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Myers Media Innovation and Creativity Awards: Bronze Agency Winners

Published: April 4, 2007 at 01:27 PM GMT
Last Updated: September 20, 2007 at 01:27 PM GMT

By Jack Myers

MediaVest, MindShare and Starcom are Bronze Winners

Today, Jack Myers Media Business Report presents the Bronze winners for the 4th Annual Myers Media Innovation and Creativity Agency Awards. Next Tuesday, the Agency Grand Award winner will be announced followed later next week by finalists for Myers Media Innovation and Creativity Media Company Awards.

Congratulations to all the Bronze Award Winners!

 

Myers Media Innovation and Creativity Awards:
Bronze Agency Winners

Company: MediaVest
Entry Title: Call of Duty 3 on Spike TV
Other Companies Involved: Activision, Spike TV, Gamespot.com, Elite Leadership, Best Buy
Individuals Who Deserve Recognition: Christine Merrifield-MediaVest, Francois Lee-MediaVest, Jackie Ling-MediaVest, Kacie Rawlins-MediaVest, Molly Taylor-MediaVest, Nicholas Jablonski-MediaVest, Tabitha Hayes-Activision, Tom Silk-Activision, Mike Rudin-Activision, John Rafacz-Activision, Amanda Taylor-Spike TV, Carmen Liu-Spike TV, Chris Rapp-Spike TV, Jamie Kosanke-Spike TV, Valerie Vine-Spike TV, JB Spisso-Elite Leadership Training, and Hank Kiersey-Military Consultant to Activision

Company: MindShare
Entry Title: Altoids "Curious, Strong and Original"
Other Companies Involved: Leo Burnett, WDDG and W.M. Wrigley Brand and Legal Teams
Individuals Who Deserve Recognition: Rob Cross-MindShare, Jeff Cole-MindShare Interaction and Tim Fogarty-MindShare Interaction

Company: Starcom USA
Entry Title: Miller Brewing
Other Companies Involved: Miller Brewing, Grey Worldwide, Upshot, AD2
Individuals Who Deserve Recognition: Katie Ford, Kathy Kline and Courtney Collins

 

Myers Media Innovation and Creativity Awards:
Bronze Agency Winners-Individual Submissions

 

Company: MediaVest USA
Title: Call of Duty 3 on Spike TV

Description of goals and strategies of program:

  • The primary objectives were to generate purchase intent, excitement and awareness for Call of Duty 3, a WWII first person shooter gaming franchise published by Activision
  • We were charged with developing an innovative campaign that showcased the realism of game play
  • Give hardcore gamers a chance to literally 'experience' Call of Duty 3, as experiencing the game and seeing game footage increases purchase intent

Description, including what aspects make it worthy of recognition, why it is innovative, how it was developed, presented, approved, and implemented, as well as obstacles confronted during the development, approval and implementation process:

 

  • We created a reality based program that would show contestants competing in Call of Duty 3 and in boot camp style physical challenges relevant to the game. The idea was to bring people into the game and bring the game to life. We wanted to make this into a multi-media event culminating with the customized television special on Spike TV Game Head: Call of Duty 3 Challenge.
  • The many layers of this campaign ensured every execution addressed Call of Duty 3's young male target and that all pieces led into the Call of Duty 3 Challenge on Spike TV.
  • Activision partnered with Elite Leadership Training (military style boot camp training program) and Spike TV to create a 30 minute program that included a two day itinerary at Camp Smith military base in Peekskill, New York, and featured contestants in physical challenges that tied into the game, depicted the military lifestyle, and showed them playing Call of Duty 3 with teammates in heated battles/tournaments. Each challenge in the show was devised to mimic parts of gameplay in order to bring the game to life (i.e. Paint Ball warfare, etc). Upon completion of each challenge, contestants were eliminated until one grand prize winner remained, earning a trip to Normandy, France (location of Call of Duty 3) and a home theater system (through partnership with Best Buy).
  • The entire campaign kicked-off online in August/September with a 'virtual casting call' for participants in the reality show on www.gamespot.com, which hosted the application and helped promote the event. As a prizing sponsor, Best Buy also promoted the casting call on Call of Duty 3's retail microsite.
  • In addition to using customized integrations in Spike's broadband show 'Geeked Out' to drive awareness, there were also co-branded banners promoting the casting call on the site and driving to gamespot.com.
  • The pre-awareness campaign for the show included on-air mentions of the Call of Duty 3 Challenge in Game Head in September/October, premieres of the video game trailer, customized tune-ins in high profile programming, co-branded ads online, and a print ad in Blender magazine.
  • The third phase was the premier of the show on 11/10 on Spike TV. Segments of the show were subsequently made available both online at www.spiketv.com and mobile (through Spike's partnership with Amp'd Mobile).
  • The entire process was a collaboration between Activision, MediaVest, and Spike TV, which included routine conference calls, meetings, and site visits to ensure steady progress on the event. Furthermore, conversations were held with various departments for the key partners (such as PR, business development, legal, etc) and extended to other partners such as Elite Leadership Training, Best Buy, Game Spot, and Camp Smith military base.

This campaign was innovative and deserves recognition because:

  • It is the first reality show using videogames as a premise.
  • It allowed hardcore gamers to experience their favorite game in a new and different way.
  • It offered a unique opportunity to merge the hardcore gamers desire to gain access to Call of Duty and the casual viewers' desire for engaging content.
  • We utilized multi-media touch points including linear TV, Broadband, Online, Print and Mobile to create a seamless campaign and optimize Reach to the consumer in every media type young males use.

 

  • Some of the challenges encountered:
    • We wanted to extend this to a global event but faced legal and logistical issues that could not be resolved within the time frame we had.
    • Originally we wanted to host an online gaming tournament to determine the cast of the show, however, legal complications barred us from proceeding.
    • It was a huge effort for all parties to maintain open communication for a period of six months leading up to the event.

     

    Company: MindShare
    Title: Altoids "Curious, Strong and Original"

    Description of goals and strategies of program:

    The Altoids brand, the original curiously strong mint, has always had something to say. Its unique buzz-building campaigns applied a mix of irreverent wit and adult sensibilities to the world of pop culture and social commentary. The stand-out mint-green creative drew rave reviews and established an iconic relationship with young urban trend-setters. In recent years, however, the once "underground brand" faced a variety of business challenges. For one, consumption of the mint was on the decline – it was no longer the only premium mint found in a tin. In addition, there had been no efforts to recruit younger consumers, so the brand was holding onto an aging consumer base. Once known as the "Curious, Strong and Original" label, the brand was drifting from underground to mainstream.

    Our goal was to drive mint penetration by 1percent by introducing a new generation of key urban trend-setters (18-34) to "Curious, Strong and Original" and demonstrate that the brand is relevant to them today. To do this, communications had to contemporize Altoids for younger consumers via an engaging, innovative campaign.

    The media strategy – embed "Curious, Strong and Original" into the social currencies of urban trend-setters – was based on the key insight that there are areas in the target's life where continuous, social conversations are happening. The world of urban trend-setters is defined by being in the know and being up with the social currencies – the latest happenings, opinions, trends, events, fashions, styles, discussions, etc. These tend to be rooted in several key topics including celebrity, music, pop culture, sports and current events. The strategy directly linked the advertising message with current, up-to-the-minute editorial environments, ones in which the "word on the street" originates, to position Altoids as THE cultural commentator. Altoids LIVE was born.

    Description, including what aspects make it worthy of recognition, why it is innovative, how it was developed, presented, approved, and implemented, as well as obstacles confronted during the development, approval and implementation process:

    The media-driven idea centered around the premise of purchasing online editorial content that didn't exist and changing it out on a weekly basis. This innovative concept placed banner ads in highly relevant editorial space and allowed media to interact with editorial way beyond positioning. Altoids would be commenting specifically on the content of the article the advertisement was placed near in order to grab the reader's attention. The execution would fit perfectly in a digital environment because of the constantly changing nature of the medium. Online properties featuring the latest in film/TV, celebrity, music, lifestyle and sports news proved the most relevant sites with which to partner, so MindShare sought out the top content verticals for the target that could deliver on timing. Sites like ESPN.com, The Onion.com, IMDB.com and Rolling Stone.com, among others, were able to offer us unparalleled flexibility, editorial access and control, and we purchased impressions as a hybrid - guaranteed impressions plus a guaranteed number of stories.

    In addition to revolutionizing Internet banner advertising to show Altoids as the cool, relevant brand with something to say, MindShare sought to transform the media relationship with partners and creative agencies. For Altoids LIVE to work, a strong cross-agency partnership was imperative. There were the looming challenges of legal delays, trafficking, dependence on sites for fresh, regularly updated content, and keeping the creative fresh. The interagency team held weekly meetings with all sites to discuss upcoming hot topics, traffic patterns, and performance and delivery. Sticking to a tight five-day deadline each week for 20 weeks, MindShare worked in tandem with the creative team at Leo Burnett to create relevant headlines that could apply to dozens of stories crossing the wire at any given moment. Once approved by the creative agency, client and website's legal departments - a feat in itself - the ad copy was then submitted through the broadest-ever use of XML-fed banner.

     

    Company: Starcom USA
    Title: Miller Brewing, Milwaukee's Best Light, "Briggs' Beer Cannon"

    Description of goals and strategies of program:

    Miller Brewing, Milwaukee's Best Light, "Briggs' Beer Cannon"

    Challenges:
    As an economy beer, consumers view the brand as low quality with poor taste, rejected or hidden by men in the back of their refrigerators. MBL needed to transcend its current reputation and reenergize the brand as a "good" tasting economical beer that men can drink around their buddies.

    Objectives:

    • Become innovators in the digital space (within the beer category)
    • Increase the talk value of the brand to excite current users and attract new users
      • Promote viral distribution of Briggs' Beer Cannon videos

    Description, including what aspects make it worthy of recognition, why it is innovative, how it was developed, presented, approved, and implemented, as well as obstacles confronted during the development, approval and implementation process:

    Insight:
    Men enjoy acting like men. Every red-blooded guy needs a moment out of the day to take a break from his very real responsibilities (job, family, etc.) and hang out/ goof around with his buddies. Enjoying a cold beer is part of those moments of escape.

    Implementation:
    Men should act like men and beer should taste like beer. Enter Briggs, a man who enjoys acting like a man. Briggs gathered his friends to build a high-powered cannon rocketing cans of MBL at "unmanly" objects. These explosions were spliced together in short videos. Acting on a small budget, we opted to bring the videos to users by syndicating in normal/habitual contact points versus driving traffic to an offsite location.

     

    • Because MBL was an "under-talked brand," YouTube was utilized for its presence as the ultimate word of mouth/user-generated content vehicle, becoming the next destination for our Brigg's content.
    • The Directors' Video thumbnails placements on every YouTube page were purchased to promote the Beer Cannon.
    • By clicking on the videos, consumers opted-in and watched our ads.
    • A Briggs channel was established to house multiple creative executions of the video and allowed users to become subscribers.
    • MBL Briggs' Beer Cannon consumers became brand broadcasters, which in turn allowed the videos to generate substantial word of mouth.
  • To communicate with or to be contacted by the executives and/or companies mentioned in this column, link to JackMyers Connection Hotline.

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