Devanshi Dalmia MKTG 235

David Ogilvy Award Assignment Part 1

AUDI: I think it was effective to outline the objectives as a timeline of events that lead up to the eventual purchase of the car, to strengthen Audis purchase at every level. In order to increase purchase intent1, it first needed to understand how brand consideration 6 months prior to the actual purchase, and it effectively carried out the respective quantitative market research. When curious results were seen by Audi consideration steeply rising up to 3 months prior to purchase and then dramatically falling, it was wise to delve deeper into the situation by using qualitative methods, a technique that Audi utilized effectively through Focus Groups. Once the market research gave out dramatic conclusions regarding the reputation of Audi as a less widespread brand, Audi understood that this perception needed to be altered, and that the target audience needed to know that Audi was more widespread than they believed, in order to be considered over BMW and Mercedes. Therefore Audi focused on comparative advertising2 with messages highlighting Audis growth and presence as a brand. To make the Big Idea stronger, it was wise to make the ad shocking to make them more memorable. The Big Idea struck the problem at the root and was therefore effective. It was a good idea to channel advertisements in media which reaches the greatest number of the target population (people looking to buy cars), and therefore, advertising online was a good move, since most people browse prices online. To tackle the second objective, Audi mentioned names of dealers in its ads to make it easier for viewers to act. In my opinion, the good news-bad news campaign was a good build off on the Big Idea, but radio as a channel was not the best option, as car shoppers usually browse on the internet and are more appealed by tv visuals and print ads rather than go by what they hear on the radio. This, the advertising campaign paid off for all 3 objectives as each one was targeted separately. Audi used the right metrics in terms of foot traffic trends over time and retail sales and market share trends over time. However, for analyzing the results of the ad on purchase intentions, Audi looked at Audi Intentions as a whole as a percentage of luxury car intentions. However, Audi did not show the trend of intentions within the 6 month period prior to purchase. It would have been interesting to see whether there was an improvement in Audi intentions from 3 months prior to purchase. Dominos: It seems that the research objectives dealing with understanding Dominos place in consumer and food culture, as well as understanding how people felt about the brand were already known by Dominos when they decided to launch a new, tastier product. Therefore, according to me, only the third research objective, which was to see how to make the new and improved pizza more believable and persuasive, was the most crucial. In my opinion, the only value added by research in the first two was to gain more detailed insight, rather than any new information. The message received via focus groups was not just to say new and improved but to actually prove change. Dominos worked off this insight, and created a Big Idea of admission of fault and humanizing the brand by listening3. This Big Idea was effective as it highlighted the main issue at hand- bad taste and need for change. Since this was a relatively risky idea to implement, Dominos was smart in spending resources generously in ad testing- creative development focus groups, quali-quant method on finished ads, copy testing, and Milward Brown reports. Involving documentary films capturing complaints by real focus group participants really helped strengthen the big idea. This was in line with the feedback they had received about the lack of credibility regarding sweeping statements like new and improved. The way the Big Idea was implemented was phenomenal, and made the message much more credible and impactful than any ad depicting a fictional character. Since the main problem that Dominos faced was reputation, it needed to raise mass awareness, and so, launching its ads through high profile TV placements was a good call. Since the Big Idea dealt with peoples criticisms, it was a good idea to continue the open communication by getting comments on Dominos campaigns on Facebook etc. Involving the consumers to the extent they did, by hiring social media specialists to respond to consumer feedback, made the entire campaign much more believable, and contributed to getting lost consumers to trust the brand again. The results are directly linked to the marketing objectives. KY: For KY, it was essential to understand peoples mindsets in order to pin point the MAIN reason behind hesitancy in order to tackle it through the ad. Since one objective was to increase the number of non users and promote trial4, it was essential to test the ad on both users and non users from all age groups to understand who the product and ads appeal to, and KY effectively conducted qualitative and quantitative analysis to test this. Since KY aimed to charge a huge price
1. 2. 3. 4. According to Hierarchy of effect (Lecture: Advertising Plan), ad related to Attention, Interest, Desire or Action (AIDA model). The purpose of this campaign was to strengthen Desire and to help transform it into Action Comparative Advertising is effective when compared upwards and hight positive aspects (Lecture: Comparative Advertising) Leo Burnett Agency: Role of Emotion in Ad Philosophy Marketing Objective: Promotion of Trial of product is a goal of advertising (Article: What is Advertising? PDF1)

Devanshi Dalmia MKTG 235 premium for a new product, it was necessary to highlight the benefits according to what actual customers thought the benefits to be via broad in home tests, rather than just what one would think on brainstorming. The research went a long way for KY, as it taught them things they didnt know before- people didnt doubt that lubricants were intimacy enhancers but had difficulty communicating about intimacy, and that the product doesnt just bring sensational novelty, but also brings couples closer, and that no one couple can ever depict the wide range of benefits experienced. Each of these research insights were successfully incorporated into the concept of the ad of showing multiple couples communicating their unique product benefits. Therefore, research played a key role in developing the Big Idea. One thing I think would have made the campaign stronger is if the couples showed why beneficial to use the product DESPITE having a satisfactory sex life. The implementation of the Big Idea was also successful by careful casting in order to make sure that they seemed real and relatable. The incorporation of humor to tackle barriers to sex was effective5. Using multiple couples from different walks of lives and backgrounds helped to put across the point that the product was relevant to all age groups, as supported by the research. One thing I noticed was that two of the couples shown (workaholics, people with children who have a small window of time to dedicate to sex) were those who didnt have too much time for sex, thereby showcasing that they were not completely satisfied and needed this product to spice up their sex life- as mentioned before, this went against the key message that it brings couples EVEN closer despite having a great sex life. KY measured hard results due to the campaign to measure units sold, relevancy as intimacy enhancer, percentage awareness and turnover. Wheat Thins: WT needed to change its entire strategy as innovation was not driving growth anymore. To answer this, WT successfully carried out broad and extensive research in order to figure out how to rebuild WT in several domains, thereby framing insights to use while developing the Big Idea. More specifically, WT carried out research on several tiers. Once they figured out, say, that people considered WT as more of a Savory Snack than a Cracker, they delved deeper into this by determining Savory Snack need states and by analyzing what jobs consumers seek from Savory Snacks, giving them a deeper insight on any discrepancy that they found at every step. WTs research gave them a top down and holistic view of the problems and an overall perspective about the areas of change, and paved a way for solutions to these problems. One problem I have is that the solutions that were proposed were altering so many levers simultaneously and it is unclear whether all the proposed solutions together would create the synergies that they were looking for. For example, WT proposed to change target audience AND frame of reference of the product. However, it may have been the case that the new target audience fit the old frame of reference rather than the new one, because these two factors were analyzed independently based on the existing product. I think that they should have judged each of the three changes proposed by considering that the other 2 changes had already been made in order to see whether they went hand in hand. It seems that varying one criteria while keeping the others constant gave the results mentioned WT essentially changed its entire positioning statement based on the insights it received from research. I really liked the depth in which WT described the characteristics of the new target audience as well as the new benefits to change consumer perceptions in line with the research. Furthermore, WT successfully changed its media preferences from traditional media to social networking. This successfully incorporated the change in target audience. Since there was so much change involved, it was necessary to get feedback and develop one on one relationships to judge success, and WT handled this very well by actively listening to tweets and Facebook comments on the product. WT strengthened its new positioning statement by increasing interaction with the target market through. The Crunch is calling6 surprise visits to people who tweeted about it. By incorporating these visits into the television ad, WT managed to make the entire campaign much more interactive and much more successful in communicating change to that level. Although WT was successful in its social networking advertising, it did not carry out any traditional advertising techniques such as Television and Print advertisement, which ideally should have taken place, given the immensity of the changes it was implementing. WT needed to adopt mass marketing in the beginning using all existing channels so that mass perceptions can be changed, and then cut down to more targeted digital advertising if required, after overall perceptions have been changed. WTs involvement in social networking and non traditional advertising such as event sponsors greatly strengthened the new younger trendier target audience and emphasized crunch. The results show that the main issue of retarding growth and a new growth strategy had been tackled successfully by the campaign, as sales increased, overall perceptions changed and brand health improved. Fidelity: It was interesting that even though Fidelity knew what it wanted to be perceived as, it still took the effort to develop multiple positioning statements so that it got its core branding idea absolutely right, and tested it with several investors in order to narrow down to exactly what appeals to its investors. Getting approval for the type of change to be introduced even before having an idea was smart, as it helped Fidelity finalize an idea with greater confidence, and gives
5. TV Advertising Guidelines (handout): Relevent Humor and telling a story in an ad is effective 6 Lecture: Message Strategies- Slogan should be 10 words or less and should say what consumers want or need

Devanshi Dalmia MKTG 235 less room for error when coming up with the campaign objectives and the Big Idea. Fidelity developed a good metaphor by using GPS device comparison when trying to portray guidance to investors. It made the topic more relatable to day to day life, and showed the benefits clearly and effectively. However, in my opinion, although Fidelity effectively communicated that it provides guidance to its investors, Fidelity failed to communicate that they are there to guidance in this hard time and are trustworthy in this hour of need, in order to truly differentiate itself from its competitors. Furthermore, there was no way of knowing whether the competition provided personalized investment solutions or not. It was impressive that Fidelity tested its idea at every single step of its development to fine tune it and make it as perfect as possible. Fidelity also chose the right media channels- channels such as news channels and search engines7 that would cover the largest proportion of its target population (existing investors who want assistance with their investing decisions). Linking the green line to connecting the dots in peoples everyday lives was an effective way to depict Fidelity, and to help viewers relate the green line to Fidelity. I thought that the double meaning in their tagline turn here8 was very effective as it not only called on people to turn to them rather than their competitors, but also showcased that they gave investors guidance in their investment journey. The campaign was effectively linked to the objective of showcasing Fidelity as a brand that can meet the lifetime needs of investors seeking guidance. Fidelitys core message and Big Idea were extremely powerful in communicating the benefit, but the business results mentioned do not talk about any increase in the number of new investors with Fidelity, or increased usage by old investors, or an increase in the perception of trust. The results mentioned only talk about the new perception of Fidelity, in line with the intended message. US Census: The research objective of understanding peoples mindsets towards the census was in line with the business objective of encouraging greater participation. Without understanding what barriers are to be overcome, it would not be possible to figure out what message will encourage the maximum participation. It was a good idea to extend the reach of the quantitative surveys to ethnic enclaves and those in remote areas in order to get more accurate results. The way the research was carried out was appropriate as it helped to figure out whether certain barriers to participation were more prominent within certain groups of people, and this was interesting insight for creating the Big Idea. The research gave out greater insight regarding the level of distrust for the Government, on which the Big Idea Our Census is in Our Hands was based. The Big Idea was effective given the nature of the problem at hand as it transformed the government initiative to a peoples movement, thereby mitigating the issue brought up in the research. However, the only criticism I have with the Big Idea is that it did not express the importance of having full participation. It did not say anything like the fact that benefits might be distributed unfairly as a result of non participation, in order to highlight the urgency of participation. The research also showed that different groups needed to be targeted in different ways, and this too was incorporated in how the campaign was executed. Even the pre testing was according to different messages to be tested with different ethnic groups, according to the research. Therefore, the research conducted was crucial in determining the Big Idea and the pre testing of the ads. The results of the pretesting were used to refine the message and optimize it for each target group. To track the response from the campaign, custom designed, ongoing national tracking surveys were implemented, and depending on the results, real time adjustments to the campaign were made. I think it was noteworthy and impressive that feedback was taken from the ongoing survey and changes were made simultaneously to make the campaign more successful and impactful, rather than just depending on pre testing. The business results directly fulfilled each of the criteria mentioned. All in all, the campaign was researched in a holistic manner, its Big Idea was well thought out and implemented and tracked successfully. Progresso Soups: In order to target the Hispanic population9, Progresso Soup carried out relevant research effectivelyunderstanding Hispanic soup behavior and their preferences when it comes to soup. Marketing research helped determine that Hispanic soup popularity is driven by family appeal and homemade taste10, and these insights were used to create new positioning statement for Progresso. Although the aim was to show family appeal and homemade taste, the Big Idea dealt more with improved taste as a whole, rather than specifically those two aspects. Although the original ad titled The News touched upon the home made aspect, the sequel, despite highlighting the deliciousness of the soup, does not convey that it is indistinguishable from homemade soup. The media plan was ideal for this target market, particularly the TV and print media, both of which were almost solely in Hispanic-central media. Results show that Progresso gained market share within the Hispanic population and therefore the campaign fulfilled the objective. However, this campaign may have taken away from the overall goal of increasing sales from soup market as a whole, as these benefits of family
7. Greater reach to target market implies greater Total (Gross) Rating Points: Measure of total weight delivered by advertising media vehicle(s). 8. TV advertising guidelines: the green line became symbolic of Fidelity, enhancing brand recognition 9. (lecture: Positioning) Target Market is defined as the subsegment of all users and potential users that best personify the brands most likely and frequent users 10. lecture: positioning: Benefits are defined as How the brand is different from other products in the competitive frame. These are picked according to what appeals the most to the target audience.

Devanshi Dalmia MKTG 235 oriented and homemade taste may not appeal to the overall market. Intel: The marketing research process seems to stand out among typical marketing research for ad campaigns as Intel is a Business to Business brand and does not interact with the consumer directly. The main point of the project was not to create a campaign, but to create a measurement system that can help to create cost efficiencies and brand engagement, which would ultimately lead to premiums and increase in brand equity. The measurement system was created almost entirely by marketing research research educated stakeholders, weighted different benefits and used surveys to determine the ideal way to implement the system. This system helped in uncovering insights from launched ads, which could be used to improve the product and advertising. Thus, though it is not directly helping the advertising, it creates a long-lasting system that would have an extended impact on the advertising. However, at the time of this report, this system had only been tested in a few major campaigns, and thus cannot be a guaranteed success in the long run. The most impressive aspect of the implementation of the idea was the tracking mechanism which measured year-on-year efficiency and brand engagement, the firm managed to get near real-time results, thus beneficial for any advertising campaign. Caramilk: Qualitative and quantitative research helped determine the advertising strategy, advertisement idea and preferred media and therefore played a vital role in the campaign as a whole. Thus, almost the entire advertising plan was determined by getting consumer feedback and using the data gathered from several surveys. Research also played a vital role in tracking, thus checking validity and success of the ad and making sure that the ad was constantly being updated to suit consumer needs. The Big Idea took into account insights from the market research and went back to a tried and tested concept while revisiting it in a new and different way to ensure continued relevance. The idea also positioned the product correctly, managing to target the new age chocolate consumer, who was adventurous and looking for a change. The media preferences were based on specific surveys taken while performing market research. A wide mix of traditional media and non traditional media were used according to the media preferences results depicted in the marketing research, both of which went hand in hand in promoting the Big Idea effectively. One key factor that was highlighted is that the implementation of the Big Idea was like the narration of a story, building viewer involvement and interest and highlighted innovation. The campaigns innovative techniques, and the publicity through all mediums could gather attention across classes and consumer groups, thus fitting the companys objectives and providing the required results. WINNER: I chose Audi as the David Ogilvy Award winner because I thought it effectively came up with an innovative marketing campaign that successfully incorporated intensive marketing research, re-positioning which strengthened Audis brand equity, a Big Idea infused with humor and relevance that was in line with the results of the marketing research, and a media plan which complemented the creative idea, as can be verified by the results. Advertising Objectives: Audis objectives, spelt out in terms of a time line highlighting each step satisfying the overall business objective was extremely effective and easily interpretable. Each objective, as specified, involved its own set of metrics of measurement, thereby making result tracking easier. On the other hand, many of the other contestants had much broader objectives that were relatively less linked to each other and were more difficult to track. Furthermore, some companies framed their objectives in such a non flexible manner that made it harder to achieve. For example, Dominos specified an objective of increasing same store sales by 2% in 2010, rather than trying to achieve just a higher same store sales figure. The drawback of this inflexibility is that it gives no incentive to go beyond the designated figure. Market Research: Audis research directly related to the current situation the company was facing and went off the objectives in a direct manner. Audi utilized both quantitative and qualitative analysis to build off of each other to come up with specific intuitions that eventually built positioning and Big Idea. Instead of conducting research on different aspects independently of each other, Audi made sure all the research was related and delved deeper into answering the overarching questions. For example, Wheat Thins conducted three different kinds of research independently of each other, and came up with three different solutions, rather than building them off from each other. It may have been the case that the research was contradictory in a situation where multiple metrics were being tested and transformed simultaneously. Positioning: AUDI successfully repositioned its product based on the insights based on the research. It worked off what impressions about the brand need to be altered, and created a campaign that depicted a different set of brand benefits.

Devanshi Dalmia MKTG 235 Big Idea: Here, Audi utilized comparative advertising successfully, and injected humor while comparing Audi to Mercedes and BMW. The Big Idea worked directly off of the research and new positioning. Some of the competitors had their positioning and marketing research in place, but their Big Idea failed to build off of it, and therefore was not completely successful. For example, Progresso decided to position its soup as one which shows family appeal and homemade taste but the Big Idea only dealt with superior taste rather than these two specific aspects. Media Plan: Audi used media channels which appealed the most to the target audience. It was a smart idea to introduce ads in car magazines and online, because these are the channels which car purchasers use the most in order to evaluate their purchasing decision. Audi also included dealership ads on the bottom of their ad, in order to facilitate foot traffic in dealerships, thereby fulfilling its second objective. Results: The ad campaign gave Audi significant positive results, fulfilling all the mentioned objectives.

Part 2
Pfizer had the best, most actionable target group/core user in its Sana La Rana campaign. Pfizer saw a huge untapped market for medicine for treating high cholesterol among the Hispanic population, and based its market research and subsequent ad campaign in leveraging this opportunity. Pfizer first realized that 9 out of 10, out of over 4 million Hispanics who suffer from high cholesterol, are not diagnosed and not treated, and that essentially formed the new target market for this campaign. Further, through several studies on Hispanics, Pfizer understood that the main buyer of medication was the Hispanic female head of household, and therefore decided to target this subset in their ads. Pfizer understood the lack of awareness and the strength of cultural ties within this target audience, and therefore took these factors into account while creating the Big Idea. The Sana La Rana campaign was culturally oriented, instilling a sense of care and trust among the target audience. Furthermore, the ad showed benefits in terms of analogies with day to day comparatives that Hispanic women are familiar with. Additionally, the non-traditional advertising carried out by Pfizer, such as community outreach programs, was directly aimed at this well-defined target population. Therefore, each step in the marketing process- advertising objectives, market research, Big Idea, ad implementation and result tracking, were closely determined by the way in which the target group was defined. The case also mentions that Pfizer over-delivered in its goals of positioning Pfizer as a caring trusted company that Hispanics can turn to for expert healthcare information, and that the campaign significantly increased treatment of high cholesterol. This shows that the campaign leveraged a target market that was the most actionable. Lexus CPOs best used a competitive set definition to leverage its positioning and sales results. Lexus realized that people were confused about what CPOs are and how they differ from used cars. They saw that a lot of potential consumers were looking at CPOs through the same lens as a used car, and therefore, were using criteria such as affordability and practicality while measuring benefits. Lexus did not want to position its CPOs as a Used Car alternative. It did not want its CPOs to be compared in terms of price. It wanted to leverage its strong branding to drive sales. Therefore, Lexuss entire campaign was based on creating a Third Category for CPOs, which was differentiated from both new cars and used cars. Lexus wanted to create a situation in which, when someone is an active car shopper, they consider buying a CPO, and when they understands the benefits of, and decide to buy a CPO, they will pick the Lexus brand. Lexus channeled its campaign online and not on television, which was in line with their new positioning strategyLexus wanted to elevate CPOs as a category to people already actively seeking to buy a car, and those people used the Internet as a core medium when making decisions. The entire campaign, from the idea to the implementation and the benefits communicated revolved around the new competitive set that Lexus created for CPOs, and therefore, the competitive set definition was the driving factor for sales results. The results also pointed in this direction- people became more aware of CPOs as a category of automobiles thereby creating the best sales year in Lexus CPO history.