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 or sales data.

In 2018, a major UK retailer was grappling with understanding key value drivers and price perceptions, including overall price satisfaction and cross-market benchmarking. The retailer was also interested in the effect of bundling on purchase decisions. The challenge was to gain insights into these areas to improve their pricing strategy and enhance customer satisfaction. The retailer needed a clear understanding of all customer value perception challenges and the role pricing and menu design plays within this. They also needed a detailed view on the customer pricing/value issues and potential menu design formats to take to in-market testing.

Maplin, a renowned electronics retailer, faced a significant challenge in recreating their successful TV campaign, 'Maplin Moments'. The campaign, which focused on solving common household problems with Maplin's products, had previously driven spontaneous awareness from 2% to 9%. However, the challenge was to make the new campaign work three times harder. The company needed to not only maintain the momentum of the previous campaign but also significantly enhance it. The goal was to firmly establish Maplin as the go-to store for service and friendly advice when customers' tech know-how runs dry. The challenge was further compounded by the need to extend the longevity of the campaign and add a fun perspective to it.

MINI, a renowned automobile brand, was facing a challenge in making its global 'NOT NORMAL' brand positioning relevant to UK consumers. The brand had not engaged in any significant brand activity for six years, and it was crucial to rekindle the unique relationship MINI drivers have with their cars. The challenge was to celebrate the MINI brand in a way that resonated with the UK audience and encouraged them to express their love for the brand in creative ways. The campaign needed to span across various platforms including out of home, digital, social, TV, PR, CRM, dealership activity, and events.

MINI, a brand often perceived as a one-model brand with a young, female personality, was facing a challenge in communicating its evolving identity. The brand had developed a more sophisticated look and feel, and had diversified its product range. However, it needed a fresh, disruptive approach to effectively convey this transformation and the unique product story of its new models, the MINI Clubman and Countryman. These models were not just vehicles for transportation, but were designed to be partners in passion, enhancing the journey as much as the destination. The challenge was to communicate this unique positioning and appeal to a broader audience.

The European market was in turmoil due to the horsemeat scandal. This crisis had the potential to negatively impact various industries, including the automobile sector. MINI, a renowned car manufacturer, was faced with the challenge of navigating this crisis while maintaining its brand image and customer engagement. The company needed a swift and effective strategy to address the situation and ensure its market presence was not adversely affected. The challenge was to create a content marketing strategy that was timely, relevant, and engaging enough to capture the attention of the public amidst the ongoing scandal.

In 2012, MINI UK was facing a significant challenge. The competition in the car industry was intensifying, with every major car brand launching its own compact model. This increased competition was threatening MINI's market share and sales. The company needed to differentiate itself and remind consumers of the unique MINI experience. The customer journey was identified as a key area for improvement. The process of going to a dealership was often intimidating for potential customers, and there was a need to develop touch-points that would bring prospects closer to the brand. The challenge was to transform MINI's online and offline communications to create a seamless prospect to purchase experience.

MINI's Global Marketing function was faced with a significant challenge. Despite defining its brand strategy and creating assets, campaigns, and structures for markets to activate, it did not purchase any media itself. This resulted in a lack of coherent data, insight, or feedback loop around how the Global strategy and assets were supported in the market, or how they performed. The absence of a comprehensive system to generate rich, ongoing insights into marketing performance and its impact on sales was a major obstacle. This situation hindered the ability to make informed investment decisions, which was crucial for the company's growth and success.

MINI, a renowned automobile manufacturer, was faced with the challenge of creating a global standard to support media mix modelling impact on lead and sales performance. The company needed a consolidated data and business intelligence (BI) environment that could handle numerous first, second, and third-party data inputs across various domains such as sales, search, CRM, social, media, and retail. The challenge was not only to integrate these diverse data sources but also to use them effectively to drive business and marketing performance optimization across more than 17 markets.

The client, a multinational retailer of personal care and beauty products, was seeking to optimize their retail pricing for approximately $5B in retail sales annually. The challenge was to maximize revenue and margin while minimizing traffic loss. The client needed a data-driven approach to guide strategic price and promotion adjustments, adhering to industry MSRP and MAP restrictions. They also required weekly competitive intelligence on portfolio-wide pricing, promotions, and inventory levels for major competitors like Ulta Beauty, Macy’s, and Amazon.

Nectar, the UK's largest loyalty programme, was faced with the challenge of revolutionizing its rewards and loyalty scheme. The company wanted to make its offers more accessible and exciting for customers nationwide. To achieve this, Nectar needed to launch a new app and website. However, the challenge was not just about launching these platforms, but also about driving customer engagement and ensuring that customers would regularly check the app before shopping. The company also wanted to introduce a new brand identity and a fresh brand asset, the 'Droplet', that would give a modern, digital-first feel to the brand.

Barclays, a multinational investment bank and financial services company, was seeking to align its core purpose of being 'opportunity makers for people' with its sponsorship strategy. The commercial strategy team at Iris, a global creative innovation network, identified a gap in the bank's current sponsorship strategy. They saw an opportunity to support Barclays' purpose while helping women's football gain recognition and support on par with men's football. The challenge was to convince senior stakeholders at Barclays to sponsor women's football and to effectively deliver the strategy, PR, and social content for the first title sponsorship of the FA WSL, Europe's first professional women's football league.

The Barclays FA Women’s Super League was faced with the challenge of inspiring the next generation of girls to participate in football. The insight that young girls’ opportunities to play football were limited was a significant issue. The goal was to highlight the commitment Barclays and The FA have made to make football accessible to all girls in schools by 2024. This included Barclays’ support of the FA Girls’ Football Schools Partnerships. The challenge was not only to increase the participation of girls in football but also to inspire them to become the next icons, heroes, and legends in football.

Bentley's program at Monterey Car Week is a significant event in their calendar year, providing an opportunity to foster a close relationship with invited customers, media, and potential clients while promoting their core vehicles. The challenge was to create an intimate and immersive experience that would not only engage the attendees but also effectively showcase Bentley's luxury vehicles. The event was to be held at a prime property located next to the Pebble Beach Lodge, a hub of Car Week activity. The property was to be transformed into the 'Home of Bentley', a premier experiential and hospitality space for VIP guests, customers, and media. The challenge also included producing two standout evening events that would leave a lasting impression on the attendees.

Bentley, in partnership with Iris Worldwide, was looking to launch a unique experiential marketing campaign for the all-new Bentayga EWB, a luxury SUV with an extended wheelbase. The challenge was to highlight the extra space and wellness-focused design of the back seat, akin to a first-class air travel seat. The company wanted to provide prospective buyers with a firsthand experience of the vehicle's comfort and luxury before its official launch. The aim was not only to showcase the physical attributes of the car but also to demonstrate the psychological benefits of sitting in a Bentayga EWB.

The case study revolves around the challenge of single-use plastic water bottle pollution, a growing environmental concern. BRITA, a company known for its water filtration products, wanted to highlight this issue while also promoting their sustainable credentials. The company aimed to create a platform that would not only raise awareness about the problem but also encourage people to make more sustainable choices. The challenge was to effectively communicate this message to the public and inspire action. To achieve this, BRITA needed a creative and impactful campaign that would resonate with a wide audience and generate significant engagement.

BRITA, in partnership with the Whale & Dolphin Conservation (WDC), sought to launch a new sustainability campaign to support sustainable behavior changes in the UK. The challenge was to address the growing concern among children about the environment, with 60% of young people feeling worried about the imminent destruction of the planet and over half feeling frightened by the future of humanity. The campaign aimed to guide young generations towards their role as climate allies, demonstrating how small sustainable changes at home and at school, such as reducing single-use plastic consumption, can lessen our impact on the planet at large and help with the conservation of the whale population.

Fruit Shoot, a brand under Britvic, was faced with the challenge of launching a global-to-local, fully integrated campaign. The brand needed a fresh creative platform that would not only mark a significant change for the brand but also for the category. The new strategy was aimed at driving relevance among health-conscious parents. The challenge was to celebrate real kids doing what they're passionate about, championing their self-expression and individuality, and inspiring parents to support kids in finding their 'thing'. This was born from new insights among the target audience of 'pragmatic parents' which revealed that societal pressures were limiting children's ability to express themselves and preventing them from finding the thing they really love.

Camelot, the operator of The National Lottery since its launch in 1994, was facing a significant shift in its audience demographics. The new generation of players, more accustomed to playing games like Candy Crush on their smartphones, were not as engaged with the National Lottery. The challenge was to create games and content that would specifically appeal to this younger demographic, aged between 18-35. This required a fresh approach to game development, one that could effectively tap into the preferences and habits of this new audience.

Chang, a popular beverage brand, was facing a significant challenge in uplifting consumer perceptions following the successful launch of their new bottle and liquid. The brand was historically seen as an 'old man's beverage' and needed to build an emotional connection with young Thai guys. However, they were operating in a dark market where the actual product could not be shown. The challenge was to create a big brand campaign that would resonate with the younger demographic and change their perception of the brand.

Domino's, a leading pizza brand in the UK, was faced with the challenge of boosting sales during the winter season. The winter period, characterized by long dark nights and cold frosty mornings, is typically a low season for many businesses, including Domino's. The post-Christmas period often sees a slump in sales as customers cut back on spending after the festive season. The challenge for Domino's was to create an appealing offer that would entice customers to purchase their pizzas despite the unfavorable weather conditions and the general spending cutbacks associated with the winter season.

Domino's, a renowned pizza brand, was facing a challenge with its 'Create Your Own' pizza feature. This feature, once a unique selling point for Domino's, had been replicated by almost every other pizza brand, diluting its uniqueness and appeal. The challenge was to reclaim this feature and make it synonymous with Domino's again. The company wanted to transform this feature from being merely functional to being fun and engaging for its customers.

Domino's, a leading pizza brand in the UK, was looking to bolster its social media presence and further enhance its digital marketing strategy. The brand was already successful with its 'Pizza Legends' campaign, which allowed users to create over 385,000 unique pizzas online. However, Domino's wanted to continue its innovative approach to mobile advertising and deliver 'Moments of Greatness' to its customers throughout 2016. The challenge was to find a new, engaging platform that would allow Domino's to connect with its customers in a unique and exciting way.

The Dutch football team, one of the world's most renowned, failed to qualify for two consecutive major tournaments. This was a significant disappointment for the Dutch fans, who were left with no team to support during these events. The challenge was to find a way to engage these fans and provide them with a sense of comfort during this difficult time. The situation required a solution that could reach a large number of fans, engage them in a meaningful way, and provide a tangible reminder of better times in Dutch football.

Eurosport, a leading sports television network, was faced with the challenge of effectively capturing and sharing the journey of athletes leading up to the PyeongChang 2018 Olympics. The network wanted to create a platform that would not only showcase the athletes' journey but also serve as the ultimate destination for fans to experience the Olympics. The challenge was to distill the essence of the Olympics into a simple truth: 'millions of journeys, one destination'. This required a comprehensive digital solution that could handle the vast amount of content and social interactions expected during the event.

Fiji Airways, in an effort to rebrand itself, sought to encapsulate its unique sentiment in a profound and engaging way. The challenge was to create a content series that would resonate with audiences in Australia, New Zealand, Fiji, USA, and Hong Kong. The goal was to find deserving individuals with real stories and hardships who had never travelled overseas. The airline also wanted to capture the essence of Fiji as a 'home away from home' through the experiences of world champion surfer, Kelly Slater, who had been visiting Fiji annually for the past 24 years.

Formula E, a global strategic and creative account holder, was faced with the challenge of transforming the perception of electric racing. The goal was to provoke sports fans to tune in and demonstrate how Formula E is reinventing racing. The challenge was not only to change the perception but also to attract a significant audience to the sport. The campaign was to be launched with a high-energy TV commercial on Channel 5, with the aim of reflecting the electrifying power and energy the Formula E race would bring to the city of Marrakesh. The campaign was to be the first in a series of creatives tailored per race location, with a total of 14 races taking place across 11 cities.

The challenge was to launch a global-to-local, fully integrated campaign for Fruit Shoot, a brand under Britvic. The aim was to create a fresh creative platform that would not only mark a significant change for the brand but also for the category. The new approach was targeted at health-conscious parents and aimed to celebrate real children doing what they're passionate about. The strategy was born from new insights among the target audience of 'pragmatic parents', which revealed that societal pressures were limiting children's ability to express themselves and preventing them from finding activities they genuinely love. The campaign was set to challenge the category norm of featuring glossy, idealised depictions of children and families.

The challenge was to develop a product that would cater to the needs of athletes, particularly those who rely on music to enhance their performance. The product needed to offer maximum freedom of movement without compromising on sound quality. This was particularly important as studies have shown that music can significantly improve athletic performance without increasing exertion. The product also needed to be developed in partnership with Usain Bolt, a world-renowned athlete, which added another layer of complexity to the project. The challenge was not just to create a product that met these specifications, but also to effectively advertise it to the target audience.

Brazil faces a significant sanitation crisis, with 50% of its population lacking access to basic sanitation. This equates to approximately 100 million people living without basic hygiene and 40 million people without access to clean water. The consequences of this crisis are severe, leading to increased child mortality rates in the country's poorest regions. Neve, Brazil's leading toilet paper brand, recognized the urgency of this issue and sought to raise awareness about the critical subject of basic sanitation. The challenge was to create a campaign that would not only bring attention to the problem but also inspire action and provide practical solutions.