PepsiCo >> Packaging Design

Challenge

PepsiCo chips brands are much loved, widely eaten and enjoyed – with brands such as Doritos, Smiths, Twisties and Red Rock Deli the company held 50.3% of the salty snack category in Australia in 2018.

However, the snack category is often consumed as sharing packs that are purchased on deal, shrinking business results. In addition, in all sizes of packaging, the ‘self-consumption’ is the one that brings the best business margin, but its sales are decreasing. So, PepsiCo briefed us to provide a creative solution to increase sales of this specific packaging of chips.

Process & Insights

We conducted market research to understand the category, did field research to observe the chips environment and human behaviour, followed by an online survey and qualitative interviews to understand the barriers and potential avenues to encourage the consumption of single-serve chips.  

We discovered two key insights:

1) the ‘self consumption’ pack became a boring option as it has always existed, when compared to the new attractive bigger packs with eye-catching claims (which are located in bigger spaces on the shelves). 

2) the ‘on the go’ occasion was the best growth opportunity and at this time, people are carrying a lot of things (books, mobiles, backpack, umbrella); which makes it difficult to eat chips ‘on the go’ - especially during peak hours. 

Therefore, we hosted a multidisciplinary Ideation session to generate ideas. In order to create a very playful experience, we built the ‘Museum of Modern chips’; where all types of packaging was presented as if they were in an actual museum.

Results

Our recommendation was to redesign the ‘self-consumption’ pack, by including a ‘strap’. This way, consumers could ‘hack’ their ‘on the go’ moment and have more flexibility to consume the products: an ‘on-the-go’ consumer needs an ‘on-the-go’ chip. During our prototyping phase, we understood that consumers would be interested in a sachet to wipe their hands.

 As an advertising agency, it was expected that we created an ad convincing people to consume chips during their commute or a creative activation to leverage the brand in the short term, but instead we preferred to design a better experience for people, by reshaping the pack.

We therefore provided a long-term business solution, that cannot be easily copied per competitor; diversifying the services of an advertising agency. By embedding Design Thinking as a strategic process, the agency received two awards at the 2019 AFR’s Most Innovative awards: #1 ‘Best Innovation Program’; #2 ‘Most Innovative Company’. 

Audi

Challenge

The Brazilian premium automobile market is highly promising and also a very competitive market. However, it’s a challenge for car manufacturers to draw their audience into dealerships and initiate the sales process.

The sequence of a traditional advertising campaign is: automakers firstly launch new models, wait for potential customers to visit their stores and appraise their current vehicles, and only then provide the trade-in conditions for the manufacturers’ new models.

Insights & Idea

Luxury consumers want to feel they are exclusive and they overestimate the price of imported models. Due to Brazil’s high importation taxes, people believe Audi models are much more expensive than they actually are. Therefore, we had to show to potential customers the prices of the new Audi models and that they were within their budgets.

A RFID tag was placed on each car’s back window containing all information collected by the Audi employee. When the driver drove through the exit gate, the antenna would capture the data on the RFID tag, prompting the billboard to instantly display an exclusive, tailor-made offer for that specific car and driver. To take advantage of the offer displayed on the panel, the driver simply had to go to the nearest Audi dealership.

Results

Audi is renowned around the world for being a prestigious brand that offers high-tech features. We combined technology and prestige into a service that not only broke the price perception paradigm. We created an innovative and customized digital service that makes the path to purchase easier, surprising consumers.

During the period of the campaign, the amount of consumers who visited an Audi dealership increased by 45%. More than 6000 vehicles were evaluated every day and 15% of the audience decided to change their used car for a new Audi. Additionally, this service generated spontaneous media and became a talking point on national and international news. 

AWARDS & RECOGNITIONS

Cannes Lions >  Shortlist Media    

WARC >  Innovation Book

Young Lions >  Media

Colunistas

AB Inbev >> Antarctica

Challenge

Since 2008, Antarctica (biggest beer brand in Rio de Janeiro) has been sponsoring Carnival street parties to strengthen its relationship with its audience and drive brand awareness. However, it can be challenging to stand out among the sponsors and parties at the annual festivities.

Antarctica did not want to fade into the background at the biggest celebration of the year, and the brand wanted to appeal to the younger subset of Traditionalist audience. This tech savvy and trendsetting target had distanced themselves from the brand because its communications were not relevant.

To increase relevance and enhance the target’s Carnival experiences in a discernible way, Antarctica set out to solve a common problem party-goers faced at the festivities. While beer, music, and dancing where easy to come by at Carnival, finding a nearby bathroom was much more difficult. This issue caused problems for both revelers and local authorities, so Antarctica created a solution in the form of an app.

Idea

Antarctica created APPee, an app that worked similarly to AirBnB. Local homeowners registered their bathrooms on the app, and during the festival, people could check the app to find a nearby bathroom to use. The service only required that those using the bathrooms show a can of Antarctica beer to gain access.

The project was divided into two stages. First, an online campaign introduced the app and sought to get as many people registered as possible. In this phase, the brand was targeting those who might be interested in registering their bathrooms and those who anticipated needing a bathroom at the celebration.

Once Carnival was in full swing, a team monitored social media to ensure the app was functioning effectively during the event. On Fat Tuesday Antarctica shared a video case study of the initiative on YouTube and Facebook to increase visibility.

The app was developed for both iOS and Android, and it was free to download. Through the app, users’ location data helped them find nearby, available bathrooms. Bathroom owners were compensated by the brand for opening their doors to the public and users could rate the bathrooms through the app, as well.

Results

The first stage of the campaign saw engagement, clicks, and views double the average for other campaigns with the same format. The app was downloaded thousands of times during Carnival, and the bathrooms were used by more than 2,000 people with 95 percent positive reviews.

At Carnival events where the app was not active, attendees expressed interest in wishing the app was available. Local authorities are interested in partnering to finance the project for next year's Carnival.

AWARDs & recognitions

MMA 2018 > Silver Global Winner, Innovation

CCSP* 2018 > Silver, Digital

*Brazilian Creative Annual

Ruffles

Challenge

Ruffles, a PepsiCo brand, launched a national competition in Brazil entitled “Ruffles: please do me a flavour”, which allowed consumers to create new crisp flavours. The three most voted for flavours were produced, launched in Brazil and winners won 1% of the product sales.

PepsiCo partnered with BBDO to develop ways that Ruffles (a brand in the daily routine of Brazilian teenagers for more than 30 years) could refresh their tone of voice to reach the new generation.

The challenge was to identify what type of content Generation Z was interested in to define the tone of voice of the brand to launch the competition.

Process

A user-driven approach was proposed to track real teenage behaviour, using real life data such as analysis of content of their favourite TV shows, movies, music and even Youtube channels and videos.

Aside from internal tools, desk research and qualitative interviews with parents, outside resources were possible to include due to the relationship I have built over time with technology partners such as Google.

Different partners were connected and sources of quantitative databases were used to analyse all data to direct the qualitative content analysis. Therefore, we were able to discover teenagers interests and articulate insights that informed and inspired the creative team to produce relevant content to teenagers.

The output of this analysis was a simple word cloud that was able to translate the quantitative and qualitative input to inspire the team. The size of the word indicates how important the subjects were and helped the creative team to prioritize creative approaches.

Results

We were able to influence the content produced by the creative team, and extraterrestrials and  'undead' characters were used showing their friendship with Ruffles consumers with a sense of humour.

Using the right tone of voice, Ruffles was able to get closer to the new generation, which has encouraged them to co-create a new flavour for the crisps and impacted positively on the sales of the product. 102,778 people have registered their new flavour and 231,194 people voted for their favourite options between three top ranked options: Burrito, Feijoada (a traditional Brazilian dish) and the winner, Calabrese.

It was a great experience connecting unexpected partners and different databases, using a user-centric approach. The team had fun with the discoveries, learning how to connect the dots and balance criteria from different sources.

Almap BBDO

Challenge

I have always had a strong interest in creative processes. I took an “Ideas Course” at the University of Arts (London) and a one-year Service Design course at a school created by Livework founders in Brazil in 2012. Since then I started to apply the Service Design mindset and tools in my daily routine to develop strategic thinking to global brands such as Volkswagen, Visa, Pepsi and Mars.

When I started to work at BBDO Sao Paulo (full-service ad agency) as an Insights/Connections Planning Coordinator, the challenge of the area was: How to leverage the area in order to increase the strategic and creative relevance within the company, integrating teams across floors and disciplines?

With that in mind, our goal was to start designing a human-centric approach for the communication planning and stop considering only the traditional way of thinking (e.g. demographic). By that time, my study background in Service Design was fundamental to re-thinking the process and establishing new connections across multidisciplinary teams.

Process

By that time we raised our relevance introducing the strategic thinking such as Persona, Blueprints of path to purchase journey, sector and trends analysis, qualitative research focused on media channels and even concept tests for campaigns.

I lead the process to implement the co-creation workshops based on the Design Thinking methodology (internal with interdisciplinary teams and external with clients) and multiple training about Design Thinking, Service Design, Digital and Innovation culture based on existing online courses such as Design Thinking (Stanford, NovoEd) and international travel such as San Francisco where I visited innovative places like IDEO, AirBnb, IBM Design studio, d.school, Facebook, Google and Rainbow Mansion.

Also, I built a solid relationship with key technology and media partners to provide Insights from exclusive sources and I was selected to be one of the Digital ambassadors in the company for digital insights using tools such as social media listening, Facebook, all Google tools, ComScore and Online surveys.

Results 

Touchpoint’ strategy started to be developed based on the human-centric approach and ideas started to be generated based on the service design mindset.

The area started to be considered relevant and teams felt confident to involve us in every briefing/pitch to contribute with creative insights and defend ideas rationally to clients. Most important, our deliveries became part of the full process of the agency once we had impacted positively on traditional ways of thinking.

In addition to a few awards, I was promoted to Insights Supervisor in a year and I was invited by renowned schools, universities and events in Brazil (such as Universidade de São Paulo and The Developers Conference) to talk about my experience of disseminating the culture of innovation in an ad agency.

Co-creation >> workshop

Amplify

Challenge

Amplify Creative Communities was initially started by the DESIS Lab within Parsons The New School of Design in New York City. This project provides a platform to expand community initiatives that develop more positive ways of living and working.

The Brazilian version, Amplifica Pompeia, began in 2013 as an integral part of the 10th São Paulo International Architecture Biennale, which was a result of a partnership among Parsons, Biennale, SESC Pompeia and Hivelab - School of Service Design.

Our challenge was to enter Vila Pompeia, a traditional neighborhood in São Paulo where a large number of factories settled out, and discover an array of urban activists working to improve lives and build sustainable futures. Thus, it could provide a space for people to express their major concerns regarding the city and encourage them to take action.

Process

We visited over 30 community initiatives in the region and selected 12 that came from within the community, were collaborative and had a positive impact on society. Based on rigorous observations and in-depth interviews with members of the initiatives, we organized them into 4 themes and produced videos to tell the stories.

It was essential to provide a space for people to express their major concerns regarding the city, and then encourage them to take action. Every week a new question was displayed on a board at the exhibition and people were invited to write their answers on post-its and share them on the board.

In addition, two workshops were also held inviting visitors to engage using design thinking tools to create proposals for urban issues like urban mobility and sustainability in small groups that could be immediately applied.

Results

We knew that there were other inspiring projects currently taking place that we missed. So, as part of this project, an interactive map was created and people participated by writing down on cards how such initiatives transform urban life, and placed them on a map. After the exhibition, a new map was created on Google Maps with all the initiatives.

Amplify Creative Communities provided a platform to expand community initiatives that develop more positive ways of living and working. By disseminating collaborative initiatives that result in new and sustainable lifestyles, the project inspires individuals to adopt transformative examples.

Co-creation workshop >>

Teto

Challenge

TETO is a non-profit organization in Latin America that was created in Chile and aims to overcome the extreme poverty situation in which very precarious communities have millions of people living.

Our challenge was to map key communities to start working closer with those individuals who dreamed together for better life conditions, who refused to accept the existing poor conditions and then decided to take action, creating new spaces and opportunities. Families living in most precarious conditions are chosen and emergency homes are built for them.

Process

TETO work is divided into 3 phases: 1) know the community and build emergency homes 2) accompany families 3) co-create and implement social development with the locals.

I have trained and lead a team of 10 people to apply a 2 hour questionnaire co-created with the Brazilian Institute of Geography and Statistics (IBGE) across 50 households in a poor community in São Paulo in 2 days and also helped to build 5 emergency houses, leading the process of 3 of them.

Results

When constructions were completed, visits were organized to follow the evolution of the family. It means to check, for instance, if all are working or if children are going to school. Emergency homes are an excuse to enter the community, once the non-governmental organization gains the trust and cooperation of residents, a social development plan is co-created and implemented together with the locals.

My personal learning was to have a hands on experience, acting as a transformation agent and see the evolution of some families that I have worked closely with.

Field Research & Construction >>