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Brand Development Campaign of the Year (Product)

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Campaign Title

Haobaba "Good Dad" Classroom Across China Campaign

Guangzhou Liby Enterprise Group Co. Ltd.

Hill+Knowlton Strategies China

Achieving brand differentiation for laundry detergents is a major challenge, especially in China, where there are over 190 different brands. Consumers typically focus on value and care little about the brand.

To raise market share and sales, Quizba, a high end detergent, built on the insight that Chinese fathers assume far less parental responsibility than mothers. Parent company Liby Group highlighted its long-term commitment to family education, which has been a foundation of its brand since the beginning, by renaming the brand to ‘Haobaba’, which translates as ‘Good dad’. At the same time, it called for greater awareness of the important role fathers play in the welfare and development of their children.

The campaign challenged traditions around parenting and made it a hot topic. It also teamed up with authoritative organisations such as the Chinese Academy of Science to position Haobaba as a strong, credible voice on the issue of fatherhood in China. Live events included a ‘fathers only’ meeting in Beijing attended by 300, and the brand’s positioning was supported by the first nationwide research into Chinese fatherhood.

The campaign unfolded across three main stages: activities that ignited social discussions; the announcement of the rebranding; and the positioning of Liby Group as a thought leader on parenting.

The campaign led to 24 million social interactions and to the involvement of 2,000 fathers in offline events across the country. Most importantly, product sales increased nearly six times on the same period the previous year.

Campaign Title

A Decade Off Your Derriere

Marks & Spencer

AKA Asia

Food is the main attraction at Marks & Spencer in Singapore, but the company wanted to readdress the balance and draw attention to its clothing. Typically seen as a shop for work clothing, it aimed to appeal to younger, more style-conscious consumers with its casual wear, without alienating its more mature customers. The objectives were simple: to drive sales and give new life to its denim range; position itself as a leader in fashion innovation; challenge existing consumer perceptions; and establish a locally-relevant voice in Singapore.

The focus of the campaign was a pair of jeans cut to flatter the figure and actually make the wearer look younger. A lighthearted video featured three volunteers who tested the effect of the jeans compared to their own jeans. Members of the public were invited to guess the age of the volunteers based on their behinds in the new jeans. On average, they were seen to look 16 years younger than their actual age.

The campaign then capitilised on the ‘belfie’ craze by showing people how to take the perfect shot of their behind. The fun approach reinvented an existing product and spread the M&S brand widely across social media, putting it on the radar of its more fashionable target audience.

With a low budget, the initiative led to an increase of more than 60 per cent in sales volume year-on-year and a 45 per cent year-on-year increase in sales of casual trousers.

Campaign Title

Vinacafé - The Cup of Love

Masan Consumer

Redder Advertising

Vinacafé enjoys the perception of being ‘the only heritage coffee brand’ in Vietnam, but was also seen as a bit too ‘mature’ for young people. Around the time of Tet—Vietnam’s New Year celebrations—the brand set out to re-establish itself as a bridge between generations.

Vinacafé defined its main target audience as 16 to 25-year-olds living in urban environments who love their parents but find it difficult to express their feelings. To help them get closer to their parents, the campaign gave young people the chance to tailor a gift of Vinacafé cups as an expression of love.

Activities rolled out across three phases. In the first, a clip featuring young celebrities and influencers drew attention to the issue of how best to express emotions to parents. It went viral, drawing 2.4 million views.
This was followed by the distribution of the gift packs themselves: 500,000 were made available nationwide, and Vinacafé delivered 1,500 ‘Love cups’ directly to parents—activities that were also shared widely on social platforms.

In the third phase, Vinacafé presented videos with three scenarios: a son with a history of drug use who returns to his parents reformed after a period of rehabilitation; a daughter who comes to appreciate the effort that goes into raising a child after giving birth herself; and an 85-year-old man who has spent his entire life with his parents and still cares for them. The videos drew 500,000 views.

Impressive media exposure, online reach and impressions aside, most importantly, the campaign succeeded in selling all 500,000 Vinacafé Tet gift packs.

Campaign Title

Follow Me! The Dongfeng Citroën New Elysee Journey to Mount Everest

Dongfeng Citroën


SUVs are the fastest growing segment in China’s fiercely competitive automotive industry, putting sedans in a challenging position. With the launch of the New Elysee, Dongfeng Citroen wanted to retain its relatively strong position in the sedan market and counter the threat of SUVs by positioning the car as the best overall choice.

The agency set out to create the best possible perception of the New Elysee among car buyers. The main goal was to convince them that the car could compete on an equal footing with SUVs, and position it as a flagship model for Dongfeng Citroen.

Research showed the target audience was attracted to SUVs due to greater perceived safety, and the ability to perform well on various terrains. The agency concluded that the preference for SUVs was largely due to a lack of understanding of how vehicles drive and the criteria for a good driving experience. The target audience was highly engaged online, and trusted user-generated content over more official information.

The resulting campaign showed how the New Elysee could hold its own in a wide variety of conditions, just as a good SUV would be able to: it put the car through its toughest test yet—a trip through Tibet to Mount Everest. In order to maximise exposure, a comprehensive digital and mobile initiative was made the core of all communications.
There were two key phases. The first was a four-month digital and event-based campaign that built interest in the idea and ensured ongoing conversation. The second consisted of the drive itself. Throughout the journey, participants and the media made live posts about their experience with the New Elysee. Pleasantly surprised and even astonished, they supported Citroen’s claims and created a buzz in automotive circles.

As a result, more than 100,000 units were sold. The New Elysee became the star of 2014 for Dongfeng Citroen—the only model to sell more than 10,000 vehicles in a single month.