Tommy Hilfiger Adaptive|海报/平面|广告营销案例【ADGuider广告指南】

Tommy Hilfiger自适应

案例简介：挑战的解释 (30% 的选票) 我们每天都穿衣服。通常很轻松。对于残疾人 (PWDs) 来说，像拉链和纽扣这样的简单封口，以及狭窄的领口或裤腿，如果不是不可能的话，会让独立的着装变得痛苦。尽管 8t的消费能力和对营销的渴望，就像任何其他消费群体一样，残疾人被时尚界忽视了。我们在汤米 · 希尔费格的客户被他们忽略了一大群人的认识所困扰 -- 这与他们作为时尚创新者的身份背道而驰。他们成立了一个小型工作队来调查这个机会。作为一个小激情项目开始的事情很快变得更加复杂，他们向我们提出了一个问题: 我们怎么做？他们想建立一个适应性强的企业，但不确定从哪里或如何开始。他们需要一个创新的创意伙伴来实现这一目标。挑战有两个: 首先，我们需要 “调整” 衣服，这样PWDs就可以穿上它们。但是接下来我们需要开展一项运动来建立意识和熟悉度。我们所有的工作都必须符合汤米的精神。但它也需要打破微薄预算的混乱。洞察力/突破性思维 (30% 的选票) 成为创新者有巨大的风险。我们被警告说，错误地进行适应性发射可能比根本不这样做更糟糕。汤米没有人想要 “百事时刻” 当我们从残疾的角度看待我们的营销挑战时，我们看到了我们面前有多少工作要做: 如果我们重新设计衣服，我们需要修复广告 -- 这样PWDs就能看到如果我们修复广告，我们将不得不修复网站-这样PWDs就可以阅读它如果我们固定站点，我们将不得不修复订购流程-因此PWDs可以购买它如果我们固定订购流程，我们将不得不修复运输-因此PWDs可以打开它如果我们修复运输，我们将不得不修复客户服务-因此PWDs可以退货等等。我们的汤米客户同意我们对端到端包容性的承诺，并全力以赴。从那时起，“没有我们就没有我们” 这句话成了我们的口头禅。我们必须继续与PWDs合作。我们建立了一个专有的在线研究平台，全球有 1500 人。我们包括了更多的人，我们的努力变得更加创新。这是包容性设计的核心原则。创意 (20% 的选票) 我们想庆祝并使这一基本人权能够自我表达。我们也会做双重任务。虽然大多数品牌可能会选择开发适应性产品或将残疾人纳入广告，但我们会尝试两者。我们设计了时尚史上最具包容性的活动，从我们的盲人导演詹姆斯 · 拉斯 (James Rath) 和将个人残疾体验带入拍摄的团队开始。我们通过组织工作，以激情而不是残疾来塑造人们。我们的剧本被记录下来，然后很快就被扔掉了，因为我们的演员为自己说话比我们为他们说话更好。与大多数广告不同，我们的所有内容都可以通过隐藏式字幕和音频描述完全访问。为了帮助网上购物者，我们开发了一个一流的网站来降低风险和增加快乐。没有忽略任何细节，从经过专门培训的客户服务到塑料袋包装，便于交付和退货。结果/结果 (20% 的选票) 我们建立的反馈回路在营销漏斗的每一步都产生了巨大的影响: 七项新服装创新，销售额超过 100 万美元。 709 次新闻印象，2030 万次社交印象，2 倍行业平均点击率。 44% 的适应性顾客交叉购物 (同时购买适应性和非适应性物品)。大多数家庭对汤米品牌都是全新的。梅西百货和亚马逊增加了Tommy.com以外的分销。这项运动在PWDs中取得了商业上的成功。三分之一打给客服的电话是说 “谢谢” 更重要的是，最近的一项定量研究显示，3分之2 的非残疾消费者看到我们的工作在三天内采取行动-告诉朋友，访问网站，和/或买衣服。汤米 · 希尔费格一直受到乐观主义和时尚民主化的驱动。我们现在为这些价值观找到了新的目标，加强了我们对所有人自我表达的承诺。陪审团的文化/上下文信息 (150 字) 关于Tommy Hilfiger品牌: 汤米 · 席尔菲格品牌在美国不如在世界其他地方强大。销售集中在工厂直销和低价渠道，媒体支出低。关于PWD消费能力: PWDs是美国最大的服务不足市场，消费能力估计为 65 亿美元，类似于美国西班牙裔市场。作为比较，美国市场现在估计为 21B美元。 BCG已确定适应性服装的机会保守地为 5-7B美元。 PWDs约占总在线支出的 10%。网上购物消除了残疾人面临的一些挑战，但实际上只有少数网站可以访问。甚至像亚马逊这样的庞然大物也还没有达到我们为我们的工作设定的标准。

Tommy Hilfiger自适应

案例简介：The Interpretation of the Challenge (30% of vote ) We all get dressed every day. Usually with ease. For people with disabilities (PWDs), simple closures like zippers and buttons, and narrow necklines or pant legs make independent dressing torturous, if not impossible. Despite $8T in spending power and a desire to be marketed to, just like any other consumer group, people with disabilities are ignored by the fashion industry. Our clients at Tommy Hilfiger were troubled by the realization they were leaving out an entire group of people - counter to their identity as fashion innovators. They established a small task force to investigate the opportunity. What started as a small passion project quickly became something more complex, and they came to us with a question: How do we do it? They wanted to build an adaptive business but were unsure where or how to start. And they needed an innovative creative partner to make it happen. The challenge was twofold: First, we’d need to ‘adapt’ the clothes, so PWDs could wear them. But then we’d need to develop a campaign to build awareness and familiarity. All of our work had to match the Tommy ethos. But it also needed to break through the clutter on a tiny budget. The Insight / Breakthrough Thinking (30% of vote ) Being an innovator carried tremendous risk. We were warned that getting an adaptive launch wrong could be worse than not doing it at all. And no one at Tommy wanted a “Pepsi moment.” When we viewed our marketing challenge through the lens of disability, we saw how much work was ahead of us: If we redesigned clothes we’d need to fix advertising - so PWDs could see it If we fixed advertising we’d have to fix site - so PWDs could read it If we fixed site, we’d have to fix ordering process - so PWDs could buy it If we fixed ordering process we’d have to fix shipping - so PWDs could open it If we fixed shipping we’d have to fix customer service - so PWDs could return it And so on. Our Tommy clients agreed with our commitment to end-to-end inclusivity and went all in. From then on, the phrase “Nothing for us without us” became our mantra. We’d have to work with PWDs continuously. We established a proprietary online research platform, with 1500 people globally. We included more people, and our efforts became more innovative. This is the core principle of inclusive design. The Creative Idea (20% of vote ) We wanted to celebrate and enable this fundamental human right to self-expression. We’d also be doing double-duty. While most brands might choose to EITHER develop adaptive products OR include people with disabilities in their advertising, we were going to try both. We designed the most inclusive campaign in fashion history, starting with James Rath, our blind director, and a crew who brought personal experience with disability to the shoot. We worked through organizations to cast people by passion, not by disability. Our script was recorded then quickly thrown away, because our cast spoke for themselves better than we ever could speak for them. Unlike most advertising, all our content is totally accessible via closed captioning and audio descriptions. To help online shoppers, we developed a best-in-class site to reduce risk and add delight. No detail was overlooked, from specially trained customer service to poly-bag packaging for easy delivery and returns. The Outcome / Results (20% of vote) The feedback loop we built had tremendous impact at every step in the marketing funnel: Seven new clothing innovations, over $1M sales. 709M press impressions, 20.3M social impressions to date, 2x industry average click through rates. 44% of Adaptive customers cross-shopping (buying both adaptive and non-adaptive items). Most households are entirely new to the Tommy brand. Increased distribution beyond Tommy.com with Macy’s and Amazon. The campaign was a commercial success among PWDs. One-third of calls to customer service were to say, “Thank you.” What’s more, a recent quant study revealed that two-thirds of non-disabled consumers who saw our work took action within three days of exposure - telling friends, visiting the site, and/or buying clothes. Tommy Hilfiger has always been driven by optimism and the democratization of fashion. We’ve now found a new purpose for those values, strengthening our commitment to self-expression for all. Cultural/Context Information for the Jury (150 words) About The Tommy Hilfiger Brand: The Tommy Hilfiger brand is not as strong in the US as it is in the rest of the world. Sales are concentrated in the factory outlet and off-price channels and media spending is low. About PWD Spending Power: PWDs are the largest underserved market in the US, with spending power estimated at $65B, similar to the US Hispanic market. As a point of comparison, the US market for plus-size now estimated at $21B. BCG has sized the opportunity for adaptive clothing conservatively at $5-7B. And PWDs represent about 10% of total online spending. Online shopping eliminates some of the challenges faced by individuals with disabilities, but only a few websites are actually accessible. Even behemoths like Amazon have yet to reach the standards we set with our work.