CRUSH ECO by Hakuhodo Tokyo for ILOHAS

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CRUSH ECO

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Industry Soft Drinks
Media Direct marketing
Market Japan
Agency Hakuhodo Tokyo
Executive Creative Director Yasuaki Iwamoto
Creative Director Takako Sasaki
Art Director Yuji Tokuda
Copywriter Keiichi Sasaki
Designer Hidetaka Matsunaga
Producer Sohei Hirao, Shuzo Yamada, Tomokazu Kato
Photographer Norio Kidera, Kenji Tsuji
Account Supervisor Kenichiro Oonishi, Masataka Saito
Released May 2009

Credits & Description

Category: Product Launches
Advertiser: COCA-COLA JAPAN
Product/Service: ILOHAS ENERGY DRINK
Agency: HAKUHODO
Agency: COCA-COLA JAPAN
Date of First Appearance: May 20 2009 12:00AM
Entrant Company: HAKUHODO, Tokyo, JAPAN
Chief Creative Officer: David Elsworth (Coca-Cola Ce Japan)
Executive Creative Director: Yasuaki Iwamoto (Hakuhodo Creative Vox Inc.)
Creative Director: Takako Sasaki (Hakuhodo)
CM Planner: Hidenori Kondo (Hakuhodo)
Copywriter: Keiichi Sasaki (Hakuhodo)
Photographer: Kenji Tsuji/Norio Kidera
Producer: Sohei Hirao (Coca-Cola Ce Japan)
Producer: Shuzo Yamada/Tomokazu Kato (Aoi Advertising Promotion)
Director: Yuji Tokuda (Canaria)
Designer: Hidetaka Matsunaga (Coca-Cola Ce Japan)
Communication Director: Nobuyuki Ishii (Frontier International)
Account Supervisor: Masataka Saito/Kenichiro Oonishi (Hakuhodo Inc)
Advertiser’s Creative Supervisor: Ryotaro Yao (Coca-Cola Ce Japan)
Art Director: Yuji Tokuda (Canaria)
Sculpture Artist: Mark Jenkins
Marketing Planner: Motohiro Ando (Hakuhodo)
Marketing Planner: Eiichiro Yoshida (Hakuhodo)
Marketing Planner: Hiroyuki Uechi (Hakuhodo)
Marketing Planner: Takahiro Miura (Hakuhodo)
Corporate Comunication Director: Keiichi Takahashi (Hakuhodo)
Corporate Comunication Director: Yoshitaka Honda (Hakuhodo)
Corporate Comunication Director: Emiko Mori (Hakuhodo)
Media placement: TVCM - Fuji-TV, Nippon-TV - 20 May 2009
Media placement: Movie - Tokyo International Film Festival - 17 October 2009
Media placement: Outdoor Art - Ueno zoo - 1 October 2009

Describe the brief/objective of the direct campaign.
Create a new brand of mineral water, and make it No.1 in the market, FAST. But water has apparently little or no opportunity for meaningful innovation…"Water is water is water." We are locally sourced Japanese water, and all of the limited energy in the category was owned by imported waters. (Japanese consumers love imported brands). It's a low interest category where consumers see LITTLE OR NO DIFFERENCE in the waters on offer. The codes of the category are basic with communication of provenance, natural and sources. The brief therefore called for a radical rethink and to "blow up" the stagnant market. Inject the old rules with new energy, and cause consumers to radically rethink the way they bought water. In summary, we had to change the way they shopped the category.

Explain why the creative execution was relevant to the product or service.
Our solution, which we co-developed with the client, was a lightweight, crushable bottle that offered significant ecological advantages over conventional bottles. It's a bottle that not only contains fewer resources, but also requires less energy for disposal. Our campaign centered on the act of crushing the bottle, which we wanted people to see as a metaphor for 'crushing' environmental problems. We believed that crushing the bottle would give consumers a tangible sensation of eco-action and would eventually lead to the awareness that small individual acts are the heart of a social movement.

Describe the creative solution to the brief/objective with reference to the projected response rates and desired outcome.
Although the Japanese have a real desire to participate in ecological activities, they feel confusion at how to proceed and reluctance to simply deprive themselves of material things. The crushable bottle was a solution people could identify with. People 'felt good' when they crushed a bottle. The crushed bottle icon was used at all the point of sales (supermarket, convenience stores and vending) to make the consumers radically rethink the way they buy water. Crushing environmental problems shifted from a duty to something fun that everyone would want to do.

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.
Just 6 months after its launch, the new 'I LOHAS' brand of water leaped ahead of all competitors to capture the No. 1 rank in sales in all challenges (supermarket, convenience stores and vending. It was the first time in history a new water brand had dislodged the traditional brands. In 6 months (183days) over 200 million bottles had been sold. The brand was covered 554 times on TV news etc and newspapers, providing the equivalent of 3.9 million dollars in media value. The Japanese government is now quoting the I LOHAS brand as one of the examples of how business can help the country achieve the 25% reduction in greenhouse gas emissions needed for Japan to make good on their sustainability commitments.