It’s not often that you get the chance to play a part in a social
phenomenon. The Tesco Clubcard is my bid for history.
Along with Grant Harrison and his team at Tesco, those clever people at
Dunn Humby and about 20-odd people at Evans Hunt Scott, I have been
living and breathing Clubcard since we helped develop and pilot the
scheme in 1993.
The nationwide launch in January 1995 was the scariest thing this agency
has ever had responsibility for - a white-knuckle ride that started when
the Tesco board gave the green light to spend lots of money, accelerated
when the first eight million people signed up and hasn’t slowed down
The press has been suitably impressed - ‘Tesco’s brilliant initiative,’
said the Times - and this year we redesigned and helped launch Clubcard
Plus, a card-based deposit account.
So, as a creative type, why am I so proud of our work on Clubcard?
a) It’s the best example I know of a strong brand being faithfully
translated into a non-advertising technique and succeeding beyond
everyone’s wildest imagination.
b) It’s a delightfully inclusive (and not exclusive) democratic
c) It succeeds on so many planes, both in creative and business terms.
d) It’s so big. Millions of people use it, tens of millions of pounds
are sent out as rewards, hundreds of millions of pounds worth of sales
are generated by it. It makes most advertising and marketing campaigns
look weeny and trivial by comparison.
Clubcard is so hugely important it could never win a D&AD award.
Terry Hunt is executive creative director of Evans Hunt Scott