Cookie data was matched to various other data sets to build 7 robust segments reflecting the sections of The Economist (Finance, Politics, Economics, Doing Good, Careers, Technology, Social Justice) and then lookalikes created. Web and app usage of The Economist's most active subscribers was analysed, so we knew what content they prefer to consume and when. We worked with our media partners to target the globally curious wherever they are looking to learn.

As soon as articles were approved for publication, we created ads on the spot to put The Economist at the centre of current debate. We built a live Newsroom with a direct line to The Economist's editorial meetings. Having experienced the elegance and insightfulness of The Economist's content first hand, we then directed them to register for more content and, ultimately subscribe. Here, we managed the user journey and served them the content they would be most likely to want to read next. Our provocative display advertising pulled the audience directly through to the relevant article on our bespoke content hub. We addressed topics far outside business and finance and, of course, we showcased The Economist's characteristic dry wit. We spoke to issues of the moment and applied the powerful technique of speaking directly to the viewer. We scoured recent editions for the most provocative insights, the most fresh and arresting views that may run counter to common wisdom. We used our own Economist content/articles to stop people in their tracks and make them want to find out more. The objectives of the campaign were to increase exposure of the brand, change perceptions of the brand, increase our prospect pool and, most importantly, secure new long-term subscribers. How did we get around this paradox? By putting content front and centre in a digital format with smart messaging where our potential audience grazes. But in order to become a reader and subscriber, you first have to start reading. There's always one article that turns you. Research showed our readers often experience an Economist epiphany – a moment when they realise The Economist reaches conclusions that no other publication can. In order to drive long-term subscriptions we had to become salient – and relevant to a younger audience around the globe. One filled solely with articles on economics, politics and business.Ĭonsequently, while existing readers knew the true breadth and depth of The Economist's content, a whole generation of non-readers grew up thinking The Economist wasn't relevant to them. They created a popular brand that is synonymous with peerless intellectualism.īut there was a misconception that The Economist was a dryly intellectual journal. The classic Economist ads of the past flattered our readers' intelligence.

This campaign, called The Economist brand-response campaign, was about unlocking a new audience for the publication by using creative collateral and thought-provoking content.

I never read the economist