2022 Winner
BronzeBest in OOH/Ambient/Place-Based Media - Budget Under $100,000
BronzeBest in Location-Based Marketing
La Cordée MACAP
"Out of Home vs. Out of Stock"
Jungle Media
"Out of Home vs. Out of Stock"
Jungle Media
Since the pandemic caused recurring and extended closures of urban and cultural attractions,
Quebecers have turned to the great outdoors. Desertion of city centres along with the absence of travel brought urban Quebecers to turn to local attractions. Alpine skiing, running, snowshoeing, camping, hiking; anything to fight boredom. Outdoor gear had become the new essential. La Cordée, whose specialty is selling all outdoor items, was in the eye of the storm.
The good news for retailers was sales were exploding. The challenge was how do they manage this demand and the flow of stock in-store in their paid advertising? It needed its media to reflect the realities of a very unpredictable market.
It had to ensure visibility for La Cordée to stay top of mind in specific locations during this period, all while having the possibility of stopping advertising activities if inventory ran out. It also had to compete with national brands opening new stores in markets where the volume of potential customer gain is the greatest: Montreal and Quebec.
While the biggest competitors are present in all media, it had to develop a strategy that maximizes reach and return on investment. To do so, it used a geo-targeted strategy to take advantage of its competitors' inventory shortages to conquer outdoor lovers, seizing that rare opportunity to outperform national brands. When the inventory flow was at its highest, it would increase its presence, especially near competing stores that were struggling with stock.
Online media offers the greatest flexibility. However, as a local brand, La Cordée had to claim back its leadership position while taking into account the financial challenges that the pandemic has brought for local media partners.
To increase campaign efficiency, it created a synergy between store inventory data and advertising investments, allowing it to maximize sales by location as soon as it had an inventory advantage.
It had to adapt the message based on each store’s inventory to make sure it promoted items that were available on a relatively large scale at the closest La Cordée. The hyper-targeted DOOH, along with radio ads, allowed them to be precise and contextual.
By targeting specific neighborhoods in urban centres, it guaranteed an optimal visibility with the largest pool of potential new customers: Quebecers seeking to escape the city. The competition being fierce there, it maximized results by focusing efforts in areas around La Cordée stores and their competitor’s stores to conquer new outdoor enthusiasts while competitors were at risk of running out of supplies.
With daily optimizations, it was able to modulate the impressions delivered near La Cordée stores and competitor’s stores according to the inventory levels. When the inventory flow was at its highest, it increased its presence in those locations, especially near competing stores which were most probably going out of stock. That way, it was capturing as many new outdoor enthusiasts as possible before the larger, less agile competitors received and promoted inventory. When items were in a risk of running out, it reduced its presence, focusing on consumers near La Cordée retailers. If inventory got sold out, it shut down their advertising and adapted its message to promote other products still available using the same strategy.
This was all made possible by its tailor-made agreements with local media partners that would eliminate any financial risks for La Cordée. Usually, it must commit to investing in a specific budget within a limited period of time, but it was able to change those terms because of its strong local relationship. It executed outdoor ads like an algorithmic media buying platform, as well as managed to agree on exceptional terms to deliver only on specific geo-targeted inventory, which is usually too picky and exclusively restricted to traditional face-based contracts. It could stop the campaign entirely and only pay for delivered visibility. It essentially brought the self-serve advertising model usually only found in the large digital advertising platforms to out of home; optimizing in real time per location and only paying for delivered impressions.
Its strategy delivered more than 18.5M impressions in DOOH in Montreal and Quebec City. The campaign generated a reach of 43% among A25-54 outdoor enthusiasts, which were exposed to ads 15 times on average. The number of transactions also increased by 24% during the campaign, representing an increase in revenue of more than 5% compared to the previous period.
Quebecers have turned to the great outdoors. Desertion of city centres along with the absence of travel brought urban Quebecers to turn to local attractions. Alpine skiing, running, snowshoeing, camping, hiking; anything to fight boredom. Outdoor gear had become the new essential. La Cordée, whose specialty is selling all outdoor items, was in the eye of the storm.
The good news for retailers was sales were exploding. The challenge was how do they manage this demand and the flow of stock in-store in their paid advertising? It needed its media to reflect the realities of a very unpredictable market.
It had to ensure visibility for La Cordée to stay top of mind in specific locations during this period, all while having the possibility of stopping advertising activities if inventory ran out. It also had to compete with national brands opening new stores in markets where the volume of potential customer gain is the greatest: Montreal and Quebec.
While the biggest competitors are present in all media, it had to develop a strategy that maximizes reach and return on investment. To do so, it used a geo-targeted strategy to take advantage of its competitors' inventory shortages to conquer outdoor lovers, seizing that rare opportunity to outperform national brands. When the inventory flow was at its highest, it would increase its presence, especially near competing stores that were struggling with stock.
Online media offers the greatest flexibility. However, as a local brand, La Cordée had to claim back its leadership position while taking into account the financial challenges that the pandemic has brought for local media partners.
To increase campaign efficiency, it created a synergy between store inventory data and advertising investments, allowing it to maximize sales by location as soon as it had an inventory advantage.
It had to adapt the message based on each store’s inventory to make sure it promoted items that were available on a relatively large scale at the closest La Cordée. The hyper-targeted DOOH, along with radio ads, allowed them to be precise and contextual.
By targeting specific neighborhoods in urban centres, it guaranteed an optimal visibility with the largest pool of potential new customers: Quebecers seeking to escape the city. The competition being fierce there, it maximized results by focusing efforts in areas around La Cordée stores and their competitor’s stores to conquer new outdoor enthusiasts while competitors were at risk of running out of supplies.
With daily optimizations, it was able to modulate the impressions delivered near La Cordée stores and competitor’s stores according to the inventory levels. When the inventory flow was at its highest, it increased its presence in those locations, especially near competing stores which were most probably going out of stock. That way, it was capturing as many new outdoor enthusiasts as possible before the larger, less agile competitors received and promoted inventory. When items were in a risk of running out, it reduced its presence, focusing on consumers near La Cordée retailers. If inventory got sold out, it shut down their advertising and adapted its message to promote other products still available using the same strategy.
This was all made possible by its tailor-made agreements with local media partners that would eliminate any financial risks for La Cordée. Usually, it must commit to investing in a specific budget within a limited period of time, but it was able to change those terms because of its strong local relationship. It executed outdoor ads like an algorithmic media buying platform, as well as managed to agree on exceptional terms to deliver only on specific geo-targeted inventory, which is usually too picky and exclusively restricted to traditional face-based contracts. It could stop the campaign entirely and only pay for delivered visibility. It essentially brought the self-serve advertising model usually only found in the large digital advertising platforms to out of home; optimizing in real time per location and only paying for delivered impressions.
Its strategy delivered more than 18.5M impressions in DOOH in Montreal and Quebec City. The campaign generated a reach of 43% among A25-54 outdoor enthusiasts, which were exposed to ads 15 times on average. The number of transactions also increased by 24% during the campaign, representing an increase in revenue of more than 5% compared to the previous period.
Credits
Paul Errandonea - VP, Marketing, La CordeeJulie Laplante - Media Supervisor, Jungle Media