Title | VULTURE, BABY, BAG, WHALE |
Brand | THE ECONOMIST |
Product / Service | MAGAZINE |
Category | A03. Best Use of Outdoor |
Entrant | OGILVY & MATHER Mumbai, INDIA |
Entrant Company: | OGILVY & MATHER Mumbai, INDIA |
Advertising Agency: | OGILVY & MATHER Mumbai, INDIA |
Credits |
Name | Company | Position |
---|---|---|
Abhijit Avasthi | Ogilvy & Mather, Mumbai | National Creative Director |
Rajiv Rao | Ogilvy & Mather, Mumbai | National Creative Director |
Sumanto Chattopadhyay | Ogilvy & Mather, Mumbai | Executive Creative Director |
Sukesh Kumar Nayak | Ogilvy & Mather, Mumbai | Creative Director |
Heeral Desai Akhaury | Ogilvy & Mather, Mumbai | Creative Director |
Sukesh Kumar Nayak | Ogilvy & Mather, Mumbai | Copywriter |
Heeral Desai Akhaury | Ogilvy & Mather, Mumbai | Art Director |
Vedashree Khambete | Ogilvy & Mather, Mumbai | Copywriter |
R. Pratheeb | Ogilvy & Mather, Mumbai | Art Director |
Soumen Nath | Ogilvy & Mather, Mumbai | Art Director |
11,194 SMS responses were received between 8th Nov and 1st Dec. Subscription registrations on www.economist.com went up by 44% during the campaign period. And the website www.interprettheworld.in registered 66,851 visitors and 1,34,431 page views in two weeks. By creating curiosity, the billboards achieved all this, apart from becoming a popular topic of conversation, and at times of heated debate, across the country.
We sparked off curiosity within our target audience with a series of billboard ads. Each billboard bore three seemingly unrelated visuals placed within each other, which together told a set of inter-related, globally relevant stories. Each billboard also carried a code that people could text to a given number, after which they’d be texted the respective stories in return. People would see the three visuals and invariably wonder at the connection between them. Instinctively, they'd reach for their mobile phones, wanting to know what the ad meant.
In India, The Economist is perceived primarily as a business magazine. Our task was to change that perception. We had to make our target audience (business executives between 25 to 45 years of age) see The Economist as a publication that not only reports world issues, but also interprets them for its readers. Our larger task was to come up with an advertising campaign that would also be like The Economist – thought-provoking, relevant, something that made people “interpret the world” so to speak. The insight we came up with was simple - the way to make people think, was to make them curious.