Copyright © 2015 Haymarket Media Ltd. – All rights reserved
Whisper, the global leader in feminine care, continued its mission to stop the drop in girls’ confidence at puberty and beyond with its highly successful ‘#LikeAGirl Butterfly Charity’ campaign in 2016. Whisper had uncovered the insight that millions of ‘left-behind’ girls (children of migrant workers who are separated from their parents for most of the year) in rural China had to experience puberty alone without parental guidance, and that the lack of emotional support and insufficient puberty education played a major role in causing the serious drop in confidence and self-worth in adolescent left-behind girls. To address the dire issue and call for actions among its consumers—females in Tier-1 and Tier-2 Chinese cities—Whisper designed and implemented an innovative and digitally driven CSR solution with the one-for-one model at its centre.
Kicking off with the collaboration with iFeng on an in-depth investigative news report on the current situation of left-behind girls and a series of media stories and influencer tweets, on March 8th, International Women’s Day, Whisper launched the ‘Whisper #LikeAGirl Butterfly Charity’ programme, encouraging city-born girls and women to lend a helping hand to their counterparts in rural areas. With each purchase of a pack of the Whisper product ranging from 15 Rmb (US$2.20) to 100 Rmb on Ali Charity—the charity crowdfunding platform of Alibaba—Whisper would give away a month’s worth of Whisper feminine care products to left-behind girls in rural area, along with an educational pamphlet on puberty knowledge.
The four-month campaign resulted in a huge success with almost 500,000 Rmb raised and 9,300 people participating on Ali Charity. Partnering with the China Youth Development Foundation, the brand distributed nearly 760,000 Whisper feminine care products to left-behind girls. To sustain the momentum, over 300 P&G employees signed up to become volunteers at Hope Schools to deliver a puberty educational programme.
In China, road traffic accidents are one of the leading causes of injury and death of children under 17 years of age. Less than 1 percent of children are placed in safety seats, resulting in a child mortality rate 60 times higher than in European countries. There is no national policy on the mandatory use of child seats, although some local governments in Shanghai, Nanjing, Shandong and Shenzhen have established a traffic safety code for juvenile protection.
Volkswagen Group China, has taken on the daunting task of promoting public awareness of child road safety and improving public understanding of the importance of child safety seats, launching the Volkswagen Child Safety Initiative in 2013, a large-scale, long-term road safety education programme. In December, 2015, the group began establishing community-based Child Road Safety Experience Centres in major cities in China, where Volkswagen plants are located. By the end of 2016, it had set up centres in eight cities, benefiting approximately 80,000 people.
The centres use a combination of community-based and online communications, including road safety exhibitions and training courses for parents and children. Xinhua Little Reporters (for six-to-12-year-olds) took part and became road safety ambassadors. A competition was also held for young people to design future child safety. Two major online safety campaigns, ‘Baby on seat’ and ‘Volkswagen-Didi Taxi co-branding’, were also launched. ‘Baby on seat’ leveraged one of the most influential social media platforms in China and the popular celebrity known as ‘The best dad in China’. The campaign reached more than a third of China’s netizens. Volkswagen also partnered with Didi Taxi in an online campaign in which for every 3km donated, the customer could take a course at the centre. Some 210,000 participants contributed 10 million km ‘Taxi miles’ within two weeks.
As China’s biggest entertainment company, Huayi Brothers was a familiar name for its blockbuster hits and big profits. However, it was just as known for its scandals and rumours. To create a more positive brand image, Huayi Brothers decided to launch a CSR initiative.
Utop first identified left-behind children as a demographic in extreme need. As many adults have left the countryside to work in cities, 60 million children have been left behind. Lonely, impoverished and isolated, 36.8 percent of them suffer from mental health problems—something that is neglected by most charities and the public.
The mission was to use Huayi Brothers’ strengths to make a difference in these children’s lives. Therefore, a ‘creativity-centred philanthropy’ model was created. The core of this was ‘pocket change cinemas’, which gave these children an artistic space and launched a wider social campaign.
To attract public attention, the campaign began with the release of a fake movie trailer that contrasted the lives of urban and left-behind children, reminding people that expression is a basic human need. With the suspense created, this was followed by a social campaign under the hashtag ‘#equalitythroughcreativity’, asking netizens to donate their favourite movie line and nominate a friend to share. In addition, 22 major brands joined in, including DELL, Asus, Canon, Baidu, Tencent and JD.com. The campaign also encouraged more than 30 celebrities and key media to donate one complete day from their busy schedules to the children.
So far, 100 pocket change cinemas have been established, benefiting more than 150,000 left-behind children who have produced more than 2,000 drawings. Meanwhile, the hashtag ‘#equalitythroughcreativity’ reached No 2 on Weibo’s most popular topics list, generating 27 million impressions. An impressive 1,500 media clippings were also generated, introducing Huayi Brothers’ pioneering creativity-centred philanthropy model to an even bigger audience.
As a responsible business, Ford Motor Company has been a pioneer in using recycled (post-consumer and/or post-industry waste) and renewable (plant-based) materials in the manufacture of its vehicles, among other initiatives. The company’s efforts in using recycled and renewable materials aim to reduce the amount of waste sent to landfills and lower the impact on non-renewable resources such as petroleum. Since 2000, the biomaterials development team at Ford has done extensive research to manufacture seat fabric from plastic bottles, seat foam from soy beans, insulating fabric from recycled denim and many more surprising innovations. Despite this innovation, awareness of Ford’s recycled and renewable materials strategy was low across Asia-Pacific.
Ford set out to improve its corporate reputation as a responsible automotive manufacturer. To address this need, the brand developed the ‘Ford design challenge—recycling never looked this good’, a comprehensive programme that covered nine Asia-Pacific markets including Mainland China, Thailand, Taiwan, Indonesia, Vietnam, Hong Kong, South Korea, Malaysia and the Philippines.
The strategy was to share a manufacturing innovation story through the lens of fashion. Ford communicated to consumers like a fashion brand—making the science behind this innovation an easy to understand concept. The brand challenged 10 designers to create high-fashion outfits using Ford car seat fabric, made entirely with post-consumer or industrial plastic waste. The design challenge and the outfits were leveraged to take a scientific concept of developing recycled materials to fashion and lifestyle media, influencers and audience beyond Ford’s traditional channels.
The Ford Design Challenge combined a creative event, with visual storytelling and strategic use of influencer platforms.
The campaign was immensely successful, exceeding perception and awareness targets, thereby improving public opinion of Ford as an environmentally responsible brand.
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Copyright © 2015 Haymarket Media Ltd. – All rights reserved