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// What are some of the other common threads in these cases? What are the points of difference? Without much ado, I would urge you to take the plunge and discover your own answers.
FOREWORD
by AMITA MALHOTRA,
In a recent conversation with a senior leader at a large corporate I found myself in the midst of a discussion which I am sure plays out so often in many boardrooms across our country. The gentleman spoke about how in the social media journey many brands have so far moved out of a sense of desperation rather than direction. Those who gained expertise and some amount of success have really reached there basis trial and error from their organic efforts. Therefore, what are some of the guiding principles emerging from collective learning and evolution that can enable us to approach social in a more organised and structured way? For us, the IndiaSocial CaseChallenge is one initiative to aggregate learnings that can help marketers with empirical data and also, hopefully, develop these guiding principles to take their programmes to the next level. The case study format works well because it helps understand concepts better. While the learnings of one brand may necessarily not be true for another, they help identify common threads (and need to be seen from that perspective). The 1st edition of the IndiaSocial Casebook saw a great response. Thousands of downloads and great feedback from the community encouraged us to bring out the 2nd edition. Out of the 105 submissions in CaseChallenge2, we have curated 30 case studies that bring a unique perspective across business categories of social media adoption in India. All the submissions are live on the IndiaSocial site. However, if you are seeking a ready reckoner for social media best practices from the Indian market, this casebook is a good resource. Much has changed in the Indian market since the previous edition and some of the winning entries exemplify what has worked for the brands. Clearly brands that have leveraged technology and attempted to communicate brand messages in an entertaining way without being obtrusive have seen success (see The Reebok Butt Revolution case). Brands such as Fastrack who have managed to scale-up their presence over 2-3 years have reaped rewards of their early investments, and by rewarding their loyalists they are taking the relationship further. Interestingly the top 2 winners in the Best Strategic Programme are both content companies MTV and Artist Aloud. They probably have the best ingredient in their content for success on social media. What are some of the other common threads in these cases? What are the points of difference? Without much ado, I would urge you to take the plunge and discover your own answers. If you have any thoughts, ideas, observations or feedback, please do write to us at open@indiasocial.in Happy Reading!
3.
WINNERS
BEST STRATEGIC PROGRAMME (LONG TERM) 1st Position ARTIST ALOUD | PAGE 80 2nd Position MTV ROADIES | PAGE 92 3rd Position MAX NEW YORK LIFE | PAGE 62 Special Mention MUST BOL | PAGE 119 BEST SHORT TERM CAMPAIGN 1st Position REEBOK | PAGE 18 2nd Position BOOKMYSHOW | PAGE 72 3rd Position CHANNEL [V] | PAGE 88 Special Mention RANG DE | PAGE 129 BEST USE OF PLATFORM 1st Position FASTRACK | PAGE 22 2nd Position MOBILE ROADIE HUNT AT IDEA | PAGE 96 3rd Position KAYA SKIN CLINIC | PAGE 45
5.
AUTOMOBILE
09
Best Strategic Programme SKODA AUTO INDIA
After having received a negative reputation in the market, Skoda Auto India was looking to change the perception of their customers and prospects....
13
Best Short Term Campaign FORD FIGO
In October 2010, Ford wanted to celebrate the 50,000th production milestone of the Figo with its community in a way to get them engaged and excited, while at the same time strengthen connect with consumers across tier II cities ...
7.
// After having received a negative reputation in the market, Skoda Auto India was looking to change the perception of their customers and prospects. ...
Skoda Auto India entered the Indian market in 2001. It is one of the brands under the Volkswagen umbrella along with Audi and SEAT. Skoda currently has the Skoda Laura, Skoda Superb, Skoda Fabia and the Skoda Yeti as its flagship cars in India. Executive Summary After having received a negative reputation in the market, Skoda Auto India was looking to change the perception of their customers and prospects. Quasar helped the company establish their presence in social media and start a dialogue with the end user who till then had no means of communicating directly with the company. Through their social media presence, the company has now developed a platform that their audience trusts and through the activities and interactions, keeps the audience engaged like a friend. Now, with trust and loyalty on their side, Skoda Auto India is confident of always being aware of the online chatter while the customer knows that Skoda is a company that cares and will deliver on its promise. Background Skoda Auto India suffered from a negative reputation on the online platform due to its perception of poor after-sales service and also a recent negative interaction on a popular automotive forum. In order to connect with the online population and also create a more personal, direct platform that gave the Skoda customer and prospects, a chance to connect with the company, Skoda India decided to be present on the social platforms. Since it was not a matter of only repairing a tarnished reputation but also start to build a trusting relationship with the end user, a long-
9.
^ Total Photo Views: 48,000 ^ Total Page Views: 121,860 ^ Total Followers on Twitter: 1075 ^ Total Customer Care issues resolved: Over 1,000 ^ Perception Change: Many users used the Facebook and Twitter channels only to either voice their issues or ask queries. The customer service responses were also noted by the bloggers and the rest of the online community. Learnings ^ Companies need to show that they are connecting with the online user to not propagate their marketing message alone, but are willing to be open and give back to the user, and not just in terms of monetary value. ^ Marketing messages broadcasted across the medium. Companies cannot afford to be formal and aloof while trying to create a connect with the Social media population. ^ Gratification is great to get the numbers in but what is essentially important is to engage that number into being an actual fan and stick with the brand not for a freebie but for the conversation and dialogue. ^ Integrated campaigns offline + online works for the automobile sector as offline creates a greater scope of reach with online real-time updates helping sustain interest. What next The Skoda Auto India social media account is not being handled now by Quasar. They are however following a similar strategy to what was being done over the last year. Testimonials The Social media efforts were noted by the client through mention of the social media presence and community in press releases.
Quasar was an external party to Skoda Auto India and developed the social media strategy for Skoda
Any partners who helped you with implementation
// Ford started an online contest and selected four young couples out of a total of almost 450 entries for a mission to discover smart places and activities. To bring experiential stories alive, these couples took turns to drive a Figo across ...
forums around the drive. Media events were held across 10 cities and over 300 journalists in regional markets attended the events organised at various cities resulting in more than 150 media stories. The monthly average of 35,000 plus enquiries of the Ford Figo jumped to 60,000+ enquiries in October. Background By October 2010, just 6 months post its launch; Ford India was rolling out the 50,000th Ford Figo. Ford wanted to celebrate this with its
customers, online fans, dealers, and other stakeholders. Also while Ford had been organizing various events with the Figo at various metro cities in India, it was also time to strengthen connect with consumers across Tier II cities and introduce the Figo in these cities. Ford Figos online community was growing and while Ford continued to answer fan queries and concerns, it was time to reinforce the message of the smart car in a manner that was exciting, fun and participative.
Testimonials Discover Smart Drive has helped us connect and thank consumers across India. The Figo has achieved outstanding results. - Michael Boneham, president and managing director, Ford India True to its concept, the Discover Smart Drive enabled the lucky couples to explore smart things about India along with smart features of the Figo. Using an integrated approach involving digital, marketing and our growing dealer network, we were able to take the Figo to consumers doorsteps and have multiple positive conversations on new mediums. The response that we have gotten from this campaign has taken Figos popularity to a different level. We thank our online supporters also in this endeavor. - Nigel E Wark, executive director, Marketing, Sales and Services, Ford India
External Agencies:
Any partners who helped you with strategy
Genesis Burson Marsteller, Puretech Internet Private Ltd, JWT and Flaunge Media Productions
22
Best Use of Platform FASTRACK 1st Position
The essential concept was to celebrate being the first Indian fashion and lifestyle brand to earn a million fans on Facebook. We wanted to bring the celebrations directly to our fans who had made it possible, by rewarding them for the achievement ...
26
Best Use of Platform S.OLIVER
Living up to its promise of Real Fashion for Real People, s.Oliver embraced Facebook, a channel that its target group increasingly lives upon. The brand focused on making itself touch and feel for customers ...
// The objective of the campaign was to position Reebok EasyTone among the key clusters and drive relevant word of mouth and awareness by engaging the target audience and...
1ST
Executive Summary Originally set out to target and engage the girls on Facebook and position Reebok EasyTone on a difficult plank that Indian females could engage with. Through the right conversations and positioning, the Butt Revolutions not only met the campaign and business objectives, but did it with flying colors. The EasyTone campaign changed the way Reebok looked at digital marketing. From thereon, digital became a key part of every marketing campaign of Reebok. Not only did the EasyTone campaign lead to awareness, positive perception and engagement, it also had a positive impact on sales. The e-
commerce portal witnessed a spurt in sales of EasyTone footwear during the campaign period. The campaign also created talk points for the brand outside of the digital space through PR and other activations. The EasyTone campaign was one of the best planned and executed campaigns of Reebok, leading to consumer delight and engagement. Background EasyTone is one of the most innovative products from Reebok, being the only footwear that allows women to tone their bodies with every step they take. While reaching out to women consumers on internet, the biggest
1ST
Reebok Reetone
challenge was that we were aiming for a mindset change in women to look at sports footwear differently. Objectives The objective of the campaign was to position Reebok EasyTone among the key clusters and drive relevant word of mouth awareness by engaging the target audience and drive purchase consideration for the Reebok Easytone range of shoes. Strategy And Planning In cognizance of the fact that the female population on the internet is on a lower side, there was a need to plan the campaign accordingly in order to avoid spillage. The challenge was that within the minimal budget, there was a need to create impact and reach out to the target group with the objective of driving awareness and creating buzz around the launch of Reebok Easytone in the market. With this campaign, we went beyond buying media on the web. The idea was to introduce something new and exciting that users can engage with and have fun such that the brand
remains unobtrusive and yet, we manage to communicate the key messages. The media strategy was to create a platform which was highly targeted, drive high engagement and make the campaign viral. To drive a direct connect with the core proposition of toning butts, we coined the terminology The butt revolution. Stakeholders Reebok wanted to launch the Reebok Easytone shoe in the market, targeting females from SEC A primarily within the age group 18 24 years. The affinity of females for Social Networking was very high which led us to base the campaign on Social Media. Choice Of Channel/s This campaign was activated on Facebook. The name of the channel was Reebok India. Implementation To ensure reach and impact for the brand, we came up with a solution to create a platform and drive relevant engagement with the
1ST
Reebok Reetone
audience augmented with the exclusivity angle. We introduced a campaign called Butt Revolution which had the direct connect with the product proposition of body toning. We created a Facebook application with features like ^ Toned Messaging Service (TMS): Coded messages which only females could see. This reflected on the walls as a series of pictures of toned butts and legs which created both hype and curiosity for the activity and created a good viral effect ^ Groove it Up (upload their butt shaking videos which were posted for the users to rate) ^ Ask the experts ^ Jiggle Alerts Using the Facebook page as a lever, there were different points of engagement made available. Users looking for fun could engage with the Toned Messaging Service a radical and fun concept which merged the product benefit with a fun social media tool brilliantly. If they were looking for fitness advice, they could connect with the Reebok experts and get a response within 24 hours. Any user looking
to win a pair of Easytone shoes, could upload a video imitating the TVC on mass media. Targeted properties like Yahoo messenger and Logout banner created impact. These were targeted at the females only. The users were directed to the Facebook application page. Impact and Outcome An optimum selection of targeted properties across relevant genres like email, chat and social media delivered maximum relevant reach. The campaign led to a fan base of 40,000 in 2 weeks with 90% users being women which was the end objective. Within the Target group 120,675 TMS messages were shared. 4,000 Butt videos uploaded, 3,000 fitness queries asked and 4,000 people subscribed for Jiggle alerts. The campaign not only led to awareness and positive perception but also led to twelve fold increase in the sales.
1ST
What Next As the page was made for the main brand Reebok, all the subsequent campaign for Reebok are being plugged into the same page with fans increasing day by day. As of now, there are over 1,383,269 fans (updated on 20 December 2011) which is a measure of the affinity of Reebok with the fans. Testimonials EasyTone campaign was one of the best planned and executed campaigns of Reebok, leading to consumer delight and engagement. Kanika Mittal Brand Manager, Reebok External Agencies:
Any partners who helped you with strategy
Isobar
Any partners who helped you with implementation
Isobar
// The essential concept was to celebrate being the first Indian fashion and lifestyle brand to earn a million fans on Facebook. We wanted to...
1ST
Executive Summary The essential concept was to celebrate being the first Indian fashion and lifestyle brand to earn a million fans on Facebook. We wanted to bring the celebrations directly to our fans who had made it possible, by rewarding them for the achievement. We also wanted to promote our first exclusive Fastrack stores which we had started earlier in the year. Thus, we announced a one day sale exclusively for our Facebook fans at our exclusive Fastrack stores.
22. INDIASOCIAL case book-2
The whole event was promoted only through our Facebook fan page, through posts and comments. We created a small micro site for the countdown to the magic million figure and sent our selective e-mailers. Essentially, we relied on word-of-mouth to be our main communication tool and the results showed how accurate we were. On the day of the sale, the flood of fans that turned up for the celebrations was overwhelming. Most stores were sold out in
1ST
fastrack
hours, many of them had to manage crowds by lowering shutters and in places the traffic police had to get involved to help us organise crowds. We ended the day with a Rs. 2.75 crores worth of sales, and a lifetime of smiles from happy customers. Background On 28 December, 2010, the Fastrack Fan page hit 1 Million Fans. We were the 1st Indian fashion and lifestyle brand and overall the 3rd Indian page to hit this milestone. The Facebook sale was a celebration of this feat. While we as a brand were excited about this milestone, we wanted to say a simple Thank You to all the loyal Fastrackers who had made it possible, by having a celebratory sale for our Facebook fans across the country. Objectives The first objective was a simple and memorable gesture of gratitude, meant to shout out our achievement and reward all our loyal fans who made the one million milestone possible. The secondary objective was to propagate our recently launched network of retail outlets the exclusive Fastrack stores
23. INDIASOCIAL case book-2
which was achieved by holding the sale solely at the exclusive stores. Strategy And Planning > Strategy: Taking the exclusive Fastrack stores across the nation as our physical point of contact with fans, we invited all our Facebook fans to be present for a one day only flat 50% off exclusive sale at all of our exclusive Fastrack stores. This served the dual purpose of extending the celebrations directly to our fans and running a parallel promotion of our exclusive retail chain across the country. The offer was promoted solely through Facebook, namely conventional news feeds and wall posts over a period of a single day only and selective e-mailers were sent out as well. We also built momentum for the D-day by having a countdown microsite. Hence, we refrained from promoting the offer by any other means, save word-of-mouth, taking a gamble on the extent of reach, but ensuring that the message went solely to the targeted users. E-mailers were also sent out to those fans, who could be contacted via mail. A few weeks prior to the D-day we also created a microsite where we gave fans a chance to win
1ST
fastrack
free Fastrack products. All they had to do was guess the time when Fastrack would move on to a million Facebook Fans. This was a very interactive contest where consumers could predict the time by adjusting the hands on a Fastrack watch. Please see above, a screen shot of the same. > Central idea: The central idea was to reward all the loyal Facebook fans who made the milestone possible while also using the opportunity to promote our recently launched network of exclusive brand stores. Stakeholders The primary stakeholders of the brand on our public social platforms (Facebook, and by association, Twitter) were the main target. Strategic and limited communication was undertaken with this objective in mind. Our focus was to use Facebook as a tool, and it proved to be a powerful one. Parallel to that, we also had launched our own chain of retail outlets, the exclusive Fastrack stores in the beginning of 2010, and we wanted to promote our national chain. This was our second stakeholder, and we decided to limit the sale to exclusive Fastrack stores only, so as to promote them.
Choice Of Channel/s As mentioned, the activity was solely limited to Facebook, and was targeted to be a quiet, yet unique celebration of our million fans milestone. Apart from 2 posts on our wall the day before, and a one week countdown on our microsite as illustrated earlier, we elected to send out some cool e-mailers as well. These two were the only points of communication. At the retail level as well, there was no promotion of the sale at all, we instructed all our store staff to keep the affair under wraps, preferring instead to let word of mouth do all the talking for us. We expected a steady trickle of fans walking into our stores throughout the day (the sale was held on a Sunday). Implementation As the month of December started, we realised that we would be hitting the magic number sometime late in the month. So, to share the excitement, we set up a microsite, where we had a public countdown which we shared with our fans through wall posts and updates. The idea was to guess the exact time and date of the right moment, and the lucky winners were rewarded.
1ST
What Next The event was a one-time campaign, however, the unexpected and overwhelming results made us realise the huge potential that a successful word-of-mouth campaign can have. We are planning to take the effort forward in the current fiscal year as well, for our other milestones as they come. Testimonials The biggest testimonial we saw was the sheer magnitude of crowds which was the scene at every store without fail and the huge sales generated from the almost negligible spends. Here are some comments from fans on Facebook as well: Neha Tiwari i went twice and got stuffs.,..lol .. in mornin n in eveinin.. so i was able to get 4 things..:)) January 3 at 6:21am Dipen Mehta We have one Store in Thane (Mumbai) at naupada The crowd was maddening. January 3 at 11:33am Praveen Sethiya Thnx for this lovely offer got up my bags , sun glass and watch best new year gift .. January 3 at 12:27pm Reema Shah ws soo confused wich1 2 buy n which not ended up buyin 5watches January 3 at 2:14pm External Agencies No. Apart from creatives, the operation was completely developed and executed by the marketing team. It was a small marketing effort which was hijacked by our fans, who turned it into a national celebration. The entire Fastrack team pitched in and, along with the on-ground sales team and the retail managers, we all worked through the Sunday to make it happen.
// Living up to its promise of Real Fashion for Real People, s.Oliver embraced Facebook, a channel that its target group increasingly lives upon. The brand focused on making itself touch and feel for customers, its Superstars,...
know our customers intimately. Evangelists and enthusiasts are clearly visible, some sharing their purchases through pictures, others eagerly waiting for the brand to arrive in their cities. The strategy appears to be working. Goal setting Critical mass: 15,000 fans by December 2010 and 1 lac fans by August 2011 Engagement: High engagement, expressed through sharing and creation of content by users. Strategy: We divided our strategy into 2 phases. The first step was to seed the nucleus and the second step was to move towards higher engagement through a layer of campaigns. At the beginning we realised that building critical mass was the key to success for our community. We therefore focused our energies on creating engaging and innovative applications which were viral in nature. This helped us create the viral loop and resulted in higher level of engagement by consumers and fans on the s.Oliver fan page. Implementation: Keeping our core theme of users being our Superstars, we have created 3 Facebook applications to engage with our users, and built a critical mass ^ Color Me Casual application focused
on the central idea of making our customers and fans our Superstars. The application enabled user interviews which were similar to celebrity interviews done by the mainstream media. The campaign was combined with Social ads to deliver exposure. ^ We Speak Denim application focused on the central theme that each person is unique both in terms of body fit and choice. The application enabled users to choose their favourite s.Oliver denim fits and share it with their friends. ^ Good Day to Look Great application focused on the central idea of user behaviour on Facebook of choosing their best pictures for their profile pic and wanting to look good all the time. The application enables people to flaunt themselves at their best, everyday with the prompt Its a good day to look great. Impact: As of June 20, 2011 we were a community of 82,567 members, a 9,048 percent jump in the number of fans from August 2010 when we were 901 members. In total, the potential eyeball exposures via increase in fans and engagement on the page were 1,75,83,800. We have been able to deliver high engagement as the total number of Likes in the period of 10 months is 29,421, while the total engagement is 35000+. As an early step of measurement of purchase, we
OBJECTIVES
Goals were established right at the beginning of the programme in August 2010. In August 2010 s.Oliver had 900 fans on Facebook. GOAL A : Build a strong nucleus on Facebook 1. 15,000 fans by December 2010 2. 1,00,000 fans by August 2011 GOAL B : Create participation and increase engagement on the s.Oliver Facebook page Strategy and Planning Strategy: We decided to leverage technology to scale up the community. We conceptualised applications with strong social elements and in-built virality that would help grow our user base and also get qualitative participation. ^ We were clear that in the first phase of the programme building scale was most crucial. ^ As a niche brand, building scale organically would have been a slow process both in terms of gaining a critical mass and getting participation from the community. We broke the programme into two distinct
Objectives
28. INDIASOCIAL case book-2
CENTRAL IDEA
s.Oliver is about 'Real Fashion for Real People' 'Real People' on social media are like minicelebrities in their networks Make our people (fans and customers) like celebrities Core idea: "You are a Superstar"
phases Phase 1: Seeding (Sept to Dec 2010) * Color Me Casual Phase 2: Building virality (Jan to 20 Jun2011) * We Speak Denim * Its a Good Day to Look Great Stakeholders ^ Men and Women (18-35) ^ SEC A ^ Qualified & mostly independent, working individuals ^ Upper Middle Class ^ Metros and Tier-2 cities ^ Delhi - NCR, Mumbai, Pune, Bangalore, Chennai and Hyderabad Choice of channel/s We had 3 reasons for choosing Facebook as the platform for our programme 1. Absence of s.Oliver India website in the absence of an India-specific website, we needed a destination where we could showcase the brand and constantly engage with our customers. 2. Relevance of audience As of June 20, 2011, the total population of Facebook users in India is estimated to be 28,580,640. Approximately, 81 per cent of Facebook users in India fall into
the s.Oliver target group -- 18-35 year olds. 3. User behaviour on Facebook thrives on looking good and voyeurism People love flaunting their photographs, complimenting each other and take friends recommendations seriously on Facebook. As a platform, Facebook is very viral in nature and would help us connect with our audience of fashion conscious people with ease. Implementation Phase 1: Seeding (Sept 2010 to January 2011) The key objective during this phase was: Seed the nucleus >> Gain critical mass by building virality >> Engage the community The highlight of this phase was the Color Me Casual campaign (17 Oct, 2010 to 2 January, 2011). The objective of the campaign was ^ Engage users ^ Create referral and virality ^ Create user generated content ^ Content creation in a self published format Core Idea: The highlight of this campaign was the Color Me Casual application which was aligned to our central idea of making our customers and fans our Superstars. Via the application, users were able to invite their friends to take celebrity interviews which they could share, tweet about, and engage on both in their news feed and the s.Oliver page. The format of the interview was similar to interviews done by mainstream media with
>>>
THE OPPORTUNITY
Share your Superstar moments with the community by taking an interview
>>>
VIRALITY
>>>
GRATIFICATION
* Weekly give ways * Mega s.Oliver Superstar
TARGET ACHIEVED
^ Combined with social ads and the Color Me Casual application we exceeded our target of 15000 fans till December 2010 by 100 percent to reach 31000 fans a jump of 3,300 plus per cent from August to December
TARGET PERIOD
90 DAYS
2.
^ 684 users published their exclusive Superstar interviews on their newsfeed ^ During this phase, there were 39,00,000 plus potential exposures on Facebook ^ 18,719 likes +comments were generated on the page during the duration of the campaign
90 DAYS
3.
90 DAYS
4.
90 DAYS
celebrities. We also hoped to derive insights from their lifestyle choices and behaviour. Phase 2: Building virality (January 2011 to 20 June 2011) The key objective during this phase was: Continue to build critical mass >> Focus on user generated content >> Derive insights The highlight of this phase was 1. Good Day to Look Great campaign (15 May ongoing) 2. We Speak Denim campaign (8 April
7 May) 1. Good Day to Look Great campaign Core Idea: The key highlight of the campaign was the Good Day to Look Great application. The core insight was that unlike in the past, when people would dress up for special occasions, today people like to be at their best all the time and most importantly be seen at their best. E.g. People love to flaunt their best moments/ photographs on Facebook. s.Oliver is all about being at their fashionable best, not occasionally but every day. We wanted to tell people that they look great everyday and thus was born the idea of a Good Day to look great s.Oliver badge.
This campaign was divided into three parallel running activities VIRAL FACEBOOK BADGE
* Users can upload a s.Oliver 'Good day to look great' badge on their profile picture * They can share the badge with their friends * Simultaneously, we are (on-going) running a contest basis the most popular profile picture
TARGET ACHIEVED
^ We added 44,477 fans on the page (combination of application and social ads) ^ 400 people engaged with the Good Day to Look Great application delivering 60,000 exposures ^ 230 unique users placed the s.Oliver Good Day to Look Great Badge on their profile pictures ^ The Cosmopolitan on-ground activity content generated 95 comments and 959 likes in a span of three days
TARGET PERIOD
30 DAYS 21 DAYS
3.
72 HOURS
2. We Speak Denim campaign The objective of this campaign was : Create buzz and build conversations about the latest s.Oliver denim collection. Core Idea Each person is unique both in terms of their choices, and in this context in terms of their body fit. We conceptualised the We Speak Denim application which enabled users to pick their favourite fit and share why they like it. They could also invite friends to pick their favourite fit and share.
Impact and outcome Overall Impact 1. Growth in fans - We saw a 9048 per cent jump in the number of fans from August 2010 till 20 June 2011. - In comparison to the s.Oliver International fan page, the s.OLiver India fan page in fact has a biggger community and has 57,000 more fans. - The potential eyeball exposures via number of fans was 1,22,29,650.
>>>
THE OPPORTUNITY
To let people select the s.Oliver fit they like the most and flaunt it to their friends
>>>
VIRALITY
>>>
GRATIFICATION
Weekly giveaways
Each person is unique and has a unique Denim fit for themselves
TARGET ACHIEVED
380 people engaged with the s.Oliver Denim and shared their reason for liking a certain s.Oliver Denim fit which resulted in a total engagement of 2752. Potential eyeball exposures were 4,12,800 via the total engagement. We were also able to derive the most popular fit for both men and women which were John tapered and Abby respectively.
TARGET PERIOD
30 DAYS
2. 3.
30 DAYS
2. Engagement on page - The total engagement on the page by fans was 35,561 in a span of 10 months (engagement = total number of Likes + comments) - Out of which 29,421 total likes were generated till June 20 - The potential eyeball exposures via engagement was 53,34,150 3. User generated content - Tremendous volume of user generated content - 1,883 user generated content was created between August 2010 and 20 June, 2011 - 7 Facebook Questions garnered 1221 votes on the brand page In the 10 months, we have spent around a total of Rs. 5,50,000 on promotions and ads, application design and development, hence
32. INDIASOCIAL case book-2
giving us tremendous ROI. Learnings What worked? ^ Establishing the key objectives and roadmap at the start of the programme allowed us to measure and map our campaigns and activities. ^ Clearly defined objectives for applications and aligning them with the brand themes / activities / initiatives. The viral nature of applications helped with community building. ^ Identifying Facebook as the key platform of communication and engagement at the start of the programme. What did not work? ^ Due to the absence of a s.Oliver India website, we were not able to aggregate all the content and engagement on one s.Oliver owned platform.
blogworks
Any partners who helped you with implementation
blogworks
39
Best Use of Platform/Channel PIZZA HUT
ICC World Cup Fever application was started on 19th Feb 2011. This was a unique application ...
42
Best Short Term Campaign PHILIPS
Philips is an old brand which is not readily identified with by the Indian youth. The idea was ...
45
Best Use of Platform/Channel KAYA SKIN CLINIC 3rd Position
Kaya Skin Clinic is a chain of premium cosmetic dermatology clinics which caters to a ...
51
Best Strategic Programme GO JIYO
Gojiyo focuses on C2C interactions, the spot between social networking, gaming and ...
// Au Bon Pain has a presence only in Bangalore but the reach is throughout the nation, demonstrating the power of the ripple effect through social media. Through Facebook, the agency has developed a social media asset for the brand. ...
^ Au Bon Pain Wow Wednesday to help with the mid-week slump that office goers experience. ^ Preview lunch at Au Bon Pains new caf only for Facebook fans, to attract office people on their lunch break. ^ Love story contest on Valentines Day, Womens Day Special on Womens Day etc., depending on the occasion. ^ Weekly contests to ensure recall - these activities helped create relevance with the target audience and build anticipation during the launch and after. ^ Also, this resulted in an overwhelming social media response in Bangalore, and against all expectations, across India, resulting in visits to the Caf and increasing brand awareness by 85%. Likewise, our fan of the week ongoing activity was formed through our insights of treating the customer to a high level of hospitality. We continuously shared information on healthy meals and new promotions, thereby creating a direct emotional connect with the consumers. Stakeholders Our stakeholders for this initiative are young, middle-class Indians with disposable incomes, and who value and cherish some of the finer things in life. They are conscious about their health and particularly about what food they consume and where they buy/eat it. In fact, with their lifestyle, they are our brand ambassadors. Choice of channel/s ^ We chose to use the Facebook channel as it is all about interaction. We knew that once people like the concept they will attract their friends, and their friends in turn, ultimately driving everyone to the website. Another reason for choosing Facebook was that it can be customised to a large extent. When we thought about our plan of action we first
What next This viral effect which can be seen on the comments posted on the wall. With the Facebook fan page, Au Bon Pain has successfully created a loyal customer base. The positive social media buzz generated is reflected through the companys decision to open further outlets in the country. Testimonials The social media campaign has exceeded our expectations and we are confident that within a short span of time we shall be able to replicate the Bangalore success story all over India. Subbanna Kannur, Business Head India Au Bon Pain
External Agencies:
Any partners who helped you with strategy
HANMER MSL
HANMER MSL
// Pizza Hut has a fan base of more than 4 million. The objective of this campaign was to have footfalls in their outlets via the ICC World Cup Fever Application....
Hungama Digital
Any partners who helped you with implementation
Hungama Digital
// Philips is an old brand which is not readily identified with by the Indian youth. The idea was to position Philips as a young and an energetic brand relevant to the youth of today...
Isobar
Any partners who helped you with implementation
Isobar
// Kaya Skin Clinic is a chain of premium cosmetic dermatology clinics which caters to a niche target group. A large section of this target group spends a lot of time online, compared to traditional forms of media ...
3RD
Executive Summary Kaya Skin Clinic is a chain of premium cosmetic dermatology clinics which caters to a niche target group. A large section of this target group spends a lot of time online as compared to traditional forms of media. This group of people also relies heavily on word of mouth and peer reviews before choosing a brand and making a decision to undertake a specific service. When it comes to choosing a skincare service, trust plays a very important role in the decision making process. Kaya Skin Clinic decided to leverage the social media space with the objectives of engaging with our target audience by educating, and alongside building awareness and trust for the brand.
Objectives One of our key objectives is to grow the cosmetic dermatology market in India where Kaya is a clear market leader. People need to be educated on the benefits of scientific skincare services and solutions that are available at Kaya. For Kaya, digital and social media are an important part of the marketing strategy. Having established a base level brand awareness using traditional media, Kaya heavily invests in the digital medium to reach out to its target audience. Strategy and Planning Kaya has been an early adopter of social media tools with a blog, customer forum, Twitter
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presence and Facebook page. We believe that social media marketing is effective if a brand avoids using the platform to deliver a sales pitch. The key to success here is not to sell, but to build relationships with people and encourage conversations around the brand. Our primary aim is user engagement. We want our customers to know that they can reach us whenever they want and that we pay heed to their inputs. We care about what they think and social media helps us build relationships with them. Stakeholders We believe that for any social media strategy, our current as well as potential customers are really the most relevant stakeholders to engage. Our social media strategy has been built around this belief. Weve used our various social media touchpoints to educate,
build awareness, share advice, answer queries, gather feedback, improve our processes, resolve issues and offer highquality customer service. Weve also had some cases where irate customers have been vocal on their blogs or Twitter and weve successfully reached out to them, taken care of their grievances and turned them from complainants to evangelists. Our openness and willingness to admit our mistakes on a public forum has established a high level of trust and preference among savvy users of social media. Choice of channel/s The key channels we would like to stress on areFacebook: The Facebook page is our key social media property, which integrates all our other platforms in the online space. We utilise this
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space to connect with our fan base and engage with them. We communicate with them on this page and regularly share advice on skin care, answer their queries and ask for their feedback to better our processes. We conduct contests and polls from time to time to keep them engaged and to give them a chance to win products and services at Kaya Skin Clinics. In less than 6 months we had grown from 900 fans in August 2010 to 38000+ fans in February 2011, i.e. a 4000+ % growth. As of today we are a community of 81000+ fans (updated on 20th December 2011). Besides the number of fans, some of the metrics we have taken into consideration are the quality of engagement, number of fans who actually experience our ser vices, positive
47. INDIASOCIAL case book-2
conversations, conversions, etc. We have also used Facebook as a tool to convert fans into actual customers and as a revenue generating tool through unique experiments. We created an exclusive SMS shortcode for our social media audience and initiated an exciting contest for our fans through which they could win services & products from Kaya every day, by simply texting a message to 54646. With this activity, we actually got our fans to visit our clinics and experience our services. It also enabled us to collect a database of our highly active fans on Facebook. Whats more we also incentivised some lucky fans with Kaya products every week for participating in our contests. Twitter: We use Twitter to share skin care tips with our followers. We also use it to listen to
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^ Our Target Audience: Mostly women, age group 16-40 years. ^ Main Platforms: Facebook Support Platforms: Twitter, Blog YouTube Other Activities: Q & A and Forum Interactions ^ Every Fan Counts: We began with tackling something very basic to respond to each and every fan and address all the queries within a short span of time. This clearly meant that we were sending out I am here, I am approachable and I am here to give you the best skin solutions by our expert dermatologists. Not a single query was ignored, this meant : ^ Repeat visitors ^ Loyal visitors ^ Reliability ^ Word of Mouth on the social space As a result, the no. of active users per month on our Facebook fanpage is really high- over 60%. We have active followers not only from India but also from Bangladesh, UAE, US, UK and more countries across the globe. KLOUT (a social media tool which measures level of engagement) identifies Kaya as one of the most interactive brands on Facebook and Twitter. ^ Creating Custom Tabs: We created a holistic welcome tab which covers all the verticals of Kaya Skin Clinic. It also has a FAQ list which has been created after going through more than 500+ fan wall queries. There is also a section where fans can ask their skin concerns in case it is something more complicated and not covered in the FAQ. ^ Contests: We had various types of thematic/festive contests where fans were given away Kaya Services and Prizes. Diwali Picture Contest where we garnered more than 100+ people participating in the contest and over 150+ entries. ^ SMS Short Code: We started a SMS Contest
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Ignitee
Any partners who helped you with implementation
Ignitee
// Gojiyo focuses on C2C interactions, the spot between social networking, gaming and an immersive 3D virtual world, where the brand enables forming of communities basis common interests and demonstrated inworld behaviour. ...
GOJIYODELIVERING DELIGHT IN A
VIRTUAL SOCIAL WORLD FOR REAL!
COMPANY SNAPSHOT NAME : Godrej Group PRODUCT CATEGORY : Consumer Products CASE SUBMITTED BY : Rahul Singh WEBSITE : http://www.gojiyo.com CAMPAIGN SNAPSHOT NAME : GoJiyoDelivering Delight in a virtual social world for REAL! NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer and Consumer to Consumer FACEBOOK: https://www.facebook.com/gojiyo TWITTER: http://www.twitter.com/gojiyorocks CAMPAIGN TERM : Long term START DATE : 21 March 2010 END DATE : Ongoing The Godrej group is one of the leading business groups in India with a legacy of over 100 years and a turnover of more than 2.6 billion USD. The Group has a deep connect with the older age groups of India, with almost all of them having grown up with a Godrej product. Executive Summary Gojiyo focuses on C2C interactions, the spot between social networking, gaming and an immersive 3D virtual world, where the brand enables forming of communities basis common interests and demonstrated inworld behaviour. The Gojiyo virtual arena is a 3D platform comprising of six worlds each having a set of activities, where users interact with one another via personalised avatars and make friends with like-minded strangers. Gojiyos community has grown in size and depth of interaction since its launch in March, 2010 from 0 to 5, 50,000 avatars in 15 months. Background There was still one crucial area where Godrej needed to establish an identity and presence the online medium. The need of the hour therefore, was to establish online brand connect. This set the context for the launch of Indias first online virtual world www.gojiyo.com. (Gojiyo means Go and live life to the full). Objectives In this scenario, GoJiyo is the platform for the Godrej brand & its portfolio to resonate with the restless, upwardly mobile Indian youth in an experiential manner.
N/A
Any partners who helped you with implementation
N/A
CORPORATE
55
Best Use of Platform/Channel GE CAPITAL INDIA
GE Capital, GEs financial services business, started operations in India in 1993. It is one of the leading nonbanking financial operations in the country with a AAA rating ...
// Revamp EDGE, GE Capital Indias employee portal, and make it the first stop for all important communications, a source and repository of all important corporate information...
GE CAPITAL INDIA :
CREATING INTERNAL BRAND AMBASSADORS USING EDGE
COMPANY SNAPSHOT NAME : GE Capital India PRODUCT CATEGORY : Finance CASE SUBMITTED BY : Gayatri Rath WEBSITE : www.gecapital.in; www.gecapital.com CAMPAIGN SNAPSHOT NAME : Creating internal brand ambassadors using EDGE NATURE OF THE ACTIVITY : Partners and employees CAMPAIGN TERM : Long Term DURATION : August 2010 onwards (Nine months considered for the purpose of this submission) GE Capital, GEs financial services business, started operations in India in 1993. It is one of the leading non-banking financial operations in the country with a AAA rating (CRISIL) that combines local market understanding with the global reach of GE to meet the diverse financial needs of Indian corporate and retail customers. GE Capital has several business units including those focused on corporate finance, asset-based lending, leasing, commercial distribution financing, financing energy and infrastructure projects, merger & acquisition financing, mortgages, loans and credit cards (through a 13 year-old strategic joint venture with State Bank of India). GE Capital lines of business in India include (but not limited to): > Consumer Finance GE Money > SBI Card (through an equal JV with State Bank of India) > Commercial Finance > GE Energy Financial Services GE Capital India encourages volunteerism and diversity in the workplace. A strong GE Womens Network and a vibrant GE Volunteers organization encourage women leadership development and community service respectively.
Executive Summary ^ Project Objective revamp EDGE, GE Capital Indias employee portal, and make it the first stop for all important communications, a source and repository of all important corporate information, a platform for employee engagement and a means to drive key messaging. ^ Project Goal - 900 monthly visits from employees at GE Capital at the end of the first year (August 2011) which would result from ~50% of GE Capital India employees actively engaging on the platform or associated activities. ^ Strategy Two pronged: > Change look and feel of the portal - Revamp design to make it more vibrant (within the portals software framework limitations), revamp content to make it more participatory as well as more relevant to employees specific needs. > Make the employee the hero - Highlight the
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employees and their activities, create, showcase and share opinions (using interviews, polls, insights-led contests), seeding an ambassador network through the EDGE Editors programme. ^ Results (as of April 2011) 650 monthly visits recorded. Given the average 125% growth in employee visits every month, the project is on track to meet its goal at the end of August 2011. Background GE Capital India employees are spread in over 20 Indian cities. In some places they work out of a business centre or a partners office. With consolidation at the business level, there was a need to create a sense of belonging to the GE Capital brand and promote the feeling of being part of one team. There was a need to structure and consolidate communications and build a single communications platform that would reach all employees across India uniformly. There was
also a need to standardize message delivery mode and frequency across functions, departments and geographies. There was a need to encourage employee engagement. The GE Capital India Communications and HR teams decided to leverage EDGE, an internal online community for GE Capital India built in 2009 on GEs SupportCentral portal framework. SupportCentral is a GE portal framework used by GE employees to create communities. In August 2010 EDGE was revamped to meet the above requirements and with the goal of achieving specific metrics at the end of the first year. Objectives The key objective was to build and promote EDGE as the primary internal communications channel for all GE Capital India employees across 20 Indian cities. We have set ourselves a goal of attracting 800 monthly visits from our employees by the end of the one year project in August 2011. Strategy and Planning ^ EDGE was created in 2009, for employee development (training, career development, fostering leadership, knowledge sharing). The
platform was dormant in the absence of any ongoing content updation and engagement ^ In August 2010, it was decided to revive EDGE, this time not as only an employee development platform but as a communications and employee engagement platform for the entire organisation. ^ To kick start the process, we conducted internal surveys and interviewed many stakeholders. ^ On the basis of the inputs received, we broke down the project into three key steps (see chart above) Stakeholders Since the objective of the programme was to integrate all business units under GE Capital, therefore all the employees, managers and business leaders at GE Capital India formed the key stakeholders. We have tried to highlight initiatives and all businesses to facilitate knowledge sharing and collaboration. Choice of channel/s GE Capital had several other channels of co m m un i ca t i o ns a n d e nga g i ng wi t h employees. However, EDGE had an advantage over the other channels as it met some specific
Implementation
objectives of project: ^ A source of all important information. EDGE is available 24X7 and is easy to use for any administrator who wants to upload new content. The platform offers a functionality by which all new content can be highlighted with star burst icon. ^ A repository of all important corporate information. Content on EDGE does not time out unless specifically removed by the administrator. So content that needs to be retained over a longer period eg. training calendar can be retained on the portal for many months. ^ A platform for employee engagement and a means to drive key messaging EDGE allows polls, surveys, cross linkages with other internal blogs and portals easily.
^ Reach the portal is available to all employees on their desktops through the internal IT infrastructure. ^ Availability the portal is available 24X7 and fully supported by GEs global IT team. ^ Promotion of digital communications tools the portal was also a way of promoting consumption of digital communications tools among employees. ^ Privacy The portal can be accessed by only employees and consultants with special access. This was important as the portal was being used only for internal communications and engagement. Implementation Step 1: Re-design to make the platform
intuitive Impact and Outcome 1. Number of visits An increase of overall visits to EDGE 123% 2. Engagement by employees we have witnessed a consistent increase in the engagement level by employees. We have shared a sample of the engagement from past few activities. Learnings ^ People read stories they can easily relate to eg. health, fun, volunteerism. People also like to read their own stories or the stories of their friends, peers and managers. ^ Adoption of a new online platform is a slow process in an enterprise environment especially in a non-IT audience (financial services in this case). ^ Since EDGE is not (and cannot be made) a default landing page it requires constant engagement with the employee group to ensure traction.
^ While the platform on which EDGE has been built has some advantages, its functionality is more like a bulletin board and has limitations in social features (likes, comments). As a result, it requires constant innovation to drive traffic to induce sharing and virality. What next ^ Build the ambassador programme with EDGE editors grow level of involvement and participation in programme management. ^ Build a case internally to invest introducing key changes in the platform to make it more shareable and sustainable. Testimonials EDGE is a very useful medium for me as it helps me know all the new happenings in various businesses across Capital. The theme of the month concept is also something I look forward to. I would sincerely advise everyone to regularly visit the portal as it has updated business information and also provides links to other useful portals like benefits.com,
travel.com, HR site etc. Puja Singh, VP GE India CAP Mortgages The Whats New on EDGE weekly email is really helpful. It is sent early in the week each week. The email gives a good quick summary on key updates or recent changes on the EDGE portal. These updates include information on recent events in GE Capital India, key messages from the leadership teams and more. Often the updates also have information on career & experience of leaders in GE Capital India team which are useful for all employees. The best part is you can read a quick summary on the email and then click on a link if you want to get to details. The links take you to relevant sections on the EDGE portal. - Pradeep Khurana, VP IT 1, GE Capital India I really appreciate the information on Business & Interview with Business leaders Ashveen Bamrah, Asst VP, Compliance
External Agencies:
Any partners who helped you with strategy
Blogworks
Blogworks
INSURANCE
62
Best Strategic Programme MAX NEW YORK LIFE INSURANCE 3rd Position
The Igenius programme is Max New York Lifes special customer-centric initiative to establish connect beyond business. Our mission is to partner with parents in the wholesome development of children. The Igenius programme is a collection of initiatives aimed at ...
67
Best Short Term Programme BIRLA SUN LIFE INSURANCE
Kids today are excited by a whole new world of career options available to them. However, parents want them to take up conventional careers, with good earning potential and settle down quickly ...
// The igenius Programme is a collection of initiatives aimed at discovering a childs hidden talent and all-round potential early enough to maximise it. The programme not only facilitates monetary backing but also partners in nurturing a child's...
3RD
Executive Summary The Igenius programme is Max New York Lifes special customer-centric initiative to establish connect beyond business. Our mission is to partner with parents in the wholesome development of children. The Igenius programme is a collection of initiatives aimed at discovering a childs hidden talent and all-round potential early enough to maximise it. The programme not only facilitates monetary backing but also
partners in nurturing a childs abilities and securing his/her future. Acting on the consumer insight that parents love to talk about parenting and children, especially since there is no single right way of parenting; parents are constantly seeking ideas and suggestions to improve their parenting skills. Our primary focus was on developing and nurturing an authentic, first of a kind parenting community of India on Facebook and Twitter by launching the igenius programme. An official
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blog and YouTube channel was created where we discussed relevant issues and interviewed parents as well as field experts (school principals, child psychologists). Background Igenius was launched in 2010 to create a relationship platform to engage with customers and drive customer engagement beyond business. The strategic objective was to extend the business focus in the child insurance space and engage with existing customers and potential customers to drive brand awareness and position Max New York Life as a company that connects with and understands its customers. The Igenius programme is a collection of initiatives, aimed at discovering a childs hidden talent and allround potential early enough to maximise it. The programme not only facilitates monetary backing but also partners in nurturing a childs abilities and securing his/her future.
Objectives To create a first of its kind engagement platform with parents of young children to further the wholesome development of children for long term brand affinity To encourage participation in the Igenius scholarship programme. Strategy and Planning The core idea: connect with parents via social media and establish the core thought of wholesome development + better parenting. It focuses on developing a relationship with the target group and not direct selling of the child insurance plans. Stakeholders We wanted to spread awareness among parents about the potential benefits of realising their childrens capabilities early in life and thus aspiring to develop their children
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as all-rounders while also being sure about a secure future for them. Thus, our target group was parents between the age group of 23 45 years. Choice of channel/s Instead of creating another standard online campaign, we decided to invest in developing relationships with potential customers via establishing a presence on key social platforms (Acting on the consumer insight that parents love to talk about parenting and children, especially since there is no single right way of parenting; parents are constantly seeking ideas and suggestions to improve their parenting skills). Our primary focus was on developing and nurturing an authentic first of a kind parenting community of India on Facebook and Twitter by launching the Igenius programme. An official blog and YouTube channel was created where we discussed relevant issues and interviewed parents as well as field experts (school
64. INDIASOCIAL case book-2
principals, child psychologists, sports trainers etc.). These social destinations acted as an enabler and a catalyst for parents in India. Implementation We did various activities throughout the year: a) We have weekly and monthly discussion areas based on interest. For example - how to spot talent in your child, what is the role of nutrition, how do you tackle sibling rivalry and other such issues. b) Associations with celebrities like Derek O'Brien, Ruskin Bond, Palash Sen to address parenting and child development specific queries which resulted in fruitful and meaningful interactions with the brand. c) We took the program to the next level by taking the virtual connection to the offline world with the help of various interactive onground events which helped parents to decipher the realities and challenges of
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On YouTube: Our total channel views are more than 39,000 organic views with 58 subscribers (updated on 20th December 2011).
We have posted videos of parents who volunteered to share their opinion and be a part of our parenting community. We have also posted videos of Derek O'Brien, Neil O'Brien, Palash Sen and Ruskin Bond speaking on topics which are relevant for parents. There have been videos from doctors giving special advice to parents on important topics. We have also posted videos of our last 5 workshops. On Twitter: We have daily interactions with parents and discuss various issues with them. In the past, we have also live-tweeted 5 'Igenius' workshops. We have around 341 followers and we follow 260 parents (updated on 20th December 2011). On Blog: Our blog helps parents to get a perspective on different topics like inculcating the habit of reading in children, the value of money, etc. These suggestions help them in ensuring the wholesome development of their children. We also feature parents' views on
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Quick Tips ^ It is essential to ensure that no comment or suggestion was seen as contradictory for any parent. We also focused more on the emotional quotient and it really worked. ^ We asked people questions about parenting and wholesome development of their children and they started engaging with us. Often parents themselves add value by answering another parents queries.
Media2win
Any partners who helped you with implementation
Media2win
// Kids today are excited by a whole new world of career options available to them. However, parents want them to take up conventional careers, with good earning potential and settle down quickly. This provoked the brand to take up a social issue...
a one way channel; we uploaded films shot by youngsters telling their stories on this subject. This did not end here, the debates and discussions in the social space spread to the real world. Background Kids today are excited by a whole new world of career options available to them. However, parents want them to take up conventional careers, with good earning potential and settle down quickly. This provoked the brand to take up a social issue, head on, through its Childrens Future Solutions campaign.
Objectives ^ To engage young adults and parents (both old and young) in a debate over jobs versus passion through conversational hooks ^ To create a platform where these discussions could be brought out in the open ^ To establish the connect between Not Jobs But Passion and BSLI Child Plan on a subliminal level Strategy and Planning The central idea was to create a community to bring out in open the debate-not Jobs But Passion. The purpose of doing this was to showcase Birla Sun Life Insurance as a brand that really cared about the concerns of todays generation and, as a brand we believed that openly discussing matters could help bring in a better understanding of the issue. Phase 1- The focus in the first few weeks was about getting a critical mass of users in the
68. INDIASOCIAL case book-2
community. Simultaneously, we wanted to set the context for the discussions and start getting the users involved. Phase 2 The objective for this phase was to get people to interact with each other. Cashing in on the cricket associations of the brand, we introduced the brand ambassadors (Virendra Sehwag, Yuvraj Singh, Suresh Raina and Rohit Sharma) to our community. Stakeholders The potential customer (both right now and in the future) was the target group for the campaign. Choice of channel/s We chose Facebook as the channel to implement this discussion of Not Jobs but Passion as we wanted users to share their concerns, stories, get inspired by others, seek advice and connect with others.
Implementation ^Phase 1- The page was created by the internal design team to resonate the not Jobs But Passion campaign message and it was in sync with our website. In the first few weeks real life stories of people were shared by the communication specialist. Simultaneously, we spent money on Facebook social ads to attract users to the community. This also resulted in other users (on the community) sharing their stories and encouraging the community to explore options to pursue their passion. ^ Phase 2 - At this stage, the challenge was to keep up this interaction and keep the community buzzing. The Passion cloud app was introduced at this point and this was followed by contests and polls to keep the excitement on. We got the brand ambassadors to share specific messages with the community and posted them on our page. Again the design, communication and the strategy team were involved in this activity.
69. INDIASOCIAL case book-2
Impact and Outcome Interactions: 731,629 Facebook fans: 15,462 Learnings What worked - The audience in the community connected well with point of discussion not Jobs But Passion. Facebook social ads worked well and brought a lot of relevant / interested audience to the page. The cricket association and its timing worked well. What didnt work - The passion application didnt work too well. We didnt find too many older parents participating in the space. Significant challenges ^ In phase 1, the key challenge was to grow the community. ^Towards the end of phase1, the challenge was to keep the community buzzing and the
INTERNET
72
Best Short Term Programme BOOKMYSHOW 2nd Position
BookMyShow, as a web-based product, needed to be propagated more fully to the internet savvy customers that we had. The customer care number that we had was proving to be insufficient for answering ...
// The Social Network has helped us in bridging the gap that the customers had with BookMyShow and gave them a personal experience for every problem that they faced.
2ND
book my show
BookMyShow has already sold tickets for over 1500 plays online and we have exclusive tie-ups with theatres viz. Prithvi Theatre and the NCPA (Mumbai), Indian Habitat Centre (Delhi) and Rangshankara (Bangalore). PreBook is our distinctive method of allowing our customers to book for tickets for their favourite movie well in advance so that they can be the chosen few who get to see it first-day-first-show. Executive summary BookMyShow, as a web-based product, needed to be propagated more fully to the internet savvy customers that we had. The customer care number that we have was proving to be insufficient for answering the general customer complaints. Having a social media campaign seemed to be the best solution. The Social Network has helped us in bridging the gap that the customers had with BookMyShow and gave them a personal experience for every problem that they faced. We also decided that our customers should get the benefits of being loyal to us, and organising contests to reward them free tickets, merchandise and free previews seemed like the best thing. Background All our customers are internet savvy as our product itself is web-based. Considering this, we found that the best way to get to our customers would be by use of something that would be web-based. Our earlier efforts to increase our customer base had primarily been advertising campaigns during key events. We felt the need to give our customers a better experience and solve their doubts, queries, and grievances in a more effective manner. What we most required was a platform which would allow all of this and also let us put our points forward and allow us to reach more people. That was the research that went behind tackling the problem at hand.
Objectives ^ Our current objective is to maximise our visibility via consumer connect amongst internet users in India by using our Facebook Fanpage ^ Our ultimate goal still remains to boost sale of tickets for all our events and offerings. Strategy and planning First Impressions We believe in the book Positioning: The Battle for Your Mind when it says, The easy way to get into a persons mind is to be first. We strive to have the freshest content by actively tying up with major production houses (both Hollywood & Bollywood). We try to give our fans the first glimpse of whats coming up with exclusive trailers and photos. Taking It Forward The fastest way of communicating anything has always been word-of-mouth. Amplification probability is always high and by giving away free stuff there is always a high chance of each winner telling their friends, relatives and/or colleagues about it giving us a wider base to sell our product. For Shaitan, our fans won a pre-screening by just calling in to our customer care on a first-come-first-served basis. Happy fans who loved the movie wrote their own verdict on our Fan page. Over a 100 Shaitan shirts were given on Facebook & 50 on Twitter (via contest, successful as followers retweeted #Shaitan & we enabled it to trend that day). Free tickets for pre-screenings and movie merchandise created great buzz around the movie. Its of course a great gratification & earns brownie points for super loyalty amongst our fans. Bob the Mascot We had to change to be very interactive, young & fun. We realized that our target audience (users & potential users of BookMyShow.com) were all on Facebook& primarily were the
youth. Enter our new Mascot, Bob, the Rockstar whod be a friend to all our fans. ^ Someone with whom they could relate to, talk to, express their thoughts, fantasies, likes, loves & stuff they hated. ^ Someone who would listen and answer their queries (including those that could not be addressed by our customer care call center, helpdesk@bookmyshow.com). ^ Someone who would tell them what to watch out for and what were the hottest deals & offers on our site. From our logo we transitioned into our glares donning cool Mascot, Bob (Oct 2010). Bob is the ultimate entertainment central from movies, plays, events, concerts to sports (IPL, F1), he has the lowdown of all the latest buzz and gossip. Beta Testing Our Beta Android app was up for grabs to a chosen few for testing purposes. We wanted feedback from the end users about flaws and also why the app was good. All it took was one small post on our fan page and we had over a hundred who wanted a taste of it. This kind of response worked a lot better than having to market the app in any other manner. Your TicketBuddy We have an integrated Facebook application named TicketBuddy which allows users to book tickets without leaving their social hub. TicketBuddy allows you to book movie tickets in the same fashion as on the website. The PreBook functionality on TicketBuddy is, however, innovative. It allows you to Make Your Friends Pay by reserving seats for you and your friends but just paying for your tickets and making your friends pay for theirs by links that are posted on their wall. If the prebooking gets confirmed, you and your friends will all be seated together.
Chatting up with the Community Our fans interact with us as well as other fans through our fan page. This creates a broad community of people who share a common interest whether it may be movies, plays, concerts, sports, actors, actresses, the latest gossip just about anything! Whats more via Facebook mentions (@tags) we have started promoting other fan page communities to our fans & vice-versa is also applicable, as in the case of Y-films, Mumbai Indians & Delhi Daredevils official Fan Pages that use us in their mentions to talk to our fan community regularly. Stakeholders Since our main aim is always to please our consumers and get them to interact effectively with the elements on the web, our main stakeholders are our customers. What keeps them happy makes us happy. However, our social strategy has also been aimed to help us get more tie-ups with the production houses and using our demographics to help them understand how our fan page can get them more exposure too. This has worked both ways and we can usually brag about having first-look promos photos and/or videos and/or merchandise that heightens the customer experience. Choice of channel/s Facebook Why? Customer Connect Facebook, as a social media platform in India, has picked up its pace over the last few years. A large and growing portion of some of the most valuable demographic is spending more of their time and attention on Facebook and less on other channels and media. The reach of it extends to not only the teenage crowd but has been helpful for all enterprises and businesses too. The large user base of
Facebook is an added advantage and we aimed to utilise it in the best possible manner. Addressing Grievances of Customers The engagement that Facebook provides also allows us to directly interact with our potential customers and provide help or support to the existing consumers. Addressing grievances and resolving customer queries in a short period of time by means of our fan page have allowed us to create a brand presence in an expedient and cost-effective way. Low Cost High Visibility The output required to maintain the fan page is negligible and we still manage to get a loyal and active following. Our reach is across channels like Facebook, Twitter, Youtube, and Bookmyshow Blog. But our major platform that is used the best is Facebook. 1. Facebook Fan Page The fan page is a more current informative platform where our posts include latest movie trailers and event updates, periodically spiced with quiz questions, movie merchandise, premieres and free screening of movies and celeb Meet & Greets. 2. Blog The blog features the latest movie reviews from BMS reviewers as well as reknowned critic Rajeev Masand, a B-town Buzz section with the latest pics from the latest Bollywood events & parties, polls, offers and discounts and miscellaneous articles about our activities, tie-ups, products, etc. 3.Twitter Entertaining while interacting is our aim here. We tweet about music, trivia, quizzes, polls and latest movie news. We are proud to have recently added cricket to our agenda. 4. YouTube This is where we upload our latest trailers & some exclusive ones which are provided to us before any other media or channel.
Implementation Were a small team and all our work is in-house and we do not have any external agencies assisting us on our Fan page. We partner with external agencies for freebies for our fans & in exchange we promote them. ^Production houses provide content, merchandise & tickets ^Organisers of plays, events & concerts provide content, merchandise & tickets ^Sporting events cost borne by us (tickets). ^Brands prize sponsors for contests Impact and outcome Our fan base has grown from 12,000 fans in Nov to 7,90,330 fans (updated on 20th December 2011). Theyre a very active bunch too. Daily, Weekly & Monthly user activities have also shown rapid growth spurts, indicating that we try our best to keep our fans engaged & they love the open forum we offer them. In the last 6 months weve experienced rapid growth (385% to be precise from 15 Dec 2010 15 Jun 2010). From Nov 1 2010 to Jun 15 2011: ^ Daily Active Users: 2,983 to 53,354 ^ Weekly Active Users: 7,098 to 1,22,651 ^ Monthly Active Users: 9,336 to 2,00,491 Growth Percentage: 3,264% ^ New Likes: 340,475 ^ Lifetime likes: 335,359 Fan Interaction & Activity People dont just like us and forget. They regularly visit our page (daily post views >> no. of fans) & post their feedback (interact) as well. Time frame: From Nov 1 2010 to Jun 15 2011 ^ Post Views: 35,405,900 ; Growth: 1,093% (compared to 19 Mar 2010 31 Oct 2010)
76. INDIASOCIAL case book-2
^ Post Feedback: 117,206; Growth: 2,043 % (compared to 19 Mar 2010 31 Oct 2010) Learnings The entire experience has been the most immersive and eye-opening one that we have had so far. It has helped us a lot in understanding customer trends, what they like and dislike in general, the most common customer complaints and how much people love freebies too! Taking the entire initiative forward also helped us to help our customers better. We were very attentive to their demands and complaints. We took the time to try to be as personal as we could to each fan that we have. We also constantly innovated and changed strategies to make sure that it was fresh stuff that was delivered with their morning coffee. Contests improved the feedback from our fans manifold and we were able to have people who were gratified and soon we had responses which almost every time whistled to the same tune of BookMyShow, I Love You and thanks for the tickets/merchandise. It was also good to know that no good deed goes unrewarded. Since the time we started taking more interest in our customers they have also rewarded us in their own manner with much more patience and increased activity in the posts that we put up. What next It is too hard to pin point a certain step that we will be taking for the future. Facebook is a very large community to handle. With over 300,000 fans and counting, we think having a separate Customer Grievance Cell right here on Facebook would be taking the right step forward. We would aim to make it the one-stop point of contact for anything BookMyShow. Another idea is to start webinars or Live Chats with celebrities for our movie-buffs.
TESTIMONIALS Jacinto Fernandes, Head Marketing, Paramount Films of India Ltd. BookMyShows Fanpage has helped us tremendously in leveraging our Fanpage (Paramount India). We recognised them as a platform where the Indian masses regularly visit for their daily dose on movie gup-shup. For Kung-Fu Panda 2 we requested them to upload our apps to direct their fans to our pages and this helped us raise our number of fans. It was a win-win situation for both of us, 12% of our ticket sales come from BookMyShow. Anjali Malhotra, PR & Promotions Manager, SPEFilms India Pvt Ltd (Sony Pictures India)It was great working with BMS because they engage an audience that loves a wide variety of movies which is what we bring to the table.
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Best Short Term Campaign CHANNEL [V] 1
Channel [V] is the brand name for multiple international music television networks owned by STAR TV and ...
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Best Short Term Programme CHANNEL [V] 2 3rd Position
to create ... This is a case study about how RFID technology was used for the first time in India in the form of a wristband
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Best Strategic Programme MTV ROADIES 2nd Position A nine month trans-media campaign resulted in
establishing MTV Roadies as the most talked about brand in India ...
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Best Use of Platform/Channel ESPN
'Commentweeter' (Cricket Commentator on Twitter) generated excitement and hype around ...
103
Best Short Term Campaign Red FM 3rd Position Red FM has been built on the principles of interactivity and
listener empowerment ...
// Explore the unheard and bring brilliant independent music to the forefront. The endeavour was to build a platform for established and new artists, to explore undiscovered sounds...
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ARTISTS ALOUD
COMPANY SNAPSHOT NAME : Artistaloud.com PRODUCT CATEGORY : Digital entertainment CASE SUBMITTED BY : Ishita Mookherjee WEBSITE : http://www.artistaloud.com CAMPAIGN SNAPSHOT NAME : Independent music goes digital NATURE OF THE ACTIVITY : Business to consumer CAMPAIGN TERM : Short Term DURATION : * Webcert Season 1 Start Date: June 24, 2010 End Date: February 2011 * WebCert Season 2 In finalization stages * LaunchCast Start Date: December 1, 2010 End Date: Ongoing Launched in January 2010, ArtistAloud.com is a platform that has dedicated its efforts to explore the unheard and bring brilliant independent music to the forefront. The endeavour was to build a platform for established and new artists, to explore undiscovered sounds, take their music directly to their fans, and distribute the content in ways that are most convenient to the listener. Executive summary Explore the unheard and bring brilliant independent music to the forefront. The endeavour was to build a platform for established and new artists, to explore undiscovered sounds, take their music directly to their fans, and distribute the content in ways that are most convenient to the listener. ArtistAloud.com currently celebrates the music from more than 155 artists who have contributed over 500 songs. What started as an experimental platform to showcase the unreleased music of artists, both well-known and new became a revolution in the Indian independent music scene. Some of these artists include Kailash Kher, The Raghu Dixit Project, Advaita, Sona Mohapatra, Vikas Bhalla, Siddharth- Suhas, Himani Kapoor to name a few. ArtistAloud.com has successfully managed to connect artists with their fans directly, giving the fans access to their previously unreleased music. Background ArtistAloud.com is a platform which supports music created by independent artists. The objective of this platform is to popularise the music created by independent artists and
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thereby, get more consumers to download the songs composed by these artists. This objective led to the launch of WebCerts Season 1 and LaunchCast a series of online concerts w h e r e a r t is t s ca n co lla b o ra t e wi t h ArtistAloud.com for the online concerts (WebCerts) where they perform live for a digital audience and/or launch their new songs, again by performing for the Digital Audience, through our LaunchCast series. The WebCerts and LaunchCasts are relayed on a special page integrated with our website and promoted heavily using our Facebook community which boasts of 1, 80,000 + fans. Objectives The objective was simple Give independent artists a platform to increase visibility for their
work. The goal is to increase interaction around each artist who appears on our WebCerts and LaunchCasts. Strategy and planning The strategy was to create a series of high impact digital properties that will be lucrative for independent artists and their listeners, alike. Stakeholders The stake holders involved with this initiative include: ^ Artists: As this is a platform that will help them create more visibility for their music. ^ Brands: Since we have credible names attached to our WebCert series, we decided to
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// Channel [V] was organizing IndiaFest Indias largest Intercollegiate Festival in Goa. The objective was to create awareness about the festival, among the college students community, in a short span of 2 months...
Background Channel [V] was organizing IndiaFest Indias largest Intercollegiate Festival in Goa. The objective was to create awareness about the festival, among the college students community, in a short span of 2 months. With minimum media spends and with an insight that youth today spend maximum time on social media, especially Facebook, and with numbers to back our insight, we launched a social media campaign Sabse Liked College on Facebook, encouraging the college student community to vote for the most Liked college in India.
The concept instantly struck a chord with both the existing students across colleges as well as their alumni. To make winning the 'Sabse Liked College' title more sweet, Channel [V] announced a cash prize of INR 5 lacs to the winning college. The Sabse Liked College campaign became an instant hit, and resulted in more than 6000 students from all over India attending the IndiaFest @ Goa in Feb 2011. Objectives With the influx of new youth-targeted TV channels, Channel [V] wanted to reinforce its position as one of the premier youth
Implementation The 'Sabse Liked Campaign' was executed as follows: ^ The key was to highlight the application in 3 easy steps to avoid confusion and making the entire process simple and fun, so after the user Liked the page, the liked tab had a Click here button to take the user to the application home page where he had to select his college from the list of colleges in the app. ^ The application home page was pre loaded with 2000 plus colleges in India, the user simply had to search his college and submit his alma mater. If the user wasn't able to find his/her college on the given list, he/she had an option to search and add his/her college to the list, taking into account that there are more than 16,000 colleges in India. ^ Once the user selected the college, he had to click on the Like button to vote for his alma mater. At the same time, he/she could see how many users have liked his college and also Invite friends to like the college. ^ Each college listed in the app (pre loaded or added by the user) had their own mini page for user to see the names and photos of all those who had voted for that college. ^ One could vote for more than one college of their choice, considering the fact that students could have attended more than one college. ^ The user could also check which college was leading in the leaderboard, and if their college was not amongst the top, they could work on it by recruiting more friends to vote for their college. ^ One could recruit more friends to vote for their college inherently making the campaign viral by way of the simple Invite friend option. ^ The duration of this specific campaign was 45 days, and after rigorous voting from the users, the 'Sabse Liked College' in India crown was earned by Rizvi College of Arts, Science and Commerce (BMS and BMM), Bandra. They
^ The 'Sabse 'Liked College' application was preloaded with 2000+ colleges. We had provided a feature for students to add their college if it wasnt there in our list. The students ended up adding a whopping 8000+ colleges to our database, beyond the initial 2000. ^ Increase in Fan base: Blowing away client expectations When the campaign started Channel [V] fanbase on Facebook was 3,43,185. The client had thrown us the gauntlet of achieving 5,00,000 fans by 31 January 2011. We not only surpassed the client target, but blew past it by 1,48,079 with a fanbase of 6,48,079 fans on 31 January 2011. Channel [V] registered an exceptional growth of 3, 04,894 fans in 45 days. Learnings Our key learnings were: ^ Elaborate and complex engagements are not required, and may not work What works is
Social Wavelength
Any partners who helped you with implementation
The engagement should not only be good and have virality potential, but also stay close to the core focus of the brand, to really resonate well with the target group. What next ^ Looking at the success of the campaign, Channel [V] is contemplating making 'Sabse Liked College' into an ongoing annual activity. ^ Sustain the engagement and continue to interact with the fan base ^ Leverage on the captured user base to build positive WOM around the various Channel [V]
87. INDIASOCIAL case book-2
// This is a case study about how RFID technology was used for the first time in India in the form of a wristband to create real-time promotion...
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HOW DO YOU CREATE 12 MILLION+ IMPRESSIONS IN 48 HOURS WITHOUT SPENDING ANY MEDIA DOLLAR? A CHANNEL [V] CASE STUDY
COMPANY SNAPSHOT NAME : Channel [V] PRODUCT CATEGORY : Media, Publicity and Entertainment CASE SUBMITTED BY : Kunal Punjabi WEBSITE : http://www.channelv.in CAMPAIGN SNAPSHOT NAME : How do you create 12 million+ impressions in 48 hours without spending a media dollar? NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/channelvindia TWITTER : http://www.twitter.com/channelvindia CAMPAIGN TERM : Short term START DATE : 4th February 2011 END DATE : 5th February 2011 Reaching out to over 22 million viewers every week, Channel [v] is a TV channel that offers a mix of music and tailor-made programming that appeal to the youth. It has pioneered unique initiatives since its inception, like [v] Pop Stars, Big [v] Concert, Get Gorgeous, Dare 2 Date and many more. Recently, the channel has also started experimenting with on-ground brand experiences such as Indiafest (Indias Biggest College Festival in Goa) and the [v] Spot Cafe+Bar in Delhi. [v] is today known for creating innovative, award-winning and cutting edge content that reflect the youth passions. Channel [v] aims at connecting with the youth and firing their imagination with content that is bold, unconventional & polarising, all of which reflect what young India is driven by.
Executive Summary This is a case study about how RFID technology was used for the first time in India in the form of a wristband to create real-time promotion and awareness of the events at Indiafest 2011 Indias first ever college festival held offcampus on the serene and beautiful beaches
of Goa a Channel [v] initiative. The results were tremendous with 6000+ students swiping their RFID wristbands over 60,000 times to create 12 million+ impressions on Facebook. A lot of buzz, chatter and positive word-of-mouth was created for the brand as it is now officially, the first brand to introduce the RFID concept in India.
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Background Indiafest 2011 A Channel [v] initiative, Indiafest is the first ever college festival held outside campus, amongst the serene and beautiful beaches of Goa! This was the largest college festival of its kind and included a plethora of competitions to participate in, 6000+ participants, prizes worth Rs. 7.5 million, and performances by a multitude of International and Indian artists like Skazi, Shpongle, Jalebee Cartel, etc. To promote Nokia Indiafest 2011, Channel [v] wanted to come up with an innovative way to take the on-ground event in the online sphere to the virtual world of Facebook, where the
youth of today resides. Objectives ^ To give our target audience and fans realtime updates of what was going on at Indiafest at any given point of time. ^ To create a viral effect for Indiafest without spending a dime on advertising. ^ To create buzz and chatter around the brand for achieving point 1 in an innovative and unique way. ^ To do something thats never been done before in the country
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3. Like boxes containing RFID scanners were placed across the venue at every event arena like the concert area, dramatics zone, dance stage, workshop tent, etc. The attendee merely had to swipe his band at the box et voila, his Fa ce b o o k s ta tu s was u p d a t e d wi t h communication depending on where and when the Like box was placed. For eg. if the box was swiped at the concert area during Skazis gig, the post would say, Kunal Punjabi is currently watching Skazi live in concert! Impact and Outcome ^ 6,000 attendees swiped their wrist bands 60,000 times ^ 12 million+ impressions created on Facebook ^ Even more impressions were generated through interactions (comments / likes) on each post Learnings What worked? The convenience and seamless method of updating worked for the TG. What did not work? Nothing. The most significant challenge was the setup of over 40 like boxes and syncing them to a server in a beach where there was no internet connectivity except using a data-card. Insights gained Since the youth did not like to be bothered at any point of their Goa experience by conventional promotional methods like flyers, t-shirts, etc., the fact that this promotion method was digital, unique and did not hinder their experience in any way, is what really worked well for the activation. What next Indiafest version 2 is slated to happen in Jan 2012. We plan to use the RFID technology even
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E-Phoria Technologies
Any partners who helped you with implementation
// A nine month trans-media campaign resulted in establishing MTV Roadies as the most talked about brand in India. Not only did Roadies establish itself as a giant in the social media space in India but it also got India noticed in the ...
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MTV ROADIES
THE MOST EXPLOSIVE YOUTH BRAND IN THE COUNTRY
COMPANY SNAPSHOT NAME : MTV PRODUCT CATEGORY : Media, Publicity and Entertainment, Business to consumer CASE SUBMITTED BY : Ekalavya Bhattacharya WEBSITE : http://www.mtv.in.com CAMPAIGN SNAPSHOT NAME : MTV Roadies NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/mtvroadies TWITTER : http://www.twitter.com/MTVindia CAMPAIGN TERM : Long term START DATE : Online campaign started with a call for entries for Season 8 back in September 2010. Campaign went through the audition phase in Jan Feb and the journey phase 5th March 18th May. We will now continue with Roadies Battle Ground on the website and Facebook fan page and lead up to Season 9. Roadies started in 2003, first hosted by Cyrus Sahukar. Season 2 Season 8 has been hosted by Rannvijay. It is based on MTV reality show Road Rules which started in the year 1995. It is Indias most popular reality show with eight successful seasons.
Executive Summary A nine month trans-media campaign resulted in establishing MTV Roadies as the most talked about brand in India. Not only did Roadies establish itself as a giant in the social media space in India but it also got India noticed in the International space (Its in the top 10 most engaged Facebook pages of the whole world). It busted myths of TV content not being consumed online and also myths which assumed Roadies to be too niche for an evolved audience platform such as Twitter. A campaign which was completely for the users
at every step and which helped tailor on-air content based on how the audience in the digital space was responding to previous content. A campaign which integrated TV, outdoor, mobile and digital media, a perfect example of how a campaign should use its website, WAP site and social presence. Background The popularity of Roadies has surged on television and online. The aim was to give the loyal fan base quick and easy access to
Roadies-related content, attract new consumers and engage with them right through the season. Fans thronged YouTube to get the latest Roadies content. Hundreds of unofficial pages and websites catered to this audience. We wanted to draw all these fans first to our digital platforms. Objectives To make Roadies the most talked about brand in the social space in India. To be Indias most engaged Facebook page. 3 Million Fans on Facebook, 10 Million visits to our website, 5 million video views on MTVIndia.com/roadies, 1 Million+ views on Roadies channel on YouTube and be one of the top channels. (We ended up achieving all that we set out to do.) Strategy and Planning Strategy: Reach out to our viewers and enable them to influence their social circle about Roadies. Content Strategy: Sneak peaks, full episodes, behind-the-scenes pictures, gossip & leaks. Quick contests & gratification Simulcast on TV, web & mobile, long & short form Roadies content available on microsite, Facebook, YouTube and on mobile. Uncensored clips & full episodes! Live chat with hosts & contestants. To ensure we reached out to our
consumers multiple times on a daily basis. Listening Strategy: We were all ears on our MTV Roadies Facebook page. On-air Programming Content was edited according to the fans demands. FacebookMeetups/Tweetups before airing of episodes. Regular polls & tweets to find out who is trending on the show. Interactive Strategy: Live chat with Raghu, Rajiv, Rannvijay & contestants! Raghus blog on the website and contests on Facebook & Twitter. We wanted to keep the consumer involved 24/7 right from the beginning of the show to the very end. Stakeholders Our primary stakeholders were our consumers and we did everything possible to engage with them on every platform possible. This included almost every digital platform where our users could possibly be found. We wanted to ensure that a one-time viewer would be digitally touched at one platform or the other and convert to an addicted week-on-week viewer. Raghu and Rannvijay were also integral to all our digital activation. Choice of channel/s ^ Website http://mtvindia.com/roadies ^ Blogs Raghus exclusive blog giving fans insights into each episode
^ YouTube - Roadies full episodes and uncut ones ^ Facebook - Ehcos the world is on Facebook ^ Twitter - Live tweets during the show fans tweeted during airing of the show ^Tweetups Inviting influential junta to screenings Implementation On Facebook, we knew that the audition videos are hugely popular and some of them had massive viral quotient. These are the videos shared on Facebook. Our conversations were around these. City comparisons kept the heat alive. At the time when auditions went on air, Viacom and YouTube were in a legal tiff. So, we used YouTube as a Roadies fan - some audition videos have nearly 1 million views each! ^ Keeping in mind that the content is king all previous seasons of Roadies were uploaded. An official Tweet-up for the first journey episode at the MTV Parel office was organised. Roadies was trending by the end of the tweetup. ^ Similarly, one day before every journey episode aired on TV (i.e. on Friday) we would have a tweet-up in a major city and would air the episode to the fans! ^ On Facebook, we shared regular posts with updates, sneak peeks & polls full episodes, uncensored clips on the website, YouTube, Facebook & mobile WAP site. ^ Knowing what works Rannvijays posts on MTV Roadies have garnered record breaking numbers. The most favoured Roadies also make the best posts. Weve seen numbers on the Facebook fan page which havent even been heard-of for an Indian brand! ^ Contests: Contests carried out on MTV Roadies were hugely popular with more than 1000 entries for each contest. Contests/ quizzes also on the site for Dell, Snapdeal,
This in turn helps us to figure out what sort of content is shared by people on their walls. ^ Website: 10 Million visits, 16 Million pageviews ^ YouTube - Total Upload views on the MTV Roadies channel are 1,567,195 - The channel went live on April 18th. Weve consistently been in the Top 5 channels viewed in India. Learnings Stuff which works: Rannvijay, Raw uncensored videos, behind the scene pics. Stuff which doesnt: Contests. Surprisingly contests dont work in getting you new fans. They just help in keeping a minority group happy and engaged. Establishing the Facebook page as a platform where Roadies fans could meet other people similar to them. We wanted to build this as a platform where other Roadies fans could consume, share and broadcast content which helped us reach out to their friends and increase the popularity of the show. Insights gained: Always think 360 degrees when it comes to a campaign. And think integration. Make everything as social and as easily accessible as possible. Integrate one media platform with the other. Short status updates work. (An internal study showed us that Facebook updates lesser than 120 characters get more likes than the ones longer than 120. Study done after studying 100 posts made by us.) What next Roadies Season 8 ended on 18th June. Now well have: RBG Roadies Battle Ground. An online task based program to select the first Roadie for Season 9 of Roadies. Roadies specific content Over the next few months we
Website Execution Web18 Partner for short promos, vignettes etc.; Colosceum Handling logistics; Youtube Channel iStream
// Idea Cellular was a brand that positioned itself in bringing simple but great ideas through the power of technology and the mobile phone. To bring alive their partnership with MTV Roadies, they had to transcend to being a cult brand ...
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Executive Summary Idea Cellular was a brand that positioned itself in bringing simple but great ideas through the power of technology and the mobile phone. To bring alive their partnership with MTV Roadies, they had to transcend to being a cult brand and they decided to deliver the same promise and offer the chance of a lifetime to every one of the thousands of fans of the show through the power of social media. A chance to live the Roadie experience through a live interaction with the hosts of the show, the twin brothers Raghu and Rajiv, who were responsible for turning it into the cult brand it was.
Background Idea Cellular partnered with MTV Roadies for the fourth year and while the show had evolved into one of the rare mass cult brands, the benefits werent being reaped to their potential by Idea Cellular. Idea Cellular was a brand that positioned itself in bringing simple but great ideas through the power of technology and the mobile phone. To be a cult brand, they decided to deliver the same promise and offer the chance of a lifetime to every Roadies fan through the power of social media a chance to have a live interaction with the hosts of the show, the twin brothers Raghu and Rajiv.
Objectives To the thousands of fans of the MTV Roadies reality show, Idea Cellular was just a brand name associated with the show which could change the next year. This time around, the brand didnt want to just ride on the laurels of the show but instead wanted to earn the respect of the fans and the right to be associated as the cult brand that the show deserved and through this, sell the Roadies VAS pack. This was the story of most brands as content sponsorships have long been a fruitful approach taken by brands to gain the visibility that would have more impact than a big budget media campaign. It wasnt enough for brands to speak the brand lingo to the customer who no longer cared. They wanted to be entertained and participate and sponsorships were still missing out on that element of engagement. Idea was a rare brand which connected to the consumers in a meaningful way with the message of What an Idea and also partnered with properties that managed to whip up a frenzy. The three year partnership with MTV Roadies was the biggest of these. MTV Roadies was one of the pioneer reality shows where contestants rode around the country on motorbikes and along the way performed tasks with an elimination attached to each task. The final standing contestant was crowned the winner. The reality based adventure show has over the years captured the imagination of audiences who have taken in every aspect of it and turned it into a mass cult. The heart and soul of the show were the hosts Raghu and Rajeev, who tormented every aspiring Roadie during the auditions stage as well as during the actual show. After a year of absence they were returning and this meant the expectations were bigger than ever. But Idea Cellular worried that the benefits it reaped from the Roadies platform were limited to just awareness. While this was useful in
year in the hope of living the Roadies experience dealt out by the hosts, Raghu and Rajiv. Choice of channel/s Facebook: Facebook was not harnessed to its potential yet. While tabs and wall posts were exciting, we chose to focus our efforts on using the power of Facebook Connect to bring the WOW factor to the overall experience. Through Facebook Connect we could make the interactive game with Raghu and Rajiv personal by bringing in the users friends. We also reached out to Roadies fans through the MTV fan page as well as the dedicated Roadies groups on Facebook. Implementation Viral: To build the anticipation we first launched a video that shocked users. Users watched a regular video of Raghu and Rajiv who then got out of the screen and took control. Once the user started to view the video, the brothers would pause the video. The user then had to click on the play button to continue viewing the video. This again would lead to the brothers taunting the user some more and taking control of the video and finally dragging the slider to the end leaving the user helpless. This innovative video set the tone for the experience to come on the microsite as well as boosted the awareness levels of the Mobile Roadie Hunt. The viral then took the user to the microsite where Raghu and Rajiv welcomed them to the Mobile Roadie experience with one question How well do you know your Facebook friends? Microsite: The idea of bringing alive the idea was through the window of a microsite where the challenging and incredible experience of the interaction with Raghu and Rajiv was hosted. Users had to login with their Facebook accounts. After logging in, Raghu and Rajiv started analysing the user and users friends on Facebook and the user would have to
^ All this was achieved at almost zero media spends. An increase of more than 250%. (Source: Client Data) Quick Tips ^ In short, making sense to the audience being a large and powerful brand isnt enough to be associated with a show that has managed to create a cult through its execution. To be truly remembered, the brand must be able to speak the same language and offer the same experience as the show itself. ^ Blatantly pushing a product through emailers and microsites will generate almost zero dividends as opposed to creating an environment where it makes sense to the user to buy your product. This environment was our game. What next The Roadies format has been the same that last two years and this has proved to be most successful: Interactive experience and then mobile gaming. We intend on following this system next year if our partnership continues and will look to using social media as a VIP pass for more content on Roadies.
External Agencies:
Any partners who helped you with strategy
// 'Commentweeter' (Cricket Commentator on Twitter) generated excitement and hype around the international cricket tournament ACL T20, and induced people to participate ...
Choice of channel/s Fans battled each other on Twitter to win an allexpense paid trip to South Africa, watch the matches live, dine with their cricket icons, interact with broadcasting commentators and tweet their experiences to their followers. Participants with Twitter accounts were invited to enter a 135-character tweet about why they can be the Official Commentweeter through 3 easy steps Tweet, Promote & Win! The aim was to gather as many votes on their tweet as they could to increase chances of winning. All participants could share their Commentweeter profile with friends on Facebook, Twitter or via email. The campaign also drew tremendous energy from its Facebook and Twitter pages which became forums for participants, voters, fans and promoters of the campaign and the Twenty20 tournament to engage with each other and battle team loyalties while rooting for favorites to win. The contest was hosted on ESPN's website with a media push on live score card pages of hallowed cricket websites like Cricinfo, CricketNext, Cricbuzz etc. A mini-promo was also launched on the ESPN channel to create awareness and spark interest of cricket crazy fans across India. Implementation The Hunt for the 'ACL Official Commentweeter' was launched a simple slogan contest that could eventually get Twitterati the opportunity to be a commentweeter and tweet live from the matches in South Africa for all of their followers. All they needed to do was get as many people to retweet and vote for them. The idea was seeded amongst influential tweeters in the hope that their participation would amplify the buzz for the activity + a media campaign on ESPN websites helped generate awareness for the contest.
Impact and Outcome It created buzz on social networks successfully, with participants reaching out to popular icons and celebs like Lalit Modi, who retweeted and helped spread the word while increasing participants chances to win. The campaign gained visibility through Twitter with several thousand participating and many more voting for their friends/peers to make them win. Results ^ Over 20000 tweets ^ Influencers such as @kiruba with over 50000 followers participated and won resulting in huge buzz for the activity ^ Live tweets from these personalities during the match created renewed interest in the ACL and helped to increase viewership Quick Tips In order to get people talking about it and eventually watching it, we realized that reaching out to influencers who could spread the word would give the tournament much needed buzz. The challenge was finding these influencers and almost immediately we turned to Twitter. We put them front and centre of the action and gave them the opportunity to gain even more of what they always seek influence. What next The contest is now over. Testimonials Won at the Exchange4Medias Indian Digital Media Awards in the Best Use of Twitter category!
External Agencies:
Any partners who helped you with strategy
Webchutney
Any partners who helped you with implementation
Webchutney
// Over the past one year, the brand has tried to make its presence felt on popular social networking websites such as Facebook, Twitter, Youtube, Soundcloud and showcase its attitude and philosophy, in the process reaching out to ...
RED FM
BAJAAOING BEYOND AIRWAVES
COMPANY SNAPSHOT NAME : Red FM PRODUCT CATEGORY : Media, Publicity and Entertainment CASE SUBMITTED BY : Tanvi Negi WEBSITE : http://www.redfm.in CAMPAIGN SNAPSHOT NAME : Bajaaoing Beyond Airwaves NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Long term CAMPAIGN TERM : Long term START DATE : May 2010 onwards Launched in the year 2002 in Mumbai, RED FM is one of the fastest growing FM radio stations in India. With a strong footprint comprising of 50 stations across India, RED FM has the largest radio network in India at present very well supported by Suryan FM. Red FM being the station for expression has always believed in the philosophy and attitude of Bajaate Raho! With the strategy of playing only Super Hit music based on the internationally successful CHR (Contemporary Hit Radio) format, RED FM offers a strong brand representation in the form of unified programming across key cities garnering a larger listener base. Executive Summary Red FM has been built on the principles of interactivity and listener empowerment. Over the past one year, the brand has tried to make its presence felt on popular social networking websites such as Facebook, Twitter, Youtube, Soundcloud and showcase its attitude and philosophy, in the process reaching out to a wider audience. Tapping into the aspirations of lacs of Indians across the country, Red FM not only provides consumers with a platform to have their voices heard but also gives them a sneak peek at glamorous lives of some of their favourite stars and RJs. Background Red FM is known nationwide as the station for expression and has been built on the principles of interactivity and listener empowerment. Radio is a mass medium that reaches out to lacs of listeners every day and provides free entertainment to anyone who owns a receiver. It is truly a theatre of the mind, but with increasing consolidation in the media industry Red FM found itself at a disadvantage as compared to other radio stations, with no print or television pedigree to increase the brands awareness levels.
To overcome this disadvantage and increase brand awareness, Red FM has steadily practiced the strategy of touch point marketing wherein we seek to integrate ourselves into the lives of our consumers and reach out to them via multiple avenues, whether it be at home, while shopping or commuting, at work or at play. With more and more Indians hopping onto social networks we had a new medium that we could utilise to bring alive the Bajaate Raho! ethos of the brand. Objectives Red FMs Bajaate Raho! ethos resonates most strongly with the younger audiences who connect with the empowering, can-do spirit of the brand. Bollywood and associated industries have an aspiration value attached
to them. Curiosity fuels the desire to know their favourite stars and celebrities in their natural environment, and accounts for the popularity of reality shows in this day and age. With platforms like Facebook, Youtube, Twitter listeners across the country can now gain a behind-the-scenes peek at what goes on at their favourite radio stations. Red FM stations in metros and smaller towns have their dedicated Facebook pages which are managed by the internal programming teams and are updated on a daily basis. ^ Use social media as an extension of the station and reach out to non-regular listeners of the station. ^ Reach out to the urban, younger demographic of listeners who spend a substantial part of their day online.
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Best Strategic Programme JAAGO RE
Tata Tea launched their Jaago Re - meaning Wake Up - TV campaign in an effort to wake up an apathetic nation to ...
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Best Strategic Programme MUST BOL Special Mention
Must Bol is a youth led campaign against Gender Based Violence that the young people face ...
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Best Short Term Campaign RANG DE Special Mention
... Rang De is a pioneering web based social initiative that supports rural entrepreneurs with access to cost effective
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NASSCOM EMERGE
The NASSCOM EMERGE Forum aims to draw strategies to explore the huge growth opportunity ...
// The Bell Bajao site that started out as a support tool for the campaign on-ground has now become an important scaffold for the grassroots work and has an influential following and fan base on Facebook and Twitter ...
direct confrontation in the cyber space. Beyond raising awareness and reaching out to individuals in the cyber space to contribute in the campaign, Bell Bajao is commonly mentioned as the 'go-to' cause/campaign for all news and views related to violence against women and there are many users reaching out to us via email (bell_bajao@breakthrough.tv) and our Twitter handle (@Bell_Bajao). Background The Bell Bajao! online campaign was originally conceived to support the human rights and gender training as well as community mobilisation activities that Breakthrough has been vigorously sustaining through various platforms for a decade now. Bell Bajao! took a multi-dimensional approach by raising awareness about domestic violence in public service announcement (PSA) advertisements aired on national television, radio channels, gender and human rights training workshops, multimedia equipped video vans running across different districts of the country and online platforms via prominent video streaming channels like Youtube and Vimeo. At the time when the Bell Bajao site was being built in the first phase of the campaign in 2008, the frenzy of social media was still catching up in India and blogging was popular only amongst a niche educated section of the society. Moreover, a topic like domestic violence was shrouded in silence and spoken about with very careful and politically correct discretion that favored the structure of the family over women's individual rights and well being. The role of social media was critical to take on the social normative values at a big scale and to create a context to raise awareness on domestic violence that would excite an unlikely audience to participate in the dialogue process. It essentially can be held responsible for bringing the issue of domestic abuse out of the closet and into the next door neighbours conscience. The Bell Bajao blog is
one of the few user generated platforms that encourage the exchange of opinions, studies, experiences or personal stories on issues from gender to violence to sexuality. Objectives The main objective of the Bell Bajao campaign was to raise awareness on domestic violence by bringing it in the purview of mainstream discussions in platforms that have mass viewership and readership. These platforms include social networking sites like Facebook and Twitter, the blogosphere, video sharing websites like Youtube and Vimeo, and news dailies and wires (print and online). The biggest milestone for the Bell Bajao online campaign was the micro campaign during the global 16 Days of Activism in 2010 called, 16 Days of Tweetism. In this period, more than 16 bloggers contributed unique and interesting articles on emotional abuse in romantic relationships, violence against women in political and military conflict zones like Manipur, Kashmir and Jharkhand (Naxalite region), Breakthroughs support in the Queer Pride Parade in Delhi in 2010 and Harish Sadanis, founder of MAVA, journey from his locality to MAVA in engaging and involving men and boys in the movement for gender rights and equality. These blogs spurred dialogues on pertinent issues of women's rights via the engagement of online supporters (esp. men and boys) on social networking spaces like Facebook and Twitter. It encouraged a lot of people to come out of their private closets of suffering/abuse. Through Bell Bajao's 360 degree campaign online, Breakthrough aimed to achieve three basic and important goals to set the ball rolling on raising awareness and consciousness on domestic violence. Youth Engagement targeting young minds and engaging them in attractive mediums of edutainment. This defines the reason behind Bell Bajao's presence on Facebook and Twitter.
Google search engines and direct URLs are the highest traffic sources for the site with keywords, Bell Bajao and domestic violence. The keywords and high usage of direct URLs are reflective of the popularity of the campaign in familiarity with domestic violence. This also gives us feedback that most users on the site are those who have searched for domestic violence knowledge and resources online. Facebook insights tool is used to gain information on the proportions of youth demographics (age, location, gender) that we are reaching out to who are exposed to the content on the site that we share and all those who are participating in the discussions and micro campaigns on social networking platforms. The Bell Bajao page engages an
Merrymen helped in the concept and implementation of 16 Days of Tweetism during 16 Days of Activism, 2010
// Tata Tea launched their Jaago Re - meaning Wake Up - TV campaign in an effort to wake up an apathetic nation to the issues that affect it. After successfully drawing attention to important issues...
people to wake up and change India. Objectives ^ Create a movement around Jaago Re! that is action oriented ^ Involve people in social change by giving them simple tools to act and make a difference Strategy and Planning The Jaago Re! website was conceived as a collaborative platform for people to come together, learn about relevant issues in interesting ways (through videos, articles) and most importantly act through the simple act of volunteering for a social project. The first step was to bring Non-profits and potential volunteers (people who want to make a difference) together on the same platform and create a community around social change makers. Then using the simplicity of web tools, we created a database of social projects put up by non-profits. People could find projects that were on site or remote, based in their city, for a limited time or a long term engagement and
simply join directly through the website. The whole process of volunteering was made simpler and easier while education on the website helped to inform people about various issues, why they should support an issue and how they can act for it. Even for those who were not ready to take the step towards volunteering there are other ways to make a difference through the website. ^ Learn: Learn about 15 key issues affecting the nation through videos, articles and share them with friends. ^ Write articles on the website sharing your experiences, your opinions and your desires for India. ^ Connect with other like minded people and create community events such as street cleaning simply and easily through the website. The hub of the campaign is the website while other social media like the blog, Twitter and Facebook serve as spokes to promote content on the website, start conversations around experiences shared on the site and get people
involved in the programme. We connected with influencers through tweetups and even got students to participate through contests such as Campaign for Change an initiative where students had to create posters for social projects on the website and get volunteers for the project. Stakeholders Youth (18 40): 40% of the Indian population today is youth. They need to be educated about things that affect the country so that they can be socially responsible and take actions that bring about a change, for themselves and the countrys future. NGOs: We got NGOs to partner with us so that youth could choose what areas of social change they were most interested in and volunteer for the cause of their choice. Choice of channel/s Website: The website served as the main platform for people to get educated about
various issues that affect the country, get in touch with people to discuss these issues and connect with NGOs to take action. Blog: The Blog featured stories from youth, change makers, social activists and the general public on subjects that mattered. Facebook + Twitter: Facebook and Twitter served as an extended arm for the website with regular updates from the site, comments and opinions about current issues and discussions between everyone who was a part of the community. Implementation The entire digital initiative for Jaago Re! was undertaken by us in partnership with the brand team. Right from strategy to implementation, our in-house teams (strategy, creative, content and technology) worked closely with the brand teams to ensure success. A dedicated social media team also collaborated with nonprofit partners such as Bell Bajao from time to time to promote their initiatives as well as gain visibility for the website.
Webchutney
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Webchutney
// Must Bol is a youth-led campaign against Gender Based Violence that the young people face. The campaign recognises social media as a key venue for social interactions among...
Background I was 4-5 years, there was a guy who passed by me strongly hitting/ assaulting me. My mother said you must not share such things with others because you are a girl. My grandfather has always been apologetic of my skin color, dark skinned girls are low down in the eligibility bazaar! Do not cry, do not panic, go out and play. Be tough, because you are a boy But arent gay people abnormal? Young peoples testimonies abound with such sharing and demonstrate the various sociocultural influences in formulating their gender and sexual identities. Gender is everywhere because when people interact socially, the way we view ourselves, our identities, our freedoms, our rights and possibilities all come into direct contact with how others see us and how they act in relation to us. The city of Delhi has a large and diverse youth population. In our engagement with young people we have witnessed how gender
predominates and determines so many aspects of young peoples lives and yet remains largely unexplored, unquestioned and taken for granted. Violence emerging from gender goes largely unrecognized, routinized in many ways, and even celebrated at times. This is reflected in the daily news reports of violence in the intimate personal sphere, the community space and the public space. This includes incidents like MMS circulations of intimate moments by young men after relationships go sour, threats and murder of yo un g w o m e n n o t co ns e n t i n g t o a relationship, honour killings of young people marrying by choice by families and communities, castration of gay men, street sexual harassment and rape. There is great need for intervention and support, for placing gender in perspective and creating avenues for dialogue and discussion, for equipping young people with knowledge and legitimacy to question and respond and make choices in personal life and public spaces. Only from therein can emerge a
Objectives Goal: Young people addressing issues of gender through using social media. Objectives: Supporting active dialogue amongst young people around the violence they face. ^ Fa cil i ta t i ng yo u t h le d ca m pa i g ns through/involving social media platforms to address issues of gender based violence. ^ Energising social media spaces for young people to actively participate in campaigning and addressing issues of gender based violence. Themes: Before any sizable action started happening on the ground, the campaign focused on identifying the specific themes of the campaign, with participation of a core group of young volunteers. The following themes emerged as a result of this process. These themes directly affect our primary target audience, the urban youth in India: ^ Violence in intimate relationships ^Violence emerging from dominant gender norms ^ Violence stemming from the popular ideas of body image To achieve this, our primary objective is to create and energise social media spaces for young people to actively participate in campaigning and addressing issues of gender based violence and then implement a youth led social media campaign against gender based violence in par tnership with universities and youth organisations as well as organisations working on gender issues. To further bring in more young people to the campaign, and to create a buzz around the campaign, we also reached out to our constituents across Delhi, through multiple public events, workshops and calls for action across college and school campuses and public venues. Milestones: The campaign has been planned
^ To understand youths perception of GBV and other related issues of gender/ sexuality that the campaign is working on and hence converse with them on their own terms. And to constantly monitor young people, their posts and interact accordingly.
^ To develop ownership of the campaign within the primary (Campaign Core Group) and the secondary volunteers (Facebook Fans) to make it a self-sustainable community. We also had a team of interns to offer focused support to the execution of the campaign alongside the campaign core groups social media specialists. ^ To focus on Facebook while trying to divert its audience to www.mustbol.in ^ We also maintained a small presence on other online spaces (shared later) to further channel audiences to the two key spaces. The campaign also focused on greater interaction between our Facebook page and the website. ^ To maintain a human face/touch of the campaign with free flowing youth voices to be able to better connect with our target audience. We understood that constant contact and connect are crucial to gain trust from our constituents. And we also worked towards developing a community feeling where people would like to invite friends too! ^ To partner with diverse entities to reach out to diverse young audiences and to gain from synergies and to interact with organisations/ campaigns in the online realm. It was important to gain from the strengths of the partners and connect the campaign/members with diverse issues & initiatives within the greater GBV realm. (And its a good way to gain good Karma too!)
3. Facebook Contests- Through a series of Facebook contests, we were able to^ Enhance the engagement of the contest participants with the themes of the campaign ^ Create material that can be used in the offline/online campaign ^ Trigger new discussions on the thematic foci of the campaign ^ Bring out new observations and creative inputs on the themes of the campaign ^Draw new members to the page (as participants & voters) ^ Spread word about the page via participants ^Draw people to mustbol.in for Must Bol campaign and the contests : ^ Photography Contest: drew in 500 fans & 150 entries ^ Photo Caption Contest: drew in 100 fans, 45 entries ^ Tee-shirt Design Contest: drew in 100 fans, 10 entries 4. Fan of the Fortnight gets to be the Moderator for the day! An example to understand the impact and use of the Facebook contests would be the Must Click Online Photography contest. In March 2011, we hosted an online Photography Contest inviting young people to articulate their understanding and interpretation of Masculinities. Over 10 days, 44 photographers submitted 170 photographs, of which 140 were posted on to the Campaigns Facebook page Lets Talk. The winners of the contest were decided on the basis of popular votes from the members of the Facebook Page. Over the fortnight long voting period, there were 700 votes across the photographs. 4. Ask Bubbley Aunty Anything: Creating a funny online Agony Aunt who gives meaningful advice on love, sex and body image to young people. We created a fictional account on Facebook for Bubbley Malhotra and invited
Learnings The key learning from Must Bol was that to successfully engage and impact young people, an online campaign has to be candid and upfront yet inclusive and participatory, and special attention should be paid towards creating spaces for dialogue and discussion using creative forms/ media that appeal to the audience they desire to transform. We discovered that contests can be an effective way to draw in audiences to a social media campaign, but the tricky part is to attract the right kind of audience and after getting them, how to hook them for longer durations. While an online photography contest was able to draw a large number of fans to our Facebook page, it emerged that overall interactions on the page did not increase at the same rate as a lot of new fans were not interested in talking about gender issues. The need to connect to the physical campaigning was highlighted. As we went further with the campaign, we felt the need to host on-ground events and directly reach out to and engage with young people on issues of gender and sexuality and later invite them for further engagement towards online spaces. What next We plan to continue the campaign in its current form till at least September 2011. Beyond the time frame, we would like the volunteer leaders of the Campaign Core Group to take still greater ownership of the campaign and work towards making it a self-sustaining crowd-sourced campaign. Testimonials A young person at a Campus Event Full of life, Manish, through the Must Bol campaign, wants to stand up for those who are made to feel inferior due to their sexual preferences, and help them lead a normal life. Manish has created simple but powerful monologue based films that question gender norms and
Women India provides financial and technical assistance to innovative programmes and strategies to foster womens empowerment and gender equality; EnagagingMen.net is a gender justice information network committed to ending violence against women.
External Agencies:
Any partners who helped you with implementation
The Must Bol campaign also collaborated with a number of partner organization to implement various initiatives of the campaign with: ^ Dastak Collective ^ Feminist Approach to Technology ^ Jagori ^ Manzil ^ Pravah ^ Amity University, Noida ^ Delhi College of Arts & Commerce, New Delhi ^ Kirorimal College, New Delhi ^ National Law University, New Delhi ^ Pratibha Rajkiya Vidyalaya, New Delhi The Must Bol campaign website was developed by Joint Leap Technologies with structural inputs from the Campaign Team and design inputs by Anjora Noronha, a young, Goa-based, designer. Over the time frame of the campaign, we have received ideas and feedback about our varied social media initiatives from a large numbers of experts, users, youth facilitators and friends.
Must Bol is a collaborative and co creative space. The campaign builds on expertise and experience of diverse organisations and resource persons with a strong concern on gender based violence and engagement with young people. Our team works closely with the following mentors and partners to campaign effectively: Mentor Rahul Roy, filmmaker; Ashraf Patel, founder member of Pravah; Gayatri Buragohain, founder of Feminist Approach to Technology; Kavita Dasgupta, Community Media Practitioner; Pramada Menon, activist; Satish Singh, social justice activist; Seema Srivastava, Senior gender trainer; Shivam Vij, writer and researcher; Partners For Prevention is a joint regional programme of UNDP, UNFPA, UNV and UNIFEM, working to reduce the prevalence of violence against women in the Asia-Pacific region; UN
// The Rang De World Cup Fever leveraged the cricket following for the cause of Rang De and low cost microcredit. Individuals participated in it by making a pledge for a particular ...
excitement levels were high. We announced the campaign launch with a blog post and a F a ce b o o k e v e n t p a g e . C h a n n e l s o f communication were diversified to include Twitter and LinkedIn towards the end the world cup season. Pledges were being updated regularly on all the channels we used. Since, updates were more or less real time; we diversified the channels of communication only towards the end of the campaign when we had a full fledged team managing different properties. Stakeholders Volunteers, Chapter members, Corporates and Social Investors. Choice of channel/s Blog: We used the blog to announce the launch of the campaign. This would essentially help us reach out to people who follow our blogs. Facebook Event Page: This would help us keep
our fans updated and gave us a readily available audience to speak to. Twitter: When the excitement levels were high and we had a large group online, we used Twitter and did some real time tweeting to engage our Twitter followers. We used some heavy weight pledges to get more people involved in the campaign. LinkedIn: To reach out to corporate institutions and HNIs. Implementation This campaign was initiated and managed by two individuals a chapter member and a Rang De team member until the last three matches of the world cup tournament. We kept it simple initially and used Facebook to keep a track of the pledges we had for each match. We tagged people on Facebook, shared updates on our own pages, announced prizes every day and tagged the winners as well. There was wackiness element to it, as people went about
// The NASSCOM EMERGE Community website is a private meeting place where NASSCOM members and non-members can interact and work together with each other...
NASSCOM EMERGE
NASSCOM EMERGE
Strategy and Planning The community site has been live for almost 36 months now. We have been able to get participation from 3800 members, to be part of the community site. Presently, there are more than 1000+ discussions running simultaneously. The community site has become an indispensible meeting place for members to partner with each other and also share feedback on our initiatives. The community has helped us to put together 7 conferences (EMERGEOUT conclave) and initiatives like EMERGE 50, EMERGE Product Showcase and help us plan in our global delegations. To organise off-line conversations/meetings which help companies to build a comfort factor with each other. To have a buy-in from the senior management. To use an off-the-shelf product rather than building a customised solution based on our requirements. Recognise key people from the community at regular intervals. Stakeholders Our members, mid-sized IT companies, startups, other stake-holder in the eco-system Choice of channel/s ^ Groupsite - to build an online community with emerging companies and startups ^ Facebook - to spread the word around in the Social Networks ^ LinkedIn - to spread the discussions and also spread the word ^ Twitter - Promotional tool for the events, live tweets sharing updates with the community ^ Vimeo - to share the videos available from events, sessions, workshops. Implementation Groupsites.com
The Evangelisers team for EMERGE community Impact and Outcome The community site has been live for almost 36 months now. We have been able to get participation from 3800 members, to be part of the community site. Learnings ^ To build a core group of evangelisers who believe in contributing and helping the ecosystem partners ^ To organize off-line conversations/meetings which help companies to build a comfort factor with each other ^ To have a buy-in from the senior management What Next? We are looking at getting the buyer community involved in our discussions. We are keenly looking at identif ying some par tner associations overseas who can help in enabling some partnerships. Building a consortium approach and making sure that we have enough mid-sized companies who come together and work with each other. EMERGE Partner exchange is a trusted collaboration network. It is a platform to collaborate with like minded companies. Companies can partner with each other on technology, sub-contracting of projects, post leads, seek help and outsource. Testimonials A story in Outlook business http://nasscomemerge.groupsite.com/link/go/65155926 http://nasscom-emerge.groupsite. com/discussion/topic/show/312271 http://www.slideshare.net/avinash.raghava/ nasscom-emerge-forum-testimonials
NASSCOM EMERGE
External Agencies:
Any partners who helped you with strategy
None
Any partners who helped you with implementation
None
TELECOM
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Best Short Term Campaign AIRTEL
Real Fans was Indias first YouTube contest conceptualised for Airtel, which invited real, passionate fans to make cheering videos for their favorite team and upload them on the ACL T20 YouTube channel ...
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Best Strategic Programme TATA DOCOMO
Tata DOCOMO needed to be seen as a young proactive brand to make the leading telecom brands look out dated and not youthful. By using social media to connect and address consumer ...
// Real Fans was Indias first YouTube contest conceptualised for Airtel, which invited real, passionate fans to make cheering videos for their favorite team and upload them on the ACL T20 YouTube channel ...
links on Facebook, Orkut, and Twitter among others. The contest picked up maximum viral mileage with fans sharing this energetic experience through word-of-mouth and other mediums, with hundreds participating and many more voting for their friends/peers to win. As a result, it became the most subscribed YouTube channel (all time and the month of September 2010) with 500,000+ channel views in just the first 30 days. The campaign was successful in giving fans one thing they love the most, a platform to express their love, passion and cheer for their
teams. It also effectively established Airtel as an enabler of talent and amplifier of passion for the youth in this country. Background No other sport in India can claim the position of cricket in respect to its popularity and revenue generation. The Indian Premier League (IPL), since its inception, has ushered in a new era of club loyalty in Indian cricket fans. The fan frenzy over the 2010 edition of IPL and its massive success was testimony to the passion and intensity that only cricket has the privilege to enjoy in India. And with the recently concluded IPL, all eyes were on the Airtel Champions League T20 tournament in South Africa- hailed to be 5 times bigger than the Indian Premier League, featuring the 10 best domestic clubs of the world. Three club teams from India were taking part in the ACL T20. Unlike the IPL, where loyalty among the millions of fans was divided into 8 teams, ACL brought the same millions of fans
together rooting for the 3 Indian clubs. Objectives Our objective was to leverage brand Airtels association with Champions League T20 and use the cricket card to engage and interact with the Target Audience in their natural online habitats during the ACL T20, 2010. Strategy and Planning To unite the frenzy and passion of a billion strong nation sparked by the single common denominator Cricket, we conceptualised an infectious and energetic experience for fans to express and celebrate themselves while rooting for their favourite teams to win, in the form of a contest. The initiative invited real, passionate fans to make cheering videos for their favorite team and upload them on the ACL T20 YouTube channel which was created for the contest. It gave fans the platform to showcase their creativity, their talent, their passion, and their
madness for the game. The phenomenal response received for the contest also triggered an immediate connect with brand Airtel as an innovator in its category and set it apart from the competitive and overcrowded telecom VAS market in India, which was another aspect of conceptualising the online (YouTube) competition. The criterion for awarding the prizes was based on the number of views a video received over the duration of the contest. And the top 10 video owners with maximum views were flown to South Africa, with their partners, to cheer for their teams live at the venue! Stakeholders India being a billion-strong cricket-crazy nation, we were dealing with a vast target audience.
Choice of channel/s We chose to build and execute the creative interaction on one of the most popular and active video sharing networking sites with 300,000 odd users in India YouTube, to run this contest. The confluence of cricket and YouTube, for the first time in India which was never heard of before, was bound to spell success for the contest. Implementation The idea behind the contest was simple: Provide an interactive online forum to millions of cricket fans in India to upload cheering videos of themselves or friends to showcase their enthusiasm for their favourite teams and use the power of their personal social networks online and offline to make those videos go viral by garnering support. This would generate buzz for the tournament as
No
// Tata DOCOMO needed to be seen as a young proactive brand to make the leading telecom brands look out-dated and not youthful. By using social media to connect and ...
Background Tata DOCOMO is one of the fastest growing telecom players in India. However, with fast growth also comes increasing customer support issues. The company has focused on outstanding customer care right from the start, but wanted to DO more. The social media objective was to establish a means to provide customer care and assistance to customers in their social conversations without requiring them to contact customer care call centers. Objectives The Social CRM programme was conceived as a differentiator to stand apart from the old telecom operators by opening up social media
as an official channel of communication between the brand and its consumers for any customer service issue. By integrating customer service, billing teams and the social media team the programme sought to detect and redress every customer grievance in the most effective and timely manner. Strategy and Planning Tata DOCOMO is a youth brand. The youth today are on social platforms more than ever. They have numerous conversations with peers and form opinions based on what others say about brands. So we decided to be where our audience was and make Tata DOCOMO the most talked about and preferred brand among social media users. This would potentially allow the brand to be seen as being both a young brand as well as a brand that is caring and approachable. Stakeholders While the initiative was led by the marketing team at Tata DOCOMO, Customer Service and Customer retention teams were actively involved.
Choice of channel/s The strategy was implemented across all social media platforms like Facebook, Twitter, Orkut and thousands of blogs and forums Implementation We created a mashup between Customer Care and Social Media. We call it Social Care, a full-fledged proactive customer support program. We covered all social platforms; Twitter, Facebook, Orkut and more than 200,000 websites including Blogs and Forums. We used a team of Social Care Agents empowered to resolve all kinds of issues that the customer may have, be it activation issues, refund of charges, billing issues or network issues. We also addressed all queries of customers about any product or service. Impact and Outcome The Social Care initiative has helped Tata DOCOMO connect with the digital savvy youth and be seen as a young and caring brand. ^ 10,000 + issues resolved on Twitter ^ 27,658 issues resolved on Facebook
^ 6,553 issues resolved on Orkut ^ 89% issues resolved in 24 hrs Learnings Social Media can act as a double edged sword. It allows for engaging with the consumer in the platform he is most comfortable with, at the same time it opens the flood gates for customer complaints. However, with the right infrastructure and planning it is possible to offer proactive customer support and use service recovery as an even greater brand building tool. What next Social Care is now an integral part of Tata DOCOMOs marketing and customer service philosophy! Specialised teams have been setup to treat the social customer with greater sensitivity and urgency. We see this continuing and getting strengthened going forward.
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TRAVEL
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Best Short Term Campaign MAKEMYTRIP
When Indian honeymooners, couples and lovers go travelling & sightseeing, they often feel the need to immortalise their love on the walls of historic/ heritage monuments. Instead of preaching to them or punishing them, we ideated ...
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Best Strategic Programme MAHINDRA HOMESTAYS
Launched in 2008, and initially targeting the UK and Indian tourist markets, it brings together a large number of premium family homes that have quality guest rooms. Homestays present a unique and sustainable alternative to ...
// The Amar Prem website was created as a place where couples/users could immortalize their love on historic Indian monuments without leaving their seats or destroying an actual heritage site ...
Responsible Traveler campaign, which promotes eco-friendly travel among tourists and travel enthusiasts globally. Objectives Encourage people to stop scribbling & defacing Indian monuments & heritage and travel responsibly. Strategy and Planning When Indian honeymooners go traveling & sightseeing, they often feel the need to immortalise their love on the walls of Indias historic-heritage monuments. In order to stop them, it was clear that conventional communication techniques such as guilt trips or fear hadnt worked. So we gave them something we were sure they would love a workaround. A way to proclaim their love without harming Indias heritage. Amar Prem was born from this insight. On the website, people could doodle on virtual monuments so that the real ones could be
spared. People could select three historical monuments when they come to the site Taj Mahal, Humayuns Tomb and Charminar. After that, an exact replica of the monument appears on the website and couples can sketch on the image & leave love messages for each other. Stakeholders Indian travelers and online community to spread awareness for the social cause through a viral activity. Choice of channel/s The social hook to the campaign was established via Facebook and Twitter, where personal graffiti/doodles could be shared. Our strategy was to educate and urge people not to damage historical monuments, but instead take these urges out on virtual incarnations.
Implementation Upon landing on the microsite, users are prompted to make a selection from a choice of three famous heritage sites the Taj Mahal, Humayuns Tomb and Charminar. With a stunning life-like image of the monument, users can then choose an appropriate spot by zooming in and out of the frontal view, and start doodling their message picking from a palette of colors, brush styles and other usual suspects such as heart-shapes, cupids arrow, flower and butterfly imprints to embellish their designs. Once finished, users are prompted to save their beautiful creations, and are reminded to preserve the beauty of heritage properties by not defacing them.
Impact and Outcome Half a million clicks later, it was clear that people loved the idea. Thousands of doodles covered up the virtual monuments and the buzz from the activity got the attention of mainstream media with features appearing in Hindustan Times, Afaqs and more. The underlying message delivered through this deeply immersive and entertaining activity, powered through user-generated content and coupled with the clever use of social tools and media to share your creations. Amar Prem has caught the fancy of users very quickly and gone viral. The success of this campaign after an overwhelming response from users is evident in the 500% increase in traffic on the Responsible Traveler Blog since Amar Prems launch.
Learnings The biggest challenge was to help the brand establish connect with its audience through an interactive execution addressing a grave concern about preserving our national heritage and monuments. It was a sensitive subject for many, and our concept worked very well in adding value by communicating the message in a light-hearted, interactive and effective manner. What next There may be an increase in the number of monuments in the next phase of the campaign, to include famous international heritage properties too. Another creative twist proposed at a later stage is 3D models/incarnations of these heritage sites to thrill, excite and engage audiences with an advanced level of user-experience. Testimonials Awards Won: ^ Won a Gold at the Olive Crown Awards 2011 in the Digital Category ^ Won a Bronze ABBY at Goafest 2011 in the Website (services) category ^ Won a Bronze ABBY at Goafest 2011 in the Integrated Online Campaign category ^ Won a Gold in the Digital Media Campaign of the Year category at WAT Awards 2011 ^ News Coverage in Hindustan Times, AdGully, Times Groups Brand Potion
External Agencies:
Any partners who helped you with strategy
Webchutney
Any partners who helped you with implementation
Webchutney
// Homestays present a unique and sustainable alternative to hotel accommodation as they combine the comfort of a boutique hotel with the personal attention and local knowledge that only a family friend can offer ...
market and create sales, sometimes immediate, sometimes years later a way of capturing and developing an audience; indirectly, its a way of improving and building on search engine rankings. For a new brand launching in India and in the UK we wanted to explore the exciting opportunities available to us through social media marketing. Objectives The primary objective for the campaign was to develop and maintain an online presence through well known social media channels allowing us to engage users in conversation and for them to build a relationship with the brand. We wanted to be approachable and to generate a genuine following of individuals interested in India travel, happy to share their experiences and photographs with is. Goals that were set included developing a following of 5,000 social media users. Strategy and Planning Although the time and resources across different social media has varied throughout the initiative we have chosen to work under six guiding principles and we feel these values have aided our success.
^ Be honest we act responsibly and truthfully when representing our brand in Social Media. ^ Be interesting we ensure we communicate worthwhile, engaging messages that people enjoy. ^ Be open we communicate in an open, collaborative and sharing way with the people who engage with us. ^ Be dynamic we strive to demonstrate innovation, originality, enthusiasm and a clear sense of purpose in communications. ^ Be committed we are dedicated to keeping our activity regular, timely and relevant. ^Be strategic we plan and execute communications intelligently for maximum results. ^ We felt it was important to view Social Media as a genuine opportunity to build relationships with past and future customers. For example, we are often asked questions on Twitter such as Where should I go in India and we are quick to find out the users interests, the nature of their trip and planned timescale in order to allow us to respond with a genuine, researched reply that is personal to them.
Social media will continue to be an essential part of how we present ourselves and we will continue to engage users through Facebook and Twitter while encouraging them to engage with each other. External Agencies:
Any partners who helped you with strategy Dot Tourism Any partners who helped you with implementation Dot Tourism
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DISCLAIMER
While we have made all efforts to keep the report error free, we cannot guarantee the same. Please do point out any errors that you may notice and we will incorporate them. Please write to us at open@indiasocial.in with subject line corrections casebook2. Given that participating brands submitted the cases sometime ago, and while we did update figures submitted on the cases again before we went into design with the casebook 2, these may have changed again and we request you to cross-check this from their respective touch points. Views of authors are personal, and do not represent views of IndiaSocial and NM Incite or their partners. All logos and images properties of respective owners.
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