About to unveil it’s first SUV, Rolls-Royce faced a new challenge, to prove itself as a highly capable luxury off-road motor car, worthy of their promise to deliver an ‘Effortless, Everywhere’ experience to their discerning customers.
Rolls-Royce has a rich heritage in testing its Future Products in the public eye, the 1913 Alpine Trials are a prime example of this. With Cullinan, they wanted to take it a step further, and hence designed a series of gruelling tests
under camouflage in Scotland, the Middle East and the USA.

Along the way, a series of films documenting just how far the Cullinan could go were created. And having Adventurer of the year 2012 Cory Richards narrating only added to the sense of excitement leading up to launch day.

The Final Challenge fulfilled a promise made to the public by CEO Torsten Müller-Ötvös after he assured them that they would be involved in the development of the Cullinan. The ‘always-on’ omnichannel strategy allowed our target audience to interact and engage with the content and follow the journey of discovery in real-time.

Our audience watched, commented and debated as the series of journeys began in the jagged Highlands of Scotland, continued through scorched deserts of the Middle East, before coming to a close across some of the most
brutally stunning terrain in the United States. The Final Challenge was captured across 24 short films and daily photographic content. The juxtaposition of travelling in absolute luxury across the world’s harshest environments created a beautiful melting pot of encounters, feelings and viewpoints on each step of the journey.

The campaign ran for 3 months – April – June 2018.
PR Results

• 170 million

Digital Results

• Over 14 million impressions for a 3 month campaign
• 1.5 million unique page views on RRMC ‘The Final Challenge’ page
• 200% increase in engagement on RRMC Social Channels
• 333% increase in Organic Leads via RRMC.Com
• 124% increase in average .COM session duration
• Over 123.1 million social impressions across Instagram/Facebook and Twitter.
• Most liked Instagram post on National Geographic for the month of April 2018.
• Over 100,000 users on the custom hub with 5000 clicks to the Rolls Royce website.

Gemfields is an emerald and ruby sourcing company on a mission to become the global leader in precious coloured
gemstones – a position which is currently unoccupied.

The coloured gemstones category and Gemfields suffer from extremely low awareness (outside of a close-knit B2B
audience). That said, Gemfields is an under the radar leader and benefits from responsible brand principles.
However, ethics aren’t top of mind in the coloured gemstone industry with all the focus bestowed on diamonds –
aided by the larger size of the market and perhaps Leonardo DiCaprio and his unforgettable Rhodesian accent in
Blood Diamond.

Ask any discerning fine jewellery consumer to divulge their favourite diamond supplier and you’ll receive a confident
response listing well-known mine owners, regions and/or diamond traders. Ask the same consumer to name their
favourite coloured gemstone suppliers and they’ll struggle. Although he/she may blurt out praise for Colombian
Emeralds and Pigeon Blood Rubies from Burma– the knowledge is limited if not superficial.
On the other hand, trade audiences and end-user brands are familiar with Gemfields but their loyalty is flimsy whilst
the stone selection process is based on appearance vs quality and authenticity. Gemfields never uses chemicals to
enhance colours or brilliance unlike many other competitors.

Our challenge, therefore, was to establish a fame for Gemfields’ uniquely responsible and sustainable brand story, in order to grow demand with two different audiences: end consumers and trade.

To become the authority in the coloured gemstone industry, Gemfields would also have to raise demand for
coloured gemstones. Our strategy would need to stimulate desire for responsibly sourced coloured gemstones with
a campaign that is both aesthetically rich and educational.

After studying both our end consumers and trade audiences’ attitudes to ethics and diamonds vs precious
gemstones, we landed on a succinct but telling media activation strategy ‘Show Your True Colours’.
The strategy sets out to build Gemfields’ brand fame but speaks specifically to our two audiences – leading to a
targeted awareness campaign. This required an omni-channel approach, leveraging mass media formats for a lasertargeted audience—such as high impact OOH in specific HNW locations and right time/right space publisher
takeovers, through to exclusive content partnerships and selective SmartTV buys.

Prior to the launch of our campaign, Gemfields media had been traditionally print and display. Introducing a
comprehensive and objective-driven media strategy led to a highly diversified but impactful campaign.
In regards to awareness, we have achieved huge numbers within a selective luxury targeting approach:
• 92,183,362 social impressions
• 16,867,458 digital impressions
• 11,612,536 OOH impacts
• 7,406,362 youtube TVC views
More impressively, however, the combination of high impact advertising and tactical PR support drove a+ 300% rise in organic Gemfields search within the first month of the campaign in October. What’s more, October also saw to a 268% increase in site traffic compared to October 2017.

Thinking of our educational ambitions, we saw a 4% social ad recall lift rate, demonstrating that not only are we
reaching our audience, but that they are remembering the message. Secondly, we saw a 53% decrease in the
bounce rate of site traffic from October to December 2018 compared to the same months in 2017, showing how the campaign drove a more qualified and engaged audience to discover more about the Gemfields proposition.

Finally, considering the trade audience, Gemfields have noted that they are seeing an increase in trade
demand, meaning our campaign is truly cutting through to our business audience who will influence long-term
business results. Although we cannot define results by sales, the mission at hand is to assume category leadership
with a responsible positioning, so while the campaign is still going, current results reveal that we are making
headway and thanks to a dynamic channel mix, strategically chosen media formats and of course engaging content
with our creative and publisher partners.

With a decline in following and negative perceptions impacting both brand and business, 2018 was a seminal year
for Formula 1. The brand mission to “unleash the greatest racing spectacle on the planet” was realised for the first
time as we reignited love for F1 with fans old and new.

When Liberty Media acquired Formula 1 in 2017 the sport was struggling to recruit fresh blood; viewer numbers
were in decline and fans were getting older. Even the fans that had stuck with F1 were less engaged and the sport
was widely perceived as inaccessible and “boring”.

For a long time F1 had put the needs of fans second to the serious business of making money and the fan
experience had suffered as a result. To reverse the long-term decline and bring in 100MM new fans by 2022 we
needed to put the fans first and at the heart of F1.

Quantitative studies put ‘speed’ as the no.1 driver of appeal and speaking to fans seemed to verify that. Repeatedly
fans would cite speed as being the hook for their love of the sport. But F1 was faster than it had ever been and yet
fans were saying it wasn’t as thrilling to watch. So we dug deeper into what fans love about F1, what was lacking and
what they felt it had lost. Reading between the lines we realised that what fans really love about F1 isn’t the speed as
they said, it was the racing. It’s the raw energy of competition, the human drama in the rivalry. Speed feels cold,
technical, bloodless; whereas racing is passionate, gritty and dangerous. Most of all it’s human. To bring more
people into F1 we needed to bring out the human side of the story and dial up the racing.

Formula 1 has six bespoke IPSOS audience segments. To design an effective comms strategy we grouped these into
three pairs, focusing on general interest in F1: “Yet to Try”, “Light & Lapsed” and “Engaged”. Using brand and
audience insights we adapted our purchase journey framework into a “fan journey” and mapped out how people
move across this circuit.

“Engaged” fans were identified as those already converted to F1, actively looking for information – what we call the
Active Stage. To halt the decline in audience we had to re-engage this group by giving them the stories, content and
access that all sports fan crave.

Our “Yet-to-Try” audience was identified as people with whom we had to build bias, as well as creating a connection
between F1 and wider culture to make it relevant to these future fans – called the Priming Stage.
Finally, the “Light & Lapsed” fans were coming to the sport when specific triggers occurred: rivalries, drama, their
home race. These people love to engage with big sporting occasions, but we wanted them to emotionally commit to
F1 and remain engaged throughout the whole season. To facilitate the transition from “Light & Lapsed” to “Engaged”
we had to amplify these triggers in our communications. (see uploaded image 1)

Then, we outlined two communication principles to guide global and local planning. These closely align with the
brand DNA – “ENGINEERED INSANITY: See, Hear and Feel The Unpredictable Drama Of Formula 1.”
• Driving conversations: by making every race an event, driving buzz around the events and create opportunities for
shared experiences
• Driving affinity: by bringing fans closer to the unfolding drama of F1, draw fans into F1 brand stories and amplify
news and intrigue.

From each principle cascaded a different approach for fan-focused executions. F1 would launch with more grit and
raw human energy than ever before.

To prove the effectiveness of our strategy and impact on the F1 business over the next 5 years, we designed a
bespoke measurement framework, linking media and brand KPIs. The framework includes a success hierarchy and
dashboard. We also set out a test & learn programme.

The results of our campaign and various executions exceeded expectations, resulting in incredible performance in
year 1:
• Delivered over 43 million completed video views across social and display
• Drove YouTube VTRs 18% above category benchmark
• Outperformed CTR benchmarks on Chinese social platforms, up to 12 times
• Increased following across Facebook, Twitter, Instagram by 54%
• F1 became the fastest growing sport on social media in 2018 – up to 75% of growth is directly attributable to paid
media alone
• Drove TV viewership up 10% vs. 2017 = +48m
• Sold more tickets: up to +30% YoY per Grand Prix
• Delivered engaged fans: +5% in ‘Engaged’ audience segments by May 2018 YoY
• Halted the decline and started to grow interest in F1: global search volumes +14% YoY, weekly volumes at 30-50%,
higher than pre-season forecasts
• Brand equity remained strong – F1 sits above the Premier League and second only to the Champions League
globally and to NBA in China

Most importantly we gave our audiences more of what they crave and reignited love for F1. Ultimately we proved
that a fan journey is not a funnel, it’s a circuit.

Private art foundation, Art Russe, wanted to drive brand awareness with a creative partnership that was able to
convey a reverence for Russian heritage with the French philosophy of winemaking and the magic of Saint-Émilion.
When Art Russe founder Andrey Filatov became the owner of Château La Grace Dieu Des Prieurs in 2014, he seized
the opportunity to fuse his passion for Russian art with his love of fine wine. Situated in Bordeaux’s famous SaintÉmilion
region, the new owner set about transforming the château. Four years later, he was ready to officially reopen
the château, but needed a media partner to capture the spirit of his endeavour and tell the story of the journey so
far.

AiQ, Bloomberg’s AI-based audience research tool, provided insights into wine lovers around the world. This insight
was paired with the Ipsos Global Business Influencers 2018 – a syndicated survey conducted among the top 1% of
the business population (Google Analytics, Jan – Nov 2018.)

Global Business Influencers have a close affinity for fine wine

• 977,000 page views of wine-related content on Bloomberg.com in 2018.
• 65% of (the top 1% surveyed) own more than $5,000-worth of fine wine are Bloomberg consumers.
• 57% of the global elite interested in fine wine are Bloomberg consumers.

Bloomberg’s insights into wine-loving High-Net-Worth Individuals told us they are heavily engaged with content
about the subject matter:

• It is a unique space where passion meets business sensibilities.
• Consumers and investors are particularly interested in learning about heritage, provenance, craftmanship,
  artisan, technicians and cultural associations.
• As a luxury product, storytelling plays an important role in positioning value and context for a new brand like Art Russe Saint-Émilion Grand Cru.

These insights informed the creation of an informative, image-rich branding campaign that would combine
photojournalism with magazine-style interviews and an informative video with a more emotional film that would
position the story of Art Russe’s foray into wine-making through the eyes of its founder.

The successful and highly unique campaign captured the imagination of our target audience and enjoyed high
engagement levels across Bloomberg.com and social media.
Brand video: 289,971 video views
63.87% video completion rate
11.63% engagement rate

Perception shifts
After viewing content we asked users about attitudes to both Art Russe Saint Emilion Grand Cru and Soviet Art.

94% of those interviewed wanted to “find out more about the wine-maker.”
87% wanted to “try the wine.”
68% were “interested in learning more about Russian/Soviet Art.”

• Bloomberg.com (profile interviews): 174,127 page views
• CTR for campaign: 0.18% total

The positive response by the UHNW and HNW individuals who had viewed the content has led to the partnership
being continued in 2019, when the focus turns to eCommerce as the first bottles become ready for sale.

Global Barriers:

• Economical: A strong U.S. dollar makes it seem like other destinations are cheaper to visit. As a result,
  international visitors find the U.S. to be too expensive and cost prohibitive.
• Uncertainty around travel policies: Changes to visa and entry policies by the USA have reinforced the perception that we are unwelcoming to tourists.

Give a voice to real travel experiences within the USA!! Individual voices, each expressing their own particular point
of view, can collectively overcome the perception that the U.S. is unwelcoming or expensive. The United States is the
world’s melting pot. A country and culture created from disparate societies, blended together by time and
circumstance. Music is amongst the greatest cultural consequences to come out of this melting pot. Authentic beats
and rhythm, thrown together, mixed up and crafted into legendary genres. Grounded in the spirit of American music, we want to capture the imagination of global travelers by taking them on a journey of discovery into the beats that have helped power the heart of the United States. The focus on sound in the campaign aligns with Brand USA large format film, “America’s Musical Journey,” which explores America’s history through its distinctive music and sound. The integrated campaign and film engage the ears and the eyes, and from small screen to big screen and everything in between, delivers an immersive experience for consumers. This will be targeted to a global audience of frequent travelers ages 18-54, with market specific & campaign nuances, who are looking for adventurous, local, and personal travel experiences.

The campaign achieved over $5.8 million in earned media value & $69 million in earned media impressions. The
Spotify destination playlists were streamed over 29K times, with an average of 21 minutes per session. Social
achieved over 3 million in engagements. Across 10 international markets & tactics, the campaign produced over 70
million in digital engagements. Markets include India, France, South Korea, Brazil, Australia, Canada, Germany, Japan, Mexico and United Kingdom.

1. To illustrate the rich trailblazing musical history of America – in the full glory of its diverse genres and legends –
on the giant screen in just 46 minutes
2. To showcase the diversity of the USA – people, places and experiences – in an unexpected way that inspires and
welcomes new audiences to experience travel to the USA in
3. Create storytelling to do the above and leverage the right talent to connect with global audiences in over 100
markets in a personal, authentic and immersive way

Brand USA is at the forefront of delivering authentic, inspiring and entertaining content that connects travelers to
the USA’s limitless travel experiences. The film is the cornerstone of its “digital screen strategy” – mobile to giant
screen and everything in between – to drive storytelling that is relevant, engaging and real. Narrated by Academy
Award® winner Morgan Freeman, the film follows Grammy Award®-nominated singer and songwriter Aloe Blacc as he traces the roots of America’s music, following the footsteps of Louis Armstrong through the colorful locales and
cultures where America’s music was born. Audiences also meet iconic artists, musicians, and innovators including
Jon Batiste of The Late Show with Stephen Colbert, Gloria and Emilio Estefan, Dr. John, and jazz pianist Ramsey
Lewis.

To amplify awareness, Brand USA partnered with Shazam on OOH ads in international markets premiering the film
to promote user discovery, encourage ticket sales and inspire visitation with contest opportunities. Following the
success of our Outdoors initiative, we sought to create another immersive campaign around music to inspire
audiences worldwide to explore the many musical experiences available to them in the United States. At the center
of this campaign was our film, America’s Musical Journey.

The broader music campaign included:
A complimentary digital video series called “Hear The Music”. The series brings to life 10 cities across the United
States through the lens of 10 artists covering classic American songs while exploring the sights, flavors, and hidden
gems of the cities which have inspired their unique musical perspectives. (https://www.youtube.com/playlist?
list=PL82OxkDfKGadObpPhODoqJHLl_zht1t9o)
A global music content hub on our website in 5 languages and 15 countries. (https://www.visittheusa.com/music)
A Global PR and paid media campaign to drive awareness for the film, our “Hear The Music” video series and Music
content hub.
Music Partnerships with Spotify, Vevo, BBC, NBCUniversal, Beautiful Destinations, Expedia, Euronews
(https://www.euronews.com/programs/notes-from-the-usa) and Air Canada among others.

The film has launched in 75 theaters around the world. It has generated nearly 2 billion impressions across earned
and paid media. The film has garnered overwhelming positive reviews and secured massive media coverage from
top-tier publications across entertainment, consumer, trade, and travel media such as New York Times, CNN, Rolling Stone, Travel Weekly, Cheddar, Associated Press, Variety, Press Association, CNBC, Xinhua, Press Trust of India, The Australian, Forbes, El Economista, HuffPost Mexico, the Sun UK and more. There have been more than 167 articles published worldwide – in the U.S., UK, Australia, China, India, Mexico, Brazil, Canada, Australia and more. MacGillivray Freeman’s America’s Musical Journey made its Asian debut at the 2018 Beijing International Film Festival, where it was awarded the “Best Audience Recommendation Award” in the Science and Technology section.

The Incredible India campaign was launched by Ministry of Tourism to promote India as a world-class tourist
destination.

Incredible India was facing numerous challenges including:
• Competing with other campaigns for the attention of their key audience
• Struggling to reach premium and affluent travelers across APAC and EMEA
• Identifying and communicating a distinct side of India that general audiences would not know about already
The client wanted to inspire and educate audiences that India has something to offer everyone based on pre-defined
audience clusters:
• Off the beaten track travellers seeking unique experiences;
• Culture and heritage enthusiasts; and
• Foody enthusiasts

The client also wanted to deliver the campaign through a truly multi-platform approach and leverage upon
immersive, authentic and highly visual storytelling as a means to do so, with the ambition to help increase
awareness and knowledge of what India can offer travellers, and help guide them to find out further information by
visiting the Incredible India website.

The client KPIs were as follows:
• Reach affluent travellers who earn minimum of USD$100,00 per year
• Deliver over 2m video views in two campaign phases (6 weeks each)
• Deliver a minimum 10,000 social reactions
• 200,000 page views to the digital feature site in four weeks
• Minimum 50% brand recall

To ensure we delivered a robust campaign, we informed our strategy through first party audience insights and data
points sourced through CNBC’s premium traveller research study. This allowed us to find out the travel interests of
our unique and premium audience, their media consumption habits and their existing knowledge of India as a travel
destination. With that, we developed a content strategy that would appeal to premium travel audiences, crossplatform across CNBC’s owned and operated platforms, underpinned by audience data targeting.
Our preliminary research outlined that our audiences were particularly interested in:

• Trying local foods
• Seeking unique experiences off the main tourist routes
• Connecting with history and authentic local culture

Connecting with nature

We also found out that mobile is the preferred device to consume content. Rich imagery and high impact visual
storytelling was the most effective way to captivate their interest with authentic local representatives providing
insight along the way.

Following which, we researched relatively unknown locations across India that would meet the client’s core focus
clusters and resonate with CNBC audience interest based on our data and research. The following destinations were
identified which had not been covered in previous campaigns by Incredible India and would also be new for
audiences:

Ladakh, Jaisalmer, Kerala, Hyderabad – Appeals to foodies, cultural enthusiasts, nature lovers and intrepid travellers

Pundicherry, Jaipur – Appeals to Foodies, culture enthusiast, intrepid travellers

Hampi, Ajanta Caves – Appeals to Culture enthusiast, intrepid travellers, nature lovers

1. Reach affluent travellers who earn minimum of USD$100,00 per year
To enhance amplification strategy, we imbedded tracking pixels onto the branded content hub to help build a
custom audience segment where we would target lookalike audiences across CNBC.com, partner sites and social
media who are likely to be receptive to the content. This allows us to retarget audiences with additional Incredible
India message on their onward journey.

We used Quantcast to monitor the quality of the site traffic to ensure we were delivering high calibre and relevant
audiences, and cross referenced this information with custom made audience segment for the campaign to ensure
we were targeting the correct audience types.

The Quancast audience data shows we over indexed on high income earners:
24% more likely to have $150,000+ income;
1.7x more likely to work for large companies; and
1.3x more likely to be higher end/luxury travellers

2. Deliver over 2m video views over the four week campaign/Minimum 10,000 social reactions; and 50%
brand recall/200,000 page views to the digital feature site in four weeks
We scrutinised performance reports each week to ensure we were driving optimal traffic and optimized retargeting
effort on users who spent longer on the pages. To help support his effort, we re-wrote certain headlines or changed
creative images to prevent user fatigue.

Through these efforts, we saw:
5.7M video views across the 6 cinematic brand films produced
12,269 shares, 78,498 likes, and 1,630 comments on social (i.e. 68,238 social reactions).
606K page views and 457K unique visitors – average engagement time 4 minutes

3. Minimum 50% brand recall
We ran a custom research survey to monitor the brand’s performance and impact it had upon audiences. The
campaign delivered 75% brand recall and increased consideration of India as a travel destination by 25%

With a decline in following and negative perceptions impacting both brand and business, 2018 was a seminal year
for Formula 1. The brand mission to “unleash the greatest racing spectacle on the planet” was realised for the first
time as we reignited love for F1 with fans old and new.

When Liberty Media acquired Formula 1 in 2017 the sport was struggling to recruit fresh blood; viewer numbers
were in decline and fans were getting older. Even the fans that had stuck with F1 were less engaged and the sport
was widely perceived as inaccessible and “boring”.

For a long time F1 had put the needs of fans second to the serious business of making money and the fan
experience had suffered as a result. To reverse the long-term decline and bring in 100MM new fans by 2022 we
needed to put the fans first and at the heart of F1.

Quantitative studies put ‘speed’ as the no.1 driver of appeal and speaking to fans seemed to verify that. Repeatedly
fans would cite speed as being the hook for their love of the sport. But F1 was faster than it had ever been and yet
fans were saying it wasn’t as thrilling to watch. So we dug deeper into what fans love about F1, what was lacking and
what they felt it had lost. Reading between the lines we realised that what fans really love about F1 isn’t the speed as
they said, it was the racing. It’s the raw energy of competition, the human drama in the rivalry. Speed feels cold,
technical, bloodless; whereas racing is passionate, gritty and dangerous. Most of all it’s human. To bring more
people into F1 we needed to bring out the human side of the story and dial up the racing.

Formula 1 has six bespoke IPSOS audience segments. To design an effective comms strategy we grouped these into
three pairs, focusing on general interest in F1: “Yet to Try”, “Light & Lapsed” and “Engaged”. Using brand and
audience insights we adapted our purchase journey framework into a “fan journey” and mapped out how people
move across this circuit.

“Engaged” fans were identified as those already converted to F1, actively looking for information – what we call the
Active Stage. To halt the decline in audience we had to re-engage this group by giving them the stories, content and
access that all sports fan crave.

Our “Yet-to-Try” audience was identified as people with whom we had to build bias, as well as creating a connection
between F1 and wider culture to make it relevant to these future fans – called the Priming Stage.
Finally, the “Light & Lapsed” fans were coming to the sport when specific triggers occurred: rivalries, drama, their
home race. These people love to engage with big sporting occasions, but we wanted them to emotionally commit to
F1 and remain engaged throughout the whole season. To facilitate the transition from “Light & Lapsed” to “Engaged”
we had to amplify these triggers in our communications. (see uploaded image 1)

Then, we outlined two communication principles to guide global and local planning. These closely align with the
brand DNA – “ENGINEERED INSANITY: See, Hear and Feel The Unpredictable Drama Of Formula 1.”
• Driving conversations: by making every race an event, driving buzz around the events and create opportunities for
shared experiences
• Driving affinity: by bringing fans closer to the unfolding drama of F1, draw fans into F1 brand stories and amplify
news and intrigue.

From each principle cascaded a different approach for fan-focused executions. F1 would launch with more grit and
raw human energy than ever before.

To prove the effectiveness of our strategy and impact on the F1 business over the next 5 years, we designed a
bespoke measurement framework, linking media and brand KPIs. The framework includes a success hierarchy and
dashboard. We also set out a test & learn programme.

The results of our campaign and various executions exceeded expectations, resulting in incredible performance in
year 1:
• Delivered over 43 million completed video views across social and display
• Drove YouTube VTRs 18% above category benchmark
• Outperformed CTR benchmarks on Chinese social platforms, up to 12 times
• Increased following across Facebook, Twitter, Instagram by 54%
• F1 became the fastest growing sport on social media in 2018 – up to 75% of growth is directly attributable to paid
media alone
• Drove TV viewership up 10% vs. 2017 = +48m
• Sold more tickets: up to +30% YoY per Grand Prix
• Delivered engaged fans: +5% in ‘Engaged’ audience segments by May 2018 YoY
• Halted the decline and started to grow interest in F1: global search volumes +14% YoY, weekly volumes at 30-50%,
higher than pre-season forecasts
• Brand equity remained strong – F1 sits above the Premier League and second only to the Champions League
globally and to NBA in China

Most importantly we gave our audiences more of what they crave and reignited love for F1. Ultimately we proved
that a fan journey is not a funnel, it’s a circuit.

The gaming market had changed dramatically since the launch of FIFA18, with the rise of the highly engaging Battle
Royale genre and unprecedented impact of Fortnite. Epic Games’ runaway success had introduced a new group of
more casual gamers, forcing a rethink of our targeting to ensure we captured the interest of a new gaming audience.

In addition to new competition, we also had to compete with our own success. FIFA18 was the most successful
release in our franchise’s history with the ‘More Than a Game’ campaign generating incredible social momentum
through the El Tornado, a football move we had created in the game that permeated to the real world of football.
FIFA18 also gave fans free access to play the 2018 FIFA World Cup tournament which meant our audience, having
played and watched more than ever before, was suffering from football-fatigue precariously close to the launch of
FIFA19.

FIFA19 was in a good position in terms of innovations, which included the highly prestigious UEFA Champions
League (UCL) in the game for the first time, but we were very aware that new features alone were not going to be
enough when facing competitors who had significant cultural momentum. To have the impact required we changed
our usual approach to reach the entire football audience who had any interest in gaming, ensuring we overlapped
with the new casual gaming audience. We also adjusted our flighting from our usual emphasis on launch to reach
our audience with a more regular cadence, leveraging the relevance of the football season and key moments around
gaming. We knew that this scale and regular communications would deliver the impact on culture we required, but
we also had to find a way to achieve this without any increase in our annual media investment.

The FIFA franchise is built around competitive gameplay and winning at FIFA gives you bragging rights over your
friends as well as the prestige of being recognized as a champion when competing online. However, we quickly
realized when speaking to our audience that winning wasn’t everything. The pressures they feel in their everyday
lives to consistently perform often stop them from taking risks or trying new things, and it was the ability to be
fearless in the face of challenges that they idolized in others. From this insight we quickly recognized that some of
the most popular gamers and sports stars do not have any awards or accolades other than the respect of their fans
and peers. So instead of victory, we focused on the bravery that it takes to risk it all for glory – because being fearless
is what really makes a champion.

Our campaign was then developed around our narrative of Champions Play Fearless, bringing our marketing to life through the tagline #ChampionsRise in order to give our audience a clear message to get behind. From this, we
activated across three pillars to Captivate our audience using our brand messages, Validate our message with
endorsements from partners, and Celebrate our community by amplifying their voices.

Firstly, we set out to Captivate our audience by surrounding football and gaming moments across the year to ensure
our message appeared alongside real life fearless exploits in a regular cadence. Given the high adoption of adblocking
by the gaming audience, we also knew that we had to extend our campaign beyond traditional advertising
efforts, so we set out to Validate our message with the help of our partners. These partnerships were built around
unpacking what it means to really be a champion and were designed to encourage our audience to show that it was
ok to try and fail. It also gave us the opportunity to extend ourselves to reach an audience alongside gaming and
football. Finally, we set out to Celebrate our community by extending the content, experiences and stories of our
player’s own fearless efforts as they experienced FIFA19. This amplification allowed us to utilize locally relevant
content created by players, influencers and our partner football clubs, which had proven much more engaging in
past campaigns because of how localized the game of football is.

The combination of a brand narrative that resonated with our audience and the success of highly engaging content
partnerships and local amplification delivered incredible results. Even with a larger audience and focus on Reach, we
actually saw engagement increase year-over-year, up an incredible +21% (EA measures ‘engagement’ as any form of
engagement with advertising: views, clicks etc.) with over 669 million engagements. The Universal partnership in
particular was enhanced from FIFA18, with closer alignment to our brand narrative, and saw a 30% increase in views
of content in comparison to FIFA18. Our Captivate pillar’s focus on utilizing more culturally relevant user-centric
content that we amplified on social media, drove the relevance of FIFA19 with the campaign achieving over +10
million social mentions.

In terms of business results, FIFA19 was the highest selling video game in Europe for the calendar year of 2018 and
globally we successfully attracted 4 million new players to the FIFA franchise who had not previously bought the
game. This also translated into in-game engagement, with our more casual focused Kick-Off mode that helps new
players improve their skills quickly seeing a +30% increase in games played year-over-year. In addition, the inclusion of the highly sort after UCL delivered a +93% increase in our tournament mode, with over 55 million UCL games played on FIFA19.

While we had increased competition, a need to scale to a new audience and were facing football fatigue, these
results proved that FIFA19 still had a place in the lives of our audience. Our success at reinvigorating their passion
for both FIFA19 and football, even after FIFA18 and the FIFA World Cup, was a testament to our deep audience
understanding and ability to deliver not just advertising, but entertainment that engaged players with our brand
‘outside of the game’.