Marketing Art Meets Science

DOI: 10.
2501/JAR-53-3-273-285 September 2013 JOURNAL OF ADVERTISING RESEARCH 273

Every three months, the Journal of Advertising
Research strives to showcase the nest global
thought leadership from marketing-research aca-
demics and professionals. And every year its pub-
lisher, the Advertising Research Foundation (ARF),
shares a selection of award-winning papers from
its annual David Ogilvy Awards for the September
issue. The Journal is honored to present this impor-
tant work in the pages that follow.
Launched in 1994, the Ogilvy Awards celebrate
the extraordinary and/or creative use of research in
the advertising development processes of research
rms, advertising agencies, and advertisers. Each
years winners represent the incredible creativity,
collaboration, and agility that mobilize todays suc-
cessful insight leading advertisers, said ARF Presi-
dent and Chief Executive Ofcer Gayle Fuguitt.
This years winners did what successful cam-
paigns have done with intelligence and integrity
over the past 19 years:
ignited brand resonance by successfully posi-
tioning (or repositioning) brands to speak
directly to the consumer/customer with more
relevance, strength, and authority;
helped companies overcome critical challenges
to their core brand essence and transform the
way they use advertising;
optimized product, campaign, and communica-
tion efforts aimed at revitalizing brands and gen-
erating new customers, segments, or markets;
literally created new categories of products or
services where none existed before; and
achieved unparalleled bottom-line revenues,
sales growth, and brand building.
Fuguitt applauded these three top Ogilvy winners
for their groundbreaking work:
Grand Ogilvy Award (Procter & Gamble: P&G
London 2012 Olympic Games Thank You,
Mom);
Research Achievement (Slim Jim, ConAgra
Foods: Slim Jim Man Medicine); and
Research Innovation (Glad, The Clorox Com-
pany/Procter & Gamble: Stronger Stand
Against Waste).
Real time metrics, remarkable partnerships
between tried and true tracking rms and new
world digital insight rms demonstrate that win-
ners have to connect together in a way that was
considered taboo less than a decade ago, said
Fuguitt. You can even see competitors collaborat-
ing to achieve the greater goodon great advertis-
ing that hits the emotional spot for consumers and
inspires action.
To her point, the winning entries take us to
places that were completely unknown to market-
ers nearly two decades ago, when the competition
began. We trust youll enjoy the selections.
In 2013, Once Again, Marketing Art
Meets Science
Best-in-Show Winners of the Advertising Research
Foundations David Ogilvy Awards
Each years
winners represent
the incredible
creativity,
collaboration,
and agility that
mobilize todays
successful
insight leading
advertisers.
Gayle Fuguitt,
President/CEO,
Advertising
Research Foundation
274 JOURNAL OF ADVERTISING RESEARCH September 2013
BEST-IN-SHOW DAVID OGILVY AWARDS
INTRODUCTION
Procter & Gamble is the worlds largest
and most protable consumer packaged
goods company. It has built a portfo-
lio of 25 billion dollar brandseach of
which generates from $1 billion to more
than $10 billion of sales each year. This
includes brands like Pampers, Gillette,
and Tidewhich span a range of prod-
uct categories and are household names
around the world.
While P&G growth has been strong in
developing markets, it has been weaker
in developed markets, due to slower mar-
ket growth and declining market shares.
These share declines were driven pri-
marily by consumer value issues on key
brands in several large categories because
of price increases taken to recover higher
commodity costs, which P&G competitors
did not take, and increased promotional
activity by competitors.
1

P&G needed to re-establish strong con-
sumer value across its brands to help drive
sales. To drive sales across brands and cat-
egories, P&G needed a radically new way
to think about creating additional con-
sumer value for its brands.
P&G is a company of brands, but his-
torically, it did not have a collective iden-
tity. Lots of powerhouse brands, in lots of
countries, which is great, but how to lev-
erage this strength across brands? What
if there were a way to turn P&Gs corpo-
rate scale and reputation into a competi-
tive advantage? What if we could unite
P&Gs brands and categories under a big
idea and make P&Gon its own and for
the rst timestand for something special
in the hearts of billions of people world-
wide? What if we could get people to buy
P&G products because they love what the
company brand stands for and they want
to buy what the company makes?
1
2012 P&G Annual Report.
The big idea: Organize around the con-
sumermainly womenin the role they
uniquely play as caregivers and family
anchorsas mothersin a way that has
global resonancevia connection to the
aspirations of the Olympics.
To do this, P&G would be doing what
it had never done before: leading with the
corporate brand. It would put P&G before
the brands that people love and trust. For
the rst time ever, P&G would be targeting
its core audience, women age 18 or older,
with a brand campaign from a company
that most had never given more than a
passing thought.
For the 2010 Winter Olympic Games in
Vancouver, Canada, P&G signed up to be
a sponsor of the US Olympic Team and
debuted the rst corporate campaign
Thank You, Mom with the very success-
ful Kids and Youll Never Walk Alone
ads. Following the success of that sponsor-
ship, P&G signed on as a full International
Olympic Committee (IOC) TOP sponsor
of the London 2012 Olympic Games.
P&G aimed to generate unprecedented
incremental sales globally from its London
Olympics sponsorship. The creative com-
munications campaign used the Games
as the platform to help deliver business
results for the rst of its kind, the biggest
initiative in company history.
CAMPAIGN OBJECTIVES
Win the Olympics
When youre a corporate sponsor, you
want to win the Olympics. We werent
happy to just be there. Going up against
trusted brands like Coca-Cola and Visa,
who have sponsored the Olympics for
decades, we knew the stakes were high.
Make P&G a Love Mark
To get women age 18 and older to choose
P&G (and therefore P&G brands), we
needed to drive corporate equity measures.
P&G London
2012 Olympic
Games
Thank You, Mom
GRAND OGILVY AWARD WINNER
ADVErTISEr: Procter & Gamble
rESEArCH: Ipsos ASI, Nielsen
AGENCIES: Wieden + Kennedy
MEDIA: Carat, Starcom MediaVest Group
September 2013 JOURNAL OF ADVERTISING RESEARCH 275
Sales
The most important objective was sales.
P&G aimed big with an unprecedented
global incremental sales goal from its
Olympics marketing program.
Key Takeaways
Agility need not be exclusive to the small
and simple situations: Our experience
with the Olympics proved that no
matter how big, complex, or high-risk
the circumstances, research plans can
be adapted to enable overall organi-
zational agility. The key is to be com-
fortable integrating existing and new
learning in real time and to be crystal
clear on what the most important risks
are to manage.
Iterative, focused, fast cycle learning tools
can lead to breakthrough results: His-
torically, high stakes situations lead
researchers to conduct exhaustive,
testing heavy learning plans. For the
Olympics, we adopted a do/learn/
optimize approach that was laser-
focused in terms of business questions
and scope. We learned that the approach
not only enabled us to make decisions
and develop plans faster, but it sharp-
ened our ability to leverage knowledge
in the right ways at the right times
leading to stronger overall results.
In-market sense-and-respond platforms
are essential in the cant wait world: In
todays business environment, wait-
ing until youre sure about everything
before pushing go will result in being
left behind by competition. In-market
tracking tools enabled us to continu-
ously manage risk and optimize as we
acted. This approach was essential to
our ability to stay on track and deliver a
breakthrough program.
Challenges
While the Vancouver Thank You, Mom
campaign was a proven winner in the
United States, the London program
required globally relevant scale copy that
could be applied across the age 50-plus
markets where the program would be
activated. In addition, the communication
objectives of the program were expansive,
requiring a multi-layer corporate and
brand activation copy plan.
The research team was tasked not only
with enabling the development of globally
resonant copy that was at least as strong
as the Vancouver execution, but also with
informing the creation of the optimal mix
of corporate anthem and promotion copy.
We had to ensure that the three layers of
copy (which included individual brand
copy spanning 32 brands) would work
effectively as a whole.
Furthermore, copy had to be qualied
before a traditional approach to copy opti-
mization and qualication could be com-
plete. This required the research team to
develop a different approach to learning
and managing risk which was very new
to P&G.
The team was faced with having to
address the following key questions:
How would we manage risk in the right
ways at the right times?
How would we ensure the program was
set up for global success?
How would we enable real time risk
management and program optimization
in market?
Approach
Historically at P&G, in business situa-
tions where the risk is high, there was a
bias to test exhaustively to manage risk
and perfect marketing elements prior to
market launch. It would be typical to lev-
erage a stage gate approach to initiative
management on a program as audacious
as the Olympics program. It would have
involved multiple rounds of qualitative
and quantitative testing across numer-
ous markets, involving a series of hurdles
the program elements would have had
to overcome before in-market activation.
This would include a process that would
develop highly perfected materials and a
test to pass/fail mindset. In addition,
a tracking program designed to assess
whether the program delivered against its
stated goals would have been conducted.
After the initiative, the business would
have judged the performance of the pro-
gram and simply applied the learning to
future initiatives.
Applying the standard approach to
the Olympics was impracticalnot only
because there was insufcient lead time
prior to activation to complete the usual
protocols, but also because the complex-
ity and resource intensity would have
been prohibitive.
Instead, P&G adopted a do/learn/
optimize approach, while streamlining
the learning plan with a new mindset
around risk management (See Table 1).
TABLE 1
rethinking risk Management
From To
Managing ALL risk Managing the real risks
Managing risk Everywhere Learning Market Mentality
Testing to Pass/Fail Testing to KNOW and LEArN
Standard Qualifcation Criteria Situation Adjusted Criteria
Tracking to Assess Tracking to Maximize results
Phase 1: We began by leveraging exist-
ing knowledge and market expertise and
a very small number of qualitative con-
sumer engagements. The exercise was
built to conrm if the insight behind the
U.S.-Vancouver Thank You, Mom cam-
paign was globally relevant and to iden-
tify any signicant nuances in key markets
that could impact the creative.
Phase 2: We then moved immediately
to ad execution development, leverag-
ing early ad diagnostic techniques. We
integrated this learning together with in-
market advertising effectiveness learning
we were collecting virtually in parallel in
early activation markets. The objectives
were to assess ad quality, understand
whether the advertisements were on track
to deliver versus their strategic intent,
and to uncover opportunities for opti-
mization. The in-market ad effectiveness
tracking was done on advertisements that
were similar in style and mix as what was
planned for London. Integrating the learn-
ing on how the communications model
was working in-market with the early ad
diagnostic insights enabled us to optimize
the advertisements, and hone in on the
holistic ad mix we would pursue for the
London activation.
After optimizing the advertisements we
moved into ad qualication, using nished
ad stimulus in ve lead markets. While the
testing was designed to enable airing deci-
sions, we approached it with a diagnostic-
heavy technique to ensure we would learn
as much as possible to continue to increase
our odds of success in market.
Phase 3: We built a tracking program
that would continue to enable us to
optimize while also measuring perfor-
mance against business goals. In seven
markets we employed standard ad
tracking in addition to a variety of other
tracking tools ranging from social media
listening to sales tracking. In two of the
seven markets, we enhanced the tracking
with real time ad effectiveness tracking.
In 15 markets, basic sales and ad tracking
was employed.
Examples of How It Worked
The highly focused do/learn/optimize
approach facilitated the right decisions
at the right times and enabled P&G
to continuously improve the London
2012 Olympics program advertising
and mix all the way through the main
activation.
1. Key Market Equity Ad Optimization
(See Table 2).
2. Media Plan Mix Optimization
(See Figure 1).
3. Individual Ad Performance Optimization
(See Figure 2).
BREAKTHROUGH RESULTS
The do/learn/optimize approach led to
increased agility, speed to market, and
optimization capability:
Advertisements were optimized in
real time.
Airing decisions were enabled at the
right time.
The overall media plan mix was opti-
mized continuously.
P&G built substantial scale copy
know how.
TABLE 2
Key Market Equity Ad Optimization
Insights Optimizations
I. Qualifcation testing indicated the Best Job ad was not
resonating in a key market with indications of confusion and lack
of personal relevance.
Similar learning from earlier testing in another market.
II. rapid application of targeted online quals revealed:
Local moms neither viewed raising children as hard
nor as work.
Local moms didnt understand that what they do on a daily
basis can be perceived as the best job.
Talent wasnt relatable and distracting.
III. Integration of qualitative insights, plus learning from other
markets, enabled remarkable clarity on how to optimize.
The team applied integrated learning about how to minimize
confusion to streamline the advertisement.
An alternative tag line was employedBehind every athlete is a
loving momwhich made more sense to local moms.
Alternate digital assets were created featuring local Olympic
athlete/mom stories to illustrate the role of moms in the life of
Olympians in a more explicit way.
One-week turnaround from identifying the problem to a solution
that worked.
Did not re-test ad but leveraged online qualitative to confrm
updates fxed the issues, saving signifcant time and money.
Communications exceeded all
expectations.
Perceptions of P&G went from cold and dis-
tant to deeply human and personal:
P&G equity gains achieved in every
market measured.
P&G Olympics equity ads turned in gold
medal performance at the Olympics:
Strongest Olympic sponsor ads
measured
40% stronger performance than Vancou-
ver P&G Olympic ads.
The program has driven a positive business
impact:
Promotional volume response from the
program in the United States indexed
as high as 145 versus the previous year
among activating brands
Advertising was praised by analysts
after P&G reported higher Q4 results
than expected.
P&G Olympics equity ads won Cannes and
Emmy awards.
The experience has accelerated a shift
within P&G to do/learn/optimize
advertising development.
Measuring Advertising Effectiveness
In-market copy effectiveness tracking revealed that one version of an ad was
more effective than another version which had significant media spend behind it.
Media support was shifted to the stronger ad
Ad 2 was outperforming Ad 1 as the Olympic Games drew near,
indicating upside to giving it greater support.
Ad 1
Ad 2
P
e
r
c
e
n
t
a
g
e

o
f

E
f
f
e
c
t
i
v
e
n
e
s
s
CPG Norm: 27%
60%
50%
40%
30%
20%
May
14
May
7
May
28
Jun
4
Jun
11
Jun
13
Jun
25
Jul
2
Jul
9
Jul
15
Jul
23

Figure 1 Media Plan Mix Optimization
Brand x swapped their Olympic ad
for another existing ad known to perform above the CPG norm in market
73% 73%
38% A
General Recall = Brand Linkage Brand Recall
Brand X Olympic Ad Performance (Strategic Target)
Brand x Olympic Ad Historical Brand x Ads
CPG
Norm
64%
CPG
Norm
29%
CPG
Norm
45%
31%
52% A
23%
Figure 2 Individual Ad Performance Optimization
BUSINESS SITUATION AND CAMPAIGN
OBJECTIVES
Teenage boys had long been Slim Jims
core consumer. In fact, by 2010, teens
accounted for the majority of Slim Jim con-
sumption (NPD). Furthermore, teenage
guys had a favorable opinion of the Slim
Jim brand, found it socially appealing, and
craved the product (Slim Jim A&U, 2010).
Despite Slim Jim appeal among teen-
age guys, however, consumption dropped
off once they turned 18. In 2011, Slim
Jim sought to grow from a brand heav-
ily entrenched among teenage boys (ages
1217) to one that could also attract young
adult guys (ages 1829).
Successfully extending the brand rele-
vance and communication to young adult
guys would represent signicant business
potential. Moreover, the drop-off in con-
sumption Slim Jim was experiencing was
not a category norm. In general, snacking
declines when guys become young adults
as compared to their early teen years;
however, competitive brands, such as Jack
Links, Doritos, Cheetos, and Pringles were
not seeing the same levels of abandon-
ment (NPD).
The strategic marketing objective was
clear: Reverse the drop-off among young
adult guys, while retaining the core teen-
age audience. Success would be measured
according to the key metrics among the
core male consumers and the young adult
guys: Increase brand relevance, increase
purchase intent, and increase consumption
Slim Jim was elding a new ad tracking
study for the 2011 campaign, and the new
campaign was expected to deliver signi-
cant lifts relative to that young group.
RESEARCH STORY
To better understand the drivers of con-
sumption drop-off, the Slim Jim team
conducted a snacking attitude and usage
study among adults and the teenage boys.
The analysis revealed that two segments
of Snackers emerged as teenage guys tran-
sitioned to young adulthood:
Snack Graduates
Young at Heart.
This second group of older guys (Young
at Heart) represented a clear opportu-
nity to grow the brand. The team learned
through consumer research that Slim Jim
was not as relevant to young adult guys.
First, they did not nd the brand as per-
sonally relevant as younger guys did.
Young adult guys viewed competitive
snack brands such as Doritos, Cheetos,
and Pringles as more relevant than Slim
Jim. For years, Slim Jim had been focused
on communicating to a younger teenage
target, so the fact that these older young
adults found the brand as less relevant
was not surprising.
After all, although only a few years
apart in age, young adult and teenage
guys are worlds apart in terms of their
lifestyles. Teens are living out the twilight
of their childhood, whereas older guys are
being thrust into the adult world. Though
these life stage differences might have rst
seemed like a major barrier to extending
the brand to an older audience, they actu-
ally represented a strategic opportunity.
That is because the transition to adult-
hood is not easy for most guys. Faced
with the increasing responsibility, it is
often difcult to just be a guy. The detailed
examples of the struggle became clearer
through numerous interviews and in-
home observations.
For instance, obligations such as pay-
ing rent, holding down a job, or being
sensitive to a girlfriends feelings make it
harder to sleep until noon or spend count-
less hours playing video games. More-
over, the adjustment to adulthood seemed
particularly unwelcome among Slim Jims
growth segmentthe Young at Heart
who still clung to many of their teenage
Slim Jim Man
Medicine
RESEARCH ACHIEVEMENT OGILVY
AWARD WINNER
ADVErTISEr: ConAgra Foods
rESEArCH: C&r research, Think
Conservatory, Communicus, IrI, The NPD
Group
AGENCY/MEDIA: Venables Bell & Partners
behaviors and attitudes. Within that ten-
sion is the sweet spot and a clear role for
Slim Jim.
In particular, with Slim Jims equity, the
brand was well suited to rescue young
men from the burdens of adult life and
help them just be guys (i.e., restore them
to an idealized state of manliness).
The insight was grounded not only in
the brands equity but in the product itself.
After all, Slim Jims are made of meat, and
few things are manlier than meat.
Finally, the notion of rescuing guys from
the burdens of adult life was a unique
emotional high ground no other snack
brand had claimed. Though Slim Jims
competitors certainly appealed to young
adult guys through humor and reections
of their lifestyle, none had built a brand
with a clear, credible role in their lives. The
introduction of a new campaign would
support the current business and also
introduce a new line of spicy products.
The play on the need to replenish male
spice loss from the pull of adult respon-
sibility was a perfect match for the new
Dare line of Slim Jim products.
Understanding how to represent the
burdens of adult life and the Slim Jim cure
in a relevant, entertaining, and meaningful
way required additional consumer learn-
ing. There was a delicate balance of just
being a guy among friends and the pull of
responsibility and adulthood that could be
exposed and leveraged. Through qualita-
tive iterations, consumers let us know just
how far the Slim Jim brand could repre-
sent that tension, and it provided guid-
ance for what would resonate with the
young adult male audience for our current
product offerings and the new Dare line.
CAMPAIGN DESCRIPTION
The Big Idea
In particular, the Man-Medicine cam-
paign introduced the world to the Slim
Jim Center for Spice Loss, a medical-type
organization whose trained professionals
treated guys suffering from the ill effects
of unmanly behavior.
The Campaign
Disorder: Male spice loss.
Cause: The new-found pressures of
adult responsibility (e.g., maintaining
a romantic relationship or the harsh
reality of full-time employment).
Symptoms: Plummeting video game
aptitude, diminished zombie survival
skills, and important bro-time being
replaced by furniture shopping.
Cure: Slim Jim products, naturally.
Depending on their symptoms, patients
were prescribed a number of Slim Jim
products to restore their manliness.
It was an idea designed to both attract an
older audience and still deliver the irrev-
erent humor that teenage guys expected
from Slim Jim. The team put together a
comprehensive media plan which began
in July 2011 and included the following:
national video (network prime and
select male targeted cable networks and
digital online video);
live commercial, with Jimmy Kimmel
Live!;
video game-focused digital, including
xBox-branded destination; and
social media including Facebook, Twit-
ter, and peer-to-peer social seeding.
The communications strategy placed
Slim Jim in media channels where young
adult guys turned to escape adult respon-
sibility. Based on syndicated sources,
these escape routes included television,
online video, social media and, of course,
video gaming. In particular, video and
digital placements ran within channels
such as Comedy Central, G4, Break.com,
Gamespot, and Xbox Live. On-air integra-
tions with Comedy Centrals Tosh.O,
and Jimmy Kimmel Live! further
entrenched Slim Jim among the targets
escape routes. Finally, Slim Jims Face-
book page, YouTube channel, and Web
site were themselves transformed from
destinations for product information into
channels that also provided young adult
guys with entertaining escapes from
adult responsibility.
Slimjim.com itself was transformed into
the ofcial Center for Spice Loss, a clear
sign the brand fully embraced the new
strategy and creative idea. In particular,
the site allowed users to learn about male
spice loss, take a man quiz to measure
their male spice levels, and explore Slim
Jim product cures.
Social media invited guys to spread the
word about Man-Medicine. Specically,
a series of video greeting cards allowed
guys to send condolences to friends suf-
fering from male spice loss. The cards
lamented a variety of unmanly behaviors,
from attending a baby shower to enjoy-
ing adult contemporary music. Visitors to
Slimjim.com were able to share the cards
and post them to friends walls.
Business Results
Tying back to the marketing objective, this
new brand strategy and creative idea effec-
tively drove lifts in relevance, purchase
consideration and, ultimately, sales among
both teenage and young adult guys.
To measure campaign effectiveness,
Slim Jim elded a tracking study in
November 2011 following the roll-out of
paid media. In line with objectives, the
study demonstrated signicant lifts in all
key measures: relevance, purchase intent,
and consumption among both teenage
and young adult guys. As important,
these lifts were achieved with at year-
over-year spend levels:
Relevance (Is for someone like me) + 16 pts
Teen Boys, +11 pts Young Adult Guys
Purchase Intent +25 pts Teen Boys, +25 pts
Young Adult Guys
Consumption (unaided) +8 pts Teen Boys,
+8 pts Young Adult Guys.
Beyond those tracking measures, sales
were the ultimate validation of the Man-
Medicine campaign. In the year after the
campaign launch, Slim Jim sales grew
14 percent. For context, that rate outpaced
the growth of every snack category except
only corn nuts.
1
In these ways, Man-Medicine both
attracted a lapsed young adult audience
while still appealing to the brands core
consumer. Sales gains were also driven by
1
IRI Meat Snack Category sales (July 2012).
higher commodities costs, which resulted
in increased pricing. However, higher
commodities costs affected the entire pack-
aged food industry, meaning Slim Jims
results were achieved on a level playing
eld. Furthermore, the campaign tracker
demonstrated that consumption increased
during the campaign period.
INTRODUCTION
In the United States, we have gone from a
culture of conspicuous consumption to one
that increasingly values resourcefulness.
We have learned to hate waste, whether it
is money, time, or trash. In our qualitative
discussions, we discovered that virtually
all consumers with whom we spoke were
trying to make smart choices that created
less waste in their lives.
Glads product improvement was tak-
ing the lead by developing bags that
would waste less (6.5 percent less plastic)
while being even stronger than before.
And though we knew our new product
could help lead to a better tomorrow, con-
sumers could not quite wrap their minds
around what 6.5 percent less plastic actu-
ally means for the environment.
We wanted to do more, however, than
just tell consumers about our new trash
bags; we wanted to encourage them to
adopt changes that help them waste less.
And though we learned that many con-
sumers desire to do more for the environ-
ment, they are at a loss for where to start.
As a market leader, we wanted to play an
active role in providing information, edu-
cation, and access to Waste-Less programs
across the country. So, we decided to give
consumers an easy way to start. And we
wanted to take the category from one of
disengagement to engagement.
To do this, we leveraged our consumer
target from our consumer segmentation
study, the Trash Scentinel.
She is a mom, in her thirties, who
actively takes steps to care for her fam-
ily and manage her household and sees
value in brands that help her along the
way. Though we acknowledged that it was
risky to launch a radically different cam-
paign with our existing consumer target,
we instinctively knew that she would be
the right target to start with given her con-
stant search for ways to up her game and
improve, even if just a little bit at a time.
For this reason, she eventually inspired
our campaign tagline small changes that
can make a big difference.
The idea that Glad is Stronger with
Less Plastic Waste was brought to life in
television by demonstrating the facts in a
larger-than-life context. We visualized the
plastic savings by showing that the plas-
tic saved could cover all of Manhattan or
Mount Rainier or ll more than 200 gar-
bage trucks. Digital displays drove home
the message that a small change in your
trash routine could make a big difference
in the world.
We then empowered consumers with
the tools they needed to help create a
future with less waste. The advertisements
drove them to our online Waste-Less hub
at Glad.com. Due to the growing import-
ance of information on the go, we devel-
oped the Glad Trash Smart iPhone app to
provide tips on recycling and composting.
Complementing these initiatives, a
number of public-relations initiatives
were developed to drive real-world
change. At the center of our outreach pro-
gram was the One Bag initiative. We
invited people to use one less bag during
the 2011 USC versus Stanford game by
implementing the rst-ever recycling ini-
tiative at The Coliseum.
BUSINESS AND CAMPAIGN OBJECTIVE
The Stronger Stand Against Waste
campaign connects our superior trash
product to a much broader waste less mes-
sage. Thus, the campaign was designed
for not only business impact but environ-
mental impact, which is precisely how we
set our objectives:
Increase the return on our advertising
investments (as measured by volume
per dollar spent) versus a year ago by
10 percent.
Increase Glad.com unique visitors and
repeat visits to Glad.com by 50 percent
Stronger Stand
Against Waste
RESEARCH INNOVATION OGILVY AWARD
WINNER
ADVErTISEr: Glad Bags (Clorox
Co.: 80 percent; Procter & Gamble:
20 percent)
rESEArCH: Kelton research, Hall &
Partners Research, Sands Research
AGENCIES: DDB San Francisco, Clorox
Digital Labs, Current, Effect Partners,
Evolution Bureau
MEDIA: OMD
and 55 percent, respectively, versus a
year ago.
Reduce the total plastic waste in the
United States by more than 10 million
pounds versus a year ago.
MARKETING STRATEGY
The combination of the technical break-
through allowing us to strip plastic from
our bags, while improving strength and
mounting cultural pressure to care for the
environment, inspired our research. When
we asked, consumers told us they were
ready for a conversation about responsible
waste management. Taken together, we
realized we needed to rewire the ingrained
thinking about the category as a simple
thick bag competition.
Drawing heavily on our partnership
with Hall & Partners, Sands Research,
and Kelton Research (see next section), we
worked to ensure every piece of communi-
cation from Glad going forward expressed
the sentiment that at Glad, we are taking a
stronger stand against waste and even-
tually settled on a three-pronged approach
made up of television/digital, public rela-
tions, and education:
drive awareness: disruptive dramatiza-
tions of extra plastic in iconic land-
scapes on television and online;
build credibility: public-relations events
such as the One Bag Challenge to
effect change in the real world and
inspire others to do the same; and
engage consumers directly: education
aimed at facilitating responsible waste
management through Glad.com and
Trash Smart iPhone application.
With Glad, the Trash Scentinel gets a supe-
rior bag that wastes less and a brand that
helps her make a small change that adds
up to a meaningful difference in the world.
RESEARCH CONTRIBUTION TO
CAMPAIGN SUCCESS
Decades of advertising had convinced con-
sumers of one thing when it came to trash
bags: thicker is better. Specically, thick-
ness equals strength. And strength was the
only thing that mattered. An exhaustive
evaluation of research to date, notably our
consumer segmentation, conrmed that
every consumer segment found strength
to be the most important attribute in a
trash bag, thickness being the top cue.
It was clear to us that we had a product
that could disrupt this conventional think-
ing. Our newest product improvement
did the unthinkable: It made our bags
stronger while allowing us to take 6.5 per-
cent of the plastic out, thereby having a
huge macro-impact on the environment.
Though we understood what a revolu-
tion this could be for the Glad Brand, we
needed to make sure our consumers did
as well. For the Stronger Stand Against
Waste campaign to be successful, we
would have to not only change the way
we talked about our product but reframe
the category to drive engagement.
Targeting the Trash Scentinel
Our rst area of investigation was to
understand how the target consumer, the
Trash Scentinel, thought about her per-
sonal role in the environment and, there-
fore, whether and how we could position
our product improvement to help her
in this area. By partnering with Kelton
Research, Trash Scentinels granted us
special access into their homes and per-
sonal lives over a 10-day period by way
of blogging.
Through her daily video confession-
als, we quickly learned that though she
felt very capable and on top of many areas
of her life, helping the environment was
not one of them, as she was not quite sure
how to do her part. We on the Glad
team knew immediately that we had an
opportunity with this consumer. As we
strove, however, to understand how this
insight could be leveraged for our new
bag, we realized that a 6.5-percent reduc-
tion in plastic was not exactly earth-
shattering to the consumer. And on top of
that, it compromised her perception of our
bags strength.
Engaging the Trash Scentinel
Glads new product translated to 6.5 mil-
lion pounds of plastic savings a year,
equivalent to 140 million trash bags. Yet,
our consumers told us that the reduction
in plastic simply was not enough to make
a difference to them.
Thus, our advertising partners at DDB
San Francisco were challenged to bring
the facts to life in a larger-than-life way.
DDB created three television advertis-
ing executions, visually showing that the
saved plastic would cover all of Manhat-
tan or Mount Rainier or ll more than
200 garbage trucks (See Figure 1).
Although our team found the visualiza-
tions to be fascinating and impactful on
an emotional level, we were not so con-
dent that our consumers would tell us
they agreed.
By collaborating with Hall & Partners,
in partnership with Sands Research, we
used qualitative exploratory research to
gain insight into the why behind high/
low brain activity (i.e., engagement) and
positive/negative emotion throughout
the advertising. The integration of these
methods allowed us to identify what
resonated with the subconscious and
emotional side of consumersthe side
that is not necessarily easy to articulate in
wordsand probe more deeply on how to
optimize these cues/key moments in the
advertising. We conrmed our instincts
about the advertisementsconsumers
were highly engaged in what they saw,
and experienced a range of emotions
(See Figure 2).
RESEARCH LINK TO THE CAMPAIGN
DEVELOPMENT AND EXECUTION
The Bedrock of the Campaign Kelton
Research, Consumer Blogging
Blogging research revealed the pivotal
insight that our consumer felt very capa-
ble and on top of many areas of her life
but, when it came to the environment, she
was not quite sure how to do her part.
Thus, realization of this insight gave
Glad permission to position itself as the
consumers ally and source of informa-
tion and become the bedrock of the holistic
Stronger Stand Against Waste campaign.
This work also highlighted the skep-
ticism associated with our new bags
strength and relevance of its 6.5-percent
reduction in plastic. And as an outcome,
each of the following consumer touch
points spoke to and provided ways to
do her part while also reinforcing the
strength message of Glad bags:
Waste-Less hub at Glad.com (Figure 3)
tips and tricks on how to minimize
waste
Glad Trash Smart iPhone app (Figure 4)
tips on recycling and composting
One Bag initiative (Figure 5)challenge
to consumers to use fewer bags during
the 2011 USC-versus-Stanford game
Television advertisingillustrated cumu-
lative effect the use of Glad bags can
have on the planet.
Optimizing the Advertising: Hall &
Partners, Sands Research, Neuro
Research, and Focus Groups
The combination of qualitative focus
groups and neuro-research validated our
instincts about the way we were commu-
nicating the bags plastic savings: Visu-
ally bringing to life the macro effects on
the environment engaged our consumers
at their core. We were able to understand
neuro-engagement at every moment in
our tested ads and, therefore, identied a
few key areas to optimize in these adver-
tisements and to establish as principles for
future advertising development:
Get Physical: Showing the physical
handling of trash provokes strong emo-
tional reactions and seems to be an effec-
tive way to engage throughout ads.
Synch Branding: Branding is best real-
ized when it is integrated with the
actual bag versus as a stand-alone logo
that potentially distracts from the fea-
tured product.
Figure 1 Peaks Advertisement within Glads Stronger
Stand Against Waste Campaign
Figure 2 Hall & Partners/Sands research Neuro research
Snapshot of Manhattan Sky Advertisement within Glads
Stronger Stand Against Waste Campaign
Finish Strong: Glad package anima-
tions provide attention and positive
emotional associations at close of spots,
more so than static branding.
After making these key changes, the only
outstanding question remaining was
whether the irrational engagement with
our advertising would then lead to a very
rational decision at the store shelf.
CAMPAIGN BUSINESS RESULTS
Glad historically has produced extremely
efcient advertising, so the bar we set
for success is high. That, combined with
conventional wisdom suggesting most
consumers are not willing to pay more
for sustainable products in a down econ-
omy, led to heated initial debates over
the viability of the Small Change, Big
Difference campaign.
Strong insights won in the end, however,
supporting the case that given the right
creative, we would not only re-engage the
category and sell more bags but elevate
the national conversation around waste.
We began with Manhattan Trucks in
October 2011, followed by Manhattan
Sky in January 2012, and Peaks in Octo-
ber 2012. Achieving scores comfortably in
top quintile of Ipsos ASIs database for
both Reach Potential and Brand Linkage,
Trucks and Sky not only exceeded all
Clorox hurdles, they performed 13 percent
more effectively (volume sales per GRP)
than our ve-year rolling average, and
54 percent more efciently (volume sales
per media spend) than messaging running
over the same period one year ago.
Glads loyalty (SOR) increased by two
points (3 percent) in FY12; Glads kitchen
trash dollar sales increased by more
than 5 percent. And the campaigns suc-
cess is not over: Our Analytic Insights
group forecasts that Peaks will be
38 percent more efcient than Sky and
Trucks combined.
Figure 3 Waste-Less Hub at Glad.com as Part of Stronger
Figure 4 Glad Trash Smart iPhone App as Part of Stronger
Complementing television, we devel-
oped a number of public-relations initiatives
to drive real-world change, including our
One Bag initiative. We invited people to
use one less bag during the 2011 USC versus
Stanford game by implementing the rst-
ever recycling initiative at the Coliseum. In
just one day, we reduced waste by almost
three tons and, in the rst three months
alone, the initiative at the game drove more
than 77 million brand impressions.
To drive consumer education and partic-
ipation further, we invested in the Glads
digital, social, and mobile infrastructure,
integrating it with Small Change, Big Dif-
ference. The Glad.com Waste-Less hub
told our story, elaborated on what we
were doing in terms of product outreach
and public-relations initiatives, and gave
consumers tools with a community forum,
downloadable charts, and 1800Recycling.
com content integration.
AKQA found that Small Change ban-
ner advertisements signicantly increased
Glads association with stronger with less
plastic after only one exposure, allowing
us to effectively and efciently target only
those Web sites with strong Trash Scenti-
nel presence.
Finally, in addition to the site and banners,
we developed the Trash Smart mobile app
for iPhone that helps consumers nd nearby
locations to recycle hundreds of household
items. USA Today featured it in TODAY
Green Living magazine, and the app won an
FWA Mobile award in February 2012.
Figure 5 One Bag Initiative as Part of Stronger Stand
Against Waste Campaign
TABLE 1
Campaign results, Target vs. Actual
Campaign Objective Target Actual % Target Achieved
Increase Advertising Effciency 10% 54% 540%
reduce Plastic Waste 19M lbs 12.1M lbs 121%
Increase Unique Visitors to Glad.com 50% 308% 616%
Increase repeat Visitors to Glad.com 55% 316% 575%

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2501/JAR-53-3-273-285 September 2013 JOURNAL OF ADVERTISING RESEARCH 273

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