The Billion Point Giveaway|海报/平面|广告营销案例【ADGuider广告指南】

十亿点赠品

案例简介：概要情况: 速度是维珍澳大利亚的忠诚计划。它赚钱的主要方式是当澳大利亚人将信用卡奖励点转移到速度点。当会员必须登录他们的银行账户并选择 “速度” 进行转移时，这是一个艰难的销售，甚至是一个更难沟通的故事。Velocity 进行了 15% 的奖金晋升，以创造转移的高峰。过去四次运动 (5月15日、 11月15日、 5月16日、 11月16日) 尽管投资大幅增加，但增长幅度不大。此外，研究告诉我们，我们最大的障碍是人们不相信 Velocity 是他们辛苦赚来的信用卡积分的最佳场所。简介: 克服信任障碍让更多的人比以往任何时候都转移更多的积分。目标: 2016年11月的收入增加 40%。将从 Nov-2016 转移的新成员数量增加 25%。与 2016年11月相比，媒体预算减少 35%，效率更高。战略根据已知的行为和参与属性，在数据管理平台中对成员进行了描述和组织。开发了九个可寻址队列 (包括非成员的外观)，以执行我们的 “大规模寻址” 战略, 根据他们以前看到的内容和地点，向合适的受众提供我们的品牌内容。为了给 Velocity 带来最大的投资回报，我们的目标是只利用自有渠道无法转换的付费渠道。这意味着我们的方法不是关于我们可以接触到观众的地方，而是我们不能接触到的地方。在询问成员基础后，我们知道普通受让人平均需要三封电子邮件才能在采取行动之前到达他们的收件箱，但是我们的数据模型表明真正的机会在于第一次受让人。为了第一次影响人们的转变，我们需要通过讲故事吸引用户的注意力。相关性一个巨大的错误，在一封给 750万澳大利亚人的电子邮件中，引发了一个 40 部分的迷你系列，给了每个观众独特的信息、电影序列和行动理由。因此，随着媒体变得越来越分散，我们如何大规模交付我们的品牌内容？我们开发了一个数据导向的媒体模型，不管我们的观众在哪里 (Facebook 、 Instagram 、 YouTube 和数字显示)，都可以跟踪他们的行为他们互动过的东西，知道接下来要为你提供什么内容，以获得最好的转换机会。这种方法确保了我们的用户讲述了一个引人入胜的故事，而不是感觉卖给了他们。结果只有与 “喜欢” 的比较相比，结果才可信。因此，以下内容与之前表现最好的活动 (2016年11月) 相比，后者的报价相同 (15% 奖金)，但媒体支出显著更高。标题: Velocity 历史上收入最大的一个月，媒体预算减少了 35%。·收入增长 58.4% (目标是 40%) · 新受让人增加 80% (目标是 25%)。·这些新受让人的平均积分转移高出 27%。·转移点的总体上升幅度为 34%。5 月期间花费的每一营销美元速度，产生了 6.60 美元的营销投资回报 (ROMI)。我们的大错误 -- 十亿点赠品品牌内容迷你系列 -- 被观看了 7,333,290 多次。从业务变化的角度来看，影响也很大。从这次活动中看到的结果重新定义了 Velocity 的 “进入市场” 方法，用于后续活动。执行为了保持长达一个月的内容参与，我们根据市场行为对媒体进行了排序。领导我们的 “戏剧” 创意 (破坏)，然后是 “背景” 资产 (使速度点有形)，最后是我们的 “商业” 活动 (转换)。用户在旅程中的位置取决于他们对 Velocity 品牌和他们已经看到的内容有多熟悉。这场运动跨越了媒体渠道，可以接收 Velocity 的第一批数据，即 Facebook 、 programmic 、 SEM 和 eDMs。视频主导的故事通过动态展示横幅、 eDMs 、社交帖子和机场内宣传材料得到了加强。活动快结束时，我们进行了一次主页收购，以创造紧迫感并扩大覆盖面。它的工作，每天转移了 40%。参与的用户被带到一个个性化的微型网站，该网站包含一个专门构建的积分计算器，向用户展示他们可以用积分飞行的地方。这些投入使重新定位更加个性化和有效。活动描述一个颠覆性的想法，值得关注的内容，通过颠覆性的媒体模型大规模执行。这个提议 (15% 的奖金) 平淡无奇…… 它需要重新构建。我们拿走了用于资助奖金的 “要点”，并把它作为我们思考的中心 -- 十亿点赠品。见见蒂姆，这位 “意外” 的实习生向 7.5 名成员发送了一封电子邮件，如果他们将奖励积分移到 Velocity，他们会提供十亿 (而不是百万) 积分。人们穿过的积分越多，t他增加了他们在十亿分中的份额。其后果展现在 40 部 Netflix 风格的迷你系列的品牌内容中。这个想法有规模，一个相关的故事和聪明的方式来讲述。我们专有的人种志研究工具 Black Mirror 通过了解现有的行为和障碍，进一步了解了我们的目标受众。六个焦点小组允许我们在测试消息传递、传输体验的改进和创造性命题时进一步探索。

十亿点赠品

案例简介：Synopsis Situation: Velocity is the loyalty program of Virgin Australia. The main way it makes money is when Australians transfer credit card reward points into Velocity Points. A tough sell and even a tougher story to communicate when members have to login to their bank account and select ‘Velocity’ to transfer. Velocity run a 15% bonus promotion to create a spike in transfers. The last four campaigns (May 15, Nov 15, May 16, Nov 16) had seen modest growth despite significantly increased investment. In addition, research told us our biggest barrier was that people didn’t trust Velocity was the best place for their hard-earned credit card points. Brief: Overcome the trust barrier get more people transferring more points than ever before. Objectives: Increase revenue from November 2016 by 40%. Increase the number of new members transferring from Nov-2016 by 25%. Deliver greater efficiencies with 35% less media budget than November 2016. Strategy Members were profiled and organised in the Data Management Platform based on known behaviour and engagement attributes. Nine addressable cohorts were developed (including look-a-likes for non-members), to execute our ‘addressability at scale’ strategy, delivering our branded content to the right audiences based on what they had previously seen and where. To deliver the greatest ROI for Velocity, our goal was to only leverage paid channels where owned channels failed to convert. This meant our approach was less about where we could reach our audience, but more so where we couldn’t. After interrogating the member base, we knew the regular transferee required, on average, three emails to reach their inbox before taking action, however our data models suggested the real opportunity lay with first time transferees. To influence people to convert for the first time, we needed to steal attention and engage users through story-telling. Relevancy A big mistake, in an email to 7.5million Australians sparked a 40 part mini-series that gave each viewer unique messages, film sequences and reasons to act. So with media becoming increasingly fragmented how did we deliver our branded content at scale? We developed a data-led media model that tracked our audiences behaviour regardless of where they were (Facebook, Instagram, YouTube and digital display), what they had interacted with and knew what content piece to serve you next for the best chance of conversion. This approach ensured our users were told a engaging story, rather than feeling sold to. Outcome Results are only relatable when compared with ‘like for like’ comparisons. So, the following has been compared to the best performing previous campaign (November 2016) which had the same offer (15% bonus) but significantly higher media spend. The headline: the biggest revenue month in Velocity’s history, achieved with 35% less media budget. · 58.4% increase in revenue (target was 40%) · 80% increase in new transferees (target was 25%). · The average points transfer of these new-transferees was 27% higher. · The overall uplift in points transferred was 34%. Every marketing dollar Velocity spent during May, generated $6.60 return on marketing investment (ROMI). And our big mistake - The Billion Point Giveaway branded content mini-series - was viewed over 7,333,290 times. From a business change perspective, the impact was also significant. The results seen from this campaign has redefined Velocity’s ‘go to market’ approach for subsequent activity. Execution To maintain month-long content engagement we sequenced media based on in-market behaviour. Leading with our ‘Dramatise’ creative (disrupt), then ‘Contextual’ assets (making Velocity Points tangible), and finally our ‘Commercialise’ activity (convert). Where a user was brought into the journey was dependent on how familiar they were with the Velocity brand and content they had already seen. This campaign ran across media channels that could ingest Velocity’s first party data, namely Facebook, programmatic, SEM and eDMs. The video-led story was reinforced with dynamic display banners, eDMs, social posts and in-airport collateral. Towards the end of the campaign we ran a homepage buyout to create a sense of urgency and to extend reach. It worked, with daily transfers up 40%. Engaged users were driven to a personalised microsite containing a purpose-built points calculator to show users where they could fly with their points. These inputs made retargeting more personalised and effective. CampaignDescription A disruptive idea, content worth watching, executed at scale with a disruptive media model. The offer (15% bonus) was bland…it needed reframing. We took the ‘pot-of-points’ used to fund the bonus and made it the centre of our thinking–a billion point giveaway. Meet Tim, the intern who ‘accidentally’ sent an email to 7.5M members offering a slice of a billion (instead of million) Points if they moved their reward points to Velocity. The more points people moved across, the bigger their share of the billion Points. The consequences unfolded in branded content 40-part, Netflix-style mini-series. The idea had scale, a relatable story to tell and smart way to tell it. Our proprietary ethnographic research tool, Black Mirror, garnered further insights into our target audience by understanding existing behaviours and barriers. Six focus groups allowed us to probe further as we tested messaging, improvements to the transfer experience, and creative propositions.