Britain’s Beer Alliance - "Long Live The Local"

Havas London

Havas London London, United Kingdom

Премии

15902

Бренд: Britain’s Beer Alliance
Страна: United Kingdom

Рекламодатель: Britain’s Beer Alliance

Заголовок	Long Live The Local
Агентство	Havas London
Кампания	Long Live the Local
Рекламодатель	Britain’s Beer Alliance
Бренд	Britain’s Beer Alliance
Дата первой трансляции/Публикации	2018 / 7
Бизнес сектор	Пиво, сидр, лагерное пиво
Слоган	Long Live The Local
История	2017 - the beer and pub sector were in crisis; three pubs a day were closing their doors for good. High taxation on beer and pubs was part of the problem, yet the Chancellor announced another 3.9% increase in beer duty and detailed plans for future annual increases. We set out to create a campaign against the beer tax. This was no normal advertising campaign; this is a story of creating real political change from the grassroots up, making sure that the Government represented the interests and livelihoods of the people it is supposed to serve.
философия	We created Long Live the Local. A new brand idea that celebrated the life and vitality, and the key role pubs play. One that doubled up as a call-on-government to cut beer tax. We created a protest-inspired visual identity to feel like it was made by the people, for the people. A shorthand graphic tied our campaign together. A symbol of resistance. A marker of urgency. Our pint-glass-turned-exclamation-mark became an icon for our movement. Timing was crucial. We had to consider Parliament’s six-week summer recess. And we had to be agile. A Budget could be subject to chance, cancellation and confirmed with only weeks’ notice. Nevertheless, we planned a three-pronged approach for every campaign. In doing so, we applied cumulative pressure on politicians to serve their local constituents in Parliament. Each execution delivered our Heart.Head.Hand strategy with maximum impact via a simple narrative structure: evoke emotion, raise jeopardy, drive action. Phase 1 - PLAY BIG to capture the nation’s attention We had to reignite this level of groundswell every year because our counter was reset to zero after each cycle - with fresh assets to relaunch the petition and create a new wave of support. More noise. More signatures. More emails to MPs. At launch, we created a “national roadblock”. With a love-letter to the local and the film promoted on social, we created an out-of-home campaign that dominated the country, accompanied by heavyweight PR activity, using magazines to mobilise older audiences and publications to give the campaign a local feel. In Year 2, we enlisted Chris Smith, Director of ‘FYRE: The Greatest Party That Never Happened’ to create a documentary. Barely six-minutes in, one regular describes the pub’s universal appeal at the heart of the community. The film stops. The Horns Lodge is boarded-up and lifeless. The CTA appears on-screen for the remaining 24-minutes: ‘Three pubs a day close their doors for good. Sign the petition to cut beer tax’. This devastating twist sent Twitter into overdrive, securing blanket media coverage. Subsequent films changed with the times, but their universal appeal remained constant. All put the public and their personal experiences at the centre of the story - so they felt compelled to act. Phase 2 - BUILD MOMENTUM to increase the velocity of support Having grabbed people’s attention, we turned to social to maximise signatures. We retargeted our pool of primed audiences with bite-sized content motivating different audiences. We created thought-provoking questions, ‘life without’ statements and hard-hitting facts that made people appreciate the value of pubs and take action. We played to passions where the pub played a role, in sport, in music. We even released a pop-video with punk-band Slaves performing in a pub as it falls to pieces. We used pub and brewery websites, social channels, e-shots to pub customer databases and in-pub WiFi to reach a pub-loving audience and intensify the pressure on local MPs. As the pressure mounted, we ramped up political activity with local and national photocalls to publicly lock-in local MPs to the fate of the campaign. Phase 3 - TIGHTEN THE SCREWS in the run up to each budget The aim was to move MPs from passive to active supporters. As each Budget Day neared, we reminded the political elite that a rise in beer tax would be an unpopular choice in Britain. We ran an OOH-takeover in Westminster. Almost every MP would pass through the station twice a day and would be confronted with our message and levels of local constituent support. We geo-targeted Westminster to target MPs and advisors via their social channels as well as using key political press and news sites – highlighting the economic and social value of pubs as well as the risk of closures at Party Conferences. Each year, we brewed a campaign beer and delivered it to 650 MPs, alongside key facts on the economic and social value of pubs urging their support. We hosted regular events in Westminster with high-profile speakers and we created opportunities for public displays of support in the form of tweets, photocalls, and a backbench letter from local MPs urging the Chancellor to cut beer duty and offer pubs Business Rates relief.
Проблема	Since 2000, 22% of pubs had disappeared, changing the physical and cultural landscape of Britain - a reduction from 60,800 to 47,600 in 2017. The industry is among the highest taxed sectors in the country. Regardless, in the 2017 Budget, the Chancellor sanctioned beer duty increases of more than 12% over four years, costing pubs and breweries £408 million. The sector faced similar sustained increases in beer duty between 2008-2012, where beer sales fell by 16%, 5,000 pubs closed, and 58,000 jobs were lost. OBJECTIVE & INSIGHTS:We had to create a story that would elevate the problem, engage people’s hearts, and mobilise a nation with enough momentum that one Chancellor could not ignore. Create national groundswell against punitive levels of beer taxPeople engaged when they saw that the beer duty rise was ‘Bigger than Beer’ - not just a threat to the industry, but also to our pubs, national identity and culture-at-large. This reframing of the issue became the basis of our movement against a tax which threatened the ‘British pub’, and the community it serves. Galvanise public to lobby their local MPThis was about giving people the tools to make their voice heard. We had to make them care enough to sign the petition and email their local MP. People were happy to sign petitions but politicians didn’t listen. Conversely, politicians listened to emails but people couldn’t be bothered to write them. So, we used one to do the other, enabling visitors to seamlessly sign and auto-generate a personalised MP email in just two clicks. Without this, our cause could easily have been thrown out of Parliament. Reverse the Chancellor’s decision to increase beer duty in consecutive budgetsUltimately, Long Live the Local achieved what it set out to do, spearheading a sustained change in Government policy. Successive Chancellors reversed the planned increases across four Budgets. Four freezes followed by the biggest cut (-5%) in Beer Duty in 50 years, effective until March 2023 as well as four Business Rates cuts.
Результат	The ultimate objective of cutting Beer Duty has been achieved – a political decision of incalculable value to local communities and worth in excess of £2.5bn to the industry.
Тип медиа	Анализ ситуации
Больше информации	http://www.longlivethelocal.pub/
Public Relations Agency	One Green Bean
Медиа-агентство	Havas Media Network UK
CRM	Havas CX helia
Послепроизводственный этап	Electric Theatre Collective
Продакшн Студия	Stink Films
Аудио послепроизводственный этап	750mph
Influencer marketing	Socialyse
Продюсер	Jeremy Smith
Исполнительный креативный директор	Ben Mooge
Фотограф	Ewen Spencer
Продюсер агентства	Sarah Wells
Главный исполнительный директор (CEO)	Xavier Rees
Управляющий партнер	Jennifer Black
Продюсер агентства	Adam Henderson
Арт-директор	Jonathan Rands
Копирайтер	Alex Tizard
Редактор	James Forbes-Robertson
CSO	Mark Sinnock
Директор рабочей группы клиента	Tom Trevelyan
Директор	Tom Green
Оператор-постановщик	Noel Schoolderman
Дизайнер	Dan Davies
Продюсер вспомогательного агентства	Natasha King
Дизайнер	Dan Scheers
Original Soundtrack	Theodore
Program Director	David Cunningham
Marketing Lead	Tom Price-Stephens
Специалист по работе с заказчиками	Jahney Smith
Содержание	Josh Toogood
Начальник планирования	Ravi Matharu
Коммерческий директор	Tess Hulme
Директор рабочей группы клиента	Emma Gibbons
Специалист по работе с заказчиками	Graham Kenchington
Исполнительный продюсер	Sophie Kluman
Web Production	Ekino
Print Production Company	HKX Productions
Производство фото	LGA