G-Gas approached us with a series of marketing difficulties that have troubled them for quite some time.
In Bangladesh, the liquefied petroleum gas (LPG) market is highly competitive, with around 40 million families involved and LPG being served to around 25% of the entire market. This makes it difficult for brands to infiltrate the market and remain among the market’s leading brands with a comparable level of marketing muscle.
The yearly development pace of LPG’s demand in Bangladesh is a staggering 400%.
Challenge I: Separating the brand from 25 other competitors
G-Gas needed to stand distinct and separate themselves from 25 LPG-providing Bangladeshi companies in a price and performance parity market. They stood at number 15 at the time.
Challenge II: Preference over the commission
The entire LPG market is driven by the commissions of the delivery staff, who will always be referring to the best-selling brands for the homemakers (our key target audience), mainly because of the amount of commissions they are offered.
Challenge III: Establish a strong TOMA among the audiences and the distributers
There was a lack of top of mind awareness (TOMA) about G-Gas among the audiences and distributors, so we had to launch an awareness campaign to challenge this.
Challenge IV: Create brand preference and drive sales during the pandemic
One of the major challenge for G-Gas is to establish the brand and drive sales during the crucial period of the COVID-19 pandemic.
Because all the brands supply the same gas, it was quite challenging for us to build a strong brand preference for G-Gas, as we have to boost sales and achieve complete brand awareness in the digital environment beforehand.
After we recognised the four major challenges, we wanted to conquer them with four effective objectives and create a win-win situation for G-Gas:
1. We had to differentiate the brand from 25 other brands selling the same product in a price and performance parity market.
2. To establish a strong brand preference among the homemakers where a brand was referred by the delivery staff (depending on the commission amount), as they were offered larger commissions by bigger brands.
3. To run a brand awareness campaign that would create a lasting TOMA for the audiences as well as the distributors.
4. To establish the brand and drive sales during the COVID-19 pandemic.
We started to dig deep into the online content consumption pattern of homemakers. We targeted homemakers and divided them into three different segments, and observed an interesting consumption pattern. As the pandemic was roaring loud in Bangladesh, most of the people started to stay more at home and carry out their regular day-to-day activities online.
There was an enormous increase in content consumption on YouTube. The homemakers from almost all three segments were watching recipe videos, Bangladeshi dramas, movies, and drama series all on YouTube.
To understand the consumption pattern even better, we went for a telephonic survey. We communicated with around 500 homemakers from all three segments and asked them several relevant questions related to their online content consumption.
We observed that they were more into YouTube rather than Facebook for content consumption during the COVID-19 pandemic. However, they were very much bothered with the online advertisements as product pushing via ads always seemed rather forceful to them. They were mostly engaged in contents that are relatable to their own daily lives.
After rigorous research and a thorough survey, we had to land on something which had to be unique, interesting, and relevant to our target audience.
A commercial was not an approach we could take as the survey and research had indicated. Considering the content preference of Bangladeshi homemakers, we thought of coming up with the concept of Branded Content. We wanted to tap into the potency of branded entertainment and become the pioneer within the market.
Creating a unique Intellectual Property for the brand that can be utilised on different media metrics as an extension of the brand itself seems to fit with our established goals. We craved generating brand awareness in the long run through entertainment. Hence, we came up with the idea of the first branded entertainment of Bangladesh.
We crafted a concept of microweb series which had three episodes that our core consumers could relate to. The concept of the web series was based upon the daily lives of a struggling middle-class family with optimistic and lovable character archetypes that much of our target audience can relate to on a humane level.
A story of a strong single mother, who after her husband’s early tragic demise, takes care of her three boys – Srijon, Shoyon, and Shagor, along with her 90 years old mother-in-law, Chondon Begum. Their struggles are as real as today’s middle-class Bangladeshis, but the reality of their situation does not get in the way of realising their hopes and dreams and loving each other as a family through thick and thin.
Through comedy, sadness, and hope, these lovable characters were believed to engage our audience and take them on a journey towards an unfiltered lighthearted experience of the human condition. We displayed the brand in a creative methodology, putting it in the interest of the actual story.
And now, we had to give it a name. We went on a hunt for the most searched keywords on YouTube during the pandemic. “Middle-class” was among the top searched keywords. And since our story also revolved around a middle-class family (who are also our targeted audience), we came up with the name, “Middle-class Dinratri”, which means “Life in Middle-class”.
We partnered up with one of the leading newspapers of Bangladesh, The Daily Star (10.5K subscribers), and also collaborated with Channel I Digital (1.3M subscribers), another leading content-driven platform. We did the same with Ajaira Ltd. (4.5M subscribers) as well. And lastly, the YouTube channel of G-Gas, which has a subscriber base of 3.74K.
The prime reason for partnering up with these renowned YouTube channels was to fully leverage from their existing subscriber base.
The campaign was successfully launched on 9th May 2021.
At the end of the campaign, G-Gas achieved:
The success of this campaign demonstrates the value of ADA’s data-first approach to deliver impactful business value for clients.
“Even though we know how good our work is, and we know how thrilled our management is with the results of the campaign, we still never expect to win, even though we are crossing our fingers under the table! The submission in such a respectable award is a big boost for everyone involved from Team ADA & Team G-Gas, a sister company of EnergyPac Power Generation Ltd.. We are always trying to implement innovation and looking at the solutions from new angles, and this gives us all the confidence to keep pushing those boundaries; knowing the extra sweat is worthwhile in the end.”
Ameen Mahmood, Specialist, Energypac Power Generation Ltd.