Choose A Campaign And Evaluate It ✓ Solved

Choose a campaign and evaluate it. You will need to cover th

Choose a campaign and evaluate it. You will need to cover the following items in section one: Introduction to the organisation and the campaign; Campaign objectives (SMART, DRIP…); Target audience (demographic, psychographic, behavioural…).

In section two: List of at least 3 promotional tools used in the campaign, with an example of each; List of at least 2 media used in the campaign, with an example of each; Analysis of the promotional tools and media used in the campaign (should form the majority of the report).

Make sure that you refer to theories and models discussed during the semester. Evaluation of success of campaign using marketing metrics. Recommendations for possible improvements.

Sources: credible practitioner sources (e.g., WARC, Campaign, Marketing Week, AdWeek, The Drum, Business Insider; professional/industry body websites). Not Wikipedia or Tutor2U or other student websites or student essay banks. Referencing: APA 7th edition. Reference list.

Paper For Above Instructions

Introduction and campaign context: Nike, Inc. is a leading global athletic brand that often pairs high-performance messaging with broader social purpose. The Dream Crazy campaign, launched in 2018 and featuring Colin Kaepernick, positions Nike as a brand that champions courage, perseverance, and social impact alongside athletic performance. This alignment with purpose-driven storytelling was designed to broaden brand relevance beyond traditional sport performance while sustaining strong equity with core fans (Nike News, 2018; The Guardian, 2018). The campaign leveraged a provocative narrative, high production value, and cross-platform reach to generate conversation, curiosity, and engagement around the brand’s values and promise (The New York Times, 2018). The objective was to reinforce Nike’s purpose while expanding appeal among younger, socially engaged audiences without eroding core loyalty (Ad Age, 2018; Adweek, 2018). The initiative illustrates how a brand can integrate activism and sports culture into its equity framework to drive both short-term attention and long-term brand health (WARC, 2019). (Nike News, 2018; The Guardian, 2018; The New York Times, 2018)

Section one — Introduction to the organisation and the campaign; Campaign objectives (SMART, DRIP…); Target audience (demographic, psychographic, behavioural…): Nike’s Dream Crazy campaign was designed to differentiate the brand through a bold narrative while reinforcing its position as the athlete’s ally. The campaign objectives align with standard promotional decision-making frameworks in marketing management, including SMART objectives that seek specific, measurable outcomes, such as increased brand relevance, ad recall, and sentiment among targeted segments, alongside DRIP-style objectives that emphasize Differentiation, Reinforcement, Information, and Persuasion across touchpoints (Kotler & Keller, 2016). The target audience comprises young, urban, demographics with high engagement on digital and social platforms, as well as sports enthusiasts who value authenticity and social relevance in brand messages (Keller, 2013). These foundations reflect established marketing theory on how to frame purpose-driven campaigns for maximum equity impact and audience resonance (Belch et al., 2014). (Kotler & Keller, 2016; Belch et al., 2014)

Section two — Promotional tools and media: At least three promotional tools were deployed in Dream Crazy. First, a high-profile, emotionally resonant advertising spot aired on television and propagated through digital channels, supported by short-form videos on YouTube and social platforms to maximize reach and engagement. Second, a public relations and influencer-driven approach amplified the message through media coverage and athlete endorsements, leveraging Kaepernick’s platform to induce earned media effects and credibility with socially conscious audiences. Third, a multi-channel social media strategy employed-by Nike’s owned channels and partner platforms-extended the narrative through user-generated content, behind-the-scenes footage, and tailored creative variations for different markets, creating a cohesive, multi-format experience (Ad Age, 2018; Adweek, 2018). Media used included TV, YouTube, Instagram, and other social channels, as well as out-of-home placements in high-traffic urban spaces to reinforce the campaign narrative across contexts (The Guardian, 2018). The combination of paid and earned media helped broaden reach while maintaining messaging integrity across touchpoints (WARC, 2019). (Ad Age, 2018; Adweek, 2018; The Guardian, 2018; WARC, 2019)

Theoretical framing and analysis: The Dream Crazy campaign can be analyzed through classic promotional theory, including AIDA (Attention, Interest, Desire, Action) and the DAGMAR approach to communication objectives, as well as DRIP-style objectives that emphasize differentiation, reinforcement, informing, and persuasion across channels (Kotler & Keller, 2016; Belch et al., 2014). The creative approach aimed to capture attention and generate interest, then convert that interest into preference and action by aligning brand purpose with consumer values. The campaign’s use of controversy as a strategic amplifier aligns with research on brand activism and social issue marketing, illustrating how purpose-led campaigns can deliver sustained engagement when authenticity and alignment with core brand values are clear (Kotler & Keller, 2016; Belch et al., 2014). (Kotler & Keller, 2016; Belch et al., 2014)

Evaluation of success and marketing metrics: Assessing Dream Crazy involves both perceptual and behavioral indicators. Metrics such as ad recall, reach, and sentiment provide perceptual benchmarks, while brand equity measures (association with courage and social impact), willingness to pay, and preference among targeted segments offer longer-term indicators. Engagement on social media, advocacy levels, and earned media value reflect the campaign’s resonance beyond paid media. Sales and category growth during and after the campaign period, along with share of voice in the competitive landscape, offer financial accountability. Independent analyses and case studies highlight how Dream Crazy achieved notable attention, controversy, and positive reception in many markets, contributing to Nike’s brand narrative and equity values in the short term while influencing ongoing consumer perceptions and purchase intent (Nike News, 2018; Guardian, 2018; New York Times, 2018; Ad Age, 2018; WARC, 2019). (Nike News, 2018; Guardian, 2018; The New York Times, 2018; Ad Age, 2018; WARC, 2019)

Recommendations for improvements: Based on theoretical frameworks and observed outcomes, future campaigns should maintain alignment with brand values and ensure transparent, credible storytelling to preserve trust, especially when public discourse surrounding social issues is involved. Expanding the mix to include additional, diverse athlete voices and community-based activations can broaden reach and prevent over-reliance on a single spokesperson. To optimize ROI, marketers should integrate measurement across the marketing funnel—combining short-term metrics like recall and engagement with longer-term indicators such as brand equity and purchase intent—and invest in continuous listening to gauge evolving consumer sentiment (Kotler & Keller, 2016; Belch et al., 2014). (Kotler & Keller, 2016; Belch et al., 2014)

References

1. Nike News. (2018). Dream Crazy. https://news.nike.com
2. The Guardian. (2018). Nike’s Colin Kaepernick ad: The controversy explained. https://www.theguardian.com
3. The New York Times. (2018). Nike’s ad sparks debate. https://www.nytimes.com
4. Ad Age. (2018). Nike’s “Dream Crazy” ad. https://adage.com
5. Adweek. (2018). Nike’s Dream Crazy campaign pushes brand purpose. https://www.adweek.com
6. WARC. (2019). Nike Dream Crazy case study. https://www.warc.com
7. The Drum. (2019). Nike’s brave brand storytelling. https://www.thedrum.com
8. Belch, G. E., Belch, M. A., Kerr, S., & Powell, I. (2014). Advertising and Promotion: An Integrated Marketing Communications Perspective (3rd ed.). McGraw-Hill Education.
9. Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson.
10. Keller, K. L. (2013). Strategic Brand Management (2nd ed.). Pearson.