HOW DO YOU MAKE THE TERRIFYING IRRESISTIBLE?

Alcon developed a new laser vision correction technology and faced the challenge of how to introduce it to a generation that loved their Warby Parkers and heard LASIK horror stories from their parents.

With the challenge to increase the number of laser vision correction procedures which had settled at about 600,00 a year, we created the first laser vision correction consumer brand.

With the insight that this audience truly values authentic experiences, we brought the CONTOURA brand to life showing the audiences themselves, and how they can experience their authentic lives with CONTOURA. The launch campaign included messaging, video, tagline, new visual identity, a new logo and HCP and patient education materials.

CONTOURA became the key element in getting the most out of every moment and every experience.

The impact of the experiential messaging along with dramatic improvements in technology and outcomes overcame long-held trepidation and in the two years after CONTOURA launched, procedures rose to 700,000 and after a pandemic-induced hiatus in elective surgeries, are now at about 800,000 a year.

Introducing the DOZN™ Quantitative Green Chemistry Evaluator – a groundbreaking tool that employs the 12 principles of green chemistry to compare the environmental impact of chemicals, synthetic routes, and chemical processes.

DOZN™ simplifies the complexities of green chemistry by focusing on three key aspects: making better use of resources, using energy more efficiently, and reducing risks to humans and the environment, carefully assessing their hazards and efficient use.

This tool shares product performance results with customers, illustrating how MilliporeSigma’s products adhere to the 12 Principles of Green Chemistry and excel in the three major categories of resource improvement, energy efficiency, and hazard minimization.

HOW DO YOU UPGRADE PRACTICAL SPENDERS?

For pet owners in C and D counties, Walmart offered a variety of dog food brands, but many consumers purchased large bags at stores like Tractor Supply which stocked some Purina private label brands. The consumers who shopped at these stores loved their working dogs, but didn’t coddle them and wanted a real value in their pet food purchase. However they were developing an awareness that better quality foods with more protein were better for their active dogs.

Black Gold recognized this new consumer awareness and capitalized on it by launching the Explore line extension to their Black Gold brand.

The insight was that this audience didn’t just love their pets, but also relied and partnered with them in a variety of activities, both commercial and leisure.

We created the Explore brand to capture the wide range of lifestyles these consumers led and bright it to life through messaging, a new visual identity, a refreshed logo and dramatic, impactful new packaging.

Eighteen months after launch, Cargill bought Black Gold.

HOW DO YOU SAY WHAT YOU CAN’T LEGALLY SAY?

Ciprodex found itself with a problem. Coming off exclusivity and facing challenges from generics, it still had a better mechanism of action and also eliminated the pain from swimmer’s ear instantly while the generics took time to have an affect. The problem was that the endpoints set in the Ciprodex FDA study were only to prove efficacy against bacteria, not for pain reduction. So we couldn’t make any pain claims.

Our challenge was how to tell patients that Ciprodex treated swimmer’s ear instantly and to ask for it by name rather than accept a generic, less effective alternative.

The insight was that swimmer’s ear disrupted leisure activities and vacations. We tapped into patient’s (and parents’) eagerness to quickly get back to the activities they loved.

We created a campaign that communicated how Ciprodex got you back to doing what you want to do. Legally, we couldn’t talk about cures, or restoring health, so we focused on the activities people wanted to get back to with print ads, digital and patient and HCP education materials.

Ciprodex continues to be the number one topical antibiotic ear drop prescribed since 2007 by otolaryngologists and pediatricians.

HOW DO YOU GET SENIORS TO BUY WHAT MEDICARE WILL GIVE THEM FOR FREE?

If you live long enough you’ll get cataracts. If you live to 65, Medicare will pay for your surgery and new lenses. But these lenses only have a single focal point and you’ll probably still need readers.

Alcon developed PanOptix, the first tri-focal interocular lens that gives cataract patients focus at all three focal points: far, intermediate and near. However, PanOptix is an out-of-pocket expense for patients of about $2500 for each lens, and nothing is covered by Medicare.

The insight was that cataract surgery didn’t have to be an old-age hassle, but rather an opportunity for optimism. So we created PanOptimism. Now patients could achieve the visual freedom they loved to see at all distances as they led their busy, active lives. And they are willing to pay for that.

The campaign included video, print, digital, HCP and patent education materials. Alcon achieved its six-month sales goal for PanOptix in its first six-weeks on the market.

HOW DO YOU TAKE OVER A MARKET?

It’s hard to grow cotton in Texas and farmers used to count on the high quality of their cotton to make the most on their harvest because they weren’t going to make it on yield. The top-selling seed in Texas even had a brand name that reflected that reality, FiberMax, and it dominated the market. Deltapine was a distant fourth.

Deltapine introduced a cotton seed variety that delivered both high quality and high yield. But the challenge was to convince farmers in Texas that Deltapine, long a dominant seed on Southern farms, had the right variety of seeds for Texas. Even Deltapine’s brand name screamed Southern.

The insight was that Texas farmers, and Texans generally, loved Texas, all things Texas and being Texan.

So we split the Cotton Belt in two. Instead of a single national campaign, we created two campaigns messaging to Texas and Southern farmers separately. This allowed Deltapine to address the very different needs of farmers in both regions.

The campaign included television, radio, print, outdoor, digital, direct mail and collateral. We even tweaked the tagline and designed it just for Texas.

A year after the campaign launched, Deltapine was the top selling cotton seed in Texas.

HOW DO YOU STAND OUT IN A SUDDEN EXPLOSION OF SIMILAR PRODUCTS?

The Affordable Care Act created insurance exchanges with opportunities for payers to provide subsidized health insurance plans to the general public.

Centene is one of the foremost Medicaid management companies in the country, but this was a whole new area for them as it was for every one of these companies. But they were all jumping in. We worked with Centene to launch a new brand in this crowded marketplace where price competition was fierce within government-regulated constraints.

Our insight was that with so many options and so many decision points, consumers were bewildered with choice. They needed reasons that went beyond price to choose one plan over another.

We developed a campaign that presented compelling benefits with headlines that reinforced the brand. The campaign included out-of-home, transit, digital and print.

Ambetter was initially offered in just eight states and is now available in 27 states and over 1400 counties with continued annual growth.

HOW DO YOU GIVE EVERYONE ACCESS TO THE SAME QUALITY DIAGNOSIS?

Identifying neuroendocrine tumors in a non-Oncology Center of Excellence (OCEs) is a challenge since those centers only have access to conventional CT scans and travel to OCEs can be difficult for many patients. The result is that many patients receive delayed or incomplete diagnoses.

Our insight was that the non-OCE market was completely overlooked by competitors and was open to expanding their services with an accurate, comprehensive NET scanner. Octreoscan is the only way oncologists in non-COEs can provide fast, accurate and complete diagnoses to their patients.

Our campaign positioned Octreoscan as the essential tool for non-COE oncologists to give their patents the same quality diagnoses as patients with access to OCEs. We showed oncologists how the clarity of Octreoscan’s visualization had a positive affect on patient outcomes.

HOW DO YOU CREATE A PREMIUM BRAND IN A PRICE COMPETITIVE MARKET?

While the more retail-oriented laser vision correction providers go to market with a low-price strategy, TLC takes a different approach. The low-price leaders relied on selling upgrades to patients, but TLC offered the full procedure at one price.

The insight was that affluent Millennials weren’t price-sensitive when it came to treating their eyes to achieve better vision. They regarded the low-price procedure as risky and believed that quality came with a higher price.

These Millennials see themselves as unique individuals who want to live their best lives. And to do so, they want the best possible vision, customized to them.

We created a campaign that held up a mirror to these patients and showed them that TLC understood their individuality and can give them the vision that’s perfect for them. We showed how TLC can help them get to how they envision themselves because only TLC knows them and how they live.

In the year after the campaign launched, procedures at TLC centers rose 12 percent.

HOW DO YOU BUILD EQUITY IN A PRICE SENSITIVE MARKET?

Corporate-owned laser vision correction clinics compete viciously on price. Advertising for procedures begins and ends with price. Companies warily circle each continually monitoring each other’s pricing and dropping theirs if they think they might snag a temporary advantage. To make up the margin, they upsell the patient with various add ons bringing the average total cost to as much as 40 percent over the advertised low price.

LVI wanted to break the cycle and establish a brand identity beyond being a low cost provider. We conducted an extensive amount of quantitative and qualitative audience research.

We came to the insight that patients considering surgery needed to understand a positive objective they could relate to in order to take affirmative action and get the surgery.

We created a campaign that included television, print, digital and in-clinic patient education materials.

In the year after the campaign launched, procedures at LVI clinics were up 22 percent.