Microsoft Promo SILVER LINE SOCIETY by Indie

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Industry Video Games/Consoles
Media Promo & PR
Market Netherlands
Agency Indie
Creative Director Bas Haas, Jelte Van Der Maat
Copywriter Steve Park
Producer Wiendelt Hooijer
Account Supervisor Anneke Schogt
Released September 2010

Credits & Description

Category: Best Use of Games
Advertiser: MICROSOFT
Product/Service: DURABLE GOODS
Agency: INDIE
Date of First Appearance: Sep 1 2010
Entrant Company: INDIE, Amsterdam, THE NETHERLANDS
Entry URL:
Head of Innovations: Gabriel McIntyre (Indie)
Creative Director: Bas Haas (Viruater)
Creative Director: Jelte van der Maat (this is not a game company)
Copywriter: Steve Park (Freelancer)
Graphic Designer: Pete Hutton (Indie)
Producer: Wiendelt Hooijer (Blue Dolphin Entertainment Group)
Account Supervisor: Anneke Schogt (Indie)
Account Manager: Mayke van de Rijt (Indie)
Developer: Jelle van der Ster (Freelancer)
Media placement: alternate reality game - linked in - 01.11.2010
Media placement: alternate reality game - facebook - 01.11.2010

Describe the objective of the promotion.
We want to increase the collaboration amongst the more than 1,000 Microsoft employees in the Netherlands, improve their social media skills and improve their knowledge of the newest Microsoft technologies.

Describe how the promotion developed from concept to implementation.
The basis of the Alternate Reality Game was developed by a behavioural expert and a game designer. To get all the Microsoft employees interested in the game, the game’s content was developed by 5 influentials of Microsoft's. This team monitored the game for two months and helped us to adapt the game on internal developments.

Explain why the method of promotion was most relevant to the product or service.
Microsoft is all about technology and the objective was all about connecting and experimenting. This Alternate Reality Game forces players to cooperate and is based on the latest technology from Microsoft.

Describe the success of the promotion with both client and consumer including some quantifiable results.

Nearly one third of the 950 employees played the game for 3 months, forming a critical mass of cultural change.
• They learned and mastered the latest Microsoft technologies.
• Collaborative learning increased problem solving as different departments collaborated for the first time.
• Players increased their internal and external social network strongly (on Facebook and LinkedIn to 30%).

The ARG has yielded many relevant insights.
Microsoft now knows:

Who the early-adopters are within the company as well as who are the people that wait to see what is going to evolve with the new developments.

What factors stop people from connecting with colleagues and what are the underlining personal and organisational factors enforcing this behaviour?