The EFFIE® Ukraine Awards
Seminars September, 2006
About the EFFIE® Awards

EFFIES recognize advertising effectiveness

Celebrates advertising that produces an intended
effect—the ability to achieve marketing goals

Other advertising awards generally recognize
creativity, often for a single execution or medium
– Judging for these often highly subjective

EFFIE Awards
– Judge a marketing brief of effectiveness
– Judge entire advertising campaign
– Have more objective judging criteria
EFFIE Around the World
33 Countries
Americas
Argentina
Chile
Colombia
Ecuador
El Salvador
Guatemala
Mexico
Peru
USA
Asia
China
Hong Kong
India
New Zealand
Singapore
Europe
Austria
Belgium
Czech Republic
Finland
France
Germany
Greece
Hungary
Iceland
Israel
Netherlands
Poland
Romania
Russia
Slovak Republic
Slovenia
Switzerland
Turkey
Ukraine
Judging the EFFIES

There are generally 2 judging phases: first round and
final judging
– In Ukraine this year there will be 2 judging rounds, in
October and November
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Judges must sign a confidentiality statement in which
they promise to keep confidential any material that is
reviewed
– No entry briefs, materials or notes leave the jury room
Judging the EFFIES

When reviewing the creative materials, judges must
keep in mind
– the creative strategy for the campaign
– how well the campaign delivers on the creative strategy
– whether the various creative executions are synergistic
– how well they believe the campaign drove the results
presented in the brief of effectiveness
Scoring the EFFIES

Recommendation is to use 100-point scales
– Can score from 1 to 100, where “1’ is lowest


Score Marketing Challenge, Media Strategy, Creative
and Results on the 1-100 scale
EFFIE score is a weighting of 23.3% each of scores
for Marketing Challenge, Media and Creative, plus
30% for Results
More Information

More information and entry form available on
EFFIE Ukraine website:
www.effie.org.ua
Ukraine Effie Calendar
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01.08: Call for entries
04-08.09: Training
29.09: Jury announcement
29.09: Deadline for entries
09-10.10: Jury training
23-27.10: Round one judging
06-11.11: Final round judging
30.11: EFFIE Conference
01.12: EFFIE Awards Gala
Brief of Effectiveness
Brief of Effectiveness

EFFIE Ukraine Briefs contain these areas
– Category classification
– Marketing Challenge
– Campaign Objectives
– Target Audience
– Creative Strategy
– Media strategy (and size relative to category)
– Media & Media Spend
– Other Communications Programs
– Marketing Components
– Evidence of results
Brief of Effectiveness
Personal advice on a “good” brief:
In your business lives, what would constitute a good
expression of a marketing plan? A good statement of
marketing, advertising or creative strategies?
Brief of Effectiveness

Clear and easy to read
 Direct, simple, linear, in its story telling
 Concise; avoid making the same point in different
words
 Avoid effusive hyperbole
 Quantify your results
– Avoid “hearsay”
– Organize results according to objectives
Brief of Effectiveness
Major Brief Components
Marketing Challenge
“A concise description of the marketplace and the entry’s role within
market. Should briefly recap industry trends, competitive
environment and positioning. Cite sources where possible.”


The situation analysis—providing context for the
campaign objectives
Useful to provide material threats and opportunities
that help define the marketing problem
Market Environment
2000: Lay’s Chips Launch—EFFIE Hellas
“The market of salty snacks is defined as the total of products of potato,
corn and other snacks. From 1995 to 1997, the market for such products
was in decline (~-4,5% yearly) due to the significantly falling sales of
“garidakia” (an average of ~-14,5%). On the contrary, during the same
time, the purchase of chips was steadily on the increase (~+10% annually).
In May 1998 the launch of Pringles brought about an amazing increase to
the purchase of potato snacks (+33%). Nielsen measurements (Sept.-Oct.)
showed a loss of market share for Tasty Chips (13,5% from 25% of the
total of snacks market) and a superiority for Pringles (33% of the total
snacks market). At the same time, new products were entering the market
(Roasters 3E, Grill Chips Tottis) which were backed by intensive
advertising campaigns – Clutter + Spending + high GRP’s.
Market Environment
2000: Lay’s Chips Launch …cont’d
“The launch of Lay’s was being prepared since 1997. Constant
improvements (product, package, quality checking) aimed to an extra
upgrading of the first in preference and sales Tasty chips. They also aimed
to identify them with the high standards of quality that Lay’s (No 1 in the
world) are known for.
The launch of Lay’s took place in January 1999 and played an important
role in the enlargement of the potato snacks market.
Source : (Nielsen, Ex-Factory Sales)”
Marketing Situation & Objectives
2000: Křupetto Snacks—Czech Republic
“Segment of extruded snacks represents 16% of total salty snacks market
(potato chips, nuts, salty sticks, etc.) Although the snack market is
growing, the extruded snack market shows a stable trend
Vitana has launched a new extruded snack line of products, Křupetto, in
1999.
The competitive scene in the Czech Republic is strongly dominated by the
well established brand Bohemia (mainly chips), followed by extruded snack
brands Chio, Oneš, Canto, Wolf, etc.
The long-term marketing objective was to be number one in EXTRUDED
snacks category within three years’ period.”
Marketing Challenge
Q&A
Campaign Objectives
“State specific goals for campaign. Examples: to meet concrete
share or sales target; obtain specific behavioral response; modify
existing brand perceptions; establish new product awareness.”



Should derive directly from the marketing challenge
Should be expressed in numerical terms as much as
possible
Should be achievable mainly through advertising
Campaign Aims
2000: Lay’s Chips Launch—EFFIE Hellas
“The Nielsen survey for Sept to Oct. ’98 recorded a market share of 32,8%
for Pringles and 13,5% for Tasty chips –the largest and smallest
respectively in the total snacks market.
1999 market aims were set on a 12month basis from this particular point in
time (Sept –Oct 98 to Sept –Oct 99). Those were :
•To increase Lay’s sales : 8% increase of volume sales;
•Lay’s market share to become 20% as opposed to current 13,5%;
•Erosion of Pringles market share (32,8%) by 50%;
•Maintaining spontaneous awareness for Lay’s at 59% in the snacks
market (salty snacks, chocolates, ice creams, croissants, biscuits, nuts)
Source : Ex-Factory Sales, AC Nielsen, Consumer Regard”
Campaign Objectives
2000: Křupetto Snacks—Czech Republic
“To introduce new snacks brand on the market and drive its high
awareness.
Secondly, to establish Křupetto snacks as crunchy chips for young people.”
Campaign Objectives
2001: CNS (Breathe Right Nasal Strips)
“The team set five key objectives to be achieved in order to meet the
marketing challenge:
1. Increase sales by at least 5 percent in the cough-and-cold season
corresponding to last year, and continue growth throughout the year
2. Raise awareness of the brand and its advertising by at least 10 percent
among females
3. Widen perceptions that Breathe Right is an effective remedy for nasal
congestion
4. Create a television spot that exceeds copy testing norms
5. Develop a direct-response television campaign targeted at core users
(the guys who snore) that achieves an effective and efficient goal of $10
cost per inquiry”
Campaign Objectives
Q&A
Target Audience
“Provide target audience definition or profile and rationale. To
whom was campaign directed and why was it selected?”


Should derive directly from the marketing challenge
Should be consistent and relevant to the campaign
objectives
Target Audience
1999: Pella Windows
“Target Audience: Homeowners Who Want the Best
Who were likely to want to install Rolscreens? People who:
•Look for state-of-the-art products to fill their needs
•See their homes as an extension of their personal taste and style
•Are willing to spend time and money—and, at that, a considerable amount of both—
to complete their dream homes
•Hate the hassle of installing window screens every spring and removing them every
fall
•Know that traditional screens not only ruin the look of but dim the view from their
beautiful windows
•Feel they have no option
Just who are these people? They are well-educated 35-45-year-olds who have
household incomes above $75,000. They are America’s upscale,
Mature homeowners.”
Target Audience
Q&A
Creative Strategy
“Describe strategy on which advertising was based. What was
message wanted to communicate? Why was this message
chosen? What insight from target audience or marketplace led to
strategy?”
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
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Should derive directly from the marketing challenge
Should be consistent and support the campaign
objectives
Should be relevant to the target audience
Creative Strategy
2000: Křupetto Snacks—Czech Republic
“The main objective was to create ‘hunger’ for the new brand via unique promise of
‘LOUDEST CHIPS.’ The reason behind the loudest chips positioning was that
‘crunchy’ (i.e. loud) chips evoke good quality and freshness which is one of the top
motivators in the snack category. Additionally, crunchy (křupavý) is perfectly in line
with the product name ‘Křupetto.’ Having the loudest chips gave us a good platform
for creative executions which are teen relevant.
- Professor TCV—student listening to boring lesson at school
- Violin TVC—sibling listening to younger sister’s horrible violin practice
- Mother TVCF—mother talking down to teen child
- Party TVC—young girl listening to slimy boy’s monologue
Creative Strategy
2001: Nissan Xterra
“Absorbing the findings about the target audience, the team agreed that if this
special young target was to have a unique relationship with the Xterra brand it would
have to see the Xterra as their SUV and theirs alone. The car would have to
connect with them on an emotional level. They would have to become not merely
Xterra owners, but Xterra evangelists.
The creative strategy proposed to the client to set a role for advertising: It must
make Xterra the SUV designed for the outdoor enthusiast. How? By treating Xterra
as a piece of functional equipment.
‘Everything you need, nothing you don’t’ – that tagline effectively summed up the
strategy. It made clear where Xterra stood in the SUV market. Creative executions
focused on the car’s functional features and accessories, such as its tubular-style
roof rack with gear basket, the large cargo area, the Xterra first aid kit, and such
optionals as the interior bike carrier, water resistant seat covers, and roof-rack
attachments co-branded with Yakima. While most of such options were available for
almost any SUV on the market, the Xterra advertising put these product attributes to
work to make the message about gear not only tangible but credible and unique to
Xterra…
Creative Strategy
2001: Nissan Xterra, cont’d
“Overall, Xterra marketing communications captured and built on the spirit of outdoor
enthusiasts. The imagery depicted what the enthusiast aspires to. The
performances were not by actors but by athletes. The tone evoked a desire to get
outdoors, and the message drove home the fact that Xterra is special gear that
helps you get there and play there.”
Creative Strategy
Q&A
Media Strategy
“How did media strategy & selection complement, integrate,
enhance and/or reflect the campaign objectives and creative
strategy? Give indication of media budget size relative to
competition and previous year.”

Should be consistent with target audience
 Should detail spending trend
 Should indicate share of voice, where possible
Media Strategy
2000: Lay’s Chips Launch—EFFIE Hellas
“Target Audience : Adults 15-44, with emphasis on age group 25-44.
• The chips category budget was down in 1999 (21%) with a total media spend of
1.684 mio drs. [US$4.55 mio] as opposed to 2.130 mio. drs. [US$5.76 mio] in
1998.
• Lay’s were the market category leader in 1999 with 45% share of media spend,
followed by Pringles (30%). At the same period, Lay’s media spend was down
by 8,2% compared to the Tasty Chips media spend in 1998 (768 mio drs.
[US$2.08 mio] compared to 836 mio drs. [US$2.26 mio]).
• Primary use of television, with the aim to achieve pan-hellenic awareness for the
renaming of the brand and the launches of new flavours, quick penetration of
target audience, building high coverage and effective controllable frequency.
• Secondary use of outdoor with the aim to strengthen the launches in a short
period and to a wide public, in strong local areas (Athens-Thessaloniki).
Media Strategy
2000: Lay’s Chips Launch—EFFIE Hellas, cont’d
• Supplementary use of radio aiming to attract and strengthen appeal to younger
age groups (15-34).
• Tactical actions on TV : maximization of effective coverage (3+) at 60% target
audience levels, high advertising pressure / week (205 GRP’s/week) on much
higher levels compared to standard for category, use of cut-versions for high
GRP’s with a specific budget, one week overlap of different campaigns.
§
Source : Media Services”
Media Strategy
Q&A
Other Communications Programs
“Describe other marketing programs such as couponing, sales
promotion, product sampling, direct response, point of sale, revised
pricing, promotion or distribution, etc., that may have affected
results.”

Enables the jury to assess whether factors other than
advertising had a role in results and to what degree
Other Communications Programs
2001: Maybelline Cosmetics
“PR, POP, Sponsorships, Sweepstakes
Along with the media plan came several special programs.
• Introduction of Sarah Michelle Gellar as the new ‘face’ of Maybelline, along with
several new products, all included in a comprehensive public-relations program that
ranged from extensive publicity to special events
• A sweepstakes to select the ‘Maybelline 5’—a representative group of five young
women who are teens and collage-age
•Launch of the Web site Maybelline.com, offering content as well as community and
featuring the opportunity to interact with the Maybelline 5
•Sponsorship of such events as the ‘Divas’ special on cable channel VH1 and Teen
Magazine’s search for models
•Such point-of-purchase materials as in-store displays, product testers, and
informational brochures
•In-magazine couponing, to pull traffic into stores”
Other Communications Programs
Q&A
Evidence of Results
“Evidence must relate to campaign objectives. If objective was to
increase sales, indicate sales response. If campaign attempted to
bolster corporate image, how do measures show this? Need not
disclose confidential information; results may be indexed. Be as
specific as possible in documenting evidence: provide source,
research involved and time period of data. EFFIE reserves right to
contact sources for verification. Failure to reference a source will
result in disqualification.”

Do NOT have to disclose confidential data
 Sensitive data generally handled by indexing
 Organize results according to specific campaign
objectives
Substantiation of Results
2000: Lay’s Chips Launch—EFFIE Hellas
Target
Results
Status
To increase Lay’s sales :
8% increase of volume
sales
+23% in volume sales
Above Plan
Lay’s market share to
become 20% in Sept-Oct
99 as opposed to 13,5%
in same period of 98
21,7% market share for
Lay’s
Above Plan
Erosion of Pringles market Pringles market share
share (32,8%) by 50%
became 15,3%
Above Plan
Maintaining spontaneous
awareness for Lay’s at
59% in all snacks market
(salty snacks, chocolates,
ice creams, croissants,
biscuits, nuts)
Above Plan
Spontaneous awareness
for 1999 at 68%
Sources : Ex-Factory Sales, ACNielsen, Consumer Regard
Evidence of Results
2000: Coca Cola Co. Mello Yello
“From Decline to Growth”
Were the challenging goals met? They were more than achieved. Despite the fact
that the Mello Yello advertising budget was only a fraction of the total category’s and
that this brand was up against one of the most successful brands in all of marketing,
qualitative research (source: The K Group) showed that consumers no longer associate
Mello Yello with traditional citrus imagery. Rather, in the opinion of its target
audience, Mello Yello has become (as one respondent put it, ‘its own thing.’
Evidence of Results
5
Previous Quarter
% Change of Volume from
Quarter to Quarter Change in
Sales Volume
0
-5
-10
-15
-20
Series 1
Q1 '98
Q2 '98
Q3 '98
Q4 '98
Q1 '99
Q2 '99
-8.4
-19.1
-12.6
-8.5
1.6
2.0
“Goal: Stem the sales decline of Mello Yello. Results: Advertising launched in
the first quarter of 1999 not only stopped the decline. It established two
quarters of growth (source: Nielsen Volume through 6/99…
Evidence of Results
2000: Coca Cola Co. Mello Yello, cont’d
“Goal: Maintain the key group of consumers: that percentage of all Mello Yello
drinkers who drink the product every day. Results: The frequency of daily
consumption was not only maintained. It increased by 200 percent (source: CCT+,
Coca Cola Proprietary Tracking).
Pre-Advertising
% of Drinker Population
that drinks Mello Yello
on a daily basis
Post-Advertising
Q4, 1998
Q1, 1999
Q2, 1999
100
200
300
Conclusion? Advertising beamed toward the male high school senior was building a
deep relationship with the consumer. That translates into loyalty—a sure sign of a
stable basis for continuing growth.”
Evidence of Results
2001: CNS (Breathe Right Nasal Strips)
“The goals had been challenging. Were they met? Check these objectives and
results:
Objective 1: Increase sales by at least 5 percent in the cough-cold season
corresponding to last year, and continue growth throughout the year.
Results: While the category gained a minimal 1.4 percent in the Cough/Cold
season and declined over the year, Breathe Right sales rose almost 7 percent
over the season and were up 10 percent throughout the year.
Objective 2: Raise awareness of the brand and its advertising by at least 10%
among females.
Results: Based on pre and post awareness studies (October ’99 and March
’00), unaided awareness of the Breathe Right brand rose 87.5 percent, while
unaided awareness of its advertising increased 116.7 percent.
Evidence of Results
2001: CNS (Breathe Right Nasal Strips), cont’d
Objective 3: Widen perceptions that Breathe Right is an effective remedy for nasal
congestion
Results: Based on pre and post studies of awareness and usage, perceptions
of Breathe Right as a nasal congestion remedy increased 56.3 percent while
perceptions of the brand’s value in snoring held steady at 40 percent.
Objective 4: Create a television spot that exceeds copy testing norms.
Results: The ‘Kinda Weird’ commercial shattered norms in the Ipsos-ASI
Cough/Cold category. With a 223 copy-effect index, it scored 71.5 percent
above the previous high. And the spot ranked among the 100 top-scoring
spots for all categories in the 1990s.
Objective 5: Develop a direct-response television campaign targeted at core users
(the guys who snore) that achieves an effective and efficient goal of $10 cost-perinquiry.
Results: Agency research found total inquiries exceeding the planned goal by
140 percent, at a cost-per-inquiry 68% below the goal.
Evidence of Results
2001: CNS (Breathe Right Nasal Strips), cont’d
Summary:
Nielsen Data
Total $ % changes vs. last year
Category
Breathe Right
C/C Season 99/00
+1.4%
+6.7%
10/99 – 9/00
-2.4%
+10.2%
Murphy Research Services A&U Study
Brand Awareness
Advertising Awareness
Usage Perceptions
Pre (10/99)
Unaided 8%
Unaided 6%
Nasal Cong’n 16%
Snoring 40%
Post (3/00)
Unaided 15%
Unaided 13%
Nasal Cong’n 25%
Snoring 40%
Evidence of Results
Q&A
More Information

More information and entry form available on
EFFIE Ukraine website:
www.effie.org.ua
2006 EFFIE® Ukraine Awards