When I started to work at ALMAP BBDO (full-service ad agency) as an Insights/Connections Planning Coordinator in a small sub-area into the Media area, our challenge was: How to transform the Media area in a more creative and relevant team into the agency?
With that in mind, our goal was start designing a human-centric communication planning for global brands such as Volkswagen, Visa and Pepsi and stop considering only the demographic target, the traditional way of media thinking (eg. Affluent women, 25-35 years old).
We raise our relevance providing strategic thinking such as Persona, Customer Journey, Sector and Trends Analysis, Prior Qualitative studies and even Concepts test for campaigns.
I lead the process to implement Co-creation workshops based on Design Thinking methodology (internal interdisciplinary and external with clients) and multiple training about Design Thinking & Service Design based on existing online courses and international travels such as San Francisco to promote the Innovation Culture.
Also, I was responsible to build a solid relationship with key media partners to provide Insights from exclusive sources and I was selected in my team to be the Digital ambassador for Digital Insights using tools such as Social Media Listening, Facebook and Google tools, ComScore and Online surveys.
Communication plans started to be developed based on the human-centered approach. Media ideas started to be generate based on the service design mind-set and was recognized by the market receiving awards. Insights area is now considered a key area to be involved every briefing/pitches to contribute with creative insights, defend ideas rationally and implement ad campaigns as services.
I was promoted to Insights Supervisor in a year and invited by renowned schools, universities and events in Brazil (such as Universidade de São Paulo and The Developers Conference) to talk about my experience of disseminating the culture of innovation in an ad agency.
The Brazilian premium automobile market is highly promising and also a very competitive market. However, it’s a challenge for car manufacturers to draw their audience into dealerships and initiate the sales process.
The sequence of a traditional advertising campaign is: automakers firstly launch new models, wait for potential customers to visit their stores and appraise their current vehicles, and only then provide the trade-in conditions for the manufacturers’ new models.
Luxury consumers want to feel they are exclusive and they overestimate the price of imported models. Due to Brazil’s high importation taxes, people believe Audi models are much more expensive than they actually are. Therefore, we had to show to potential customers the prices of the new Audi models and that they were within their budgets.
A RFID tag was placed on each car’s back window containing all information collected by the Audi employee. When the driver drove through the exit gate, the antenna would capture the data on the RFID tag, prompting the billboard to instantly display an exclusive, tailor-made offer for that specific car and driver. To take advantage of the offer displayed on the panel, the driver simply had to go to the nearest Audi dealership.
Audi is renowned around the world for being a prestigious brand that offers high-tech features. We combined technology and prestige into a service that not only broke the price perception paradigm. We created an innovative and customized digital service that makes the path to purchase easier, surprising consumers.
During the period of the campaign, the amount of consumers who visited an Audi dealership increased by 45%. More than 6000 vehicles were evaluated every day and 15% of the audience decided to change their used car for a new Audi. Additionally, this service generated spontaneous media and became a talking point on national and international news.
Cannes Lions > Shortlist Media
WARC > Innovation Book
Young Lions > Media
After repositioning the brand, our plan was to bring all commercial dates to the 'mixing up, dare and experiment' territory we had proposed - and one of the first challenges to tackle was Valentine's Day, which in Brazil is celebrated in June.
Upon researching the competitive landscape, Planning realised all brands adopted a romantic communication, celebrating the affection and romanticism that come with the date.
To cut through the clutter, we had to stand out, without disrespecting the daring brand positioning we had just launched.
Compared to other special dates Valentine's Day is somewhat different. The average spend and the involvement to choose the perfect gift is higher.
The Desire and experiences mean more: tech asset, going out to have dinner in nice restaurants or spending the night in a fancy hotel - In fact, June 12th is the busiest day of the year for hotels in Brazil.
Our insight was to celebrate the carnal/sexual side of Valentine's Day: how the best part of this is intimacy, hooking up and mingling with the one you love. The campaign shows a hotel in which different people hook up - and whenever they do, the clothes they are wearing switch to the other person, including wearing clothes aimed at diverse genders.
We touched on a sensitive matter and played with the Brazilian expression for Valentine's Day - Dia dos Namorados - but translated it to 'Mixed Up Day'.
Within the campaign's first 12 hours on air, things took an unexpected turn. A celebrity evangelical pastor, Ana Paula Valadão, ranted online against the ad, condemning how men and women were switching garments and therefore challenging common gender perceptions.
Internet users jumped to C&A's defense and the topic was highly discussed, with celebrities and progressive politicians supporting C&A, media outlets coverage - the subject reached meme status.
The subject was a Trending Topic worldwide for 12 hours, Brazil's Trending Topic for 48 hours, had 2 millions views and reached 12 million people within 72 hours. Earned media surpassed the bought media we had stipulated - US$ 2 MM, including a special feature on Contagious: here. Sales increased 9% in the first weekend.
Ruffles launched a new Competition for Generation Z where consumers could send their ideas of a new snack flavour. The 3 most voted flavours were produced and launched in the market. Winners won 1% of the product sales.
Our challenge was to identify what type of content Generation Z was interested in to define the personality and the tone of voice of the communication and the brand mascot called “Batatito” used on digital channels.
We have analysis their TV programming and cinema genre, magazines and music preference using Kantar panel database. Also, we have analysed the content of their favorite Youtube channels, internal data provided by Google and Box Offices analysis on the age provided by Flix Media, a relevant cinema player in the Brazilian market.
To sum up all this data into one simple delivery, we provided the cloud word below highlighting the types of approaches that the creative team should consider to create the message.
Communication followed our recommendations and extraterrestrials and 'undead' characters we used showing their friendship with Ruffles consumers with a sense of humor.
102.778 people have registered their new flavour into the competition and 231.194 people voted for their favorite options between 3 top ranked options: Burrito, Feijoada (a traditional Brazilian dish) and the winner, Calabrese. In addtion, 1.000 of instant prizes were distributed inside the package and 18 special prizes such as skates and cameras were distributed every 2 weeks.
Brazil is the second-largest pet market in the world. The sector generated approximately U$13bn in 2012 and the projection for 2013 was an increase of around 12%, with U$16bn in estimated sales. Across the country there are about 25,000 animal-care stores, which should reach some U$2bn of revenue in the area of service.
In 2014, Pedigree celebrated 25 years in Brazil and wanted to answer the question: How do you make the Pedigree brand into an icon of love for dogs throughout the country? The marketing goal was to increase the engagement of dog lovers with the brand and increase Pedigree's value proposition.
We analysed the behaviour of dog owners using the Kantar panel and we discovered that compared with people who do not have dogs, they practice more daily outdoor physical activities. Also, an expert in dogs, a dog handler helped us sketch the dog's journey through the day, taking into the project its feelings. After a interdisciplinary co-creation session which has generated 40 ideas, Pedigree Dog Parks was born.
Pedigree revitalized abandoned areas of Villa Lobos Park in São Paulo and ensured the maintenance of the place. The “yellow arena”, called Pedigree Dog Parks (PARCÃO) was designed to offer relevant services to users such as adoption fairs and vaccination campaigns, bringing to life the message that the brand would like to communicate: love for dogs - offering users a service with purpose, a brand utility and not only a piece of communication.
Villa Lobos Park received an average of 25,000 visitors each weekend and it became a property of the brand that allowed Pedigree to become the brand icon of love for dogs. It is not only a campaign, it is a public service developed from an ad agency in partnership with the brand and government that is still working today.
The first adoption fair was responsible for giving a new home to 250 abandoned pets, exceeding the initial expectation of 100 pets. In addition, on that day the project and its activation became a trending topic on Brazilian Twitter and we got spontaneous media in approximately four million reais, which exceeded the amount invested in our media for the dissemination of the project.
Amplify Creative Communities was initially started by the DESIS Lab within Parsons The New School of Design in New York City. This project provides a platform to expand community initiatives that develop more positive ways of living and working.
The Brazilian version, Amplifica Pompeia, began in 2013 as an integral part of the 10th São Paulo International Architecture Biennale, which was a result of a partnership among Parsons, Biennale, SESC Pompeia and Hivelab - School of Service Design.
Our challenge was to enter Vila Pompeia, a traditional neighborhood in São Paulo where a large number of factories settled out, and discover an array of urban activists working to improve lives and build sustainable futures. Thus, it could provide a space for people to express their major concerns regarding the city and encourage them to take action.
We visited over 30 community initiatives in the region and selected 12 that came from within the community, were collaborative and had a positive impact on society. Based on rigorous observations and in-depth interviews with members of the initiatives, we organized them into 4 themes and produced videos to tell the stories.
It was essential to provide a space for people to express their major concerns regarding the city, and then encourage them to take action. Every week a new question was displayed on a board at the exhibition and people were invited to write their answers on post-its and share them on the board.
In addition, two workshops were also held inviting visitors to engage using design thinking tools to create proposals for urban issues like urban mobility and sustainability in small groups that could be immediately applied.
We knew that there were other inspiring projects currently taking place that we missed. So, as part of this project, an interactive map was created and people participated by writing down on cards how such initiatives transform urban life, and placed them on a map. After the exhibition, a new map was created on Google Maps with all the initiatives.
Amplify Creative Communities provided a platform to expand community initiatives that develop more positive ways of living and working. By disseminating collaborative initiatives that result in new and sustainable lifestyles, the project inspires individuals to adopt transformative examples.
TETO is a non-profit organization in Latin America that was created in Chile and aims to overcome the extreme poverty situation in which very precarious communities have millions of people living.
Our challenge was to map key communities to start working closer with those individuals who dreamed together for better life conditions, who refused to accept the existing poor conditions and then decided to take action, creating new spaces and opportunities. Families living in most precarious conditions are chosen and emergency homes are built for them.
TETO work is divided into 3 phases: 1) know the community and build emergency homes 2) accompany families 3) co-create and implement social development with the locals.
I have trained and lead a team of 10 people to apply a 2 hour questionnaire co-created with the Brazilian Institute of Geography and Statistics (IBGE) across 50 households in a poor community in São Paulo in 2 days and also helped to build 5 emergency houses, leading the process of 3 of them.
When constructions were completed, visits were organized to follow the evolution of the family. It means to check, for instance, if all are working or if children are going to school. Emergency homes are an excuse to enter the community, once the non-governmental organization gains the trust and cooperation of residents, a social development plan is co-created and implemented together with the locals.
My personal learning was to have a hands on experience, acting as a transformation agent and see the evolution of some families that I have worked closely with.