IPA Effectiveness Awards 2006: Bronze Awards

The Charles Channon Award (Best New Learning) - Sponsored by WARC

John Bartle Award (Best New Agency) - Sponsored by Bartle Bogle Hegarty

Best New Client

Cathedral City
Campaign title: See it, want it
Client: Dairy Crest Group
Agency: Grey London
Author: Simon White, Grey London
Media used: TV

IN A NUTSHELL: A new advertising campaign built a more loyal and profitable consumer base, delivering a 20 per cent sales increase and a 52 per cent profit increase

SUMMARY: This paper's about profitable growth, and comparing promotions and advertising, or short-term uplift and long-term loyalty, in achieving it. It demonstrates the impact of loyalty on profit, and shows how advertising can increase loyalty, even in a commoditised market, whereas promotions reduce it. It shows how increasing advertising and reducing promotions, while keeping overall A&P spend flat, delivered: a 20 per cent sales increase (or £17.8 million); a 40 per cent increase in full-price sales; and most importantly, a 52 per cent profit increase. The advertising more than paid for itself.

JUDGE'S COMMENT: Ever wondered what would happen if you were to spend less on promotions and more on advertising ...? Cathedral City wondered, and went as far as doing it. Moving away from out-and-out price cuts, it tried to rebalance its spend and attack the dominant price-led sector. The results? Increased sales, higher volume and improved profitability. With FMCG brands constantly having to find the right balance, this is a good case study into the power of investment.

- Greg Nugent, marketing director, Eurostar

ING Direct
Campaign title: ING Direct UK launch: taking the savings market by storm
Client: ING Direct UK
Agencies VCCP; Media Planning Group
Authors: Dale Gall, VCCP; Martin Stokes, Media Planning Group
Contributing Authors: Victoria Lynch, VCCP; John Perella, Media Planning
Group; Louise Cook, Holmes & Cook
Media used: TV, outdoor: interactive, PR, DM, press

IN A NUTSHELL: An iconic, integrated campaign, helped ING Direct take the savings market by storm; to the tune of one million customers and £24.5 billion of funds

SUMMARY: This paper explains that, in order to achieve long-term success, ING Direct had to build a brand that was an alternative to the mainstream saver at a time when the UK savings market was already over-crowded. It achieved this by identifying a gap in the market for a catch-free product, creating a campaign that integrated the simple "for everyone" nature of the product, while building the perception of reliability, and executing a media strategy that continually maximised "the bang for every buck". By the end of 2005, ING Direct had more than one million customers, £24 billion of funds under management, had realised the highest savings market share growth of any bank and is now in a position to launch a wider portfolio, including a mortgage product.

JUDGE'S COMMENT: The judges were impressed with this campaign that had an appealing look and feel. In a very competitive and congested market, ING Direct captured the public's attention and in doing so created a successful mainstream brand across Europe.

- Alison Littley, former global marketing procurement director, Diageo

Jamie's School Dinners
Campaign title: Jamie's School Dinners: an integrated campaign which
triggered the start of a food revolution
Client: Channel 4 Television Corporation
Agency: Michaelides & Bednash
Authors: Jason Gonsalves, Michaelides & Bednash; Cameron Saunders,
Channel 4; Joanna Bamford, planning consultant
Contributing Authors: Rufus Radcliffe and Nick Stringer, Channel 4
Media used: TV, print, outdoor, PR, radio, DM, press

IN A NUTSHELL: The campaign delivered £280 million of additional Government funding for school dinners - equivalent to an ROI of 620 per cent

SUMMARY: This paper demonstrates how Channel 4 and its partners made a real difference to the health of our nation through an innovative 360-degree integrated campaign around Jamie's School Dinners. It shows the value of a new generation of integrated campaigns, fusing programming into the advertising and marketing mix - akin to a cause-related, advertiser funded programming-led approach. The campaign delivered a total advertising surplus of £2.18 million - a net conventional ROI of 148 per cent. It delivered £280m of additional Government funding for school dinners - equivalent to an ROI of 620 per cent. The campaign also provides new learning on the potential value of programming within the marketing mix, particularly for cause-related marketing organisations.

JUDGE'S COMMENT: This was a fascinating paper and a first for the IPA - to be asked to consider a programme idea as part of the Awards. It created a great debate among the judges because it blurred the boundaries between "traditional" marketing and editorial content. It would be great to see ideas like this in future rounds of the IPA Effectiveness Awards.

- Alexandra Lewis, marketing director, Sky Networks

Manchester City
Campaign title: Manchester City: This is Our City
Client: Manchester City
Agency: Grey London
Author: John Lowery, Grey London
Media used: Outdoor

IN A NUTSHELL: From the insight of City's position as the club of Manchester the line "This is Our City" was born driving the sale of 2,407 additional tickets to the value of £57,768

SUMMARY: This paper examines a campaign that dared to intervene in that most sacred of relationships - the football fans' love for their team. Manchester City asked Grey London to develop a "brand" campaign to help strengthen the bond with their supporters and ultimately encourage them to attend more matches. The brief was based on an understanding of City's place as the club of Manchester, and from this insight the line "This is Our City" - and several print executions - were born. The campaign was whole-heartedly embraced by Blues fans, with increased ticket sales, and generated incremental profit for the club. In the words of City chief executive, Alistair MacKintosh: "The results across all aspects of our business are unprecedented. 'This is Our City' is something we will keep forever at Manchester City."

JUDGE'S COMMENT: This campaign, famous in Manchester, created a real feel-good factor and was successful in a category that is very poorly marketed. Addressing football supporters from the fans' perspective, the case study is a great read and a good use of a small budget.

- Tim Evans, director of customer insight, BT

BEST NEW CLIENT

More 4
Campaign title: The new adult entertainment channel from Channel 4
Client: Channel 4 Television Corporation
Agency: DDB London
Authors: Dan Ng, DDB London; Julia Wood, DDB Matrix
Contributing Authors: Les Binet, DDB Matrix; Sarah Carter, DDB London;
Jonny Mackay, OMD UK
Media used: TV, print, outdoor

IN A NUTSHELL: How "adult entertainment" sold grown-up television to grown-up viewers. Without advertising, the launch-night audience would have been 48 per cent smaller

SUMMARY: Television channel launches bring challenges; especially difficult is the disentangling of the effect of programming content from that of communications. This paper shows how the inspired and provocative idea of "adult entertainment" successfully positioned and launched a new TV channel of "grown-up" programmes to an audience of "grown-up" viewers. The campaign created suspense and critical acclaim for the channel with intelligence and wit, and successfully directed people to tune-in during the first week and onwards. BARB viewership data proves that the people who were exposed to TV advertising for More 4 were nearly twice as likely to go on to watch it than people who hadn't been exposed. In fact, half the people watching on launch night were doing so because of the advertising.

JUDGE'S COMMENT: The More 4 launch (with its "adult entertainment" positioning) was an impressive idea that created much debate around the positioning of a new "adult channel". There was an impressive array of media used, which resulted in a successful launch of the televison station.

- Matthew Howe, senior vice-president, chief support officer, McDonald's Restaurants UK

Self Assessment
Campaign title: How a change in advertising direction proved that tax
doesn't have to be taxing
Clients: HM Revenue and Customs/COI
Agency: Miles Calcraft Briginshaw Duffy
Author: Andy Nairn, Miles Calcraft Briginshaw Duffy
Media used: TV, print, outdoor, interactive, PR, radio, ambient, press

IN A NUTSHELL: A change in advertising direction proved that tax doesn't have to be taxing, and generated savings of £547 million at an ROI of £24.31 for every £1 invested

SUMMARY: This paper tells how HM Revenue & Customs borrowed from theories of behavioural psychology to take a more positive approach in their communications. The HM Revenue & Custom's "Self assessment" campaign, with the strapline, "tax doesn't have to be taxing", has resulted in record numbers of taxpayers filing their tax returns on time. Targets for internet filing have been shattered three years running, and take-up now stands at more than 20 times the level before launch. There has also been a dramatic uplift in the sense that HM Revenue & Customs is changing for the better, and that self assessment is getting easier. Altogether, the campaign has generated savings of £547 million on a total spend of £22.5 million: an ROI of £24.31 for every £1 invested.

JUDGE'S COMMENT: The objective was very clear and was dealt with very effectively. The campaign took a very dry and low-interest subject, cleverly engaged people and stimulated them into action. It also drove people online at a time when concerns over internet safety were particularly strong.

- Tim Evans, director of customer insight, BT

Sony Ericsson K750i/W800i
Campaign title: K750i "Take your best shot with a phone"/W800i "The
soundtrack to your life"
Client: Sony Ericsson Mobile Communications
Agency: Bartle Bogle Hegarty
Author: Martin Smith, Bartle Bogle Hegarty
Contributing Authors: Heather Alderson, Bartle Bogle Hegarty; Gavin
Bell, Dare Digital
Media used: TV, print, outdoor, interactive, PR, DM, cinema, ambient,
press, sales promotion

IN A NUTSHELL: A new role for the Sony Ericsson brand in communications led to greater consumer participation and paid back EUR2.70 profit for every EUR1 spent

Summary: This paper explains that in order to sell more phones and to differentiate itself from other market players, Sony Ericsson decided to brand its communications in a different way. Working on the theory that "to do is to learn", it devised a "participative branding" model, going deeper than the visual branding tried elsewhere. Communications invited people to have a go. As a result of the campaign, Sony Ericsson gained market share, moving from fifth to fourth and brand loyalty increased from 37 per cent to 43 per cent. The new approach was endorsed by the networks, with satisfaction increasing by ten per cent and satisfaction with advertising and marketing increasing by 12.5 per cent. Overall, communications payback was EUR2.7 profit for every EUR1 spent.

JUDGE'S COMMENT: This was a strong submission from Sony Ericsson. The paper shows an interesting approach to customer participation and shows a good use of channels. The returns from the campaign were good and they were spread over a number of markets.

- Mike Short, vice-president, research and development, O2

Women's Aid
Campaign title: Valentine's Day
Client: Women's Aid
Agency: Grey London
Author: Emma Batho, Grey London
Contributing author: Joanna Bamford, planning consultant
Media used: Print, radio

IN A NUTSHELL: A £500 tactical awareness campaign reached 52 per cent of adults and raised awareness of domestic abuse and the charity Women's Aid

SUMMARY: This small campaign went a long way to raise awareness and understanding of domestic abuse and the charity Women's Aid. On a budget of just £500, the tactical awareness campaign created an advertising effect disproportionately large to its actual size. By leveraging Valentine's Day and juxtaposing it with a message about domestic abuse, a media schedule giving just 2 per cent adult coverage actually gave 52 per cent of adults at least one opportunity to see the ads through the media coverage the campaign received. The campaign generated a 25 per cent uplift in the number of people who visited Women's Aid's website, increased the donations received by the charity, and helped reduce the number of victims of domestic abuse.

JUDGE'S COMMENT: Not only was this tiny budget campaign for Women's Aid very effective but it was able to prove its effectiveness with little resources. The campaign was as admirable as the cause itself and shows that, even with a small marketing budget, communications can work magic.

- Marc Sands, marketing director, The Guardian.

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1 Job description: Digital marketing executive

Digital marketing executives oversee the online marketing strategy for their organisation. They plan and execute digital (including email) marketing campaigns and design, maintain and supply content for the organisation's website(s).