Objective: Introduce a prescription sleep aid to customers that may not treat their sleep disorders with medication due to fear of side effects. Challenge:Do so with $5.5MM media budget Solution: Segment sufferers to identify those with side effect fear and...
CHALLENGE: Eight O’Clock Coffee brand awareness and sales had experienced a steady decline due to very limited levels of equity advertising support for 15 years. When they turned to OCD, they had a limited advertising budget to employ, no creative assets and most...
CHALLENGE:OCD Media was tasked with growing the YMCA of Greater NY’s membership by 2,000 with a media budget of $50,000 at 23 locations scattered throughout NYC. At the time YMCA’s historical acquisition cost was $55. We needed to achieve an acquisition cost of $25 or...
CHALLENGE:Akorn Pharmaceuticals hired us to help launch their Thera Tears Dry Eye Therapy Lubricant into the national marketplace beginning during the Fourth Quarter of 2017. Given the intense competitive nature of the category–over $110 million in spending for...
CHALLENGE:Freixenet faced a significant challenge – it was no longer seen as relevant and “cool” to younger consumers who had switched to Prosecco. The brand website, developed in Spain where Cava consumption is mainstream, focused on features and the manufacturing...
CHALLENGE:A major credit union turned to OCD Media in early 2012 to accelerate their membership growth. They had been using newspaper and radio in the NY DMA and membership growth had stagnated, along with product uptake. SOLUTION:We immediately saw that this...
CHALLENGE:Our client was known for cooking oils marketed to Hispanics, but sought our help on a general market launch of a spray-on cooking oil in the face of a deeply entrenched industry leader. The competitor established the segment, spent heavily to drive sales,...
Launching against a deeply seated competitor requires a smarter strategy
Our client was known for cooking oils marketed to Hispanics, but sought our help on a general market launch of a spray-on cooking oil in the face of a deeply entrenched industry leader. The competitor established the segment, spent heavily to drive sales, and could promote us off the shelf. Our new product needed fast consumer attention and acceptance to protect shelf position, and to foster continued client investment.
From our experience managing food brands like Campbells Soup, Nestle, Tyson Foods and others understanding cooking/eating behaviors and motivations is critical to marketing cooking ingredient brands. OCD Media created a cooking oil consumer segmentation that revealed two core groups that made up almost half of category volume:
- Those who craved healthier foods—Healthy Feeders
- Those who sought convenience—Meal Assemblers
Their prior agency was preparing to launch the brand to the smallest volume segment in the market.
Our segmentation revealed unique media habits for the two segments. OCD bought only the TV programming, dayparts and networks that brought high visibility among viewers who wanted healthier and more convenient cooking ingredients.
Our media buy exceeded industry efficiency standards by 20%. The client’s product garnered wide acclaim, excellent trials and strong sales, exceeding share and trial goals for the launch period—the brand achieved 10% penetration in only 8 weeks.
Accelerating business growth by modernizing the media mix
A major credit union turned to OCD Media in early 2012 to accelerate their membership growth. They had been using newspaper and radio in the NY DMA and membership growth had stagnated, along with product uptake.
We immediately saw that this organization needed to modernize its media mix to incorporate TV and digital media in order to reach their aspirational audience of younger, dual gender and ethnicity more in line with the population profile New York City. We employed extensive research, analyzing the customer profiles of competitive credit unions, and of those individuals who are eligible to become members (primarily municipal employees in NYC). We developed customized research studies working with Scarborough specifically targeting current members in order to contrast the profiles of current members with those individuals who they desired to have as members. Separate media consumption analyses were developed to identify common media properties that were consumed by both groups, as well as those that were unique to each so that appropriate plans could be developed relative to the objective of the campaigns.
We introduced TV in small geographies to prove its impact. We slowly expanded from Brooklyn and The Bronx in local cable to all NY counties east of the Hudson River and eventually got to the full DMA and added over-the-air stations.
Our overriding strategy is to drive response to the website through the delivery of very targeted product offerings (low interest loans/credit cards). Television, Out-Of-Home and Digital are the core of their media spend in 2019.
While securing the best pricing available is always paramount for an advertiser with a modest advertising budget (to that end we frequently secure bonus spots of up to 50% above the purchased schedules), securing synergistic promotional/added value elements is also key. Most notably in the television space, the credit union is an on-going sponsor of Ethnically targeted efforts (ie Black History Month, Puerto Rican Day Parade, etc) that reach core segments of their target audience, as well as in market social programs working with CBS-TV’s charity division, Eco-Media, the credit union funded computer equipment donated to a High School in Brooklyn where computers were not affordable within the school budgets. In out-of-home we receive bonus months even though we are paying preferential rates. In broadcast TV we receive bonus spots and billboards in the highly sought after early morning news programs.
At the end of the day, the measure of success for the credit union is securing new members and promoting increased product offerings to existing customers. When we began supporting the credit union they had a little over 300,000 members that had been acquired over 95 years. Beginning 2019 we had grown their membership base to over 500,000—a 60% growth rate in 7 years with no increase in the annual media budget.
Leveraging social channels as the destination and integrating media to attract younger customers
Freixenet faced a significant challenge – it was no longer seen as relevant and “cool” to younger consumers who had switched to Prosecco
The brand website, developed in Spain where Cava consumption is mainstream, focused on features and the manufacturing process-–much less relevant to the strategy for the US
Reposition the brand as a key ingredient for holiday celebrations by targeting the social leader, the party host, in her circle of friends. We reached the peer influencer among the younger Millennial target by choreographing an entire cross channel integrated program driving to Pinterest where recipes and party ideas were pinned.
Launching a billion dollar brand in a highly competitive category
Akorn Pharmaceuticals hired us to help launch their Thera Tears Dry Eye Therapy Lubricant into the national marketplace beginning during the Fourth Quarter of 2017. Given the intense competitive nature of the category–over $110 million in spending for numerous Rx and OTC brands–their efforts needed to be highly focused to reach core segments of dry eye sufferers to drive both sales and awareness
The planning process began in 2015 with OCD developing extensive category and customer based research relative to the both current categories users and non-treaters (those not using any brand). Based on our findings, while we identified Women 35+ with relevant symptoms as the overall target, with a significant concentration amongst Women 55+, we also discovered opportunities amongst specific Male segments:
Working with Bases, and through the development of our own statistical analyses, we created multiple spending/plan options for Years 1 & 2 of the campaign, to identify ideal levels of spend relative to spending and media mix.
From a planning standpoint, a rich mix of Television, Digital and consumer magazine support was identified. While digital went beyond simple demographic profiles to include symptomatic measurements, OCD employed took planning beyond simply negotiating TRP goals and relative CPMs. Extensive analyses of media consumption habits were employed to identify the actual programs, networks, and magazines consumed by these individuals. Furthermore, from a negotiation standpoint, OCD negotiated against the Women 35+ overall target, since it is a harder demographic to deliver, knowing that our primary target of Women 55+ would be over-delivered (significant bonus delivery at no additional charge.
The combination of digital and print provided a strong base of customer communication, establishing an effective level of advertising continuity. Television delivered a clear sense of immediacy driving enhanced response during each advertising window.
How do you reduce acquisition costs while blowing results out of the water?
In November of 2016 OCD Media was tasked with growing the YMCA of Greater NY’s membership by 2,000 with a media budget of $50,000 at 23 locations scattered throughout NYC. At the time YMCA’s historical acquisition cost was $55. We needed to achieve an acquisition cost of $25 or less to be successful.
Each branch had its own unique competitive, demographic and geographic situation that needed to be addressed—additionally, each branch has their own web presence and enrollment had to occur on-site.
New Yorkers are always on the go and the best way to reach them is on their mobile devices. They are using mobile devices non-stop from email to apps to games to social media; mobile is the dominant apparatus. By using programmatic buying we served customized ads to them based on their location and based on where they have been both physically and online using mobile advertising to capitalize on audience, location base, behavioral, channel and contextual data to improve response.
We optimized the campaign automatically and adjusted manually to drive more traffic, and more inquiries by focusing on the media/creative/tactics that drove:
- Website visits
We drove almost 3,500 enrollments during November, far surpassing their goal of 2,000
- Reduced their acquisition cost to less than $15
- Generated over 40,000 clicks to the site
- We achieved a CTR of 0.43%
- One creative unit achieved a CTR of .57%
- Worst performing unit achieved a .32% CTR
This was the most successful promotional campaign the YMCA of Greater NY ever ran
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