| Title | ME & MY MILO |
| Brand | NESTLÉ |
| Product / Service | MILO |
| Category | A07. Best Use of Digital Media |
| Entrant | MINDSHARE Singapore, SINGAPORE |
| Entrant Company: | MINDSHARE Singapore, SINGAPORE |
| Media Agency: | MINDSHARE Singapore, SINGAPORE |
| Name | Company | Position |
|---|---|---|
| Melissa Tang | Mindshare Singapore | Director |
| Peimin Tang | Mindshare Singapore | Senior Manager |
| Mickey Pangilinan | Mindshare Singapore | Manager |
| Chen Sands | Mindshare Singapore | Director |
| Tanja Hackford | Mindshare Singapore | Manager |
| Phee Chat Chow | Nestlé Singapore | Marketing Director |
| Lay Kwan Goh | Nestlé Singapore | Senior Brand Manager |
| Shermaine Lee | Nestlé Singapore | Brand Executive |
• Market share grew by 1.8% points from May to June 2011 • Over 500,000 videos were viewed online in under a month • A click-through rate of 5.01% was achieved within MSN, which is more than three times the industry average • Nearly 6,5000 new Facebook fans were generated in under a month.
We designed the campaign, Me & My Milo, around the consumer, asking them to use intimate memories of the brand, to express what Milo meant to them. For the campaign, we pioneered an exclusive partnership with eYeka, a global market leader in online consumer co-creation. We were given access to a community of creative consumers that could help Milo generate fresh, create ideas, unlock innovation opportunities and drive consumer engagement. Together with eYeka, we ran a competition, asking consumers to produce videos about how they felt about Milo. A pool of talented Singaporeans were invited to participate, and more than 40 entries were carefully selected. The final 3 winners were selected to share their unique videos via a multi-medoa communications plan. Video stories were seeded online within relevant environments for maximum impact (Youtube, Facebook, MSN Catch up TV, 7th Chamber’s Social Video). Other youth focused media like outdoor and cinema also used to showcase the videos.
Milo has traditionally enjoyed great loyalty among consumers. However, in recent years that loyalty has waned, in part because of stiff competition from brands such as Horlicks and 100Plus. The brand was increasingly viewed as ‘old’ and was rapidly losing market share. Our challenge was to recapture the hearts of consumers whose purchasing decisions are based more on price and image than loyalty. The TA was mums with kids (7-12 years) and young adults. Our unique insight was that many consumers had a lack of affinity to the brand, viewing it as a produce they had grown out of. The idea was to leverage the current nostalgia trend against consumers’ memories of growing up with Milo. By tapping into these memories, we could redefine the brand for consumers in a way that was specifically relevant to them, while capitalising on Milo’s strongest asset: it’s heritage.