Advertising prides itself on disruption. But what if you could disrupt advertising?
This Christmas we got in to the holiday spirit by creating a live, and interactive installation allowing the public to do just that.
This is an interesting campaign coming out of the states for Johnson & Johnson. Purely due to the fact that by using an owned media asset (an iPhone App), Johnson & Johnson have been able to brand the UGC that they are generating from a CSR initiative they are undertaking.
The long and short of it is that by using the app, you either take a a photo or use an existing one, then posting donate that photo to a cause. The image and cause is shared across your Facebook feed along with the detail that Johnson & Johnson have donated a dollar to said charity, based on your contribution.
Not original but a nice way of generating brand equity around the activity and generating branded UGC rather than just user generated content that perhaps wouldn’t have the same commercial impact.
There has been 10, 000 entries so far. Which kind of demonstrates to us that people are sometimes not as altruistic as we would hope. Perhaps giving both a social and personal incentive would boost numbers.
Basically it was a loyalty program that leveraged the power of mobile penetration (feature phones) in Africa to drive sales of its product and reduce price sensitivity at shelf. Consumers were directed to purchase a 2kg bag of OMO and punch in a unique code on pack via SMS. They were called back by an automated voice system that asked the consumer a variety of questions and registered their details against their broader CRM Platform. The initial loyalty scheme consisted of 5 tiers that corresponded with the frequency that the consumer purchased the specially marked 2KG OMO packs. The loyalty rewards that they could then redeem as they cycle through the programs were as follows:
The results were phenomenal:
You can see the case study video below;
The reason that we really like this execution here at Holler is it demonstrates the power of OWNED loyalty programs, which we feel is a fundamental way of wrestling some of the power back from the duopoly of supermarket retail in Australia. It also hammers home the effectiveness of using mobile as a channel to engage with and remain connected to a consumer base. We also love the fact that it increases frequency whilst reducing price sensitivity at shelf.
Overall it gives consumers a tangible reason to stay connected with a brand and to talk about it to their networks. Mum’s are starting to see savvy shopping as a mantle to brag about. Shopping is becoming competitive, with people seeing who can get the best bargain. If you can offer this by increasing the return for each consumer across ALL RB products by cutting out the middle man and building direct relationships. It could be a real turning point for the business.