Case Study 1:

Digital Marketing Case Study: AEROBLU Philippines

Overview
Aeroblu Philippines is an India-based company that offers affordable, beautiful and
comfortable footwear that can be purchased in leading malls nationwide. Their primary
goal is to introduce AEROBLU slippers to all the women across the Philippines by
building brand awareness through the online platform.

Services:
Social Media Marketing (Facebook organic posting & Facebook paid ads campaign)

Facebook Campaign

6vvUpon launching the official Facebook page of Aeroblu Philippines, LeapOut Digital
came up with a way to utilize the platform to keep in touch with the brand’s target
customers. Since it’s a new Facebook page, we started by creating content through
publishing organic posts containing useful information about the brand and how it is
different from the competition.

The first step is to generate useful content so that once the Facebook paid ads
campaign started, the target customer can find credibility on the page.

Facebook Organic Post

Before we created the page, we already planned the

content to post on the page. Working on the content plan first will help maintain a
consistent voice, establish social goals, and familiarize ourselves with the competition.

Digital Creatives
These are the visuals that we are going to use on the digital campaigns including the
organic posts and Facebook ads. On our end, we explored different executions by
taking professional photographs of all Aeroblu products.

Facebook Paid Ads Campaign

The kind of Facebook ads that suited that brand are Page Likes Ads, Facebook Dark
Posts, Organic Boosted Post and Carousel Ads.

 Page Likes Ads: This is the easiest ad for increasing your page likes. It can be
displayed on all placements that include a visible call to action for users to like the
page.
ACTION: By the time we came up with content for organic posts on Facebook, we
 started generating Facebook Page Likes Ads.

 Boosted Post: This ad format allows organic Facebook posts to be amplified in order
to increase its reach.
ACTION: LeapOut Digital came up with several types of engaging organic posts to

reach prospective customers.

 Facebook Dark Post: This ad can also be called “unpublished post.” It means it will
not appear on the page timeline but it can be shown on a specific targeted location.
ACTION: Since the slippers are available nationwide, we targeted several specific
locations depending on the product’s demand.
 Carousel Ads: This is an ad format that lets the brand show up to 10 images and/or
videos, headlines and links, or calls to action in a single ad unit.
ACTION: By the time that Aeroblu was made available for online purchase,
LeapOut Digital strategically generated this ad to promote and increase online
sales.

Community Management
After massive ads placements, we made use of the advantages of having a proper and
organized community management. The right ads to the right customer means also
having a massive number of inquiries. Community management is about the
relationship of the brand and how it seizes opportunities to interact with the community
in online spaces. For LeapOut Digital, it is a key part of any social strategy. Managing
the social community is a long-term process in order to become a strong brand.

Result
As LeapOut Digital implement those digital strategy, here’s the online presence of
Aeroblu Philippines after 6 months:

 We got approximately 60,000 Facebook likes

 We are getting an average of 2,000 unique private messages in Facebook per
month (Most inquiries are questions about the price and location of the store.)
 We are getting an average of 200 engagements per organic post and 7,000 average
engagements on boosted posts. (This includes post likes, comments and shares.)

What to do next?

Planning the next action can depend on the brand’s challenges that we observed
throughout the campaign. For the 6 months of studying Aeroblu’s customer behavior,
we noticed the need for having their own online shop for the convenience of the
customers. For the next step, we are now in the process of launching the e-commerce
website of Aeroblu Philippines as well as doing Search Engine Optimization to increase
the site’s appearance in the search engine results.

https://leapoutdigital.com/digital-marketing-case-study-aeroblu-philippines/
Case study: BDO and Interbrand

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The Background

BDO Unibank, Inc., commonly known as Banco de Oro or BDO, is a full-service

universal bank in the Philippines. It provides a complete array of industry-leading
products and services to individuals or small businesses, and large corporations and
institutions.

In 2007, BDO merged with Equitable PCI Bank. As a result, BDO needed to establish a
strategic brand framework to bring to life the business strategy post-merger and to align
its culture with the combined bank’s vision.

“We were just coming off a merger of two big institutions with three distinct cultures and
we were operating as an entity without a unified message, nor a common value
proposition. We needed to unify our story under one brand proposition that is common
and genuinely practiced across the whole Bank – one that is anchored on service, the
genuine desire to help customers and the ability to think out of the box,” shared Nestor
Tan, Director, President and Chief Executive Officer at BDO Unibank.

To achieve this, BDO worked with long time branding partner, Interbrand, to first
establish a strong brand foundation and then to help the bank’s employees deliver the
brand experience.

The Context/Challenge

Working with clients across the region, Interbrand has found that effective employee
engagement that truly drives business performance is rare. Too often, efforts suffer from
several fundamental yet addressable flaws: First, leaders throughout the organization
do not own employee engagement efforts – they tend to fall under the guidance of
human resources or communications divisions without strong leadership from the top.
Secondly, these efforts approach the workforce 
as one homogeneous entity and fail to
acknowledge the very different needs and motivations of employees throughout the
organization. As a result, messages become diluted and fail to resonate with intended
audiences.

Today, the conventional view of employee engagement is that it’s primarily an internal
communications endeavor with the fairly limiting objectives of sharing business goals
and explaining how job functions support these goals. Such initiatives do not link
employee behavior to the desired customer experience and thus fail to create real
impact to the business.
 After developing the strategic brand proposition “We find ways”, Interbrand worked with
BDO on a number of initiatives that focused on building a stronger employer brand
through employee engagement. The objective of these initiatives was not only to
compete more effectively for talent, but also to embody the ‘We find ways’ service
proposition through the company’s culture.

The Solution

BDO’s branches are at the forefront of setting high standards as a sales and service-
oriented, customer-focused force.

The customer experience is in many ways the 
sum total of what’s transpiring inside an
organization, sometimes even indirectly. If there’s no alignment of internal behaviors, it
seeps into the customer experience. Yet, if every individual in the business is aligned
and working in harmony, then customers will experience that positive coherence every
time they interact with the company. This brings about the very tangible benefits of more
customers, greater loyalty, and premium pricing.

What was needed at BDO was a move away from simpler models of broadcasting in
favor of a segmented, tailored approach that truly activated employees as agents of
business growth – from understanding to action and from action to initiative.

“We recognized that sustaining the brand proposition was key, especially with the
turnovers, and the growth and expansion of the business across markets and
geographic location. We focused on the customer experiences we wanted to nurture
and then worked with Interbrand to highlight the behaviors that brought BDO’s brand
proposition to life,” added Tan.

The following practices have been key to delivering BDO’s employee engagement
effectively:

 This was an initiative endorsed and led by BDO’s President and senior leadership.
While employee engagement efforts may start from the bottom up or within one division,
true organizational impact ultimately requires the support of top leadership.
 Segmenting the workforce similar to segmenting customers – it’s important to work not
only with HR, but also key business and functional heads to understand the different
needs of diverse employee groups. An individual working as a bank teller in the
provinces will have different motivations than that of a senior banker working in head
office.
 Move beyond internal communications – emphasize how to live the brand through
actionable behaviors and link these actions to desired customer experiences.
 Help internal staff understand the role they play on the outside. Many back-office
function employees don’t understand or even realize the vital role they play in delivering
and influencing the customer experience.
 It’s important to generate a sense of momentum and energy. An effective tactic is to
pilot programs that quickly demonstrate the positive business impact of engagement.
 Create scalable solutions that can easily be accessed and delivered through digital
channels. For BDO, Interbrand created an internal socialization tool that allowed staff at
all levels and all locations to search and share exemplary ‘We find ways’ success
stories.
Business Results

Today, BDO maintains a strong Number 1 or 2 market share position in almost every
major product category of significance. It has become the overwhelming image leader in
terms of defined brand attributes, critical awareness and patronage – surpassing its
nearest competitors within three years of establishing its brand proposition.

Annual usage, attitude and image studies since 2010 show that customer experience in
the branch network has been a major driver of BDO’s image, along with the advertising.
Since the beginning, the BDO customer promise has been consistent and unchanged
as “We find ways” – and supported by its customer service philosophy. This
commitment is reflected in BDO’s customer tracking scores over the past 5 years, in
which the bank’s main index score exceeds both regional and global standards.
Additionally, among local multi-banking customers, the tracking likewise shows BDO’s
significant advantage over its nearest competitors.

“Interbrand helped us with a program to instill behaviors in our staff that bring our brand
proposition to life. More than a cultural aspiration, our employees genuinely practice
‘We find ways’ to help our customers. They’re engaged and are proud to work for BDO,
always going the extra mile to ensure that customers receive the best overall banking
experience, and deliver better results for all stakeholders,” concludes Tan.

https://www.marketing-interactive.com/features/case-study-bdo-interbrand/

Case study on Coca-Cola Company Advertising & Sales Management

Coca Cola is a leading company in the beverage sector. It provides its esteemed
customers globally over 500 brands with over 1.6 billion drinks per day. The Company
was founded in Atlanta USA by Doctor John Pemberton in 1886. Coca Cola would then
initiate a long term partnership with the Olympic Games that runs to date for
advertisements. Coca Cola has since been promoted as a brand that is linked to fun
and even good time offering not just refreshments but also life enjoyment. This brand
has thus gone beyond a drink it is instead considered by many as a lifestyle (Bennett,
1998).
Coca Cola as a brand has differentiated itself in the world markets through cost
leadership. By doing so the company has managed to extremely lower its cost of
production in the industry. Most market segments tend to have an emphasis on the
minimization of costs. Once the attained selling price equals the market average the
lowest cost producer is likely to enjoy greater profits. Coca Cola has employed
branding as well as cost leadership in its US and global expansion strategies; In the US
it successfully differentiated itself when it positioned itself as an American icon.
Combined with its advertising slogan Always Coca Cola these patriotic images that are
reinforced with the perception that it has been existing for long has assisted it sustain
its brand loyalty from the year 1886 (Bell, 2004).

Coca Cola’s Selling Strategy

Coca Cola should start considering adopting another brand image. This is
because most specialties in the industry perceive its brand as outdated. This Rockwell
branding has as a matter of fact segregated youthful consumers. On the other hand its
main rivals Pepsi have been employing young people in their adverts. Forinstance they
have used Britney Spears who has great appeal amongst youthful Americans (Wall and
Rees, 2010).
The company also employs the marketing mix strategy to sell its products
globally. Through the 4Ps of marketing mix place, promotion, price and product the
company has managed to ensure that their products appeal to different consumer
segments. The company makes heavy investments not just in its brands but also in
their quality. Apart from that it sponsors charities to ensure the sustainability of its
products. The company has been employing cost leadership and branding strategies in
most of its new markets (Bell, 2004).

Problems faced by Coca Cola

The company has experienced a lot of challenges in its attempt to brand its various
products. In the 80s it attempted to come up with a new recipe for its numerous
products. This flavorcompletely transformed the taste that consumers were used to.
However, the companymanaged to make the best of the situation. In the recent past
the company reported declines in its Thailand and Indonesia markets unit case volumes
as a result of decreased purchasing power of its consumers. Japan, Latin America and
South East Asia produce 36% of the company’s volumes yet none of them are
performing well. Japan’s case was scary because it contributes 5% of the company’s
global volume and 15% of its profits yet it also reported a fall in unit case sales (Kotler,
1991).
In the last decade in spite of the fact that the company has an invaluable brand name
and is most visible globally it has encountered numerous ethical crises which has made
it unable to obtain its financial objectives. Warren Buffet a key investor in the company
resigned from the board in 2006 after many social responsibility issues were
unresolved. Doug Invester who took over as CEO in 1997 was heralded for effectively
handing the company’s financial flows. He was groomed to this position by Roberto
Goizueta a former CEO. However, after Roberto’s death things started nose diving
(Doole et al., 2008).

Invester did not have the leadership skills to handle a number of ethical issues. Doug
Daft who replaced Invester in 2000 had a rocky tenure includingallegations that the
company was involved in the disruption of long term contract plans with distributors,
racial discrimination, the manipulation of earnings and the misrepresentation of market
tests (Wall et al., 2010).

The worst crisis faced by the company was in 1999 when 30 children fell ill after
consuming its soft drink. This problem escalated even after the recall of the product.
The Belgium govern issued an order for allCoca Cola products to be recalled and this
resolution was also passed in other neighboring countries including France, the
Netherlands and Luxembourg. The company’s reputation was destroyed by its failure to
provide a quick response and recognize the seriousness of the crisis (Kotler, 1991).

The company’s market dominance has worked against it in various countries where its
marketing techniques have been questioned. The French government declined to
approve its acquisition of its leading beveragecompany Orangina. It was also not
allowed to acquire Cadbury.

Possible Solutions to Coca Cola’s Problems

The company should come up with a new marketing plan. All aspects of this marketing
plan should be seriously evaluated and researched. This should entail assessing the
current situation, analyzing market research and auditing its business. In addition the
company should cautiously scrutinize the soft drink industry and its market possibilities.
Upon analyzing its domestic and global business environment and critically assessed
the industry it should then select the most appropriate marketing strategies which
should be executed through efficiently and incessantly supervising external threats and
opportunities while modifying its internal procedures (Wall et al., 2010).

It is important for Coca Cola to cautiously monitor its external and internal business
environments since their influences are critical to the company’s success as well as
survival in the beverage industry. To successfully manage and supervise its internal
business environment it should conduct progressive assessments of its business
operations and act upon emerging issues that are the causes of inefficiencies in the
manufacturing and consumer phases (Bennett, 1998).
The company must also monitor changes in the external environment since they are
likely to create either opportunities or setbacks. Demographic patterns, economic
fluctuations and dynamic customer tastes and preferences will impact the success of
the company’s products on the market as well as their reception (Bell, 2004).

The company’s brand is known to 95% of the world the only way out is to get ways of
making it better known. The company should diversify into other substitute markets
such as milk, tea, hot chocolate, coffee and juices. This is because the threat of
substitutes in this industry is real. The fact that consumers are becoming health
conscious would adversely affect the company if it does not start doing other types of
beverages on a large scale basis. The competition between Coke and its perennial
rivalry Pepsi has realized a very slow moving sector where the management must
progressively respond to the consumers’ dynamic tastes and preferences or lose
theirmarket share to the rivals (Bennett, 1998).

The company should move into market segments that have the utmost potential. Coca
Cola should package its products with incentives and labeling endorsements for this
would work well as a promotional strategy in order to increase its sales volumes and
revenues. The company should employ the penetration pricing strategy in order to grab
a foot hold in new markets and win huge market shares. Upon establishing customer
loyalty it shouldthen start increasing the prices gradually. The company should also
ensure it effectively communicates with targeted market segments in order to guarantee
the success of its products. This can be done through informed advertisements (Bell,
2004).

Case Study: Dunkin’ Donuts

Re-positioning with new product categories
Market expansion strategy expands market and fills manufacturing
capacity.
Situation

The company’s core product, donuts, was becoming less desirable to consumers. Sales, traffic,
and profits were declining. The coffee category was enjoying tremendous growth in the
marketplace with new entrants including Starbucks and Peets, and expanded coffee products
such as flavored and frozen beverages.
 Solution

Andrea McKenna, Director of Advertising & Sales Promotion, led the team in developing an
integrated marketing program with a new positioning “coffee and…” featuring coffee, with a
secondary emphasis on the namesake product.

 Introduced new products in coffee and expanded the category to hot, cold, iced, flavored and
frozen choices with various roasts

 Introduced complimentary baked goods as “add-ons” to coffee

 Expanded purchase cycle to other times of day with appropriate new products

 Expanded target market and frequency of purchases

Results

 Highest comp store sales increases in the Quick Service Restaurant category

 Grew franchisee sales and profits by changing the product mix with emphasis on higher profit,
less labor intensive products

 A re-positioned, relevant brand with multi-generational appeal