{"id":703,"date":"2018-01-09T14:34:46","date_gmt":"2018-01-09T12:34:46","guid":{"rendered":"http:\/\/2017.liberty.ua?p=703"},"modified":"2018-01-09T14:46:05","modified_gmt":"2018-01-09T12:46:05","slug":"rulet","status":"publish","type":"post","link":"https:\/\/liberty.ua\/en\/library\/pr-campaigns\/rulet\/","title":{"rendered":"Refreshing sweet roll"},"content":{"rendered":"<p><strong>Nabisco\/Lifesavers\u00a0<\/strong><br \/>\nSilver Anvil Award for 2000.<\/p>\n<p><strong>Overview<\/strong><br \/>\nLifesavers are a classic confectionery product. First introduced in 1912, they are known to almost every American. But over the decades, the brand's flagship, the Five Flavour Roll, has gradually lost its lustre. Its market share has declined since newer, more modern sweets entered the market. The biggest threat to the product's competition in its lifetime came in 1999. The revival of the brand required an advertising campaign to change public opinion and make consumers remember the out-of-fashion product. Using product loyalty as an asset and PR as the main driving force, the programme proved to be a surprisingly successful defence against a serious competitive challenge. Consumer apathy towards the product was reversed. Sales doubled. The competitor failed.<br \/>\nKey facts. The Five Flavours sweet roll is one of the oldest products manufactured by Nabisco. The original flavour combination, first introduced in 1935, has remained unchanged for 65 years. More popular, modern flavours, such as strawberry and watermelon, have gradually eclipsed the five fundamental flavours: cherry, lemon, orange, lime and pineapple. At the beginning of 1999, the main competitor, Starburst, was planning to launch a similar product with a very significant advertising budget. This was the biggest challenge in the history of Five Flavours.<\/p>\n<p><strong>Research.<\/strong><br \/>\nLarge-scale focus group studies probed attitudes towards the Five Flavours roll and showed that although the product was known almost everywhere, consumers were passive or even indifferent to it.<\/p>\n<ul>\n<li>Consumers outgrew their love for sweets and associated them with their childhood. The feeling of nostalgia was present, but was not strongly expressed.<\/li>\n<li>Customers who have become more sophisticated and accustomed to exotic confectionery products found the flavours of sweet roll too simple, boring and equated to childhood memories.<\/li>\n<li>Some flavours were definitely preferred to others. Among the original five, pineapple was the least liked. Watermelon and strawberry had the best chances as a substitute.<\/li>\n<\/ul>\n<p><strong>Planning<\/strong><br \/>\nThe most obvious conclusion from the research was that pineapple should be replaced with watermelon or strawberry. The company decided to apply the popular tactic of letting consumers choose the new flavour, complementing it with two weeks of TV advertising and expanding the scope of PR, which became the main driving force behind the project.<br \/>\nFrom a PR perspective, the challenge was that simply having consumers vote for one of the two possible flavours might not be enough to engage consumers and generate the necessary momentum to revitalise the brand, for two reasons: voting programmes, once a novelty, had become commonplace, and thus a new, distinctive approach was needed to attract media attention. The second factor was consumer apathy towards the Five Flavours roll, which had gone so far that consumers were not interested in participating in the voting.<br \/>\nBased on these considerations, the campaign was conceived in such a way that the new unexpected move would give the media and consumers a strong emotional reason to pay attention to this roll again. The target audience was defined as consumers aged 25 and over to reflect the product's appeal to the mass market. The PR budget totalled USD 75 thousand.<\/p>\n<p><strong>Objectives:<\/strong><\/p>\n<p><em>1)<\/em>\u00a0Protect market share: prevent a new competitor from gaining market share at the expense of Five Flavours;<\/p>\n<p><em>2)\u00a0<\/em>to stir up public opinion: to give consumers a motive to vote;<\/p>\n<p><em>3)<\/em>\u00a0Increase the number of contacts: attract increased media attention to the brand.<\/p>\n<p><strong>Strategy.<\/strong>\u00a0The strategy focused on overcoming consumer indifference by emphasising the \"call to action\" and the urgency of voting. It was also necessary to ensure that the media had a reason to take the election seriously, and not as a publicity stunt.<\/p>\n<ul>\n<li>Use product loyalty as an asset: to increase the dormant element of nostalgia, focus on the fact that the product has not changed for 65 years (loyalty in focus groups).<\/li>\n<li>Targeting the business media: instead of competing with the many other product messages in the consumer press, the programme was launched in the non-specialist media.<\/li>\n<li>Drawing attention to the underdog: by not limiting the choice to new flavours to replace pineapple, consumers were deliberately given the opportunity to keep it. This proved to be a strategic element critical to the success of the campaign. The case was made that the sixty-five-year-old pineapple flavour could disappear forever unless consumers came to its rescue to save it. The predetermination of the possible fate of pineapple flavour became a dramatic element important to the media and emphasised the need for consumer involvement. The \"life or death\" aspect was the very move that gave rise to the media coverage, and it was so successful that at least one other product has used it since August 2000.<\/li>\n<\/ul>\n<p><strong>Implementation<\/strong><\/p>\n<ul>\n<li>Dow Jones report. The start date of the campaign was deliberately left undetermined until it became apparent that the following August morning would be a particularly news-poor day. The day before, in the late afternoon, a message from Nabisco was sent to Dow Jones and Reuter's. The time at the end of the working day was deliberately chosen, as financial editors know that many companies announce bad news at the last minute. Therefore, the media closely follow the teletype towards the end of the day. This approach paid off: the news hit the news feeds of the Dow Jones and other agencies almost immediately. From there, the news was broadcast on almost all news channels in the country, and was also covered by almost 1,000 daily newspapers and more than 600 morning and evening news programmes.<\/li>\n<li>Editors of readers' letters columns. In addition to the usual cooperation with food publications, efforts were made to impress columnists who comment on readers' letters, which gave us access to a wider audience. This tactic paid off, as the comments appeared in dozens of newspapers, including the Sunday edition of The Washington Post.<\/li>\n<\/ul>\n<ul>\n<li>Fresh news on the eve of the election. To keep consumers interested during the four-month voting period, the media were provided with new details shortly before the presidential election in November. Faced with the boring prospect of a year without elections, the media seized on the theme of \"the only national election this year\" and \"the race that the whole country is watching closely\". The media also gained access to new details about competing tastes - a \"behind the scenes\" opportunity that is highly valued. The media were eager to share the information they received.<\/li>\n<\/ul>\n<p><strong>Evaluation<\/strong><br \/>\nThis PR programme proved to be an extremely successful defence against a serious competitive challenge.<br \/>\n<em>Objective 1\u00a0<\/em>- to protect its market share was achieved. The programme resulted in a doubling of Five Flavours sales. In addition, the market share reached its highest level in more than four years. Additional research showed that a competitor hoping to capture the product's market share was only able to gain 0.5% of the market share, even after investing more than USD 20 million in advertising.<br \/>\n<em>Objective 2<\/em>\u00a0- to stir up public opinion was achieved. The programme overcame consumer indifference and gave them a reason to take an interest in the fate of the product, as evidenced by more than 1 million PR contacts over four months. PR contacts over four months, recorded through calls to a toll-free number and visits to the programme's website.<br \/>\n<em>Objective 3<\/em>\u00a0- to increase the number of contacts - was achieved. The programme generated more than 600 million contacts with Five Flavours through the news media in just four months of the voting phase, compared to less than 1 million media contacts in the 12 months prior to the programme. (Note: the results of the voting will be announced later this year during the final phase of the PR campaign.)<\/p>","protected":false},"excerpt":{"rendered":"<p>Nabisco\/Lifesavers\u00a0 \u041f\u0440\u0435\u043c\u0438\u044f \u00ab\u0421\u0435\u0440\u0435\u0431\u0440\u044f\u043d\u0430\u044f \u043d\u0430\u043a\u043e\u0432\u0430\u043b\u044c\u043d\u044f\u00bb \u0437\u0430 2000 \u0433. \u041e\u0431\u0437\u043e\u0440 Lifesavers \u2014 \u044d\u0442\u043e \u043a\u043b\u0430\u0441\u0441\u0438\u043a\u0430 \u043a\u043e\u043d\u0434\u0438\u0442\u0435\u0440\u0441\u043a\u0438\u0445 \u0438\u0437\u0434\u0435\u043b\u0438\u0439. \u041f\u043e\u044f\u0432\u0438\u0432\u0448\u0438\u0441\u044c \u0432\u043f\u0435\u0440\u0432\u044b\u0435 \u0432 1912 \u0433., \u043e\u043d\u0438&#8230;<\/p>","protected":false},"author":1,"featured_media":705,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_seopress_titles_title":"","_seopress_titles_desc":"","_seopress_robots_index":"","_seopress_robots_follow":"","_seopress_robots_imageindex":"","_seopress_robots_snippet":"","_seopress_robots_primary_cat":"","_seopress_robots_breadcrumbs":"","_seopress_robots_freeze_modified_date":"","_seopress_robots_custom_modified_date":"","_seopress_robots_canonical":"","_seopress_social_fb_title":"","_seopress_social_fb_desc":"","_seopress_social_fb_img":"","_seopress_social_fb_img_attachment_id":0,"_seopress_social_fb_img_width":0,"_seopress_social_fb_img_height":0,"_seopress_social_twitter_title":"","_seopress_social_twitter_desc":"","_seopress_social_twitter_img":"","_seopress_social_twitter_img_attachment_id":0,"_seopress_social_twitter_img_width":0,"_seopress_social_twitter_img_height":0,"_seopress_redirections_value":"","_seopress_redirections_enabled":"","_seopress_redirections_enabled_regex":"","_seopress_redirections_logged_status":"","_seopress_redirections_param":"","_seopress_redirections_type":0,"_seopress_analysis_target_kw":"","inline_featured_image":false,"footnotes":""},"categories":[21],"tags":[],"class_list":["post-703","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-pr-campaigns"],"_links":{"self":[{"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/posts\/703","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/comments?post=703"}],"version-history":[{"count":1,"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/posts\/703\/revisions"}],"predecessor-version":[{"id":704,"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/posts\/703\/revisions\/704"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/media\/705"}],"wp:attachment":[{"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/media?parent=703"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/categories?post=703"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/liberty.ua\/en\/wp-json\/wp\/v2\/tags?post=703"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}