Title | THE GENTLEMEN’S WAGER |
Brand | JOHNNIE WALKER BLUE LABEL |
Product / Service | ALCOHOL |
Category | A06. Use of Video |
Entrant | PHD SINGAPORE, SINGAPORE |
Media Agency 2 | PHD SINGAPORE, SINGAPORE |
Entrant Company | PHD SINGAPORE, SINGAPORE |
Media Agency | PHD SINGAPORE, SINGAPORE |
Production Company | ANOMALY New York, USA |
Name | Company | Position |
---|---|---|
Ronnie Thomas | PHD | associate director |
Carlos Matriano | PHD | associate director |
Guy Hearn | OMG | Chief Innovations Officer |
We introduced our audience to the Blue Label lifestyle with the launch of “The Gentlemen’s Wager” - a six-minute film featuring Jude Law wagering for the ownership of a luxury yacht. But that wasn’t enough for our new affluent consumer. They also need to acquire the lifestyle So we gave them a chance to acquire this world through a unique and exclusive partnership with the men’s fashion portal, Mr. Porter. It featured additional KOL Wager films, and most importantly a shoppable clothing and accessory collection from the actual film. We therefore allowed our target to acquire the film’s lifestyle.
With 45 million views, we gave a new generation a taste of the Blue Label lifestyle. We achieved #1 on the Mashable Viral Video Chart, making us an iconic feature on the pop culture landscape. We secured 46% global digital share of voice for alcohol and 59% for luxury, making us the most talked about brand during the campaign. Crucially there were close to a million engagements on our Mr Porter hub, as young affluents explored how they could acquire the Blue Label lifestyle. The campaign had direct impact on the brand, with sales globally growing by +41%,
With the end of the Global Financial Crisis, the luxury market was seeing strong growth. A new affluent consumer was quickly emerging, made up of digitally-savvy consumers. However, to this new affluent consumer, scotch was a fixture of the ‘old-world’ and seen as ‘old-luxury’. Blue Label therefore needed to establish itself as the icon of new luxury. The key insight driving our strategy was our realization that this ‘democratization’ of luxury had created a consumer who wanted to Acquire, not just Aspire. They didn’t just want badge status; they now also wanted to acquire the lifestyle promised by the brand.