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2007年度最佳广告和营销案例  

2007-12-14 12:24:10|  分类: 默认分类 |  标签: |举报 |字号 订阅

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2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒

Blendtec

The in-house marketing team started posting videos of their blenders shredding household objects in late 2006. The launch of the iPhone—and its obliteration in a blender—then turned a viral campaign into a moneymaker.



2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒


Ebbsfleet United FC

A soccer team owned and managed by more than 50,000 fans who signed up and paid $70 each to take part. Grassroots activism that has attracted sponsorship from the likes of EA Sports and Eurostar.


2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒

Monocle

Tyler Brule continues to prove there is new life in traditional media such as magazines. It's not only aesthetically different but Brule and his team have managed to create compelling new ways to integrate advertisers—such as with their anime comic.


2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒

Hulu, Joost and What Comes Next

Still in beta, Hulu.com is the latest experiment in gaining access to content. With high quality video and very limited commercial interruption, we'll quickly discover 24 is actually more like 16 hours.



2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒


Halo 3

The biggest entertainment blockbuster in the world is not a movie but a video game. On its first day it grossed $170 million, reaching $300 million by the end of the first week.


2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒

Community Calls the Shots on Facebook

Not all advertising is welcome on Facebook—particularly when it comes to sharing information. The recently announced Beacon advertising model was quickly modified after negative feedback from the community.





÷2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒

Open Application Development on Facebook

A bold move that allowed others to develop applications for Facebook and take the advertising revenue linked to their application.




2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒

Radiohead 'Name Your Own Price' Download

Although only a few bands can replicate this model, Radiohead's experiment suggests there are other viable ways to promote and distribute music.




2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒

Samsung Charging Stations

For anyone who has ever needed to recharge their laptop or phone at an airport comes this "branded utility" from Samsung. Taking advertising and making it into something useful may be a trend for the future.



2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒

Dove and Dove vs. Axe

Another insightful new film from Dove repeated last year's result of getting people to see Dove as campaigning for a more genuine and empathetic portrayal of women. However, work that is described by many as objectifying women from sibling brand Axe has critics calling out Unilever for trying to play both sides of a game.



2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒

S?o Paulo Stops Advertising

After a unanimous vote in December, 2006, a law that banned all outdoor advertising in S?o Paulo came into effect in 2007. Citing billboards and buses emblazoned with ads as a "blight" on the city, the action has certainly sparked debate.


2007年度最佳广告和营销案例 - liblog - Liblog 第九传媒

Twitter

A service that delivers bite-sized chunks of daily life from anyone who cares to post. You can follow your friends, peek at what Darth Vader is up to, or find out when Jet Blue tickets are going for a discount.





"Advertising is a tax you pay for unremarkable thinking."

Silence.

In the vast chamber, high ranking marketing executives, attending a conference organized by industry paper Advertising Age, shuffled nervously in their foldout chairs before a couple of stifled chuckles drifted over the room, mingling momentarily with the familiar buzz of twitching BlackBerrys. Breathe everyone, breathe.

The damning words came from Robert Stephens, the charismatic founder of Geek Squad and builder of one of the growing number of brands that have been built without the help of Madison Avenue. I think it would be safe to say he's done a pretty good job.

Remarkable Year for Marketing

A few weeks earlier I'd heard Scott Cook, founder of Intuit (INTU), speak. Intuit produces Quicken and QuickBooks financial software. "A brand is what a friend tells a friend it is. Not what a company tells them," he said firmly.

Shuffling executives, nervous chuckles, more twitching BlackBerrys. You get the picture. This year hasn't been a wonderful one for advertising professionals—unless your business is advertising conferences entitled "The Future of Marketing"—but 2007 will prove to have been a remarkable year for the marketing profession in general.

The best stories of well-marketed businesses and brands have come from companies that haven't spent their money on conventional media but have adopted new approaches. Take for example the plucky crew at Blendtec and their wonderful Will It Blend? viral video series that has been viewed more than 70 million times. They're actually making money from their marketing by selling advertising and taking commissions to blend things, all while enjoying exponential growth in sales of their iPhone-obliterating blenders.

Thinking Differently About Brands

Or look at the grassroots efforts of a sports journalist in Britain who created My Football Club, a Web-based initiative that galvanized more than 50,000 soccer fans to become owners and managers of fledgling football club Ebbsfleet United. These new owners get to vote for who is on the team and who gets bought and sold. All of this was done with a marketing budget of essentially zero—yet they've already attracted big-name sponsors such as EA Sports (ERTS) and Eurostar.

This may well be cause for concern if you're an advertising or media agency whose business model is predicated on clients spending lots of money on creative work, and then buying media. But it may end up being good news for the people who actually buy products and services—or those who care to think differently about what's really needed from brands these days.

The money hasn't disappeared; it's just that some of it is being invested in places other than "traditional" advertising—primarily in products and services themselves. The creativity that was once the preserve of advertising has surfaced in rapidly expanding research and development departments at a new generation of creative innovation businesses. And a fair chunk has found its way to ambitious Gen Y'ers who have their hearts set on following the example of Facebook's Mark Zuckerberg.

A Business Imperative

We've moved past the point where bragging rights belong to the creators of articulate analogies or metaphors for why one generic car drives better than another.

Instead we're beginning to see a greater focus on something that is not even a new idea—that the products and services businesses create should be fundamentally good.

This is not some romantic notion of a utopia where only good or useful products exist—it is a business imperative. Where we used to advertise 'at' people, technology now creates more opportunities for people to answer back—not just to the advertisers themselves, but to everyone.

If your product is not as good as the competition, or if it fails to live up to your claims, the world will soon know about it and no amount of cleverness will save you—nor should it. Businesses ought to welcome the feedback and dialog. Harnessed correctly, it will make things better for everyone.

Learning From Facebook

Pick any industry and there are people experimenting with innovative new models—in many cases bypassing traditional channels on the way to marketing their thinking. Radiohead's "pay what you want" album release or the recent launch of rcrdlbl.com, a brand-supported model for free independent music, are just the latest rounds in the music industry's creative destruction. Both represent creative thinking that bears little resemblance to the models of old.

And then there's Facebook, unquestionably the media and marketing story of 2007—and the plot continues to thicken. A bold move earlier in the year moved the audience beyond the college heartland, and the opening up of application development has helped to expand a passionate, vibrant community populated as much by affluent young professionals as by students. But the community can also bite back.

A Remarkable Opportunity for the Industry

Days after announcing the innovative new Beacon advertising model, a hastily formed group on Facebook accused the network of abusing user privacy. Fifty thousand members later, the model has been changed and the faltering start may be enough to demand a more radical rethink. In this instance, Facebook put an advertising model—and pressure to show quicker returns—ahead of its community. To its credit, executives do appear to be listening. And listening may just be the most important skill for marketers and the media in 2008.

The year that saw S?o Paulo ban outdoor advertising for being a "blight" on the city has been a difficult and confusing time for the industry. But it really represents a remarkable opportunity. Technology has, intentionally or not, given us open channels to millions of people, and with them instant feedback on the products we make and the messages we deliver. Choose to ignore that and we will certainly fail. Choose to listen and we can deliver better products and services in a genuine way. That seems like a good idea.


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