Reggie Awards Case Studies

REGGIE GOLD AWARD WINNERS

Chex Quest

Ralston Foods, Inc.
Waters Molitor, Inc.

Although Chex Cereals ranked 10th in its more than 300-product category, the company and its agency, WatersMolitor set out to execute a promotional campaign that would create consumer top-of-mind awareness and shed a somewhat sleepy brand image.

With its position as a family product and research showing that Chex had strong equity in its unique square, waffle shape, the company set out to build market share, make the brand's image more contemporary, strengthen its position and reinforce the brand's equity. At a time when many cereal manufacturers were focused on price cuts, Chex wanted to create a value-added promotion that would build equity and create a compelling reason to purchase Chex.

The creative solution was to pack a free, non-violent CD-ROM computer game inside every box. The game helped to position Chex as fun for children and gave it a contemporary appeal by taking advantage of the ever-increasing number of home computers. The game had to be exciting so consumers would continue to play the game and generate brand impressions.

Agency WatersMolitor created an original, interactive 3-D computer game called Chex Quest, which was packed as a free premium in 5.7 million boxes of Chex Cereals. By bring in America Online as a promotional partner, the company was able to cut production costs. The CD-ROMS carried the AOL software and a subscription offer for 50 free hours.

Chex Quest featured five playing levels, 3-D graphics, full animation and sound effects, putting it on par with most popular CD-ROM action/adventure games that typically retail for $30 or more. The game was rated appropriate for all audiences and had a skill level targeted for kids of nine and older.

Chex Quest begins with a full-screen animated movie that sets the story line and introduces the challenge. Players eavesdrop on a meeting of the "Intergalactic Federation of Cereal" and learn that slimy, green aliens called "Flemoids" have invaded the food production and processing facilities on "Bazoik." The Flemoids must be "zorched" back to their dimension and their prisoners freed by the "Chex Warrior."

Promotional support included:

* A free standing coupon insert distributed nationally in Sunday newspapers announcing the game and the AOL offer.
* A front flag on 5.7 million packages of Chex announcing the game and directing consumers to the Chex promotional web site for the game sequel, Chex Quest 2.
* More than 42 million public relations impressions in major newspapers, broadcast and appropriate magazines targeting moms, game players and computer owners.
* Thirty-second television spots announcing the CD-ROM offer.
* A web site was created to reach the online audience and offer the free sequel that could only be played by consumers with the original game. The site also featured game character bios, game tips, answers to frequently asked questions and Chex recipes and product information.

The results, including a 295 percent increase in incremental volume over base and a 48 percent increase in volume share from the previous year, were tremendous. Consumer feedback was extremely enthusiastic to the game and the brand. Players of all ages appreciated the game and there were requests for sequels.

The Chex Quest CD-ROM continued to be played by consumers beyond the promotion period, immersing consumers in the brand each time they play the game. In the minds of participating consumers, Chex Cereal's image changed from old-fashioned and stodgy to exciting, fun and modern.

National Consumer Promotion over $500,000


MusicLand/Scream on Pay-Per-View Sweepstakes

Buena Vista Television
In-house

Pay-Per-View movies generate a significant portion of revenues for cable operators and direct-broadcast satellite systems in addition to the studio that distributes them. The Pay-Per-View industry generated a record $1.2 billion in 1997, with movies ranking second only to sports.

Buena Vista Television, the Pay-Per-View distributor for all Buena Vista Pictures and Miramax films, saw Halloween as an opportunity to create event programming to reach PPV's core audience of men between 18 and 34 with the movie "Scream." Since "Scream" had just run and cable operators do not like to schedule horror movies, Buena Vista Television needed to create a compelling promotional event to convince cable operators to air "Scream" on Halloween.

Finding a promotional partner to support "Scream" was a unique challenge because of its horror roots. Looking for a more edgy, irreverent partner targeting the same audience, Buena Vista joined forces with the Musicland Group, consisting of Sam Goody/Musicland, Suncoast Motion Picture Company, Media Play and On Cue stores.It is the nation's largest specialty retailer of prerecorded music and home video products. Musicland was also seeking to create a branded event for Halloween to drive that same demographic traffic into their stores.

To drive traffic to the stores and drive orders for the special Halloween airing of "Scream," the "Scream" Sweepstakes was launched. The grand prize was a trip for two to Hollywood to attend the star-studded premier of "Scream 2." Consumers could pick up an entry form at any of the 1,375 Musicland Group locations.

Promotional elements included in-store "Scream" POP elements such as banners, signs, employee name tags, "Scream" footage on in-store monitors and "Scream" merchandise. Media support of the campaign included cable promotional spots instructing consumers to "Order 'Scream' on PPV and go to Musicland to enter the 'Scream' Sweepstakes." This provided $1 million in incremental media from 200 participating cable operators. Media Play ran four weekly newspaper inserts promoting the sweepstakes and the PPV airing as well as radio spots promoting the sweepstakes. On Cue and Suncoast supported the promotion with additional advertising and in-store flyers.

"Scream" ended 1997 as the number two Pay-Per-View title, which is impressive since the movie ranked 11th at the box office. It surpassed many higher theatrical-grossing films such as "Independence Day" and "Jerry Maguire." Based on the success of "Scream," Buena Vista Television is planning to re-release additional titles on PPV in the future to continue to generate revenue for the studio and its franchises, just as re-releasing classic animated movies does for home video.

During the month of the "Scream" Promotion, Musicland company-wide sales increased by 3.9 percent over the same period in the prior year. And "Scream" was one of Musicland's most successful pre-sell videos of the quarter.

The "Scream"/Musicland Halloween promotion is directly credited for generating incremental revenue that made "Scream" the number two Pay-Per-View film of the year.

National Consumer Promotion Under $500,000


"Intrigue Buzz Tactics"

Oldsmobile
Frankel & Company

Out of all the divisions of General Motors, none has experienced more change than Oldsmobile in recent years. Oldsmobile's new direction is toward uncompromised satisfaction throughout the ownership experience. The company's Intrigue, aimed at import sedan buyers, was seen as an important vehicle for executing this strategy.

The import competitors represent formidable competition, having substantial equity with import-oriented consumers. The Intrigue had to deliver on the promises of quality, refinement, responsiveness, ride, handling and noise isolation that today's import-oriented buyers expect. The model was designed to compete in the upper mid-sedan market and be a key vehicle for the division by accounting for up to a third of its total sales. Buyers in this segment desire some distinctiveness in their vehicle, are generally intrinsically motivated, research their purchases very carefully and rely heavily on third-party endorsements such as Consumer Reports, friends and family.

The objectives of "Intrigue Buzz Tactics," which was implemented prior to the launch of national advertising and promotions, were to create awareness of the Intrigue, increase visibility, build excitement among consumers, generate PR exposure and increase showroom traffic. Frankel created a series of guerrilla tactics to create publicity and word-of-mouth about the product. This included making "Experience the Intrigue" the key strategy by bringing consumers to the test drive and taking the Intrigue experience out of the showroom to the consumer.

These strategies resulted in the "Compliments of Intrigue," "Shadow Play," "3-D Intrigue" and "Whose Intrigue Sweepstakes." A fleet of Intrigues appeared at various locations frequented by the target audience in 10 markets to provide "compliments" such as paying for parking, meals, beverages, car washes, fill-ups and admission fees. An Intrigue handout calling for a visit to the local Olds dealer accompanied the compliments. The press was alerted to these events, which according to consumer feedback sparked curiosity and fostered positive perceptions of Oldsmobile. More than 30,000 potential customers experienced the Intrigue during the one-week promotion.

Reminiscent of the "Bat Signal" a real life "Intrigue Signal" slide show was projected on buildings in 16 markets by a mobile projection vehicle that drove through downtown streets. In six markets 3-D billboards were created with an actual Intrigue suspended on it. The billboard over the Holland Tunnel in New York City appeared in newspapers throughout the country.

The sweepstakes began with a promotional version of the Intrigue "Embassy" commercial that ran in theaters in 15 markets. The commercial had no reference to the Oldsmobile name, but did offer a shot of the logo as a hint to viewers. Moviegoers were asked to guess what mysterious car company had created the Intrigue. They were directed to an entry box after the movie to answer the question and register for a chance to win one of three Intrigues. This spot was viewed by more than 5.5 million people with 86,000 entering the sweepstakes.

In addition to the above results, Intrigue sales volume increased 621 percent during the promotional period, the billboards generated more than 31 million impressions, radio barter generated over 9 million impressions, PR efforts generated 11 million impressions and the "Shadow Play" drew 10,000 consumer requests for information.

Local/Regional Consumer Promotion Over $250,000


"The Steak Market Game"

Palm Restaurants
D.J Gorman

The Palm, a restaurant with locations in Manhattan, East Hampton, Chicago and 10 other major metropolitan and resort areas, caters specifically to an upscale lunch and dinner business clientele. Its reputation is based primarily on the high quality of steak it serves.

The restaurant set out to increase visit frequency among current customers, increase its clientele, increase trials by non-customers and work with tie-in partners that would share the promotional costs.

Capitalizing on the bullish '90s stock market - an area of prime interest to The Palm's target audience of upscale business people - "The Steak Market Game" was born. The game with all the elements of playing the market involved visit incentives, instant win excitement and the appeal of good odds of winning a prize. Restaurant customers could open an account, make deposits and receive dividends as they built their portfolios. Every customer had a personal account identified by his or her home telephone number written on the certificate. They could accumulate their stocks and mail them in at the end of the promotion or deposit them when leaving the restaurant.

Customers received a random selection of three "stock certificates" indicating a specific number of shares of a NYSE company every time they dined. At the end of the promotion, the customer with the highest value "steak certificates" portfolio, based on actual prices at the close of the New York Stock Exchange that day, won the grand prize of $20,000.

The promotion's exposure was extended through the partnership of American Express, Money Magazine and Seagram's. Each received exposure on all promotional materials and helped to reinforce the Wall Street orientation of the promotion.

"The Steak Market Game" was promoted through direct mail, four walls, neighborhood marketing and advertising. Restaurant customers and consumers in the Money Magazine database received mailings with a starter gift of 10 shares of Seagram's stock to encourage participation. The magazine announced the promotion through a full-page ad. To further enhance the stock market feel and excitement, all locations were provided with an actual stock ticker tape machine.

A special "Trader's Dinner," arranged by D.J. Gorman, for a select group of loyal customers launched the event in each restaurant with immediate excitement and positive word-of-mouth. Seagram's sponsored the event, which was complete with an introduction to the game, stocks and a sampling of premier Seagram's whiskeys.

The game increased customer visit frequency by 18.5 percent, increased The Palm's customer database by 15 percent and increased store sales by 8 percent compared to the previous year. This was a significant accomplishment as previous promotions typically generated a 2-percent increase. The objective of creating an event that was valuable to tie-in partners was achieved, and resulted in a contribution by the partners of more than 55 percent of the promotion's total cost.

Combining The Palm's signature product with something of prime interest to its target audience resulted in a unique execution of a sweepstakes promotion that stimulated the broadest possible awareness of the restaurant and its product.

Local/Regional Consumer Promotion Under $250,000


Marie Callender's Mobile Marketing Program

Marie Callender
CME Promotion Group

Marie Callender's is a premium line of frozen single- and multi-serve meals and cobblers, representing approximately $200 million sales in a market category generating $3.5 billion in annual sales.

The line of frozen meals is based on original recipes used by founder Marie Callender in the first Marie Callender's restaurant in California. Brand performance had been solely driven by trade promotion and merchandising with no advertising and very little consumer promotion.

The Mobile Marketing Program's objectives were to build consumer awareness and trial in new markets, support the "Unbelievably Good Frozen Food" positioning, and increase sales. In core markets with Marie Callender's restaurants, the goal was to support the launch of 12 new entrees. Traditionally, the product line performed very well in those markets with an established restaurant.

To accomplish the objectives, a nostalgic Airstream trailer was converted into a retro Marie Callender's Mobile Diner to deliver restaurant-quality food to consumers in six markets - Chicago, Milwaukee, Detroit, Grand Rapids, Pittsburgh and New England. During a 19-week period, the two mobile diners were used to make sell-in presentations to all key retailers in the tour markets and deliver "home cooked" taste samples to consumers in the fun and relaxing environment of the diner.

Product samples and high-value coupons were also distributed during high-traffic weekend events and festivals and key retailer locations. Coupon incentives used in the promotion ranged from three $1 coupons in the mobile diners to ad coupons with up to $1 off and in-store $1-off coupons.

The mobile diner promotion was supported by: in-store window banners; point-of-sale displays and ad slicks; radio advertising; and live-remote radio promotions.

Consumer response to the diner and samples was overwhelmingly positive, while volume increased an average of 18 percent and quality merchandising increased by 25 percent. The diner, due to its success in establishing consumer awareness, has been incorporated into a new television advertising campaign. The mobile diner tour resulted in 100,000 consumer samples and generated more than 700,000 total impressions. More than 100,000 coupons were distributed via the diner and in-store demos.

By bringing to life the restaurant heritage through the retro dinner vehicle, Marie Callender's was able to communicate the premium nature of the brand in a fun and involving way, while delivering quality taste samples and coupons. The diner's relevancy to the brand heritage and its appeal with the retail trade and consumers have caused it to take on an even more pivotal role in the overall brand marketing. The retail trade was extremely supportive not only of the account-specific programs, but applauded the market-wide brand communication it provided. Retailers supported the diner appearances with ad features and displays.

Multi-Channel Integrated Promotion Over $500,000


Crayola Search for True Blue Heroes

Binney & Smith
In-house

The Crayola brand name is among the few in America that is immediately recognizable and universally evokes warm, positive feelings by everyone. Manufactured by Binney & Smith since 1903, the product's primary goal has been bringing color, excitement and imagination into children's lives.

The brand enjoys high awareness with strong kid and mom appeal, but found it was vying for kid's leisure time with other product lines such as video games, action figures and computers. The amount of time kids color per day had not decreased, but the company wanted to ensure that Crayola products remained relevant.

The promotion objectives were to drive significant incremental core product sales, maximize consumer takeaway of Crayola products, generate high levels of retailer support and create top-of-mind awareness of the Crayola brand.

To accomplish these goals, eight new crayon colors were introduced to add excitement and news to the 64- and 96-crayon packages. These crayons were developed to eventually create a 120-count "Giant Chest" of crayons to be introduced in 1998. The colors, featuring the generic labels of "color 1" through "color 8," were placed in promotional Crayola "Search for True Blue Heroes" boxes.

The "Search for True Blue Heroes" solicited kids' nominations of their heroes. They could nominate their hero by drawing a picture, writing an essay and dedicating one of the eight new colors to their hero. To drive consumer participation, Crayola for the first time in history allowed winners in the promotion to have their personal names printed on the new crayon colors as the actual color names. The eight heroes, the children that nominated them and their guests received trips to the Crayola factory for an induction ceremony into the Crayola Hall of Fame. One of the eight heroes was selected the Ultimate True Blue Hero and Crayola donated $10,000 to the winner's favorite charity.

To further enhance the program, Crayola created a mail-in offer where consumers could order a crayon with their name and their hero's name on it. Publicity campaigns surrounded the search kick-off event, the introduction of the new colors and the winners' ceremony. The only paid advertising was a one-page ad about the event and mail-in offer that appeared in Crayola Kids Magazine, published by Meredith Publishing. The magazine provided editorial coverage of the promotion and devoted a section to the winners.

Additionally, a display program, special incremental product and merchandising opportunities, a sales force incentive contest and trade excitement incentives were used to support the promotion. A special limited-edition Crayola True Blue Heroes tin was created, which was only provided for consumer sale to those outlets that promoted and featured the contest. The contest and the winners were also highlighted on the Crayola web site.

The promotion was a great success for Crayola, posting a 12-percent increase in factory shipments of 64- and 96-count packages and a 6-percent increase in sell through. Sales exceeded the $1 million incremental core crayon product sales goal. The promotion also achieved a 47-percent increase in gross media impressions with more than 220 million.

This campaign connected brand equity, program theme and business results extremely well. Crayola created an ownable event that linked its key equity elements: color, fun, kids, creativity and "good for you," while bringing an integrated marketing program to the consumer.

Multi-Channel Integrated Promotion Under $500,000


"I Found Your Wallet"

Phoneworks Inc.
In-house

SmartSpiffs is a new interactive marketing system from PHONEWORKS that provides marketers with turnkey solutions for loyalty and continuity objectives. SmartSpiffs solutions now support the marketing efforts of several national brands such as Coca-Cola, Gerber and JC Penney.

Positioned as a "better mousetrap," SmartSpiffs competes with all the traditional promotional tools as well as the other "better mousetraps" available. One of the marketing challenges for the high-tech-powered tool is that live multi-media presentations are the only practical means for showing off SmartSpiffs. And heads of top sales promotion agencies are extremely difficult to reach.

To cut through the screening and insulation surrounding the agency head, SmartSpiffs targeted the leaders of 100 top sales promotion agencies with the goal of securing presentation appointments.

PHONEWORKS used a unique and innovative strategy to get through to the agency heads. FedEx overnight packages were sent to the agency heads containing a bulging leather wallet bound by a rubber band. A note, on torn piece of paper, is attached that reads: "I found your wallet! I'll call tomorrow to make sure you got it. Kathy."

The wallet makes it through to the boss, who is intrigued and, of course, checks to confirm that his or her wallet is in fact not missing. Upon opening the wallet, the boss finds an ID card with his name and business address, snapshots of people he doesn't recognize, three $1 bills and an ATM receipt for recent withdrawal. There's a "to do" list scrawled on the back of the ATM receipt with a reminder to find out about SmartSpiffs. Further exploration of the wallet yields a "while you were out slip" from "Kathy" of PHONEWORKS wanting to set up a SmartSpiffs capabilities presentation. There is also Kathy's business card, a matchbook with SmartSpiffs 800-number scribbled on it and several SmartSpiff award certificates from campaigns run by Minute Maid, Jack Daniel's, Media Play and others. A Wall Street Journal-style article raving about SmartSpiffs, a flier describing new applications for the product and a real lottery ticket are also included.

The result: 16 agency heads called on their own to find out more about SmartSpiffs and 63 presentations were scheduled overall. Dozens of agency heads praised the promotion's originality. The promotion also generated $14 million in quotations submitted with $2.5 million in closed business to date.

"I Found Your Wallet" rapidly established the SmartSpiffs brand as more than 60 percent of the promotion industry's top agencies were introduced to the product and began advocating it to their own clients.

Local/Regional Business-To-Business/Trade Promotion


"QuestWorld Adventure"

Cartoon Network
In-house

The Cartoon Network, a 24-hour, all cartoon cable television network, was seeking to promote the "Real Adventures of Jonny Quest," a remake of the 1960s prime time series.

The new Jonny Quest combines the best of the classic series - global adventures, cutting-edge technology and team work - and updates it to the '90s as a mystery-adventure featuring teenagers. The Cartoon Network's core audience is kids between two and 11, but as they grow into tweens it becomes difficult to keep their interest in cartoon programming. The "Real Adventures of Jonny Quest" was created to have broad appeal with viewers, especially the older kid demographic because of the real themes. However, the show had been slow in building consistent ratings and many tweens had not sampled it.

The promotion objectives were to increase viewing interest in the show and to maximize viewership among kids between nine and 14 by creating a fantasy promotion, the "QuestWorld Adventure." The contest gave 19 kids (10 from the U.S.) the chance to be flown to an undisclosed destination to join forces to carry out a top secret Quest mission. Additional prizes included QuestWorld adventure gear, complete with backpack, flashlight/siren, travel journal, pen, glow sticks and a T-shirt. In addition to the U.S. contest, the network's Latin American and Asia divisions also participated in the promotion.

To drive viewership, entrants were asked to tune in to all new episodes of Jonny Quest between Feb. 10 and 14. Entry required viewers to watch an episode, write down the destination the Quest Team was traveling to and mail it in to the "QuestWorld Adventure."

The contest was promoted by more than 200 spots on the Cartoon Network, full-page print ads in publications serving the target demographic, radio commercials and merchandise giveaways on the Kids Star Radio Network in four key markets.

A cable operator contest was created to generate additional local cross channel spots encouraging kids to "watch the Cartoon Network to try out for the mission." The 174 participating cable operators generated more than 34,000 cross channel spots. Other support included tune-in promos in 130 WB stores and the QuestWorld web site.

All correspondence to the winners perpetuated the fantasy that this was a real Quest adventure including mission briefings, top-secret itinerary and Quest Team credentials. Press kits were sent to the media in the winner's hometowns. A film crew documented the "QuestWorld Adventure" for on-air promos and merchandising to future sponsors and cable operators. The adventure took place in Jamaica and required the winners to work together to solve a mystery as they explored the island.

The U.S. portion of the event received more than 50,000 entries during the five-day promotion. The average age of the respondents was 10 and ratings among the key target audience increased by 100 percent during the promotion. QuestWorld web site visits increased by 300 percent during the promotion. Cable affiliate participation generated more than $3.4 million in incremental cross channel media support.

This promotion captured the imagination of the Cartoon Network's older viewers and completely exploited the essence of the "Real Adventures of Jonny Quest." The high level of interaction in the promotion increased interest in the program, deepened the network's relationship with its viewers and served to build the Cartoon Network brand worldwide.

International Or Global Promotion



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