In 2009 DIAGEO Ireland launched Budweiser Ice Cold as a new variant to drive volume during peak summer months and attract younger drinkers into the brand. Subsequent TV campaigns did a good job at raising awareness, but struggled to turn that awareness into trial among advocates of competitor brands. Our objectives were:1. Actually effect a behaviour change and drive trial in an innovative way.2. In doing so bring new drinkers into the portfolio and drive volume through the summer period.3. Drive Bud Ice Cold's summer refreshment credentials.4. Build up the Bud Ice Cold brand values; fun, aspirational, youthful and at the heart of group social occasions.

At the time of writing the campaign is still live so full results are not yet available. However, over the first three days of the campaign we hit the download target for the entire three months (30,000)

The concept started as literally a two line idea, but the implementation implications were huge- the technology had to be developed from scratch. For 18 months we worked to provide a back-end vouchering mechanic that was: 1. Compatible with Diageo's existing content management systems. 2. Able to feed into a detailed real-time reporting system so that we could reassure landlords they would be reimbursed on a weekly basis for whatever they had sold on discount. 3. Able to feed into a basic front-end architecture for delivering time-sensitive vouchers to mobile handsets in a way that allowed for it to be re-skinned for any brand and related promotions. 4. Fraud-proof and easy to use for retailers.

1. It tapped into a cultural insight in our category: augmenting the joy that consumers experience on great summer days and tapping into the anticipation involved in constantly looking at the weather.2. It brought the brand into new channels and technologies and in doing so brought it closer to the actual consumer- a 21 year old, tech-savvy, carefree beer drinker in Ireland.3. It linked an incentive to the very occasion (hot days) that the brand's key claim (refreshment) was most compelling.4. It put consumers and bar staff at the heart of the campaign, incentivising both to change behaviour.