Title | BREAK IN CASE OF LITTLE EMERGENCIES |
Brand | NESTLE PHILIPPINES, INC. |
Product / Service | KITKAT |
Category | G05. Breakthrough on a Budget |
Entrant | McCANN MANILA, THE PHILIPPINES |
Idea Creation | McCANN MANILA, THE PHILIPPINES |
Media Placement | ZENITH PHILIPPINES Makati City, THE PHILIPPINES |
Additional Company | NESTLE PHILIPPINES Makati, THE PHILIPPINES |
Name | Company | Position |
---|---|---|
Joe Dy | McCann Worldgroup Philippines | Chief Creative Officer |
Maan Bautista | McCann Worldgroup Philippines | Creative Director |
Reggie Taganahan | McCann Worldgroup Philippines | Associate Creative Director |
Fran Palines | McCann Worldgroup Philippines | Associate Creative Director |
Karen Francisco | McCann Worldgroup Philippines | Art Director |
Sofia Tawasil | McCann Worldgroup Philippines | Copywriter |
Jay Jamoralin | McCann Worldgroup Philippines | Art Director |
Adri Bautista | McCann Worldgroup Philippines | Copywriter |
Gino Borromeo | McCann Worldgroup Philippines | Chief Strategy Officer |
Sonia Pascual | McCann Worldgroup Philippines | Associate Planning Director |
Nanais Hernandez | McCann Worldgroup Philippines | Strategic Planner |
Kate Cruz | McCann Worldgroup Philippines | Strategic Planner |
Adrian Quintana | McCann Worldgroup Philippines | Strategy Director |
Earl Javier | McCann Worldgroup Philippines | Strategy Director |
Ramon Garcia | McCann Worldgroup Philippines | Chief Operating Officer |
Nannah Tobias | McCann Worldgroup Philippines | Associate Managing Partner |
Anika Recto-Ribas | McCann Worldgroup Philippines | Associate Business Group Director |
Rachelle Rayos | McCann Worldgroup Philippines | Account Director |
Kay Lagman | McCann Worldgroup Philippines | Business Group Director |
Abby Villanueva | McCann Worldgroup Philippines | Account Director |
Don Pablo | McCann Worldgroup Philippines | Account Manager |
Gelo Verina | McCann Worldgroup Philippines | Social Media Director |
Lyka Aguirre | McCann Worldgroup Philippines | Senior Social Media Manager |
Noemi Zamora | McCann Worldgroup Philippines | Production Group Director |
Gerard Poa | Nestle Philippines, Inc. | Business Executive Officer |
Rachel Garcia-Rueda | Nestle Philippines, Inc | Consumer Marketing Team Lead |
Carmina Rosales | McCann Worldgroup Philippines | Consumer Marketing Team Lead |
Jayel Ladioray | Nestle Philippines, Inc | Creative Services Head |
Ace Ballesteros | Nestle Philippines, Inc | Creative Services |
Jho Moya | Just Add Water | Producer |
Jeffrey Cruz | Block 12 Post | Case Video Editor |
How can a brand grab more of its audience’s attention despite having much less to spend? By leveraging the earliest form of free media in a big, impactful way: packaging. With other sweets spending more and encroaching on break times, Kitkat’s business was in crisis. This case shows how a simple but fiendishly clever packaging idea, placed through the perfect distribution outlets turn Kitkat’s double-digit decline into its highest sales of all time. By turning each bar into an everyday emotional emergency packet, Kitkat addressed its own crisis and helped everyone else with theirs.
Kitkat entered emergency mode in 2018. This was due to intense competitive heat, with major competitors increasing their spend in order to win. Kitkat had become overlooked as a break time treat. It started the year with double-digit decline in monthly sales, and by June, monthly sales was down -13% vs. previous period. The goal was to reverse the declining sales – in the quickest and most effective way possible.
We needed to find a way for people to take notice of Kitkat again. So, we revisited why Filipinos needed to take breaks. We found that often it was triggered by emotional emergencies. From running into their ex, awkward family reunions, to getting seenzoned. Moments like these, they need a break to compose themselves and soothe their feelings. And with Filipinos’ predisposition to sweets, they often did it with a sweet treat. The idea was to turn Kitkat into emotional emergency supply. This way, we could give Filipinos a break from whatever was causing distress whenever it struck, and make Kitkat more relevant in their everyday lives once again.
We wanted to make use of the medium that would best signal Kitkat as an emergency supply: packaging. Since we needed to turn the business around quickly, we designed sleeves that bore a special instruction: “Break in case of”. These would be cheaper than traditional advertising, and faster to produce than a product innovation. We targeted young adults with this effort because we knew they experienced little emotional emergencies most frequently. They led lives riddled with tension as they were transitioning from adolescence into adulthood. We turned to social listening to find the most relevant emotional emergencies we could help them with. Through it we found the most common everyday rants that popped up most frequently, which we turned into the emergencies that went onto the sleeves. We crafted instructions to triggers specific to location and to the season to make sure our audience would take notice.
We went where Filipinos turned to for emergency supplies: convenience stores. Filipinos go when they’re in a pinch. It was also where the young often purchase Kitkat. We maximized the store for placements. With the solid block of red from our sleeves, we turned our shelves into mini-billboards advertising our emergency supplies. We placed them near the POS and behind the counter with other emergency items like cigarettes. Sleeves were distributed depending on where they would be relevant. For example, in districts where traffic is bad, we placed “Break in case of Carmageddon” (Car + Armageddon) sleeves. Around universities, we played on student woes, like “Break in case of didnotsave.doc”. The packaging was intentionally designed to be meme-able. We knew social media-crazy Filipinos would not be able to resist and do the marketing push for us. We supported this with just enough content to maintain awareness levels for the brand.
Plummeting sales were turned around immediately. July saw sales growth of 9.2%, and by the time October came, month on month sales were up by 20.76%. At the end of the 5-month campaign period, we had sold over 300 tons of product. And for every peso we spent on the sleeves, we got 10.8 back in sales.