U.S. ARMY (Office of Economic & Manpower Analysis)
Casey Wardynski Col.
Michael Marty Maj.
Randy Zeegers Lt. Col.
KELLOGG
Etienne Patout
Nicolas Amaya
Michael Sargeant
Brian Seel
Dir.-Mktg.
Assoc. Dir.-Mktg.
Assoc. Brand Mgr.-Mktg.
Assoc. Mgr.-Mkt. Rsch.
IGNITED LLC
Eric Johnson
John Truscott
John Carlisle
David Lock
Brynn Harris
Oogie Lee
Jarrett Farls
Pres.
Exec. VP-Acct. Services
Acct. Dir.
Event Mgr.
Dir.-Experiential
Design Dir.
Assoc. Creative Dir.
LEO BURNETT USA
STARCOM WORLDWIDE
BIGGS-GILMORE
Per Jacobson
Zachary Chester
Hillary Tandrow
Robert Ferdman
Kimberly Wicken
Dave Kuta
Creative Dir.
Creative
Creative
Acct. Dir.
Acct. Super.
Acct. Exec.
VIRTUAL ARMY EXPERIENCE
The U.S. Army's recruitment campaign has increased its investment
in event programs. Because many events promote the spectacle
they attend, such as NASCAR, rather than promoting the benefits
of a career in the Army, they have failed to deliver results. A new
approach called the “Virtual Army Experience” allows people to
learn about Army careers, experience a simulated mission and meet
soldiers. This approach has generated high-quality leads, reduced
the cost per lead and improved qualitative perceptions of an
Army career.
CRAZY GOOD HIDE & SEEK
In late 2007, Kellogg’s Pop-Tarts dollar sales dipped after 12 months
of attack in Pillsbury Toaster Strudel’s campaign. To regain and
maintain its position, the brand had to strategically defend itself by
going on the offense. The focus was on the brand’s key differentiating
feature, breadth of flavors. The campaign engaged kids with a
real-time game of hide & seek in the fantasy “Crazy Good” world
where they sought out the different flavors that were hiding.
The result? The brand actually increased flavor requests and
ultimately sales.
