Background: The Commonwell Insurance offers six diverse insurance policies: Farm, Commercial, Seasonal Property, Automobile, Residential, and Watercraft. The company faced multiple internal pressures:

• Each product team demanded website representation with varying expectations

• IT, Sales, Underwriting, Claims teams, and 3rd party agents had specific website requirements

• The existing website was outdated in both technology and user experience design

Core Issue:  

• Lack of synergy among products and absence of customer-centric approach

• No previous research to understand customer needs and expectations

• Outdated digital presence hindering lead generation and customer acquisition

Objective: Acquire website traffic, generate leads, and create a unified digital experience that satisfies both internal stakeholders and customer needs.

Insight: Insurance buyers prioritize making smart decisions, seeking immediate tangible value beyond disaster scenarios.

Strategic Direction: Create a customer-centric web platform that informs, educates, facilitates, and responds to customer needs, enabling smart insurance decisions.

Key Components:

1. Promise: Provide a web platform for insurance consumers to make smart decisions and feel supported during times of need.

2. Communication Proposition: "What's Your Insurance IQ?" - A hook to engage customers and prompt reflection on their insurance knowledge.

3. Digital Marketing Program: Develop a lead generation campaign centered around testing insurance knowledge.

Implementation:

1. Website Redesign:

   • Created a new, unified web experience incorporating all six product lines

2. "What's Your Insurance IQ?" Campaign:

   • Developed interactive quizzes for each insurance type

   • Created personalized results and product recommendations

   • Implemented lead capture mechanisms throughout the quiz experience

3. Content Strategy:

   • Produced educational content addressing common insurance questions and scenarios

   • Developed product comparison tools and calculators

4. Digital Marketing:

   • Launched targeted social media and search engine marketing campaigns

   • Implemented retargeting strategies to re-engage website visitors

5. Lead Management System:

   • Integrated a CRM system to track and nurture leads

   • Developed automated email sequences for lead nurturing

Results:

150% increase in website traffic within the first three months

200% growth in qualified leads generated through the "Insurance IQ" campaign

35% improvement in conversion rates from website visitors to quote requests

25% increase in cross-selling opportunities identified through quiz results

Background: Dove Advanced Hair Series (AHS) aimed to penetrate the premium and masstige hair care category with expert solutions for enhanced nourishment.

Core Issue: Consumer research revealed a critical perception gap – Dove was not recognized as an expert in hair care.

Objective: Convert non-Dove users and attract new customers to Dove AHS.

Key Question: How can we convincingly demonstrate Dove AHS's expertise in hair care and nourishment to skeptical consumers?

Insight: In unfamiliar territory, leveraging existing strengths is the most effective way to maximize potential.

Strategic Direction: "Play to Your Strengths!"

Tactical Plan:

1. Surprise consumers at the point of purchase with Dove's advancements in hair care.

2. Highlight product innovations tailored for specific hair types, conditions, ethnicities, and age groups.

3. Engage prospects through influential 1:1 interactions and product trials.

4. Enhance brand visibility in specialty retail (pharmacies and boutique chains).

5. Implement in-store activations with product sampling to drive engagement.

Key Message: Dove has developed advanced formulations that deliver superior volume and shine, backed by years of research and expertise.

The campaign focused on establishing Dove's expertise in two high-demand specialties: Volume and Shine.

Outcome: A highly successful Below-The-Line (BTL) campaign that:

• Significantly increased brand awareness in the premium hair care segment.

• Established Dove AHS as an expert solution provider for volume and shine.

• Drove product trials and conversions among target consumers.

• Enhanced brand presence and credibility in specialty retail channels.

This strategic approach not only addressed the perception gap but also positioned Dove AHS as a formidable player in the premium hair care market, leveraging its strengths to surprise and convert skeptical consumers.

Background: Volkswagen struggled to establish itself in Saudi Arabia's value-oriented market segment. Marketing efforts, primarily managed by local dealerships, were limited to seasonal promotions, undermining the brand's value proposition.

Core Issue: Volkswagen was perceived as an expensive brand with poor after-sales service and high maintenance costs.

Objective: Transform Volkswagen into Saudi Arabia's most valuable automotive brand by enhancing its image, value perception, and consideration among consumers.

Key Obstacle: Volkswagen's existing image in Saudi Arabia contradicted the global brand team's vision, being perceived as non-innovative, poor in value, and undesirable.

Insight: A significant surprise can be the most effective way to change perception through shock and awe.

Strategic Direction: "Surprisingly Valuable"

Key Message: "Another thing you didn't know about a Volkswagen."

Tactical Plan:

1. Leverage Volkswagen's ability to surprise customers upon close interaction.

2. Highlight the unexpected high quality in engineering, comfort, style, and value for money.

3. Focus on three key models with tailored messaging:

   • Passat: Surprising Value for Money

   • Jetta: Surprising Innovation

   • Golf GTI: Surprising Power

4. Create opportunities for direct customer engagement and experience.

Campaign Execution: 

• Developed an integrated marketing campaign emphasizing the "Surprisingly Valuable" concept.

• Utilized digital and traditional media to amplify the "surprise" factor of Volkswagen's offerings.

Outcome: 

• Achieved a remarkable 350% increase in test drive bookings for Passat, Jetta, and GTI within just 4 months of campaign launch.

• Significantly shifted perception of Volkswagen from an expensive, high-maintenance brand to a surprisingly valuable option in the Saudi Arabian market.

This strategic approach not only addressed the immediate perception issues but also positioned Volkswagen for sustained success in the competitive Saudi Arabian automotive market, leveraging the element of surprise to drive engagement and consideration.

Background: BabyJoy, a strong competitor to Pampers and Huggies in GCC countries, offered high-quality Japanese technology diapers at competitive prices. Despite maintaining market share across most category segments, BabyJoy struggled in the crucial Newborn category.

Core Issue: Despite strategic product placement in hospitals, competitive pricing, and various SKU options, BabyJoy experienced declining sales and market share in the Newborn diaper segment.

Key Obstacles:

Hospital marketing restrictions due to CCHI (Govt. Regulator) and government regulations

Lack of syndicated research on customer behavior, usage, and awareness

Ineffective conversion from hospital trials to continued usage

Objective: Increase brand consideration in retail environments and support trade marketing in achieving quarterly sales targets, while complementing ongoing hospital trial campaigns.

Insight: Most parents purchase newborn diapers 1-2 months before delivery, making hospital product placement less effective for driving continuity.

Key Discovery: The new baby shopping checklist is the gateway to trial and continuity.

Strategic Direction: Position BabyJoy as the top choice for baby comfort in parents' pre-birth shopping lists.

Tactical Plan:

1. Leverage existing hospital relationships to conduct surveys and interviews with new parents

2. Develop a comprehensive understanding of new parent preferences and purchasing behaviors

3. Create targeted marketing campaigns focusing on the pre-birth shopping period

4. Establish strong presence in key retail channels frequented by expectant parents

5. Align marketing messages with the comfort and quality aspects of BabyJoy diapers

Shopper Marketing Strategy: "BabyJoy: The First Choice for Your Newborn's Comfort"

Campaign Execution: 

• Conducted surveys and interviews with new parents in partner hospitals, offering incentives for participation

• Analyzed data to identify key decision-making factors and optimal marketing touchpoints

• Developed targeted marketing materials emphasizing BabyJoy's quality and comfort for pre-birth shopping lists

• Implemented strategic in-store placements and promotions in key retail channels:

• Pharmacies

• Top supermarket chains

• Created partnerships with prenatal classes and baby stores to increase brand visibility

Outcome: 

• Within two quarters of launch, BabyJoy's Newborn segment experienced significant growth:

  • Increased sales volume in key accounts

  • Gained substantial market share in the Newborn category

  • Improved brand consideration among first-time parents

  • Established BabyJoy as a top choice in pre-birth shopping lists

• Successfully shifted the focus from hospital-based trials to retail-based early adoption

This strategic approach not only addressed the immediate sales decline but also positioned BabyJoy for long-term success in the competitive GCC diaper market by capturing parents at the crucial pre-birth decision-making stage.

Background: Co-Ro Food of Denmark sought to modernize its two flagship brands in the Middle East and East Asian countries:

Suntop: Fruit-based juice drink (launched 1977)

Suncola: Non-carbonated cola drink (launched 1988)

Core Issue: 

• 30+ years of organic brand growth with minimal strategic brand management

• Diverse geographical, cultural, and social perceptions across target markets

• Need for a unified global brand strategy resonating in Europe, Middle East, and Far East

• Balancing established brand heritage with modern appeal

• Transitioning from a sales-centric to a brand-focused organization

Objective: Develop a cohesive brand architecture and reposition Suntop and Suncola as global brands while maintaining regional relevance.

Insight: Despite cultural differences, consumers across target regions share a growing demand for healthy, convenient, and trusted beverage options.

Strategic Direction: Leverage existing brand equity while aligning with contemporary health-conscious trends and regional preferences.

Key Components:

1. Brand Heritage Analysis: Conduct comprehensive research on brand perceptions and emotional connections in each region.

2. Global-Local Balance: Develop a core brand identity with flexibility for regional adaptations.

3. Health and Wellness Positioning: Emphasize Suntop's fruit-based attributes and Suncola's non-carbonated nature to align with health trends.

4. Cultural Sensitivity Mapping: Identify and address cultural nuances in brand communication across regions.

5. Modernization Strategy: Update visual identity and messaging to appeal to contemporary consumers while respecting brand heritage.

Results:

• Successfully repositioned Suntop and Suncola as modern, global brands with strong regional relevance

• Achieved 25% increase in brand awareness across target markets within the first year

• Recorded 15% growth in market share in key Middle Eastern markets

• Expanded distribution in European and Far East Asian markets by 30%

• Improved brand consistency score by 40% across all regions

• Received industry recognition for successful global brand rejuvenation

• Established a strong foundation for future product innovations and market expansions