Sunlight Saves Water|短视频|广告营销案例【ADGuider广告指南】

阳光节约水

案例简介：相关性 # SunlightSavesWater 运动是开创性的，原因有几个: 这个想法的突出性质、消费者的高度参与、传统媒体的创新使用，以及最重要的是给予消费者和社区的真正好处。这是一场运动，它通知了一个品牌现在和未来的社会责任使命，建立了一个长期的平台和目标来努力实现，同时提高了功能性认证和公平性。它围绕一个关键问题团结了一个国家，并提供了真正的、切实的方法来帮助解决国家危机…… 这都归功于广告牌。结果公众反应超出了所有预期。我们的广告牌让全国都在谈论、投票和参与。由传统渠道支持的在线平台引发了围绕节水问题的辩论和行动。阳光品牌的好处是，随着消费者转向阳光为节水倡议做出贡献，体积份额增加。就业务成果而言，关键的衡量标准是在 10月至 2016年12月期间，类别数量份额增加了 550 个基点 (5.5%)。平均每周 100，在 3000-10 万张潜在安装捐款选票的一周达到 24 October 的峰值 -- 250 000 次参与 -- 到目前为止，1000 万人获得了 5100 万升的水概要形势: 南非正在经历自 1904年以来最严重的干旱。联合利华最大的畅销洗手粉品牌阳光刚刚推出了新的 “智能泡沫” 创新，通过减少泡沫，节省了一半的漂洗水。简介: 我们必须提高对水危机和节水需求的认识，同时强调新 “智能泡沫” 固有的节水效益。目标: 坚定地将阳光品牌与节水理念联系起来。活动描述 “乔乔坦克” 是巨大的节水罐，附着在建筑物的排水沟上 (尤其是在贫困社区)，下雨时收集水。然后水被储存在这些巨大的水箱中供以后使用。我们用乔乔坦克做了一个广告牌。我们把它作为全国对话的一部分。然后，通过各种媒体渠道，我们让公众投票决定他们认为乔乔坦克应该去哪里。然后我们一块一块地拆除了广告牌，把 JOJOs 送到了最需要他们的地方 -- 学校、社区中心,在最贫困地区的诊所 -- 分享我们的节水信息，同时帮助解决国家危机…… 和真正的人类需求。执行最初的广告牌 (由 80 辆坦克制成) 建于 2016年9月。然后一个星期又一个星期广告牌被拆卸。随着提名的到来，广告牌在两周内被解构，水箱被分发并安装在 40 个最贫困的社区地点。特定区域的 ALS (非洲语言站) 被用来鼓励人们在特定地理区域 (主题电台、 DJ 互动、保险杠和现场阅读) 投票给潜在的乔乔接受者。数字平台和移动 (USSD) 使人们能够在虚拟世界投票决定他们认为水箱应该在现实世界中的位置。 TVC 广告描述了广告牌的拆卸及其目的地 -- 传达我们的社会使命并鼓励参与。这些也被发布在 Youtube 和支持数字频道上。详细的频道细分 (包括特定的时间) 包含在提供的 PDF 文档中。战略针对 LSM B 妇女 (用手洗衣服的低收入妇女; 现金短缺; 供水往往昂贵且不正常，尤其是在干旱时期), 战略方针包括在最繁忙的国家高速公路上，用一个壮观而非同寻常的广告牌引发一场围绕水危机的全国对话。公关是放大和说话的主要驱动力，通过多种渠道，特别是数字渠道，讲述了乔乔个人装置 (和社区) 的人类故事。战略上, 公关在全国范围内引起了人们的兴趣，并以一种与普通人产生共鸣的方式放大了缺水和节约的信息 -- 将阳光定位为一个可以让每个南非人节约用水的品牌。一位全国名人也被用来支持这项倡议，推动势头和消费者的爱。

阳光节约水

案例简介：Relevancy The #SunlightSavesWater campaign is ground-breaking for a number of reasons: the stand-out nature of the idea, the high level of engagement by consumers, the innovative use of traditional media – and, most importantly, the real benefit given to consumers and communities.It’s a campaign that has informed a brand’s social responsibility mission now – and into the future, forged a long-term platform and goal to strive towards, simultaneously boosting both functional credentials and equity. It’s rallied a nation around a crucial issue and offered real, tangible ways to help solve a national crisis … all thanks to a billboard. Outcome Public reaction exceeded all expectation. Our billboard got the nation talking, voting and engaging. Online platforms, supported by traditional channels, sparked debate – and action – around the issue of water saving.The benefit to the Sunlight brand was the volume share increases as consumers switched to Sunlight to contribute to the water saving initiative. In terms of Business Outcomes, The key measure was a 550 basis point increase (5.5%) in category volume share between October and December 2016.Other measures of success were:-Social Media Engagement from an average of 100 a week to a peak of 3000 in the week of 24 October-100 000 votes for Potential Installation donations-250 000 engagements-10 million people reached51 million litres of water saved … so far Synopsis Situation: South Africa is experiencing its worst drought since 1904. Unilever’s biggest selling hand-wash powder brand, Sunlight, had just introduced new “SmartFoam” innovation which, by reducing foaming, saved up to half the rinsing water.Brief: We had to raise awareness of the water crisis and the need to save water, plus highlight the inherent water saving benefit of new “SmartFoam”. Objectives: Firmly associate the Sunlight brand with the idea of water saving. CampaignDescription “JOJO tanks” are giant water-saving tanks that attach to the guttering on buildings (especially in poorer communities) and collect water when it rains. The water is then stored in these giant tanks for later use. We made a billboard from JOJO tanks. And we made it part of a national conversation.Then, through various media channels, we got the public to vote for where they thought the JOJO tanks should go.We then dismantled the billboard, piece by piece, and delivered the JOJOs to where they were needed most – schools, community centers, clinics in the neediest areas – sharing our water-saving message while helping to solve a national crisis … and a real human need. Execution The initial billboard (made from 80 tanks) was constructed in September 2016. Then week by week the billboard was disassembled.As nominations came in, the billboard was deconstructed over a two-week period and the water tanks were distributed to, and installed, in 40 of the neediest community locations. Region-specific ALS (African Language Stations) were used to encourage people to vote for potential JOJO recipients in their specific geographic regions (Thematic Radio, DJ interactions, bumpers and live reads). Digital platforms and Mobile (USSD) enabled people to vote in the virtual world for where they thought the water-tanks should go in the real world.TVC commercials profiled the disassembly of the billboards and their destinations – communicating our social mission and encouraging participation. These were also posted on Youtube and supporting digital channels.A detailed channel breakdown (including specific timings) is included in the supplied PDF document. Strategy Aimed at LSM B women (lower income women who do their washing by hand; cash-strapped; water supply is often costly and irregular especially in the grips of a drought), the strategic approach involved sparking a national conversation around the water crisis with a spectacular and highly unusual billboard along one of the busiest national highways. PR was the main driver of amplification and talkability, telling the human story of individual JOJO installations (and the communities) across multiple channels, notably digital. Strategically, PR generated interest on a national scale and amplified water scarcity and the saving message in a way that resonated with ordinary people –positioning Sunlight as a brand that could enable every South African to save water. A national celebrity was also used to endorse the initiative and drive momentum and consumer love.