo Ltd, the com-pany that monitored Felix Baum-gartner as he base-jumped from the edge of space, Mercedes-Benz devised a methodology to gauge the

Case study Mercedes-Benz E-Class

Campaign Sound with power

Advertiser Mercedes-Benz

AgencyAMVBBDO

Market UK

ing the human response to sound.

RESULTS

The Mercedes-Benz E-Class outsold its rivals for the first time in decades.

The campaign achieved high lev-els of interest in the model: brochure downloads increased by 106% and test drive requests increased by 76%, an incremental sales growth of 38% (versus sector growth of 9%) and a gross revenue ROI in excess of 17:1.

Crucially, more than 50% of the sales came from 35–54-year-old car buyers who were new to the brand.Read the full case study

BRONZEtrue physiological impact of driving an E63 AMG.

Three male subjects were fitted with a life monitor and a Brainband EEG headset. Each driver indepen-dently performed circuits of a private race track. The drivers’ biometric data were monitored live under ac-celeration and braking conditions.

This revealed that it is sound that creates an emotional bond between driver and car. Additionally, the sound of the exhaust signifies an authentic performance car. A car’s sound could provide the all-impor-tant sporty credentials.

Following this in-sight, an interactive, multimedia cam-paign explored how sound has the power to incite a range of emotions.

A TV campaign drove the audience to the digital experi-ence by demonstrat-

An interactive multi-media campaign demonstrated how powerful sounds can trigger emotions

Page 42: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 42

More on… Innovation and technology

When you can smell the feel and touch the colour: Super senser vision helps in innovation

Runa Gupta, Vartika Hali and Vishal Sampat, L’Oréal, Firefly Market Research and

Firefly Millward Brown, India

Coca-Cola’s Freestyle fountain puts big data on tap

Stephen Whiteside, Ad Age Data, October 2014

Digital technology and market research - Is it helping us uncover more powerful insights?

Warc Next Generation Research, January 2014

Trends Snapshot: ‘Haptic’ tech, sensory marketing, and the future of brand experience

Warc Trends, May 2014

The Shelter Pet Project ARF Ogilvy Awards: Gold, Government & non-profit, 2015

Page 43: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com © Copyright Warc 2015. All rights reserved. 43

CHAPTER 5

CHANGING CHANNELS>> Innovative use of media

Page 44: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 44

At a glance Changing channels

1 Winners in the Warc Prize for Innovation used more media channels than the average of all entries. They were more likely to use tradi-tional channels such as television and outdoor in their campaigns. That said, just 29% of winning entries used television – a far lower proportion than standard effectiveness case studies.

2 Innovative use of media shown by Warc Prize for Innovation campaigns was sometimes using older media in new ways. Unilever’s Kan Khajura Station repurposed simple feature phones as a new broadcast media channel and for the first time reached many potential customers in a media dark area of India.

3 Innovation in media can also be finding new ways to combine channels. Mercedes-Benz’s #YouDrive campaign created the world’s first interactive driving experience conducted through a tel-evision commercial.

4 Some campaigns used media as the message. Vodafone Romania demonstrated the speed and coverage of their mobile network by giving a geographically remote shepherd a smartphone and tablet and teaching him to use social networks. Coverage of the feel-good intiative generated 98 million free impressions and fulfilled the brand promise of empowering Romanians leveraging only a single, authentic spokesperson.

KEY INSIGHTS

Page 45: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 45

Comment Creative use of media“Some entries that were successful this year used technology in a very basic form. Any agency in London who told their client they wanted to do a feature phone campaign would get some very odd looks. But the channel approach used in the ‘Kan Khajura Station’ case was as innovative as using Oculus Rift.”

Lawrence Weber, Managing Partner Innovation, Karmarama

(Judge, Warc Prize for Innovation)

“Innovation without commercial discipline is not powerful enough, it will not create value for everyone involved.”

Neeraj Kalani, Sr. Director Global Strategy & Insights, PepsiCo

(Judge, Warc Prize for Innovation)

Page 46: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 46

Channel innovation takes many formsCase studies for the Warc Prize for Innovation showed creativity and ingenuity in using existing media in new ways and combinations.

Given the number of Prize entries with low budgets, it is not surpris-ing that expensive channels such as television do not feature widely in the competition. On average, 23% of Prize entries, and 29% of winners, used TV – a far lower proportion than is found in similar analysis of ‘standard’ effectiveness competitions. For example, analysis of the Cannes Creative Effectiveness Lions found more than 50% of entries used TV.

That said, there is evidence that combining channels helped deliver better outcomes. The average win-ning entry used 6.4 channels, com-pared with 5.6 among all entries.

Channel innovation took various forms. The most striking example of rethinking a media channel was Kan Khajura Station, created to reach a ‘media dark’ area of rural India. Traditional media reach only 20% of India’s rural population, with low lit-eracy levels adding to the challenge. Hindustan Unilever created Kan Khajura Teshan (KKT), an always-on mobile entertainment radio chan-

nel accessed via feature phones, in which the content is interspersed with communication about Unilever brands.

Other campaigns found new ways to blend channels. The ‘#YouDrive’ campaign in the UK for the Mercedes A-Class blurred the lines between traditional and social media. Tap-ping into the convergence between social platforms and broadcast content, the #YouDrive experience allowed a television audience to in-fluence an advertisement in real time via a digital social platform.

The result was unprecedented levels of real-time social interaction,

consideration and sales in the UK, and #YouDrive achieved a return on marketing expenditure of over nine-to-one.

In some cases, the medium was the message. ‘Ghita the social shepherd’ demonstrated how personal use of a Vodafone smartphone and tablet could improve someone’s life, and also showed what can be achieved with an excellent Facebook cam-paign. As millions engaged with the brand, Vodafone was able to fulfil its brand promise of ‘empowering Romanians to break their barri-ers, progress and live a better life through technology’.

Hindustan Unilever turned mobile phones into an always-on radio channel

6.4

average num-ber of channels used by Prize-

winning entries

Page 47: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 47

Soc

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Social and earned media leadKEY FACTS WINNING CAMPAIGNS MAKE BEST USE OF SOCIAL CHANNELS

Social media and ‘earned media’ were the most popular channels. Innovation cam-paigns leveraged ‘free’ media to the maximum, giving their campaigns much more clout than budgets might suggest.

Public relations is also a key channel for innovation case studies, used by 39% of all entries and 53% of winners.

Traditional media, however, is still important. With Prize winners being 96% more likely to use outdoor, and also with higher usage of television and print.

There seem to many new opportunities in out of home, which was strongly used by winners, a trend also seen in the Cannes Creative Effective-ness awards.

% of entries using most popular channels

Winning entries

All entries

Page 48: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 48

Case study Kan Khajura Station

Campaign From the ‘dark’ to connectivity

Advertiser Unilever India

AgencyLowe & Partners, PHD India

Market India

Winner of the Channel Innova-tion Award

GOLD

Unilever reached ‘media dark’ rural India through consumers’ mobile phones

The consumer products company built brand awareness in remote areas of India with a free entertain-ment service delivered via mobile phone.

CHALLENGE

While most of the world is connected and spoiled with an overload of entertainment through regular and digital media, there are some parts that are totally disconnected and literally in the dark. Regions such as Bihar and Jharkhand, two of India’s most media-dark regions, have no electricity for eight to ten hours a day.

With a population of 130 million, these regions are key growth markets for Unilever, which had to find a way to reach out to the market. The an-swer lay in the only electronic equip-ment kept turned on – a rudimentary mobile phone, and 54 million people had one.

This regional campaign set itself a single objective: to reach out to this audience by entertaining them via their mobile phones.

SOLUTION

Unilever got together mobile opera-tors, content providers and some of its brands to create Kan Khajura

found a way to reach 54 million peo-ple with only a rudimentary mobile phone and connect them back to the world with content relevant to their culture – and all at a cost of under four cents per person.

RESULTS

The target was to achieve 6–7 million calls in six months, but people kept dialling in, peaking at 150,000 calls a day.

Another goal was to reach 10% of the population in six months. Unile-ver managed to reach 25.5%.

The campaign generated 24 million missed calls and 8 million unique subscribers – that is, 13,000 hours of engagement each day, 2.3 million hours to date and 70 million ad impressions clocked so far.Read the full case study

Station, a free entertainment service delivered via mobile phone. The moment anyone called Kan Khajura Station, the call would be discon-nected and an automated callback generated with 15 minutes of music, jokes, news and promotions from these brands. This ensured that the service was free, as incoming calls are free in India.

To popularise the station’s num-ber, a memorable logo was created, and posters and banners put up everywhere people gathered, such as railway stations, local cattle fairs and mobile recharge outlets. Other media, like outbound calls and local print media, were used too, all with a simple message about how to use a missed call to access the free entertainment.

Through this new channel Unilever

Page 49: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 49

The auto manufacturer created a TV ad that used social interaction to achieve unprecedented levels of real-time social interaction, consid-eration and sales.

CHALLENGE

Mercedes-Benz was faced with a challenge ahead of the launch of its new A-Class, a small, five-door hatchback: low consideration of the brand among its target of drivers aged 25–44.

The brand didn’t have the breadth of models to compete directly with Audi and BMW, and pre-launch editorial wasn’t as favourable as had been hoped.

The key to perception change was getting prospective drivers behind the wheel to experience the car, but the A-Class wouldn’t be available in the UK for another six months.

Mercedes-Benz needed to make the brand relevant within the places where young people were spending their leisure time.

SOLUTION

Tapping in to the convergence between social platforms and broadcast content, Mercedes-Benz launched the world’s first interactive

Case study Mercedes A-Class

Campaign #YouDrive

Advertiser Mercedes-Benz

AgencyAMVBBDO

Market UK

substantially for those who ‘shared’ their experience on social media.

Every piece of content was just one click away from a test drive or brochure request.

RESULTS

The result was unprecedented levels of real-time social interaction, consideration and sales. YouDrive achieved ROMI of more than 9:1.

After just six months, the A-Class had captured 4.7% of the total small car sector and 12 months after launch, Mercedes-Benz had sold 13,934 of its A-Class, accounting for a 6.7% share.Read the full case study

driving experience, where a televi-sion audience could influence an ad-vertisement in real time via a digital social platform.

A video trailer explained the campaign concept, using Twitter, YouTube and Facebook, relevant high-traffic sites and within banner ad units. Influencers with significant social graphs who retweeted the con-tent were rewarded with personal-ised one-off YouDrive movie posters.

Hidden within the online experi-ence were details of a secret gig; those who were able to find them were invited to enter a prize draw for the chance to win a new A-Class for a year – with the odds improving

Mercedes-Benz enabled social media users to influence a TV ad in real-time

SILVER

Page 50: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 50

The mobile network told the real-life story of Ghita, an ordinary Roma-nian shepherd, to improve its brand metrics.

CHALLENGE

Vodafone’s network leadership was being severely threatened by mas-sively communicated 4G claims from competitors Orange and Cosmote.

Despite 4G having very limited coverage and supported handset availability, Orange had taken advantage of the novelty factor and stolen a march on Vodafone.

All of Vodafone’s brand key per-formance indicators were severely deteriorating. It needed to reclaim its position as the ‘best network in Ro-mania’ by leveraging its superior net-work performance, while establishing itself as the best-value smartphone provider and reversing the declining trend in total brand consideration.

SOLUTION

Vodafone created Romanians with Initiative, a new local communica-tion platform featuring extraordinary tales of ordinary people whose encounters with technology helped them break barriers and make progress. They demonstrated new

Case study Vodafone

Campaign Ghita the social shepherd

Advertiser Vodafone Romania

AgencyBVMcCann Erickson Romania

Market Romania

than half a million Facebook fans, making him the third most popular Romanian celebrity on Facebook.

The story of Ghita’s everyday life achieved wide earned coverage, worth more than 130,000 euros in free media and dozens of well-known people visited Ghita at his home.

Ghita became the credible flag-ship for Vodafone’s network perfor-mance, helping it to reclaim its main differentiator and absolute leader-ship in ‘best network’ perception.Read the full case study

BRONZEVodafone products in an easy-to-understand way, showing how its services work in real-life situations.

The spotlight was placed on Ghita, a mountain shepherd, one of the thousands that most Romanians con-sider rather backwards. Vodafone gave him a smartphone and tablet, taught him how to use social net-works and documented the way his life improved through technology.

RESULTS

Ghita’s life was followed by more

Ghita showed that mobile internet is accessible and affordable for everyone

Page 51: WARC Case Innovation Case Study

Executive summary >>

Chapter 1 >>The innovation mindset

Chapter 2 >>The power of utility

Chapter 3 >>Social engagement

Chapter 4 >>Tech-driven innovation

Chapter 5 >>Changing channels

www.warc.com

Warc Trends >> Innovation Casebook 2015

© Copyright Warc 2015. All rights reserved. 51

More on… Media innovation

Lifebuoy: Roti – The unlikely reminder

Ogilvy & Mather India, Cannes Creative Effectiveness Lions, 2014

Nike: Hacking Jakarta for running

Lindsey Cummings, BBH Asia Pacific, Warc Prize for Asian Strategy, Bronze, 2014

WWF-Traffic China: 8-Minute animals

Ogilvy & Mather Shanghai and Geometry Global Shanghai, PMAA Dragons of Asia:

Silver Award, 2014

Cebu Pacific Air: Rain codes

Geometry Global Hong Kong, PMAA Dragons of Asia: Silver Award, 2014

Philips Indonesia: Lighting up the monuments

Geometry Global Indonesia, PMAA Dragons of Asia: Silver Award & Best in

Indonesia, 2014

Page 52: WARC Case Innovation Case Study

www.warc.com © Copyright Warc 2015. All rights reserved. 52

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