DirecTV DM ROBOTS by Grey New York

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Industry Telecommunications Services
Media Direct marketing
Market United States
Agency Grey New York
Director Rupert Sanders Mjz
Executive Creative Director Perry Fair, Todd Tilford
Creative Director Denise O'bleness
Producer Lynne Mannino
Editor Neil Smith @ Work Post
Released October 2010

Credits & Description

Category: Direct Response Broadcast: TV, Radio & Infomercials
Advertiser: DIRECTV
Date of First Appearance: Oct 26 2010
Entrant Company: GREY NEW YORK, USA
President, Chief Creative Officer: Tor Myhren (Grey)
Executive Creative Director: Todd Tilford/Perry Fair (Grey)
Creative Director: Denise O'Bleness (Grey)
Project Manager: Joanne Peters (Grey)
Executive Producer: Andrew Chinich (Grey)
Assistant Producer: Lindsay Myers (Grey)
Music Producer: Josh Rabinowitz/Lee Brooks/Ryan Duda (Grey)
Account: Alison Monk/Tamar Arslanian/Rosemary Chakko/Adam Clark/Dustin Newman (Grey)
Planning: Pele Cortizo-Burgess/Ian Daly (Grey)
Director: Rupert Sanders (MJZ)
Director of Photography: Greg Faser (MJZ)
Executive Producer: Eric Stern (MJZ)
Line Producer: Laurie Boccaccio (MJZ)
Sound Design: Jay Jennings
Music: Atticus Ross
Casting Director: Michelle Gertz (MJZ)
Visual Effects: (MPC)
Editor: Neil Smith (Spot Welders)
Producer: Lynne Mannino (Spot Welders)
Media placement: 1 TV SPOT - FOX - 26 OCTOBER 2010

Describe the brief/objective of the direct campaign.
DIRECTV needed to appeal to modern TV viewers in a cluttered category. And modern TV viewers aren’t couch potatoes anymore. They’re active, not passive, about their entertainment consumption. They want to be in control. Our strategy was to position DIRECTV as “the ultimate entertainment experience” instead of “just another box in a sea of boxes.” By elevating the brand perception to a premium level and becoming the go-to brand for a richer TV experience, we could target new customers attracted to the best value, rather than cheapest price, while also building brand loyalty with existing customers.

Describe the creative solution to the brief/objective with reference to the projected response rates and desired outcome.
To elevate the brand above our competitors, we needed to create our own space and not play in their competitive advertising world. So we brought the immersive DIRECTV experience to life by demonstrating its features and level of control while keeping everything premium in look, feel, and tone. Every second of the spot needed to bleed premium to drive call volume and revenue up. Potential consumers needed to see and feel the rich TV experience and understand they were missing this experience by being with the competitors. We summed up all of this beautifully with “Don’t just watch TV. DIRECTV.”

Explain why the creative execution was relevant to the product or service.
From the first second “Robots” engaged viewers in a narrative of filmic proportions, sucking them into DIRECTV’s “ultimate entertainment experience”. Creating a story that looked and felt like a movie allowed us to uniquely showcase a DVR feature DIRECTV’s competitors were also advertising. By including the consumer in the narrative, rather than talking about functionality like our competitors, we were able to clearly communicate how this potentially confusing feature could benefit the consumer. Elevating the brand and its offerings to a level normally only seen on the big screen, solidified the brands higher standards in the mind of the consumer.

Describe the results in as much detail as possible with particular reference to the RESPONSE of the target audience including deliverability statistics, response rates, click throughs, sales cost per response, relationships built and overall return on investment.
With the launch of the campaign in Q4, call volume to 1-800-DIRECTV was up 5.1% more than planned and DIRECTV gained 289,000 net new customers, which doubled the rate of growth from the previous year. Revenues were also up by 8% primarily due to a higher ARPU (Average Revenue Per User) as a result of targeting higher quality subscribers. Additionally, the churn rate for existing customers dropped to 1.44%, compared to 1.52% in 2009. Proving that the new positioning was not only attracting better subscribers, but also built loyalty with existing subscribers.