2011 IPA Effectiveness Awards

1. 2011 IPA Effectiveness Awards How to win

2. Why Are We Here? To celebrate the commercial power of our creativity

3. Why Do the IPA Awards Exist? To reward and showcase the commercialpower of ideas and prove beyond doubt that a return on marketing communications investment has been delivered.

4. History • Started in 1980 to prove that: • advertising really does work • you can measure its effects • those effects are financially worthwhile • Other aims: • to raise the standard of evaluation • to learn more about how communications work

5. How the awards have developed 1980s: Short term effects 1990s: Longer term effects 2000s: Integrated Campaigns 2010s: New Media

6. We would like more examples going beyond traditional ad campaigns To contribute further to new learning particularly in the online space How to value a fan Where social media fits in consumer journey Measuring ongoing conversations Understanding how to create brand engagement

7. Who can enter Competition open to all agencies, clients and media owners worldwide with a total annual communications budget below £2.5m

8. An immense contribution to learningOver 1400 case studies since 1980

9. A couple of mythsand why you should ignore them

11. 2010 MCBD

14. Judging 2011

16. The seven judging criteria • Clarity of presentation • Scale of task • Strength of solution • Scale of effect • Precision of proof • Innovation of measurement • Use of channels

19. Strength of Solution Set out to prove how imaginative and impressive your solution was, not just assert it.

24. Specialprizes

25. So How Do You Begin?

26. Create IPA time table DATES ? ? ? ? ? ? ? ? ? ? ? ? 15th April 2011 • First summary of case • Start internal data audit • External data trawl to fill gaps • Client approval • Agree final shortlist of papers • First draft for review • All data gathering complete • Data analysis • Econometric modelling (where needed) • Review second complete draft • Review third draft • Final review • IPA DEADLINE

27. Need to take into account • Professional paper/chart formatting • Preparing creative materials for IPA specifications • Empirical appendices • IPA submission summaries • Finishing touches • Submission deadline 15th April DEADLINE

28. Advertising Works 1 - 19

30. Identifying likely cases Do you think the comms worked? Do you think you could prove it? Is it an interesting story? What’s the theme? Do you think the comms paid for itself? Would the client let you enter?

31. Identify your story

33. Gather the data

35. Spotlight your case in as many ways as possible

36. A typical essay plan • Introduction • The marketing problem • The agency’s solution • Results • Proof that the campaign worked • Payback and efficiency (ROMI) • Conclusion • Appendices ~1/3 paper ~2/3 paper

37. The front bit • Introduction: • What’s the hook? • The business problem: • Market background • Brief to agency, objectives • Agency solution: • strategy, creative, media • How did you think the communications would work? Develop a communications model

38. The back bit • Results: • Show business success • Show objectives achieved • Success could mean slowing a decline • Proof: • Prove beyond doubt comms did it • Longest and most crucial section • Payback and ROMI • Conclusions • Appendices – Technical, boring or sensitive stuff

41. Morrison’s Let’s Grow Campaign Why did it win BIG

42. Chairman of Judges comment “The Morrison’s campaign not only ticked all the effectiveness boxes for the judges, it was also interesting, compelling, engaging and had a green element.” Lord Chadlington CEO Huntsworth, IPA Chairman of Judges 2009

43. In summary • The Morrisons paper presents much more than just a communications idea. Let’s Grow was a groundbreaking community engagement programme that involved schools, charities, gardeners and MPs in getting children to learn to grow their own food • Let’s Grow drove footfall for Morrisons by taking brand engagement to a new level at the start of the recession, when other retailers were focusing heavily on price • The scheme and business results are impressive, far outweighing expectation

44. The seven judging criteria • Clarity of presentation • Scale of task • Strength of solution • Scale of effect • Precision of proof • Innovation of measurement • Use of channels

45. Clarity of Presentation • Engaging read, told as a story, not a shopping list • Simple explanation of a complex community engagement programme • Mums shop in Morrisons and receive Let’s Grow vouchers for their kids to take into school. These are redeemed for gardening equipment, seeds and tools, which were delivered in time for spring planting. • Anyone could read this case and understand it

46. Scale of task The Context • Morrisons had enjoyed a period of growth since its relaunch but was being threatened by aggressive discounting by other retailers as the recession kicked in. Business Objective - Achieve another step change in turnover growth. The Marketing Challenge • To deliver additional footfall and drive loyalty during the worst recession since the Great Depression

47. Strength of solution • Cultural opportunity: • Kids had a lack of knowledge and understanding of where their food came from • Mothers concerned about quality of food for their kids • Insight: • “To really appreciate food, you need to get your hands dirty” • Concept: • Let’s Grow was born • Target: • Middle Families (with primary school children) who shopped at competitor super markets • Collaboration: • Media, Creative, Promotions and Client worked together to create this campaign

48. Scale of effect Programme results • Six months after launch 85% of all primary schools in the UK had registered for Let’s Grow • 39 million vouchers were redeemed in the promotion period • The campaign beat its original objective of registering 6000 schools with a total of 18000 schools registering

49. Scale of effect Business results • 1.733 million additional shopping visits were generated during the promotion period • Let’s Grow attracted new shoppers to Morrisons and increased frequency among existing shoppers. • Incremental turnover of £52m during the period of the promotion is directly attributable to the campaign

50. Strength of proof • Econometrics was employed to discount the effect of other factors, which included: • Store openings, Competitor openings, Store refurbs, Sunshine hours, rainfall, Own and competitor promotions, price, Market growth, PR, Store events, Competitive media, Seasonality, Bank holidays, School holidays etc… • Incremental turnover totalled £52m • A payback of £21.57 for every £1 invested was calculated