Neve, a leading toilet paper brand in Brazil, faced a significant challenge in marketing its two-ply toilet paper and Neve Wipes. The company wanted to demonstrate that using toilet paper alone might not provide the best bathroom experience and that combining it with Neve Wipes could enhance cleanliness. However, conveying this message in a tasteful and engaging manner was a considerable challenge. The company needed to create a marketing campaign that would not only educate consumers about the benefits of using both products but also encourage them to visit the brand's website and interact with the brand on social media.

In 2015, Scott Duramax, a product of Kimberly-Clark, was faced with the challenge of entering a new market. The company was looking for a way to generate brand awareness, instigate experimentation, ensure product visibility, and establish a close relationship with consumers. The ultimate goal was to convince the Brazilian consumer that Scott Duramax is the best option of semi-disposable cloths. The challenge was not only to introduce a new product but also to create a memorable brand image that would resonate with the consumers and encourage them to choose Scott Duramax over other brands.

Brazil is facing a severe sanitation crisis, with 50% of its population lacking access to basic sanitation. This equates to approximately 100 million people living without basic hygiene, and 40 million people without access to clean water. The consequences of this crisis are severe, leading to increased child mortality rates in the poorest regions. Neve, the leading toilet paper brand in Brazil, recognized the urgency of this situation and aimed to raise awareness about this critical issue. The challenge was to effectively communicate the gravity of the situation and engage the public in a meaningful way to address this crisis.

Lamborghini, a renowned luxury car manufacturer, was seeking to expand its online community and digital presence. The company aimed to reach a new generation of fans and engage with them in a unique and exciting way. The challenge was to create a marketing strategy that would not only attract the attention of this younger demographic but also encourage them to interact and engage with the brand. Lamborghini wanted to leverage the buzz around the film Self/Less and create a digital series that would challenge influencers to take on a new identity, thus creating a unique and immersive experience.

The client, a leading global restaurant chain, was facing challenges with their traditional pricing strategy. Despite their success in managing menu prices through cost control measures, the rapidly growing business and changing market dynamics necessitated a more sophisticated and precise pricing strategy. The client had a wealth of customer data at their disposal, but they needed a solution that could effectively leverage this data. The desired solution needed to be data-driven and backed by robust pricing methodology and research. The client sought to gain impactful insights from both an internal and external pricing perspective.

The challenge was to address the issue of depression, a mental health condition that often discourages sufferers from discussing their experiences and seeking help. The situation was further complicated by the fact that 69% of callers to mental health helplines reported feeling more supported, less anxious, and more in control after talking to someone. The goal was to encourage those struggling with depression to find their voice and reach out for help. The campaign was designed for SANE, a mental health helpline charity, and was named #LetMeTalk. The challenge was to create an impactful campaign that would resonate with the target audience and encourage them to take action.

Lyle’s Golden Syrup, a renowned brand in the baking industry, was faced with the challenge of making a significant impact with their return to TV advertising after a 25-year hiatus. The brand had partnered with the popular TV show, The Great British Bake Off, and needed to create sponsorship idents that would not only match the hype of the show’s highly anticipated return to Channel 4 but also effectively promote the brand and its products. The challenge was to build on the success of their 2016 campaign, 'Sticky But Worth It', and create a series of idents that would resonate with the audience, drive traffic to their website, and increase online searches for Golden Syrup.

Lyle’s Golden Syrup® is a well-established brand in Britain, boasting the world’s oldest unchanged packaging. Despite its rich heritage, the brand has not been actively marketed for over 25 years. The challenge was to reintroduce the brand to the market, reclaim lapsed customers, and attract a new audience. The goal was to transform Lyle’s Golden Syrup® into a true ‘Participation Brand’ by highlighting the product's versatility and its relevance to different occasions, particularly breakfast and baking. The task was not just about rekindling the brand's image but also about making it resonate with the 21st-century consumers while maintaining its traditional appeal.

A UK-based Private Equity firm with interests in the cinema industry was keen on understanding the role of loyalty programs, including an 'all-you-can-eat' subscription offer. However, they faced significant constraints on their resources, lacking access to sales data, internal staff information, or other marketing material. The firm also wanted to comprehend the impact of ticket pricing on driving footfall and optimizing revenue. The challenge was to gather relevant data and develop a strategy without access to internal resources or sales data.

In 2018, a major UK retailer was grappling with understanding key value drivers and price perceptions, including overall price satisfaction and cross-market benchmarking. The retailer was also interested in the effect of bundling on purchase decisions. The challenge was to gain insights into these areas to improve their pricing strategy and enhance customer satisfaction. The retailer needed a clear understanding of all customer value perception challenges and the role pricing and menu design plays within this. They also needed a detailed view on the customer pricing/value issues and potential menu design formats to take to in-market testing.

Maplin, a renowned electronics retailer, faced a significant challenge in recreating their successful TV campaign, 'Maplin Moments'. The campaign, which focused on solving common household problems with Maplin's products, had previously driven spontaneous awareness from 2% to 9%. However, the challenge was to make the new campaign work three times harder. The company needed to not only maintain the momentum of the previous campaign but also significantly enhance it. The goal was to firmly establish Maplin as the go-to store for service and friendly advice when customers' tech know-how runs dry. The challenge was further compounded by the need to extend the longevity of the campaign and add a fun perspective to it.

MINI, a renowned automobile brand, was facing a challenge in making its global 'NOT NORMAL' brand positioning relevant to UK consumers. The brand had not engaged in any significant brand activity for six years, and it was crucial to rekindle the unique relationship MINI drivers have with their cars. The challenge was to celebrate the MINI brand in a way that resonated with the UK audience and encouraged them to express their love for the brand in creative ways. The campaign needed to span across various platforms including out of home, digital, social, TV, PR, CRM, dealership activity, and events.

In 2012, MINI UK appointed iris as its lead agency partner to deliver all brand activity and creative strategy across dealership, digital, ATL, CRM, direct and every interaction in between. The challenge was that the automotive purchase journey was shifting from the showroom to online, and MINI needed to refocus its marketing spend and optimize its presence within the digital channels that mattered most. Modern car buyer demands were becoming more unreasonable, and they were primed to take full advantage of all the digital tools available to make their purchase decisions. Furthermore, 50% of MINI’s UK audience were arriving at the brand site from their mobile or tablet device, but MINI had no mobile presence.

MINI was faced with the challenge of raising awareness around its newest car, the Clubman, and positioning it as a generously-sized city car for modern men. The task was to be accomplished on a limited budget, with the backdrop of significant media interest in Europe. The company needed to come up with a creative and cost-effective strategy that would resonate with their target audience, who were identified as having a key passion for travel.

BMW/MINI Dealers were facing a significant challenge with their MINI Friendship Service (MFS) for all MINI cars over 4-years-old. The issue was that as the cars aged, their owners became less loyal. This was primarily because owners started migrating to independent repair car shops and service chains under the false impression that original parts and MINI service were more expensive. This misconception was leading to a decrease in customer loyalty and a drop in revenue for BMW/MINI Dealers. The challenge was to change this perception and convince the owners that original MINI parts and service were not only what their beloved Mini deserved but were also not more expensive.

MINI, a brand often perceived as a one-model brand with a young, female personality, was facing a challenge in communicating its evolving identity. The brand had developed a more sophisticated look and feel, and had diversified its product range. However, it needed a fresh, disruptive approach to effectively convey this transformation and the unique product story of its new models, the MINI Clubman and Countryman. These models were not just vehicles for transportation, but were designed to be partners in passion, enhancing the journey as much as the destination. The challenge was to communicate this unique positioning and appeal to a broader audience.

The European market was in turmoil due to the horsemeat scandal. This crisis had the potential to negatively impact various industries, including the automobile sector. MINI, a renowned car manufacturer, was faced with the challenge of navigating this crisis while maintaining its brand image and customer engagement. The company needed a swift and effective strategy to address the situation and ensure its market presence was not adversely affected. The challenge was to create a content marketing strategy that was timely, relevant, and engaging enough to capture the attention of the public amidst the ongoing scandal.

MINI, a renowned automobile manufacturer, was facing a significant challenge in reconnecting with a lost generation of performance motoring enthusiasts. The company's brand image had suffered, and it was struggling to convince this demographic of its high-performance capabilities. The challenge was not just to launch a new model, but to reestablish MINI's reputation as a high-performance vehicle manufacturer. The company needed a solution that would not only reach a wide audience but also engage them interactively, convincing even the most skeptical enthusiasts of MINI's performance capabilities.

MINI, a renowned automobile manufacturer, was facing a brand perception challenge. Despite having won the Dakar Rally, the world's toughest race, four times in a row, the brand was primarily recognized for its iconic design rather than its performance credentials. This perception was limiting the brand's ability to fully leverage its success in the Dakar Rally and connect with a broader audience who value technical performance. The challenge was to change this perception and highlight MINI's performance credentials, particularly in relation to the Dakar Rally. The company wanted to tell the story of Harry Hunt, MINI's champion for Dakar 2016, and use this narrative to showcase the brand's performance capabilities.

In 2012, MINI UK was facing a significant challenge. The competition in the car industry was intensifying, with every major car brand launching its own compact model. This increased competition was threatening MINI's market share and sales. The company needed to differentiate itself and remind consumers of the unique MINI experience. The customer journey was identified as a key area for improvement. The process of going to a dealership was often intimidating for potential customers, and there was a need to develop touch-points that would bring prospects closer to the brand. The challenge was to transform MINI's online and offline communications to create a seamless prospect to purchase experience.

MINI's Global Marketing function was faced with a significant challenge. Despite defining its brand strategy and creating assets, campaigns, and structures for markets to activate, it did not purchase any media itself. This resulted in a lack of coherent data, insight, or feedback loop around how the Global strategy and assets were supported in the market, or how they performed. The absence of a comprehensive system to generate rich, ongoing insights into marketing performance and its impact on sales was a major obstacle. This situation hindered the ability to make informed investment decisions, which was crucial for the company's growth and success.

MINI, a renowned automobile manufacturer, was faced with the challenge of creating a global standard to support media mix modelling impact on lead and sales performance. The company needed a consolidated data and business intelligence (BI) environment that could handle numerous first, second, and third-party data inputs across various domains such as sales, search, CRM, social, media, and retail. The challenge was not only to integrate these diverse data sources but also to use them effectively to drive business and marketing performance optimization across more than 17 markets.

The client, a multinational retailer of personal care and beauty products, was seeking to optimize their retail pricing for approximately $5B in retail sales annually. The challenge was to maximize revenue and margin while minimizing traffic loss. The client needed a data-driven approach to guide strategic price and promotion adjustments, adhering to industry MSRP and MAP restrictions. They also required weekly competitive intelligence on portfolio-wide pricing, promotions, and inventory levels for major competitors like Ulta Beauty, Macy’s, and Amazon.

Since 2014, Iris has been the lead strategic and creative agency for Nectar, a popular loyalty scheme in the UK. The best customer experience of Nectar is via the app, but many customers were not utilizing this platform. The challenge was to encourage current Nectar card users, who may be digital lapsers or those that haven't migrated, to start using the app. This was particularly important as the cost of living crisis in Britain made it crucial for shoppers to maximize the value they get from their loyalty scheme. The Nectar app helps customers get more from their everyday purchases, but many were not aware of this.

The challenge was to transform Nectar, an established 'plastic and paper' loyalty programme, into a digitally enabled proposition. The need for modernisation was urgent, and a new path towards digitisation was required, supported by a new brand purpose: 'Making everyday life a little sweeter'. However, the implementation of this transformation was dependent on Nectar's partners, some of whom embraced the opportunity, while others viewed Nectar merely as a currency. This situation necessitated a change, which came in early 2018 when Sainsbury’s acquired Nectar, uniting the company with its most loyal and valuable partner.

Nectar, the UK's largest loyalty programme, was faced with the challenge of revolutionizing its rewards and loyalty scheme. The company wanted to make its offers more accessible and exciting for customers nationwide. To achieve this, Nectar needed to launch a new app and website. However, the challenge was not just about launching these platforms, but also about driving customer engagement and ensuring that customers would regularly check the app before shopping. The company also wanted to introduce a new brand identity and a fresh brand asset, the 'Droplet', that would give a modern, digital-first feel to the brand.

NHS Charities Together, a collective representing, supporting, and championing the work of the NHS’ official charities, faced a significant challenge during the Christmas season. The British public's attention and spending, typically captured by big brands during this period, was beginning to sway away from the relentless hard work of the NHS staff. The public narrative was focusing more on the Government’s handling of the pandemic, rather than the selfless efforts of the NHS workers. NHS Charities Together wanted to reignite the huge swelling of support that NHS workers had felt earlier in the year and remind people of those who have given everything to save others. They aimed to use the Christmas season as an opportunity to remind people of the true spirit of giving, which the NHS staff had exemplified throughout the year.

In the traditional advertising landscape, the roles of the marketer and the agency were clearly defined. However, the advent of digital marketing and the evolving needs of the modern consumer necessitated a new approach. Philips, a global leader in healthcare technology, recognized the need to shift its brand focus from 'health and wellbeing' to 'innovative healthcare'. The challenge was to engage with consumers and staff through more relevant digital touchpoints and social content. The company needed a team that could blur the lines between marketer and agency, turning data into insights, online trends into content marketing ideas, and digital interactions into brand personality.

Philips Hue, a leading brand in smart lighting, faced a significant challenge in its brand positioning. The brand had initially launched with a strong personality, but over time, it had become more technical and less personable. This shift led to a complicated and confusing brand image, making it difficult for consumers to understand and connect with the product. The challenge was to humanize the brand, making it simple, approachable, and relatable to consumers. The task also involved developing Hue’s ecosystem and messaging for its three propositions ‘Comfort & Security’, ‘Light Up Your Moments’ and ‘Endless Possibilities’, and creating assets that would encapsulate these propositions.

Philips Hue, a connected lighting system for the home, had initially impressed early adopters and tech enthusiasts when it was launched in 2013. However, two years later, Philips faced the challenge of expanding its reach and connecting Hue to a broader audience in Australia. The company needed to demonstrate the extraordinary lighting capabilities of Philips Hue in a way that would appeal to a wider demographic. The challenge was to transform the perception of Philips Hue from a tech novelty to a practical, innovative, and interactive lighting solution for everyday use.