Loading...
Industry: Beauty & Grooming

Olay Professional Pro-X:

Tremor delivers a strong ROI, and a huge sales return for Olay® Professional Pro-X.

Summary:

Pro-X Image 3

Launching a new product at a premium price point in a category that consumers already think is overcrowded presents a unique challenge in creating word of mouth.  You need to find a way to stand out – make people stop, think and engage with the product enough that they want to talk about it.  This was our challenge with Olay® Professional Pro-X.  We set out on a mission to understand what women would talk about regarding skin care.  Then we created a unique talkable message and WOM campaign to get over 500,000 women to start the conversation.

In the end, this campaign proved that by strategically disrupting the way people perceive a certain type of product, you can make even the crowded and oftentimes confusing world of beauty and skin care engaging, talk-worthy and easy to talk about.  How do we know the message worked?  In 52 weeks the program delivered a strong ROI, and a huge sales return.

Challenge 1: Develop a disruptive message about Olay® Professional Pro-X that our panel members will be excited to share with friends.

Based on cognitive psychology, we know that the most successful messages for igniting word of mouth are “disruptive,” meaning that they create surprise or contradict a natural belief or perception people have about the product or category. When a message disrupts an existing belief, it is talkable.

This message is almost always different from what the brand is saying to consumers today. While Olay’s media message positions the brand as one that is “truly defining what it means to be professional in skin care,” it is not necessarily something consumers want to talk about. In other words, there’s a message that a consumer wants to hear…and a different message a consumer wants to share.

 

So in this case, our goal was to tell our members something about Olay® Professional Pro-X that didn’t fit with their existing perceptions of skin care products in general. This would help our message stand out in their minds and be more likely to be remembered and shared.

 

We shared the messages with panel members via an online survey and measured feedback using quantitative predictive metrics to discover three key things: how disruptive was each message, how talkable were they and ultimately how many people would our members share each message with.

Challenge 2: Create unexpected ways to deliver this message that will maximize its impact and trigger conversations.

How it came to life:  Opt-in

We invited consumers to put Olay® Professional Pro-X technology to the test and opt in for an exclusive, limited sample of Olay® Professional Pro-X Wrinkle Smoothing Cream.

How it came to life: The Mailer

We designed the mailer to be an interactive experience illustrating our key message—a “visual simulation” of the youthful skin-changing affects of Olay® Professional Pro-X.

Inside they found:

  • A 28-day premium sample of Olay® Professional Pro-X Wrinkle Smoothing Cream
  • Five high value coupons to share with friends for $10 off any Olay® Professional Pro-X product

Our panel members and their friends were driven to a website where they could:

Learn:
Discover a product line that works with the skin to get clinically proven results, making skin look and act younger 
See:
View the Olay® Professional Pro-X timeline outlining how each Pro-X product works over time
Share:
Spread the news with friends via social media and invite them to learn about Olay® Professional Pro-X

Tremor Olay Pro-X 1

The Results:

 Our easy-to-grasp message, paired with an engaging creative delivery, caused the exact kind of strategic disruption that we were aiming forthe kind that leads to curiosity, trial, conversations and ultimately sales. And nothing speaks more about the success of the message than real sales results.

 • Strong ROI

• Huge Sales Return 

• 65,000 targeted sample opt-in requests in less than 18 hours

• Wins in both key business measures and equity

Back to TopNext Case