The Art of Being Remembered: How DiDi’s Risky Ad Strategy Paid Off
There’s something profoundly counterintuitive about success in marketing: sometimes, the key to standing out is to embrace the very things that make people uncomfortable. DiDi’s recent surge in the AUNZ market—a 33% growth in just 18 months—is a masterclass in this principle. What’s most fascinating, though, is that this triumph wasn’t built on polished perfection but on a three-minute ad that even its own marketers partially hated.
Personally, I think this is where the story gets interesting. In an industry obsessed with safety and consensus, DiDi’s head of brand marketing, Tim Farmer, took a gamble that most wouldn’t dare. The ad, featuring a flute-playing, mischief-making character named Nudgy, is a fever dream of weirdness. One moment in particular stands out: a pregnant woman giving birth mid-dance in a pub. Tim admits he hated it. I mean, who wouldn’t? But here’s the genius—they kept it. Why? Because, as Tim explains, it ‘broke the flow and drew you back in.’
What this really suggests is that in a world where brands fight to be inoffensive, being memorable trumps being liked. DiDi’s strategy wasn’t about pleasing everyone; it was about creating something so bizarre, so divisive, that it couldn’t be ignored. And it worked. The ad drove a 100% increase in top-of-mind awareness, a 28% rise in rides, and a staggering 196% surge in social engagement.
From my perspective, this raises a deeper question: are we too afraid of risk in marketing? DiDi’s success is a slap in the face to the notion that brands must play it safe. Tim’s approach—‘Let’s be remembered, even if it means some people hate us’—is a refreshing departure from the sanitized, focus-grouped campaigns that dominate the industry.
One thing that immediately stands out is DiDi’s willingness to own its ‘weirdness.’ In a category dominated by Uber’s polished, celebrity-driven image, DiDi chose to embrace the chaos of a night out. What many people don’t realize is that this wasn’t just a creative choice; it was a strategic necessity. With a tiny budget and zero brand equity, DiDi couldn’t compete on Uber’s terms. Instead, they carved out a space that felt authentic, rebellious, and distinctly human.
If you take a step back and think about it, this is a brilliant example of David vs. Goliath marketing. DiDi didn’t try to outshine Uber; they created a completely different game. Their ad wasn’t about the ride—it was about the destination, the experience, the weirdness of life. This is where Tim’s insight shines: ‘Booking an Uber or a DiDi—no one’s excited about that, they’re excited about where they’re going.’
A detail that I find especially interesting is how DiDi’s team built trust internally by incrementally embracing weirdness. Tim didn’t just pitch a bizarre ad; he laid the groundwork with smaller, sillier experiments. This gradual approach allowed stakeholders to see the potential of a riskier strategy. It’s a lesson in leadership: sometimes, you have to earn the right to be bold.
What makes this particularly fascinating is how DiDi’s ad became a cultural phenomenon. The flute track alone garnered 158,000 Spotify streams, and the ad was the fifth most recalled in Australia in Q1. But here’s the kicker: 44% of people hated it. That’s not a failure—it’s a testament to its impact. In a world where neutrality is death for a brand, DiDi chose to polarize.
In my opinion, this is the future of marketing. With endless content vying for attention, brands can’t afford to be forgettable. DiDi’s success isn’t just about ridesharing; it’s about the courage to be different. As Tim puts it, ‘The biggest risk at the moment is not taking a risk.’
So, what’s the takeaway? Personally, I think it’s this: in a crowded market, the brands that thrive are the ones willing to embrace their flaws, their quirks, their weirdness. DiDi didn’t just grow its market share—it redefined what it means to be memorable. And in a world where attention is the ultimate currency, that’s worth more than any polished campaign could ever achieve.
