In 2022, Starbucks aimed to shift its brand focus from merely selling products to impacting people's lives as a symbol of progress. The challenge was to reinstate Starbucks as an inclusive and inspiring 'Third Place' where everyone is welcome to work, reset, connect, and further their passions. This transformation was particularly significant as the nation was embracing newfound flexibility, and there was a renaissance in working from coffee shops. The younger generations, whose career prospects were severely impacted by the pandemic, needed a space to forge their own path. Starbucks, born of a pioneering spirit, wanted to celebrate the journeys of these enterprising individuals who were furthering their passions at Starbucks.

Superdry, a renowned fashion brand, was faced with the challenge of launching their holiday season campaign with the aim of engaging millennials. The fashion scene was already saturated with similar branded content, typically featuring beaches, sunsets, lens flares, and washed-out color palettes. Superdry needed to differentiate itself from the competition and truly resonate with its target audience - the millennials. The challenge was to create a campaign that would not only stand out but also align with the actual interests of the millennials.

Targifor, a unique medicine in Brazil for asthenia (abnormal physical weakness or lack of energy), was facing a significant challenge. The brand was struggling to communicate its benefits to consumers, who often confused it with a vitamin supplement. The primary challenge was to promote Targifor’s unique benefits, distinguish it from the vitamin category, and establish it as the only medicine of its kind in the market. The brand needed a strategy that would not only increase awareness but also enhance the understanding of the product's unique benefits among consumers.

A UK-based Private Equity firm with interests in the cinema industry was keen on understanding the role of loyalty programs, including an 'all-you-can-eat' subscription offer. However, they faced significant constraints on their resources, lacking access to sales data, internal staff information, or other marketing material. The firm also wanted to comprehend the impact of ticket pricing on driving footfall and optimizing revenue. The challenge was to gather relevant data and develop a strategy without access to internal resources.

In 2018, United Technologies completed a $30 billion acquisition of Rockwell Collins, resulting in the creation of Collins Aerospace, the largest aerospace supplier ever. The challenge was to build a new brand identity for Collins Aerospace that would honor the long legacy of both companies while also embracing a promising future. The aerospace industry is known for its complex, over-designed renderings and blue skies imagery. However, Collins Aerospace wanted to break away from this norm. They wanted a brand that would reflect the complexity of their products in a simple, sleek, and stark manner. The brand also needed to emphasize the company's commitment to partnership and customer-driven solutions, highlighting the personal dedication and vast expertise that would fuel their mission of redefining aerospace.

Virgin Active, a renowned fitness brand, was faced with the challenge of distinguishing itself from the typical 'New Year's Resolution' market. This market is characterized by a surge in gym memberships at the start of the year, often driven by individuals' resolutions to get fit. However, this trend is often short-lived, with many abandoning their fitness goals as the year progresses. Virgin Active needed a strategy that would not only attract new members but also sustain their interest and commitment to fitness throughout the year. The brand also aimed to change the monotonous perception people have of working out, which often contributes to the lack of sustained interest in fitness.

Despite being a well-known pizza brand in the UK, Pizza Hut was facing a challenge in its delivery sector. The brand was less recognized for its delivery services due to its historic association with restaurants. The challenge was to elevate the brand, their pizzas, and their customer experience, and to ensure that everyone knows that Pizza Hut delivers. The company also wanted to position itself as a benchmark in delivery, and to compete effectively with its main competitor, Domino’s.

Pizza Hut Delivery, a global fast-food chain, recognized the need to shift its business model towards greater social and environmental sustainability. The company wanted to contribute more to the communities in which it operates and align its product offerings with consumer and government demands for healthier options. Additionally, Pizza Hut Delivery aimed to develop a company-wide environmental sustainability strategy to minimize its impact and maximize differentiation in a crowded market. The challenge was to understand the culture, values, business essentials, and strategic direction of the company and to reconcile the top-down demands of regulations with the bottom-up desires of consumers.

Hugo Boss, a renowned luxury fashion brand, was faced with the challenge of launching their Befit campaign in Singapore. The brand wanted to communicate the concept of sacrifice as the new language of luxury, a message that needed to resonate with the Singaporean audience. The challenge was to create a campaign that would not only promote the brand but also connect with the audience on a deeper, emotional level. The campaign needed to be innovative and impactful, capable of capturing the attention of the audience across various platforms including digital, social, cinema, and out-of-home (OOH).

Samsung UK was faced with the challenge of raising awareness for its flagship phone, the Galaxy S21, amidst the easing of lockdown restrictions. The company needed to align its marketing strategy with the current mood of the audience, which was more inclined towards rediscovering familiar things they had missed during the lockdown rather than trying out new experiences. The challenge was to create a campaign that would not only increase the visibility of the Galaxy S21 but also resonate with the audience's current state of mind.

Suzuki, a renowned car manufacturer, has always been known for its unconventional and unique approach to car design. However, in the highly competitive UK market, the company was struggling to effectively communicate its core values and unique selling propositions to potential customers. The challenge was to develop a new brand platform that would not only highlight Suzuki's unconventional heritage and personality but also make the cars themselves the stars of the story. The company wanted to create a campaign that would resonate with the audience and exemplify Suzuki's bold, playful, and unexpected personality.

Virgin Active, a premium health club, was looking to create a marketing campaign that would not only showcase the various facilities they offer but also evoke the emotions associated with working out at their clubs. The challenge was to create a campaign that would resonate with potential new members and communicate that Virgin Active is more than just a gym. The campaign needed to encapsulate the different emotions one could experience at Virgin Active, whether it's feeling fired up in a cycle class, tranquil in a yoga class, or totally relaxed in the spa. The campaign was to be global, going live in South Africa, Asia, Spain, Italy, Portugal, and the UK.

Volkswagen Commercial Vehicles (VWCW) was facing a significant challenge in a credit-crunched, deal-oriented market. The brand was struggling to overcome a price premium, which was acting as a short-term rational barrier for potential customers. The challenge was to neutralize this barrier and remind drivers of the long and trusted bond between owners and the world’s greatest van brand. The situation required a strategy that could connect with the audience on a deeper level and reinforce VW’s place in culture by evoking the era in which the brand became an icon.

In the traditional advertising landscape, the roles of the marketer and the agency were clearly defined. However, the advent of digital marketing and the evolving needs of the modern consumer necessitated a new approach. Philips, a global leader in healthcare technology, recognized the need to shift its brand focus from 'health and wellbeing' to 'innovative healthcare'. The challenge was to engage with consumers and staff through more relevant digital touchpoints and social content. The company needed a team that could blur the lines between marketer and agency, turning data into insights, online trends into content marketing ideas, and digital interactions into brand personality.

The Good Life 2030 project, initiated by Purpose Disruptors, was faced with the challenge of changing the public's perception of the year 2030. The project aimed to leverage the power of the advertising industry to promote sustainable ways of living in the future. However, the year 2030 was perceived negatively, with many people fearing the changes that a sustainable future might bring. The challenge was to create content that would not only change this perception but also highlight the benefits of a sustainable future. The content needed to be based on real citizen visions and had to portray a positive, connected 2030 that people didn't realize they were dreaming of, but had a taste of during the lockdown.

Samsung Australia was faced with the challenge of providing tailored solutions to individual businesses in a B2B world where the ‘one size fits all’ approach was no longer effective. The company needed to address the unique needs of each business, while also ensuring their security. The challenge was to move away from the conventional approach and to acknowledge that not all staff are the same and that businesses need a diverse choice of mobile solutions. The company was tasked with creating a paradigm shift from focusing on bottom line profit to prioritizing customer experience.

Samsung was facing a significant challenge due to the negative press surrounding their faulty top-loading washing machines. The company was having a hard time recalling all the defective units, and the process was stalling. The primary issue was raising awareness about the recall and locating the missing machines. The task was to identify the geographical locations where these machines were most likely to be found and inform the customers about the recall and the steps they needed to take.

In 2012, MINI UK appointed iris as its lead agency partner to deliver all brand activity and creative strategy across dealership, digital, ATL, CRM, direct and every interaction in between. The challenge was that the automotive purchase journey was shifting from the showroom to online, and MINI needed to refocus its marketing spend and optimize its presence within the digital channels that mattered most. Modern car buyer demands were becoming more unreasonable, and they were primed to take full advantage of all the digital tools available to make their purchase decisions. Furthermore, 50% of MINI’s UK audience were arriving at the brand site from their mobile or tablet device, but MINI had no mobile presence.

MINI, a renowned automobile manufacturer, was facing a brand perception challenge. Despite having won the Dakar Rally, the world's toughest race, four times in a row, the brand was primarily recognized for its iconic design rather than its performance credentials. This perception was limiting the brand's ability to fully leverage its success in the Dakar Rally and connect with a broader audience who value technical performance. The challenge was to change this perception and highlight MINI's performance credentials, particularly in relation to the Dakar Rally. The company wanted to tell the story of Harry Hunt, MINI's champion for Dakar 2016, and use this narrative to showcase the brand's performance capabilities.

Domino's, a globally recognized pizza brand, was facing a unique challenge in its advertising strategy. The brand found that when it came to describing the taste of their pizza, traditional words fell short. Instead, customers were expressing their love for Domino's through GIFs and emoticons on social media platforms. This presented a challenge for the brand to effectively communicate and engage with its audience in a language they understood and preferred. The challenge was to leverage this 'mouth-boggling' effect of Domino's pizza and create a socially informed campaign that would resonate with the digital audience.

In 2012, Domino's, a leading pizza delivery brand, was facing a decline in brand differentiation amidst increasing competition and an increasingly fickle customer base. The company was struggling to maintain its market position and needed a strategy to reinvigorate its brand and increase sales. The challenge was to find a way to embed the brand into the lives of millennials, a key demographic for the company. Domino's customers were expressing that life was too stressful and money too tight for takeaway food to deliver a disappointment. The company needed to ensure that its meals were not just satisfactory, but sociable, satisfying, and special.

Following the success of the #TasteOfBlack campaign in South Korea, Guinness aimed to expand the campaign to other markets in East Asia, specifically China and Taiwan. The challenge was to modify the original TVC to suit these new markets and change the perception of Guinness in these regions. Additionally, in South Korea, the TVC needed to be supported with a nationwide sampling campaign to further engage with drinkers and encourage them to sample Guinness. The campaign was set to run throughout the summer, targeting over 4900 outlets and aiming to get over 100k drinkers to try Guinness. The challenge also included maintaining online awareness of Guinness through a partnership with the dance group, One Million.

Adidas GLITCH was set to launch their new football boot range, the 'Prep Pack', and needed a marketing campaign that would not only match the brand's reputation for innovation but also drive app downloads and increase brand visibility in London. The target audience for this campaign was 14-19-year-old football playing Londoners. The challenge was to create a campaign that would resonate with this demographic, encouraging them to engage with the brand and its new product. The 'Prep Pack' was inspired by hard work and the brand wanted to associate this with the reward of play after long hours on the pitch. The challenge was to find a unique and innovative way to take GLITCH off the pitch and into a space that this core audience would associate with a post-match reward.

Adidas, a global leader in the sports industry, was looking for a unique and impactful way to leverage the FIFA World Cup event to promote their brand and extend their 'Creativity is the answer' proposition. The challenge was to create a marketing strategy that would not only capture the attention of millions of football fans worldwide but also inspire and bring people together. The timing was crucial as the campaign was to be launched a day before France, a team sponsored by Adidas, secured its place in the final of the FIFA World Cup. The campaign needed to be poignant, relevant, and powerful enough to own the internet on the day of publishing.

The case study revolves around the challenge of launching adidas' Predator Freak boots amidst the Covid-19 pandemic. The pandemic had brought commercial production to a near halt, and the company had to quickly adapt to remote production. The challenge was to overcome social distancing rules and generate engaging content in new and innovative ways. The traditional methods of product launch were not feasible due to the restrictions imposed by the pandemic. The company had to think out of the box to ensure a successful product launch without compromising the safety and health of all involved.

Speedo, a leading swimwear brand with over 80 years of innovation, was facing a challenge in an increasingly crowded market. The brand needed to reassert its authority, inspire consumers and stakeholders, and drive sales. The challenge was to prove that Speedo is the undisputed leader of competitive swimming, adding aspirational value and reinvigorating the brand’s personality. The company needed a strategy to showcase its new product, the Fastskin LZR Racer X suit, and to highlight the achievements of its team of world-class swimmers, Team Speedo.

Superdry, a renowned clothing brand, was faced with the challenge of staying relevant and easily accessible during the crucial retail trading times of Black Friday, Cyber Monday, and Christmas. The brand was not just looking to enhance its brand appraisal but also to drive purchases. The main question was how to create a campaign that would resonate with consumers and encourage them to buy Superdry products. The brand wanted to leverage a key consumer insight that in winter, a jacket becomes a part of a person's identity due to its constant use. Superdry also wanted to understand the full impact of online video advertising on both online and in-store sales.

Wickes, a home improvement brand, was facing the challenge of expanding its audience beyond tradesmen and serious DIY enthusiasts. The company wanted to become the nation's preferred home improvement brand, well-known and loved amongst everyday consumers. The challenge was to find a way to connect with a broader audience and showcase the emotional and personal benefits of home improvement, rather than just the potential for property value increase. The company wanted to highlight the 'magic of home improvement' and the real-life stories behind DIY projects.

In 2015, Wickes, a supplier of building materials, was facing a significant challenge. The brand was primarily trade-focused and was struggling to transition into an accessible, family-friendly home improvement retailer. The company wanted to convert prospects into customers and increase its market share in the kitchen retail sector. The process of planning a new kitchen was often stressful and expensive for customers, leading to a high drop-out rate. Wickes needed a solution that would help them navigate this process and remove barriers to purchase. The company also needed a way to track customer activity across the journey, report on lead progress and conversions, and understand customer data and marketing performance in real-time.

Philips Hue, a leading brand in smart lighting, faced a significant challenge in its brand positioning. The brand had initially launched with a strong personality, but over time, it had become more technical and less personable. This shift led to a complicated and confusing brand image, making it difficult for consumers to understand and connect with the product. The challenge was to humanize the brand, making it simple, approachable, and relatable to consumers. The task also involved developing Hue’s ecosystem and messaging for its three propositions ‘Comfort & Security’, ‘Light Up Your Moments’ and ‘Endless Possibilities’, and creating assets that would encapsulate these propositions.