We divided the launch strategy into two distinct parts – work that was intended to disrupt and introduce, and work that was intended to demonstrate Bing and encourage trial. We wanted to hand-hold people in our attempt to change their search habits.

In light of the level of affinity to one’s search habit, we had to think carefully about the most creative way to present the Search Overload Syndrome and its antidote. We had to be disarming. We took a unique approach to Bing’s decision engine promise; get you to what you want fast, by cutting through all the clutter and giving viewers less advertising and more time with their favourite show.

For Bing to be successful over the long-term, it was critical that all of our launch efforts be as successful as possible to create a solid foundation for the future. This execution helped do exactly that. In a survey of daily show viewers, awareness for the brand increased by 10% while identification of Bing as a decision engine climbed a staggering 94%. Bing used traditional media in a unique way to leave a lasting impressing on viewers that helped set up Bing as something different from other search engines.