BREAK-IN NEWS

TitleBREAK-IN NEWS
BrandBHARTI AIRTEL LANKA
Product / ServiceRS.99 RECHARGE CARD
CategoryB07. Use of Events & Stunts
EntrantMAGIC MANGO Nawala, SRI LANKA
Idea Creation MAGIC MANGO Nawala, SRI LANKA
Idea Creation 2 PIQMYBRAIN Nawala, SRI LANKA
PR MAGIC MANGO Nawala, SRI LANKA
Production MAGIC MANGO Nawala, SRI LANKA

Credits

Name Company Position
Nalin Yapa Magic Mango Senior Copywriter
Ralston Joseph Piqmybrain Creative Consultant
Dakshith Wekunagoda Magic Mango Senior Art Director
Suranga Fernando Magic Mango Senior Art Director
Shazad Synon Magic Mango Senior Copywriter
Andrew Ebell Magic Mango Creative Director
Gayan Perera Magic Mango Account Director
Famil Izzeth Magic Mango Account Director
Dinesh Maheswaran Magic Mango Head of Production
Sugibun Sathiamoorthy Magic Mango Managing Director

The Campaign

With the need to break out of the clutter and into the consciousness of the general public, we decided to create "breaking (or break-in) news". News of a new crime wave appeared, of thieves breaking in to local communications stores (popular in Sri Lanka for selling mobile phones, accessories and prepaid cards) across the island. Leaked CCTV videos showed thieves breaking into and rifling through the stores, at first not appearing to steal anything and even more shockingly, appear to be leaving money behind as well. The message was then revealed to the public by the victims, the owners of the communications stores themselves, who announce that what was stolen was in fact the Airtel Rs.99 card, highlighting the many benefits it offered and how it was more valuable than anything else in the store. In doing this, thieves became our brand ambassadors.

Execution

Phase 1 Over a week, leaked CCTV footage of a crime wave was shared, mainly on popular community pages on Facebook, of thieves breaking in to communications stores (retail outlets that sell mainly phone related products) and leaving money at the scene of the crime. The story generated authenticity when it hit TV news as the main stories, and gaining the most column centimeters in mainline newspapers. . Phase 2 The next week saw the story unfold further by inciting a public debate over the elephant in the room. Was it stealing if you left money behind for what you took? This was circulated once more through popular online social communities. Phase 3 Finally the victims, the owners of the Communications stores came forward to reveal that the thieves had 'stolen' the Airtel Rs.99 card, leaving valuable phones untouched. Thus, tying together the story in the minds of the public.

Media Outcomes 1. Earned Media amounted to Rs.32 million, made up of... a) The 'break-ins' earning coverage on all major local mainstream prime time TV news channels, as a main story. b) Editorial coverage in all leading newspapers, garnering the highest column centimeters of any brand for the time period. 2. Social Media a) Overall, the campaign videos were viewed over 1.2 million times on Facebook, during the campaign period. b) The CCTV footage videos were in the top 3 trending videos on YouTube in Sri Lanka, during the campaign period. Tier 2: Top of Mind awareness levels increased from 17% to 24% during the campaign period. Brand Consideration levels increased from 18% to 27%. Trial went up from 13% to 19%. Brand Recommendation also increased from 8% to 14%. Business Outcomes 1. Objective: Increase Rs.99 recharge customer base by 10% by December 2017. Result: Rs.99 recharge base grew by 26% by exit December 2017. 2. Objective: Increase Rs.99 daily recharge count by 10% by December 2017. Result: Rs.99 daily recharge count increased month on month by 24% by exit December 2017. 3. Objective: Generate incremental revenue of Rs.100 million by December 2017. Result: Achieved a total revenue of 204 million by Dec 2017.

The Situation

'Break-In News' is a campaign built on PR. With zero paid media, due to Airtel's budget being dwarfed by the two bigger players in the category, the campaign influenced public dialogue by leveraging earned media, ultimately creating a 'brand' out of a product that offered nothing different to the competition.

The Strategy

Airtel is a distant third biggest in the Sri Lankan telecommunications industry, with an extremely limited media budget in comparison to the bigger players. Therefore, to address the issues faced by the brand, we needed to secure mass reaching, earned media to enter the consciousness and conversation of the greater public around the island. The strategy was not to sign a brand ambassador, but to create one. This brand ambassador, a new kind of thief later known as the 'Card Hora (Thief)' triggered the interest of national news, immediately building credibility and capturing the attention of the Sri Lankan public. Driving this public dialogue, rather than making yet another ‘telecommunications’ TV campaign, would ensure that Airtel would break out of the clutter and break-in to every Sri Lankan home.