Advertising Agency: KETCHUM San Francisco, USA
2nd PR/Advertising Agency: GOODBY SILVERSTEIN & PARTNERS San Francisco, USA
Ching-Yee Hu The Häagen-Dazs Brand Brand Manager
Crystal Hubbard The Häagen-Dazs Brand Communications Coordinator
Diane McIntyre The Häagen-Dazs Brand Senior Public Relations Manager
Dori Sera Bailey The Häagen-Dazs Brand Director, Consumer Communications
Josh Gellert The Häagen-Dazs Brand Brand Manager
Katty Pien The Häagen-Dazs Brand Brand Director
Kerry Hopkins The Häagen-Dazs Brand Brand Manager
Tonya Iles The Häagen-Dazs Brand Manager Interactive
Allyson Savage Ketchum Vice President, Group Manager
Anna Tiedeman Irwin Ketchum Account Supervisor
Daniel Acker Ketchum Interactive Specialist
Dave Chapman Ketchum Partner/Director, Ketchum West
Erica Saviano Ketchum Senior Media Specialist
Jean Ziliani Ketchum Vice President, Senior Media Specialist
Jen Parsons Ketchum Media Specialist
Jon Bellinger Ketchum Senior Account Executive/Interactive Strategist
Margo Schneider Ketchum Vice President, Senior Media Specialist
Matt Stearns Ketchum Vice President, Media Strategist
Nick Ragone Ketchum Associate Director
Rita Gorenberg Ketchum Account Executive
Sara Kerns Ketchum Senior Account Executive
Andrew Bancroft Goodby, Silverstein & Partners Copywriter
Asya Soloian Goodby, Silverstein & Partners Creative Coordinator
Brooks Jackson Goodby, Silverstein & Partners Copywriter
Christine Chen Goodby, Silverstein & Partners Deputy Director of Communication Strategy
Corinne Wolford Goodby, Silverstein & Partners Senior Communication Strategist
Cris Logan Goodby, Silverstein & Partners Designer
Dharnesh Kaur Goodby, Silverstein & Partners Communication Strategist
Erin Fromherz Goodby, Silverstein & Partners Account Manager
Hilary Coate Goodby, Silverstein & Partners Senior Broadcast Producer
James Horner Goodby, Silverstein & Partners Executive Broadcast Producer
Jenny Taich Goodby, Silverstein & Partners Senior Print Producer
Jim Elliot Goodby, Silverstein & Partners Group Creative Director
John Thorpe Goodby, Silverstein & Partners Director of Brand Strategy, Associate Partner
Joshua Spanier Goodby, Silverstein & Partners Director of Communication Strategy
Kelsie Van Deman Goodby, Silverstein & Partners Interactive Producer
Leslie Barrett Goodby, Silverstein & Partners Group Account Director
Margaret Johnson Goodby, Silverstein & Partners Art Director
Matt Rivitz Goodby, Silverstein & Partners Copywriter
Mike Geiger Goodby, Silverstein & Partners Director of Interactive Production
Rebecca Stambanis Goodby, Silverstein & Partners Co-Deputy Head of Brand Strategy
Stephanie Charlebois Goodby, Silverstein & Partners Communication Strategist
Tanner Shea Goodby, Silverstein & Partners Art Director
Tyler Magnusson Goodby, Silverstein & Partners Art Director
Details
Describe the campaign/entry:
The Häagen-Dazs brand (HD) was getting stung by stagnating sales and declining consumer interest. To reconnect with its consumers, HD decided to make its first foray into cause marketing. It found a highly relevant cause upon which 40% of its all-natural ingredients depended for their very existence: honey bees. HD would champion the “disappearing honey bees” by raising awareness of and trying to help solve the underreported issue known as Colony Collapse Disorder. HD loves HB (Honey Bees) was launched with a new flavour dedicated to honey bees, a new logo on all products dependent on the tiny pollenators, a new consumer education website, and print and TV advertising. But the biggest lever was public relations. The PR program added gravitas to the campaign’s tone, formed an expert advisory board, directed donations to research and created a way for thousands to plant bee-friendly habitats to help save bees. The campaign exceeded all expectations. HD saw its highest sales increase in 12 months, garnered 277+ million impressions with $1.5 million in advertising equivalencies, and increased consumer brand advocacy by 13%, reaching 69%, the highest level among 19 different ice cream brands measured.
Describe the brief from the client:
Business: Increase overall revenue growth by 1% over 2007. Awareness: Increase branded media impressions by 25% over 2007 levels (total goal of 125 million impressions in year one; increase awareness of the issue and the campaign). Behaviour: Motivate consumers to plant one million bee-friendly flowers; drive visitors to helpthehoneybees.com; increase brand advocacy over Q1 levels. Research: No major food brand had adopted the issue. The best target audience would be highly educated, active, affluent urban/suburban parents, 35-54 people who support brands that help them and their children learn and practice sustainable living.
Results:
Business: • April sales spiked 5.2% (largest in one year). Sustained 4% revenue growth (April-July 2008). Awareness: • 277 million earned media impressions with paid advertising equivalency of $1.5 million • 1,097+ unique news placements (CNN, AP, NPR, WSJ, Today, NYT, Everyday with Rachael Ray) • 93% of media coverage was overwhelmingly favourable; 100% mentioned brand name • 12-point increase in PR and “buzz” level over previous quarters • In one year, 8-point increase in consumer awareness of issue; 6-point increase in identification of issue; and highest unaided consumer brand recall among companies working to help bees (Omnibus) Behaviour: • 1.2 million Consumers planted bee-friendly habitats with free seeds • 469,798 unique visitors swarmed helpthehoneybees.com (76% above industry average); average of eight page views per visit (82% above average) • Brand advocacy rating jumped 13% between Q1 & Q2 to 69% (highest in category, exceeding rival Ben and Jerry’s).
Execution:
Donation: Awarded $250,000 to Pennsylvania State University (PSU) and the University of California, Davis (UCD) for CCD research; and $10,000 to The Pollenator Partnership. Bee Board: The brand created an advisory board of PSU/UCD scientists and two beekeepers to guide communications and serve as media spokespeople. Industry outreach: Prior to launch, the brand announced the campaign to beekeepers/scientists at an industry conference, engaging experts who became brand ambassadors. Media Outreach: As a media multiplier, the team first went to CNNMoney.com, feeding hundreds of Web outlets and driving local broadcast/print. Million Seeds Challenge: The team challenged supporters to help HD plant one million seeds for bee-friendly habitats, giving enthusiasts “HD loves HB” seed packets. Ice Cream Social on Capitol Hill: During Pollinator Week, the brand and The Pollinator Partnership hosted a Capitol Hill briefing and ice cream social; the HD Brand Director testified before Congress on behalf of CCD.
The Situation:
The iconic HD brand is distinguished by its long standing commitment to all-natural ingredients. For years, HD had enjoyed 7-10% annual sales growth, but by 2007 it was at risk of becoming just another mature brand with stagnating sales and a host of new competitors. As several competitors were proving, brand advocates were becoming increasingly important in the industry. HD needed a long term business solution, something that would make it relevant again to consumers and re-ignite sales. Cause marketing seemed like a smart answer, but HD had no experience in the area.
The Strategy:
Overall Strategy 1) Give target consumers compelling ways to engage frequently with the brand, educating them about the honey bee plight, HD’s concern and the brand’s authentic reliance on honey bees 2) Establish HD as the first national consumer brand to support the issue and put the cause on consumers’ radar in a major way; strategically use the brand name to raise awareness and underscore the brand’s “all natural” brand essence by inextricably linking honey bees with HD. Media Strategy: To expedite mass awareness, launch the story with a “media multiplier.” Expand media targets beyond the usual food and lifestyle outlets to include scientific, agricultural, environmental, gardening and beekeeping trade outlets.
