Creative Strategy Lions Deck 2019

CREATIVE STRATEGY
LIONS // 2019
SOURCE:
https://www.lovethework.com
INTRO
THE CREATIVE STRATEGY LION CELEBRATES THE IDEA BEHIND THE IDEA,
HOW STRATEGIC PLANNING CAN REDEFINE A BRAND, REINVENT ITS BUSINESS,
AND INFLUENCE CONSUMERS OR WIDER CULTURE.
THE FLOW
GRAND
PRIX
BRONZE GOLD
SILVER
CREATIVE STRATEGY - CASE STUDY PAPERS
BRONZE LIONS
I
CLIENT: CAMPAIGN AGAINST LIVING MISERABLY
AGENCY: ADAM & EVE DDB LONDON
CATEGORY: NOT FOR PROFIT / CHARITY / GOVERNMENT
PROJECT 84
CULTURAL CONTEXT:
Suicide is the single biggest killer of men under the age of 45 in the UK. Despite this, it remains a
stigmatised, silent killer which is under-acknowledged by culture at large with people being unable
to appreciate the magnitude of the problem. This was unacceptable.
We wanted to create something that would stop the public and government in their tracks and
make them pay attention, with media channels that would make the topic as real, human and
visible as possible.
CASE STUDY
PROJECT 84
1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)
Suicide is the single biggest killer of men under 45 in the United Kingdom.
84 men take their lives every single week.
More men die from their own hands than through cancer, or heart problems, or car accidents.
It costs the British economy over £20 million every single day.
But it’s an issue nobody wants to talk about. This stigmatises the issue further, driving men in crisis
underground – leaving them feeling like there’s nowhere to turn.
In our eyes, this is fucking unacceptable and demands change.
We needed to create an idea that:
1. Incited the nation to talk. Success was nothing less than a national conversation around male suicide.
We would measure this through the quantity of headlines and earned media created.
2. Forced the government to change. Conversation wasn’t enough. We wanted to affect systemic
change, as measured through a concrete change in governmental policy.
3. Stopped more men from killing themselves. None of the above would constitute success if it didn’t
result in fewer men dying by their own hands. We would measure this through an increase in overall
calls to the C.A.L.M. helpline & an increase in suicides directly prevented on the helpline itself.
PROJECT 84
2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)
The figures behind male suicide rates in the UK are as stark as they are offensive.
In the last ten years, there have been 47,250 suicides.
45,000 have been male.
4,362 men killed themselves last year.
That’s f**king shameful.
But here’s the issue.
People can’t process a number like 4,362.
Until you explain that 4,362 equates to another man killing himself every 2 hours, you can’t grasp what that number means.
There’s a neuro-scientific explanation.
Our brains process small numbers accurately, and large numbers only approximately.
So we can’t comprehend large quantities.
Any communication reliant on depicting the thousands of men lost to suicide annually would simply be too big to process.
But if we went too small, we’d lack the visual impact required to convey the crisis with enough severity to demand attention
and discussion.
So we defined a ‘goldilocks’ figure: large enough to capture scale, small enough to be understood in devastatingly real,
human terms.
That figure was 84: the number of men who kill themselves, every single week.
Our challenge was to visualize this in the most incendiary and non-traditional way possible.
PROJECT 84
3./ THE CREATIVE IDEA (20% VOTE)
In partnership with This Morning, we created Project 84.

The heart of the idea was to place 84 male statues on the top of the ITV tower, in what became a
haunting, unmissable, and critically understandable visualisation of the number of men who commit
suicide every single week.
The statues were made with the help of bereaved families, and acclaimed street artist Mark Jenkins. This
provided a wealth of real stories capturing not just the tragedy of male suicide, but the optimism,
defiance and recovery of those left behind.
The entire campaign played out on This Morning – ITV’s flagship show. We didn’t just put the issue on top
of an unmissable tower, we put it (and critically, the C.A.L.M. helpline) in the home of millions of real
people.
Simultaneously, a petition went live on Change.org, calling on government to deliver ministerial

responsibility for suicide prevention and bereavement support.
PROJECT 84
4./ THE OUTCOME AND RESULTS (20% VOTE)
Project 84 incited national conversation.

Google searches for male suicide reached an historic high.
And the campaign received (inter)national media attention.
Created a watershed moment for suicide prevention policy.
The petition received 390,000 signatures.

Project 84 was debated during PMQs, resulting in the appointment of the UK’s first ever Suicide Prevention Minister.
Data from CALM’s helpline shows Project 84 demonstrates more men received the help they needed.
Calls for March increased by 41%.

Through conversation analysis, CALM can identify with certainty the number of suicides prevented through their helpline.
More men have been saved every week since Project 84, than ever before: suicides prevented reached a 3-year high, with more
suicides prevented per week in the 40 weeks following Project 84, than 40 weeks prior to the campaign.
Thanks to Project 84 there are at least 239 men alive today, who wouldn’t have been.
II
CLIENT: P&G
AGENCY: GREY LONDON
CATEGORY: INSIGHT AND RESEARCH / PROPOSITION
GILLETTE TREO
CULTURAL CONTEXT:
CASE STUDY
GILLETTE TREO
“Went to visit my 95-year-old grandfather at the nursing home. Gave him a shave. He cried. Old age is an
undignified fucker.” [source: Twitter]
This is a paper about how strategic thinking led to the creation of an entirely new kind of razor - which won
Lions for Health and Wellness, including Product Design in 2017.
Gillette has always been the home of high-performance design. But they had found in a changing market,
they needed to build more than functional superiority.
We set out to build more emotional value into Gillette. The father-son relationship was identified as the
emotional territory: shaving is a rite of passage passed down from father to son, and an appropriate space for
Gillette to speak to.
But then, a collaborative insight generation process between Gillette Marketing, Gillette Product
Development and agency led to something much more fundamental - a whole new strategic opportunity in
product.
It was an insight never before identified by the shaving market, emotionally powerful and further, with
growing commercial opportunity. One that took us beyond the father-son startpoint and into a whole new
territory.
GILLETTE TREO
In social listening and face-to-face, we discovered a heartbreaking new moment: when a child becomes caregiver for their
parent.
The relationships reverse: parent-caring-for-child becomes child-caring-for-parent.

The roles of a lifetime collapse. Small things become big things, heavy with emotion - helping put on socks or unfastening a
too-tight watch strap.
We saw three things:

1. Shaving becomes dignity: a clean shave is a way to maintain independence and social position.
2. When Dads deserved the best, they were getting the worst. In their new role as caregivers, sons tried to shave their ageing
fathers – but even when they spent 30 minutes carefully shaving, were causing frustration, harm, and ultimately a poor shave.
3. The 2nd reversal - the razors were failing them: razors are designed to be 1st person - precision goes into every curve, made to
be held by your own hand, held inwards. Our strategic flip was a literal one - to turn the razor around for ‘3rd person’ use.
We took this to Gillette’s Head of Design:

“There have been more than 4000 razors designed to shave yourself.?There have been no razors designed to shave another
person”.
GILLETTE TREO
Within 24 hours had our first render of a 3rd person razor: Gillette TREO, the world’s first assisted shaving
razor.
TREO has been designed the other way around, to be a ‘3rd person’ razor, used by caregivers. It has an
outward-facing divot, to be held like a paintbrush for easier use and greater control, rather than using the
traditional stick handle. It has a single, high-quality blade that can be easily disposed of after each shave,
designed to work with little or no water for less mess. And it has an inbuilt skin-prep gel, designed to be
easy to use on sensitive and older skin, so caregivers can shave without having to worry about moving
someone to running water.
TREO has been designed so caregivers can rest easy knowing they are giving the best at this critical time.
GILLETTE TREO
There is a clear business case, alongside the vital human one, for this underserved market:
- UK > 6.5 million caregivers. USA > 43.5 million.

- Global population growth over 60s: 3% per year (UN) – the fastest age group.
Our trial has shown it will benefit caregivers and cared-for of all kinds – not only the father-sons that first gave us
the insight. It’s generation and gender-agnostic: parents for disabled children, spouses for war-veterans and loved
ones disabled in car crashes - Fast Company called it “a masterpiece of inclusive design”.
Gillette is launching TREO as we speak. We have been through a process of validation, test-launch and production
(see the confidential section).
In TREO 2018 was named one of Time Magazine’s Products of the Year
Gillette was founded on making shaving more accessible to men shaving themselves. Now, we are making it
accessible to anyone who needs assistance.
III
CLIENT: UTAIR
AGENCY: FRIENDS MOSCOW
CATEGORY: CHALLENGER BRAND STRATEGY
WHERE YOU BELONG

CULTURAL CONTEXT:
Russia is huge. Thousands of kilometres may separate a son who moved to Moscow from his
mother living in Siberia.
Thanks to Soviet housing program, Russians live in similar concrete blocks — from the Baltic Sea to
the Pacific — and just by showing 5 types of these houses in outdoor and print campaign, we
resonated with almost everyone. Basically, 100% of us have relatives or friends living in such
buildings in some city or other.
While pro-government media report on unprecedented economic success, 80% of Russia (including
population of the cities where Utair flies) still lives in Soviet dystopia. By showing the unadorned CASE STUDY
truth of life and sparking the conversation around it, we deliberately divided our society in two:
Moscow natives and pro-government media derided the campaign, accusing Utair of going for
shock value, while people who had moved to Moscow from the province were raving with praise.
WHERE YOU BELONG
Background: S7 & Aeroflot, the key players in the market, expanded abroad, deriving most of their passenger
revenue from international destinations. Utair have always played a different game. It's a regional carrier with
the largest domestic network. Moscow became Utair’s main hub, but the brand still couldn’t compete with
industry leaders in terms of awareness and brand preference. Therefore, Utair’s seat occupancy rate was 7–10
percent below the industry average. That meant that on some routes from Moscow Utair mostly carried air,
not passengers. And according to our research, it were wealthy and brand-conscious Moscow residents, who
rejected domestic tourism.
Challenge: Utair defined it's brand vision as to become the number one choice for flights over Russia.
Delivering Utair’s new positioning ('Easy way to be closer'), ‘Where You Belong’ was the first-ever campaign
launched by the brand. The main objective was to switch Russians (primarily, Muscovites) from vacationing
abroad to flying to small Russian cities through Utair’s extensive domestic network. At the same time we had
to refresh brand's image and build an emotional connection with Moscow-based audience, raising awareness
and consideration.
WHERE YOU BELONG
We dug deeper into the available quantitative data, and unearthed the following fact: more than 70% of those flying out of
Moscow have regional passport codes (i.e. they were born and raised in other Russian cities before moving to Moscow). The
same thing was true for all other large regional centers. Moving with the flow of urbanization, these people left their hometown
in pursuit of better life.
These people often avoid visiting their childhood towns, while regularly vacationing abroad. After conducting a series of
interviews, we found a deep reason: after moving to the affluent Moscow, people start feeling ashamed of their modest
provincial origins, while spending a vacation abroad is a socially approved behavior. Influenced by scenic foreign sights on
Instagram and inspiring ads praising exotic locales, people feel obliged to partake in the spectacle, and represent themselves
through consumption of international tour packages. There are a few precious days in a vacation — people tend to plan them
meticulously.
The solution was to unlock people's sense of obligation to visit their family and friends in regional Russia, removing the stigma of
such trips and utilising the power of nostalgia.
WHERE YOU BELONG
Traditional thinking says that in order to experience genuine emotions, you have to go to “places where
no one expected you”: foreign countries and unexplored lands. In fact, the complete opposite can be also
true: nothing holds such a firm and stable emotional hold over us as places and people from our
childhood.
Every Russian has a special place, where they belong. And no matter what this place looks like, it's
something we have an emotional connection with.
And there are people who still live there and wait for us to come back. As a regional carrier with largest
domestic network, Utair helps simply to get there, where you belong.
WHERE YOU BELONG
Business: As for October, 2018, Utair increased the revenue by 2.2 billion rubles (+5.2%), compared with 9 months of 2017.
Revenue rose to 45.4 billion rubles, as passenger traffic increased by 5%. Seat Occupancy Rate increased by 4.6 percentage
points to 80.1%.
Marketing: With this campaign, Utair jumped from 5th to 2nd place regarding awareness (+18%), and consideration for the
brand doubled (+100%). The metric "Brand understands the country and the people" increased by 4 percentage points.
Social: Utair provoked a media storm: ordinary people, bloggers and professionals began to profess their love for the campaign,
while pro-government media accused Utair of going for shock value. The campaign even provoked an organic social media
flashmob: people started uploading photos of their own childhood homes. The campaign generated 124 mil impressions.
WHERE YOU BELONG
+1./ Please tell us about the challenger brand and how your campaign
challenged/was different from your competitors
S7 & Aeroflot, the key players in the market, reinforce the category’s perception of exclusivity. Their aim is
to win over the small but wealthy segment of people flying abroad (only 28% of Russian population
possess international passports). Hence, their communication looks accordingly — touting dream
destinations, remotest corners of the planet, and the best sights and cuisines from all over the world.
Utair have always played a different game. While other players expand abroad, Utair increases its network
of domestic destinations.
In order to challenge the category, we didn't show the sights or postcard views in the ads. We broke the
taboo of Russian advertising by showing the bitter but true reality of Russia — Khrushchev-era housing
blocks and dying villages. Also, in our social experiment we reconsidered the concept of a 'dream
destination', reminding Russians what their true dream destination really is.
IV
CLIENT: NIKE
AGENCY: W+K PORTLAND
CATEGORY: BRAVE BRANDS
DREAM CRAZY
CULTURAL CONTEXT:
In 2018, youth in the U.S. were coming of age during a time of deep cultural and political unrest in
America. They were aware of all the issues facing their generation (social injustice, political
uncertainty, etc.) and were both vocal and action-oriented.
They were busy getting after whatever it is they wanted for themselves, their friends, and their
generation, and they saw sport as a yardstick for their motivation and energy, and for how they
could make a mark in the rest of their lives. Moreover, they saw that sport, particularly through
athletes like Colin Kaepernick, had the potential to transcend the field of play and enter the national
cultural debate.
CASE STUDY
DREAM CRAZY
For the 30th Anniversary of “Just Do It”, Nike wanted to inspire a new generation of young athletes
and youth overall to realize their potential through sport. Nike, the number one sports brand,
wanted to bring to life its iconic idea and line, “Just Do It” in a fresh way, relevant to youth athletes as
well as culture at large.
To inspire the next generation of athletes to truly realize their potential, we wanted to celebrate the
examples of current athletes who, despite facing obstacles of various sorts, never gave up on their
dreams – the sort of dreams many people might think are ridiculous or even crazy. So we celebrated
real athletes that have ignored conventional thinking and as a result have pushed the world
forward. And because no athlete has dreamed crazier than Colin Kaepernick, we made him the face
of the entire campaign.
DREAM CRAZY
Our idea was to celebrate “Crazy Dreams” and the athletes that have turned their backs on
convention including Colin Kaepernick, the controversial NFL quarterback who knelt during the
national anthem to protest police brutality. This move ignited debate across the country and
throughout the world, ultimately inspiring millions to come to the brand’s defense in the face of
backlash.
The campaign immediately ignited debate across the country and throughout the world. But
while some people and news networks launched a boycott against the Nike and burned their
shoes, millions came to the brand’s defense and praised the campaign for being on “the right
side of history”. The campaign saw Nike’s stock price rise to an all-time high and created $6
billion in brand value, making it the most successful campaign in the brand’s history.
V
CLIENT: TOMMY HILFIGER
AGENCY: WUNDERMAN THOMPSON NEW YORK
CATEGORY: BRAND COLLABORATION
T.H. ADAPTIVE
CULTURAL CONTEXT:
About The Tommy Hilfiger Brand:
The Tommy Hilfiger brand is not as strong in the US as it is in the rest of the world. Sales are
concentrated in the factory outlet and off-price channels and media spending is low.
About PWD Spending Power:
PWDs are the largest underserved market in the US, with spending power estimated at $65B,
similar to the US Hispanic market.
As a point of comparison, the US market for plus-size now estimated at $21B.

BCG has sized the opportunity for adaptive clothing conservatively at $5-7B. CASE STUDY
And PWDs represent about 10% of total online spending. Online shopping eliminates some of the
challenges faced by individuals with disabilities, but only a few websites are actually accessible. Even
behemoths like Amazon have yet to reach the standards we set with our work.
T.H. ADAPTIVE
We all get dressed every day. Usually with ease.

For people with disabilities (PWDs), simple closures like zippers and buttons, and narrow necklines or pant
legs make independent dressing torturous, if not impossible.
Despite $8T in spending power and a desire to be marketed to, just like any other consumer group, people
with disabilities are ignored by the fashion industry.
Our clients at Tommy Hilfiger were troubled by the realization they were leaving out an entire group of
people - counter to their identity as fashion innovators. They established a small task force to investigate the
opportunity.
What started as a small passion project quickly became something more complex, and they came to us with
a question:
How do we do it?
They wanted to build an adaptive business but were unsure where or how to start.
And they needed an innovative creative partner to make it happen.
The challenge was twofold:

First, we’d need to ‘adapt’ the clothes, so PWDs could wear them. But then we’d need to develop a campaign
to build awareness and familiarity. All of our work had to match the Tommy ethos. But it also needed to break
through the clutter on a tiny budget.
T.H. ADAPTIVE
Being an innovator carried tremendous risk. We were warned that getting an adaptive launch wrong could be worse than not
doing it at all. And no one at Tommy wanted a “Pepsi moment.”
When we viewed our marketing challenge through the lens of disability, we saw how much work was ahead of us:
If we redesigned clothes we’d need to fix advertising - so PWDs could see it
If we fixed advertising we’d have to fix site - so PWDs could read it
If we fixed site, we’d have to fix ordering process - so PWDs could buy it
If we fixed ordering process we’d have to fix shipping - so PWDs could open it
If we fixed shipping we’d have to fix customer service - so PWDs could return it
And so on.
Our Tommy clients agreed with our commitment to end-to-end inclusivity and went all in.
From then on, the phrase “Nothing for us without us” became our mantra. We’d have to work with PWDs continuously. We
established a proprietary online research platform, with 1500 people globally.
We included more people, and our efforts became more innovative. This is the core principle of inclusive design.
T.H. ADAPTIVE
We wanted to celebrate and enable this fundamental human right to self-expression.

We’d also be doing double-duty. While most brands might choose to EITHER develop adaptive products
OR include people with disabilities in their advertising, we were going to try both.
We designed the most inclusive campaign in fashion history, starting with James Rath, our blind director,
and a crew who brought personal experience with disability to the shoot. We worked through
organizations to cast people by passion, not by disability.
Our script was recorded then quickly thrown away, because our cast spoke for themselves better than we
ever could speak for them.
Unlike most advertising, all our content is totally accessible via closed captioning and audio descriptions.
To help online shoppers, we developed a best-in-class site to reduce risk and add delight. No detail was
overlooked, from specially trained customer service to poly-bag packaging for easy delivery and returns.
T.H. ADAPTIVE
The feedback loop we built had tremendous impact at every step in the marketing funnel:
Seven new clothing innovations, over $1M sales.
709M press impressions, 20.3M social impressions to date, 2x industry average click through rates.
44% of Adaptive customers cross-shopping (buying both adaptive and non-adaptive items). Most households are entirely new
to the Tommy brand.
Increased distribution beyond Tommy.com with Macy’s and Amazon.

The campaign was a commercial success among PWDs.
One-third of calls to customer service were to say, “Thank you.”
What’s more, a recent quant study revealed that two-thirds of non-disabled consumers who saw our work took action within
three days of exposure - telling friends, visiting the site, and/or buying clothes.
Tommy Hilfiger has always been driven by optimism and the democratization of fashion. We’ve now found a new purpose for
those values, strengthening our commitment to self-expression for all.
VI
CLIENT: SAMSUNG
AGENCY: CHEIL WORLDWIDE SEOUL
CATEGORY: TRANSFORMATION - PRODUCT PROPOSITIONS
FIREVASE
CULTURAL CONTEXT:
70% of fire deaths in South Korea are caused by residential fires.

Despite a new law that required homes to have a fire extinguisher by 2017, 58% of
households still do not have one.
To help Koreans keep their fire extinguisher close to home, we have developed the
'Firevase': an ordinary flower vase that doubles as a fire extinguisher.
CASE STUDY
FIREVASE
In South Korea, over 10,000 residential fires occur every year. When a fire breaks out, the effect one single
fire extinguisher can have to help kill the fire in its early stage equals to that of a whole fire truck. Despite
a law that required all homes to have a fire extinguisher by 2017, 58% still do not have one. And even if
people do have one at home, they usually do not take proper care of it. They store it in hard-to-reach
places, or forget about it completely. So we wondered, how could we bring the fire extinguisher back
within reach of people?
In the last 5 years in Korea, 1,535 people were killed and 9,143 injured through a fire. 58% of homes still do
not have a fire extinguisher, and only 22% of people even know how to use one. So with the strategy to
equip Koreans that were indifferent to fire safety with fire extinguishers, we created one that was unique so
it would increase their desire to have one. Different from the regular powder-type fire extinguisher that
people shied away from, the Firevase is a vase that can hold beautiful flowers, but also protects the people
around by dou-bling as a fire extinguisher. Branded with the Samsung Fire & Marine Insurance logo, the
Firevase also acts as an ambient medium strengthening Samsung’s brand presence in the home.
FIREVASE
The Firevase is an ordinary flower vase that doubles as a fire extinguisher. As part of a home’s décor,
the Fi-revase is always within reach of people. And in case of fire, they can throw it into the flame
where it breaks open and releases the extinguishing agent. The potassium carbonate puts out the fire
through a rapid cooling reaction suppressing the oxygen, and the efficacy has been Grade A certified
by the Korea Fire Institute.
Forms. 4.1 million customers visited the Samsung Fire & Marine Insurance website, and brand
favorability increased by 83%. 100,000 Firevases were distributed for free to homes nationwide,
starting with those in fire-prone areas. As a result of the campaign, 81% of respondents confirmed
that they were now more aware of the importance of having a fire extinguisher at home.
Furthermore, the number of homes equipped with a fire extinguisher increased by 8% nationwide,
marking a significant change in behavior. This means that 4M Korean people were newly protected
from the dangers of fire that could happen in their home. As the positive response kept growing
among people and the media, Samsung Fire & Marine Insurance decided to produce and distribute
200,000 more Firevases, more than doubling the scale of the campaign.
VII
CLIENT: LES FLEURS DU DÉCHET BY ORANGE
AGENCY: OGILVY PARIS
I AM TRASH
CULTURAL CONTEXT:
Etat Libre D’Orange is a niche perfume house based in Paris. They own one shop in Paris
but the rest of their business comes from their network of 450 retailers throughout the
world. When we initiated this project, stakeholders from both ends (fabricants and retailers)
were reluctant towards the commercial appeal of such an unconventional concept. In order
to convince them, we released a teaser film to prove that the market was ready, and people
were willing to wear a perfume that reflect their convictions.
This gave of the opportunity to onboard Givaudan and famous nose Daniela Andrier into
the project. We worked hand in hand on all aspects of the product development: selection
of the leftover, creation of the juice, packaging design, communication campaign, press CASE STUDY
release and so on.
I AM TRASH
When niche perfume house Etat Libre d'Orange initially came to us, they wanted to create a
ground-breaking perfume that would enable them to scale up their business. Usually, they release two
new scents per year but in 2018, they decided to put all their efforts into one single launch. We had to
come up with an innovative idea that would make noise in the industry and meet their business
objectives. As a brand that doesn’t follow the rule, Etat Libre d’Orange appeals to iconoclasts who like to
challenge conventions. So we decided to tackle a really conventional norm in the luxury industry: waste.
With 92 million tons of waste each year, the luxury industry is one of the most polluting sectors of the
economy. We engaged into this never-been-done-before journey to create the first scent made from the
leftovers of the very process of producing perfume:
I AM TRASH. Beyond the technical challenge, we had to come over psychological barriers towards the use
of waste in such a symbolic icon of sensuality.
I AM TRASH
- The luxury industry generates 92 million of waste per year. We are facing huge environmental issues globally and we believe
that luxury is not exempted from acting towards a more sustainable economy.
- 90% of consumers feel that brands have a responsibility to take care of the planet and its people. Brands are now accountable
for the actions they take and there is no better way than embodying these initiatives into the products they offer. It is the most
concrete proof of their efforts and it gives consumers an opportunity to engage into responsible consuming behavior.
- 58% consumers think sustainable products are not luxurious. Challenging the notion of a “fine fragrance”, we wanted to break
this psychological frontier to develop a new type of luxury.
In a culture driven by overconsumption, we have the tendency to trash things and people very fast. Everything that doesn’t fit
our perfection is immediately deleted. Luxury can’t ignore anymore the fact that our planet is not a bottomless pit. It’s a shift
that our society needs to take and will. I AM TRASH shares the fact that the problem is not the trash but how you look at it.
I AM TRASH
The idea behind I AM TRASH was to reveal the beauty in waste. From the scent itself to all the communication
around it, we wanted to show that waste can be aesthetic and delightful for all senses.
Luxury is deeply linked with the notion of timeless value, yet we tend to live more and more through ephemeral
experiences, from social relations to consuming behaviors. The concept of renaissance was at the heart of our
creative development since the prosperity of humankind will depend on our ability to manage waste. For the
first time in history, I AM TRASH reconciliated two opposite worlds: perfume and waste; to prove everyone that
the same industry that produces 92M tons of waste per year can also change its paradigm.
Results were beyond our expectations. First, we met our business objective: only this launch made up for
the usual annual two launches. In 3 weeks, the perfume sold out. And 3 months after release, demand from
the 450 retailers was 4 times higher than previous bestseller. It became the most successful launch in the
brand’s history. We signed a partnership with Ipsy to distribute 500K samples in the US, which is expected
to boost the company’s annual revenues by up to 20% this year.
The media not only talked about the perfume but also celebrated the concept behind it. Vogue, Elle, GQ
and even non-related media such as Le Figaro, Le Monde or Forbes recognized it as a step-forward for the
entire industry. Givaudan, is now receiving similar requests from big luxury brands. A hopeful sign that the
project will represent a global movement rather than just a perfume launch.
VIII
CLIENT: IKEA
AGENCY: MCCANN TEL-AVIV
THISABLES
CULTURAL CONTEXT:
CASE STUDY
THISABLES
1 in 10 people in Israel suffer from serious disabilities, struggling with the most basic home activities: turning
on the light, getting up from bed or opening a closet. IKEA’s closets, too, unfortunately. For them, IKEA
furniture may be affordable, popular and beautiful - but many times, it’s also unusable. Basically, IKEA is the
face of their battle at home: that couch, that chair, that lamp that are almost perfect but are actually really
difficult to use.
This was a brand perception problem, but we also saw a business opportunity: to provide value by making
better and easier the everyday life of people with disabilities, in turn challenging a market that had sold
people with special needs overpriced and ugly furniture.
Our brief was straightforward: open a new market for IKEA by bridging the gap between IKEA’s products and
the special needs of people with disabilities. Strategically, rectifying this situation posed a double win for
IKEA: tapping into an old-new audience, one that craves IKEA furniture which they could easily use & fixing
the one major dissonance the brand was facing - creating a better life, truly for everyone. This is IKEAs
ThisAbles project.
THISABLES
In a perfect world, IKEA furniture would already work for everyone. IKEA set out to get closer to perfect, teaming up with the 2
nonprofit organizations specializing in accessibility to develop a series of modifications to fix IKEA’s popular pieces.
The first step? Turn our target audience into our no.1 advisors.
Weeks of working together ended with 2 valuable insights:
1. People with disabilities don’t want to feel special, they want to feel NORMAL. They don’t want their own special IKEA - they want
everyone’s IKEA.
2. It’s the small things manufacturers tend to miss and the small things that
could make IKEA’s products more accessible.
In order to truly meet the needs of our target audience we decided to bring their input into the project. During a one-week
hackathon, hosting our product engineers, designers, accessibility experts and psychologists, thought about solutions, each
solving a different accessibility problem.
THISABLES
Our breakthrough was the decision to not launch a whole separate line, but instead to create special
ability hacks for the IKEA products. We have developed a range of add-ons conceived to solve the most
common problems, and work with the iconic products of IKEA: sofa elevating-legs for easier ascend, lamp
button-enlargement, super-zipper for pillows-covers. Thus, we optimized our user experience by
simplifying it to the fullest: free and easy download and assemble with IKEA furniture.
ThisAbles project hacks the iconic home-furniture giving access to IKEA’s designs in an affordable and
easily accessible format: using 3D printed, open-source solutions.
To make it truly accessible, we made the add-ons completely free: open-source, available to 3D print,
from anywhere in the world. Additionally, to make it even easier we added a full web-series of
video-tutorials. For those who wished to experience the products up close, we opened the first-ever
accessible space, in the IKEA stores.
THISABLES
The response rate within the special needs target audience was off the charts: what started in Israel, became a global solution
through our online platform: More than 45,000 people from 127 countries visited our website and downloaded the add-ons. We
also drove a 1500% traffic increase to the websites of our partners - non-profit accessibility organizations. Finally, the visits to the
IKEA website had a 28,5% increase
bringing 280,000 unique visitors more than last year’s campaign.
Even more, the global access to IKEA retail footprint turned ThisAbles
into the biggest platform for people with disabilities.
The campaign was covered by major titles like Independent in UK, Washington Post in US, Fast Company, CNN Espanol, The
Verge, etc... This helped us to organically activate influencers and micro-influencers, from different markets, starting with
A-class celebrities like Ashton Kutcher. From then on, we tapped into the local communities, driving the adoption of the project.
The campaign finally reached 489 million people globally
with an earned media value of $4 millions.
Most importantly, we met our business target in 2 critical engagement points: the sales of the supported products grew by 37%
in volume, while the overall revenue grew by 33% versus the same period in 2018.
IX
CLIENT: SAFETYHUB
AGENCY: CHE PROXIMITY MELBOURNE
CATEGORY: BUSINESS TRANSFORMATION
SAFETYHUB
CULTURAL CONTEXT:
Safety Hub was not just an app. We redesigned the entire insurance category, changing
how people experience insurance.
It started with bringing together different departments from marketing, product, data,
claims, risk analysts and customer services to change the way the brand operates.
With 90 years of experience and claims data, we found some of the greatest risks to
Australian homes were preventable. Like replacing Australia’s leading cause of flooding – an
$8 flexi-hose. Or clearing gutters of leaves in storm areas. The basics.
We then used the claims money usually reserved to pay people after the disaster to help
people be safer. And avoid disasters completely.
The Safety Hub was launched to 156,000 high-risk Australians with tailored comms journeys CASE STUDY
for each participant. From films, to real-time notifications, to personalised safety tasks
designed to keep them safe. Each time a task was completed, we paid money straight into
their bank.
SAFETYHUB
Insurance companies make money based on two key things: How large their member base is, and the hope
that only a small percentage of those customers claim.
With 10% of people making claims each year, and the other 90% only experiencing the brand once a year
(when they renew and pay their policy) the results weren’t good on either side.
Our brief was to reduce the total claims paid out. While also allowing more customers to experience our
service.
The solution lay hidden in our claims data.

With 90 years of experience and claims data, we found that the majority of claims in Australia were actually
avoidable. Curious about how this could not only impact our business, but also make the lives of Australians
safer, we combined creative teams, risk analysts, behavioural specialists, data scientists and developers to
redesign the category - shifting it from proactive to reactive.
SAFETYHUB
Today, brands are built on how people experience a product or service. But for NRMA Insurance in Australia, that brand moment
only came after customers experienced a disaster – after 10% suffer ongoing psychological problems.
Insurance was designed in the 1700’s to reimburse people who have experienced disaster. NRMA Safety Hub completely flipped
this 300-year-old experience. Taking a portion of claims money previously reserved to pay people after a disaster and using it to pay
people to avoid that disaster instead.
We collaborated with different teams within the business to understand over 90 years of NRMA Insurance claims data, and in
doing so we identified the greatest risks to Australian homes. Surprisingly, small items like faulty $8 flexi hoses, which account for
23% of interior water damage claims or overloaded power boards, clogged gutters and faulty Takata airbags cause some of the
greatest risks to Australian lives.
We thought, rather than spend big on media, we bypassed paid media opting for a shared economic outcome model and paid our
customers to reduce their risk. By gamifying insurance and introducing immediate reward mechanisms
– we could make safety fun.
SAFETYHUB
Safety Hub was not just an app. We redesigned the entire insurance category, changing how people
experience insurance.
It started by bringing together different departments from marketing, product, data, claims, risk analysts
and customer services to change the way the brand operates.
With 90 years of experience and claims data, we found some of the greatest risks to Australian homes
were preventable. Like replacing Australia’s leading cause of flooding – an $8 flexi-hose.
Or clearing gutters of leaves in storm areas. The basics.

We then used the claims money usually reserved to pay people after the disaster to help people be safer.
And avoid disasters completely.
The Safety Hub was launched to 156,000 high-risk Australians with tailored comms journeys for each
participant. From films, to real-time notifications, to personalised safety tasks designed to keep them
safe. Each time a task was completed, we paid money straight into their bank account.
SAFETYHUB
16,964 safety tasks have been sent out with nearly 30% been completed.
Hundreds of thousands of dollars of potential claims have been prevented.
Most importantly, many Australian homes are now safer.
Engagement with Safety Hub was double that of existing NRMA app
and received unprecedented levels of customer satisfaction.
· 79% of customers see NRMA Insurance as a more proactive insurer.

· 68% feel more valued.
· 82% Feel prepared to recover from an unexpected event.
Comments:
· “Excellent initiative, provided me with valuable knowledge on preventing future issues in my home:
· “I never thought to check pipes under the sink. Brilliant idea”
“Through the strategy and concept that we developed, to the behaviourally-targeted, technical smarts that we executed
through the Adobe Experience Could, Safety Hub is not just changing the relationship we have with our customers, it’s enabling
safer living across the country.” Brent Smart, CMO IAG.
X
CLIENT: P&G (VICKS)
AGENCY: PUBLICIS SINGAPORE
CATEGORY: BRAND STRATEGY
#TOUCHOFCARE
CULTURAL CONTEXT:
Gauri story - In Indian mainstream society, the portrayal of transgender individuals has
always been stereotyped, crude and typically used as loud comic relief. In this film, for the
first time ever in the country, we portrayed her as simply a mother and human being. This
film aired one year prior to the Indian Supreme Court’s recognition of the rights of the third
gender.
Nisha story - While India is a modern nation, society is still caught up in time-worn
traditions and beliefs. The concept of karma and reincarnation, propagates one such belief –
people who are born disabled or bear a disabled child are repaying a karmic debt from a
previous lifetime. As this has been ingrained for generations, the disabled have been CASE STUDY
generally ostracised from society. Special-needs orphans are the most affected, with few
people adopting such children. In the past year, only 42 special-needs orphans were
adopted.
#TOUCHOFCARE
Everyone in India knows Vicks.

First entering the market as a little jar of VapoRub and becoming the no.1 cough and cold relief brand.
Having soothed cough and colds for three generations, the brand is synonymous with ‘Family Care’. For
decades Vicks traded on this familiarity in communications; delivering product news wrapped in reassuringly
warm and familiar slices of family life.
By 2016, a new generation of progressive Indian Parents had emerged.
Defining themselves against the past, the brand of their childhood was now the last thing they’d choose;
instead seeking seemingly more effective and contemporary brands, in a market of over 700 to choose from.
Sentiment towards the brand was in decline, led by these younger consumers.
‘Brand Trust’ hit a low of 56% from a high of 64% that same year.
Consequently after years of marginal growth, Vicks began losing market share.
To reverse this decline, the brand had to reconnect with a new generation of Indians- whose deep familiarity
with us had now become our biggest weakness.
Our objective was to reignite their latent affection for the brand.
To reinstate Vicks as a cultural icon- a meaningful part of modern family life and for generations to come.
#TOUCHOFCARE
75 years of brand equity couldn’t (and shouldn’t) be discarded.

Instead, we re-examined ‘Family Care’.
To care (and to seek care) is to be human.
Care is a timeless and universal value- and the care Vicks provided remained unchanged.
Family however, was evolving.
The tight and exclusive bond of family was the traditional bedrock of Indian society. One gene-pool, one name and in one place.
However by 2016, every shift in modern Indian society was challenging this tightknit unit; individualism, urbanisation, pre-marital
cohabitation, singles, migrant labour forces, open homosexuality etc.
The essence of family was shifting.

But our brand hadn’t.
No longer did family alone define who you should care for.
Instead conversely, who cares for you (and who you care for) now defines who you see as family.
More-so than just who happens to share your surname.
“Family is where the care is.” was the proposition from the original Creative Brief (attached).
This now gave Vicks a clear role in culture.
From being a passive symbol of nostalgic familial warmth to an active, cohesive force
in shaping and reinforcing modern family bonds.
Remaining the champion of ‘Family Care’ but advocating an inclusive new belief about what family is.
#TOUCHOFCARE
The creative opportunity for Vicks was to celebrate the power of care to redefine what family is in modern
India.
These weren’t stories we could create.
Families defined by care already existed but were unacknowledged.
Our role was simply to help them tell their own stories with respect and honesty - demonstrating our
belief that everyone deserves a Touch of Care.
The first story of care explored the touching relationship of single mother Gauri and her adopted
daughter struggling in the face of adversity - because she is transgender.
The next was that of Nisha. An orphan who tells of the importance of care - as one of only 42
special-needs orphans adopted each year in a country of 1.3 billion.
These were not adverts, they were branded documentary content to be discovered and shared
exclusively in social media.
The #TouchOfCare fund was also launched to support these causes.
#TOUCHOFCARE
(Although it sounds hyperbolic) the brand once again became a cultural force.
Touch of Care stories proved the platform was highly topical and salient across India (and beyond.)
The first film gained 37 million views, 116 million impressions and the second 31.4 million views and 243.6 million overall reach
across channels.
Both stories were picked up by media outlets worldwide (e.g. CNN, NBC), generating a combined PR value of $8m.
This reignited consumers’ relationship with the brand.
‘Trust’ consistently increased from a 2016 low of 56%, reaching a new peak of 74%.
The brand’s growth rate accelerated significantly to 19% YOY sales growth which has been sustained to date. (vs. 4% YOY sales
growth prior).
Penetration grew significantly, adding over 6.5MM households for the VaporRub variant alone.
Market share increased to a new high of 49%. As a result of Vicks growing 5% faster than the rest of the category.
SILVER LIONS
I
CLIENT: KINGO ENERGY
AGENCY: OGILVY GUATEMALA
CATEGORY: CONSUMER SERVICES / B2B
KINGO
CULTURAL CONTEXT:
There are more than 1.2 billion people in the world who live in the dark, without access to electricity,
making them the poorest people on earth. These people are, on the most part, uneducated,
unhealthy, stagnated, and poor. Ironically, they also pay for the most expensive energy sources
(candles and kerosene), which are not only costly, but also dangerous, unclean and significantly
limiting to their development. This situation is most common in countries such as Guatemala,
where population density, socioeconomic indicators, demographics and national grid coverage
currently limit millions of people from having access to electricity.
These communities, however, are also familiar with consuming mobile phone services on a prepaid
basis, as the Telco business for years has focused primarily on this socio-economic segment, or the CASE STUDY
“bottom of the pyramid”.
KINGO
There are more than 1.2 billion people around the world that live in the dark, without access to electricity.
These people live in remote locations, making it impossible for the traditional energy companies to reach
them. Ironically this 17% of the world’s population, planet´s poorest, pay for the most expensive energy
sources (candles/kerosene/diesel), which are not only expensive, but also dangerous and significantly limit
their development.
Kingo’s Moonshot Vision is to bring clean energy to 5 million people by 2025, and 50 million people by 2035,
making it the largest clean energy user base in history. However, being a small and new company from
Guatemala, Kingo was very far from that Vision.
We identified 2 big barriers we needed to overcome in order to get Kingo closer to its objectives:
Barrier No. 1: Awareness

Kingo was practically unknown outside its original area of influence. In order to increase its reach and
possibilities for growth, Kingo needed to become visible to potential investors, strategic partners and users in
markets such as Latin America, USA and Europe.
Barrier No. 2: Trust

Kingo represented an important cultural change by making people switch from their traditional alternatives
to a prepaid solar energy service.
KINGO
With no access to credit, low income homes in faraway rural communities struggle to have electricity, even as solar power
becomes more affordable, because they have to buy and maintain the complete power system.
Much solar equipment installed in this areas, rapidly falls into disrepair or suffers from battery degradation because customers
cannot afford its necessary maintenance costs.
Through field research, we observed that people in off-grid communities, where cell phone coverage is available, were using
pre-paid mobile phones. They buy cellphone time in the same corner stores where they get their candles to light their homes.
Since they have no electricity back home they are also paying, as much as the cellphone time to charge their cellphones. Ironically,
the power to charge these phones comes from solar energy systems owned by the same store.
Why not then combine the Solar Energy existing technology with the prepaid business model?
Through the use of technology and a deep understanding of local realities, we created a cultural change solution that went
beyond communications in order to provide accessible clean energy to those who need it most.
If the sun shines for all, why can’t all benefit from it?
KINGO
From the Mayan God of sun “Kin” and “Go” comes KINGO: Accessible solar energy on demand.
Kingo allows people to purchase electricity without the need to buy or maintain equipment, and at half
the cost of candles and kerosene. Thanks to its cloud-based platform, users just pay for the energy they
need, either by the month, week, day or hour. Much like buying a candle, Kingo sells prepaid energy at
any corner store, delivering it through unique energy codes that only match their Kingo back home.
Kingo doesn’t need internet connection, making it accessible to some of the most marginalized
populations, including those who lack access to both electricity and cell phone coverage (50% of the
population off-grid).
Kingo can install, at no cost for customers, six different units (company owned) with varying capabilities:
from a basic single lightbulb to a more robust system that supports other household appliances.
KINGO
Kingo´s innovative technology and service model attracted one of the most relevant environmental activists in the world,
Leonardo DiCaprio. Being featured in more than 60 media outlets worldwide, including Mashable and Fast Company, has
allowed Kingo to reach +200MM people, as well as to obtain +$1.8MM in AdValue.
Through the traction generated to date, Kingo has raised USD$45MM in capital. The company has experienced dramatic
growth, increasing sales in 540% and Website/Facebook followers in 320%, while reducing the amount of Carbon emissions by
32K tons.
After Kingo 100% of our users report perceiving financial savings, an increase in study time for children in 200%, 100% in
connectivity, 0 incidents caused by fires or burns and 98% increase in productivity.
Kingo has been invited to participate in Xprize. But more importantly, Kingo has created a scalable global solution to positively
impact climate change and improve the future of planet earth.
II
CLIENT: TESCO
AGENCY: GREY MALAYSIA
CATEGORY: CSR / CORPORATE IMAGE
UNFORGETTABLE BAG
CULTURAL CONTEXT:
Unlike consumers from other regions, to Malaysians, the cost of convenience outweighs the cost for
saving the environments. Through internal survey, Tesco Malaysia learned that even if the average
Malaysians know the environmental importance, many (over 90%) often forget to bring their
reusable bags to the store because they simply forget or it is too inconvenient.
Financial tax has been imposed by the government for a decade to charge RM 0.20 for each plastic
bag to limit usage, but the country overall re-use and recycling rate was still less than 2%, placing
Malaysia at the bottom of the countries in the world that practice nearly no waste recycling .
Despite all its best intentions, taxing had not worked as behavior had not changed over the 10 years.
Malaysian Shoppers simply don’t mind to paying a RM 0.20 for a bag when they have a need for. CASE STUDY
UNFORGETTABLE BAG
Plastic bag is the plague of our time. The average Malaysian uses up to 9 billion bags per year . Shoppers are
becoming aware of the plastic problem, but over decades of shopping have become addicted to the simple
convenience of picking up a new bag every time .
Tesco Malaysia as the largest supermarket had halved the number of single-use plastic bags between 2011 –
2017, but the rate of reduction stalled, still only an average of 5% of all Tesco shoppers reuse their bag in 2017 .
Since 2019, retailers are further pressured by the government to replace all plastic bags to biodegradable
bags. Though on the surface greener, biodegradable plastic is not a truly sustainable solution for our ocean
waste problem.
Tesco Malaysia key goal was to find an effective way to accelerate the reduction and eventually eliminate all
single use Tesco bags.
With only 10,000USD (MYR 40,000) budget at hand, how could we effect significant behavioral changes on a
mass scale to convince Tesco customers to regularly reuse their bags?
UNFORGETTABLE BAG
Following the government’s policy, Tesco has been charging customers RM0.20 for every bag for a decade, but the overall re-use is
still at 5%.
INSIGHT:
The moral argument and the negative reinforcement such as punishing with taxes weren’t getting traction. If we were challenging
a decade of plastic convenience, we needed a strong positive reinforcement that ALL shoppers could relate to.
One universal truth of Malaysian shoppers (of all shoppers) is that they love a bargain and hunt for rewards no matter how small
the benefit is. 8 out of 10 (82%) are actively looking for bargain, additional reward or saving .
STRATEGY:
So, instead of trying to make shoppers feel guilty for forgetting their bags, we work within a more powerful and established set of
behaviors and routine of chasing for rewards.
By adding a simple barcode to an existing bag design, we transform the bag into an ongoing discount that ALL shoppers will keep,
continue to use regularly, and be rewarded for it. Our aim was to transform the humble carrier bag into a regular, habit
transforming, rewarded utility.
UNFORGETTABLE BAG
Due to low budget and urgency of implementation at scale - cost, speed and ease were paramount. We
re-designed an existing Tesco reusable bag. No set up costs, no production delay, simply a change to the
bag print design.
We created a unique design for the discount barcodes, integrating them into the form of the animals
most at risk from plastics in the Malaysian oceans. The design style is simple and distinctive- to appeal to
the widest spectrum of customers from young to old.
Sold for 50 cents, the bag has an unlimited rebate of 20 cents. Every time they re-use the bag it is
scanned and 20 cents is taken off their bill. So users only have to re-use 3x to actually making a profit
from their positive behavior. The bags are made of recyclable material, replaced for free when worn out
and recycled into new bags.
UNFORGETTABLE BAG
The greatest reduction in single-use bags in Tesco Malaysia history:
• A reduction of 20 million single use plastic bags YOY = An overall 26% reduction in the total single-use bags.
• A massive increase in re-usage rates, from 5% before the campaign to 68% post campaign. Making our campaign 14x more
effective in cultivating reusing behavior.
Commercial Savings & ROMI:
• RM 138K YOY bag production cost saving with reduced consumption and the simple cost-effective implementation.
• RM 1.1 million operation cost saving from mitigating the implementation of the Government’s mandate for all retailers to
replace all plastic bags to Bio-Degradable bags had Tesco been unable to demonstrate an effective bag reduction.
• With a MYR 40,000.00 total cost, the campaign generated a saving of over MYR 1.1m in operational costs, which gives an
impressive ROMI of 275% or for every RM 1 spent on the campaign,
a return of RM 27.5.
III
CLIENT: BACK MARKET
AGENCY: BETC PARIS
CATEGORY: BREAKTHROUGH ON A BUDGET
REFURBISHED TWEETS
CULTURAL CONTEXT:
CASE STUDY
REFURBISHED TWEETS
Our client, Back Market, wanted to enter the American market with its refurbished tech products. As this
category of devices is not strong in the US, where the culture and perception of new tech products becomes
an achievement status, the task was simple: create a campaign to appear as an alternative option to buying
brand new smartphones.
As a startup, we have a strong advantage: a challenger status, with a strong culture for provocation and
creativity. But it also came with a disadvantage: our budget was extremely limited. Our objective was clear:
create awareness about who we are, and what we sell, through word of mouth as media buying for our
messages was not possible.
Using influencers promoting what we sell quickly appeared as a good way to emerge and be trendy; but we
realised that the amount of money needed for American celebrities to post something about what we sell
was way too high for us.
REFURBISHED TWEETS
The tech industry, especially the smartphone one, always pushes brand new model
to make them appear as the perfect device for consumers.
We all know that the products sold only 3 years ago are still really good, and way cheaper now than brand new ones, and we had to
make people understand that. That was the first part of our insight:
we are selling today what people really wanted a few years ago.
Then came the other part, about influencers and their social media accounts, sharing what they do, what they want, live to millions
of followers. Then came our idea: these influencers were also wishing for our products years ago, too.
So to promote our refurbished products, we refurbished their tweets: we retweeted them as if they had just been posted the day
before, with an silly comment about our dedication to fulfil their wishes. We sent to influencers the smartphones of their (past)
dreams and let the whole world know about it online.
To promote our refurbished products, we refurbished all influencers verbatims about them to make their audience realize, without
spending money, who we are, what we do, and what we sell.
REFURBISHED TWEETS
Our first thought was to use influencers to value what we sell.
Sadly, American global superstars with millions of followers were absurdly out of our budget, asking for
hundreds of thousands of dollars to publish a single tweet or an Instagram picture.
But we also realised that most of these American celebrities really wanted our products and had already
tweeted about that years ago.
So, to promote our refurbished products, we decided to refurbish their tweets. We retweeted them as if
they were published the day before and sent them the smartphones of their (past) dreams, creating the
biggest online influencer campaign ever, for free, without the influencers even knowing it.
REFURBISHED TWEETS
All of the following results were made without media investment, through a 100% organic spread of our idea.
- We refurbished 311 old tweets from old celebrities, including 2 POTUS (Barack Obama, Donald Trump) dozen of actors, singers,
hip hop artists, novelists, TV show presenters, athletes, comic book artists, and even the founder of twitter
- A jump from an average of 100 customers per day before the launch on our US website to over 26 000 orders in the first 48
hours.
- A global increase of 427% of orders on our website for the month following the launch of our campaign.
- 3 different celebrities “involved” during the campaign acknowledged the initiative online after receiving the smartphones of
their (past) dreams.
IV
CLIENT: AEROMEXICO
AGENCY: OGILVY COLUMBIA
CATEGORY: BREAKTHROUGH ON A BUDGET
A WORLD WITHOUT BORDERS

CULTURAL CONTEXT:
It was also strategically determined that the best way to generate a bigger impact with the
campaign would only be through an inflection point on the political context in the US, a crucial
moment that came when the US longest Government Shutdown took place. It was predictable that
the whole media was going focus on this issue and as an extension, our campaign would generate
debate and conversation.
A decision that requires a brand to be brave to confront and face the President of the world´s most
powerful nation, but needs to be braver when it's precisely with that nation that the company
manages hundreds of millions of dollars’ businesses.
CASE STUDY
Aeromexico, the largest airline in Mexico, obtained a considerable amount of its revenue from flights from
Mexico to the US (58% p.a.); but not so much the other way around (flights from the US to Mexico: 28% p.a.).
This fact implied a long-term unsustainable situation in terms of people, time, and budget. The band needed
and wanted a strong action that not only solved their business problem but also reinforced the statement
they had been positioning for more than 3 years: "There are no borders within us".
Before creating the solution, it was necessary to consider the contextual political situation, created and
promoted by President Trump, where hatred towards Mexico was at its highest levels, being more evident
and radical in the precise locations next to the Mexican border. In addition, and contrast, it was important to
remember the fact that Aeromexico's main partner is an American company with which they manage
billions of dollars businesses.
Finally, and within an ambivalent framework, it was crucial to be clear that the main challenge was creating a
new behavior and interest, in an audience that was sensitive and predispose by historical and current events,
using a total budget of 80.000 dollars.
We needed to create a big and bold statement that could permeate as many people as possible with a total budget of 80.000 US
Dollars. We decided to focus our approach on creating an idea for a specific audience, expecting a demonstrative result.
We first studied the current political situation and contrasted that information with data from a research developed with the USA
Department of Homeland Security, in which Mexican migration through the years was sustained not as a recent phenomenon, but
as a settlement of Mexican communities since the 1800s; meaning that a large percentage of Americans have Mexican DNA.
All those acquired facts were crossed with social media and behavioral data, allowing to establish the most reluctant audience and
prone States (Nevada, Colorado, Texas, and Utah), where Mexican descendants NOT interested on flying to Mexico could be.
We strategically established that this situation was a behavioral problem that could only be countered by another behavior; so we
appealed to something Americans are proven to love: sales, faced with something they claimed to hate: Mexico.
The budget was totally implemented in the production to support the action’s veracity; leaving the amplification contextually
assigned to organic publications and earned media.
These insights, tensions, data analysis, and social behavior directed the creative team to bring to life a
disruptive idea designed for the specific and identified reluctant Southern border audience: DNA
Discounts, a promotion that gave discounts to Americans based on the results of their DNA tests. The
more Mexicans they were, the more discount they got.
People were not only targeted, but documented. The production selected and asked people about their
feelings and beliefs towards Mexico. Then, performed the DNA tests powered by 23andME; and were able
to record the shocking reaction when finding out about the percentage of Mexican DNA they held.
The brand, through DNA results, turned a traditional promotion into a viral -more than 166 countries-, and
revealing reward in which every discount they gave was as unique as people’s DNA; proving through real
facts that "There are no borders within us".
-The sales of Aeromexico tickets from the United States to Mexico had a historical increase of 33.7%.
-The top of mind of the brand and spontaneous recall reached 91% historical peaks.
-Increment in US search "Tickets to mexico": 214%.
-Increase in US search "Vacations to Mexico": 321%
-Increment in US search "Aeromexico": 177%
-Only 4% negative feeling which is unusual, especially for an airline.
-The video went viral with more than 25 M views the first week on different platforms.
-166 countries debated the campaign.
-Most of 1 billion reach.
-More than 140 media around the world gave Aeromexico coverage such as The NYT, Time, Newsweek, CBS, ABC, CNN, among
many others.
-The campaign was commented and shared by millions of people including political analysts, journalists, activists, celebrities,
influencers and even former Mexican President.
-The campaign became a statement to support and stand against the contextual political controversy.
V
CLIENT: UNILEVER - HELPACHILDREACH5
AGENCY: LOWE LINTAS MUMBAI
CATEGORY: LONG-TERM STRATEGY
LIFEBUOY
CULTURAL CONTEXT:
6.3 million children under the age of 5 die every year. A staggering 2 million of those deaths are
largely due to so called ‘common illnesses’ like pneumonia and diarrhoea. India’s Under 5 mortality
in 2013 was approximately 1,370,000, Kenya was at 150,000 and Indonesia at 79,000*.
Its both shocking and heartening when you realise that these diseases can be prevented and lives
can be saved. Washing hands with soap is one of the most effective ways to prevent infections like
diarrhoea and pneumonia.
One simple act could help more children all over the world reach the age of 5.
*Levels and Trends in Child Mortality Report 2014, UNICEF, WHO, UN, World Bank
CASE STUDY
LIFEBUOY
Despite its proven effectiveness, observed rates of handwashing with soap at critical moments - before
handling food and after using the toilet, range from 0% to 34%. In India, rates among mothers are at a dismal
1% after defecation and 11% before handling food. Handwashing rates are even lower for children.
Unlike in most cases, for lifebuoy competition was not another brand but the ignorance of and apathy
towards basic hygiene and hand washing with soap. It is this mindset that we sought to combat.
The solution to this massive problem of child mortality is so simple - the act of hand washing with soap that
can reduce these deaths by 1 million each year, cutting deaths from diarrhea by 40% and deaths from acute
respiratory infections by 25% more than any other intervention alone.
The challenge: Establish the role of handwashing as a lifesaving intervention.

LIFEBUOY
For an issue as profound as child mortality can be compounded by the perception

that individuals are powerless to do anything meaningful.
In this perception, we found our consumer insight: ‘often times even the most well intentioned people feel overwhelmed and
helpless about big problems like child mortality. Everyone wants to help save lives but they think it is beyond their power to do
anything meaningful.’
We recognised the potential emotional power of children not reaching the age of 5 as a means to engage consumers and
empower them to act. Rather than just making a commercial, we decided to actually demonstrate the power of hand-washing
and give individuals and organisations a chance to make a real difference.
The strategy was to ‘do it for real’.

LIFEBUOY
Help A Child Reach 5: POWER TO SAVE LIVES OF CHILDREN UNDER 5 IS IN OUR HANDS.
Through this idea, we wanted people to realise that the power to bring change was really in their hands.
The effort lay in linking the incredibly simple habit of handwashing to the immensely important act of
saving the lives of children.
The campaign effort was set alight by the inspiring clarion call, ‘Help A Child Reach 5’ - A simple message
that continues to have profound ground level implications.
LIFEBUOY
• Lifebuoy’s initiative played a role in pushing the needle for UN to amend SDG (Goal6.2) in April 2016 to include a handwashing
indicator
• Marketing Guru David Aaker acknowledged #HelpAChildReach5 campaign as world’s best branded social program ever
• The Bill and Melinda Gates Foundation commit time and resources to fighting under 5 mortality
• Lifebuoy’s behaviour change programs, helped with 25% reduction in diarrhoea
• 1.5 times increase in handwashing occasions for mothers exposed to Mobile Doctarni program
• Lifebuoy contributed alongside other partners under 5 deaths has reduced by 20% in India, 13% in Indonesia
and 12.8% in Kenya.
• Reached 458 million people on-ground through Mother and School programs
• World’s no.1 hygiene soap brand and 3rd most purchased FMCG brand globally
• The brand is chosen close to 2375 million times per year and has reached close to 2.3 billion people so far.
VI
CLIENT: ESSITY
AGENCY: AMV BBDO LONDON
CATEGORY: BRAVE BRANDS
VIVA LA VULVA
CULTURAL CONTEXT:
A toxic cocktail of historical prudery and censorship around women’s genitals, and the recent
explosion of porn, have pressurised young women to believe their genitals should look a certain
way: the myth of the ‘perfect’ vulva
The intimate care category had historically been so clinical and euphemistic that it enforced these
taboos - many women bought and used the products in shame, like a dirty secret.
As a result, almost half of women (44%) admit they feel embarrassed by their vulva, many women
ignore what normal looks like (7/10), demand a ‘designer vagina’ (labioplasty is the fastest growing
cosmetic surgery in the world), and millions avoid cervical cancer tests over embarrassment, putting
their health at stake. CASE STUDY
We set out to demolish the conventions of the category and dynamite the myth of the perfect vulva.
All to show that there’s only one perfect vulva: Yours.
VIVA LA VULVA
Libresse (ESSITY) is a global challenger brand (#6) known for its period care offering.
In order to keep on growing and stay relevant to women in a declining period care category, ESSITY, with the
support of innovation strategy consultants at Kitchen 8, decided to expand into a broader offering of
products for women’s intimate area.
Intimate care was the fastest growing segment in Feminine care globally, with solid historical players and
many new entrants.
Coming from periods, how could we enter the category powerfully?
We couldn’t compete on history. But we could compete through empathy.
Our brand platform, Live Fearless, was all about breaking taboos that hold women back when it comes to
periods.
2016, we tackled the taboo of periods in sports, showing sportswomen bleeding – a historical first in the
category, and provided much-needed myth-busting content for women to keep exercising during their
periods.
In 2017, we hit even harder with Bloodnormal, a ban-defying, taboo-breaking and boundary pushing
campaign that redefined its category. It drove a considerable amount of fame for the brand, praised globally
for breaking the patriarchal stigma around periods.
To stand a chance, we had to bring our understanding of women’s reality to intimate care.
VIVA LA VULVA
Apart from telling women what to do (“the right soap for your intimate area”), reinforcing fears of smelling bad or treating
women’s anatomy like broken cars that needed serious “intimate experts” wearing white coats, the intimate care category hadn’t
been up to much in the last few decades.
Despite being a new entrant, we had to be the much-needed lighthouse and break the cycle of shame.
We did a lot of reading – from academic studies to articles to books, and conducted quantitative research in several countries.
Everywhere we looked, the diagnosis was the same:
There is an unhealthy quest for the perfect vagina, with almost half of women embarrassed by their vulva and an increasing
number hating the way it looked to the point that labiaplasty was the fastest growing cosmetic surgery in the world.
The toxic quest is fuelled by the explosion of porn culture – where most vulvas have been shown as neat, hairless slots – combined
with abysmal ignorance – which is bred by societal shame and censorship around women’s genitals.
It was clear that to show women how much we cared about their vulvas, we had to overturn a long history of shame and
objectification.
VIVA LA VULVA
We decided to dynamite the myth of the perfect vulva.
Viva La Vulva is a campaign with at its heart, a lip-sync music video with a twist: It shows a beautiful
diversity of vulvas of every shape and colour singing loud and proud to the women who love them.
Set to the iconic track ‘Take Yo’ Praise’ by Camille Yarbrough, which has been subverted to become a
feminist self-love anthem, every line is delivered with emotion and feeling that brings that vulva to life.
It subverted dozens of taboos, heroing oysters, conch shells, juicy fruits, cupcakes, evokes birth, ageing,
the infamous camel-toe that women get regularly shamed for, and we even see Barbie popping up,
anxiously looking for her genitals.
Importantly, it showed women opening up about the issue, the shame, the ignorance and reclaiming
their bodies.
Because the only imperfect vulva is the vulva that is silenced and ignored.
VIVA LA VULVA
The campaign is only at its beginnings but first results are very promising:
Released in Scandinavia, the campaign immediately got praised around the world, from the US to UK to India.
With £0 media support, the film quickly reached over 5 million organic views and 96% positive comments on social.
It smashed all brand metrics, including “brand seem different in the category” – over double the norm (Ipsos Dec. 2018).
And we saw an immediate sales uplift at launch, meeting or surpassing targets across the campaign period, with products
Libresse had never sold before.
5 weeks after the launch, Libresse wipes already gained significant ground with market share reaching 33% – not bad for a new
entrant in intimate care. (Nielsen data, Dec. 2018).
Not least of all, Viva La Vulva gaining the right to exist in the world was a very hard battle
with media owners (see confidential section).
VII
CLIENT: VOLVO
AGENCY: FORSMAN AND BODENFORS GOTHENBURG
CATEGORY: DATA AND ANALYTICS
THE E.V.A. INITIATIVE

CULTURAL CONTEXT:
Most cars are designed for the average-sized man, and mainly tested on male crash test dummies. As
a result, women are less safe and more likely to get injured in a car crash. In fact, they are 71% more
likely to be injured and 17% more likely to die.
But not when it comes to Volvo. They have gathered real-world data since the 1970s to learn what
happens during a collision — regardless of size or gender. This has made Volvo cars equally safe for all
people.
With the E.V.A. Initiative, we wanted to highlight this issue and offer all competitors to download
Volvo’s data. The objective was not only to address the issue, but to close the gender crash gap. To
make the data more human, we gave the facts a face and showed how it affects women in a personal CASE STUDY
and direct way.
The business challenge was to transform automotive safety from something traditional and expected into a
meaningful and relevant movement in line with our purpose and brand strategy. In specific, the challenge
was to celebrate the 60th anniversary of Volvo’s safety belt and communicate Volvo’s 2020 Vision.
We found that 80% of all car purchases were influenced by women, and that 63% of female buyers claim to do
all research and purchasing on their own; their top priority being safety. Yet 3 in 4 women feel misunderstood
by the industry.
After further research, we found an equality issue in the auto industry. Women are 47% more likely to be
seriously injured, 71% more likely to be moderately injured and 17% more likely to die in a car crash. The
reason? Most crash test dummies are based on the average male.
Therefore, we saw an opportunity to challenge Volvo’s original brief. The objective was not only to address the
issue, but to close the gender crash gap. In order to get people’s attention, we needed to make the data more
human and show how the inequality affects women in a personal and direct way.
To learn more about the problem, we conducted stakeholder interviews and consumer surveys, studied Volvo’s proprietary
and third-party safety research, conducted SEO analysis and more than 100 hours of desk research including press from 1960
and onwards.
We learned that most crash tests are based on men. Even when a female dummy is being used, it is often simply a
scaled-down male dummy. But differences in anatomy between men and women are crucial when it comes to car safety, so
when automakers ignore them — the results can be deadly.
To move forward, we looked back. And found an incredible insight rooted in Volvo’s history. Their Accident Research Team
has gathered real-world data since the 1970s from more than 43.000 crashes to learn what happens during a collision —
regardless of size or gender. This has allowed Volvo to design cars that are safer for everyone. Volvo also supported the
development of the world’s first female crash test dummy.
Yet, data can be boring. So we gave the facts a face and created EVA who became the embodiment of Volvo’s safety
research. As the human aspect of the campaign, she inspired everything from creative strategy to visual execution.
Volvo’s philosophy has always been to put safety of people before business. 60 years ago, they gave away
their three-point safety belt patent. So, we thought: what if we could get Volvo to make cars safer for
everyone, once again?
And that’s exactly what we did. To make all cars safer for women, we collected all of Volvo’s safety
research and made it available to everyone. By creating a digital library with data from more than 43,000
collisions and 72,000 people, the research became open and free to any company to learn from.
For the first time ever, anyone could download more than 40 years of research and learn how it has led to
some of Volvo’s most innovative systems. We then gave the numbers a face and showed how the
injustice personally affects women in a global campaign with film, print, social, outdoor, and PR.
The campaign quickly became news and sparked a global conversation about equal road safety. So far, the film has
garnered over 85 million views and has reached over 70 countries. It has appeared in over 450 articles and has been featured
on newscasts and blogs all around the globe. With over 280 million social media impressions, we got the world talking about
an issue many people were unaware of.
It also created a debate within the auto industry as other carmakers embraced the initiative, such as electric vehicle startup
Uniti. But most importantly, more than 11,000 people have downloaded the data, which gives hope that EVA will improve the
safety of women in all cars.
• Countries reached: +71

• Downloads from knowledge library: +11.000
• Film views: +85 million
• +450 news outlets
• Earned media reach: +317 million
• Social media reach: +90 million
• Engagement: +3 million
• Social media impressions: +280 million
GOLD LIONS
I
CLIENT: PERNORD RICARD
AGENCY: LEO BURNETT MADRID
CATEGORY: FMCG
THE TIME WE’VE LEFT

CULTURAL CONTEXT:
We live in autopilot mode, devoted to work and unconsciously distributing our time in a way that’s
far from ideal. On top of that, technology has invaded our lives and takes up most of the little time
we have left.
In Spain, it is a common tradition to take a digestive liquor like Ruavieja after lunch or dinner to
make the moment last longer. This tradition and many others are disappearing because nowadays
nobody has time for anything and everyone’s always in a rush.
How we processed data: we used a very simple calculation, taking into account the current
frequency with which two people see each other and their life expectancy, according to where they
live. And applied the variation that statistics gave us in each case. CASE STUDY
THE TIME WE HAVE LEFT
How do you get people to drink more of something they’re drinking less of, from a brand few people are
aware of? This was the challenge facing Ruavieja: a little-known Spanish alcoholic digestive caught in a world
actively turning away from slow paced tradition.
In Spain, it is common to take a digestive liquor like Ruavieja after lunch or dinner to make the moment last
longer with the people around you. However, in a constant state of rush and time perceived to be scarce,
people’s time involved traditions and rituals are disappearing.
Since it is not a widely known brand, the main objective of this campaign was to put Ruavieja on the map, by
gaining relevance solving and important issue in Spanish society.
This Christmas, Ruavieja set forth a great ambition: drive greater brand awareness and relevance by credibly
solving - as a digestive liquor - an important issue in Spanish society.
Our first task was understanding why we manage and distribute our time the way we do.
Numerous studies prove that face to face relationships with people we care about are disappearing in favor of online interactions.
Little by little control over our own time erodes away without much resistance from our side… why is that? Why don’t we place a
valuation on how we spend our time?
To truly understand this, we teamed up with psychology expert Rafael Sant Andreu to understand human beings relation to and
perception of time. We found that human brains are programed to avoid thinking about the time we have left to live, which is why
we often postpone important things.
This is when we had our existential “aha moment.” We asked ourselves this one question: if you knew exactly how much time you
have left with the people you love, would you keep on living the way you are living now? This simple yet powerful question,
prompted us to figure out a way to make that prediction. To provide an answer, that would compel a behavioral change in how
people valued and spent their time.
Would people change their behavior and find more time to see each other if they knew exactly how
much time they had left together? We knew we had to create a bulletproof algorithm against sceptics, so
we gathered data from the National Institute of Statistics on life expectancy as well as studies related
with the likelihood of maintaining the frequency of our encounters over time. From this, we built a fairly
accurate tool that predicted how much time you had left with someone.
To compel people to completely re-assess their perception of time, we created a film that proved our
hypothesis. A film that simply captured real people’s reactions when confronted with the algorithm’s
results. People who, loved each other dearly but only saw each other from time to time. The stark reality
of their current behavior and valuation of time created a series of powerful portraits that transcended
advertising.
Sales increased by +52% (compared to the second best in the category +28,5%)
Carrefour had to create a direct button on its e-commerce front page due to the sudden demand.
12.1% of growth (compared to 1.3% growth of the category)

“A Brand that I’d recommend” attribute grew 22.3 percentile points from previous year. (12,6% to 34,9%)
“A brand that connects people” grows 22 percentile points from previous year. (32,1% to 54%)
Likeability of the campaign is the highest ever in the history of spirits (91%)
The most watched Spanish ad in history according to Google. (Second best is from 2009 but has only 2% organic views
compared to 67% of Ruavieja’s)
The most shared Spanish ad in history according to Google. (310k compared to the second best ever 180k)
-1 Million people visited the web and more than 700K calculated how much time they had left with their loved ones.
II
CLIENT: ESSITY
AGENCY: AMV BBDO LONDON
CATEGORY: HEALTHCARE
VIVA LA VULVA
CULTURAL CONTEXT:
A toxic cocktail of historical prudery and censorship around women’s genitals, and the recent
explosion of porn, have pressurised young women to believe their genitals should look a certain
way: the myth of the ‘perfect’ vulva
The intimate care category had historically been so clinical and euphemistic that it enforced these
taboos - many women bought and used the products in shame, like a dirty secret.
As a result, almost half of women (44%) admit they feel embarrassed by their vulva, many women
ignore what normal looks like (7/10), demand a ‘designer vagina’ (labioplasty is the fastest growing
cosmetic surgery in the world), and millions avoid cervical cancer tests over embarrassment, putting
their health at stake. CASE STUDY
We set out to demolish the conventions of the category and dynamite the myth of the perfect vulva.
All to show that there’s only one perfect vulva: Yours.
VIVA LA VULVA
Libresse (ESSITY) is a global challenger brand (#6) known for its period care offering.
In order to keep on growing and stay relevant to women in a declining period care category, ESSITY, with the
support of innovation strategy consultants at Kitchen 8, decided to expand into a broader offering of
products for women’s intimate area.
Intimate care was the fastest growing segment in Feminine care globally, with solid historical players and
many new entrants.
Coming from periods, how could we enter the category powerfully?
We couldn’t compete on history. But we could compete through empathy.
Our brand platform, Live Fearless, was all about breaking taboos that hold women back when it comes to
periods.
2016, we tackled the taboo of periods in sports, showing sportswomen bleeding – a historical first in the
category, and provided much-needed myth-busting content for women to keep exercising during their
periods.
In 2017, we hit even harder with Bloodnormal, a ban-defying, taboo-breaking and boundary pushing
campaign that redefined its category. It drove a considerable amount of fame for the brand, praised globally
for breaking the patriarchal stigma around periods.
To stand a chance, we had to bring our understanding of women’s reality to intimate care.
VIVA LA VULVA
Apart from telling women what to do (“the right soap for your intimate area”), reinforcing fears of smelling bad or treating
women’s anatomy like broken cars that needed serious “intimate experts” wearing white coats, the intimate care category hadn’t
been up to much in the last few decades.
Despite being a new entrant, we had to be the much-needed lighthouse and break the cycle of shame.
We did a lot of reading – from academic studies to articles to books, and conducted quantitative research in several countries.
Everywhere we looked, the diagnosis was the same:
There is an unhealthy quest for the perfect vagina, with almost half of women embarrassed by their vulva and an increasing
number hating the way it looked to the point that labiaplasty was the fastest growing cosmetic surgery in the world.
The toxic quest is fuelled by the explosion of porn culture – where most vulvas have been shown as neat, hairless slots – combined
with abysmal ignorance – which is bred by societal shame and censorship around women’s genitals.
It was clear that to show women how much we cared about their vulvas, we had to overturn a long history of shame and
objectification.
VIVA LA VULVA
We decided to dynamite the myth of the perfect vulva.
Viva La Vulva is a campaign with at its heart, a lip-sync music video with a twist: It shows a beautiful
diversity of vulvas of every shape and colour singing loud and proud to the women who love them.
Set to the iconic track ‘Take Yo’ Praise’ by Camille Yarbrough, which has been subverted to become a
feminist self-love anthem, every line is delivered with emotion and feeling that brings that vulva to life.
It subverted dozens of taboos, heroing oysters, conch shells, juicy fruits, cupcakes, evokes birth, ageing,
the infamous camel-toe that women get regularly shamed for, and we even see Barbie popping up,
anxiously looking for her genitals.
Importantly, it showed women opening up about the issue, the shame, the ignorance and reclaiming
their bodies.
Because the only imperfect vulva is the vulva that is silenced and ignored.
VIVA LA VULVA
The campaign is only at its beginnings but first results are very promising:
Released in Scandinavia, the campaign immediately got praised around the world, from the US to UK to India.
With £0 media support, the film quickly reached over 5 million organic views and 96% positive comments on social.
It smashed all brand metrics, including “brand seem different in the category” – over double the norm (Ipsos Dec. 2018).
And we saw an immediate sales uplift at launch, meeting or surpassing targets across the campaign period, with products
Libresse had never sold before.
5 weeks after the launch, Libresse wipes already gained significant ground with market share reaching 33% – not bad for a new
entrant in intimate care. (Nielsen data, Dec. 2018).
Not least of all, Viva La Vulva gaining the right to exist in the world was a very hard battle
with media owners (see confidential section).
III
CLIENT: CANADIAN DOWNSYNDROME SOCIETY
AGENCY: FCB TORONTO
CATEGORY: LONG-TERM STRATEGY
ENDANGERED SYNDROME
CULTURAL CONTEXT:
In Canada and North America, despite a growing movement towards diversity and inclusion, bias
continues to be pervasive against people with disabilities. Stigma and stereotypes impact parents
and people with Down syndrome at every stage of their lives – from a lack of fair and balanced
information at the moment of diagnosis to difficulty accessing resources to find their first job and
move out on their own.
While Canada has made great strides in building an inclusive society that accepts people of
different races, genders and sexual orientations, we are way behind when it comes to accepting
people with disabilities.
CASE STUDY
Because of this, the CDSS had the goal of supporting parents of children with Down syndrome at
every stage of the lives. To fill the gaps of support, information and resources that parents don’t
receive.
ENDANGERED SYNDROME
The Canadian Down Syndrome Society (CDSS) had a goal of reaching the general population and raising
awareness of the abilities of people with Down syndrome, on a minuscule budget.
But there were two issues with the ask:
Issue #1: Too Broad. With a small budget, the CDSS didn’t have resources to breakthrough to a mass
audience. The reality was that the CDSS couldn’t be and say everything to everyone. More than anything, we
needed to hone our efforts in two ways: by focusing on supporting parents of children with Down syndrome,
and by focusing on specific moments in their journey when they needed our support.
Issue #2: Too Expected.
The desired creative approach was generic, and frequently employed by disability advocacy groups. Their
existing platform was based on the idea of “seeing the ability”, but we knew that simply saying it doesn’t
make people believe it.
At its core, the CDSS is an organization that believes in being “pro-information” by combatting the
stereotypes and stigma of Down syndrome – at every moment. So, to fulfill their mission, we set out to
demonstrate people with Down syndrome’s humanity instead of merely talking about.
ENDANGERED SYNDROME
We focused our efforts on parents, not the general public – and used our strategic process to map a customer journey that defined
moments when they're in need of information and support.
The mapping required an extensive review of qualitative and quantitative data, revealing three key moments:
Year 1 moment: between diagnosis and decision

When parents learn their unborn child has Down syndrome, they have about 10 days to decide whether to continue with the
pregnancy. Search data showed a high need for information among a small group of parents. 0.1% of pregnant couples ask Google
over 57,000 Down syndrome-related questions monthly.1
Year 2 moment: Announcing the birth

Qualitative interviews showed parents of Down syndrome children hear “I’m sorry” after their baby’s birth, a hurtful comment that
turns a moment of celebration into pain.
Year 3 moment: Raising children in a shrinking community

Analyzing Down syndrome birth statistics revealed a rapid increase in pre-natal screening for Down syndrome, along with near
universal termination rates, signaling the population was declining. 2, 3, 4
Qualitative interviews with parents revealed this decline was putting pressure on them, as they struggled to get the proper
education, find supportive housing and employment for their children.
ENDANGERED SYNDROME
We established a new creative platform, that didn’t just say what people with Down syndrome can do – it
demonstrated it. We let the community speak for themselves, a humanizing approach employed
throughout the journey.
Year 1: Have the true experts answer parent’s questions

To answer parents’ questions, we launched Down Syndrome Answers - a series of searchable videos
where people with Down syndrome answer all of the 40 top Googled questions on Down syndrome.
Creating a self-sustaining resource.
Year 2: Make Sorry a Bad Word

To change how people react to the birth of a baby with Down syndrome, our Down syndrome experts
once again explained that any profanity-laden reaction is better than the worst word of all: “Sorry”.
Year 3: Position a community as endangered

To advocate for resources, for the first time in history, a group of people applied to be on the endangered
species list.
ENDANGERED SYNDROME
Since launch in November 2016, the Canadian Down Syndrome Society’s campaign has:
• Achieved earned impressions over 23 billion

• Increased donations by 429%, reaching the highest level in the Canadian Down Syndrome Society’s history
• Every Down Syndrome Answers video remains in the top 10 in Google rankings, with 65% at #1. Forever making them available
for parents in need.
• In 2019, the UN went on record to ensure that no new parent should ever hear sorry again.
CREATIVE STRATEGY - CASE STUDY PAPER
GRAND PRIX LION

I
CLIENT: VOLVO
AGENCY: FORSMAN AND BODENFORS GOTHENBURG
CATEGORY: AUTOMOTIVE

CULTURAL CONTEXT:
Most cars are designed for the average-sized man, and mainly tested on male crash test dummies. As
a result, women are less safe and more likely to get injured in a car crash. In fact, they are 71% more
likely to be injured and 17% more likely to die.
But not when it comes to Volvo. They have gathered real-world data since the 1970s to learn what
happens during a collision — regardless of size or gender. This has made Volvo cars equally safe for all
people.
With the E.V.A. Initiative, we wanted to highlight this issue and offer all competitors to download
Volvo’s data. The objective was not only to address the issue, but to close the gender crash gap. To
make the data more human, we gave the facts a face and showed how it affects women in a personal CASE STUDY
and direct way.
The business challenge was to transform automotive safety from something traditional and expected into a
meaningful and relevant movement in line with our purpose and brand strategy. In specific, the challenge
was to celebrate the 60th anniversary of Volvo’s safety belt and communicate Volvo’s 2020 Vision.
We found that 80% of all car purchases were influenced by women, and that 63% of female buyers claim to do
all research and purchasing on their own; their top priority being safety. Yet 3 in 4 women feel misunderstood
by the industry.
After further research, we found an equality issue in the auto industry. Women are 47% more likely to be
seriously injured, 71% more likely to be moderately injured and 17% more likely to die in a car crash. The
reason? Most crash test dummies are based on the average male.
Therefore, we saw an opportunity to challenge Volvo’s original brief. The objective was not only to address the
issue, but to close the gender crash gap. In order to get people’s attention, we needed to make the data more
human and show how the inequality affects women in a personal and direct way.
To learn more about the problem, we conducted stakeholder interviews and consumer surveys, studied Volvo’s proprietary
and third-party safety research, conducted SEO analysis and more than 100 hours of desk research including press from 1960
and onwards.
We learned that most crash tests are based on men. Even when a female dummy is being used, it is often simply a
scaled-down male dummy. But differences in anatomy between men and women are crucial when it comes to car safety, so
when automakers ignore them — the results can be deadly.
To move forward, we looked back. And found an incredible insight rooted in Volvo’s history. Their Accident Research Team
has gathered real-world data since the 1970s from more than 43.000 crashes to learn what happens during a collision —
regardless of size or gender. This has allowed Volvo to design cars that are safer for everyone. Volvo also supported the
development of the world’s first female crash test dummy.
Yet, data can be boring. So we gave the facts a face and created EVA who became the embodiment of Volvo’s safety
research. As the human aspect of the campaign, she inspired everything from creative strategy to visual execution.
Volvo’s philosophy has always been to put safety of people before business. 60 years ago, they gave away
their three-point safety belt patent. So, we thought: what if we could get Volvo to make cars safer for
everyone, once again?
And that’s exactly what we did. To make all cars safer for women, we collected all of Volvo’s safety
research and made it available to everyone. By creating a digital library with data from more than 43,000
collisions and 72,000 people, the research became open and free to any company to learn from.
For the first time ever, anyone could download more than 40 years of research and learn how it has led to
some of Volvo’s most innovative systems. We then gave the numbers a face and showed how the
injustice personally affects women in a global campaign with film, print, social, outdoor, and PR.
The campaign quickly became news and sparked a global conversation about equal road safety. So far, the film has
garnered over 85 million views and has reached over 70 countries. It has appeared in over 450 articles and has been featured
on newscasts and blogs all around the globe. With over 280 million social media impressions, we got the world talking about
an issue many people were unaware of.
It also created a debate within the auto industry as other carmakers embraced the initiative, such as electric vehicle startup
Uniti. But most importantly, more than 11,000 people have downloaded the data, which gives hope that EVA will improve the
safety of women in all cars.
• Countries reached: +71

• Downloads from knowledge library: +11.000
• Film views: +85 million
• +450 news outlets
• Earned media reach: +317 million
• Social media reach: +90 million
• Engagement: +3 million
• Social media impressions: +280 million
THANKS!
BY: PETER KORMANYOS

Creative Strategy Lions Deck 2019

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Creative Strategy Lions Deck 2019

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CREATIVE STRATEGY

1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)

We needed to create an idea that:

2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)

3./ THE CREATIVE IDEA (20% VOTE)

In partnership with This Morning, we created Project 84.

Simultaneously, a petition went live on Change.org, calling on government to deliver ministerial

4./ THE OUTCOME AND RESULTS (20% VOTE)

Project 84 incited national conversation.

The petition received 390,000 signatures.

Calls for March increased by 41%.

1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)

2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)

The relationships reverse: parent-caring-for-child becomes child-caring-for-parent.

We saw three things:

We took this to Gillette’s Head of Design:

3./ THE CREATIVE IDEA (20% VOTE)

4./ THE OUTCOME AND RESULTS (20% VOTE)

- UK > 6.5 million caregivers. USA > 43.5 million.

WHERE YOU BELONG

1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)

2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)

3./ THE CREATIVE IDEA (20% VOTE)

4./ THE OUTCOME AND RESULTS (20% VOTE)

1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)

2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)

3./ THE CREATIVE IDEA (20% VOTE)

4./ THE OUTCOME AND RESULTS (20% VOTE)

About The Tommy Hilﬁger Brand:

As a point of comparison, the US market for plus-size now estimated at $21B.

1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)

We all get dressed every day. Usually with ease.

The challenge was twofold:

2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)

3./ THE CREATIVE IDEA (20% VOTE)

We wanted to celebrate and enable this fundamental human right to self-expression.

4./ THE OUTCOME AND RESULTS (20% VOTE)

Increased distribution beyond Tommy.com with Macy’s and Amazon.

70% of ﬁre deaths in South Korea are caused by residential ﬁres.

1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)

2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)

3./ THE CREATIVE IDEA (20% VOTE)

4./ THE OUTCOME AND RESULTS (20% VOTE)

1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)

2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)

3./ THE CREATIVE IDEA (20% VOTE)

4./ THE OUTCOME AND RESULTS (20% VOTE)

1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)

2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)

3./ THE CREATIVE IDEA (20% VOTE)

4./ THE OUTCOME AND RESULTS (20% VOTE)

1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)

The solution lay hidden in our claims data.

2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)

3./ THE CREATIVE IDEA (20% VOTE)

Or clearing gutters of leaves in storm areas. The basics.

4./ THE OUTCOME AND RESULTS (20% VOTE)

· 79% of customers see NRMA Insurance as a more proactive insurer.

· “I never thought to check pipes under the sink. Brilliant idea”

1./ THE INTERPRETATION OF THE CHALLENGE (30% VOTE)

Everyone in India knows Vicks.

2./ THE INSIGHT - BREAKTHROUGH THINKING (30% VOTE)

75 years of brand equity couldn’t (and shouldn’t) be discarded.