2016

The Challenge
They say “Old Habits die hard”. We had to convince Malaysians to give up on using Cash and encourage transactions through virtual mediums i-e online transfer & E-commerce on M2U, Credit & Debit cards.

Insight, Strategy and the Idea
AUDIENCE INSIGHTS Significant number of Malaysians are still afraid of E-Banking & find it complicated. However, research concluded that they want to be cool & trendy. We fused this with our media insights 1. 76% were avid blog followers, they follow celebs. 2. Social Media had a high reach (78.18%) and affinity (145%). 3. Malaysians spend approx. 4 hrs daily in commuting. 4. Print had high credibility (74%). STRATEGY: To change old habits, preaching was not an option, so we devised an integrated tailored movement to infuse the thought that cash is uncool. We created a movement that in ten weeks would change the way Malaysians looked at banking. We named it #CashisOldSkool and carefully crafted roles & timeline for each medium to propagate the movement.

Media Execution
SOCIAL MEDIA TO IGNITE /EXCITE & ASCERTAIN Week 1: Celebrities kick-started the movement by provoking thought on social media with photo-posts of tips to be cool. Cashless transactions was one of the trends “to be cool”- we used a large 48 influencers to spread the movement. (36 Malays) Week 2: Strategically chosen influencers targeting all age groups & races blasted their own pictures using Maybank virtual banking services on Instagram & Facebook. This was followed by status updates & tweets highlighting how Maybank Virtual Banking was “super cool”. Week 3: All influencers & celebrities took a picture in a Maybank branded T-shirt holding a Maybank Credit/Debit card to demonstrate their total commitment towards the cause. OOH TO ACCELERATE THE MOVEMENT WEEK 4 to 10: We did a strategic takeover of OOH media locations where the transaction volume was high. We executed a Digital OOH takeover of 12 powerscreens used to accelerate the reach. Key areas targeted were: The Curve, Midvalley, Almanda, Mersa, & Powerscreen networks across Pen Malaysia. PRINT TO GIVE AUTHORITY TO THE MOVEMENT: Week 4 & 5: We used The Star and Harian Metro full page ads followed by editorial write ups that talked about how Maybank’s Cash is Old Skool changing the way Malaysians bank. Following the mainstream papers were affinity based Magazines – iFeel, Style & In-Trend. All three were used for editorial pieces that talked about how celebrities have taken over the social scene and what they were talking about CASHISOLDSKOOL. DIGITAL TO CLOSE THE LOOP Week 6-10: Facebook, GDN and Adnear targeting via interest and followers of celebrities to entice audiences to register for M2U(Maybank’s e-commerce website). The ad took them to a sign up page where more details and benefits of using online banking were given.

Results and Effectiveness
1. Eyeballs reached 14,333,967.

2. Impressions 7.5 Million

3. 5,000,000+ social engagements.

4. Cash withdrawals from Maybank ATM’s during campaign decreased by 12%

5. That’s RM 6,000,000 less transactions of Cash in ten weeks- 120,000 fewer transactions.

6. 6 Billion worth of additional transactions in two months via virtual platforms.

7. 575,000 more transactions on the M2U online platform, an increase of 167%.

8. Earned media worth RM 3,320,138. Old habits died Easy!

The Challenge
Sunsilk was losing penetration in the Malay audience segment, and wanted to gain back lost share.

Insight, Strategy and the Idea
Bespoke consumer research showed that Malay women wearing the ‘tudung’ have a different definition of “manageable hair”. The silky free-flowing hair often portrayed in Sunsilk’s advertising is of secondary importance to them. Instead, their major concern is managing dampness and sweaty odours caused by covering their hair all day under the ‘tudung’. With the big insight that manageable hair means fragrant hair for most Malay women, we needed Malay women to perceive Sunsilk as the shampoo with enhanced perfume, not just the shampoo for silky hair. To avoid the Chinese audience who already resonate with the silky hair branding, we carefully strategized our perfume-focused messaging for Malay women through selective media. 1. Local metro trains: Malay women are 1.5 times more likely to use these trains compared to other women. Chinese women prefer to drive, with over 95% car penetration. 2. Malay language specific media Chinese women mostly consume English and Mandarin media, thus we chose Malay language specific media: a. Cinema: A captive medium for 70% of Malay women, we selected screenings in Malay language movies b. Magazines: Malay women read magazines 1.4 times more than others, reaching 60% of the target audience, so we targeted Malay language magazines.

Media Execution
Sunsilk’s ‘Smooth&Manageable’ is an existing and old variant, so we can’t suddenly change its positioning to focus on fragrance. Thus, we kept the overall expected communication of silky hair intact on the largest media, TV and Digital, which reaches Malay and Chinese women alike. The specialized fragrance messaging was then targeted on the following selective media: Cinema: Before screenings of Malay language movies, we played Sunsilk’s advertisement with a message display asking women to smell the air right now. Concurrently, we sprayed Sunsilk’s perfume into the cinema theatre via special fragrance sprays. Women were immersed in a live experience of the fragrance and what their hair would smell like with Sunsilk. This execution reached about 700,000 women. Metro stations: We placed a refreshing fragrance dispenser machine at the station’s waiting area, capturing attention of daily commuters waiting for their trains. After watching Sunsilk’s TVC on the machine, they were invited to press the BIG PINK BUTTON. This released a free sample while spraying Sunsilk’s fragrance into the air. This dispenser was rotated across three stations to cover large traffic areas. The LRT dispenser distributed 109,000 samples and fragrance sprays. Magazines: We placed Sunsilk’s perfumed strips inside top Malay magazines accompanied with editorial content covering the product’s increased efficiency, reaching 151,000 Malay women.

Results and Effectiveness
Sunsilk’s ‘Smooth&Manageable’ market share had dropped to 5.6% before the campaign started. After campaign launch, market share increased by 13% within a month to reach a share of 6.3%. Sunsilk penetration within Malay households was higher by 1% compared to Sunsilk’s penetration among all households, showing that Sunsilk is most preferred by Malay women.

The Challenge
Securing the No.2 position in the RTD coffee market in under 2 years after launch was a proud achievement for WondaCoffee. Awareness levels were low within the Malay segment. We needed to secure a niche position in their hearts and minds, to favour WondaCoffee over Nescafe.

Insight, Strategy and the Idea
While Nescafe had clearly defined its position as ‘the morning ritual to start the day right’, we dug deeper. Being a morning fix itself didn’t guarantee that the rest of the day will be ‘easy’. We understood challenges still abound throughout 24 hours. Our energy gets depleted tackling them and we need that boost to keep us going every now and then. This was where WondaCoffee would come in, to recharge and restart us, any time of the day. Hence, we arrived at ‘WondaCoffee Restarts Your Day’.

Media Execution
Considering our Malay-focused target, we led with a vernacular print campaign, supported by radio and digital. For 5 consecutive days with BeritaHarian, we incorporated innovative gadgets alluding to ‘Restart’ together with print jacket wraps. Day 1 – A free redemption of WondaRestart Kit with WondaCoffee cans and a power bank when MyTeksi mobile app bookings were made. Day 2 – ‘Restart’ conveyed through an hourglass that could be flipped upside down. Day 3 – Measure your stress levels on a heat-detection film and restart your day with WondaCoffee. Day 4 – Restart your day with a WondaCoffee redemption coupon at MyNews.com stands. Day 5 – Using optical illusions, sit back and relax to read the message. Thereby reinforcing the campaign message. For radio, we took ‘Restart’ to a real-life situation, by sponsoring former AkademiFantasia artiste Zahid in restarting his singing career as his radio announcer contract with EraFM was ending. We even sponsored the composition of his new song and music video ‘AkuSudahBiasa’ that carried WondaCoffee’s key message of ‘restarting your day’ (MulakanSemula). On social media, we ran a RM10,000 cash contest for consumers to submit creative selfies of themselves ‘restarting’ their day with WondaCoffee. Interactive digital banners allowed consumers to play a short game, with tips on how to ‘Restart’.

Results and Effectiveness
WondaCoffee recorded all time high Brand Awareness amongst Malays @ 83%, with 56% increased trials. A spike of 22% in total sales across Malaysia. At MyNews.com stores and stands, WondaCoffee became the No. 1 RTD coffee with sales growth of 244%, surpassing Nescafe by 13%! Nescafe was down to its record-low in convenient store sales, recording a -3% negative growth while our campaign contributed to 209% growth compared to annual monthly sales during non-promo periods. The WondaRestartKitDelivery via MyTeksi received close to 1.23 million bookings, with 5,000 sets given away. “Aku Sudah Biasa” accumulated more than 830,000 Youtube views of the music video without any media buy (as of 4 Feb 2016), with a high recall rate of 90% recall of the single and 70% recall of the program. The Restart Selfie Contest generated 434,000 unique impressions and a click-through rate of 0.11%, with 375 submissions. Finally, Media ROI of RM780,000 was generated to date.

The Challenge
Having been in the market for 5 years, brand awareness was low compared to competitors, such as Sprite, Kickapoo, 7Up. In fact brand awareness has been on a declining trend similar to their sales trend. Modern Malaysians have become health conscious, consuming soft drinks only during special festivities. The effect of competition and lower consumption resulted in a 6% dip in growth. MountainDew was in need of rejuvenation to increase awareness, trial, and conversion. We needed a drastically different approach for fast results before hype fizzes out for the brand.

Insight, Strategy and the Idea
‘Different’, came in the way we innovated media for consumers to sit up and take notice. Opportunity presented itself in the new Neon Bottle, an eye catching fluorescent shade of green. This gave us the platform to carry out a campaign that incorporated the neon or “glow in the dark” concept. The idea – illuminate life by shining light on the mundane and ordinary.

Media Execution
As brand awareness is the utmost goal, we deployed “neon” in a combination of media with the highest possible impressions: print, television, online, and radio. Each media aimed to target key stakeholders. To be in grocery owners and mass audiences’ hands, we used PRINT as 65% of retainers carry newspapers. We partnered with TheStar to create a never-before-seen 5-day takeover:

• Day1: Full-jacket wrap with life-size MountainDew Neon bottle replica on the frontpage. LED lit the bottle to symbolize the “re-birth of MountainDew.”

• Day2: Full-jacket wrap with fluorescent green publication masthead, blurbs, headlines, and sections to symbolize “Neon Nation.”

• Day3: Full-jacket wrap with a glow-in-the-dark green LED balloon to symbolise “Neon Fever Fun.”

• Day4: Full-jacket wrap with glow-in-the-dark ad copy, linked to a social media contest to symbolize “Participation in the Neon Movement.”

• Day5: Single full-page, full-colour ad communicating a promo at 7-Eleven outlets (largest network in Malaysia) to activate drinking. To be in young people’s conversations, RADIO was used for scale and engagement. Listeners nominated structures they want to see in “neon”.

Iconic structures in KL, Malacca, Penang, AlorSetar and JohorBahru were illuminated that gathered massive buzz. To be closer to retail, ON-GROUND and OUT-OF-HOME were used for activation. Giant glowing neon bottles dominate sites and Neon Hummers were deployed to create more excitement around sampling. To be in social chatter, ONLINE was used via #MyDewNeon to be in conversations associated with PRINT, RADIO, and ON-GROUND activations. To be truly nationwide, TV was used to amplify via ads.

Results and Effectiveness
MountainDew undeniably turned Malaysia Neon! Brand awareness improved tremendously: up 11.25% compared to last year. Impressive sales figures:

• MountainDew sales increased 122% • Recorded its highest sales since its launch 5 years ago

• More MountainDews were sold in a month vs combined 3 months prior to campaign.

• At 7-Eleven, sales soared by 4,750% against average daily sales

Staggering media results:

• Media coverage close to RM500,000 for only a week’s effort

• Online engagement doubled from the average 3% during non-promo periods

• On Facebook there were weekly increments of 2,000 likes – this is 10X more compared to non-promo periods

The Challenge
If Carlsberg did a marketing campaign, it would probably be the best campaign in the world, with the objective of winning back drinkers tempted by aggressive promotions by competitors. It would be smart, fun and witty, and reconfirm the fact the Carlsberg makes the best beer.

Insight, Strategy and the Idea
The tagline was ‘If Carlsberg did…’, anchoring the entire campaign, unfolding in two phases – ‘Fitting Room’ and ‘Work’. The idea was that if Carlsberg did something, it would be the best something in the world – either bringing fun to a fitting room or livening up a meeting. Or recruiting for the best job in the world – a paid Carlsberg Beer Taster

Media Execution
Cheeky video spots were created for the two scenarios, and a website – www.probablythebest.com.my – launched to accept applications. To spread the word and generate buzz/enthusiasm, we:

Strategised media buys to target specific audiences by hitting appropriate newspapers, magazines, websites: mainstream (FHM, The Sun) for ‘Fitting Room’ and executive (The Edge, Esquire) for ‘Work’. Job ads were placed on recruitment portals (Jobstreet, Yahoo, The Star).

Broadcasted ‘Fitting Room’ on digital screens in malls during weekends and happy hours, supported by an activation element: offering free beer to guys carrying shopping bags, reinforcing the scenario.

Partnered with social influencers to amplify the reach of the campaign, gaining attention for the Beer Taster role. Commissioned social stories on World’s Best Jobs were circulated, and programmatic buying ensured that the campaign would reach the correct audience on relevant websites.

Results and Effectiveness
The website crashed at launch, attracting more than 18,000 applicants. The media plan reached a huge audience – more 10 million over print and digital – with perception and acceptance in the key 25-44 age segment up significantly. Proof that when Carlsberg does a campaign, it would probably be the best campaign ever