Marketing Communications

CASE 9 315

Figure 9.8 Evolution of sales during and in between campaign waves

positively, well above the objectives. Table 9.5 shows the

evolution of daily sales. Daily turnover has increased sub-

stantially and Friday is an even stronger selling day than

before the campaign. Sales per retail outlet have increased

by 13% between 2009 and 2010.

The campaign even succeeded in increasing the buying

behaviour of heavy WFL users. While on average a WFL

payer played 22.6 times during the last nine months of

2009 and 23.6 times during the last nine months of 2010,

the heavy user segment played 61.9 times in the same

months in 2009 and 82.9 times in 2010. This is a remarkable

Table 9.4 Spontaneous brand awareness and commitment: pre-test, objectives and results

18–34 year olds End 2009 Objectives 2010 Results 2010

Spontaneous brand

awareness (%)

53 56.8 60

Commitment (%

committed users)

14.1 16.8 17

Table 9.5 Evolution of daily WFL sales

Average (€) During the campaign

(index vs before the

Before the campaign During the campaign campaign)

Monday 167 801 186 804 111

Tuesday 165 054 186 493 113

Wednesday 162 187 197 053 121

Thursday 198 377 226 481 114

Friday 246 626 314 980 128

Saturday 211 836 251 207 119

increase, given the fact that heavy users account for the

vast bulk of WFL turnover. One of the aims of the campaign

was to attract new younger players without losing the

traditional, older customers. Also in that respect, the cam-

paign was successful. The penetration in the 35+ segment

increased from 14.7% in 2009 to 17.2% in 2010.

The return on investment (ROI) of the campaign was

impressive. The campaign budget was €2.52 million.

The increase in turnover between 2009 and 2010 was

€4.9 million. This implies that the campaign cost was only

half the sales increase. Since the gross margin on WFL is

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