Campaign name: Positively Personal
Campaign duration: July 2017 - December 2017
Channels: Social Media
Objective: Thought leadership and personal branding
Content: 21 episodes, vlog series
Filming collaboration: Tate Ghazi
New website: www.azranosmanrani.com
Campaign name: Dressing The Man
Campaign duration: Nov 2016 - May 2017
Channels: Social Media and Digital
Objective: Brand activation for the male audience
Content: A video series combined with weekly thematic images
Creative collaboration: Tate Ghazi, Video Director
Key opinion leaders engagement, featuring highly successful entrepreneurs;
Patrick Grove, Azran Osman-Rani, Lee Ching Wei, Joel Neoh and Khailee Ng.
Campaign landing page: www.wardrobe-dressingtheman.com
NEXX by Sime Darby
Campaign name: What's Your NEXX Move
Campaign duration: Aug 2016 - June 2017
Channels: Social media and digital channels.
Objective: Brand building, group-wide customer experience, and marketing activation.
Content: A mix of video, display images, and dynamic ads.
Tech and creative collaborations: RedApe Solutions, VML and VLT Labs
Strategic partners: TESCO, GRAB and Servis Hero.
Campaign landing page: www.nexxsimedarby.com
Tune Hotels Group
Social Media Activation
Activation period: Jan 2016 - March 2016
Countries: Global with a focus on Malaysia, Indonesia, and India.
What was done:
Special attention was given to the Facebook pages. A housekeeping exercise was conducted and a global Facebook page structure was created, which carried just the mother brand across the sub-country and location pages. As a result of the global page exercise, the total number of fans or followers increased by 50%.
With the social pages more streamlined, priorities were then given to the most relevant channels where the new content strategy and creation were put to work. A daily-themed content framework was put in place as well as for ad-hoc and trending content. For ease of monitoring and management, a weekly schedule was created and implemented as well.
Brand voice and personality were given a boost with new exciting imageries, use of colours and updated style of copywriting to accompany these social content when they were seeded out. The standard static social images were used in this activation as well as new on-trend formats such as stock motion videos and GIFs.
A strategic partnership was launched with UBER Malaysia as a gift-with-purchase (GWP) mechanism for selected hotels to drive bookings/conversions.
The campaigns that were launched under this activation used the published and unpublished sponsored posts strategy to reach the targeted audience based on the most relevant ad sets for Facebook, Instagram and Twitter. AB testing was conducted as well to see which ads performed best. Facebook remarketing was also activated for these campaigns. As part of building and monitoring the conversion funnel, each campaign links were "wrapped" which led to the corresponding landing pages where clicks and bookings were accounted for.
Organic and paid engagements were at par, for the campaign that used a new image format that evokes fun, cheekiness and interactiveness. It outperformed even by the industry standard with very minimal ad spend. Localization of copy especially is key for markets like Indonesia where an immediate increase in interactions was observed when implemented. Further localization or a different approach was needed or even necessary for markets like the United Kingdom.
AirAsia BIG Loyalty Programme: BIG Travel Wish
Activation period: May 2014 - August 2014
Countries: Global with a focus on Malaysia, Indonesia and Thailand.
What was done:
Re-launch of the brand via multiple channels across key countries, while being cost efficient. To deliver the new brand positioning as the enabler of travel more for free with AirAsia and to introduce the new tagline - "Earn BIG Points and fly free".
As the first step, the brand revamped its website with improved User Interface (UI) and online funnels, where codes were cleaned-up and re-tagged especially for remarketing purposes. These enhancements were reflected in the improvement of data monitoring on Google Analytics.
New email marketing templates and onboarding trigger emails were put in place and implemented. Segmentation, targeted email marketing campaigns and AB testings were launched during this period as well.
Processes and SOPs were introduced during this period as well, so each campaign will have a "Campaign Execution Plan" or CEP, detailing the KPIs, data and insights, resource, financial requirements, timeline of execution and port-mortem expectations.
Social media housekeeping was conducted, a content calendar and social creative templates were also created and implemented to support BAU postings as well as campaign-related posts.
With the key channels revamped, improved and ready to support the roll-out of the big re-launch campaign, the brand then proceeded to build an online crowd-sourcing platform and a microsite. The platform enabled fans and members to submit their wishes and travel stories for the BIG Travel Wish Campaign. Their participations were incentivized with BIG Points giveaway. A total of 10 Million BIG Points were given away during this campaign.
A campaign key visual and copy were developed, used and adapted across print ads, magazines, radio, eDMs, digital display ads, videos, social media content, live-coverage activation between social and on-ground, mobile wrap, as well as POSMs at event-based activations.
Weightage and focus of the new messaging and positioning were given to the development of videos. The brand developed multiple videos with specific purposes - thematic, product education and fans generated. These videos were seeded out through the owned social channels as well as key influencers and media outlets. The videos were released in staggered approach so each of them had ample airtime and viewerships before a new one was released. Working closely with the Google Malaysia team, the brand also launched a series of nationwide YouTube masthead takeover, challenging the brand's creative and digital teams to create new banner formats available through DoubleClick.
Three trucks were wrapped with their branding - a Hummer and two large-sized pick-up trucks to function as mobile billboards during the campaign. The drivers were briefed to move around the high traffic areas in a convoy formation during the weekdays whilst on the weekends, the trucks were parked at the roadshow event areas where the brand conducted acquisition drives, quizzes, games and giveaways. Videos here.
Every Thursday, during the campaign period, live-tweeting were conducted. The brand will announce the destination of the trucks via Twitter and would call for nominations from the fans and followers to nominate a deserving friend or family member who lives or works in that area for the crew to surprise and reward with BIG Points. These activities were filmed and recorded by the crew. Videos here.
Over 40,000 entries received from multiple countries via the crowd-sourcing platform. 2 winners were then selected and given a surprise of a lifetime where they were treated like "BIG Shots" with VIP treatments from the beginning of the day until the end. The day was packed with back-to-back exciting activities to make them feel special such as makeovers, pampering and shopping treats hosted and accompanied by celebrities. The brand also contacted and the winners' friends and families to come together as well, and even flew them in from Australia and other States in Malaysia, to surprise, delight their winning friend or family member and enjoy the special day with them too.
6 celebrities and 2 award-winning bands were engaged by the brand to add to the excitement of the VIP activities - Harith Iskander, Deborah Henry, Peter Davies, Alex Yoong, Vanessa Chong and Pamela Chong; and the bands PopShuvit and PaperPlanePursuit. Videos here.
The campaign mechanics were simplified after a 2-week roll-out test and it resulted in an immediate increase in participation entries. The multi-channel approach brought on a lot of interests from the public and the media, which led to the PR coverage surpassing the brand's targets. Although the main KPI for the campaign was to generate awareness and brand recall/recognition, it drove a substantial amount of acquisition and redemption numbers as well. The brand's decision to leverage on the development of videos paid off as the content were easier to consume by consumers, and it served the brand well due to the fact that video content was a new way forward at that juncture.
This campaign received multiple awards and recognitions.
AirAsia BIG Loyalty Programme: Plane Livery Project
Activation period: February 2014 - May 2014
Countries: ASEAN with a focus on Malaysia.
What was done:
The brand needed to make a big announcement in view of its new brand positioning. And it needed a platform big enough to do just that while being inclusive of its existing loyalty programme members.
Paint a Plane project was conceived as the brand felt that by having its name and artwork on an AirAsia plane, it will dwarf any other marketing channel and it would deliver the intended impact.
A crowd-sourcing platform was built and an incentive mechanism was also put in place to allow and entice loyalty programme members to submit their designs for the plane, respectively. The uniqueness of the design project drew a lot of interests from the region. The winning entry was selected from the shortlisted pool based on a public voting system. The winner's design then became the foundation and inspiration for the final artwork.
To deliver the impact, high-end artistry and influencer engagement approach, the brand collaborated with Cheeming Boey, a Malaysian talent, author of award-winning "When I Was A Kid" book series, to interpret the member's artwork, re-construct it based on his vision, then infused it with the brand's new vision as well as the airlines iconic elements whilst keeping to the strict brand guidelines. Needless to say, it was a tall order.
Marketing collaterals were created from the final livery design, and special arrangements were made for the plane replicas to ensure there were design cohesiveness in the social and digital assets and on-ground activations.
A crowd-sourcing platform was a great way to get immediate community engagement while social media played a key role in driving the call to action within a small window of opportunity. Working with an influencer gave the brand an added PR boost and mileage especially from the lifestyle angle. The multi-channel approach gave the project a unique 360 degree story. The completion of the project also coincided with the opening of KLIA 2 airport which led to the plane livery becoming the first AirAsia plane to land in the newly opened airport in 2014. That surprising turn of event, gave the brand and the plane livery project, a further PR exposure.
PETRONAS-AirAsia BIG "Fill Up & Fly Free" Campaign
Activation period: September 2014 - November 2014
What was done:
To officially launch the strategic partnership between the two big brands in Malaysia and to activate it with a nationwide co-marketing initiative. "Fill Up and Fly Free" Campaign was launched and 100 Million BIG Points were given away with purchases at PETRONAS stations during the campaign period.
The partnership was activated through this campaign by utilizing a gift-with-purchase mechanism where PETRONAS MESRA customers will be rewarded with BIG Points when they spend a certain amount at PETRONAS stations nationwide.
This campaign was also to encourage points conversion between MESRA card to BIG Card and vice versa where customers can enjoy redemption towards AirAsia flights or purchases at PETRONAS stations respectively.
The campaign was also activated to encourage spend and transaction frequency by MESRA card members at the stations.
The campaign key visual was created through a heavy collaboration and involvement by both parties. This multi-channel campaign involved print ad, digital display ads, social media, campaign video, email marketing, collaterals and POSMs at all PETRONAS stations nationwide.
As the campaign involved all the PETRONAS stations nationwide, multiple structured briefing and information circulations and disseminations were conducted to ensure the front-liners were equipped and prepared to handle any campaign enquiries.
A great partnership to show how two loyalty programmes and two big brands can collaborate and show the correlation between their points systems that can benefit their members. These were clearly illustrated during this campaign, that by transacting on ground at the PETRONAS stations, as well as with AirAsia, the members were able to get a step closer or even enjoy instantaneously to flying more for free with the airline. Immediate gratification on points fulfilment played a major role to entice participation whilst the 2-way points conversion enhanced the members' experience.
Tune Protect (formerly Tune Insure): Building Tune Teddy
Activation period: April 2013 onwards
What was done:
As an insurance brand in a heavily regulated industry, it needed to find a different approach to connecting with consumers. It needed to put a warm and friendly face and personality in delivering its message without losing the essence of the brand.
The team created a mascot to humanize the brand, called Tune Teddy. Tune Teddy was inspired by heroic fictional characters like The Teenage Mutant Ninja Turtles and the likes of Care Bears and Kellog's Frosty the Tiger. The brief which was issued to the design agency had sample reference of teddy bear images that the brand preferred and it also outlined the intended characteristics that a Tune Teddy should have. From that brief, a few round of sketches were created, with the mascot even sketched with superhero tools and gadgets.
As an introduction and the launch of the Tune Teddy, the brand decided that it would proceed with the mascot in much more relatable gear such as a white t-shirt and festive outfits instead of being too fictional in nature. The superhero approach was to be part of a long-term plan for the evolution of Tune Teddy's character and his outfits.
Tune Teddy existed in two formats - in illustration format drawn in different poses and facial expressions to convey different moods for use in prints, social and digital collaterals as well as a real-life mascot which was used for photo shoots, roadshows and meet and greet events.
The brand succeeded in delivering a mascot that was warm and friendly which kept close to its brand essence. Tune Teddy became a relatable character to bridge the messaging sensitivity on certain insurance topics to the consumers. Tune Teddy held a huge potential to become a character on its own with superhero traits and to even have his own comic strips or video logs about his many adventures. Something to consider for any brands thinking about launching their own brand mascots or ambassadors in future. To remain interesting and relatable, an evolution of the mascot's character, style of storytelling and use of marketing channels are necessary.
Building an e-commerce business: Geboo
Activation period: Aug 2008 - December 2012
Countries: Malaysia, Australia and United Kingdom
What was done:
There was an increasing demand for an eco-friendly baby product. The brand which initially imported a bulk of its stocks, found this to be an opportunity to manufacture its own line of products and sell/market it via an online store with the aim to stay commercially viable and to remain competitive in the market.
R&D: This exercise was conducted to ensure the founders and the team understood what was required to manufacture a product from scratch. It involved researching products from multiple countries and dissecting them to understand the DNA of what and why made them special and also to understand how the brand can improve on any of the existing weaknesses.
Raw materials: Upon understanding the DNA of the product and finalizing its design, raw materials was then chosen and sourced from different sources to be sent to the manufacturers. They were chosen from a panel of shortlisted manufacturers that best suited the needs of the business in terms of service level, speed and flexibility.
Brand CI development: The brand developed its brand guidelines in preparation for the go-to-market strategy, to ensure collaterals and communications were cohesive.
Patent and trademark process: To protect the product design and the brand name. The brand worked with the submission committee to prepare the patent and trademark documents.
Web development & e-commerce capabilities: A bespoke website was created to support the custom requirement. An e-commerce platform was also integrated into the website. Google Adwords and Analytics were set up for the website, and the brand ran search ads, display, and remarketing ads.
Packaging and assembly: It was partially done by the manufacturers before being delivered to the headquarters while the brand internal staff added the finishing touches before shipping out to consumers. The brand used a combination of iPay88 and PayPal payment gateways at the time.
Logistics and fulfillment: The brand had 2-3 logistics partners at the time to reduce the delivery risks and to ensure the shipments were delivered with the most cost effective solution according to speed and the geographical needs.
Marketing channels: The brand focused on its social and digital channels to market its products. It also leveraged and highly dependent on PR coverage by conducting product trials and giveaways with the media partners.
Strategic partnerships: Collaborated with brands like Sereni & Shentel, Little Green Planet and ZALORA Malaysia. The brand also introduced alternative distribution channels by working with subject matter specialists and children-related associations to educate and incentivise sales.
Expansion to brick-and-mortar: The brand added a physical retail presence with key Parkson departmental stores and hired a sales team for this channel. The brand had differing pricing strategy to cater to the online and offline channels by ensuring they do not cannibalize each other instead enhanced the customer experience for both channels.
The initial product albeit had a strong niche following required a lot of education for the larger market, which resulted in a slow start but eventually picked up speed with the right sales support and media push. The expansion from online business model to retail stores gave the brand a unique positioning in terms of distribution model and it allowed it to play with different price points to attract customers. The company (not the brand) has since, been acquired and operating under a different brand name.