Theft costs British society an estimated £9.5 billion per year. Many of these opportunistic crimes can be easily avoided if people take simple preventative measures. The challenge was to find a single campaign idea that could motivate a core target audience most at risk of crime and demonstrate measures they could take to prevent it. Using a single, humorous campaign idea, executed through TV, radio and print, the strategy was to dramatise how thieves saw their victims as stupidly careless. The campaign reduced the cost of crime to the taxpayer by £189 million and generated payback of £14 per every £1 spent.

This paper explains how Audi went from being the understated alternative to Mercedes and BMW, to the fastest growing prestige car brand of the last eight years. In 1999, against ambitious growth targets, the communications strategy was overhauled to position Audi as the leader in the prestige sector. ‘Vorsprung durch Technik’ – the relentless desire to challenge and evolve – became the focus of the campaign. It made icons of Audi’s leading models, emphasised the product credentials in design, performance and engineering, and also launched the Audi TV Channel as a one stop shop for all things Audi. This generated an incremental 50,000 car sales and payback of £7.50 for every £1 spent.

The Cabwise™ brand was able to emotionally dissuade young women from getting illegal minicabs late at night and rationally provide them with the means of getting a legal alternative. It enabled women to receive practical information on how to use the text service which was useful, memorable and easy to decode. All of this was achieved on a media budget of only £671,000. As a result, the number of sexual assaults and rapes committed by illegal minicab drivers dropped by over a third during September – December 2006. By doing this the entire £1.2 million marketing spend was more than covered by savings in police and court costs, and for every £1 spent, an estimated £1.13 was saved.

This paper demonstrates how the advertising announcing the arrival of a new name in chocolate digestives, made Cadbury the fastest-growing chocolate biscuit brand. It is also a stark reminder of the power of focus and simplicity. By using one high-impact television execution - ‘Thank You’ - strong awareness levels for Cadbury Milk Chocolate Digestives were achieved, which also subsequently unlocked sales growth across the entire Cadbury Biscuits range. This small budget awareness campaign delivered big-budget results. It improved perceptions of product quality and taste, delivered higher penetration and loyalty, and generated payback of £2.59 per £1 spent.

This paper demonstrates how Activia went from a niche player worth £26.3 million a year to a brand with sales over £120 million in just three and a half years. Launched in 1999, Activia is unique for being a yoghurt containing a probiotic culture that has digestive benefits. Using a testimonial approach in its core TV campaign to discuss digestive discomfort, the product benefit was delivered sensitively and appropriately. The success of the campaign produced a short-term incremental profit of £29.9 million, and also generated payback of £3.03 per every £1 spent.

All brands want to stand out in the crowd, but in TV these crowds are huge and many digital channels can appear anonymous. This paper shows how by rebranding uktvG2 as Dave and reframing its content as the ‘Home of Witty Banter’ the channel achieved stand-out. The communications promoted the channel rather than the individual programmes, and gave Dave its own personality and tone of voice. This was achieved with PR and the use of high-impact large-scale back-lit outdoor sites across the UK’s major cities, making its arrival unmissable. Its success attracted an additional eight million viewers and generated payback of £2.99 for every £1 spent.

This paper explores how De Beers tackled flagging US diamond sales by focusing on the needs and emotions of their consumers. Three strategies were developed, called ‘Beacons’, in order to recruit more women into heavy ownership of diamond jewellery, encourage more sales at higher prices, and provide new opportunities to buy it. The communications used a multi-channel strategy, with the heart of the launch being PR-based to position the idea as a social movement, following it with advertising and trade support. The campaign added US$18.8 billion in sales, increased the non-bridal diamond jewellery sales value by 26 per cent and generated payback of US$4 per every US$1 spent.

For years, millions of Britons had been used to receiving social security benefits and pensions through paper-based methods. However, the Government announced that from 2003, electronic payments would become the norm, a move that was met with widespread hostility. This paper demonstrates how an integrated communications campaign neutralised the emotionally charged atmosphere, by providing a stream of straightforward, non-threatening information about the new scheme. After two years, 95 per cent of claimants had switched to electronic payments, compared to 43 per cent previously. Over seven years, the campaign is estimated to have delivered payback of £29 per £1 spent.

This paper shows how Dove rejected the conventions of its category and popular cultural beliefs to forge a strong connection with its customers and increase sales. Evidence suggested that projecting images of perfect beauty had a negative impact on a woman’s self esteem. Dove broke its category norm to ‘make women feel beautiful everyday by inspiring them to take greater care of themselves.’ The ‘Big Ideal’ campaign engaged consumers by using women of all shapes, sizes, ages and races to project a more accessible notion of beauty primarily through TV, PR and sponsorships. It generated $38 million in sales revenue and payback of US$3 per every US$1 spent.

This paper shows how a global campaign transformed Johnnie Walker from an ailing whisky producer into a global icon. In 1999, faced with the steady loss of its market share, Johnnie Walker elevated its communications beyond rational product claims to instead embody the values of personal progress. The ‘Keep Walking’ campaign has made the brand an icon of progress in over 120 markets worldwide, driving considerable consumer engagement and accelerating growth. The US$2.21 billion of incremental sales generated since the campaign’s launch amounts to total sales growth of 48 per cent; growth which today continues unabated.

In 2005, as health concerns mounted among the general public, KFC was losing penetration, sales and market share, so the communications task was to bring lapsed users back to the brand. The appealing solution would have been to present KFC as new, improved and healthier. Instead, counter-intuitively, it was decided that consumers should be reminded of the irresistible taste of KFC. As a result of this strategy its fortunes turned around almost immediately with sales and share value returning to growth. Using a combination of measures, the campaign demonstrated that advertising is a key driver of recovery, generating £328.05 million in incremental sales and payback of £4.3 incremental profit per every £1 spent.

This paper reveals how learndirect launched a free and independent telephone and web-based Careers Advice service in January 2006. A multi-media campaign was created that took a fresh approach in a category characterised by brands promoting their functional service attributes and/or the possible financial returns on offer. The resulting ‘Jigsaw’ campaign instead showed that learndirect empathised with the incompleteness people can feel with their jobs and career. Using simple images of people with jigsaw piece shapes missing from them, the campaign consciously sought approachability over creative wizardry and has already generated a £40 million payback.

This paper shows how Lucozade Sport sales doubled over three years by having more engaged conversations with a smaller group of people. The ‘Before, Fuel, Edge’ communications strategy was developed to connect Lucozade Sport with the needs of athletes; using it ‘before’ sport as preparation, providing ‘fuel’ through functionality and scientific credentials, and ensuring its availability at events for participants and spectators (‘edge’). The campaign created a wide variety of partnerships, experiences and content to deliver this multi-faceted strategy and directly connect with the right people. It has generated a short-term payback of £1.04 per every £1 spent.

Marmite was faced with a dilemma; it needed to change its usage to encourage growth without losing its existing customers. In March 2007, Unilever launched ‘Marmite Squeezy’ to target the consumer sandwich market. This paper outlines how through involving Marmite fans in the change in product format, along with an integrated marketing campaign, customers were encouraged to use the brand more frequently and particularly in sandwiches. The success of this campaign generated a short-term payback of £1.30 per £1 spent, with a long-term payback expected to be £2.30 per £1 spent.

After acquiring Safeway in 2004, Morrisons experienced a seemingly inexorable three year decline in its market share. This paper explains how its advertising improved perceptions of Morrisons food quality, which was the biggest issue holding the brand back. To resume growth, the strategy focused on the story hidden at the heart of Morrisons’ ‘Market Street’ offer; more food is made and prepared fresh in-store every day than any other supermarket. The ‘Fresh choice for you ’ campaign used TV and print media to promote this difference. It has reversed Morrison’s three year market share decline and transformed it into Britain’s fastest growing supermarket, generating an estimated payback of £13 per every £1 spent.

The market for mobile phone handsets in China is huge and growing fast, but in 2005 Motorola only had 13 per cent share of the Chinese market. This paper demonstrates how by improving its brand image Motorola was able to increase its market share. The ‘Moto Tribe’ campaign used images of challenging, confident individuals with a strong personal style that were united by their choice of phone to increase desirability of the brand. Various media were used in communications including TV, print and music download sites. The campaign generated 15RMB for every 1RMB spent and successfully helped Motorola’s growth in China.

In 2007 97 per cent of the 21 million Vietnamese motorcycle riders and passengers were not wearing helmets. Asia Injury Prevention Foundation’s public awareness campaign aimed to reverse that situation. The creative strategy involved turning the poor excuses people give for not wearing helmets into life threats. Using previously unavailable outdoor advertising on buses alongside TV, print and digital, the campaign raised over US$10,000,000, tripled the number of helmet wearers and influenced the government to advance nationwide helmet wearing legislation by six months. This has saved approximately 38 lives per day and has ensured a 99 per cent compliance rate of the new law.

Radley + Co was set ambitious growth targets when it was acquired by a private equity firm in 2006. This paper demonstrates how the integrated campaign ‘Truly, Radley, Deeply’ created a large impact on a small budget. The strategy was to increase awareness of the bags, improve their image and desirability, while staying true to the brand’s identity. Within a year it became the nation’s favourite handbag designer, even trouncing high-end brands, and tripled the value of the company. It has generated payback of £5.57 per £1 spent, proving that small budgets and fashion advertising can produce large commercial effects.

This paper shows how psychological techniques were used to shock Ireland into wearing seatbelts. Seatbelt wearing rates in Northern Ireland and the Republic of Ireland were lower than those of Great Britain. The challenge was to increase seatbelt compliance and thereby reduce road carnage and its resulting human tragedy and economic cost to the taxpayer. The strategy combined findings from research, data and psychology to dramatise the consequences of being unbelted in a car through TV ads. The campaigns reduced the number of deaths and serious injuries without seatbelts by 29 per cent in Northern Ireland, and 46 per cent in Republic Of Ireland, and generated payback of £15 per every £1 spent.

Sainsbury's achieved a sales-led recovery and delivered £2.5 billion extra revenue by asking customers to 'Try Something New Today', encouraging each shopper to spend a little extra every time they shopped. Customers were 'sleep-shopping', in a rut with the things they buy and cook. 'Try something new today' gave customers simple new ideas to try. The strategy restored the effectiveness of Sainsbury's TV advertising, but more importantly it inspired Sainsbury's 150,000 staff to encourage customers to try new things. The success of this campaign has generated £550 million in sales over two years.

This shows how the Metropolitan Police Service used creative communications to tackle London’s gun crime problem. Research showed that black teenagers aged 12-16 were susceptible to gun crime’s glamorous imagery so a strategy was developed to demonstrate a different reality. Using the rallying cry ‘Stop the guns’, communications dramatised the effects of gun crime and encouraged people to come forward with information. Creative media was central to the strategy, incorporating everything from bullet hole ridden music magazines to petrol pumps. As a result, calls with intelligence on gun crime have trebled, arrests of offenders has increased, and Trident officers seized 908 guns in 2007, which was more than the previous four years combined.

This paper demonstrates how communications over a 15-year period helped enhance ‘Virginness’ and strengthen performance for the Virgin Atlantic brand. The creative approach incorporated the elements of Richard Branson’s innovative, maverick image and persona into the communications campaigns, reinforcing them with iconic personalities and imagery. Working on a small budget, the media strategy ensured advertising was seen alongside that of the big established brands. Despite being a relatively small operation, Virgin Atlantic is now perceived as an airline industry heavyweight and is the most valuable asset in the Virgin Group. Econometric modelling estimates that communications have produced a return of £10.76 for every £1 invested.

This demonstrates how Waitrose evolved its quality-driven strategy to incorporate an ethical element. Using an integrated campaign with TV, radio, press and in-store advertising, among others, the campaign set out to position Waitrose as an ethical company as well as a retailer of fine foods. For example, one ad promoted pork and sausages by emphasising that Waitrose sources them from British pig farmers who conform to the highest standards of animal husbandry. This communications approach has generated £111 million in incremental profits in the last six years and payback of £5.05 per every £1 spent, proving that an ethical approach can be financially rewarding too.