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Crisis or Issues Management Campaign of the Year

Campaign Title

Cadbury Chocolate – Halal Yesterday, Halal Today, Halal Tomorrow

Mondelez International


Following the discovery of porcine DNA in Cadbury’s chocolate bars, Mondelez needed to launch a campaign that would restore confidence and credibility. The aim of the campaign was to dispel lingering doubts about Cadbury as a Halal product, reassure its position among muslim consumers and reconnect with consumers.

Text100 and Cadbury initiated a comprehensive analysis including social listening by Isobar, research by TNS, home immersions and internal sales data.

Due to the sensitive nature of the incident, Cadbury had to walk a fine line between winning back consumer trust while balancing the interests of government authorities, religious bodies and Muslim consumers. The company launched a three-pronged end-to-end communications plan that included clarifying what happened, showcasing its stringent manufacturing processes and reassuring consumers of its uncompromising standards. The campaign strategy included paid, owned, earned and social media. TV, YouTube, print and online banners were used extensively. The company also promoted the campaign on the Cadbury website, Twitter page and Facebook. The team held close door meetings with key print and broadcast editors to court advocacy and manage tone of reporting. The FMCG giant also initiated discussions with religious influencers to help neutralise reactions of Muslim consumer. Especially noteworthy are the joint media briefings with Jakim, the country’s highest Halal regulator.
Cadbury claims the campaign resulted in 93 positive news pieces – 11 in print, 49 online, 33 broadcast that consistently delivered the key messages.

Campaign Title

GoSURF Consumable Data Plans launch: Neutralizing Fair Use Policy sentiments

Globe Telecom, Inc.


When Globe Telecom issued its Fair Use Policy (FUP) to over 2 million post-paid customers, the backlash was quick. Filipinos took to social media to voice their complaints and some even accused the telco of false advertising on unlimited promos.
Globe Telecom wanted to address the public’s concerns, educate consumers with global industry practice and provide better mobile internet experiences by offering an alternative: GoSURF consumable data plans.

As part of this, the telco profiled its audiences to create targeted content to have the message effectively resonate to its users. Globe roped in influential groups and personalities to reach the digital savvy customers. Through them, the company shared educational articles on FUP. Next, Globe educated its employees to serve as effective resources amongst family and friends. The aggressive education campaign was then followed by the launch of the new mobile data plan GoSURF, positioned to be a better alternative to unlimited promos.

Globe claims that there was no actual media spend for the education drive as the communications team used its network of media and blogger relations to gain exposure.

According to the company, it experienced a significant drop in average daily ‘Globe FUP’ from an average of 175 mentions per day, down to 17 mentions per day. The company claims to have turned totally negative and netural FUP mentions to positive ones. By August 2014, Globe reported that over 90 per cent of their customers have already shifted to GoSURF.


Campaign Title

Relocation of the Hong Kong Wine & Dine Festival – How the Hong Kong Tourism Board upheld its corporate image in the face of a crisis

The Hong Kong Tourism Board


The Occupy Central” movement in 2014, the Hong Kong affected the Hong Kong Wine & Dine Festival, forcing the organisers to change the venue due to road closures.
The HKTB had only 21 days to stage and set up the entire festival. The short time to relocate the festival proved to be a major challenge. The new venue, the only alternative available, was a barren site, with no water and electricity supply, and was much less accessible than the original site and hurt the event’s appeal.

The objective of the campaign was to salvage the image of the festival and demonstrate the HKTB’s team work in setting up a large scale food and wine festival in under three weeks. As part of this, HKTB announced attractive arrangements for exhibitors and the public, including booth rental discounts, waived entrance fees, and offered free shuttle services. It even held a press conferece and invited exhibitors to share their views on the festival.

During the lead up to the event, the tourism board actively pitched stories to major media outlets that helped divert attention and create exposure.

As a result, the festival managed to attract over 180,000 patrons, 29 per cent more than in 2013. Sales for many exhibitors increased sharply. HKTB claims half of the exhibitors even confirmed participation in the next festival. The event generated more than 200 reports from the electronic media and 270 print stories.