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哈瓦那 7 天
案例简介：摘要: 在 2009 年，哈瓦那国际俱乐部设定了一个明确的目标: 让我们不要试图成为最佳主流品牌。相反，目标是成为一个标志性的高档品牌，以高价出售。这是发展新运动的简报，将在世界上 30 多个国家使用。哈瓦那俱乐部营销战略的目标是在已经增长的市场中增加市场份额和销售额,以及限制销售和市场份额的下降，这些市场受到金融危机的严重打击，以适应市场的下降。作为唯一的国际古巴品牌，其战略是让哈瓦那俱乐部成为一个 “文化品牌”: 富人的象征,充满活力和不结盟的古巴文化。利用古巴文化和价值观与我们的优先目标 -- 城市文化探索者 ”，包括高级精神饮酒者和意见领袖,将主要竞争对手百加得留给主流消费者。这种创造性的方法为品牌定义了一种新的十字军东征，让人们体验到当代哈瓦那指定的哈瓦那化所带来的无与伦比的人类和艺术文化。这包括三个核心要素: “哈瓦那文化” 、 “没有什么比哈瓦那” 和 “哈瓦那 7 天”。无论当地市场情况如何，哈瓦那俱乐部都提高了市场份额、销售额和品牌形象。哈瓦那俱乐部甚至成为德国蓬勃发展的朗姆酒市场的领导者。这项活动给了该品牌更多的古巴真实性，这直接转化为感知的质量和原创性，导致了更多的推荐，并帮助哈瓦那俱乐部超越了所有的商业目标。在《饮料国际》杂志 2012 年度报告中，哈瓦那俱乐部第1 次被评为热门朗姆酒品牌，甚至更好,成为所有烈酒品牌中酒保前十名的第一品牌，击败了标志性品牌，如 Absolut 和 Jack Daniel 's。这是文化可以将品牌转化为图标、产生价值和投资回报率的示范。
哈瓦那 7 天
案例简介：SUMMARY: In 2009, Havana Club International set a clear ambition: let’s not try to become the second-best mainstream brand. Instead, aim at becoming an iconic premium brand, sold at a premium price. This was the brief to develop the new campaign, to be used in over 30 countries in the world.The objective of the Havana Club marketing strategy was to grow both market share and sales in markets that were already growing, as well as limit the decline of sales and share in markets that had been hit hard by the financial crisis to match the decline of the market.As the only international Cuban brand, the strategy was to make Havana Club a “Cultural Brand”: the icon of the rich, vibrant and non-aligned Cuban culture.Using Cuban culture and values to engage with our priority target of Urban Cultural Explorers”, both premium spirit drinkers and opinion leaders, left main competitor Bacardi to the mainstream consumers.The creative approach defined a new crusade for the brand to make people experience the incomparable human and artistic culture from contemporary Havana - designated HAVANIZATION. This comprised three core elements: “Havana Cultura”, “Nothing Compares to Havana” and “7 Days in Havana”.Whatever the local market situations, Havana Club improved its market share, sales, and brand image against Bacardi. Havana Club even became leader in the booming rum market of Germany. The campaign gave the brand more Cuban authenticity which directly translated into perceived quality and originality that led to more recommendation and helped Havana Club to exceed all business objectives.In the Drinks International Magazine 2012 yearly report, Havana Club was ranked #1 Hot Rum Brand for the 1st time, and even better, became the #1 brand in the Bartenders Top 10 for all spirits brands, beating iconic brands such as Absolut and Jack Daniel’s. This is the demonstration that Culture can turn brands into icons, generate value and ROI.
7 DAYS IN HAVANA
案例简介：摘要: 在 2009 年，哈瓦那国际俱乐部设定了一个明确的目标: 让我们不要试图成为最佳主流品牌。相反，目标是成为一个标志性的高档品牌，以高价出售。这是发展新运动的简报，将在世界上 30 多个国家使用。哈瓦那俱乐部营销战略的目标是在已经增长的市场中增加市场份额和销售额,以及限制销售和市场份额的下降，这些市场受到金融危机的严重打击，以适应市场的下降。作为唯一的国际古巴品牌，其战略是让哈瓦那俱乐部成为一个 “文化品牌”: 富人的象征,充满活力和不结盟的古巴文化。利用古巴文化和价值观与我们的优先目标 -- 城市文化探索者 ”，包括高级精神饮酒者和意见领袖,将主要竞争对手百加得留给主流消费者。这种创造性的方法为品牌定义了一种新的十字军东征，让人们体验到当代哈瓦那指定的哈瓦那化所带来的无与伦比的人类和艺术文化。这包括三个核心要素: “哈瓦那文化” 、 “没有什么比哈瓦那” 和 “哈瓦那 7 天”。无论当地市场情况如何，哈瓦那俱乐部都提高了市场份额、销售额和品牌形象。哈瓦那俱乐部甚至成为德国蓬勃发展的朗姆酒市场的领导者。这项活动给了该品牌更多的古巴真实性，这直接转化为感知的质量和原创性，导致了更多的推荐，并帮助哈瓦那俱乐部超越了所有的商业目标。在《饮料国际》杂志 2012 年度报告中，哈瓦那俱乐部第1 次被评为热门朗姆酒品牌，甚至更好,成为所有烈酒品牌中酒保前十名的第一品牌，击败了标志性品牌，如 Absolut 和 Jack Daniel 's。这是文化可以将品牌转化为图标、产生价值和投资回报率的示范。
7 DAYS IN HAVANA
案例简介：SUMMARY: In 2009, Havana Club International set a clear ambition: let’s not try to become the second-best mainstream brand. Instead, aim at becoming an iconic premium brand, sold at a premium price. This was the brief to develop the new campaign, to be used in over 30 countries in the world.The objective of the Havana Club marketing strategy was to grow both market share and sales in markets that were already growing, as well as limit the decline of sales and share in markets that had been hit hard by the financial crisis to match the decline of the market.As the only international Cuban brand, the strategy was to make Havana Club a “Cultural Brand”: the icon of the rich, vibrant and non-aligned Cuban culture.Using Cuban culture and values to engage with our priority target of Urban Cultural Explorers”, both premium spirit drinkers and opinion leaders, left main competitor Bacardi to the mainstream consumers.The creative approach defined a new crusade for the brand to make people experience the incomparable human and artistic culture from contemporary Havana - designated HAVANIZATION. This comprised three core elements: “Havana Cultura”, “Nothing Compares to Havana” and “7 Days in Havana”.Whatever the local market situations, Havana Club improved its market share, sales, and brand image against Bacardi. Havana Club even became leader in the booming rum market of Germany. The campaign gave the brand more Cuban authenticity which directly translated into perceived quality and originality that led to more recommendation and helped Havana Club to exceed all business objectives.In the Drinks International Magazine 2012 yearly report, Havana Club was ranked #1 Hot Rum Brand for the 1st time, and even better, became the #1 brand in the Bartenders Top 10 for all spirits brands, beating iconic brands such as Absolut and Jack Daniel’s. This is the demonstration that Culture can turn brands into icons, generate value and ROI.
哈瓦那 7 天
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7 DAYS IN HAVANA
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基本信息
- 广告战役： #Nothing Compares to Havana#
- 广告品牌： Havana Club
- 发布日期： 2012-06-01
- 行业领域： 饮品/饮料/冲饮 , 饮食/特产
- 媒体类别： 户外
- 广告语言： 法语
- 媒介平台： 网络
- 获得奖项：
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