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Ariel Matic: Share the Load

GrAnd Prix & ASiA FirSt AwArdShAre the LoAd

Advertiser: P&G India Agency: BBDO IndiaCountry: India

P&G’s laundry detergent brand Ariel used the issue of whose responsibility it is to do the laundry to highlight the wider issue of gender inequality, encouraging indian men to ‘Share the Load’.

ChALLenGeAfter Ariel’s main competitor increased its appeal to female consumers of laundry products in India, Ariel needed to change strategy. What’s more, Ariel wanted to lead with its most expensive brand – Ariel Matic. Its objectives were clear: get the attention of urban women, engage them in conversation about the brand, drive brand relevance and, ultimately, increase sales.

SoLUtionThe campaign started with a provocative film, which aired on TV, online and in cinemas, that asked: ‘Is laundry only a woman’s job?’ Ariel continued the theme with a ‘his-and-her’ pack, which gave instructions on how to ‘Share the Load’. It also collaborated with several clothing retailers to add care labels that read ‘can be washed by both men and women’. The brand also hosted events where men could learn how to do the laundry. Several influential Indian couples became ambassadors for the campaign, giving it a further boost.

reSULtSThe campaign stimulated conversations across the country, with print and TV news discussions and conversations on social media taking place about Ariel Matic and the ‘Share the Load’ campaign. It also fed into the brand’s purpose to ‘Make Laundry Easier’ and addressed a deep social issue, while staying within Ariel’s own category and maintaining authenticity.

Ariel benefitted from $10 million in earned media publicity and 1.57 million

men pledged to share the load. Thanks to the increase in purchase-intent, Ariel more than doubled value and volume sales, growing 106% and 105% respectively.

Read the full case study on Warc


Make Love not Scars: #endAcidSale

GoLd & innovAtive ChAnneL thinkinG AwArd#endACidSALe

Advertiser: Make Love Not ScarsAgency: Ogilvy & Mather, MumbaiCountry: India

Make Love not Scars (MLnS), an indian non-governmental organisation that helps acid-attack victims, used beauty-tips videos to highlight the problem of acid attacks, solicit signatures for a petition and move the indian Supreme Court to act on open sales of acid.

ChALLenGeDespite acid attacks on women in India increasing by 250% between 2012 and 2014 – creating 1,000 victims every year – acid continued to be sold without restriction across India. MLNS wanted to generate awareness of acid attacks and persuade more than 25,000 people to sign a petition to India’s Supreme Court, asking them to ban the open sale of acid. The charity needed to achieve all of this with negligible media budget.

SoLUtionMLNS decided to focus on reaching women online through search marketing because of budget restrictions – and the fact that 90% of acid-attack victims in India are women. The team found inspiration by analysing what women search for online. It found that ‘beauty tips’ was top of the list and that women enjoy watching videos that help them improve their make-up technique.

The organisation worked with Reshma, a courageous survivor of an acid attack, to create a

series of ‘beauty tips’ videos. Beauty tips being given by a woman whose face was clearly disfigured by acid created a powerful and moving message. Reshma ended every video with the ‘most important tip’ – that acid can be bought as easily as lipstick or eyeliner – and asked viewers to sign the petition.

reSULtSWithout paying for online promotion, the videos attracted 2.1 million YouTube views. The powerful nature of the content

meant that 80 different digital media channels covered the story and several celebrities shared the videos with their millions of Twitter followers. This smashed the charity’s target for the all-important petition signatures: more than 300,000 were generated. The Indian Supreme Court acted to enforce its previous rulings, and the charity has launched an additional legal action that it is confident it will win.



Lifebuoy: FutureChild

GoLdFUtUreChiLd

Advertiser: Unilever Agency: MullenLowe Singapore, MullenLowe Lintas Group, IndiaCountry: Singapore

Lifebuoy soap followed up its help A Child reach Five campaign with an emotional sequel designed to educate new mothers about the life-or-death importance of hand hygiene.

ChALLenGeThree years after launching its Help a Child Reach Five activity, Lifebuoy parent Unilever was looking for ways to reinvigorate the campaign. It decided to turn its attention toward educating new and expectant mothers about the importance of handwashing with soap. It also wanted to raise awareness of the issue among more privileged sections of society, put pressure on the UN to include handwashing with soap as part of its next set of development goals, and attract donor partners to each of its focus countries.

SoLUtionStatistics showed that 44% of deaths of children under five are within 28 days of birth, so the campaign focused on the neonatal period when children are most vulnerable. From its key objectives, Lifebuoy identified three target groups: pregnant or new mothers living in rural areas who did not understand the importance of hand hygiene; privileged classes who could

evangelise the importance of hygiene; and policymakers who could feed into the United Nation’s development goals.

The campaign kicked off with a video featuring an expectant mother talking about how she hoped her child would grow up, and a ‘future child’, who matched the description the mother had given. This future child thanked her mother for all the things she had done for her – including handwashing – during the first 28 days of life.

reSULtSThe film went viral online, reaching more than 890 million people. What’s more, by using a ‘travelling cinema’ to show the film to ‘media dark’ new mothers, Lifebuoy educated more than 400,000 of them about hand hygiene. It also achieved its goal of including hand hygiene in the UN’s development goals, as well as an increase in volume market share in India for Lifebuoy.



onomichi-City: Cat Street view

GoLdCAt Street view

Advertiser: Hiroshima prefectureAgency: KOO-KI, I&S BBDO Japan GroupCountry: Japan

onomichi city in Japan used cats as tour guides in a series of online videos to engage women in their thirties and increase the number of tourists visiting the city.

ChALLenGeOnomichi, a small Japanese city located in the Hiroshima prefecture, wanted to reinvigorate its tourism industry after growth in visitor numbers had stalled. However, the city did not have any World Heritage Sites or famous urban hubs, and was known only by older generations for its period architecture.

SoLUtionThe campaign targeted women in their thirties as this group enjoys travelling and discovering new places. Onomichi decided to leverage this group’s parallel love of cats by taking the city’s huge number of stray cats – usually regarded as a problem – and placing them at the centre of the campaign.

Cats were reimagined as guides to the city, with videos from the cats’ point of view showing people around the city’s sights. These videos were posted online and included information that would be useful to tourists. This approach to online video broke with conventional tourism advertising

and grabbed the attention of Onomichi’s target audience.

reSULtS‘Cat Street View’ was featured by 409 media outlets in Japan and beyond, boosting website searches for the city. This contributed to a 17.6% rise in visitors in the two months following the campaign, compared with the same period the previous year. Featuring cats so centrally to the campaign

has also helped to cement Onomichi’s reputation, with a Cat Festival in 2016 and a new ‘cat tour’ package.



Love Yourself: #staynegathive

GoLd#StAYneGAthive

Advertiser: Love Yourself Agency: Dentsu Jayme SyfuCountry: Philippines

Love Yourself, a Filipino charity providing hiv testing, education and support, used typos to raise awareness of the virus. the campaign resulted in an increase in the number of people being tested for hiv.

ChALLenGeHIV infection rates had grown massively in the Philippines – by 1,038% in six years. Within that, the prevalence of HIV among men who have sex with men had increased dramatically. HIV charity Love Yourself wanted to increase awareness of the disease and encourage more people to get tested, but to do that it needed to overcome the stigma of HIV testing in a largely Catholic and socially conservative country.

SoLUtionIn order to draw attention to HIV among a group that steadfastly ignores the issue, Love Yourself partnered with independent news website Rappler. This site has a highly engaged readership that has very high standards for grammar and its readers consistently point out even minor errors in text.

The day before World AIDS Day, Love Yourself worked with Rappler to introduce typos to titles and articles, adding in ‘HIV’ wherever words contained ‘iv’ or ‘hi’. As readers scrolled down to the comments section, they found an ad saying: ‘HIV can appear in anyone’s story – find out if it’s in yours.’ Clicking the link gave users information about HIV, support and details on where to get tested.

The campaign was extended to social media, with celebrities and social influencers adding the same ‘HIV’ typos to their tweets and posts.

reSULtSWithout any media budget, the campaign generated 59 million impressions and increased visits to the testing-related areas of Love Yourself’s website by 500%. Most importantly, HIV testing through the charity’s facilities increased by 60%.



diu tourism: keep Calm and visit diu

GoLd & LoCAL hero AwArdkeeP CALM And viSit diU

Advertiser: Daman and Diu Tourism DepartmentAgency: Ogilvy and Mather IndiaCountry: India

diu tourism, the tourist board for a small indian island, overcame lack of interest and a small budget with a tv teaser ad. the campaign used stunning imagery of the island but initially withheld its name, inviting people to guess where it was to generate interest and, ultimately, double its domestic tourism.

ChALLenGeAs India’s domestic tourism industry flourished, Diu had missed out: while domestic tourism had grown by 10% across India, visitor numbers to Diu had fallen by 3%. Many Indians didn’t even know Diu existed. The challenge was compounded by a small budget, as Diu Tourism sought to raise awareness and tourist numbers.

SoLUtionRecognising that many city-dwellers take holidays to unwind, but end up in resorts, filling their days with activities, Diu Tourism decided to emphasise how different the island was by comparison. The campaign centred on the idea that ‘nothing happens here’, showcasing the island’s serenity, tranquillity and seclusion, and positioning it as an ‘isle of calm’. In a play on the island’s heritage the strapline was translated into Portuguese to become: ‘Diu, Ilha de Calma’.

The TV ad used stunning imagery of the island while withholding its name, encouraging people to guess

the location. The second stage of the campaign revealed that the island was Diu, contrasting city life with the tranquillity of the island in ads across TV, social media, print and outdoor.

reSULtSIn the initial teaser phase of the campaign, many people thought the island was in the Caribbean or Mediterranean, making the

reveal especially surprising and effective. This generated interest in Diu, growing Google searches and positive mentions on social media, and, ultimately, leading to a 118% increase in tourists in the first quarter following the campaign, and 93% in the second quarter, compared to the previous year.



Creamsilk, Sunsilk, dove, Clear, treSemmé, toni&Guy: All things hairSiLverALL thinGS hAir

Advertiser: Unilever Agency: OgilvyOne Worldwide PhilippinesCountry: Philippines

Unilever created a multi-brand content platform to answer Filipino consumers’ haircare questions, using videos targeted at common Google search terms, which increased value and volume sales as a result.

ChALLenGeUnilever dominated the Philippines hair market but its growth had stalled for several years. It knew that, to grow its value sales, it needed to upgrade its customers from hygiene based shampoo purchases to haircare and styling. Generating interest in these areas would help Unilever sell more premium or additional products to Filipino customers.

SoLUtionThough the majority of people in the Philippines are only interested in basic haircare, research into search terms revealed that a sizeable group are interested in more premium and hair-styling products. However, analysis of search terms showed that no single Unilever brand could answer consumer questions, so the company needed to market its various haircare brands together to succeed.

Video content was created to answer the questions being asked by consumers online and presented in a single platform:

All Things Hair. The company improved user experience by adding indexes based on a consumer’s current hairstyle and made it easier for viewers to buy the featured products by linking the content to its product sites.

Unilever separated questions and content into different themes and took a different approach to each, making use of experts, celebrities, bloggers or stylists, based on what would be most relevant and trustworthy for viewers.

reSULtSBy bringing together its haircare brands in one place, Unilever was able to answer 66% of

total haircare-related search terms entered in Google in the Philippines. Its customers found the content more enjoyable and appealing than traditional advertising and, as a result, Unilever increased its market share by 2.6 times that of its next biggest competitor.



vodafone M-Pesa: democratising Money transfer

SiLver & MArket Pioneer AwArddeMoCrAtiSinG MoneY trAnSFer

Advertiser: Vodafone M-Pesa India Agency: Ogilvy & Mather IndiaCountry: India

M-Pesa, a mobile wallet provider, focused on the simplicity and security of its money transfer service to increase sign ups among india’s internal migrant population, using films and pictures to overcome the poor literacy of its target audience.

ChALLenGeM-Pesa is a ‘mobile wallet’ that helps people without bank accounts save and transfer money. In India, it wanted to capture some of the huge market whereby workers in the cities transfer money back to their families in rural areas. The company faced competition from all sides, including from traditional money-transfer providers and from the increasing numbers of new bank accounts being opened. It also needed to overcome the reluctance of workers to try a new method of money transfer, and the tendency of the recipients to mistrust technology.

SoLUtionThe campaign ran in three phases – empowerment, education and engagement – and focused on how M-Pesa could make money transfer more convenient. The empowerment phase of the campaign used a TV ad featuring real-life stories of how M-Pesa could make the lives of workers and their families easier by simplifying money

transfers. To educate potential users about M-Pesa, the brand used ‘street plays’ and one-to-one interactions, explaining how the system worked easily, even for illiterate people. In the final phase, M-Pesa tackled fears about robbery, as people living in rural areas are at risk of crime when they collect their money. M-Pesa created a self-defence umbrella, featuring pictures of self-defence techniques, and distributed it to the wives of migrant workers. The brand also

organised movie screenings to provide entertainment in rural areas, advertising M-Pesa and signing people up to the service at the events.

reSULtSM-Pesa met or exceeded all of its targets, including 47% growth in adoption in the first two quarters, increasing the volume of transactions and growing revenue.



Fair & Lovely: delay Marriage

SiLverdeLAY MArriAGe

Advertiser: Hindustan Unilever Agency: MullenLowe Lintas GroupCountry: India

indian skin-lightening brand Fair & Lovely rebuilt its emotional connection with customers by encouraging and supporting women to delay marriage by three years, and increased its sales as a result.

ChALLenGeAs more international brands entered India’s skin-lightening market, Fair & Lovely was losing market share. This loss in share coincided with a reduction of the brand’s emotional appeal to its consumers, especially in its ‘conviction’ and ‘relevance’ scores. Fair & Lovely needed to rebuild its relationship with its consumers and grow its market share.

SoLUtionFair & Lovely had a strong record of championing women’s causes and decided to return to this theme to rebuild its emotional connection with women. After research found that many women felt that they lost their identity when they married, the brand decided to persuade women to delay marriage by three years – and to offer them support to delay marriage against family wishes. The campaign was not anti-marriage, but designed to help women negotiate with their families for more time before they marry.

The brand collaborated with a TV show to feature a woman

delaying marriage to pursue her dreams, and produced a TV ad to inspire women. This was reinforced by changes to product packaging and the brand’s website, and a phone number was set up that women could call for extra support.

reSULtSThe campaign succeeded on all fronts – brand scores improved, including a 27% increase in ‘conviction’. In turn, sales of Fair & Lovely grew faster than the category. The brand’s growth in sales included more than 7.3 million new users.



Amazon: Show Me More

SiLverShow Me More

Advertiser: Amazon Agency: Orchard Advertising (The Leo Group)Country: India

Amazon, the online retailer, adopted a common indian phrase – aur dikhao (show me more) – to promote its vast product range and win back indian customers from a more established local rival.

ChALLenGeFollowing its 2013 launch in India, Amazon was finding the Indian market more challenging than other markets. Its local rival Flipkart had established a reputation for the excellent service and prices on which Amazon usually relies to attract customers. Flipkart also had a strong connection with Indians, as it is a ‘local’ brand. Amazon needed to create greater affinity with Indian customers to increase online visits, customer acquisitions and sales.

SoLUtionAmazon knew it needed to be more emotionally accessible, but that Indian consumers also needed a rational reason to choose Amazon over Flipkart. It decided to focus on the depth and breadth of Amazon’s range, which is greater than its rivals. It combined this with an understanding that, in Indian culture, people are used to compromising on the goods they buy according to what they can afford – but economic progress is changing that.

TV ads displayed the range and depth of Amazon’s offering, and digital marketing was fuelled by influencer content and social media conversations. The phrase aur dikhao (show me more) is a common phrase in India, and was used as a hook across the campaign. Amazon also used sponsorship of the Indian Premier League cricket tournament, print and out-of-home ads, and integration with Line, the instant messaging app.

reSULtSThe campaign exceeded Amazon’s objectives, including increasing website traffic by 27.5% – well above the 15% target

– and achieving the number-one spot in app download rankings. Amazon also improved purchase behaviour and was able to prove that people who saw the ad campaign were more likely to purchase through Amazon.



kitkat: Breaker Benches

BronzeBreAker BenCheS

Advertiser: Nestlé Philippines Agency: J Walter Thompson PhilippinesCountry: Philippines

Chocolate brand kitkat grew sales and market share by bringing its ‘take a Break’ philosophy to 500 branded benches across Manila.

ChALLenGeKitKat needed to do something different to grab attention in a fragmented Philippines chocolate market. It knew that the category was driven by impulse purchases, so brand saliency was crucial. KitKat needed to cut through the clutter of its rivals’ advertising to increase penetration and volume sales.

SoLUtionFilipinos today are becoming increasingly stressed out by various work, family and social demands on their time, all of which have reduced their opportunities to relax and enjoy leisure activities. KitKat realised that it could not compete with rival brands through using traditional media, so took the opportunity to promote its ‘Take a Break’ brand message in a new way.

KitKat created an outdoor activation that would entertain Filipinos and help them take a proper break – ‘KitKat Breaker Benches’. It placed almost 500 of these benches in key locations across the Filipino

capital Manila, including in malls and parks. Benches were created with different themes to match people’s interests, including music, sport and benches incorporating WiFi and phone-chargers to help people interact online.

KitKat built awareness through a TV ad, a website and an app that included GPS to help people locate a Breaker Bench. Online videos of benches in use helped build interest and excitement, and people shared their experiences using social media hashtags. The campaign

was accompanied by in-store activations and offers, and a series of collectible mini KitKat Breaker Benches.

reSULtSFor KitKat, this out-of-home execution was cheaper and more effective than using billboards. Sales grew faster than the category in terms of value and volume, and KitKat improved its market share, moving from fifth to third nationwide and first in Manila.



Bajaj: the nation’s Bike

Bronzethe nAtion’S Bike

Advertiser: Bajaj Motorcycles Agency: Leo Burnett, MumbaiCountry: India

Bajaj, an indian motorcycle manufacturer, incorporated elements of an old warship into a new motorcycle model and built a campaign around national pride.

ChALLenGeBajaj needed to launch a new commuter motorcycle model into a crowded Indian market, where many products models were very similar in style and features. Bajaj had last launched a major campaign a decade ago, so the company needed to reconnect with potential customers. Its key aims were to grow brand awareness and generate sales right from the start of the campaign.

SoLUtionBajaj’s key task was to stand out. Other brands made people secure and responsible, but none made them feel proud. Bajaj understood that, as India’s economy had grown, so had people’s confidence, optimism and sense of pride.

The company found a unique way to embody India’s national pride by purchasing a famous warship for scrap from the Indian government – INS Vikrant, a former aircraft carrier, war hero and national symbol. Bajaj then reused metal from the ship in its new motorcycles.

The new model was named ‘V’ and launched through PR, digital and social media on India’s national Republic Day. The campaign drew heavily on India’s history and that of INS Vikrant in particular, including opinion pieces published in the press, an online museum and two online films – one a teaser and one revealing the new product.

Bajaj also enlisted the help of people who had served on INS Vikrant in a new approach to influencer marketing and used branded content and events to spread the message further.

reSULtSBajaj sold 11,000 motorcycles on the first day of the campaign and the V model entered the top-ten of motorcycles sold in India in its first month of sales. Sales continued at such a rate that the company had to increase production capacity from 20,000 to 50,000, with a three-month waiting list for buyers.



Comfort: Pure Softest

BronzePUre SoFteSt

Advertiser: UnileverAgency: Ogilvy & Mather (Singapore) Country: Singapore

Comfort Pure, a fabric-conditioner brand owned by Unilever, used a game-show format in a series of branded films to entertain expectant mothers and increase its market share in vietnam.

ChALLenGeVietnamese people choose their fabric-conditioner brand based on fragrance. While all competitors had strong fragrances, Comfort Pure did not. Instead, its key selling point was softness for delicate skin. The brand needed to move the conversation to softness to persuade mothers-to-be to wash their babies’ clothes with Comfort Pure.

SoLUtionThe team knew that women sought information and advice during pregnancy to prepare for their new arrival, but a quick look online revealed that there are more than 150 million pieces of pregnancy advice – so cutting through would not be easy. Research also found that women use the internet through pregnancy to look for entertainment, so Comfort Pure decided to target branded content at mothers seeking information.

Comfort Pure created a game show that asked babies to choose between something soft – such

as a cuddly toy – and something expensive that parents wanted. The babies most frequently chose the soft item, sending the message that babies prefer softness, while also keeping mothers-to-be entertained.

A series of films was posted online and promoted through ads and trailers. Ad targeting focused on the key months of pregnancy for research and planning (two and seven, respectively) and ads were placed around other interest points such as funny

videos. The campaign was optimised by using lookalike profiles and retargeting.

reSULtSThe campaign exceeded targets for video views, website traffic and the key brand metric ‘works better than other brands’. This led to solid business results, with product sampling growing by 15 times and market share increasing by more than 13%, against a target of 5%.



Maggi: welcome Back Maggi

BronzeweLCoMe BACk MAGGi

Advertiser: Nestlé India Agency: McCann WorldgroupCountry: India

Maggi, the instant-noodle brand owned by nestlé, responded to a food-safety scare in india with a four-phase communications plan to rebuild trust.

ChALLenGeMaggi went from one of India’s most-trusted brands to the country’s most-doubted brand overnight when the Indian government labelled its foods “unsafe and hazardous” after allegedly finding too much lead in a sample of products. Nestlé withdrew Maggi from sale across the country until doubts could be cleared. Despite no products being on sale, the brand needed to respond immediately to save its long-term reputation.

SoLUtionAs product testing and a court case were underway, Maggi was powerless to defend itself in the media and was not able to talk about product quality. The company did not want to apologise to customers either, because it did not believe it was in the wrong.

The company used a four-phase communications strategy aimed at changing consumer sentiment around the brand. It targeted the huge proportion of people across India who had previously loved Maggi. The

core audience was young people and mothers, as they buy and consume Maggi most frequently.

Maggi started by talking to young people on social media who still loved Maggi and were missing its products, using #WeMissYouToo. This was followed by a campaign by Nestlé, reasserting and celebrating its century-old commitment to India. The third phase of the campaign began once a court had declared Maggi safe. This targeted mums, rebuilding trust in the product. The final phase of the strategy welcomed Maggi products back

to retail shelves, and included special packaging and ads featuring people enjoying having Maggi back in their lives.

reSULtSAs soon as the first phase of the campaign went live, positive mentions of the brand on social media jumped by 17%. Trust scores rose from 2% to 79% by the end of the campaign. When Maggi finally relaunched, it sold 60,000 packs in five minutes on a single website and quickly regained its market share.



Lego: SG50

BronzeSG50 reBUiLd

Advertiser: Lego Agency: Iris SingaporeCountry: Singapore

toy company Lego used a campaign linked to the celebrations in Singapore marking 50 years of independence to change attitudes towards creative play and increase sales.

ChALLenGeLego needed to recover its sales and change perceptions of the brand in Singapore, where parents reject toys that they do not think are educational. Lego was seen as a brand to feed imagination, and it was being passed over in favour of more educational toys and digital technologies.

SoLUtionLego understood that, in order to succeed in Singapore, it needed to challenge the idea that imagination and free play were not important to childhood development. It needed to make this argument on a large national platform.

Lego planned the campaign around Singapore’s 50th birthday celebrations, which were focused on buildings across the country. Lego, however, decided to focus on the builders – the builders of tomorrow. It urged parents and children to ‘rebuild their memories’ with a competition asking people to recreate their favourite memories in Lego.

The winning creations were featured in an exhibition along with a large model of a famous Singaporean playground. Press were invited to the event and Lego was sold – with limited-edition sets available only when people spent more than $200.

In the next phase of the campaign, Lego created a film that encouraged children to imagine what Singapore might look like in the future. In the film, children were invited to improve a sleek, professionally made modern design of a future

Singapore – and they did, by adding parks to play in and ways to help elderly people.

reSULtSThe campaign was Lego’s most successful in Singapore to date, resulting in 28% growth in sales in the first month and 41% in the second month. It also generated 146 press mentions for Lego, including TV coverage of the campaign, and brand metrics improved considerably.



Akanksha Foundation: A for Anthem

BronzeA For AntheM

Advertiser: Akanksha Foundation Agency: Ogilvy & Mather MumbaiCountry: India

Akanksha Foundation, an education charity in india, needed to overcome disinterest in charities to recruit volunteer teachers.

ChALLenGeAkanksha Foundation, a non-profit organisation with a mission to impact the lives of children from low-income communities in India, was looking to recruit volunteer teachers.

SoLUtionThere were two additional challenges for Akanksha: first, it did not have any media budget; and second, it was competing with recruitment campaigns for paid teachers. It targeted people aged 21-50

who had bachelor’s degrees and were qualified to teach, or had an interest in teaching.

Akanksha needed to reignite the target audience’s interest in charitable causes by breaking away from the usual tone of charity fundraising in India. The charity decided to create a trade-off between the children it supports and potential teachers: the children would teach people about the meaning behind India’s national anthem – about which many people lacked knowledge – in return

for adults teaching the children something they didn’t know.

The ad featured children singing India’s national anthem while holding up props and banners that explained the meaning behind the words. The film ended with a request for people to come and teach them. It was posted on YouTube just before India’s Independence Day and posted on Facebook and Twitter, and won online backing from celebrity supporters of the foundation.

reSULtSWithout any media budget, the video reached more than 10 million people across TV, internet and social media, with help from donated TV spots and earned media coverage. The campaign also achieved social media engagement and shares. Awareness and engagement translated into the charity’s teacher applications target being exceeded by 38.5%, and the quality of applications was higher than in previous years.



Mastercard: Using social data to win hearts and walletsBronze & SPeCiAL AwArd For reSeArCh exCeLLenCeUSinG SoCiAL dAtA to win heArtS And wALLetS

Advertiser: MasterCardAgency: Digital Arts NetworkCountry: India

MasterCard, the financial services multinational, used big data and social media to increase engagement and sales around india’s independence day celebrations.

ChALLenGeA more volatile economic environment meant that every part of MasterCard’s marketing activity needed to feed into its business objectives, including social media activity. The company needed to deliver business results alongside softer brand relevance and engagement metrics, and it looked to big data to help.

SoLUtionMasterCard created an ‘engine’ that analyses social data to understand consumer needs, experiences they are interested in and things they want to buy. The data and insights generated by the process help MasterCard to create content that connects with consumers emotionally, and uses social media for one-to-one communications.

The engine works best when it works from an existing conversation around an event. One such opportunity was India’s Independence Day, which was ideal for MasterCard as it generates large volumes of online conversation and is a

major shopping occasion for the company’s affluent customers.

The activity took its cue from existing conversations around national pride and giving back to the community. A campaign focused on gratitude, celebration and recognition was launched, using videos and other content to tell the stories of ordinary people and celebrities who help their communities. The engine used data to identify the kind of imagery and messaging people best respond to in order to encourage them to shop with MasterCard.

reSULtSBy using big data to inform its social media strategy, MasterCard formed a link between its brand engagement and business objectives. Content was launched through paid media but shared and amplified far beyond the initial investment. The company beat industry average engagement rates, and sales for MasterCard’s key partner merchants increased by 200% as a result of the campaign.


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