Cassies 2008 Cases

Cassies 2008 Cases
Brand/Case: Mott’s Clamato
“When you see one, you want one”
Winner: Best Insight—Silver
Client Credits: Canada Dry Mott’s Inc.
Libier Gomez, Vice President - Marketing Canada
Dave Falk, Director - Brand Marketing
Kerry Wilkes, Associate Brand Manager - Mixers
Agency Credits: JWT
Martin Shewchuk, EVP, Executive Creative Director
Lili Shalev, VP, Management Director
Don Saynor, VP, Associate Creative Director
Jeremy Carr, Art Director
Sarah Loranger, Copywriter
Donna Heffernan, Head of Broadcast Services
Sarah Johnson, Strategic Planning Director
Daniel Zimmerman, Account Director
Gavin Wiggins, Account Executive
Crossover Notes: All winning cases contain lessons that cross over from one case to another.
David Rutherford has been identifying these as Crossover Notes since Cassies 1997. The full
set for Cassies 2008 can be downloaded from the Case Library section at www.cassies.ca
Crossover
Crossover
Crossover
Crossover
Crossover
Crossover
Note
Note
Note
Note
Note
Note
2.
9.
11.
13.
16.
33.
Brand Truths.
Turnarounds.
The Eureka Insight.
Immediate vs. Long-Term Effect.
When a campaign stumbles.
Changing the Target Audience.
To see creative, go to the Case Library Index and click on the additional links beside the case.
2
EXECUTIVE SUMMARY
Business Results Period (Consecutive Months):
Start of Advertising/Communication Effort:
Base Period for Comparison:
June 2006 – June 2008
July 2006
Year Ago Trends
The Caesar is a truly Canadian cocktail, unique to this country, powerfully associated
with social occasions and the ritual of preparation and consumption. Mott’s Clamato has
always been perceived as the only authentic base for the Caesar’s unique savoury flavour.
But in 2005, Caesar penetration was declining and it was no longer top of mind even
among Caesar lovers. This case shows how a great insight about the contagious appeal of
the Caesar kicked Mott’s Clamato sales up a notch and drove sustained growth in a
declining category.
In the first year of our campaign, we grew 8% vs. the previous year, reversing a prior
decline. In the second year, we grew another 2%, while the rest of the category declined.
We also stole significant share from Private Label, our biggest competitor.
SITUATION ANALYSIS
a) Overall Assessment
In 2005, Mott’s Clamato was the category leader with 80% share, but both penetration
and volume were declining. Crossover Note 9. This decline was directly related to
declining Caesar consumption: since 62% of Clamato juice was used in mixed drinks, if
fewer people were drinking Caesars, fewer people were drinking Mott’s Clamato.
The decline of the Caesar stemmed from two sources:
1. The drink was losing relevance. Although it had a core group of enthusiasts, even
among them it was no longer top of mind. Since Mott’s Clamato was the category
leader and strongly perceived as the only authentic Caesar base, its consumption
was intimately connected to the consumption of the Caesar cocktail.
2. In the past five years it had lacked a consistent message and tonality, and was not
resonating strongly enough with its target audience.
We needed to develop a campaign that reminded Caesar drinkers what a great drink it is,
and by raising the profile of the Caesar, increase the sales of Mott’s Clamato. And we
needed an idea with enough legs to take Mott’s Clamato through at least the next five
years, in order to build a consistent long-term positioning. Crossover Note 13.
These objectives were particularly challenging given the competition from other alcohol
beverages. We could never outspend the beer brands, and Martinis were the cocktail du
jour, with a sexy, sophisticated image that was tough for a less fashionable drink to
compete with.
Finally, we had to work within all the regulatory requirements for alcohol advertising and
ensure we delivered the message in a responsible way.
3
b) Resulting Business Objectives
Stem volume declines and drive year-on-year growth
c) Budget Range
$2 - $3 million annually, national English and French.
STRATEGY & INSIGHT
Caesars had previously been advertised as an alternative to beer and targeted at young
men with sexy “hipster” advertising. Given the penetration and volume declines, this
approach clearly wasn’t working. Crossover Note 16. So, we embarked on two phases of
research to help us find the most resonant positioning against the most receptive target.
Crossover Note 33.
First, we conducted an extensive segmentation study to identify the target with the
biggest potential. We discovered that the biggest opportunity lay not with young male
beer drinkers, but with slightly older “light” Caesar drinkers (those who drank Caesars
but not that often). Next, we talked to this target to uncover motivators and barriers.
In this research, we uncovered a wealth of associations surrounding the Caesar. It was
seen as sophisticated and special, but also relaxed and approachable – a drink for social
occasions and good times. It was also seen as unique: uniquely Canadian, in a class of its
own due to its uniquely savoury taste, and associated with a unique ritual of preparation,
customization and slow, appreciative consumption. These are all terrific attributes, yet for
some reason the drink was not top of mind. Crossover Note 2. How could we create new
intrigue around a drink that for all its equity was not the first thing most people ever
thought of drinking?
Our solution was to play off that very phenomenon, based on a discovery from the research:
People order Caesars when they see other people order Caesars.
As a twenty-something Caesar drinker said: “Caesars are not the first drink you think
about, but when someone mentions it, you want one.” This led to our key insight:
Caesars are contagious.
Even if a Caesar was the last thing they were thinking about, if people hear or see
someone order one, all of a sudden, they want one too. And so on, and so on, and so on.
This insight became the foundation of our whole strategy. Crossover Note 11. We would
dramatize the moment of Caesar contagion in a way that would make people think, “You
know, that’s really true! Caesars are kind of like that, in a way that no other drink is.” At
the same time, we had to spark the "I want one" reaction. Consequently, a visual of a
delicious, perfect looking Caesar was crucial in all communications.
4
CREATIVE EXECUTION
The campaign launched in July 2006 with “Ohh,” a 30” TV spot.
The ad takes place on a restaurant patio in a busy city. A waitress sets a delicious looking
bright red Caesar in front of a handsome guy. Immediately, a chain reaction begins. All
over the patio, people are arrested by the sight of the delicious-looking Caesar. One after
another, they say with great longing, “Ohh.” Soon the chain reaction spreads from the
restaurant to the surrounding street as cab drivers, people on tour buses and even people
in high up office towers catch sight of the Caesar and say, one after another, “Ohh.” The
ad concludes with a luscious-looking close up of a beautifully garnished Caesar, and the
tagline, “When you see it, you get it.” The TV spot was supported with “Bartender,” a
print execution featuring the same tagline, the bartender from the TV execution, and the
same message about the contagious effect of the Caesar.
TV: ‘Ohh’
Print: ‘Bartender’
In 2007, we produced a follow up spot on the same contagion strategy. This execution,
“Host,” takes place at a cottage, which we had learned in research is the archetypal
Caesar setting. We also revised the tagline, which research told us was having some
comprehension problems, to “When you see one, you want one.” We also updated “Ohh”
with this new tagline to maintain consistency.
5
In “Host.” the host of a party is alone in the kitchen with one of his guests, making him a
delicious-looking, beautifully-garnished Caesar. The guest thanks him and turns to go out
on the deck to rejoin the throng. The host looks up in horror and tries to prevent this. The
guest, oblivious, walks out the door and is assaulted by the crowd saying “Ohh” as they
gaze enviously at the Caesar. The spot ends with the host making Caesars for all those
who have felt its contagious effect, with the tagline, “When you see one, you want one.”
As in 2006, TV was supported by a synergistic print execution. “Kathy” featured the
same tagline and a summer party setting. In this case the message focuses on the Caesar’s
irresistible pull on guests, keeping them coming back to the same house again and again.
TV: ‘Host’
Print: ‘Kathy’
In addition to print and TV, the campaign was supported with a range of promotional
activity, including consumer promotions, Caesar-making schools and public relations.
6
MEDIA EXECUTION
Advertising began in July 2006, with national (E&F) television and magazine buys.
2006 saw a constant TV presence from July to December with “Ohh” in a rotation of :30’s
and :15’s, and “Bartender” in magazines from October to December. For 2007 we decided to
capitalize on higher consumptions periods – Spring/Summer and Thanksgiving/Christmas.
“Host” ran in a rotation of :30’s and :15’s, with “Kathy” in magazines. The mass media
advertising was also supported by on-premise effort.
BUSINESS RESULTS
In 2005, volume was declining. The new campaign launched in June 2006. By June 2007
volume had grown 8% and continued to grow by an additional 2% through July 2008
During the same period, the rest of the category declined, especially competitive name
brands:
Volume Sales Growth
60,000,000
50,000,000
40,000,000
52WE June06
30,000,000
52WE June07
20,000,000
52WE June08
10,000,000
0
Mott's
Clamato
Private Label
Zesty
Garden
Keg
Other
Source: ACNielsen Market Track
As we mentioned, our original objective was to grow sales by growing the category. In
2006, we did indeed grow the category, not only driving our own growth, but that of
private label. However, in 2007, we drove significant share growth for Mott’s Clamato,
while Private Label’s share dropped significantly:
$ Share Point Change
$ Share Point
0.6
0.4
Total Seafood Blends
0.2
Mott's Clamato
Private Label
0
-0.2
52WE June07
-0.4
-0.6
Source: ACNielsen Market Track
52WE June08
Zesty Garden
Keg
Other
7
CAUSE & EFFECT BETWEEN ADVERTISING AND RESULTS
1. Ad Spend and Business Response – Volume gain coincided with in-market
advertising activity, with volume sales hitting their biggest peaks at the periods of
greatest advertising expenditure:
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
$ Vol
Spend
4w
4wk Ju
4wk J ne
4w k uly 10
4wk SAug 08 20
e
20
4wk S pt 05 006
e
2
4wk Opt 02 006
4w k N ct 30 2006
2
4wk D ov 28 006
2
e
4w k J c 5 2006
4wk Fan 23 2006
2
4wk Meb 20 200 6
1
4w k ar 7 006
4w k Ap 17 20 7
M r
0
4wk Juay 14 2007
4 k ne 12 20 7
4wwk July 09 2007
4wk SAug 07 20 07
k e
20
4w Sept 04 007
2
0
4wk Opt 1 2007
2
4w k N ct 9 007
k ov 27 20 7
D 2 2 07
ec 4 0
22 2007
20 07
07
$ Spent
Ad Spend vs. Sales Volume
Source: ACNielsen MarketTrack
2. Creative Testing – “Ohh” was pre-tested by Millward Brown’s LINK. The message
was considered to be relevant, credible, appealing, persuasive and extremely unique:
“Ohh”
Relevance
Credibility
Appealing
Persuasion index
Uniqueness of message
2.90
2.75
3.94
19
52%
Alcohol Norms
2.84
2.73
3.85
18
33%
3. Ruling Out Other Potential Factors
Ad Spend – From 2004-2008, Mott’s Clamato’s ad expenditure was unchanged.
Pricing/Promotion – Not only were there no price reductions, Mott’s Clamato
actually took a price increase in February, 2006. Moreover, in 2006, Mott’s Clamato
received less co-op and display support than it did in 2005.
Distribution – Mott’s already had 100% distribution. This remained unchanged.
Product – Finally, there were no changes in product formulation or packaging.