cannes creative effectiveness lions 2011 - edee · lions winners: gillette mach3 (p&g, india),...
TRANSCRIPT
Cannes Creative Effectiveness Lions 2011
An analysis of the published entries
James Aitchison, Managing Editor, warc.com
September 2011
Background
About the Cannes Creative Effectiveness Lions
The Creative Effectiveness Lions were established as a new award category for the
2011 Cannes Lions International Festival of Creativity, to honour creativity that has a
measurable business impact.
Only winning or shortlisted entries from the 2010 festival were eligible to enter the
Creative Effectiveness Lions in 2011. These were judged on their strategy (25%),
idea (25%) and results (50%).
From a total of 142 entries, ten cases were shortlisted and six won Creative
Effectiveness Lions. Of this last group, one was awarded the Grand Prix.
About this analysis
Entries were received from 33 countries. 135 entries were published on warc.com.
This analysis focuses on the 135 entries published on warc.com, to establish trends
in geography, client sector, brand type, budget, marketing objectives and media.
www.warc.com
Geography: The US and UK accounted for the most entries. Europe was
the most-represented region, followed by North America.
Global v local: Most entries were single-market campaigns, equally split
between global and local brands. But global brands dominated the shortlist.
Client sectors: Entries spanned 16 sectors, led by Government and Non-
Profit, Media and Publishing, Leisure and Entertainment, Food and Retail.
Budget: Small-budget campaigns were most common overall, but larger
budgets were prevalent among the shortlisted entries.
Objectives: Shortlisted entries tended to have “harder” objectives such as
increasing sales, gaining customers and growing market share.
Media channels: TV was the most-used channel, followed by social media.
PR, OOH and experiential marketing followed.
Executive summary
www.warc.com
Grand Prix winner: Walkers (PepsiCo, UK).
Lions winners: Gillette Mach3 (P&G, India), McDonald’s (UK), Old Spice
(P&G, US), The Pacific (TVNZ, New Zealand) and Snickers (Mars, UK).
UK success: Three winners were from the UK, reflecting UK agencies’
experience of demonstrating effectiveness for the rigorous IPA Awards.
Global brands: Most winners were for global brands running campaigns in
local markets, suggesting engagement comes from a local approach.
What it takes to win: The strongest entries – particularly the winning and
shortlisted entries – focused on proving their effectiveness with supporting
research and data.
Executive summary (continued)
www.warc.com
The US was the most popular market in which campaigns ran (24), followed by
UK (15), Germany (10) and Brazil (7).
Regionally, 69 campaigns ran in European markets, followed by North America
(25), Asia (22), South America (13), Aus/NZ (11) and MEA (9).
Single-market campaigns dominated the entries: fewer than ten entries were
explicitly multiple-market campaigns and these were generally European
(examples: Toshiba, T-Mobile, Perrier).
But online and social channels meant that nominally single-market campaigns
often went beyond their original borders (examples: VW Scirocco (UK), Evian
(France) and Starbucks (US)).
Of the shortlisted entries (detailed on slides 12 and 13), four came from North
America, three from Europe and one each from Asia and Aus/NZ.
Geographic spread
www.warc.com
Geographic spread (continued)
Entries by region No. of
entries*
Europe 69
North America 25
Asia 22
Central & South America 13
Australia & New Zealand 11
Middle East & Africa 9
* Figures refer to the number of entries that included marketing activity in that territory
Top 10 markets No. of
entries*
USA 24
United Kingdom 15
Germany 10
Brazil 7
Spain 7
France 7
Australia 7
India 6
Sweden 5
South Africa 4
www.warc.com
Entries spanned 16 different industry sectors, led by Government and Non-
Profit (31 entries), then Media and Publishing (16), Leisure and
Entertainment (15), Food (10) and Retail (9).
Of the 31 entries from the Government and Non-Profit sector, 18 came
from charitable organisations and 10 from governmental and public health
bodies.
Within the Media and Publishing sector, 10 of the 18 entries were for TV
services, channels or programmes.
Leisure and Entertainment had no clear sub-category leaders, but the 10
Food entries were dominated by Confectionery (4) and Savoury Snacks (3).
Among the shortlisted entries, Toiletries and Cosmetics were most
represented with three brands, followed by Food with two.
Client sector breakdown
www.warc.com
Client sector breakdown (continued)
0.0
5.0
10.0
15.0
20.0
25.0
Case study coverage by client category (%)
www.warc.com
There was a near-equal balance of entries from international brands (69) and local
brands (66). However, 9 of the 10 shortlisted entries were from global brands.
Of all the global brands, multiple entries included Canon, IKEA, Unilever and VW.
Types of brand
Global brands
51%
Local brands
49%
All entries: global v local
Global brands
90%
Local brands
10%
Shortlist: global v local
www.warc.com
Small-budget campaigns (up to USD 500k) dominated the entries overall.
But among the shortlisted entries higher budgets were more common, with
campaign budgets of USD 10-20m accounting for half of the entries.
Breakdown by budget size
63
8
11
6
3
84
Total no. of entries*
Up to 500k
500k - 1 million
1 - 3 million
3 - 5 million
5 - 10 million
10 - 20 million
Over 20 million*Budget data only available for 103 entries
Up to 500k, 2
1 - 3 million, 1
10 - 20 million, 4
Over 20 million, 1
Shortlisted entries*
*Budget data only available for 8 entries
Budget (USD)
www.warc.com
Overall, entries had an average of 2.5 campaign objectives. The
shortlisted entries averaged 3.7 objectives.
The two groups of entries shared four of their top five objectives. But
“harder” objectives such as increasing sales, gaining customers and
growing market share were more prevalent among the shortlisted entries.
Marketing objectives
Top 5 objectives (total entries) %
Increase awareness 40
Increase sales/volume 38
Build/defend brand position 33
Gain new customers 24
Social and non-profit objectives 20
Top 5 objectives (shortlist) %
Increase sales/volume 78
Build/defend brand position 44
Gain new customers 33
Increase market share 33
Increase awareness 33
www.warc.com
Taken as a whole, entries used an average of 5.1 media channels. This
figure rose to 6.2 for the shortlisted entries.
TV’s continued importance is reflected by its presence in the media mix
of 55% of entries - and in all but one of the nine shortlisted entries.
Social media marketing featured in 50% of the entries and advertiser-
owned microsites were used in 47% of the entries.
PR was used by 30% of entries overall. By contrast, two thirds of
shortlisted entries contained a PR element.
OOH was utilised by 35% of entries and four of the shortlist, whilst
events and experiential was used by 30% of entries and, again, four of
the shortlist.
Media channels
www.warc.com
Media channels (continued)
Top 10 channels (total entries) %
Television 55
Social media 50
Internet (microsites/widgets) 47
Outdoor, OOH 35
Events and experiential 30
Internet display 30
Public relations 30
Online video 24
Word-of-mouth, viral 22
Radio 19
Top 10 channels (shortlist) %
Television 89
Public relations 67
Social media 56
Outdoor, OOH 44
Events and experiential 44
Internet display 44
Online video 44
Cinema 33
Direct marketing 33
Point of purchase, in-store 33
www.warc.com
The Grand Prix and
Creative Effectiveness Lion Winners
From the shortlisted entries, a Grand Prix and five Creative
Effectiveness Lion winners were chosen:
Grand Prix: Walkers (PepsiCo, UK).
Lions winners: Gillette Mach3 (P&G, India), McDonald’s (UK),
Old Spice (P&G, US), The Pacific (TVNZ, New Zealand) and
Snickers (Mars, UK).
Three winning entries were from the UK, perhaps reflecting UK
agencies’ experience in demonstrating effectiveness for the
rigorous and long-running IPA Effectiveness Awards.
All but one winner (The Pacific, TVNZ) were for global brands
running campaigns in local markets. This reinforces the
conclusion drawn by an analysis of entries to the 2011 Warc
Prize for Asian Strategy: to engage consumers, campaigns
should take a local, culturally-specific approach.
www.warc.com
Other shortlisted entries
The four additional non-winning entries making up the final
shortlist were:
Apple Mac (Apple, US)
Axe (Unilever, US)
Heineken Italia (Heineken, Italy)
Monopoly (Hasbro, global) (entry not published)
Again, the trend established by the winning group is evident:
global brands running local campaigns are dominant.
www.warc.com
Most-read entries on warc.com by company type
Creative agencies
1 Walkers (PepsiCo, UK)
2 McDonald’s (UK)
3 M&Ms (Mars, Australia)
4 Gillette Mach3 (P&G, India)
5 Old Spice (P&G, US)
6 Snickers (Mars, UK)
7 Heineken (Heineken, Italy)
8 Axe (Unilever, US)
9 Apple Mac (Apple, US)
10 The Pacific (TVNZ, NZ)
www.warc.com
Media agencies
Walkers (PepsiCo, UK)
McDonald’s (UK)
M&Ms (Mars, Australia)
Snickers (Mars, UK)
Gillette Mach3 (P&G, India)
Old Spice (P&G, US)
Doritos (PepsiCo, UK)
Coke (Coca-Cola, US)
Dove (Unilever, UK)
Heineken (Heineken, Italy)
Brand owners
McDonald’s (UK)
Walkers (PepsiCo, UK)
Snickers (Mars, UK)
Gillette Mach3 (P&G, India)
The Pacific (TVNZ, NZ)
Old Spice (P&G, US)
M&Ms (Mars, Australia)
Doritos (PepsiCo, UK)
Axe (Unilever, US)
Pepsi (PepsiCo, US)
Beyond the shortlist
A selection of entries that did not make the short- or most-read lists:
Carlton Dry (Carlton, Australia): a viral video strategy that
engaged a new generation, increasing volume sales by 42%.
The Economist (India): print, OOH, QR codes and Facebook
combined to engage consumers and boost subscriptions 44%.
Golf (VW, South Africa): an event-led strategy to mark the end of
a much-loved model increased margins and boosted profits.
PUMA (Pan-Europe): soccer fans’ “Hardchorus” Valentine’s song
leveraged TV and social media to double online revenues.
Studio Brussels (Belgium): a radio station’s UCG campaign paid
tribute to Michael Jackson and increased market share 21%.
Virgin Blue (Australia): an airline harnessed Twitter to boost its
new Sydney-LA route and raised base revenues 88%.
www.warc.com
The aim of the Creative Effectiveness Lions is clearly defined on canneslions.com:
“[To] honour creativity which has shown a measurable and proven
impact on a client’s business - creativity that affects consumer
behaviour, brand equity, sales, and where identifiable, profit.”
Entries were judged on three criteria: strategy (25%), idea (25%) and – most
significantly – results (50%).
In this respect, the best entries paid particular attention to a specific point in the
guidance notes on creating successful entries:
“It is not enough to make assertions, the jury want proof. Any claim must
be supported by evidence and source data.”
What it takes to win a
Cannes Creative Effectiveness Lion
www.warc.com
The best entries therefore stood out for their focus on proving effectiveness:
• They supplied research data to prove that communications objectives had been
met or exceeded (e.g. awareness, recall etc).
• They also provided evidence that business objectives, such as sales and/or market
share increases, had been achieved (see slide 11).
• And the very best (epitomised by the Grand Prix-winning Walkers) utilised
econometric research to isolate the campaign effects and discount other factors.
Weaker entries, by contrast, tended to rely on assumptions and correlations to
support their case (e.g. social media activity and PR output).
The 2012 winners of the Creative Effectiveness Lions will, like the inaugural winners
in 2011, have to prove their ROI beyond doubt.
What it takes to win a
Cannes Creative Effectiveness Lion (continued)
www.warc.com
Go to www.warc.com/cannes to browse all the published entries to
the 2011 Cannes Creative Effectiveness Lions.
www.warc.com