Client: Tesco

Agency: Evans Hunt Scott

Copywriter: Rachel Stelling

Art director: Phil Watson


Client: Seagram UK

Agency: M-S-B+K London

Copywriter: Tim Lines

Art director: Chris Martin


Client: South Yorkshire Supertram

Agency: WWAV Rapp Collins North

Copywriter: David Comyn

Art director: Chris Suckley


The results are impressive. Tesco’s Baby Club recruited nearly a quarter

of a million members in just eight weeks from its launch, and acquired

almost 80,000 new customers and a market share of a third of total UK

births per annum.

The communications programme consisted of six mailings of letter,

collectible magazine and product coupons. It started at three months

into pregnancy until the baby’s first birthday, to position Tesco as a

leading baby provisions expert. The approach was through a series of

direct response parenting-press media and in-store recruitment.

Baby Club allows further refinement and enhancement of the company’s

Clubcard database, developing close relationships with customers by

making communications more personally relevant.

Explaining their verdict, the judges said: ’We are in a world where you

get points virtually every time you shop for anything. What we are

looking for now, in direct marketing, is how all the data that has been

gathered is going to be used to enhance the brand, and to use the power

of the brand across a number of communications. In the Tesco’s Baby Club

communications we felt that had been achieved very successfully. They

have a huge amount of information and are using it intelligently.’


The Martell cognac campaign focused on high-volume spirits drinkers

under 40 who, deep down, often define themselves by what they drive,

wear or drink. It dramatised the lively, non-conformist side of

Martell’s character, underpinning this with rational reasons to choose

the product.

The programme was designed to overcome the imagery of single malts,

spice rum and authentic vodka as the cool, fun drinks. It achieved

increases in brand awareness, preference and purchase.


The launch of Sheffield’s Supertram was surrounded by an atmosphere of

cynicism and controversy. To overcome this, people living along the

route were saturated by door-drop and direct mail, with an incentivised

questionnaire on travel habits.

Responders were segmented and ranked. Objectives and strategies were set

for each group, using the database to communicate the right message and

incentive to the groups. A pounds 4m per year loss was turned round to

virtually break-even.


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