Innovative media strategies
(Ben & Jerry’s)
Context:
We found that Ben & Jerry's target doesn't like invasive advertising formats, besides being also socially responsible. So, we are always trying to come up with new ways to connect with them in a honest way.
Challenge:
We studied a lot and realized that television is quite relevant for the target. Yes, the television. Not only because of the format itself, but also because of the content: series, music, cinema. Something else: live events from this universe stood out among their interests.
It was from these outcomes that came up our insight to build our first pay TV package without actually being on TV, one which the delivery would be 80% digital.
Solution:
We created a live streaming platform, with exclusive content to follow events like the Oscars, Emmy, Grammy and Billboard - always placing Ben & Jerry's in the conversation in a spontaneous way. We invited influencers who have something in common with the brand and our audience. The nights were celebratory, after all.
Top put all this into practice, we had to resort to the unprecedent: we inaugurated formats and projects on YouTube, GloboSat and Turner, In the digital world, the audience could choose the presenter they would like to watch in the broadcast. On TV, we created the first integrated multiplatform project: programs from our networks interviewed the YouTubers who were on our digital campaign, and all this became content on social media and TV programming.
In addition, our media strategy included assertive tools such as Waze and innovative ones like TV Synk, with complementary brand messages.
- Social media engagement was 14x higher than average.
- More than one million people were impacted by the Oscar's live
- The Oscar's live made YouTube Top 2.
- More people went to Ben & Jerry's stores: we had more than 18,000 conversions.
- And we also created a library of relevant content with lots of information, making of videos and exclusive materials to use along the year, thus reducing by 50% the production costs for the always-on strategy.
It's almost like a sweet taste in our mouth.
