The Billion Point Giveaway|微电影|广告营销案例【ADGuider广告指南】

亿元点赠品

案例简介：概要 Velocity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积分转换为Velocity points时。当会员必须登录他们的银行账户并选择 “速度” 进行转账时，这是一个艰难的推销，甚至是一个更难沟通的故事。Velocity运行15% 的奖金促销，以创造一个高峰在转移。过去的四个竞选活动 (15年5月15日、11月16日) 尽管投资增加，但仍保持温和增长。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位置。简介: 克服信任障碍让更多的人转移比以往任何时候都多的分数。目标: 将2016年11月的收入增加40%。从2016年11月开始，增加新会员的数量> 25%。与2016年11月相比，媒体预算减少35%，实现更高的效率。战略根据已知的行为和参与属性，在数据管理平台 (DMP) 中对成员进行了分析和组织。开发了九个可寻址的队列 (包括非成员的样子)，以执行我们的 “可寻址性” 策略。为了为Velocity提供最大的投资回报率，我们的目标是仅在拥有渠道未能转换的情况下利用付费渠道。这意味着我们的方法不是关于我们可以接触到我们的观众的地方，但更多的是我们不能接触到的观众。在询问了会员基地后，我们知道普通受让人平均要求三封电子邮件才能在采取行动之前到达收件箱，然而我们的数据模型表明，真正的机会在于第一次受让人。为了影响人们第一次转换，我们需要通过讲故事来吸引用户的注意力，并通过讲故事吸引用户。相关性一个错误利用了最新的数字和技术平台，并使用数据驱动的媒体模型将零售活动转变为高度个性化和互联的活动。DBM (谷歌的DSP) 和Facebook是为了支持数据驱动的决策制定而构建的，但它们未能提供超越 “拥有” 的洞察力。他们跟踪点击和转换，然而，如果没有额外的数据建模和基础设施，这些平台无法理解这些指标对Velocity的真正价值。为了理解这些平台确定的转换的价值，我们必须在Velocity的DMP中准确地细分受众，对齐属性并从这些细分市场创建看起来像一个观众。结果只有在与 “喜欢的” 比较时，结果才具有相关性。因此，以下与表现最好的前一次活动 (2016年11月) 进行了比较，该活动具有相同的报价 (15% 奖金)，但媒体支出明显更高。The Billion Point Giveaway的头条新闻: Velocity历史上最大的收入月，媒体预算减少了35%。·58.4% 收入增加 (目标 = 40%) · 新受让人数80% 增加 (目标 = 25%)。·这些新受让方的平均积分转移较高27%。·转移积分的整体升幅为34%。每个营销美元Velocity花费在5月，产生了6.60美元的营销投资回报 (ROMI)。我们的大错误-十亿点赠品迷你系列-被观看超过7,333,290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 “去市场” 方法，用于后续活动。执行为了保持一个月的参与度，我们根据市场行为对媒体进行了排序。使用我们的DMP结合我们对消费者路径的深刻理解，我们整理并分析了下一集的实时数据。这项活动跨越了媒体渠道，可以摄取Velocity的第一方数据，即Facebook、程序化、SEM和eDM。视频引导的故事得到了动态展示横幅、电子商务、社交帖子和机场抵押品的强化。然后，我们进行了一个主页买断，以创造一种紧迫感，并延伸到第1派对观众和外观，它的工作，每天的转移增加了40%。媒体引导人们到一个个性化的微网站，其中包含一个专门构建的积分计算器，告诉会员他们可以在哪里飞行。这些输入使重新定位活动更加个性化和有效。 CampaignDescription 报价 (15% 奖金) 正在失去影响 ...... 它需要重新设计。我们拿了用来为奖金提供资金的 “点数”，并使其成为我们思考的中心 -- 10亿个点的赠品。但改变报价并不能克服信任障碍。进入曼联 (United) 、澳航 (Qantas) 和百事可乐 (Pepsi) 等品牌，这些品牌在2017年因犯错而登上头条，但没有拥有这些错误。这是我们的机会。有了我们的处女DNA，我们犯了一个很大的错误，尊重了它，让澳大利亚占便宜。如何？遇到 “蒂姆-the-internor”，他在一封电子邮件中给7.5万澳大利亚人发送了一个错误，提供了10亿 (而不是一百万) 点的份额。The后果是在一部由40集的Netflix风格的电视剧中展开的，但与大多数你收看的节目不同，这部电视剧找到了你。打开Facebook？相关剧集就在那里。YouTube？下一集是前卷。查邮件？下一集移动到你的收件箱。

亿元点赠品

案例简介：Synopsis 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) saw modest growth despite increased investment. In addition, research told us our biggest barrier was that people didn’t trust that 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 November 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 (DMP) 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. 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 mistake harnessed the latest digital and technology platforms and used a data-powered media-model to transform a retail campaign into a highly-personalised and interconnected campaign. DBM (Google’s DSP) and Facebook were built to enable data-driven decision making however they fail to deliver insight beyond ‘owned’. They track clicks and conversion, however these platforms could not understand the true value of these metrics to Velocity without additional data modelling and infrastructure. To understand the value of a conversion as identified by these platforms we had to accurately segment audiences in Velocity’s DMP, align attributes and create look-a-like audiences from these segments. 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 for The Billion Point Giveaway: the biggest revenue month in Velocity’s history, achieved with 35% less media budget. · 58.4% increase in revenue (target=40%) · 80% increase in new transferees (target=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 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 engagement we sequenced media based on in-market behaviour. Using our DMP combined with our deep understanding of our consumer paths, we collated and analysed the data in realtime serving up the next episode. 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. Then we ran a homepage buyout to create a sense of urgency and to extend reach beyond 1st party audiences and lookalikes and it worked, with daily transfers up 40%. Media directed people to a personalised microsite containing a purpose-built Points calculator that told member where they could fly with their Points. These inputs made retargeting activity more personalised and effective. CampaignDescription The offer (15% bonus) was losing impact...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. But changing the offer wouldn’t overcome the trust barrier. Enter brands like United, Qantas, and Pepsi who made headlines in 2017 for making mistakes, but not owning up to them. This was our opportunity. With our Virgin DNA, we made a big mistake, honoured it and let Australia take advantage. How? Meet ‘Tim-the-intern’ who sent a typo in an email to 7.5million Australians offering a share of a billion (instead of a million) points. The consequences unfolded in a 40-part Netflix-style series, but unlike most shows where you tune in, this one found you. Open Facebook? The relevant episode was there. YouTube? The next episode was a pre-roll. Checking email? The next episode moved to your inbox.