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Nearly 12 entries were presented by top media independents and
media divisions of ad agencies. The following is brief synopsis
of the presentations:
1) MediaCom's "Vodka Chasers" innovation for TV:
For the high end Arrow shirts brand, MediaCom had to tackle handicaps
such as limited budgets, the brand had been present on print; did
not even have a TV commercial film; short deadlines. The MediaCom
team came up with its concept of Vodka Chasers - chasing high profile
advertising spots and piggy backing on their impact. For instance,
the MediaCom team scheduled the Arrow spots in such a way these
spots followed high profile advertisers such as Chivas Regal whisky,
Hyundai, Ford amongst others. The ads were scheduled in channels
such as NGC, BBC, CNN, CNBC and the older avatar of Star News in
2002. The TVC consisted of a simple voice over and scrawler that
said: "There are many good things in life - one of them is
an Arrow!". By using this innovation, the agency managed to
get more impact from the 10-second advertisement developed within
a limited budget.
2) Lodestar Media's Khul Ja Sim Sim Magic on Star Plus:
For its client Whirlpool, the FCB Ulka owned Lodestar Media had
developed a strategy of Whirlpool personality - the "Whirlpool
family" and the "Whirlpool Mummy". The agency faced
budgetary constraints because rivals LG Electronics and Samsung
had humungous budgets. The key was to use the right
platform and leverage the tag line "Mummy ka Magic Chalega
Kya".
The agency forged a partnership with the Aman Varma hosted game
show Khul Ja Sim Sim on Star Plus. Varma had acted in Whirlpool
commercials as the "Whirlpool Dad". On one particular
show, Varma invited Renuka Saluja (who acted as the Whirlpool Mummy)
and questions revolved around brand related issues. The brand managed
to get 10 minutes of free time during
prime time that could have cost Rs 12.6 million. Nearly 2.5 million
viewers got a chance to see the show. It even spawned headlines
in newspapers 'Laloo ka jadoo chalega kya" and competitors
such as Godrej used the same tag line.
3) Madison Media's Tide Sony TV's CID innovation:
The challenge was to break through the clutter of 131,587 detergent
ads that were aired on TV. The brand already had an existing memorable
pneumonic (white screens) and key learnings from the global markets
(that message delivery is more effective when viewer involvement
with the media or channel is higher). Madison convinced the makers
of the programme CID on Sony Entertainment Television to
develop a special TVC (copy of the serial) that had the look and
feel of the detective serial. The spot was scheduled as the last
ad of the break. It showed the characters of the serial interacting
before they are rudely interrupted by a flash of whiteness accompanied
by the voice over "Chouk gaye" (Are you surprised?). Viewers
were surprised by this innovative ads that aired during the serial
and loved the ad.
4) WPP Media's media innovation on cinema for Tata Safari: WPP
Media claims to have created and conceptualised the longest ever
commercial spanning two and a half hours - when they placed the
brand Tata Safari in RamGopal Varma's film Road. The brand
was visible for 45 minutes of on screen time as it was an integral
part of the story line. In a way, the brand was endorsed by top
Bollywood stars such as Vivek Oberoi and Manoj Bajpai. The brand
was distributed through 200 prints across 120 cities; satellite
rights and free exposure through trailers, hoarding, posters and
banners. The Tata Safari sales went up by 17.5 per cent as compared
to the previous year and the media multiplier effect was more than
9.7 times.
5) WPP Media's cinema innovation for Close Up toothpaste:
The agency created Close Up corners for couples at various cinema
theater multiplexes. The strategy evolved from the fact that young
couples in metros wanted privacy. The agency managed to get
signatures and posters around the theater premises. Channel [V]
VJ Yudi launched the concept on Valentine's Day. The campaign was
leveraged across media through PR, promotions and word of mouth.
A study indicated that six percent of people had experienced it
and 30 per cent had seen or heard about it. The advantage was :
"The innovation helped to talk message during
the benefit rather than benefit during the message".
6) WPP Media's strategy for Kwality Walls ice cream:
Hindustan Lever owned Kwality walls ice cream had a mandate to break
even during the year 2002. The challenge was to balance the investments
with returns through brand building exercises that would result
in sales. The agency took the strategic decision to focus on existing
ice cream eating consumers; upgrade them from local products to
a nationally available brand; increase value per sale by larger
pack consumption. The agency came up with the idea of "Ek Din
Ka Raja" promotion that went on for a eight weeks. Winners
could get a chance to spend Rs 1 million in a day in Mumbai. The
approach included a "roof pillar"
approach; wherein metropolitan citadels were targetted; strategic
media partners (Sony, Cartoon Network, The Times of India group)
were roped in; and consumer connect was established through the
standardised tag line "Ho Jaye Dil Ka Connection".
The brand gained from the exercise as its awareness levels increased
phenomenally.
7) WPP Media's strategy for Clinic Plus shampoo's relaunch:
The brand was losing its market share due to stagnant sales in 2001;
market dynamics required repositioning as the low cost shampoos
were being preferred by disloyal users. The agency defined three
distinct target users - regular users; low cost conscious users
and proxy users who tried new things. The agency changed the packaging
(blue to silver colour); introduced three new price points; improved
formulations. The challenge was to ensure that three messages were
communicated to the consumers at the same time. The media team members
had to spend 100 hours in consumer interactions and the insights
obtained led to the final strategy. A lot of Doordarshan was used
to reach out to low end users of satchets. A special innovation
called 'Breaking News" was conceived and aired on TV channels
to cash in on the craze about breaking news and plethora of news
channels. The agency also managed to pull off one of the largest
rural programmes and tapped 66 million people. The brand managed
to post a growth of 40 per cent.
8) Zenith Media's strategy for LML Freedom launch:
LML was perceived as scooter company and it was posting heavy losses.
Its competitors Bajaj Auto, Hero Honda and TVS had gained dominating
positions in the bike categories with brands such as Splendour,
Passion, Victor, Boxer amongst others. LML Freedom would be launched
in the Executive category (priced between Rs 35,000 to Rs 44,000).
The target was to sell 20,000 bikes a month. The agency research
showed that there were several segments within the target group
- aspirers, maintainers, experienciers, non conformists and balancers.
The agency narrowed down on the achievers and the maintainers who
could actively influence purchase decisions, who were value conscious
and open to new brands as long as they derived value. The media
agency's research also showed that Hindi news channels, Hindi cinema
channels and music channels were equally effective in reaching out
to the TG as compared to Star Plus, Zee and Sony. The agency focused
on low end channels and lower rung vernacular publications; at lower
costs. The brand managed to get 15 per cent share in the executive
segment and 19,000 people bought the bikes every month.
9) WPP Media's strategy for Lifebuoy soap's relaunch:
Lifebuoy contributed 30 per cent to the Hindustan Lever detergent
business turnover and hadn't undergone a major restructuring and
repositioning in 107 years. However, the sales were declining as
the consumers were moving away from the carbolic based soaps to
beauty soaps - perceived to be superior; with better fragrance and
lather; aspirational image.
The agency devised a strategy to ensure that it advocated family
health rather than personal hygiene. There were large chunks of
the users who were in "unreachable areas" - rural markets.
Through TV and print campaigns, the agency team focused attention
on the family health themes, conducted consumer education exercise
using "Germ tests" through multimedia; and established
the brand's credentials as an authority in a credible manner. The
agency also explored the communication options during important
days such as World Health Day. For rural markets, it created the
Lifebuoy Swashthya Chetana project wherein 450 teams of health officers
tapped 8000 villages in 11 states. Nearly 40 million people in rural
areas were covered. The brand registered a 30 per cent increase
in volumes and the share of contribution to HLL's detergent division
turnover increased to 55 per cent.
10) Lodestar Media's strategy for ZOD (Zodiac):
Zodiac Clothing had a formal shirt positioning and its latest offering
ZOD was clubwear, young, trendy and hip. The challenge was to sell
75,000 shirts in an allocated budget of a measly Rs 5 million. Lodestar
used its Mind and Mood proprietary tool to define the context and
then deliver the message. It decided to focus on achievers who were
financially independent. Research showed that the target audience
spent very little time at home; were complusive party animals during
weekends.
The agency developed several "hot buttons" -such as clubs,
discs, pubs, movies, Internet, music, contests, celebrities - that
could be used to build databases as well as initiate sales. The
agency also effected sales with web sites and leveraged the tagline
"Are you game?" effectively. It generated more than 113468
leads - pinpointing those people who would buy ZOD. The brand was
strongly associated with the first ever RJ Hunt for radio channels
and won the CMAI award for the best brand launch and emerging brand.
The company managed to sell more than 100000 shirts.
11) Lodestar Media's innovation on radio for Scorpio:
Mahindra and Mahindra launched its Scorpio on 19 July 2002. Lodestar
Media used radio innovately to ensure sampling and experiential
advertising. During peak hours, a cavalcade of motor bikes accompanied
the Scorpio that moved from one end of Mumbai city to the other.
Almost simultaneously, Midday group owned radio FM channel Go 92.5
FM host Anish Trivedi kicked off the proceedings with a live radio
broadcast.
Renowned pop singer and artiste Anaida was seated in the Scorpio
and she gave regular updates to listeners. Radio was used a media
force multiplier (FM). The agency managed to leverage the strengths
of radio as a medium and also ensured that it covered the handicaps
of radio - by giving consumer a chance to touch and feel the product.
The agency claimed to have launched reality radio advertising and
the result was evident in the fact that there were 900 footfalls
in the only exclusive showroom in the city.
12) WPP Media's innovation on radio for Kodak:
The brand's tag line "Kodak Moments" was hitherto associated
with celebrities. The agency wanted to move away and give a chance
to the lay man or common people who could talk about their Kodak
moments. It developed a call in show called Kodak Moments on Radio
FM channel Win 94.6.
There were 200 consumers talking about their personalised Kodak
moments in one month. There was a great amount of emotional involvement
of the consumer with the media. The programmes received an avarege
of 50-80 calls a day.
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