WARC Case Innovation Case Study

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1. © Copyright Warc 2015. All rights reserved. Published: April, 2015 WARC TRENDS THE INNOVATION CASEBOOK 2015 >> Explore the world’s freshest communication…
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  • 1. © Copyright Warc 2015. All rights reserved. Published: April, 2015 WARC TRENDS THE INNOVATION CASEBOOK 2015 >> Explore the world’s freshest communication ideas
  • 2. 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 report THINK 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. 1 2 3 4
  • 3. 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
  • 4. 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
  • 5. 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 report FEATURED CASE STUDIES Chapter 1 Optus, ‘Clever Buoy’, Australia Lifebuoy, ‘Help a child reach 5’, India Coca-Cola, ‘Two worlds. One song’, Middle East Chapter 2 UTEC, ‘Potable water generator’, Peru Depaul UK, ‘Don’t raise money, make money’, UK Colgate Equity, ‘Grinners are win- ners’, Australia Chapter 3 SmartLife, ‘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’, UAE Antarctica, ‘Beer ticket’, Brazil Chapter 4 Audi, ‘Instant valuation billboard’, Brazil UTEC, ‘1200 trees-like purifying bill- board’, Peru Mercedes-Benz, ‘Sound with power’, UK Chapter 5 Kan Khajura Station, ‘From the dark to connectivity’, India Mercedes 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)
  • 6. 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 INNOVATION MINDSET >> How a challenger mentality can deliver breakthrough results
  • 7. 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
  • 8. 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, MC 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)
  • 9. 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 formula Taking 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 boundaries The 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
  • 10. 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 10 12 Advocacy Emotion Education/ Informative Partnerships Storytelling User-generat- ed content ...and build the right partnerships Prize 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 two The 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)
  • 11. 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 budgets KEY FACTSLOW-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
  • 12. 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 Agency MC 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 GR
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