Marketing Comms Paper - SYNDICATE1

Subject Name Marketing Communication
Subject Lecturer Don OSullivan

Submission Date 04/06/2014

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Student(s) Name Student Number Signature
Cheer Lin 609436
Diane Montupet 681490

Debra Tamvakis 199125775

Yan Qin 180540

Zach Tay 207557

Please fill out this section
Subject Name Marketing Communication
Subject Lecturer Don OSullivan
Submission Date 04/06/2014
Student(s) Name Received by MBS
Cheer Lin
Diane Montupet
Debra Tamvakis
Yan Qin
Zach Tay

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6/4/2014

SYNDICATE 1 | Cheer Lin, Diane Montupet, Debra Tamvakis, Yan Qin, Zach Tay
EFFIE
AWARDS
HOUSEHOLD AND DOMESTIC INDUSTRY

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Table of Contents:
Introduction ......................................................................................................................................... 3
Campaign 1: Kleenex From Pushing Tissues to Sharing Caring ........................................................ 3
Campaign 2: Febreze/Ambi Pur Breathe Happy ............................................................................... 7
Campaign 3: Tide Mi Tide ............................................................................................................... 11
Marketing Communications in the Household and Domestic Industry Sector ................................. 16
Appendix 1: Campaign Brief for Kleenex From Pushing Tissues to Sharing Caring .................. 18
Appendix 2: Campaign Brief for Febreze Breathe Happy ......................................................... 19
Appendix 3: Campaign Brief for Tide Mi Tide ........................................................................... 20
Appendix 4: 2012 Bronze Effie Winner From Pushing Tissues to Sharing Caring ....................... 21
Appendix 5: 2012 Silver Effie Winner Breath Happy Global Campaign ...................................... 21
Appendix 6: 2013 Gold Effie Winner Mi Tide .............................................................................. 21

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Introduction
The household and domestic industry sector is broad, ranging from furnishings to cleaning products. This
paper will focus on mature fast-moving consumer goods (FMCG) and provide a critical assessment of Effie
award-winning campaigns for Kleenex facial tissues, Febreze odour eliminator and Tide laundry detergent.
The insights drawn from these cases will then inform an analysis of effective marketing communications in
this sector.
Campaign 1: Kleenex From Pushing Tissues to Sharing Caring

Client: Kimberly-Clark
Campaign: From Pushing Tissues to Sharing Caring
Product: Facial Tissues
Brand Name: Kleenex
Lead Agency: JWT New York

In 2010, Kleenex facial tissues generated global sales of US$2.1 billion.
1

1
Kleenex leverages brand equity to build potentially lucrative position in wipes, Euromonitor International (online),
available at:
Despite this, Kleenex faced several
persistent problems. The long-time leader in the category was in a decade-long decline, losing market share
to private labels, and the category as a whole had stagnated. The From Pushing Tissues to Sharing Caring
campaign, launched in 2010, aimed to address these issues. The campaign was awarded a Bronze Effie in
2012.
http://blog.euromonitor.com/2011/09/kleenex-leverages-brand-equity-to-build-potentially-lucrative-
position-in-wipes.html, last accessed 30
th
May, 2014.
4

Business Objective
The main business objectives were two-fold. The first was to halt the decline in dollar share, maintaining it
at 48.6% (annualized dollar share, FY 2009). The second was to increase dollar sales during the advertising
period, relative to the same period the previous year. No measure of the desired growth in dollar sales was
provided, nor were the potential sources of growth elucidated. The campaign also aimed to drive 1 million
instances of product trial in 6 months, attract approximately 42,000 visits per month to the Kleenex website
and generate 40 million impressions with PR and social efforts. The campaign budget was US$20 to 40
million.

Customer
There is little information regarding the customer insight the client, Kimberly-Clark, shared with the agency,
JWT New York. The case merely states that the target segment was comprised of women, who were in
category, but perceived it to be dull. The agency conducted further qualitative research on this broad target
and identified a segment they termed natural born nurturers. These women viewed themselves as innate
caregivers, who were always ready to care for those around them and considered tissues to be the vessel
by which to channel their natural instinct to nurture. Indeed, one woman stated that she always had a
box of tissues at her desk. When a member of staff is upset, she demonstrates she cares through giving
them a tissue.

Competition
The brands main competitors were private label options, which accounted for 20% of global sales in 2010,
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with continued growth forecasted. Kleenex had long been positioned on its functional benefits, such as
product performance, but this was now a point of parity. It had lost share to functional competitors in a
functional game. The private labels also offered considerable price advantages. Consequently, Kleenex no
longer offered a compelling value proposition to command a price premium.
Brand
The Kleenex brand had strong brand equity, with excellent awareness. However, a troublesome side-effect
of its long-standing market domination was that the brand had become a generic descriptor for tissues.
Along with the brands weakening associations and lack of differentiation from the competition, this had
the potential to confuse customers, further erode market share and damage brand equity.

A key reason for Kleenexs market share decline was the lack of customer loyalty to the brand. The product
was relevant to them and performed well, but didnt confer an advantage over the competition. The
absence of any emotional benefits meant there were no meaningful reasons for customers to purchase
Kleenex tissues, making them susceptible to the lower-priced competition.

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The Big Idea: Help America share Kleenex as the ultimate Gesture of Care
In an effort to provide a functional point of difference, Kimberly-Clark made further innovations to their
product, significantly improving tissue softness. The intention was to position Kleenex as Americas Softest
Tissue. The agency resisted this proposition because a) customers did not find the topic of facial tissues, on
its own, to be stimulating and b) recent experience with another clients product had shown that making a
functional superiority claim alone was insufficient to halt market share decline.

The agency recognised the importance of identifying and communicating the emotional benefits of Kleenex
tissues to drive customer loyalty. JWTs big idea, born out of their customer insight, was that Kleenex is a
brand that shares care. Kleenex was more than just a facial tissue; it was the conduit by which natural born
nurturers could demonstrate that they care. Therefore, Kleenex was positioned as Americas Softest Tissue
and as a Gesture of Care. This big idea elevated the humble tissues status from a utilitarian purchase to a
more meaningful, emotional position and made it possible for Kleenex to challenge category conventions.
In addition to the facial tissues category, Kleenex could also compete in the symbols of caring category,
with other gestures of care such as get-well cards, boxes of chocolates and flowers.

Campaign Brief
It seems that Kimberly-Clark did not have a well-articulated strategy and was therefore unable to provide
the agency with a clear and persuasive campaign brief. JWT had considerable input, driven by a better
understanding of Kleenexs business challenge, competitive environment, customers and brand attributes.
The campaign brief can be found in Appendix 1.

Implementation and Execution
The campaign was launched in the US during the cold and flu season, the time of the year that the care-
giving behavior of natural born nurturers was most prevalent. Given the relatively broad nature of the
target, the agency used a mix of above the line advertising that spanned multiple touch points, including
television and print magazines. The key to driving both engagement with the brand and product trial was
the creation of share packs. These were sample packs that included a space to write a thoughtful
message, so they felt less like a sample and more like a gift personal get-well cards with benefits. The
share packs could be accessed via a digital hub created for the campaign and sent to loved ones as a
symbolic Gesture of Care, with the sender able to track its digital progress across the US. Alternatively,
users could send a virtual tissue with a personalized message. Traffic was directed to the hub through web
banners, paid search, the Kleenex Facebook page and a network of mom bloggers, the latter acting as
advocates or ambassadors for the brand. (The bloggers were not paid but received product samples and
promotional items in exchange for their participation.)

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The agency also employed below the line advertising such as direct mail and email, as well as coupons to
buy 3 and get 1 to share. A portion of the campaign budget was allocated at the retail level. Gift tags
were placed on the in-store packaging and street teams enabled shoppers to buy and share boxes of
Kleenex right from the store.

Results
The campaign met or exceeded each of the five business objectives. The decade-long decline in dollar share
was reversed, with an increase of 1.3 dollar share points, and dollar sales grew 3.1% during the advertised
period. Growth was almost entirely due to customers switching from private label options. Engagement
with the brand also increased. The 1 million share packs were exhausted in just 5 months, a month ahead
of schedule. There was a 925% surge in site traffic relative to the previous year and the Kleenex Facebook
fan base grew 938%, despite no material incentive to join. Finally, nearly 50 million media impressions were
generated.

The category grew 0.5% during the advertising period, on the base of $1 billion. Although no explanation
was provided, this increase might partially be due to Kleenex now being viewed as part of the symbols of
caring consideration set.

There were also improvements in the brands health, namely a 13% increase in satisfaction and an 8% rise
in purchase intent. Brand value increased 3%, with Kleenex ranked at number 71 in Interbrands top 100
most valuable global brands.

Assessment
Kimberly-Clark did not have a comprehensive strategy. The business challenge was poorly defined as stop
the bleeding. The customer insight was poor, with JWT having to perform further ethnographic research
on the target. The agency also had a better understanding of the brand, especially the need to position on
emotional and functional benefits to differentiate from the private label options. Indeed, JWT owned the
campaign brief.

Despite these client-side inadequacies, the campaign halted the decade-long trend of declining dollar share
and delivered a modest turnaround. This success was driven by a compelling big idea, which was supported
by great creative execution. The campaign was integrated across multiple customer touch points, engaged
customers in conversation and delivered the brand promise. Users were able to experience the unique
functional benefit of the brand (Americas Softest Tissue) via a demonstration of sharing and caring. This
heightened emotional connection to the brand resulted in customers switching from the competition and
enhanced customer loyalty. The campaign acted as a springboard, with further brand and category growth
in 2011.
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Campaign 2: Febreze/Ambi Pur Breathe Happy

Client: Procter & Gamble (P&G)
Campaign: Breathe Happy
Product: Fresheners, candles, plug-ins, car clips, aerosols
Brand Name: Febreze / Ambi Pur
Lead Agency: Grey Worldwide

The Breathe Happy campaign was launched in 2011 by P&G for its two air care brands, Febreze and Ambi
Pur. It won the North American Silver Effie award in 2012. The campaign was highly strategic, as P&G had
recently acquired Ambi Pur and therefore needed to successfully integrate it into its portfolio in terms of
brand promise and value. It was a global campaign, launched in 17 different countries.

Business Objective
In 2011, P&G aimed to double global revenue from the Febreze and Ambi Pur brands in 5 years. In terms of
marketing objectives, this meant a) repositioning Ambi Pur as a brand that not only provided freshness but
also eliminated bad smells and b) relaunching and refreshing the Febreze brand depending on the target
market. These objectives were specifically adapted to 4 target markets: USA, UK, Italy and Mexico. Top-line
growth was sought through:
Retention, share of customer and maintaining profit margin in the USA and UK.
Share of market in USA, UK and Italy.
New addressable markets in Mexico and Italy.

8

The US, Febrezes largest global market with 43% of total worldwide revenue in 2011, suffered from diluted
brand equity and low ad brand attribution. There, the business objective was to increase sales by 10%. The
two marketing objectives were to first generate buzz for the Febreze brand and advertising through earned
media impressions, blogger participation and Facebook fans and secondly, to drive distinctness for the
brand and advertising by reclaiming single ownership of the odour elimination equity attribute.

UK was a key market as well, as it represented the largest market in Europe and 25% of the total revenue.
The aim was to refresh an established brand in this competitive market in order to increase value share by
10% over the previous year by generating buzz for the brand. Success would be measured by word of
mouth and Facebook fan numbers.

In Italy, which accounted for 7% of Western Europes total revenue, P&G launched the first line of aerosol
products and repositioned Ambi Pur brand with this campaign. The new product was to achieve 7% value
share and 4.2% of volume share within the 3 months of launch and reach 15% advertising awareness.

Finally, the launch of Febreze in Mexico represented an entry point to Latin America, where P&G had
previously no market presence. The objectives there were to get a 25% share of the aerosol segment and
30% brand awareness within 3 months.

Customer
The Breathe Happy campaign customer target was very broad. Indeed, the message was directed to
almost anybody who cared about their home cleanliness. Given that, the Grey Worldwide agency
conducted market research in Toronto, Atlanta, New York, London and Madrid. Its aim was to find a
globally relevant universal human truth. In order to do so, they conducted in-home visits and
accompanied customers on shopping trips, which appeared to give greater customer insights around
preferences and usage behavior at home, and at points of purchase. The researchers then realized that no
matter how strong culture, language and attitude differences were across countries, everybody reacted
strongly to bad smells and associated home cleanliness with fresh odours.

However, we believe that this isnt customer insight, but rather human insight brought by the agency
because the customer segment was too broad to actually be characterized, then analysed and because P&G
had failed to provide relevant customer insight. The broadness of the target is most certainly due to the
fact that the campaign was global, with marketing communications being performed in 17 different
countries.

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Competition
Competition within the air-care category would be products that have the same positioning as Febreze. This
is why, as North America and Europe were mature and competitive markets, Febreze/Ambi Pur strategy
was to beat the competition on functional attributes but then communicate on the emotional benefits.
They were the first ones to find a way to eliminate bad smells instead of only covering them, which is an
improvement in the functional attribute of the product. However, the agency understood that they still had
to target emotional attributes in order to stand out from the competition. Thus, they used their universal
human truth to promise the target consumers that using Febreze/Ambi Pur products in their house would
make it seem clean and fresh whenever they would invite people over, contrary to the competitors
product that would only cover the smell for a short period of time.

Brand
The Febreze/Ambi Pur brands also had strong brand equity, with good awareness in North America and the
UK. However, they were struggling to justify their price premium compared to the cheaper products their
competitors offered. A key reason for Febrezes sales decline was that consumers were struggling to tell the
difference in the functional attributes of Febreze over its main competitors. There again the product was
relevant to them, but didnt confer a clear enough advantage over the competition. In Italy, the purpose
was different as they had to create awareness about aerosol products and in Mexico/Latin America, about
air care products in general.

The Big Idea: Involve real people in visceral experiences to prove Febreze / Ambi Pur makes even the
filthiest places smell nice, no matter what they look like.
P&G and Grey Worldwide assumes they had a Big Idea, which was to use real people videos to evidence the
fact that Febreze transforms the air so that people can breathe happy wherever they are. They would
blindfold real people, bring them into malodorous environments and then ask them to describe the smell.
The descriptions would be overwhelmingly positive and cause amazement once blindfolds would be
removed. They highlighted the contrast between whats filthy and dirty but actually smells clean and what
people imagine as being a fresh and welcoming home.

In the end, our syndicate believes that the emotional benefits the communications focused on were in fact
coming back to functional attributes, being a masquerade of a small idea covering a big Idea.

Campaign Brief
P&G does not appear to have a solid strategy for this campaign, the brief having been most certainly
developed and owned by the agency over the back of their research. The campaign brief can be found in
Appendix 2.

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Implementation and Execution
The campaign started July 7
th
2011 and ended on October 31
st

. It was conducted in 17 countries, including
USA, UK, Mexico and Italy. It was a 360-degree campaign. As they relied on this universal truth, as Grey
Worldwide marketers qualified it, media behavior was essentially the same throughout the USA, The UK
and Italy with paid media such as TV, radio, but also social platforms including additional videos, solicited
suggestions from their 262,000 followers, live freshness experiments, user-generated rewards, and free
product giveaways. There were also PR, retail experience, events and trade shows. The message was
tailored to fit each specific market depending on the customer insight the agency got from the research.
Therefore, brand behavior was altered to be locally relevant but it remained always around the same
themes, which is one of the biggest strengths of this campaign.
However, Mexico was treated completely differently with only TV, guerilla and events, purely targeting
above the line mass media. This was probably because they had not conducted any consumer research in
that market so they were lacking a real consumer insight. They also certainly assumed their research in
Madrid was sufficient to give them insight on Mexican people. In our view, this was a downfall of the
campaign as Mexico was such a strategic market to enter the whole Latin America. In the end, for our
syndicate, the search of a global human truth was just a general human insight that was brought on by
the agency, instead of specifically targeting market consumer insight.

Assessment
The campaign was a success as:
In the USA business experienced 10 weeks of growth, buzz was created with 511MM earned media
impressions, blogger participation exceeded previous rate levels of 10% and Facebook fans increased
from 235k to 600k by the end of 2011.
In the UK there was only a 6% increase compared to the 10% expected. However, marketing
objectives were met with more than 200 coverage in major publications
2
In Italy, all targets were reached and even beaten. Target value share was 11% better than expected,
target volume share was beaten by 21%, brand awareness hit a 19% (VS. 15% expected).
and the reach of 15 000
Facebook fans in 3 months.
Mexico followed the same trend as Italy with expectations more than met.
As we can see, business objectives were very well cascaded from corporate to marketing level, and then
from global to local markets, with relevant metrics associated which is, as we believe, one the reasons this
was a successful campaign.

2
Source: Agency Media Monitoring
Campaign 3: Tide Mi Tide

Client: Procter & Gamble (P&G)
Campaign: Mi Tide
Product: Laundry detergent
Brand Name: Tide
Lead Agency: Conill Advertising

Tide, Americas market leader in laundry detergent, also leads the market among Hispanics. It is the
premium product in its category, priced twice as much as the next leading detergent.

The Hispanic population in US is the fastest ethnic segment expected to grow by 167% from 2010 to 2050,
as compared to 42% for the total population according to a 2012 Nielsen report. The report goes on to say
that Hispanics will be the dominant and only driver of domestic sales growth.

Many US firms such as McDonalds, Budweiser and AT&T have a significant corporate imperative to attract
Hispanic consumers, and have spent significant amount or resources to capture market share. Tide is no
different.

Business Objectives
The Tide Brand Team set itself two clear objectives.
1) Increase annual sales growth amongst Hispanic consumers from 1% to 3% (benchmarked by Nielsen).
2) Increase awareness of Tides variants in the Hispanic market.

These two objectives are clearly crafted to deliver solutions to the two challenges below.
1) The shift in consumer purchasing behaviour to lower priced brands due to economic pressures
Research conducted by USH Laundry Equity Scan has shown that Tides Equity and Value scores among
Hispanics have dropped by 50 and 67 points respectively between 2009 and 2010.
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Tides market leadership is also eroding among Hispanics. Nielsens All Outlet share measures Tides sales
growth index as 101 vs. Year Ago, while competitors brands were gaining round in both share and equity.

2) Consumer de-selection brought on by the Hispanic markets lack of awareness of Tides variants, which
detracted from any added value they might offer.
Because our Hispanic shoppers had no awareness of the complexity of the brand offering, the strategy did
very little to add any value, and in fact had the opposite effect. Consumers were overwhelmed by the
plethora of choices and decided to remove Tide from its consideration set.

Customer Insight
The case outlines that three main customer insights were derived in preparation for this campaign.
1) Laundry means more than a mundane chore to Hispanic women. This was important because Tide would
could not command premium prices if laundry is viewed as a simple, mundane chore.
Research by Mintel Home Laundry Products US from September 2012 reports that 84% of Hispanic laundry
shoppers attest it is important to take time to do laundry right. The same report shows that 78% of Hispanic
laundry shoppers agree that taking care of their familys clothing is an important part of taking care of their
family.

Tide has also found that Hispanic women view laundry as an important lever of not only functional, but also
emotional and social value. Latinas who look after her familys appearance reflects how she measures up as
a mother.

2) The segment doesnt just want clothes to be clean; they have additional requirements regarding the type
of clean they want (Bleach, scented, colours, softness etc).
The Tide Brand Team found that the segment has varying requirements on how their clothes are to be
cleaned; be it for clearer whites, to soften their clothes, brighter colors, scented, etc. Whites needed to be
blindingly bright, favourite garments need to look new, colours need to shine, and husbands wardrobe has
to look impeccable.

3) A common thread among Hispanic families is that they are in the process of acculturation.
However the key piece of customer insight comes from further qualitative research in speaking to Hispanic
women. At the same time they are preserving their heritage, they are constantly incorporating new
elements learnt in America, in the process of acculturation.

These changes affect Hispanic mothers in profound ways, raising their children in a fusion of cultures, one
of their heritage and one of the New World. As much beauty as there is in seeing children grow up in a
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brighter promise and future, it is also a source of tension for her sense of identity, as family members adopt
new words, styles, clothing and pronunciations, at different rates than her own.
Our view is that these insights into the Hispanic market about laundry are very strong, especially Insight
number 3, which was the key insight at the heart of this campaign. It enabled Tide to show Hispanic
customers empathy into their home lives, and also enter an emotional space creating a unique, authentic
bond with the consumer. From the outline of the case it is unclear whether the research was originated
from the agency or the client, so we cannot conclude who this insight should be attributed to, but our view
is that this is a great piece of work from both parties in concert.

Competitive Landscape
Tide is priced twice as high as the next leading brand detergent. The competitive landscape clearly gives
value brands and private labels the advantage, and Tide has a lot of work to do to justify its high price to
consumers.

Being the market leader in dollar share and occupying the premium position in the product category is
clearly an enviable situation.
However even though the economic recession has reached its end, peoples perception of the economy
might not have improved significantly. Even if they still have their jobs, they might know someone who has
lost theirs.

We have also spent some time review Tides decision to target a specific cultural demographic, Hispanics,
which on the surface seems like a very blunt tool for any marketing strategy. Despite the fact that many
large companies employ this segmentation as explored in our introduction to this case (page 8), it does not
automatically imply that it is good strategy.

Our theory is that the Hispanic segment needed to be targeted with a specific campaign, because Tides
general above-the-line advertising in America might not be causing its desired effect among Hispanics,
perhaps due to language or cultural barriers. In order for a market segment to be viable, the segment must
be identifiable, accessible, substantial, with unique needs (responds differently to different marketing
mixes), and durable. Our view is that the decision to consider Hispanics as a segment checks all these
requirements.

Brand
Despite all the difficult hurdles and challenges presented, the Tide Brand Team was clearly focused on the
constant of Tides singular brand positioning. Tides brand position is that it delivers the best cleaning,
keeping clothes looking like new.

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Despite the clarity of the brand position, the decrease in Equity and Value scores (-50 and -67) in research
conducted by USH Laundry Equity Scan shows there is work to be done. Given Tides market leadership in
this category, this loss in brand equity could mean any of three scenarios.
1) The segment is no longer looking for a premium detergent that delivers the best cleaning, and is happy
to clean with generic, commodity detergent. Tides Brand Team have done their research and shown that
this is not true. (From Insight 1)
2) Although the brand position is clear, the brand is not working hard enough to climb up the benefit ladder
and provide a strong emotional connection to the target market. The brand is also losing too many
customers at the advantage stage of the brand pyramid, observing customer attrition because they fail to
see the advantage that Tide might have over its cheaper competitors.
With the insight gathered from the research phase, the Tide Brand Team has resolved that the brand needs
to consistently revitalise its image in the mind of the consumer, finding new ways to constantly form
emotional engagement with the consumer.
3) That there is an external factor hindering consumers from purchasing its product. In this case, the Tide
Brand Team has uncovered that the lack of brand awareness of Tides variants is a major factor which
hinders consumers from selecting Tide.

Creative
At this stage of the Agencys involvement, it understands that the creative has to deliver two main brand
objectives
1) Increase awareness of Tides variants in the Hispanic market
2) Help Tide create an emotional bond with the Hispanic consumer

The Tide Brand Team latched on to the key insight in the Hispanic family which was acculturation. This
insight affects Hispanic families profoundly, and the team wants to show Hispanic families that Tide truly
understands the joys and pressures of balancing how to raise a family in a new country, and preserving
heritage. And in all this, not swaying from the singular brand positioning strategy of Tide; that it delivers the
best cleaning, keeping clothes looking like new.

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The Big Idea: Thats my Tide. Whats yours?
The agency wants to show Latinas that Tide truly understands her needs, joys and pressures. The agency
portrayed lives of several Latinas through authentic and intimate lens, with three stories of what it is like to
raise a family acclimatised in a country different to your own.

The agency portrayed three stories: one of a mother with her family, one with her mother-in-law, and one
with her daughter. The consistent theme throughout the stories was one of acculturation and of
authenticity. Also, that there is a variant of Tide that is specifically for her needs.

This copy convincingly delivers on both brand objectives. These three short videos were shot and broadcast
on television as the implementation of Tides above-the-line strategy. An extra effort to deliver authenticity
in the copy was to introduce a unique country of origin in each of the three stories above, displaying itself
in the heritages unique accent and intricacies. This was considered new in the Hispanic advertising
industry, and to show that Tide goes the extra mile and understands the uniqueness behind each individual
story of every Hispanic family.

The agency further pushed the envelope in delivering authenticity in the mind of the Hispanic consumer, by
filming humorous behind the scenes video clips from the television ads, revealing the actors as real people
who use Tide as well. These clips were released on Tides website and social media pages.

Results
This campaign was a resounding success. Nielsen All Outlet reported that it has delivered its business
objectives of gaining sales growth among Hispanics of 5.6% in August 2012 compared to 1% the year
before. This result is above their initial goal of 3%. Tides Equity score in USH Laundry Equity scan reversed
the negative trend by 108 points, having increased from -50 in 2011 to +58 in 2012.

Nielsen also reported that Tide recorded exceedingly high variant recognition, and attributed the success to
the clarity, penetration and attribution of the TV copy. In addition, IAG Nielsen reported that the Tide
advertisements had the highest recalled TV commercials in North America following their initial airdate.

By all measures, it is clear that this campaign delivered both its business objectives of sales growth and
variant recognition resoundingly.

16

Marketing Communications in the Household and Domestic Industry
Sector
The first part of this paper assessed 3 campaigns for FMCG in the household and domestic industry sector.
The campaigns dealt with mature products in mature markets (Kleenex, Febreze in the US and UK and Tide)
or products in the growth phase in new addressable markets (Ambi Pur in Italy and Febreze in Mexico). This
analysis will focus on mature products in mature markets, where the challenge is to drive growth in the
face of insufficient demand and therefore, stagnant or declining market share. Here, the role of marketing
communications is harder because to deliver growth, it must buck an established trend.

For consumer-facing FMCG companies, like Kimberly-Clark and Procter & Gamble, there are three avenues
to growth. It can be achieved through innovation of the a) product b) message and c) media. The problem
with the first option is that with mature products, further improvements may not be possible. Also, it might
not confer a sustainable competitive advantage, as points of differentiation quickly become points of parity
when rivals catch up. This was evident with Kleenex, where the private label options, described by JWT
New York as functional competitors in a functional game were able to make a significant incursion into
the brands market share.

An alternative is to create an innovative message that not only distinguishes the brand from its competitors
but also promotes alpha-customer involvement and advocacy and as a consequence, drives increased sales.
Big ideas require deep customer insight and an understanding of their beliefs and motivations. FMCG
companies are finding it more difficult and expensive to access this insight, with retailers now holding this
advantage due to their increased concentration and the proliferation of customer loyalty cards.

For mature FMCG, one of the biggest barriers to purchase is the lack of an emotional bond to the product
(i.e. attrition at the advantage stage of the brand pyramid). This leaves the brand susceptible to price
competition or being switched out by the retail channel. For this reason, effective big ideas are based on
the emotional and social benefits that customers derive from the products. The innovative message behind
the Kleenex campaign was Help America share Kleenex as the Ultimate Gesture of Care. Kleenex
customers believed that the act of giving a tissue was a Gesture of Care. When combined with the superior
functional benefit of the product, Kleenexs value proposition became Softness Worth Sharing, a clearly
differentiated position relative to the private label competition. The target, natural born nurturers, was
invited to share personalized sample packs with loved ones across the US. The campaign delivered on the
brand promise and stimulated advocacy and trial through customer participation, resulting in the reversal
of a decade-long decline in market share.

17

The final route towards growth is an innovative media strategy. There are two moments of truth for FMCG.
The first is the retail space, the point of interaction between a shopper and the array of products on the
shelf. The second is post-purchase, when the chosen product is used. The first moment of truth is the most
critical in the path to purchase, as it is where the decision is made. P&G has recognised its importance as a
media channel and it forms the central tenet of their store-back concept. In their view, marketers must
always have the store in mind when developing a big idea because if it does not work at the store, its a
miss.3

Once again, the Kleenex campaign was a successful execution of this strategy. Kimberly-Clark put
incremental dollars against their trade efforts to ensure that customers were engaged with the brand at the
retail level. Coupons to buy 3 and get 1 to share were placed in print magazines and directed traffic to the
store, where street teams enabled shoppers to buy and share boxes of Kleenex, using tags placed on the in-
store packaging as little gift cards. Thus, the brand promise was delivered across all customer touch points.
Tide detergent is an example of the ineffective use of retail space as a media channel (despite this being a
P&G product!) Before the launch of the Mi Tide campaign in 2011, shoppers at the first moment of truth
were so overwhelmed by the myriad of Tide variants that looked like a monolithic wall of orange that
they opted out of purchasing the brand. The campaign was able to increase awareness and drive purchase
of Tide variants among the target consumer group. Part of this success was due to in-store, packaging,
merchandising and point of purchase initiatives, however no further information was provided.

3
P&G focusing on store-back marketing, Behind the Line, http://www.behindtheline.com.au/touchpoint/pg-
focusing-on-store-back-mar, last accessed 3
rd
June 2014.
18

Appendix 1: Campaign Brief for Kleenex From Pushing Tissues to
Sharing Caring

Get:
Women who view themselves as natural born nurturers
Who:
Are currently in the category but not loyal to the Kleenex brand
To:
Understand the emotional and functional attributes of the brand
Switch from private labels and purchase Kleenex tissues on more occasions
By:
Communicating that Kleenex, Americas softest tissue, is the conduit by which they can demonstrate
that they care about someone i.e. the ultimate Gesture of Care
Like this:
With a friendly and nurturing tone
Delivery of the brand promise through product trial
Success will be measured by:
Market share
Product trial
Brand health i.e. +/- brand satisfaction and purchase intention

19

Appendix 2: Campaign Brief for Febreze Breathe Happy

Get: Everyone
Who: Cares about their home
To: Change customers awareness of the brand
By: Acknowledging the functional and emotional benefit of Febreze / Ambi Pur.
Like this: Using a conspiratorial, Facilitating tone
Success being measured by: Value share and volume share

20

Appendix 3: Campaign Brief for Tide Mi Tide

Get: Hispanic households, specifically mothers
Who: View laundry as an important part of family life, who thinks that Latinas who look after her familys
appearance reflects how she measures up as a mother
To: Choose Tide as the detergent for their household, purchasing the product variant that is right for her
By: Familiarising with Tides product variants, re-establish Tide as the brand that provides the best cleaning,
keeping clothes looking like new, and bond emotionally with Tide.
Like this: Portraits that show Tide has insight and understanding into their lives, stories of Hispanic families
who are going through the process of acculturation, having to balance new experiences of raising a family
in a new country, and preserving elements of their heritage. Through authentic, intimate lens.
Success being measured by: Market share and Tide equity/value scores

21

Appendix 4: 2012 Bronze Effie Winner From Pushing Tissues to Sharing
Caring
(Please see attached booklet from next page)
Appendix 5: 2012 Silver Effie Winner Breath Happy Global Campaign
Appendix 6: 2013 Gold Effie Winner Mi Tide

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the Effie Awards.

2012 Bronze Effie Winner

From Pushing Tissues to Sharing Caring

Category: Household Supplies and Services
Brand/Client: Kleenex / Kimberly-Clark
Lead Agency: JWT New York
Contributing Agencies: Mindshare, Studiocom, OgilvyAction, Ketchum
Chicago

Strategic Challenge

In 2010, Kleenex, the inventor of the facial tissue category and long-time industry leader, was mired in a
protracted, decade-long decline. And with sales down for the leader, the overall facial tissue category
stagnated
1
and was losing relevancy with consumers.

The brands main competitors, private label options, were gaining share at Kleenexs expense, having
caught up in product performance
2
while wielding valuable price advantages.
3
Kleenex had become the
category generic with no meaningful proposition to command a premium, losing ground to functional
competitors in a functional game. To affect a turnaround Kleenex made a significant functional
improvement one they reasoned would enable them to reverse their declining fortunes. Through
innovation, Kleenex would become Americas Softest Tissue.

This was big news, yet, while wed like to think otherwise, the topic of facial tissues isnt all that exciting
for consumers on its own. The Softest Tissue news could easily get lost. In fact, wed been there recently
making a functional superiority claim for our lotion variant that failed to make a dent on the decline.

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So, we were skeptical that another functional claim on its own would really make a difference.

We needed to change the functional game, to re-kindle emotion around the brand and inject energy into
what many saw as a dull category. But how could we find a way to make our Softest Tissue claim matter -
and more importantly, to make our brand matter?
(Sources below)
SOURCES
1
Category penetration data from Nielsen HH Panel data 1997-2008;
2
Product performance, consumer evaluation data
from client study 2009;
3
Price data from Nielsen Scanner Data 2000-2009

Objectives

Kleenexs objectives were seemingly modest but they could not continue down this path of decline. Tens
of millions of dollars would potentially be lost if things carried on as they had. It was critical to simply
STOP THE BLEEDING.

1. Hold on to dollar share (48.6% Annualized dollar share, FY 2009).
1

2. Increase dollar sales vs. previous year during advertised period.
3. Drive 1,000,000 instances of trial in 6 months
2

4. Attract web traffic to Kleenex site at similar levels to 09-10 (approximately 42,000 visits/month).
2

5. Generate 40MM impressions with PR and social efforts.
3

SOURCES
1
Sales and share data from Nielsen plus client internal best estimates;
2
Site data from client database;
3
PR impressions
gathered from Cision, Compete, Nielsen, Google and Sysomos

Insight

We used ethnography
1
to examine the intersection of what really matters to our target and what
Kleenex stood for in their minds. We thought Kleenex was a brand that cares, so could naturally play
the role of the caregiver. But to our surprise consumers rejected this notion.

It was our users themselves who were the caregivers. This changed everything. We discovered that
they were always ready to care for those around them, but the tissue itself was merely the vessel by
which they channeled their natural instinct to nurture.

One of our natural born nurturers crystallized this really well. She talked about how she always has a
box of tissues at her desk. When a member of staff is upset she demonstrates she cares, that shes
thinking about them and that everything will be OK, through giving them a tissue.

Clearly, we needed to break from our perceptions of who we were - and perhaps more importantly
WHAT we were. In the process, we could break from the category conventions that we were so
concerned about and enter into a bigger conversation that was genuinely relevant to our consumers.

Our key insight was to change our frame reference: stop competing with other tissue brands and do
something only the softest tissue could do. We decided to position Kleenex as not just a superior brand
of tissue, but as something altogether different - a Gesture of Care. And to live among other symbols of
caring bouquets of flowers, get-well-cards and boxes of chocolate, etc. We could essentially elevate
our status to a much more meaningful position. The Gesture of Care notion could change how Kleenex
behaved as a brand altogether.
SOURCE
1
All consumer findings in this section from 2009 ethnographic research commissioned by Kimberly-Clark.

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The Big Idea

Help America share Kleenex as the ultimate Gesture of Care.

Bringing the Idea to Life

Instead of sampling, we encouraged sharing. But while enabling people to experience the improved
(softest) product was at the heart of our communications strategy, more importantly, we enabled
them to do this as a demonstration of caring.

We baked the brand promise right into the packaging. Together with the client team we created a
special Share Pack that felt less like a sample and more like a gift. An attractive, mailable pack with
space for the sender to write in her own message of love - a personal get-well card with benefits.

To highlight when our product could really help, we focused activity around the time of year that
caregiver tendencies of natural born nurturers would kick into high gear - cold and flu season. The
program was built around a digital hub where people could send Share Packs to anyone as a symbolic
Gesture of Care and track its progress across the country. Alternatively, they could send a virtual
tissue with a personalized message.

Web banners, paid search and a network of mom bloggers leveraged the power of the web to drive
people to the site. Print and TV encouraged sharing Kleenex brand tissues with loved ones near and
far.

To demonstrate our dedication to the brand amongst our customers, and to ensure we got the
placements and presence we wanted from them, we put incremental dollars against our trade efforts.
To maximize support of the core message at a retail level, our FSIs reinforced sharing with coupons
to buy 3 and get 1 to share. Tags placed on the in-store packaging acted as little gift cards that
natural born nurturers could fill out and give to a friend. And street teams enabled shoppers to buy
and share boxes of Kleenex right from the store

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Communications Touch Points
X TV
X Spots
Branded Content
Sponsorship
Product placement
Radio
Spots
Merchandising
Program/content
X Print
Trade/Professional
Newspaper - print
Newspaper - digital
X Magazine - print
Magazine digital
Custom Publication
X Direct
X Mail
X Email
X PR
X Events

X Interactive
X Display Ads
X Web site
Digital video
Video skins/bugs
X Social Networking Sites
Podcasts
Gaming
Mobile
Other
X Packaging
Product Design
Cinema
OOH
Airport
Transit
Billboard
Place Based
Other
Trade Shows
Sponsorship

X Retail Experience
X POP
In-Store Video
X In-Store Merchandizing
X Sales Promotion
X Retailtainment
Guerrilla
Street Teams
Tagging
Wraps
Buzz Marketing
Ambient Media
Sampling/Trial
X Consumer Involvement
X WOM
Consumer Generated
Viral
Other

Media Expenditures

Sept 2010 Aug 2011

Under $500 thousand
$500 - 999 thousand
$1 - 2 million
$2 - 5 million
$5 - 10 million

$10 - 20 million
X $20 - 40 million
$40 60 million
$60 80 million
$80 million and over
YEAR PRIOR: Sept 2009 Aug 2010

Not Applicable
Under $500 thousand
$500 - 999 thousand
$1 - 2 million
$2 - 5 million
$5 - 10 million

$10 - 20 million
X $20 - 40 million
$40 60 million
$60 80 million

Owned Media Sponsorship

No sponsorships were leveraged. We used our website (Kleenex.com) as the activity hub and our
Facebook page to drive traffic.

Additional Marketing Components:

None
Pricing Changes
X Couponing
Leveraging Distribution
Other (Please Explain)

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Kleenex had the same number of FSI dops with the same coupon value as the prior year. Distribution
was essentially the same (+/- 5%) as 2009.
1

SOURCE
1
Circulation data from News America Marketing

Reach:

National, Multi-National

Results

How do you know it worked?

The impact on the business was immediate and considerable. The Softness Worth Sharing program did
more than stop the hemorrhaging of the Kleenex brand. It effectively reversed the fortunes of
Kleenex.

1. Hold on to dollar share (48.6%)

While the objective was to hold share, we grew +1.3 dollar share points during the program
1
and
showed year-on-year gains in 10 of 11 consecutive four-week periods.
2
(see chart, below)

2. Increase dollar sales vs. previous year.

Dollar sales thoroughly exceeded goals, growing +3.1% during the advertised period

3. Drive 1,000,000 instances of trial by 6 months after launch.

Consumers were HIGHLY engaged with the brand - we ran through our 1,000,000 share packs in
just 5 months
3
, a full month ahead of schedule.

4. Attract web traffic to Kleenex site at similar levels to 09-10 (Approx. 250,000 total visits)

Nielsen Measured
Market 4-Week
Dollar Share Change
vs YAG

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The campaign achieved an increase in site traffic of 925% compared to the previous years
program.
3

At its highest point, monthly site traffic was 1442% above the monthly average the year prior.
3

5. Generate 40MM media impressions.

Traditional and social media picked up on the program, generating nearly 50MM impressions
4
,
25% over the clients goal.
Additionally, our Facebook fan base grew 938% with no material incentive to join.
5

SOURCES -
1
Sales and share data from Nielsen and client internal best estimates for All Outlets for 2009-2011;
2
4-week
share data from Nielsen Measured Markets 2009-2011;
3
Site traffic data (visits) and share-pack sends from Client database
2009-2011;
4
PR impressions gathered from Cision, Compete, Nielsen, Google and Sysomo;
5
Facebook fan data from
Facebook Insights 2010-2011

Why are these results significant?

The goal was to stop the bleeding for the brand, which we achieved, but we also grew the CATEGORY:
0.5% during the program, on a base of roughly $1B for the program period, $2B annually.
1

The effects of this program go beyond the advertised period. Using the program as a springboard, the
brand and categorys growth continued in 2011.

CRMetrix pre and post surveys show that visitors to the Kleenex site reported a significant improvement
on their opinion of the brand (+13% on very satisfied with the Kleenex brand) and their intent to
purchase was +8% over a considerable base of Definitely plan to purchase Kleenex product.
2
And 31%
of those who sent share packs opted in for future e-mails from the brand.
3

The latest Interbrand study ranked Kleenex as number 71 of the top 100 most valuable global brands,
with a 3 percent increase in brand value.
4

Exceeded
goal by
+25%
Site Launch

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Finally, the share gained was sourced almost exclusively from Private Label which declined 1.6 share
points through Q211,
1
showing greater consumer connection with the category and relevant benefits
beyond price.

SOURCES
1
Sales and share data from Nielsen 2010 - Q2 2011;
2
Web data from CRMetrix 2010-2011;
3
Share pack data from
Client database;
4
Interbrand ranking from Interbrand Best Global Brands 2011

Anything else going on that might have helped drive results?

No additional factors we are aware of.

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2012 Silver Effie Winner

Breathe Happy Global Campaign

Category: Global
Brand/Client: Febreze/Ambi Pur / Procter & Gamble
Lead Agency: Grey Worldwide
Contributing Agencies: Possible WorldWide, G2, MSL, SMG

Markets

Country 1* Dates

USA July 7, 2011 - Oct 31, 2011

Country 2 *
UK Aug 1, 2011 - Oct 31, 2011

Country 3
Italy Sep 25, 2011 - Oct 31, 2011

Country 4
Mexico May 5, 2011 - Oct 31, 2011

Total number of countries in which the case ran or is currently running: 17
Total number of regions in which the case ran or is currently running: 5

*Must be among the top five countries for your case in terms of overall media spend

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Criteria used to determine top four markets

The four markets determined here, are among the most significant markets for the Febreze / Ambi
Pur business, either in terms of current revenue or recognized as an opportunity for significant future
revenue. They were chosen specifically as they demonstrate the diversity of marketing challenges in
different parts of the world, which the campaign needed to accommodate. Due to the complex global
marketing scenario (explained in part 5a) these included: launching the brand in Mexico, refreshing
the brand in the USA and UK, re-positioning the Ambi Pur brand and launching new product lines in
Europe.
USA
- Key marketing challenge: A very established brand in a highly competitive market, Febreze
suffered from a diluted brand equity and low advertising brand attribution, so was struggling to get
the attention it needed to sustain growth in market.
- Scale: North America is the largest Febreze market in the world representing 43% total revenue
and has the largest media spend.

UK
- Key marketing challenge: Refresh an established brand in a highly competitive market.
- Scale: Largest market in Western Europe, representing 25% total revenue.

Italy
- Key marketing challenge: Launch Ambi Purs first line of aerosol products into an established
market while re-positioning the Ambi Pur brand.
- Scale: Represents 7% of Western Europe total revenue.

Mexico
- Launch the Febreze brand for the first time in Latin America.
- Scale: Identified as key growth market in Latin America. Previously no market presence.

Strategic Challenge

Febreze originally entered the air care category in 1998, launching in the USA with a revolutionary
product. Rather than simply perfuming the air, its unique formula actually eliminates odors and replaces
them with a light scent to leave your home smelling clean and fresh. Since launching, the brand has
achieved ongoing business success by expanding its portfolio with new product launches and extending
into new markets globally, while continuing to increase penetration and consumption of its core
products.
In 2010, as part of the continued growth plans in the air care category, P&G acquired the Ambi Pur
brand. They wanted to re-position the brand as not only providing freshness but eliminating odors as
well. In 2011, just prior to the Breathe Happy campaign, Febreze entered P&Gs hall of fame as its
24th global billion-dollar brand, marking a key chapter in the brands history. Such success breeds
grand ambitions. P&Gs goal for Febreze / Ambi Pur is to double its global revenue in the next 5 years.
This created an incredibly challenging global marketing scenario. Each market faced very different

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challenges, made more complicated by the introduction of a second brand within the portfolio. We
needed a single idea, which would work across different markets, different competitive landscapes and
pressures, different market positions, different portfolios, different brand names and thats before we
get to our target audience who have different cultures, different languages, different attitudes towards
air care category, and different degrees of comfort with talking about odors in their home.
Globally, our challenge was to re-position the newly acquired Ambi Pur brand and produce the first
single campaign to support a wide portfolio of products. Historically Febreze had succeeded by
presenting its unique odor eliminating capabilities in a way, which was relevant to peoples lives. By
making people aware of how our products could improve their home environment in new and different
ways we had consistently driven trial and high levels of loyalty, which we needed to continue.
Locally, the market challenges were diverse:
USA Since launching, our competitors have launched similar products, diluting our odor elimination
equity and reducing our ability to charge a premium. The categorys similar looking communications
exacerbated the issue as consumers struggled to tell the brands apart. We needed to re-establish
Febrezes superior odor elimination equity to maintain a premium in a highly competitive market place.
UK A similar marketing environment to the USA. We needed to standout in a crowded me-too
category to re-establish Febreze as THE odor eliminating brand.
Italy Launch Ambi Purs first aerosol product, Air Effects, into an established air care market and
initiate the repositioning of the Ambi Pur brand.
Mexico Launch the Febreze brand for the first time with Febreze Air Effects aerosol.

Objectives

USA
Business Objective: Reverse Febrezes $ sales trend, by increasing sales by 10% vs. YA
Marketing Objective 1: Generate buzz for the Febreze brand and advertising
A) Earned media impressions to exceed P&G launch norms of 350MM
B) Blogger participation to exceed previous Febreze response rate levels of 10%
C) Febreze Facebook fans to increase from 235k to 600k by end of 2011
Marketing Objective 2: Drive distinctiveness for the Febreze brand and advertising
A) Reclaim single ownership of odor elimination equity attribute
B) Correct attribution of brand messaging to exceed 71% norm
UK
Business Objective: Increase value share 10% vs. previous year
Marketing Objective: Generate buzz for the Febreze brand
As Awareness data was not available in UK. WOM figures and Facebook fans and were used to gauge if
consumers were talking about and participating in the campaign
Italy
Business Objective: Successfully launch new aerosol product by achieving 7% value share and 4.2%
volume share within 3 months of launch
Marketing Objective: Achieve 15% advertising awareness in line with category average
Mexico

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Business Objective: Achieve 25% share of aerosol segment within 3 months of launch
Marketing Objective: Achieve 30% brand awareness within 3 months of launch.

Insight

In search of a globally relevant universal human truth
Previously our advertising had been developed on a market-by-market basis, using local insights to
present how Febreze can improve lives. While we would attempt to re-apply advertising copy in
different parts of the world, this was often problematic due to obvious language barriers, un-relatable
casting but most importantly the insights did not translate well as they were so heavily rooted in local
culture. For example, in Asia people remove their shoes when they come home, creating specific odor
concerns due to the pile up of smelly footwear by the door and bare feet on the carpets. However,
this practice is largely non-existent elsewhere. Shared bathrooms at University or College, and their
related odors, are familiar in USA and Europe but are very uncommon in Latin America. Similarly, the
type of humor, which worked well in the USA did not translate well to Europe, where tastes are
slightly different.

In order to create an idea, which would work across the globe, we realized that we needed to find a
globally relevant universal human truth. Something everyone could relate to. It could not be reliant
on a cultural, or market related factor but needed to be born from a more fundamental observation
about how people all over the world relate to air-care in the context of their homes, particularly in
terms of removing odors and replacing them with a light fresh scent.

An immersive research plan
A review of air care category communications across the globe observed that brands consistently
exaggerated product claims dramatizing them as beautiful freshness fantasies. Subsequent focus
groups (Source: Agency Research, April 2010) uncovered that this approach created a category of
broken promises as, in reality, the products could not live up to their claims, making the
communications less compelling.

A visit to the Febreze R&D facilities helped us realize that when scents are presented in a particular
way, our perceptions can be significantly enhanced with remarkable effects. At the facility our sense
of smell was assessed using the same tests P&G technicians undergo before qualifying to become
some of the best noses in the industry. We encountered scents of different ages, strengths and
descriptions in various ways that demonstrated how capable our noses are in detecting odors (and
how effective Febreze is in eliminating them). We smelled a huge variety of fragrances, from rose
petals to skunk, experiencing powerful reactions to different scents, for ourselves.

In order to understand our consumers in our key markets we conducted research in Toronto, Atlanta,
New York, London and Madrid. We deprived loyal Febreze users of their beloved product to see what
they missed. We pitted Febreze lovers against lovers of our competitors to see how loyal they were
and why. We met our competitors users to understand their negative perceptions and barriers to
using Febreze. This allowed us to understand what makes Febreze special to people and the unique
role it plays in their lives. In-home visits allowed us to immerse ourselves in our consumers world
getting deep under their skin, listening to what they said about their homes but also seeing and
smelling the environments for ourselves. Accompanied shopping trips allowed us to see how people
make their final decision at the critical point of purchase.

Overall three insights became key to the development of the creative idea:

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1. Peoples reactions to bad smells are greater than their reactions to nice ones
Focus groups re-affirmed our understanding that our audience wants to create a welcoming home by
keeping it clean, tidy and fresh, but bad smells can destroy this atmosphere. It was not just that the
threat of malodors makes them feel uncomfortable, but their passionate description of disgusting,
unpleasant smells, which made us think that focusing the drama on the problem could be more
effective than presenting the solution.
2. What we smell can be more important than what we see
In-home interviews helped us understand our role in creating a welcoming home in greater depth,
uncovering our most influential insight: When judging if her home is welcoming, a messy looking
home can still be clean, but a smelly home can never be clean. This was best encapsulated by one
respondents comment on the issue: When you walk into an unappealing room, you can close your
eyes, but you cant turn off your nose.
3. Smelling is believing
Shop-alongs revealed the surprising tendencies for people to spray the product in the aisle, even
when re-purchasing the same product, reminding us that when all is said and done, first hand
experience of the product is vitally important in influencing her choice of brand.

Once the creative work was developed it was shared with consumers in key markets, who embraced
the idea in the same way irrespective of their region:

I really enjoyed the ad. It was funny and it looked real. I was surprised at the power of Febreze, how
it made that gross room smell good. I would definitely buy it more often.
USA Respondent

I thought it was a good commercial. The fact that they had people blindfolded in a stinky room and
they thought it smelled good, really makes you think that the product works good.
USA Respondent

Good advertisement, well thought out. The product must do a good job if those in the advert did not
know they were sitting on an old sofa.
UK Respondent

I thought it was very funny to have people sitting in the dark room that would seem to be very
smelly. It really gets the message across about getting rid of the bad odours from fabric.
UK Respondent

The ad fulfilled its mission. Its an uncommon ad that represents the function of an air freshener, not
like in other ads where they present everything in a beautiful way.
Spanish Respondent

I liked it a lot, above all the peoples reaction when they take off their blindfold. This makes it
believable to me since they are normal people.
Spanish Respondent

People in a room. Funny because the room was dirty and they were saying it was clean.
Mexican Respondent

Febreze is a very innovative brand because its product is able to neutralize the aroma. You can see
that because there is a very dirty room but it smells fine.

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Mexican Respondent

The Big Idea

Involve real people in visceral experiences to prove Febreze / Ambi Pur makes even the
filthiest places smell nice, no matter what they look like.

Bringing the Idea to Life

Conceptually we knew we had a strong idea. Consumers loved it, it defied category conventions and we
were confident the products could live up to the brands promise. But now we had to make it work in
reality. The idea first manifested itself as a real first-person experience in New York. We located a number
of smelly places and transformed them using Febreze. R&D specialists had verified that the rooms
smelled gross moments before, but would our participants notice anything? We recruited people off the
street and blindfolded them, before guiding them into the space to see what their noses would tell them
about their environment. The results were astounding.

While we could see they were sitting on a scruffy couch sniffing an old comforter, they would tell us it
smells like childrens blankets, like an open field or like a beach. When they removed their blindfolds
they were amazed by how their senses had been deceived with the help of Febrezes odor eliminating
power. On-lookers found the experience equally powerful, seeing a disgusting room, while hearing people
describe unexpectedly pleasant and evocative scents.

Additional executions were developed with input from local agencies in different parts of the world at the
very early stages of creative development to ensure the executional nuances were locally relevant.
Different experiences focused on the different spaces and situations our products could be used: from the
living room to the bathroom, on sweaty sports kits or after cooking. We repeated the Couch experience
in Berlin, a city chosen specifically because of its international demographic, and were able to shoot
footage with English, German, and French respondents recruited straight off the street. We conducted
further experiences with Spanish, Italian and Dutch speaking participants in a Berlin Locker Room. A
similar experiment was then conducted in a hotel room in Argentina to create footage for Latin America.

In order to bring the campaign to life in a more tangible way, beyond TV and ensure the brand feels
locally relevant and in touch with each markets audience, the TV spots were complimented with live
experiences, which were developed at a local level: In the USA we sponsored a Yoga event in Times
Square and featured at the Gilroy Garlic Festival, helping people to breathe happy in some of the
smelliest parts of America. We asked our Facebook fans were they would like us to help them breathe
happy, allowing us to meet people who wanted us to help them eliminate odors like their 130 pound
bulldog or their husband who smelled like sour milk. In the UK we placed a man in a box for three days in
the centre of Londons largest inner city shopping centre and asked our Facebook fans which odors they
would like us to put in the box with him before Febreze demonstrated that it could eliminate them and
leave the space smelling clean and fresh to hundreds of onlookers. In Italy we developed a TV
partnership with a leading station whereby the local celebrity conducted a series of his own experiments.
In Mexico we created a truck containing a messy bedroom and a filthy kitchen, which took to the road to
allow the masses to experience the power of Febreze first hand. Each of these local experiences was

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supported with additional media, encouraging people to get involved and then spreading the result of the
effects with a wider audience.

So far we have aired the Locker Room experience in Spain, Italy, Holland, UK, France and Portugal; the
Couch experience in USA, Canada, Austria, Switzerland, Germany, UK and France; the Hotel experience
in USA, Canada, Poland, Russia, Mexico, Peru and Colombia; the Restaurant experience in USA and
Canada, the Thrift shop experience in Canada and the House experience in Australia to name but a few.

Communications Touch Points

Consumer Touch Points Country 1

Country 2 Country 3 Country 4
TV (Spots, branded content, sponsorship on TV, product placement)
USA UK Italy Mexico
Radio (Spots, merchandizing, program/content)

Print (Trade/professional, newspaper, consumer magazine, print
partnership)
USA UK Italy
Online Print (e.g. online ads in a print publications online entity).

Direct (Mail, Email)

Interactive (Online ads, web site, viral video, video skins/bugs, social
networking sites, podcasts, gaming, mobile phone)
USA UK Italy
OOH (Airport, transit, billboard, place-based)

PR
USA UK Italy
Guerrilla (Street teams, tagging, wraps, buzz , ambient media,
sampling/trial)
Mexico
Retail Experience (POP, video, in-store, sales promotion, retailtainment)
USA UK Italy
Events
USA UK Italy Mexico
Packaging

Product Design

Consumer Involvement (WOM, consumer-generated, viral)
USA UK Italy
Cinema

Trade Shows
USA
Sponsorship
Italy
Other - write in the following column

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Media Expenditures

Total Media Expenditures

Country 1

USA

Country 2

UK

Country 3

Italy

Country
4
Mexico
Total Budget Range for this case from 9/1/08 - 10/31/11
spent in each country

Average budget for this case for one year out of last
three years spent in this country

Indicate the approximate % of the case's total
media budget over the past three years spent in
each country. E.g. If your total media budget was X
for the case over 10 countries this should = 100%.
What % out of 100% was spent in each of the four
countries you selected?

Additional Marketing Components:

Marketing Components Country 1 Country
2
Country 3 Country 4

None
Pricing Changes
Couponing USA - no changes to amount
of activity vs. prior year

Other - write in following column

Reach:

USA, Canada, UK, Italy, Spain, France, Germany, Netherlands, Portugal, Austria, Switzerland, Poland,
Russia, Colombia, Mexico, Peru, Australia

Results

How do you know it worked?

USA
Business Objective: Reverse Febrezes $ sales trend, by increasing sales by 10% vs. YA
Result: Prior to the campaign, Febreze sales had suffered a continual decline to index 95.1 vs. YA.
Following the campaign launch on 7
th
July, business experienced 10 weeks of growth increasing as
high as index 131.1 vs. YA. A staggering 36% point turnaround.

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Fig 1. Business experienced a 36% point turnaround once the campaign launched

(Source: Nielsen)

Marketing Objective 1: Generate buzz for the Febreze brand and advertising
Results:
A) Earned media impressions to exceed Febreze launch norms of 350MM
- In just 8 weeks, the Breathe Happy Campaign received 511MM earned media impressions (Source:
Cision Media Monitoring), almost one a half times the norm including coverage in The New York Times,
Adweek, PRWeek and Marketing Daily, who published articles such as Febreze can mask even the
most putrid surroundings and Febreze makes scents that make happiness.
B) Blogger participation to exceed previous response rate levels of 10%
- Our novel approach helped the campaign achieve 20% uptake (Source: Cision Media Monitoring),
doubling our goal and garnering 2MM earned impressions. Many bloggers developed rich content by
way of their own Febreze experiment videos, which were uploaded to YouTube.
C) Febreze Facebook fans to increase from 235k to 600k by end of 2011
- On October 31, 2011 Febreze Facebook fans reached 599,757 (Source: Facebook), well on the way
to surpassing our end of year target, two months ahead of schedule

Marketing Objective 2: Drive distinctiveness for the Febreze brand and advertising
Results:
A) Reclaim single ownership of odor elimination equity attribute
Research is scheduled in 2012 to measure this effect vs. competitors. However, data available at this
time indicates a very positive response with an 18% increase in eliminates odors equity attribute. Up
from 64% at
launch to 82% on 31
st
October 2011. (Source: IPSOS METT)

Fig 2. Odor elimination equity turned around, increasing 18% since launch

LAUNCH
LAUNCH

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(Source: IPSOS METT)
B) Correct attribution of brand messaging to exceed 71% norm
Scores for all products outperformed norms and mis-attribution reached an all time low, while
competitors continued to suffer. (Source: IPSOS ASI)

Fig 3: Correct attribution, significantly outperformed Household norm and competitors

(Source: IPSOS ASI)
UK
Business Objective: Increase value share 10% vs. previous year.
Result: Value market share increased from 7.1% at time of launch to 7.7%, A 0.6% pt increase, up
42% vs. previous year. (Source: Nielsen)

Marketing Objective: Generate buzz for the Febreze brand.
Result: Although awareness figures are not available, we achieved strong media coverage and high
engagement on our newly launched UK Facebook page.
WOM: +200 coverage in Major publications. (Source: Agency Media Monitoring)
Facebook: Reached 15,000 fans in just 3 months & engagement has been high at 0.61% vs. 0.3%
average. (Source: Facebook)

Italy
Business Objective: Successfully launch new aerosol product by achieving 7% value share and 4.2%
volume share within 3 months of launch.
Result: We achieved 7.8% value share, beating our target by 11% and we achieved 5.1% volume
share, beating our target by 21%. (Source: Nielsen)

Marketing Objective: Achieve 15% advertising awareness in line with category average.
Result: We achieved 19% Advertising awareness, beating our target by 26%. After 1 month of airing
(622 GRPS), copy was already being recalled at higher levels than Glade Refresh Air copy, which had
been supported by 4 times the media weight (2,410 GRPs). Percentage of correct attribution was also
higher, indicating peoples ability to connect the advertising to the brand correctly, despite a shift in
equity. (Source: IPSOS METT)

Fig 4. Advertising awareness and attribution figures out performed competition with their media
spend.
Glade Refresh
Air
Ambi Pur Air
Effects
Total GRPs 2,410 622
% ever seen 17.2 19.1
% correct brand attribution 4.2 5.5
% correct attribution / ever
seen
24 29
(Source: IPSOS METT)

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Mexico
Business Objective: Achieve 25% share of aerosol segment within 3 months of launch.
Result: Achieved 30% of the aerosol segment in just 5 weeks of launch (Source: Nielsen).

Marketing Objective: Achieve 30% brand awareness within 3 months of launch.
Result: Reached 50% brand awareness within 5 weeks of launch (Source: CIB Report, Media Agency
Research).

Anything else going on that might have helped drive results?

No other factors

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Tide, Americas number one laundry detergent, also led the market among Hispanics in the US. While
this key ethnic group tends to be associated with a positive outlook towards its financial future as
well as a reputation for strong brand loyalty, the magnitude of the current economic recession made
Hispanic consumers very cost conscious and drove them to re-evaluate the way they shopped.
Without a strong emotional reason to maintain buyer loyalty and sustain brand value, many product
categories like fabric care were affected since decisions were increasingly being made based on out of
pocket expenditures. This had particularly significant implications for Tide, whose price can be twice
as much as the next leading detergent. In spite of their affinity for Tide, Hispanic women began to
see its value diminish as evidenced in the drops of Tides Equity and Value scores: -50 and -67 points
respectively (USH Laundry Equity Scan CY 2009 vs. 2010). Consequently, Tides market leadership
began to erode share amongst US Hispanics delivering a flat 101 IYA share (Nielsen All Outlet share
data, June 2011), while other competitive value driven detergent brands were gaining ground from
both share and equity.

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Our problem seemed simple: How can we help Hispanic Tide buyers justify paying twice as much for
a laundry detergent in the light of their current frugal mindset?
But the issue did not revolve around price alone. Adding fuel to the fire was the complexity of the
brand offering since Tide had several product variants, but our Hispanic shoppers had no awareness
of them. This did little to add any value or elevate buyers purchasing decisions beyond the price
ceiling. In fact, it had the opposite effect! Consumers were overwhelmed by what to them was a
monolithic wall of orange they faced while standing in the store at the detergent aisle.

We had two magnificently high hurdles to clear to separate ourselves from the pack in the detergent
race:
1) the shift in consumer purchasing behavior to lower priced brands due to economic pressures and
2) consumer deselection brought on by the lack of awareness of Tides variants, which detracted
from any added value they might offer.

We knew the pricing part of the value equation was not going to change since Tide is a premium
brand by design. So we needed to establish an emotional connection, as well as redefine value in the
minds of our Latina shoppers who were increasingly proud of their frugal choices.

The Tide Brand Team set itself 2 clear objectives:
(1) Increase sales amongst Hispanic consumers as measured by Nielsens All Outlet share
from an index of 101 vs. Year Ago to at least a 103 vs. YA
(2) Increase awareness of Tides variants in the Hispanic market

Amongst our core target group, laundry is a ritual as it takes on a much deeper meaning that
goes way beyond the purely functional aspect of getting clothes clean. As 84% of Hispanic
laundry shoppers would attest, it is important to take the time to do laundry right (Mintel Home
Laundry Products US, September 2012). Laundry provides a means to influence the way others
regard her, because how family members present themselves is often the yardstick employed
to determine how she measures up as a mother, a wife and the CEO of the household. This is
why 78% of Hispanic laundry shoppers agree that taking care of their familys clothing is an
important part of taking care of their family (Mintel Home Laundry Products US, September
2012). In short, her familys appearance and the state of the clothes they wear reflect on her
ability to perform. Whites have to be blindingly bright, favorite garments need to look new and
the husbands wardrobe has to look impeccable. In addition, Latinas are self-appointed keepers
of their familys heritage and they take full responsibility for keeping traditions and values alive

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and vibrant, regardless of whether they are embedded in the psyche of their country of origin or
in the social norms of her forebears.

We spoke to these Latinas and learned about the psychological tensions they faced because, at
the same time that they are preserving their heritage, they are constantly tweaking it and
incorporating new elements they learn in this country in the process of acculturation. These
constant changes resulted in richly varied lives into which these women blended new activities -
like sending their daughters off to college - together with older, more established behaviors that
were deeply rooted in Latino culture, like the need to preserve family heirlooms and the eternal,
petty disputes with their all-knowing and permanently disapproving mothers-in-law. We also
discovered that acculturation could be a source of situational conflicts within the household as
family members adopted new words, styles, items of clothing, products, foods and even
pronunciation and language patterns at different rates than her own.

Within these swirling winds of change, we knew that there was one true constant: that Tide had
always positioned itself as the detergent that delivered the best cleaning while keeping clothes
looking like new.
Yet, if there is one thing we know about our target it is that every one of them has a different
requirement regarding the kind of clean they want.

This dazzling combination of changing and constant elements gave us our solution: the
realization that we had to juxtapose and match the variety of Hispanic consumers and their
acculturation levels with the wide array of Tide detergents while keeping an element of
authenticity throughout: Tides superior performance.

The insight was that we could do this through the kaleidoscopic lens of acculturation.

There is a Tide variant thats perfect for you, your family and what you value the most.

To re-establish Latinas emotional bonds to Tide, we felt we should portray their lives through a very
authentic and, in some cases, intimate lens. If we could help her to recognize that Tide had different
products with unique cleaning benefits and associate Tides benefits with values that Latinas prize
most, we could reduce her ignorance towards Tides variants and increase the value of the product in
her mind, neutralizing the deterrent of high prices. Essentially, we needed to make her feel that Tide
made each specific variant exclusively for her and what she values most.

If we were going to portray their lives and make each one of our target Latinas feel that Tide made a
variant specifically for them, then individuality and authenticity was key to engage them. However,
in order to be as intimate and authentic as possible we had to conquer one more challenge.
Hispanics are made up of individuals from several countries of origin and each one has specific
accents and intricacies that make them unique. For the last 50 years, the Hispanic advertising
industry has toiled to find common threads that apply to all Hispanics and shape communications

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around these common threads in order to deliver a unified message to an artificially constructed
Hispanic prototype consumer.

While it has served the industry well, this approach has had some consequences, like the crafting of
common insights that are known to resonate amongst the Hispanic majority which is 66% Mexican
origin (U.S. Census Bureau, 2010) and the creation of a neutral type of generic Spanish absent of
any regional nuances that only exists on US Hispanic TV, and which is known in the trade as
Univision Spanish.

Since generic Spanish is not authentic, in order to create real moments that connect from an
emotional standpoint, we had to break away from the norm and create something unique behind
each variant story.

TV
Spots
Branded Content
Sponsorship
Product placement
Interactive TV/Video On Demand
Radio
Spots
Merchandising
Program/content
Print
Trade/Professional
Newspaper - print
Newspaper - digital
Magazine - print
Magazine digital
Custom Publication
Direct
Mail
Email
PR
Guerrilla
Street Teams
Tagging
Wraps
Buzz Marketing
Ambient Media
Sampling/Trial
Events
Cinema

Interactive/Online
Display Ads
Brand website/microsite
Developed Branded content for
another website
Mobile/Tablet Optimized Website
Digital video
Video skins/bugs
Podcasts
Gaming
Contests
Search Engine Mktg. (SEM/SEO)
Geo-based ads
Other _____
Social Networking Sites/Applications
Mobile/Tablet
App
In-App or In-Game Ad
Messaging/Editorial/Content
Display Ad
Other _____
Consumer Involvement
WOM
Consumer Generated
Viral
OOH
Airport
Transit
Billboard
Place Based
Other Laundromat_
Packaging
Product Design
Trade Shows
Sponsorship
Retail Experience
POP
In-Store Video
In-Store Merchandizing
Retailtainment
Store within a Store
Pharmacy
Other _____
Sales Promotion
Professional Engagement
In-Office
Congresses
Detail/E-Detail/Interactive Visual Aids
(IVAs)
Closed Loop Marketing (CLM)
Continuing Engagement
Informational/Documentary Video
Point of Care (POC)
Wallboards
Video (HAN, Accent Health)
Brochures
Coverwraps
Electronic Check-In
Other _____
Other _____

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Sept 2011 Aug 2012*

Under $500 thousand
$500 - 999 thousand
$1 - 2 million
$2 - 5 million
$5 - 10 million

$10 - 20 million
$20 - 40 million
$40 60 million
$60 80 million
YEAR PRIOR: Sept 2010 Aug 2011*

Not Applicable
Under $500 thousand
$500 - 999 thousand
$1 - 2 million
$2 - 5 million
$5 - 10 million

$10 - 20 million
$20 - 40 million
$40 60 million
$60 80 million

By your estimates, compared to other competitors in this category, this budget is: Less About the same
More

Compared to prior year spend on the brand overall, is the budget this year: Less About the same
More

During the campaign, the Tide.com/espanol website had a Product Selector. This tool helped users
find the Tide variant that is right for them based on the answers given to questions related to their
laundry habits and preferences. Our digital banners as well as the rest of the campaign posed the
question: Thats My Tide. Whats yours?. If the viewer was not sure of which to choose, they could
go to the Tide website and find out.

None
Pricing Changes
Couponing
CRM/Loyalty Programs
Giveaways/Sampling
Other marketing for the brand running at the same time as the entered effort/campaign
Other _____
Near the end of February 2012, a campaign for the new Tide unit dose product, Tide Pods, launched.
This campaign had a completely different look and feel than the My Tide campaign. Given the timing
of the launch, copy results and equity gains thus far have been mainly attributed to the My Tide
campaign; for the Fiscal Year timeframe of July 2011-June 2012.

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Key Objectives were met in terms of share growth since Tide is gaining ground in US Hispanic with a
steady growth in $ share of 105.6 IYA as of 8/25/12, over delivering vs. our target of 103 IYA as
measured by Nielsen All Outlet share data. In terms of variant recognition, results were through the
roof as TV Copy delivered superior breakthrough and brand recognition. Additionally, Tide had the
highest recalled TV commercials in North America following their initial airdate (IAG Nielsen).
Equity Score: Tide equity scores increased +58 points just in the front half 2012 vs. front half 2011,
achieving the highest equity increase across all detergent brands (USH Laundry Equity Scan Front Half
2012). This built Tides overall Equity, reaffirming its leadership position and, for the first time ever,
achieving a stronger Equity rating for Tide US Hispanic vs. Tide in General Market.

Other factors that contributed to the positive results of the My Tide Campaign are Instore, packaging,
merchandising and point of purchase. All of these campaign elements included English and Spanish
text.

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Subject Name Marketing Communication

Subject Lecturer Don OSullivan

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