Runners Up

#4: Bell MusicMatch plays on nostalgia

#4: Bell MusicMatch plays on nostalgia

There’s nothing quite like music for creating indelible memories and defining phases of our lives, whether it’s the Beatles, the Bangles or the Barenaked Ladies who push our buttons.

When Bell Canada was looking for ways to build subscriber revenue and offer customers exciting new broadband entertainment services, it had that sentiment in mind. Bell partnered with Organic Toronto to bring an existing U.S. service to Canada, marketing a new online experience for music buffs aged 30-55.

The colourful MusicMatch site, launched in August, features two major offerings – the Jukebox Plus and the Radio MX service – for the Canadian music lover. Radio MX is a highly interactive online streaming music service that delivers near-CD-quality music to the consumer. The listening experience can be personalized in a variety of ways including by genre, era and artist matching.

The launch was supported by banner ads on Bell sites – primarily Sympatico.ca (no offline marketing was used). Retro-looking banners were designed to appeal to people’s sense of curiosity and encourage click-through.

Organic’s proposition was to sell music as a lifestyle and to highlight the ability of MusicMatch to reference a user’s music selections against millions of other user playlists – while also recommending new artists. Members of the 30-55 target group still buy music but are perhaps not as ‘plugged in’ as they once were nor are they buying as much as they did in the past. The marketing collateral endeavours to capture that rush of excitement felt when you encounter a friend who understands and shares your musical history. MusicMatch holds over 100,000 tracks (and is growing), something that prompted the catch phrase ‘Over 100,000 reasons you turned out the way you did.’

#5: RBC Avion Card takes frequent flyers to new heights

When the multi-million-dollar airline industry decides to make a move, it can potentially create turbulence for associated interests. In August 1999, Air Canada proposed a restructuring of the Canadian airline industry, placing Royal Bank of Canada’s most profitable credit card – Canadian Plus – at risk. To retain its 260,000 cardholders, RBC launched a new frequent-flyer travel program, now known as Avion, along with a co-branded VISA card.

Working with Organic Toronto, RBC developed a compelling banner campaign designed to communicate the key benefits of the Avion VISA card – flexibility and freedom. The duo leveraged the Web as a communications, information-gathering and application channel. In addition to the primary existing Canadian Plus cardholder audience, the target is leisure travelers, valuing the mix of airline, hotel stays and car rental options.

Banners to educate prospects, and encourage online application ran on financial-oriented mainstream Web sites like Globeandmail.com and RBC’s own site. The creative approach consisted of contrasting where the audience currently is and visualizing where they might want to be. Travel imagery reinforced the card as a travel points tool. A third-party endorsement – the fact that Profit magazine had rated it the best travel card – also appeared on banners.

#6: VMI trivia program overshoots target

Achieving global impact on a limited budget is a steep challenge and one that Vancouver-based Voice Mobility (VMI), provider of unified communications/ enhanced messaging solutions for telecom service providers, squarely faced this year.

VMI set a goal of reaching top executives in medium-to-large telecommunications companies in North America, Europe and Southeast Asia. The aim of the lead-generation program was to increase brand awareness and produce at least 200 highly qualified leads for the international sales team.

Wanting to break away from conventional marketing, VMI, with Vancouver-based Fourth Company, set out to appeal to hard-to-reach execs in a novel way. Its approach was to create a memorable program that immediately engaged prospects’ attention and paved the way to build relationships with them. Fourth Company created a branded (‘Show You Know©’), interactive trivia quiz and promoted it through targeted, personalized e-mails. The quiz was played entirely online for maximum economy and efficiency.

Highly desirable – but not lavish – prizes supported the game. Over a span of five quizzes, VMI got to tell its story bit by bit, while collecting key information about the prospects.

As a result, the knowledge gained will now be the foundation of VMI’s new lead-management and sales strategy. ‘Show You Know’ produced over 300 leads – 50% above target. It gave VMI’s sales force direct access to key decision-makers, influencers and users at a fraction of conventional cost, while producing useful knowledge about prospects that VMI didn’t have before. The sales force expects to close sales sooner than ever before – just one close will more than pay for the program.

#7: Going Solo

When Toronto-based Bell Mobility decided to target youth for its Solo rate plan, it knew it had a tough audience. Both males and females aged 16-24 prize independence, spontaneity and doing as they please. Technology and wireless is no big deal to them, and they are skeptical of brands that talk at them rather than with them.

The challenge was to generate awareness of the new Solo rate plan from Bell Mobility, position Solo as cool and irreverent, intrigue users by means of surprise and create a ‘buzz.’ Given the cluttered and highly competitive nature of the category, the product had to stand out from the rest.

To reach that media-elusive 16-24 target, Bell Mobility and Toronto’s Cossette Interactive felt they had to build an advertising idea into a usable utility. By creating a downloadable weekend planner, the company was in complete control of who would be exposed to it, which brands it aligned itself with – plus, it could change the message as frequently as it wanted. On top of that, Bell was able to deliver repeat exposure to the target without paying for each impression after the initial download – making it very cost-efficient.

The Solo Desktop Weekend Planner incorporated highly regarded and credible brands and included relevant information and links from key content partners (for example, movie reviews from Famous Players, the top five songs from KISS 92 FM).

Top-layer DHTML ads, placed on highly targeted sites for this demographic, such as muchmusic.com, iceberg.com, ticketmaster.com and morpheus.com, were used to drive traffic to the Solo Desktop Weekend Planner download page. In addition, the ‘send to a friend’ component, allowed Bell Mobility to further strengthen the best marketing tool amongst the teen audience – word of mouth.

The program saw 32,832 downloads, which translated to 69% of those who clicked on the initial top-layer ad unit.

#8: Schwab investors trade up to E*Trade

Toronto-based E*TRADE Canada had always focused its acquisition efforts on a mass audience and addressed communication to all online investors. However, in the last 18 months, it adjusted its strategy to focus on two distinct segments of the online trading community: the active trader and serious investor. Research had confirmed that these high-value groups were tired of being treated the same as all other online traders and E*TRADE thus created Power E*TRADE, its VIP service, which received a #1 ranking for both serious investors and active traders from the Gomez 2002 survey. Then, in February 2002, Schwab Canada, E*TRADE’s prime competitor, was sold to Scotiabank, which had received a #9 ranking for serious investors and a #11 ranking for active traders in the Gomez survey. E*TRADE saw this merger as a clear opportunity to speak to the disgruntled Schwab customer and capitalize on E*TRADE’s #1 Gomez ranking and convince customers to make the switch.

The primary business objective was to encourage existing Schwab customers to visit the E*TRADE Canada Web site and view the Power E*TRADE demo, while the strategy was to promote Power E*TRADE as the leading product for active traders and serious investors by reinforcing its #1 ranking compared to the Scotiabank rankings.

Toronto-based Grey Interactive placed E*TRADE online creative on sites such as GlobeInvestor.com and MSN Money, while its promotional splash page highlighted stock research tools.The campaign, which included a banner and large format online ad, was also supported offline with an irreverent ad in R.O.B. Magazine.

Online copy focused primarily on product performance with a special acquisition offer – a certain amount of free trades – targeted specifically to the Schwab customer. The online ads craved attention because of their use of colour and a distinct introductory salutation (Attention ‘Schwab customers’). Grey Interactive says the five-month interactive campaign exceeded expectations – bringing in 33% more new Schwab customers than was originally planned in objectives.

#9: Saturn drives online traffic

Saturn Canada’s challenge was to create awareness and excitement around the launch of its new 2002 Saturn VUE within an online environment, while capturing prospect data information to support sales leads. Saturn also wanted to drive online traffic to the saturncanada.com Web site and contest promotion, and support the national advertising launch campaign.

Targeting the urban married male and female, 35-45, Toronto-based Cossette Interactive developed an integrated, online advertising campaign that clearly communicates that Saturn Canada has a new SUV product. It maintained creative consistency with the national advertising campaign concept of ‘The new Saturn VUE – at home in almost any environment’ to maximize impact.

As part of the media plan, online ads were placed on several key automotive content sites. It also used unique online advertising formats, including an innovative ‘DHTML Transition Ad,’ one of the first applications of this technology in the online market (whereby a three to five-second ad is loaded and displayed in the browser, while the surfer waits for their destination page to load).

Inclusion of an offer to ‘Win free gas for a year from the Saturn VUE’ gave users incentive to complete an online survey, providing prospect data information. Some ad formats talked directly to the contest, while other ads talked about the new Saturn VUE product only through advertorial articles, which supported overall awareness objectives, while presenting valuable product information and links to VUE interactive presentations.

Consistent and integrated creative was developed in conjunction with the national advertising campaign to make the campaign seem ‘big’ across all VUE launch communications and add to the ‘big noise’ of the product launch.

Tracking was implemented throughout the entire campaign from a variety of sources in order to provide impressions, unique sessions, clicks, completed surveys and number of sales attributed to persons who completed an online survey. In all, 3,598,219 impressions were logged and 32,548 clicks. Online ad traffic to the Saturncanada.com Web site tripled during the campaign.

#10: Rogers AT&T Wireless mixes it up

With the V101/Vbox, Toronto-based Rogers AT&T Wireless added an all-in-one phone and messaging device to its portfolio, geared towards customers looking for an up-to-the-minute user-friendly communications tool.

The campaign objective was, first, to increase qualified traffic to the Rogers e-commerce site (Rogers.com) in order to encourage sales of the V101/Vbox, and achieve higher conversion rates and a lower cost-per-acquisition. Secondly, Rogers AT&T wanted to compare the effectiveness of rich media and GIF ads – to identify which creative messages provide the greatest response. Lastly, it hoped to obtain a diagnostic psychographic profile of consumers’ ‘purchase’ decision-making process and response to online ad units.

Rogers in partnership with Toronto-based interactive agency MMI (MacLaren McCann Interactive) mixed both regular creative (GIF) and rich media in order to compare the two in terms of cost effectiveness. For the rich media creative, Rogers employed ZAQ’s ActiveDialog technology (an expandable banner) because of the ad units’ higher response rates and increased creative space.

ZEGO’s Campaign Manager (ad serving, tracking and reporting technology) was utilized to provide the campaign with standard and advanced reporting metrics. Such advanced technology was essential to achieve a 360-degree view of the campaign’s effectiveness in achieving sales attributable to the online advertising, as well as obtaining the psychographic data desired for consumer analysis.

The campaign consisted of three different ad messages: one message, in three panels, focused on the dual usage of the product; another (also three-panel) highlighted the convenience (the product having its own keyboard); the third delivered the ‘dual usage’ message, but in only one panel.