Why is this work relevant for Creative Strategy?

At the start of the pandemic, panic shopping was pervasive and the shelves, racks and kiosks we frequented were stripped of the familiar brands we trusted, replaced with whatever products could be secured from unfamiliar brands, factories the world over. Mixed messages, misinformation from unfamiliar brands, news outlets, our social channels and messaging groups, continued to contribute to a climate of anxiety and confusion. Lifebuoy wanted to use its reach and reputation to set the record straight. While other soap brands would battle for market share, we would battle the information pandemic and do the unthinkable. Back our competition.

Background

While little was known about the Covid-19 virus, the World Health Organisation (WHO) issued a statement pleading to avoid large gatherings, isolate and importantly wash hands regularly with soap to prevent the spread of the virus. But the virus was not the only thing spreading fast. So was misinformation, fuelled by social channels, hearsay and panic, and if ignored could ultimately prove to be more deadly as the virus itself. Fighting misinformation became as crucial as fighting the virus itself. Brief : - Save lives by combating misinformation. Objective : - Support the communication narrative of the WHO. - Debunk falsehoods / misinformation. - Demonstrate the correct hand-washing behaviour.

The Interpretation of the Challenge (30% of vote)

In 1894, Lord William Lever developed a soap with disinfectant properties. People had a way to save their very lives from the bacteria that spread deadly cholera. That soap was Lifebuoy. Little did anyone know, William Lever had created an icon that would answer a similar call to save lives in the midst of one of the biggest health challenges the world would face a century later, with Covid 19. The right habits and the right behaviours done repetitively were the most critical preventive measures the world needed to adopt to help prevent the spread of Covid 19. Abysmally low rates of handwashing (19% globally, acc to WHO) meant we needed to help people adopt handwashing behaviour. This was the business challenge for Lifebuoy, NOT the competition. The audience: Anyone and everyone in key Lifebuoy markets across India, Indonesia, Vietnam. The desired outcome: Widespread adoption of hand washing with soap.

The Insight / Breakthrough Thinking (30% of vote)

An issue as profound as mortality can be compounded by the perception that individuals are powerless to do anything meaningful to prevent it. It was in this perception that we found our consumer insight: ‘Often times even the most well intentioned people feel overwhelmed and helpless about big problems. Everyone wants to help save lives but they think it's beyond their power to do anything meaningful.’ Compounding this problem was the fact that pre-pandemic rates of hand washing, were abysmally low - 19% globally as reported by the WHO. We needed to break the challenge down to a simple act. Handwashing. We recognised the potential emotional power of altruism to engage consumers and empower them to act. Rather than just making advertising to sell Lifebuoy we decided to focus on the act of handwashing. The strategy was to promote the life saving behaviour of washing hands with soap. NOT Lifebuoy.

The Creative Idea (20% of vote)

The not-for-profit creative idea “Use Any Soap” would lend Lifebuoy’s voice and hand-wash expertise to reassure the public that the best soap to keep themselves protected was the one they had inside their bathroom - even if that wasn’t Lifebuoy. This approach ensured that the right behaviour change recommendations were rapidly inculcated into the public consciousness , help alleviate fear and the spread of misinformation. To bolster the credibility of our message, popular celebrities and people of influence were recruited, demonstrating that any soap was suitable in the fight against Covid19 as long as you followed the recommended steps.

The Outcome / Results (20% of vote)

The initiative was a breath of fresh air when brands were confusing established narratives and exploiting a humanitarian crisis. Lifebuoy supported the WHO’s hand-washing message and lent its support by provide utility and funding to the established narrative. Industry (Competitor) Appreciation : - Johnson & Johnson Middle East : “Great Initiative…” (Twitter) Consumer Appreciation: Social Asset Click-Through-Rate : +50% vs Unilever Average. Paid Search Click-Through-Rate : >20 X Higher than Unilever Average. Rates of hand washing, pre-pandemic were abysmally low, 19% globally as reported by the WHO. While this has increased, data is yet awaited to accurately confirm the scale of change. This counter-intuitive approach, of using a brand's platform, prominence and position to work towards a common good, not a bottom-line, would months later be replicated by other like-minded brands such as Burger King who later encouraged people to support local restaurants in the face of the crisis.

Please tell us how disruption in your market place inspired the work

The arrival of Covid19, the global pandemic and the World Health Organisations encouragement to wash hands regularly could easily have been a time to double down on the brands historical high ground and expertise : Invented to 1894 to save lives in cholera-effected Victorian England. The Worlds Number One Hygiene Soap brand. Running one of the world’s largest behavioural change programmes on hand washing reaching over a billion people. .  Behaviour change program to bring health and hygiene to a billion people. The United Nations applauded“Help a Child reach 5” initiative. Instead, in a climate of fear, anxiety and misinformation, and initial unsavoury tactics from competitors to indite Lifebuoy’s health credentials, Lifebuoy did the right thing by being socially responsible and allay fears of consumers. Lifebuoy put its purpose (to save lives) ahead of profits and encouraged the use of any soap - even the competitors.