CABBIE-OKE by Mango Sydney for Tourism NT

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Industry Transport, travel & tourism
Media Promo & PR, Case study
Market Australia
Agency Mango Sydney
Art Director Steve Wakelam, Matt Knapp
Copywriter Grant Mcaloon, John Downing
Released September 2012

Credits & Description

Category: Technology and Manufacturing
Advertiser: TELSTRA
Managing Director: Simone Drewry (Mango)
Creative Planner: Erica Valenti (Mango)
Head of Publicity: Annabelle Lloyd (Mango)
Account Director: Larissa Best (Mango)
Senior Production Director: Steve Fontanot (Mango)
Production Director: Michael Ozard (Mango)
Senior Account Manager: Victoria Sennitt (Mango)
Account Manager: Sophie Coleman (Mango)
Managing Partner: Brent Annells (DDB Sydney)
Senior Strategist: Dan Pankraz (DDB Sydney)
: (Naked Communications)
Art Director: Steve Wakelam (DDB Sydney)
Copywriter: Grant McAloon (DDB Sydney)
Art Director: Matt Knapp (DDB Sydney)
Copywriter: John Downing (DDB Sydney)
Community Manager: Abey Malouf (DDB Sydney)
Public Affairs Advisor: Sarah Ashton (Telstra)
Public Affairs Advisor: Linda McGregor (Telstra)
Public Affairs Advisor: Ali Caldicott (Telstra)
Media placement: Press Release - What's On - 3D World, Famous Magazine, Sassi Sam Blog, Fashion Hayley Blog, Harbour Master B - 1st March 2010
Media placement: Press Release - Media Experiences - Today Show, Nova 969,, Ninemsn - 6th March 2010

Summary of the Campaign
Young people saw Telstra as the brand their parents use, boring, sensible and not for them.

To start a conversation, online and offline with young Australians shifting Telstra’s brand consideration - once this started we could begin marketing specific services/offers to this segment.

Research highlighted the social insight: young people want experiences on the weekends that they can tell their friends about. We created a media platform which allowed young people to share their experiences online using their mobile phones.

The media relations strategy targeted young KOLs to generate interest and create advocacy, followed by youth publications to give the campaign street credibility. Finally, we targeted the mass media to generate reach and maintain momentum.

We created Cabbie-Oke – a combination of karaoke and a free cab ride

For a free cab ride, all people had to do was sing. In-cab cameras were installed in custom designed/built cabs, which captured their performances, and uploaded the edited content onto a YouTube channel and microsite, with prizes for best performances.

Wide scale PR coverage on television, radio and print reached over 5 million Australians. Through social media we reached over 117,000 of the 2.5 million target demographic.

The Situation
The organisation:
Telstra is an Australian telecommunications/media company, formerly owned by the Australian Government. It's the largest provider of mobile and Internet services in Australia.

The situation:
Telstra realised there was an enormous gap in their market share when research revealed they were third in a list of brands considered by the youth segment.

The opportunity:
Acutely aware success wouldn’t be achieved through traditional marketing as brand trust and consideration was low, Telstra wanted to create an entertaining platform for this young audience to interact with the brand using their mobile phones in a way that was completely unexpected.

The Goal
To reconnect and start a new conversation with young Australians, to shift brand consideration and help Telstra be seen as culturally relevant for the first time.

Success criteria:
Return on Investment (ROI) of 3:1

Target audience:
18 – 29 year old Australians

In depth research including social media monitoring and focus groups with our target, revealed the social insight that young people wanted experiences on the weekend that they could tell their friends about. It also revealed that karaoke was an activity that all major youth sub cultures enjoyed, often leading to photos and videos begin posted online.

The Strategy
Research highlighted the social insight that young people want experiences on the weekends that they can tell their friends about. Our strategy was to create our very own media platform, which allowed young people to share their experiences online with their friends using their mobile phones.

Our media relations strategy was 3-phased:

Phase 1: Create interest and advocacy by launching to a group of young key opinion leaders.

Phase 2: Gain credibility with the target audience via targeted outreach to youth/niche media outlets

Phase 3: Generate reach and maintain momentum by engaging the mass media.

Where: Sydney and Melbourne, Australia
When: March & November 2010
Duration: 10 weeks

Phase 1:
We launched Cabbie-Oke to a group of young key opinion leaders (KOLs) at hip venues in Sydney and Melbourne. The KOLs experienced Cabbie-Oke first and showed immediate and genuine interest in the Telstra campaign. This helped to start the conversation online.

Phase 2:
Media/blogger Cabbie-Oke experience nights were held in Sydney and Melbourne targeting online and offline youth and niche street press. This helped create credibility around the campaign and continued the ground swell, spreading the message through traditional and non-traditional media outlets.

Phase 3:
A series of one-on-one media experiences with national TV, radio, print and online outlets were coordinated. Exclusive spots on national breakfast TV, online news sites and radio promoted Cabbie-Oke to the masses.

The campaign ran to its original plan and was even extended by six weeks due to popularity.

Documented Results
Direct engagement
- 1,724 individual experiences
- 665 hours of engagement

Traditional media engagement
- Wide scale PR coverage on television – Today Show, Sunrise
- Radio including NovaFM
- Youth blogs and street press
- ROI = 4:1
- PR Reach: 5.7 million
- AVE: $183,234

Social media engagement
- 4.1 million video reach in social networks
- 63,601 YouTube Cabbie-Oke views
- 974 social media mentions
- 117,900 potential reach
- 91,342 minutes of brand engagement/viewership

Telstra's brand consideration saw a relative shift of 10.25% over the campaign period