Retail Activities|海报/平面|广告营销案例【ADGuider广告指南】

零售活动

案例简介：索尼爱立信 (Sony Ericsson) 凭借《随身听》的成功推出，拥有强大的音乐遗产™手机，并启动了音乐手机细分市场。这项活动的目的是充分利用 MTV EMAs 对目标群体的情感意义，并开展 360 品牌参与活动。挑战是将被动赞助转化为主动赞助，以最大限度地提高投资回报率。业务目标是: 在促销期间，将 SE Walkman 手机在参与销售渠道中的销售额提高 50%，并让零售商投资于激活，并将赞助扩大到一个有引人注目的店内表现。与此同时，传播目标是: 通过成为 MTV EMAs 最受召回的赞助商来获得最大的意识, 吸引消费者并将促销网站上的流量提高至少 5 倍以上 2007 (被动赞助)，最后,让媒体参与进来，通过高新闻报道实现 1:5 的反价值。创建一个积极的赞助，并将 SE 品牌定位为与真正的音乐爱好者一样对音乐充满热情，这需要改变视角: 从 “MTV EMAs, 由 SE “进入” SE FanWalk 到 MTV EMAs ”赞助 -- 一个多阶段的泛欧活动:在 MTV EMAs 举行的 10 天前，100 名 FanWalkers 开始从汉堡步行 300 公里到达柏林，这是 MTV EMAs 2009 的位置; 目标观众可以在网站 www 上申请成为 FanWalker fanwalk。电视; 国家社区在网上投票给他们最喜欢的 FanWalker 申请人;在线铸造之后是当地的现场铸造，主要在合作伙伴的商店进行; 每个国家选出 5-7 名范沃克。宣传材料和特别的 FanWalk 随身听™电话版提供给销售合作伙伴。让目标群体成为竞选活动的一部分允许低媒体预算。除了赞助包 (MTV 上的 tvc 和预告片以及 mtv.com 上的横幅)，没有计划增加媒体预算。数字媒体 -- 包括网站 www.fanwalk.tv 、 Facebook 简介和 YouTube 上的品牌频道 -- 是消费者互动的主要渠道。赢得的媒体接触点是活跃的店内促销活动，是社交媒体网站上用户生成内容创作的刺激，也是系统公关实现的新闻报道。促进 SE 随身听销售的目标™手机 (focus W995) 明显超过 50%。索尼获得了 MTV EMAs 最高的赞助商认知度 (+ 23% 比第2 最佳赞助商)。此外，与 2007年的徽标赞助相比，推广网站上的流量增加了 20 倍。公关报道的反价值是 1:10，而不是预期的 1:5，而店内促销可见性比平均促销增加了 150%。

零售活动

案例简介：Sony Ericsson (SE) has a strong music heritage driven by the successful launch of Walkman™ phones and initiated the music mobile phone segment. The aim of this campaign was to make best use of the emotional significance of the MTV EMAs for the target group and develop a 360° brand engagement campaign. The challenge was to turn a passive sponsorship into an active sponsorship to maximize ROI. The business objectives were: to boost sales of SE Walkman phones in participating sales-channels by 50% during the promotion and get retailers to invest in activation and to extend the sponsorship to an impact-making sell-through campaign with an eye-catching in-store presence. Meantime, the communication objectives were: to gain maximum awareness by being the most recalled sponsor of the MTV EMAs, to engage consumers and boosting traffic on the promotion website by at least 5 times more than 2007 (passive sponsorship), and lastly, to involve media in order to achieve a counter value of 1:5 through high press coverage. Creating an active sponsorship and positioning the SE brand as being just as passionate about music as a real music lover, required a change of perspective: from "MTV EMAs, sponsored by SE" into "The SE FanWalk to the MTV EMAs" – a multistage, pan-European event: 10 days before the MTV EMAs, 100 FanWalkers started walking 300 kilometres from Hamburg to Berlin, the location of the MTV EMAs 2009; the target audience could apply to be a FanWalker on the website www.fanwalk.tv; the national community voted online for their favourite FanWalker applicant; the online casting was followed by local live castings, which were mostly carried out in shops of partners; 5-7 FanWalkers per country were selected. Promotional material and a special FanWalk Walkman™ phone edition were provided to sales partners. Making the target group become part of the campaign allowed a low media budget. Besides the sponsorship package (TVCs and trailers on MTV and banners on mtv.com), no additional media budget was planned. Digital media – including the website www.fanwalk.tv, the Facebook profile and a brand channel on YouTube – served as the main channel for consumer interaction. Earned media touchpoints were active in-store promotions, the stimulation of user-generated content creation on social media sites and press coverage achieved by systematic PR. The objective to boost sales of SE Walkman™ Phones (focus W995) by 50% was clearly exceeded. Sony received the highest sponsor awareness of the MTV EMAs (+ 23% vs. 2nd best sponsor). In addition, traffic on the promotion website multiplied 20 times vs logo sponsorship in 2007. The counter value of PR coverage was of 1:10 instead of the expected 1:5, while in-store promotion visibility increased by 150% vs average promotions.