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					                          EXTRACTS FROM WINNING CASES

Executive Summary—Example

Chrysler. The launch of the 1996 NS Minivan. (Grand Prix. Cassies III.)

        "The objective of all advertising is to buy new customers at a profit. Learn what
        your customers cost and what they buy...spend all of your ammunition where it counts."
                                                    Claude Hopkins: Scientific Advertising (1923).

The launch of a new product is inherently risky. The risk is even greater when the new
product replaces a highly successful one. In packaged goods, famous brands
reformulate at their peril. Yet even when a reformulation goes spectacularly wrong—as
for example with New Coke—an adroit marketer can, with time, return things to their pre-
gaffe status. Tip 1.

The automotive market is not like that. You must dismantle entire production lines. You
must invest billions in the design, development and production of the new entrant. You
must sell out existing product, so that dealers aren't left with obsolete stock. You must
price to recoup your investment, sometimes in a market that has turned stone cold. You
must stoke-up demand for the new model. And you must do all this in the teeth of fierce
competition, without losing unit sales, share or profitability. Tip 2.

This paper describes the launch year of the new generation of Chrysler Minivans: the
1996 NS Series. It shows how advertising directly generated impressive sales and
profitability for Chrysler Canada and its dealer network. Tip 3.

The NS series launched in September 1995 into a market with overall sales down 6%
and minivan sales down 2.5%. In the face of this, results were unprecedented. The NS
delivered +26% in unit sales, with a 15% increase in the average selling price.
Combined, this meant that dollar sales were up 45%, against stiff competition, and in an
anaemic economy. Tips 4 & 5.

1. Winning cases often set the scene with a drama. This opening is an example.
2. This paragraph gives the judges context, so they can appreciate the significance of the results.
3. In plain English, this para says what the case is about, and that advertising is the hero.
4. Summarizes the main results, and again gives context, by referencing competition and the
   economy. The launch date is clearly stated.
5. This Executive Summary did not refer to Strategy, Execution or Insight, but they were dealt
   with immediately after. Some case-writers touch on all key elements in the Executive
   Summary; some (as in this example) are more selective. It's a judgment call.
                          EXTRACTS FROM WINNING CASES

Situation Analysis—Example

Dove Beauty Bar. (Gold for Sustained Success. CASSIES III.)

Dove launched in Canada in 1964, and—as a product—was unmatched. It is not
technically a soap, and its patented formula was the first to help lock in moisture. For
years, Dove had said, "can't dry your skin the way soap can," with the famous pour shot
to show that Dove contains 1/4 moisturizing cream. Tip 1. By 1990, Dove had the #1
dollar share, neck and neck with Ivory at 15%. Dove sold at around 75¢ for 100 grams;
close to a 50% premium to mainstream soaps, and more than double the price of Ivory.
Not surprisingly, Dove was profitable. Tip 2. The market was flat. Dove had been
growing with a long-running testimonial TV campaign—the Dove 7-Day Test—but was
showing signs of flattening out. Ivory was stable, with its long-running "Ivory Girl"
campaign. But all this was about to change. Tip 3.

In November 1990, P&G launched Oil of Olay bar in a Columbus, Ohio test market. Olay
was an excellent product—superior to soaps, and similar to Dove in moisturizing and
cleansing. It had the trusted skin-care heritage of Oil of Olay, and the advertising took
direct aim at the Dove user. Dove is one of Lever's crown jewels, and this was a severe
threat. We calculated that there was a window of about 18 months before Olay would
potentially come to Canada. What should we do? Tip 4.

Dove's best defense was to increase share of market, and make it difficult for Olay to
convert Dove consumers. But how? We considered various options. We could wait until
Olay arrived, but that seemed risky. In any event, we were not prepared to let them get a
foothold. We needed a pre-emptive strike. Tip 5. Based on the Columbus test-market,
we could expect Olay in Canada to price at parity to Dove. Was price worth considering?
It was quickly ruled out. A reduction deep enough to deter Olay would hurt Dove,
possibly in image, and certainly in the pocket book. In any event, a price cut would
attract the price switcher. With similar thinking, we ruled out increased promotion and
trade spending. We did not want to "buy" the business.

Would a "new and improved" Dove head-off Olay? Possibly, but bringing such a product
to market had cost, feasibility and timing drawbacks. We considered stoking up spending
behind the 7-Day Test campaign. But we examined the effect of spending increases in
the past; and concluded that a heavy-up would not do the job. We were left with one
option: dramatic new advertising.

1. Describes the product superiority, because this is a key part of what is coming. Also reminds
   the judges of Dove's long-running positioning and advertising.
2. Later in the case we will learn about explosive Dove growth while Ivory declines. This
   paragraph sets up that Dove did this despite a significant price premium.
3. Describes the “pre-case” advertising for Dove and Ivory, to give the judges context.
4. Sets up the competitive threat, describing why it is so serious.
5. Note the clear language, as the case-writer sets up the options.
                          EXTRACTS FROM WINNING CASES

Strategy and Insight—Example

Pro-Line. (Gold for Services General. Cassies 2003.)

We decided to concentrate spending on Pro•Line (approx. 80% of total sales), counting
on this to have a halo effect on the whole franchise. This also allowed us to focus on a
single message. Tip 1.

The target was quite small (only about 4% of Ontario adults played), primarily men,
interested in sports, enjoying a wager. Current players knew their sports and, not
surprisingly, saw sports lotteries as games of skill—an opportunity to beat the odds-
makers and win. Non-players, on the other hand, were not especially knowledgeable.
They found this intimidating, and were not prepared to expend the time and energy
necessary to get the required knowledge. Tip 2.

Then came the insight. Sport is so unpredictable that winning on Pro•Line does not
depend on knowledge and skill. In fact, it’s a game of chance. Any sports fan would have
no difficulty listing upsets due to an unforeseen mishap. Think of an easy ground ball
skipping through an infielder’s legs to lose the World Series, or a referee missing an
important call. Tip 3.

We decided to leverage this unpredictability, showing that extensive knowledge is not
required to win. We positioned Pro•Line as the lottery for all sports fans, thereby
appealing to new and current players alike. Tip 4. This was captured in the line:


1. Later on the case pays off this point by showing the results for the whole franchise.
2. Goes beyond demographics, to motivations.
3. Introduces the insight. (This case did not explain how the insight happened—though judges
   are very interested in that.)
4. This helps the judges see that the insight will have a big effect on business—by expanding
   the user base.
5. Shows how the thinking came to life.

                          EXTRACTS FROM WINNING CASES

Business Results—Example

“I AM” Canadian (Gold for PG Beverages. Cassies III.)

With "I AM", Molson Canadian became the first major beer to turn negative momentum
around. All marketing objectives were met or exceeded. All share lost in the innovation
wars was recovered. Share is steadily increasing in the key Ontario market and in
English Canada as a whole. Conversely, Labatt Blue has been unable to reverse its
fortunes. Canadian now outsells Blue 2:1 in English Canada Tip 1.

This has occurred despite competitive media investment by Blue. Tip 2

               Canadian and Blue Media Investment (Nat'l $ millions)

                                           Canadian     Blue
                           1994              13.2        9.1
                           1995              14.9       12.5
                           1996              14.9       18.4
                           Total             43.0       40.0

                      Source: AC Nielsen

Important long-term, Canadian has grown strongly with entry-level drinkers. Securing
their loyalty was key, and penetration for 1996 is up 13% over 1994—Exhibit 3. We also
have significant increases in the pivotal college educated subgroup, with penetration up
39%—Exhibit 4. Tip 3.
The volume gains are equivalent to selling an additional 37 million bottles in 1996 over
1994 (Source: Molson Breweries). This is remarkable, given flat industry sales, and the
competition from a multitude of microbreweries and price brands. Tip 4.
Consumer Response Consumers have reinforced Canadian's status as the benchmark
of Canadian beers, and this confirms that we successfully contemporized the brand. In
qualitative and quantitative research the campaign generated the most favorable
response of any beer campaign in recent history. It improved on "What Beer's All About,"
which itself had record scores for likeability and relevance. Tip 5.

After the first year, unaided recall was 15% above the highest score from "What Beer's
All About." Aided recall is now almost universal. Perhaps the truest signal is that "I AM"
has become part of popular culture. At sporting events, Canadians hold up signs with the
maple leaf and "I AM." It is a voice of pride and inspiration for Canadian youth.

Labatt has tried to capture Canadian legitimacy through the "Voyageur" campaign and
"It's your Call." These have not stopped Canadian's growth or restricted its positioning.
Tip 6. There was also a strong correlation between increased advertising, brand
awareness, and share of market—Exhibit 5. Tip 7.

1. This opening statement keys off objectives set up earlier in the case.
2. Judges might wonder if Canadian has grown because of spending. This heads off the question.
3. Reinforces the argument by showing the growth has come from the best audiences.
4. An attempt to make the growth “real” to judges by putting it in everyday terms.
5. Note how confidentiality is handled. We learn that "I AM" has beaten the records set by "What
   Beer's All About," [itself a Cassies winner] but we do not need to know the details.
6. Judges know that the category is intensely competitive, and this rounds out the story.
7. Shows the correlation needed to complete the argument. [This type of information is also
   useful in the “Cause and Effect” Section.]
                         EXTRACTS FROM WINNING CASES

Isolating Cause And Effect Between Advertising And Results—Example

Chrysler. The launch of the 1996 NS Minivan. (Grand Prix. Cassies III.)

Isolating the direct contribution of advertising to vehicle sales is difficult in the automotive
market. Demographic trends, the economic climate, and consumer confidence are all
uncontrollable variables. The influence of dealers must also be recognized. Advertising
can get buyers to the showroom in a predisposed frame of mind, but it cannot make the
sale alone. Even so, there are four clear pieces of evidence for the causative role of
advertising in the NS success: Tip 1.

1. The advertising was noticed; it influenced purchase intent; and it strengthened the
   brand image in the ways intended.
2. Dealers were able to significantly increase prices in a segment that had previously
   been a price-driven buyer's market.
3. There was a lockstep correlation between sales of the higher-value 4th-door option
   and the shift to 4th-door creative, particularly with the price-conscious buyer.
4. Advertising spending level was not a contributing factor. Tip 2.

1. Advertising Breakthrough
Tracking waves (Gallup) ran from August through October 95, with a pre-wave in July.
There were significant increases in unaided and total ad awareness. Tip 3.

                                NS Advertising Awareness

                              Pre-Wave         Avg. for Weeks            Peak
                               July 95          1-4      5-10           Week 7

              Unaided           34%              37%      43%             48%

                Total           52%              55%      61%             60%

Purchase Intent increased 8 points:

                                      Purchase Intent

                 %               Pre-Wave             Peak
             Respondents          July 95            Week 7                Diff

            Very/Somewhat           33%                41%                 +8
            likely to buy
            Very/Somewhat           66%                57%                  -9
            unlikely to buy
                Difference          -33                 -16                +17
And key Brand Image scores all improved, as shown in Table 7, which reflects the
results of all four product ads in equal rotation.

                  Image Scores (by those aware of NS advertising)

                                    Aware        Not Aware            Diff

            Only Minivan with       45%             32%               +13
            2 Sliding doors
            Easier Seat             29%             21%               +8
            Improved Visibility     28%             19%               +9

            Improved Comfort        28%             19%               +9

2. Positive Effect on Pricing
The campaign strengthened dealers' negotiating positions (and thereby the selling price)
by improving three consumer attitudes:

   Before the launch, consumers were not inclined to pay more for a Chrysler product,
    because of Chrysler's "price" image.
   They were also not predisposed by previous behaviour. Annual increases for
    Chrysler minivans in 90-95 had averaged 1.7%.
   They were not pre-disposed by the NS product improvements. They had responded
    adequately (but not ecstatically) in pre-launch testing-certainly not at a level to
    sustain the +15% pricing achieved. Tip 4.

3. The "Fourth Door" Correlation
When the campaign shifted, fourth door sales increased sharply. This was particularly
noticeable in the Base Line models, which ordinarily appeal to price-conscious buyers.
Fourth door sales ultimately reached 45% of the mix—in spite of the premium price.
Even with High-Line buyers (willing to pay), sales grew to 93% of the mix. Tip 5.

                            Growth of "Fourth Door" Sales

              Model Yr. 96-97      Q1       Q2    Q3      Q4    Q1           Q2

              % of Base Line        6       4     12      18     35          45
               Model Sales
              % of High Line       78       86    89      95     92          93
                  Model Sales

 -4. Advertising Spending Level was not a Factor
In Model Year 95—the base year—Chrysler minivan advertising was down 33%, and in
the launch year-MY 96-it was down another 18%, so there was clearly no spending
momentum. Nor was there a share of voice advantage. It declined from 2.1% in the base
year to 1.9% for the launch. Tip 6.

                             Media Spending Data (AC Nielsen)

                                          Model Year1995        Model Year1996

                  Chrysler Minivan              -33%                   -18%
                  Media Spend
                  Share of Voice                 2.1%                  1.9%

1. The case-writer is candid in setting up the argument.
2. These four points give the judges a clear framework.
3. Picks off the first point with good quantitative evidence on Awareness, Purchase Intent and
   Brand Image, and later points repeat this pattern.
4. Shows how the advertising added value, by enabling dealers to recoup higher prices.
5. The launch had originally been based on multi-benefit advertising, with one execution for
   each of four benefits. As results came in, it was clear that the fourth door was a major (and
   unexpected) hit. Advertising was the only variable that could have caused this, and the table
   shows the effect on sales.
6. It is always a good idea to rule out the brute force of spending. In this case, despite it being a
   huge launch, spending and share of voice went down!

Final Comments
Any of the Grand Prix and Sustained Success winners are also good examples.

Description: This is an example of executive summary. This document is useful for studying executive summary.