PRINZ Awards Case Studies ‘best of’ 2015 CORPORATE PUBLIC RELATIONS

What’s in a name? – From Telecom to Spark, rebranding one of New Zealand’s best known businesses Richard Llewellyn, Andrew Pirie, Lucy Fullarton, Conor Roberts, Vicky Gray, Sam Durbin, Todd Parker, Courtney Bennett: Spark New Zealand

On 21 February 2014, Telecom announced it planned to change its name to Spark New Zealand. On 8 August 2014, the change was made. One of the biggest rebrands in New Zealand’s history, it marked the culmination of a massive integrated public relations and marketing communications programme involving thousands of people and dozens of interconnected activities and initiatives. It provided a solid foundation for the new Spark New Zealand to pursue its ambition to become a winning business, inspired by customers to unleash the potential in all New Zealanders.

Background Preliminary research Telecom was associated with home phones, Spot the Significant qualitative and quantitative research, including dog, and the early development of internet and mobile targeted focus groups, highlighted legacy perceptions services. Since Telecom became our name in 1987, the of the Telecom brand and reinforced the need for change. likes of fibre, video calling, smartphones, internet TV, We looked at the characteristics of successful Cloud, big data, mobility, social media and the ubiquity rebrands elsewhere. In particular, we focused on of the internet have transformed our lives. We needed telecommunications rebrands such as Orange, Sprint, to change to be more relevant to customers. O2, and BT. Closer to home, we learnt from the In late 2013, we started planning to move beyond legacy experiences of Shell rebranding to Z Energy and the brand perceptions. A new name, Spark New Zealand, ANZ merger with the National Bank. We conducted was approved in principle by the Board of Directors, desktop analysis, as well as spoke with peers. Our with a decision to unveil it at the company’s half year research identified the following seven factors as key financial results announcement on 21 February 2014. determinants of a successful rebrand: The corporate relations team conceptualised, 1. Customers determine your success orchestrated and executed a comprehensive, integrated 2. Big change occurs on multiple levels and multifaceted public relations rebrand campaign to engage with the hearts and minds of New Zealanders. 3. Staff need to feel, and be, part of the change

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4. Giving people plenty of notice about big Messages Implementation/tactics change helps draw negativity out The core key messages consistent across the The total cost of the entire rebrand was 5. Must back it up with real substance programme were: approximately $20 million. 6. Show early indicators of success »» In the last 27 years our business has The best way to describe the programme is 7. Capitalise on the energy created changed dramatically to outline the key initiatives in chronological »» We’re now into a whole raft of new order: Objectives technologies…cloud, data centres, 21 February 2014 – Announced our intention The business goal was to accelerate the internet TV, etc. to change name. It generated massive transformation of the company, outline »» We’ve innovated with public WiFi zones, reaction, managed by stakeholder relations the enormous change that had occurred Spotify, Ultra Fibre and more. and a social media war-room. and symbolise our intent to be the leading »» We’ve already changed enormously over 21 February 2014 – Announced an intention provider of digital services in New Zealand. the last 18 months. to launch a new internet TV business, Our measurable communications objectives providing an immediate proof point of our »» We’ve listened to our customers, intention to move into new types of services for the period between February and August improved services and lowered our 2014 were to: prices dramatically. 21 February 2014 – Launched a multi-faceted programme called Spark Should, enabling 1. Create more than 3 new channels to »» We are committed to listening and make it easier for New Zealanders to two-way conversations with customers on improving in the areas that matter what Spark ‘should start’ or ‘should stop’. engage with us, and grow the number of to customers. New Zealanders willing to do so. 28 February 2014 – Partnered with music »» ‘Telecom’ is a word most New Zealanders 2. Drive significant and measurable streaming service Spotify, with a supporting associate with ‘old world’ telco PR campaign featuring NZ singers performing improvement in positive public sentiment and landlines. between the first announcement and the in Auckland centres. »» ‘Spark’ is a word with life and energy that change of name. February – June 2014 – an internal links to the creativity of New Zealanders. 3. Inform at least 40 potential media communications programme including »» The reality is many New Zealanders think influencers ahead of Spark Day in order customer-inspired workshops, email and Telecom is not relevant. Spark is a new start. to positively influence the tone of their intranet feedback channels, videos, and commentary. »» We’re determined to deliver for our e-learning. customers and for the future of 4. Inspire positive engagement for our Mid-June 2014 – Launched www. New Zealand thousands of staff through a series of sparkiscoming.co.nz website to explain activities with a target of more than 80% »» For investors: the rebrand is an important publicly what Spark New Zealand will be attendance and positive engagement. investment in our future all about. 5. Generate positive conversation about 1 July 2014 – Spark ‘launch day’ announced Spark in social channels around launch Strategy as 8 August 2014 – until then, we had only indicated the launch would be sometime in day achieving at least 100,000 views, We had a clear change game-plan: the middle of the year. likes, comments and shares. »» Announce the new name in advance and 1 July 2014 – A special 27 day countdown of 6. Influence positive coverage on the start laying groundwork for change (and video interviews with employees who began transformation story achieving at least 10 also reduce the risk of a leak). positive print, radio and TV news stories at at the company in each of the 27 years »» Allow customers to share their views/ Telecom was in existence. launch and in the days following. vent – given the nature of the old Telecom July 2014 – A ‘Spark Time Capsule’ featuring brand we expected a strong reaction, so the likes of Rod Drury and Sir Ray Avery and Audiences we needed to be ‘upfront and front up’ others talking about technology. There were a number of key target from day one. Mid-July 2014 – Launched new social media audiences: »» Give it time to soak in – and make a real pages under the pending Spark brands to effort to listen and respond appropriately. 1. Staff – it was critical our people became begin building our new audiences and a new advocates of the change. »» Acknowledge our heritage. social brand. 2. Customers – customers needed to support »» Start with an internal focus, then broaden July 2014 – Staff brand immersion sessions and respond positively. externally to build awareness and support, held across NZ to deliver the key messages, 3. Influencers – influencers needed to be being conscious it’s not what we say it’s with very high engagement and message well-informed on the change. what they hear that matters. retention. 4. New Zealand public – we wanted »» Underpin the change with real substance Early August 2014 – created PR stories on potential customers to consider us, to show how we are changing (rather the logistical side of the changeover, so these particularly where Telecom had been than telling how we are changing). stories (for example signage changes) didn’t weakest (under 35’s, Auckland region, »» Build up anticipation for Spark Day (8 impact on Spark Day small business). August). 4 and 7 August – two key stakeholder 5. New Zealand media – both traditional »» Be prepared for the worst – plan cocktail events held with briefing material and non-traditional media needed to be extensively for crisis scenarios and the provided to all attendees, supported by a well informed. inevitable logistical challenges a change targeted outreach to other potential media 6. Financial analysts – analysts needed to on this scale produces. commentators understand the investment rationale. »» Pay particular emphasis on the tone 7 August – completed crisis communications of communications – to show Spark planning in the event of any technical glitches New Zealand would be a very different in the thousands of systems needing a organisation to the old Telecom. name change. »» Execute relentlessly.

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8 August – a 7am rallying call to our »» Spark is Coming – new external website Objective 4 people from Simon Moutter with a video developed with relevant video and written »» Strong engagement in brand immersion delivered via smartphone to all our people content. The website launched in May sessions with 79% attendance and a 92% in New Zealand, Australia and the Philippines and steadily increased in visibility, peaking positive reaction. 8 August – a strong paid media push – with at 470,000 page views during Spark launch week. »» Significant improvement in Organisational commercials airing on TV One, TV3 and TV2, Health Index for 2014 compared to 2013, and full-page print media ads in national »» New Spark social media handles created moving from the bottom 13% of 1,300 newspapers NZ Herald, Dominion Post, the for Twitter, Facebook, Instagram, companies worldwide, to just above 50%. Press, Otago Daily Times, Waikato Times Snapchat, with strong growth in users and National Business Review. across all (further details later in this »» Spark Day One digital message and video was watched by 75% of all staff. 8 August – more than 1,300 Spark award entry). » The Spark is Coming intranet site Celebration Boxes delivered to staff in »» New Spark.co.nz consumer website » 100 locations across New Zealand and is now the number one industry was visited 7,208 times in the weeks the Philippines, to inspire our people on website with more than 620k monthly leading up. launch day. unique visitors. »» The 27 year countdown series of videos were watched over 56,000 times in total, 8 August – ‘Spark Thanks’ recognised existing »» Existing communications channels customers with a rewards programme – online, phone, email, and investor – peaking at 3,916 views and averaged featuring an ‘Automatic-Thanks-Machine’ well employed to respond to thousands 1,500 views. (ATM), which travelled the country dishing of enquiries and comments about »» 1,300 Kiwiana themed celebration out prizes. the rebrand. packs sent to staff, with over 200 8 August – A new crowd-funding initiative, Objective 2 photos of celebrations entered in internal competition. Spark My Potential, supported financially »» UMR brand research showed by August, by Spark New Zealand to encourage support 87% of the public was aware Telecom »» An internal poll on the success of the for talented New Zealanders. was changing its name, and of that rebrand showed 82% of staff rating the group, 90% knew it was changing success of the name change as 8 or higher Creativity OR Problem solving to Spark. on a scale of 1–10. Objective 5 Given our repositioning as a digital services »» Analysis of social media showed reaction company, strong social media and online to our rebrand announcement in Feb »» Social media sentiment on 21 February engagement was going to be a key tool for 2014 was 90% negative. On August 8 2014 was 90% negative, whilst the overcoming challenges. the sentiment was 75% positive. sentiment on 8 August 2014 was 75% positive. On February 21, Spark/Telecom was the »» Net Promoter Score measures jumped number one NZ trending topic on social 13% points from March 2014 to August »» The launch day ATM video achieved over media, and the level of media commentary 2014. 100,000 views on YouTube and over 44,000 views on Facebook in the first was enormous. The early risk to the rebrand »» Research showing customer preference was significant, so we created a social media scores up across the board – with mobile 48 hours. By end of the campaign it had ‘war-room’ of over 15 staff responding to consideration up 18 points in Auckland, been watched by over 190,000 people. thousands of comments posted on various 13 points in SME, and 19 points in »» Spark’s new Snapchat channel grew from channels throughout the day. We continued post‑paid. 0–11,500 followers in the week following the momentum with the launch of Spark launch, making it the most followed Should as an online channel for customers »» Store visits increased 6% in first fortnight and increased 10.2% in the half-year to Snapchat account in New Zealand. Spark to share what they wanted to see from Spark achieved over 600,000 Snapchat story as a company. 31 December 2014 compared to the prior six month period. views in the week long, post-launch tour. Faced with the challenge of how to say » Spark’s Instagram account grew from 300 »» The spark.co.nz website now has more » goodbye to the old Telecom brand in the – 3000 followers. right way we staged a 27 day count-down than 620k monthly unique visitors. Online »» Spark’s Facebook page added 8,152 Likes featuring short video interviews with a sales in the six months to 31 December over the course of the campaign – staff member who had started in each of 2014 grew between 9 – 12% (depending a 5.7% increase. the 27 years since the Telecom brand was on category). introduced, while for media we created video Objective 3 Objective 6 content of the old Telecom signs ‘leaving the »» Two stakeholder cocktail events held with 12 national print and radio media and building’. This content was used by all major more than 200 key influencers attending, industry articles in the week leading up the national media outlets. one held for marketing and advertising launch, focusing on the logistical challenge of influencers, one for business influencers – the rebrand. Results with at least 3 influencers asked for media More than 80 print, radio and network TV Objective 1 comment subsequent to the launch. stories or discussions about the Spark rebrand were held on 8 August, with the scope of the »» Social/online media war room engaged »» Briefing material provided to 12 with approximately 3000 people who New Zealand university marketing rebrand, the ATM campaign and the Spark commented across various channels on academics, with at least 2 asked for media My Potential initiative (an associated crowd- February 21. comment subsequent to the launch. funding campaign) all getting significant positive mention. »» Spark Should – new channels for internal »» Targeted outreach to 15 media and external two way communications, commentators who had critiqued the This compares favourably with the more than with over 900 questions from customers brand change post Feb 21 2014 – while 50 print, radio and TV stories on 21 February and 200 from staff, all answered. this did not result in any public ‘mea 2014, with more than half negative in tone, culpas’ we did not have any repeat largely focused on the cost and logic behind criticisms from these commentators. the decision to rebrand.

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Evaluation and follow-up Regular internal surveys – in October 2014 we asked if there had been positive change in There are several key measures Spark the company, 71% responded favourably, up New Zealand continues to track from a 24% since April 2014. reputation perspective and to measure the ongoing impact of the rebrand. Media coverage has improved significantly in the last 12–18 months, reflected by the Share price is an ongoing measure and steady increase in positive media sentiment. evaluation of how the rebrand is being received. At February 2014 the share price The ongoing and growing Spark My Potential was $2.37. By August 8 2014 the share price programme with the first six months of was $2.82, and by early March 2015 (when SMP, 37 projects launched raising a total this entry was submitted) the share price of $350,000 via crowd-funding, including was $3.29. $120,000 of matching contributions from Spark New Zealand. Between 30 June and 31 December 2014, we saw strong growth with 108,000 new mobile connections (5% Acknowledgement of other growth in a flat market) and 4,500 new communication disciplines broadband customers. Spark New Zealand corporate relations team We monitor customer preference (as a Spark’s various in-house marketing teams – precursor to market share) through research Spark Digital, Spark Home Mobile & Business quarterly, with improvement across all Spark New Zealand rebrand project office product categories since the rebrand. which coordinated logistical activities Social channels are an increasingly important Agency partners; Sherson Willis, Touchcast, influence on customer sentiment, with steady Socialites, Dynamo, Saatchi Worldwide growth in sentiment and audience numbers Design, Interbrand, Rapp, Chillbox, since Spark Day. Spur, Goodfolk UMR research benchmarks favourability against industry competitors and well- known New Zealand companies, with Spark New Zealand trending positively since the rebrand. Annual Ross Carmichael Singer investor research shows improved investor confidence in the overall Spark business strategy.

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DairyNZ levy vote – demonstrating value in 2014 and beyond Hayley Gavan, Bernie Walsh, Phillipa Adam: DairyNZ

In May 2014 DairyNZ faced a do or die moment – we needed a majority of dairy farmers to vote in support of continuing to pay a levy used to fund our work. The average for industry- specific levy referendums is 40 percent – we needed a turnout of at least 50 percent. As a communications team we took up the challenge and formed a plan that would create urgency around the need to vote and show dairy farmers the value of DairyNZ’s work. The result? During May, 60 percent of 14,436 eligible farmers voted and 78 percent voted ‘yes’ to continue the levy.

Background Held every six years, the levy vote is required by government legislation and collected under terms set out In May 2014 New Zealand dairy farmers had the in the Commodities Levies Act 1990. Once a levy order is opportunity to vote on continuing to pay a levy to fund in place, every farmer is required to pay the levy whether a range of activities carried out by their industry body they voted ‘yes’ or ‘no’, or didn’t vote at all. DairyNZ. For the average New Zealand farm, this levy amounts to around $5,500 each year based on their milk Under the Act, a minimum of 50 percent of voting solids production. The levy amounted to $61 million in farmers need to support the levy for a new levy order funding in 2013/14. to be approved by the Minister for Primary Industries.

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Ticking ‘no’ in the levy vote is effectively DairyNZ staff – DairyNZ staff are very Create urgency – build momentum in voting for no DairyNZ. For DairyNZ corporate, knowledgeable of their own projects but March and April and paint a picture of the this is effectively a do or die vote. not always aware of the breadth of activity consequences of not voting. undertaken across the organisation. They Arm the messengers – provide staff with clear Preliminary research needed to be able to tell the DairyNZ value story. messages so they too can confidently pass »» Data from an annual farmer perception Media (rural and mainstream) – DairyNZ had information on to farmers. Utilise existing survey and an annual farmer built good media relationships over time. It relationships with media, commentators and communications survey of 1000 farmers. was important to leverage off this and ensure stakeholders. Information about DairyNZ the levy campaign piqued the interest of needs to be interesting, not just to farmers. »» Four focus groups carried out in February all media. 2014 which tested levy branding and Sharpen the message – DairyNZ undertakes messaging. more than 150 projects each year. Our Messages work needs to be summarised effectively to »» Analysis of the 2008 levy vote. »» Voting provides an important opportunity resonate with farmers. Objectives for farmers to have their say. »» The more farmers who vote and who vote Implementation/tactics Organisational objective: yes, the stronger DairyNZ’s mandate to Media DairyNZ’s target: 60 percent of farmers to work on behalf of farmers. »» A proactive media release plan and story vote and 75 percent to vote yes. »» DairyNZ has a clear strategy ensuring that pipeline was developed for external media Communications objectives: dairy farmers continue to benefit from and all our own channels, including a As above, but additionally we aimed to: the levy. dedicated web page. In February and March, we built awareness, in March/April »» Increase awareness of the DairyNZ Levy »» DairyNZ provides value to all dairy farmers we promoted work in the regions and in Vote 2014 (compared to initial results in and has made a difference to their May we created urgency around the need focus groups which indicated awareness bottom line. to vote. was low). »» The breadth of DairyNZ’s work is valuable, »» The support of media commentators was »» Increase the awareness of DairyNZ’s lesser covering all aspects of dairy farming and garnered. They were invited to DairyNZ known areas of work among farmers, every region. events and provided with easy-to-digest such as disease control and policy and »» Voting is quick and easy. material. We shared regional voter turnout advocacy by 50 percent (based on the figures throughout the voting period to previous year’s farmer perception survey). Strategy drive stories and interest. »» Increase the awareness of DairyNZ’s work Show value – encourage farmers to take » Every media release during March, April among media and key stakeholders – a » an interest in DairyNZ’s work, see the and May had a levy vote message in it. story will be published in every provincial value and understand the impact it has on »» There was strong engagement with key farming page in April and May. their business. rural media to keep stories fresh, targeted »» Increase the voter turnout of sharemilkers and top of mind. from 37 percent in 2008 to at least 50 percent in 2014. »» There were efforts to drive interest on business and provincial farming pages Audiences particularly on economics, future of business, challenges and competitiveness We needed to target our campaign to using DairyNZ experts. particular segments of farmers. Stakeholders Large herd owners – they pay the highest levies and produce more milksolids as a »» A media pack was sent to dairy industry group (the weighted milksolids results also partners, including dairy companies and count under the legislation). It was especially farmer groups. important to express the dollar value of »» Organisations’ chief executives and DairyNZ’s work to this group. spokespeople were asked to write opinion Sharemilkers – over 4000 in number, but pieces and include information in their generally unaware of their ability to vote on own communications. Short stories were the levy. In the 2008 vote, the sharemilker supplied for them to distribute. turnout was considerably lower than for »» We worked in partnership with Federated owner-operators (37 percent vs 58 percent). Farmers’ sharemilkers section and a We recognised an opportunity to lift sharemilking DairyNZ board member to their vote. develop joint media releases and tailored Farmer-led organisations and milk supply messages that focused on lifting the companies, e.g. Federated Farmers – their sharemilkers’ vote. support was crucial. They have their own Internal communication communication channels and could endorse »» Levy communication resources were the value of DairyNZ’s levy-funded activities created for our staff. An acronym, and promote the vote. PREPARE, was used to help our people Farmers by region – one of the key strengths answer the question ‘what do dairy of DairyNZ is its ability to tailor and deliver farmers get for their levy’? regionalised information and services through »» We provided ‘booster backpacks’ for staff, regional teams on the ground. We needed to branded with the catch-phrase – ‘to levy communicate this. 2014 and beyond’. It included a guide to

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the levy and other resources to support good stories. Farmers told us that farm profit Evaluation and follow-up and motivate staff. and scientific research were most important »» A project debrief workshop was held to them. We stuck to the facts, using Direct-to-farmer and produced a report of learnings. Our evidence to back up any value statements. communications work stream fed into this »» Regionalised monthly e-newsletters We supplemented this with farmer review process and we also conducted our were used as a channel to help build endorsements. momentum over March, April and May. own team debrief. We carefully planned out messages and Results »» We are now advising others on levy used testimonials from farmers and campaigns. Dairy Australia and Beef and stakeholders. Specific messages were The results of the vote exceeded DairyNZ’s Lamb NZ have both sought our advice created for large herd owners. goal with 60 percent of 14,436 eligible this year. farmers voting and 78 percent voting »» Social media, including Facebook and »» We held a media debrief at the June 2014 ‘yes’ to continue the levy. The turnout Twitter was used to target groups that Mystery Creek Fieldays with our senior was well above the average for industry- were likely to use online media e.g. staff. This resulted in video stories on-line specific levy referendums (turnout average sharemilkers. We also enlisted supporting about the success of the work. organisations to use their own social according to election specialists Electionz. »» We produced an infographic one page networks. com is 40 percent). In addition we lifted the sharemilkers’ voter turnout to 50 percent results flyer that was shared widely with »» Two information guides were sent (up from 37 percent in 2008’s levy vote). This media, stakeholders and staff. Staff shared to farmers in March and May 2014, was a record result. it on their Facebook pages and pinned it explaining the vote and demonstrating up at desks, building staff morale. the value of DairyNZ to dairy farmers. Four DairyNZ conducts a farmer perception survey »» We also publicly thanked farmers for voting key priority areas were created, based on every year. In 2014, 1000 farmers were in all our media channels and publications. earlier research into the types of messages surveyed between May 23 and July 6. that best resonated with farmers. »» In response to ‘why did you not vote?’, »» DairyNZ board chairman John Luxton summed up the campaign with a »» A ‘levy issue’ of our monthly Inside Dairy only 8 percent indicated they didn’t know comment to our communications magazine was produced and distributed the vote was happening. Only 9 percent manager. “Overall it has been a great to farmers in March. said they didn’t know what the vote was about. success, so well done.” Budget »» Unprompted farmer awareness of our »» We measured our performance by the $14,000 (printing of information booklets for activities increased significantly in specific vote result (a record result, higher than staff and farmers) areas we had targeted (advocacy with any previous votes) and the DairyNZ decision-makers 11 percent, up from Farmer Perception survey, level and tone Creativity OR Problem solving 2 percent in 2013; awareness of work of media coverage and levels of farmer We identified two specific challenges. in promoting the industry 20 percent, engagement with our communication up from 12 percent in 2013; research channels and contact points. In the 2014 Voter apathy and development 15 percent up from farmer communications survey, 68 percent The corporate PR/communications part of 11 percent in 2013; disease control of farmers said they became more aware the campaign had to build urgency and 12 percent, up from 2 percent in 2013). of our work through key channels like Inside Dairy magazine (up from 47 percent motivation. At the same time we were »» At the same time we maintained our in 2013). conscious that this was a democratic vote. general high support with farmers, with The primary objective was to encourage 9 out of 10 farmers saying they would »» We continue to focus on evidence- farmers to vote, and to see the value in vote to have DairyNZ continue operating. based data and regionalisation in our continuing the levy. There was a strong focus communications, including our 2013/14 DairyNZ’s corporate media relations resulted on providing sufficient information to ensure Annual Report. voters could make an informed choice. in the following. »» Our media relationships and their »» 168 articles mentioning DairyNZ’s levy The communications team ensured that top understanding of DairyNZ have vote being printed and broadcast from people in the organisation understood the strengthened. importance of developing key messages and March until June. expanding on them at short notice. A weekly »» A wide range of media using our Acknowledgement of other meeting helped cement this and update the material. The list included TV3’s 6 o’clock communication disciplines wider levy campaign team. news, RadioNZ, regional metro dailies The DairyNZ communications team worked We constantly monitored and adjusted (including Dominion Post, Waikato Times, alongside other areas of the business to our messages and activities to keep the Christchurch Press, Otago Daily Times) deliver an integrated levy vote campaign. media momentum right to the end of the and community newspapers. voting period. »» We reached every region from the A project manager, Jodi Tong, worked Northland Advocate to the Southland with our Senior Leadership Team to lead Too much information Times. the campaign, with an above the line We had a lot to say and we had to branded advertising campaign in print and »» Rural publications featured the levy vote capture the attention of a busy and varied broadcast media, complementing our team’s prominently. A front page of Dairy News constituency of voters. DairyNZ’s work communications and public relations strategy. was dedicated to the vote. covers everything from scientific research We were also ably assisted by our digital and Our internal communications was also to investing in disease control, policy and design team, including Lisa Ballantyne (senior successful. advocacy and water quality. Nailing the graphic designer), Monica Pooley (graphic messages and tailoring to our different »» Staff were comfortable facing questions designer), David Borgioli-Jones (digital regions and audiences took time and effort. when tasked with calling all farmers specialist), Jo Gisborne (digital specialist), The solution was to use research to help to remind them of the vote. Around Laura Nola (administrator). 90 percent of staff called farmers and develop our messages and work closely with All DairyNZ staff participated in engagement answered their questions. media to give them what they needed for to promote voting directly with farmers.

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Gig-borne: The city that dared to dream Kerry Donovan, Nicola Chrisp: ExpressPR

Like David vs. Goliath, Gigatown was an epic battle of community spirit vs. population size. 50 NZ towns, one prize: The fastest internet in the Southern Hemisphere. Gisborne struggled from the outset. There was little understanding of ultra-fast broadband (UFB) and many struggled with the digital accessibility and proficiency required to get involved. ExpressPR’s community-driven campaign united the entire community, daring them to dream big. Through army-style infiltration, a crash course in social media and tireless effort, Gisborne changed its paradigm. We came second to a city four times our size, by just 0.2%.

Background Preliminary research Gigatown, a year-long Chorus competition, saw 50 Research objectives towns compete for one-gigabit-per-second internet and »» Identify the best way to engage people in $700,000. Town-specific hashtags earned points through the competition. seven social media platforms. »» Kick-start engagement, involving key influencers from The Gisborne District Council (GDC) managed the beginning. Gisborne’s campaign, supported by Eastland Community Trust (ECT). With the lowest internet access in NZ »» Research questions and high deprivation statistics, Gisborne was ready »» Why is our community unengaged? for transformation. »» What community sectors would benefit from UFB Winning Gigatown was the goal. But, the real prize and how? would be widespread community engagement, »» What platforms should we focus on? improved digital literacy and Gisborne’s compelling story Primary research told globally. Client briefings, interviews and focus groups Six months in and 11th place, Gisborne looked out of the encompassing stakeholders such as iwi, businesses, race. Enter ExpressPR – executing a strategy to transform schools, health, government, IT sector and a town of disbelievers into an undeniable force. wider community.

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Secondary research 2. Increase active engagement to 40% of Messages Gisborne’s population by November 18, Desktop research confirmed Gisborne’s high Key messages involved: deprivation statistics, a compelling story 2014. »» How: Competition information and and Gisborne’s competitive advantage. Measurability: participation instruction. Highest users of social media were women, »» Facebook likes achieve 1000% growth. 18–44 yrs. »» Why: Social and economic benefits. »» Five Facebook posts daily receive more »» Why Gisborne: Vote for Gisborne. Research found two main engagement than 150 comments. barriers: Overarching message »» 100 people tweet 100 times daily. »» Lack of competition and UFB “Gigatown Gisborne will be a leading digital »» 1500 people participated in the monthly understanding. hub, driving global connectivity, economic quiz. »» Low digital proficiency and accessibility. and social development and world class »» The project recruits more than 200 education, changing how our community volunteers. Objectives lives, works and plays.” »» 10 community-driven events, projects Key message one: “Getting involved is easy!” Winning Gigatown was the ultimate or campaigns executed. objective, supporting: 1. Register at www.gigatown.co.nz. »» 150 new Twitter registrations. »» GDC in “leading and supporting 2. Complete the quiz. Go to www.gigatown. the social, cultural, economic and co.nz/take-the-quiz. Audiences environmental development of [its] 3. 10@10. Take 10 minutes at 10am to post communities” and; The town with the loudest voice wins, #gigatowngis on Facebook, Twitter or therefore, target audiences were those that: »» ECT in “creating a positive, prosperous Instagram. and attractive community.” »» encapsulated the most people; Key message two: “Business done better.” Project objectives: »» were motivated by fast, affordable internet; »» Winning will drive business growth and 1. Increase Gisborne’s digital proficiency by »» and were able to participate. development, and create new, higher November 18, 2014. These included: paying jobs. Measurability: Local businesses: Community employers with Key message three: “Maximising potential.” »» 500 people social media trained. large databases. Businesses would benefit »» Winning will maximise our people’s »» One proficiency focused initiative from efficiency and productivity gains, cloud potential. It will transform our education implemented. access and improved communications. system, improving digital accessibility and literacy. 2. Increase social media participative Entrepreneurs: Winning would support democracy by November 2014. start-ups and innovation, and drive Key message four: “Bringing people together.” economic development – with entrepreneurs »» Winning will unite our community, Measurability: maximising Gisborne’s work-life balance. connect us with whanau globally and »» Gigatown Facebook community posts Community influencers: Widespread spotlight Gisborne on the world stage. receive over 200 comments. engagement depended on passionate Gisborne also had to convince Chorus, judges »» GDC Facebook page grows 25% by community leaders seeing value in winning and New Zealand that it should be Gigatown. November 2014. and actively enlisting support. Key external messages: 3. Showcase Gisborne as a great place to Education providers: Schools were major live, throughout the competition. competition beneficiaries and large »» We are Gig-borne. Measurability: community communicators. UFB would »» Gisborne is the best platform to showcase transform education accessibility, delivery UFB’s transformative power. »» Gisborne’s digital strategy video receives and communication. 1000 hits. »» Gisborne is on the edge. Paradigms Health providers: Another large employer, innovate from the edge, ideas are born »» Gisborne’s story attracts national media health and social service providers would on the edge, disruption comes from coverage at least once. benefit from reduced service delivery costs, the edge. »» Gisborne attracts one new investor as a improved access to tools, services and shared »» Gisborne is the place talent chooses to live. result of Gigatown. patient data. »» Gisborne has the funding, drive and PR objectives: Iwi: Maori represents 50% of Gisborne’s capacity to incite change. 1. Increase awareness of the competition population. The two main iwi had large » Gisborne will share its story with the world. and UFB benefits to 90% of the networks fundamental to winning. UFB » community by November 2014. would improve iwi standards of living and global whanau connectivity. Strategy Measurability: Local government: Potential Gigatown One thing was clear. One person could not »» Minimum 500 Gisborne businesses deliverer and large employer, its outreach do this alone. Winning would require a mass are contacted. programmes were fundamental to community-wide effort. »» 90% of IT professionals, education and project communication. Gisborne was in 11th place, winning was health providers are approached. IT Sector: Winning Gigatown would catapult no longer about building momentum, but »» Monthly communication with GDC growth in the IT sector. building it faster than the competition, which employees. Mothers aged 18–44: The largest habitual had a six month head start. »» Public meetings attract 50–100 social media users and key communicators, First place seemed an almost impossible task. people each. mothers would be the biggest converters Gisborne had to systematically and patiently »» Weekly local media engagement. of others. knock off the competition, one by one.

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There were two components to the strategy. Social Media Solution:”Twitter Tuesday” and 1. Secure a large, sustainable network of High frequency social media tactics grew daily “Facebook Friday.” people to lead and inspire the community. engagement. Topics included: Informal, peer-led training was held weekly 2. Provide the tools and resources for them »» Competition rules and UFB benefits. with beer and pizza, or coffee and morning to recruit mass community engagement. tea. Community facilitated, they promoted »» Dare to dream – what could Gisborne self education and fostered a supportive There were 10 steps on the ladder, ten towns look like with UFB? Giga-family. that had to surrender by force, military »» Games and competitions. style. All communications focused on the immediate competitor, breaking the massive Motivational tactics: Results climb into achievable targets. »» Transparency: Leader boards and graphs Gisborne came second, losing to Dunedin The PR strategy was simple: were posted online, driving ownership by 0.2%. Judges voted Gisborne’s digital and momentum. strategy best. Winners regardless, Gisborne’s »» Tell Gisborne’s compelling story, illustrating engaged community is committed to digital the need for UFB. »» Gig-Shed: Army HQ, named because all good innovation comes from a kiwi shed, excellence, with the world spotlight on its »» Communicate clear vision and goals, was a supportive space manned 24/7 by digital journey. sharing project ownership and soldiers who cheered, hugged, laughed Project objectives: empowering the community. and cried at every 0.1% increase. Increase digital proficiency by November 18, »» Don’t ask, inspire people to get involved. »» Celebrating success: Big or small, 2014. »» Work with supporters in the way they are achievement was celebrated through »» Over 500 twitter registrations, 19,000 able. Any contribution is valued. events, and printed and social media. email registrations. »» Represent Gisborne with integrity and Budget: »» Over 500 attended training brand consistency. To Finale: (May–Sep 14): $18.8k »» Mind Lab’s digital teacher academy »» Celebrate success, big or small. Finale: (Sep–Nov 14): $77.5k established. »» Say thank you, sincerely and Increase social media participative democracy wherever possible. Creativity OR Problem solving by November 2014. Gisborne’s deprivation statistics and late kick- »» Gigatown Facebook posts achieved 2–5k Implementation/tactics start meant it had to get creative. Dunedin comments each. The Giga-Army was born. Its mission: Become was a formidable opponent, four times »» GDC Facebook followers doubled, now an unstoppable force. Gisborne’s population with big budgets and one of the highest followed council pages The challenge was maintaining high levels of university networks. in New Zealand. engagement. Multiplication was crucial. A Examples of creative problem solving »» Showcase Gisborne as a great place to fun, military campaign was embraced whole- Problem: No signage budget. live, throughout the competition. heartedly, involving: Solution: “Paint the town Giga.” »» Gisborne’s digital strategy video received Marshalls: The steering committee, to which 7386 plays. the major general reported. Hundreds of soldiers met in camouflage, armed with art supplies and homemade signs »» Gisborne received the most national Major General: Project manager, responsible to “Paint the town Giga”, led by Gisborne’s coverage including two TV appearances. for strategy and stakeholder management. mayor. Retailers and GDC pre-approved »» Mind Lab invested technology and Colonels: Ambassadors and activators – the town’s overnight transformation teaching scholarships. report to the major general. including replacing “Gisborne” signs with »» Chorus have promised local investment. Platoons: A drafted organisation. Platoons “Gig‑Borne”. represented all community sectors. Problem: Gisborne’s small in comparison Gisborne exceeded its expectations, punching population size. well above its weight with engagement far Captains: Platoon representatives responsible greater than its population size. for activating soldiers, supported by other Solution: The “Hundy Club.” PR Objectives: captains, reporting to the major general. Social media badges were awarded to Soldiers: Platoon members who earn points soldiers tweeting 100, 200 and 500 times Increase awareness of the competition and as instructed by their captain. daily. Recipients wore their badge as their UFB benefits among 90% of the community by November 18, 2014. Ammunition profile picture. Problem: Low internet accessibility. »» Almost 100% of community sectors The Giga-Army needed ammunition. reached by the Giga-Army. This included: Solution One: “10@10.” »» Engagement unlike anything before. »» A website. Businesses permitted employees to use social Gisborne shut down in the final days with »» Printed marketing collateral and digital media for 10 minutes at 10am using work community-wide focus. templates. time and technology. In its peak, hours were donated with factories halting production, »» Over $15,000 (cash and in kind) donated »» 4G tablets. retailers closing, even Tair¯awhiti District by the community. Media Health and GDC staff tweeted. »» An estimated 1000 people celebrated The Gisborne Herald, renamed The Gig-Borne Solution Two: “The Gig-Shed.” making the finale at the Gig-Shed. The Herald, regularly printed media releases, grand finale was live streamed with Open 24/7, The Gig-Shed provided access to thousands watching. often front page. Gisborne received the most technology, internet and training. national media coverage. »» Over $100,000 advertising was donated Problem: Poor digital literacy and social by The Gig-Borne Herald. media knowledge.

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»» The Gig-Shed was manned 24/7 by Success of social media tactics was analysed Acknowledgement of other over 200 soldiers, constantly hosting using this real time information and adjusted communication disciplines 20–100 people. accordingly to maximise engagement, The Gigatown Gisborne campaign was making every point count. It also became Increase engagement to 40% of Gisborne’s a people management and community the benchmark for future GDC social media population by November 18, 2014. engagement programme build around engagement tactics. »» Gigatown Gisborne Facebook grew networking, positive media coverage, from 1200 – 13,000, achieving 491% Physical community engagement effective use of social media (the foundation growth in month one, the largest regional The project was evaluated by: of the entire competition) and providing the Facebook page. »» Attendance at events, training and Giga-Army with the tools they needed enlist »» Facebook posts achieved 40–60,000 reach meetings. support. (Gisborne’s population – 36,000). Posts »» Amount of donated media coverage. Tools included a website, and limited printed generated up to 5,000 link clicks and material such as flyers, stickers, posters 2,000–5,000 comments each. »» Gig-Shed foot traffic. and t-shirts, designed by ExpressPR. The » Number of platoons drafted. »» 100–500 people posted 100–1000 » Giga-Army was often seen at public events, tweets daily. What happens next? armed with tablets to recruit volunteers and registrations. »» 1500–3000 quiz entries, monthly. The community is still fired up, engaged and working to execute its Plan for Gig Success. There was no newspaper spend, however »» Over 50 community-driven events. The original marshals have been joined by The Gisborne Herald became heavily »» Approximately 500 new Twitter other community leaders and meet monthly engaged and donated over $100,000 in registrations. to govern the implementation of key digital free advertising and support with regular initiatives. The project, now labelled the media updates. Evaluation and follow-up Digital Strategy, has been formally adopted Many businesses used tools developed by Measuring success was easy, through real by Activate Tair¯awhiti (Gisborne’s economic ExpressPR for the campaign to reach out to time monitoring of social media hashtags. development agency) and a digital strategy their networks, including electronic direct One correctly used hashtag earned the manager has been employed. mail templates and e-signatures. community one point. The Giga-Army has begun initial discussion ExpressPR would like to sincerely thank Social Media around sourcing crowd-funding for specific the following Marshalls of the Giga- initiatives and will continue to play a key role Army: Gisborne District Council, Eastland »» The Gigatown website (www.gigatown. in community development. Community Trust, The Gisborne Herald and co.nz) kept track of each town’s overall Pultron Composites. Their foresight, tireless progress. Gisborne has joined forces with other finalist towns to work towards becoming a Gig- support and guidance was invaluable. »» A supporting website (ur.co.nz/Gigatown. Nation, supporting New Zealand’s drive for php) measured results specific to each digital excellence. It aims to join the global platform. Tweeters used this site to digital conversation and become part of the track daily performance and stay within gig city network. competition rules. The overall community feeling is that »» Hashtags.org measured frequency of Gisborne are true winners, receiving wide hashtags at specific times of the day. reaching benefits that far extend the scope of »» Facebook analytics measured success the competition. of each post by reach, link clicks and comments.

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‘Are you that someone?’ – Preventing sexual violence Hanna Kilpin, Janice Rodenburg: Ideas Shop

New Zealanders were shocked to hear of ’Roast Busters’ – a group of teenage boys who were boasting online about getting girls drunk and raping them. Media coverage of the scandal and public debate reinforced the need to raise awareness among young people about what constitutes sexual violence, and to equip them with the confidence and knowledge to safely intervene to stop it happening. The Ministry of Social Development and Ideas Shop developed a pilot campaign targeting young people aged 16–21 years old to help them see the signs, safely speak up and step in to prevent sexual violence.

Background New Zealanders aged 16–21 years in a conversation about how and when they could speak up and step in The ‘Roast Busters’ controversy highlighted that many to stop sexual violence. The campaign needed to be young New Zealanders are confused about what is and developed and go live within three months, prior to the isn’t appropriate sexual behaviour, with one in five female election campaign period. and one in 10 male high school students in New Zealand reporting unwanted sexual contact or being made to do unwanted sexual things (Source: ACC). Those working Preliminary research with victims of sexual violence report that victims usually Our preliminary research focused on gaining an in-depth know the perpetrators, and the events leading up to the knowledge of the audience, the way they communicate assault are often witnessed by others. However many and their understanding of sexual violence. This bystanders do not feel confident to intervene. information was critical to developing the right tone and As a first step in the Government’s broader sexual style for the campaign. violence prevention strategy, the Ministry of Social Three focus groups were held with representatives of the Development (MSD) wanted to move quickly to help target audience, providing us with: young people become active bystanders by providing »» current attitudes and understanding of sexual violence them with the knowledge and confidence to recognise and react to inappropriate sexual behaviour. »» barriers to stepping in to prevent it Ideas Shop was commissioned to work with MSD to »» common areas of misinformation develop and implement a 10 week campaign to engage We consulted with sector groups working with victims of sexual violence, to draw on their experiences with the audience and test the approach of the campaign through its development. We recognised that social media was a key communication channel for the demographic and conducted desktop research into trends and the audience’s preferred social media platforms and usage. Due to the limited time frame and budget we could not undertake research to set benchmarks of awareness or behaviour prior to the campaign beginning.

Objectives The campaign needed to support the Government’s broader sexual violence prevention strategy and complement other MSD social marketing campaigns. The overall goal of the campaign was to initiate behaviour change by giving young New Zealanders the knowledge and confidence to recognise and respond to inappropriate sexual behaviour. The campaign objectives were to: »» Create awareness about what constitutes sexual violence and how to safely intervene, with a target of reaching 10% of the target audience. Targets were based on a proportion of the reach of other MSD social marketing activity. »» Generate online conversation to prompt and influence positive behaviour change, with a target of 10,000 conversations over the 10-week campaign (measured through Facebook and Twitter engagement statistics).

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Audiences reference group in the target age group. At language were all tested with focus groups to the same time, experienced senior advisors ensure they were relevant and recognisable. Our primary audience for the campaign were on the lookout for any unintended As a result of the feedback, we used actors, was New Zealanders aged 16–21 years, consequences from the messaging, for rather than models, so that we could be sure approximately 444,000 people. example making sure there was no sense of the facial expressions and body language Research shows that this age group is ‘victim blaming’. of everyone in the framed scenario clearly statistically at the highest risk of sexual signalled the behaviour was unacceptable. assault, particularly as they are in the Strategy The visuals were complemented by the four process of learning about sexuality and key messages (see above). managing sexual relationships. They are Our strategy had to engage the audience, Our images were displayed as posters around also experimenting with alcohol, which is show them what to look for and suggest areas frequented by young people – near bars a known risk factor for sexual violence and ways to speak up and step in safely when and entertainment venues and on campuses, unwanted sexual experiences. seeing sexual violence. with a call to action to visit the Facebook To do this in the most effective way and Our focus group findings told us that there page or Twitter account. was a desire and feeling of obligation enable conversation with the target audience, Social media: to intervene in potentially dangerous we developed a primarily social media situations, but they struggled to know based campaign, supported by visual paid We set up Facebook and Twitter accounts which situations warranted intervention, advertising and non-paid media. where we shared the images, asked noting that there were consequences from High impact visuals: questions and encouraged comments and discussion about ways to intervene safely. A misreading situations. The campaign material needed to be conversation calendar was developed which We also knew this audience is strongly simple and highly visual, grab the attention covered a range of elements dealing with influenced by their peers, and use social of the audience, and be confronting by sexual violence and included crowd-sourcing media as a primary communication channel reflecting ‘real life’ situations that they would ‘real life’ situations the audience found to connect and share information. find themselves in. The catchphrase and themselves in, and facilitated conversation messaging were integrated into these visuals. Given the sensitive nature of the material around these situations. We also included and substantial public interest in the topic, It was important that these could translate references to relevant pop-culture and it was important to reach a secondary across the ‘real world’ and our digital encouraged participation by giving away audience including stakeholders such as key platforms, and drive the audience to the small vouchers. community and sector groups working with campaign’s social media pages. We monitored the impact of each post and victims of sexual violence, and parents and Social media: applied the lessons learnt; for example we families ensuring they were prepared should found pop-culture references were popular so young people come to them with issues Key to our strategy was using social media we emphasised those. In addition to our own prompted by the campaign material. as a campaign information hub, where the audience could actively participate in content, we linked to relevant material from conversations, access tools to help them around the world to keep the page fresh and Messages safely intervene, and share experiences and broaden the appeal. The campaign’s messages needed be ideas on how to step in safely and stop Prior to going live, the Ideas Shop team authentic and relevant to our target sexual violence. was trained to be able to respond audience. MSD recognised this and was Digital meets the real world: appropriately to sensitive issues, such as willing to push boundaries and use a disclosures from victims of sexual violence, We knew from previous social marketing deliberately edgy bold look and feel. or naming perpetrators. Understanding experience that the campaign could not be Working collaboratively with the client and that responsiveness was a key to success, solely digitally based and needed a physical a design agency, we developed the ‘Are you Ideas Shop scenario-planned responses presence. To deliver this and drive the that someone? Let’s stop sexual violence’ and actions, which also helped to mitigate audience to the campaign’s social media catchphrase, aimed at prompting reflection the impact of people posting difficult or channels, universities and specialist sexual and discussion when confronted with inappropriate comments. violence prevention educators were given inappropriate sexual behaviour. This was tools and collateral to run student-led events Digital meets the real world: followed by the tagline, ‘See the signs, speak throughout the country. At the same time, up, step in safely, stop sexual violence’. Working with tertiary institutions and posters were displayed in areas that the campaign partners such as Rape Prevention We also developed four key messages target audience frequent including pubs, Education (RPE), we held events on six to draw the audience into the visuals. tertiary and secondary campuses. campuses to help crowd-source content for These were: the social media channels and engage directly »» Someone should tell him he’s being a dick Implementation/tactics with the target audience. Using a pop-up – Are you that someone? The total budget for the campaign was photo booth, we photographed students »» Someone should tell him to back off – $290,000, with $154,000 of the budget holding up a white board displaying their Are you that someone? dedicated to public relations. personal strategy to prevent sexual violence, with a statement beginning ‘I am someone »» Someone should check she’s OK with High impact visuals: who…’ Participants shared their photos that – Are you that someone? We developed four visually arresting images across social media, broadening the reach of »» Someone should stop them, she’s too showing scenarios where a young woman is the campaign messages and influencing their wasted – Are you that someone? at risk of sexual violence or unwanted sexual peers to get behind the campaign. Supporting messages included practical tips contact is taking place. In each scenario Refocussing activity: the body language and messaging makes to help the audience safely step in or speak Despite research showing that Twitter was up against sexual violence. it clear that the behaviour is not acceptable and suggests that ‘someone’ should a channel used frequently by the target To get an authentic voice, all content was do something. audience, the campaign’s Twitter audience written by younger members of staff who appeared to be older and primarily interested then tested messaging with an informal The proposed approach, scenarios and the observers, such as people working with

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victims, educators, and journalists. As a result, Men as victims: Our approach to measurement and we decided partway through the campaign In our pre-campaign consultation we evaluation focused on tracking awareness to put less focus on Twitter. It remained an identified that we needed to acknowledge and engagement. Daily monitoring of the important channel for reaching the secondary that men could be victims as well as channels and evaluation allowed us to quickly audience, but Facebook was most effective perpetrators of sexual violence. Our fine tune our content to focus on areas our for the primary target audience. material focused on women as the target audience had an interest in and mitigate any of inappropriate behaviour because the potential risks or issues. Creativity OR Problem solving majority of victims of sexual violence are The campaign achieved a high level of Sexual violence is a highly sensitive topic. female. However we also sourced content awareness and engagement in a short time, A key focus for us was managing risk and from other campaigns that reflected ‘men as primarily on Facebook and supported by problem solving when issues occurred. victims’ perspective, including a poster with face-to-face engagement at campus events. the message ‘I said no…but she kept putting Comments from followers of the campaign Realistic situations and discussions: her hands on me’. This was widely shared, included, ‘this promotion is awesome’ and The campaign needed to realistically discuss reinforcing our approach. ‘not preachy’. the barriers and challenges that young Universities from around New Zealand New Zealanders face. Prior to the campaign Results requested campaign posters and material to going live, we brainstormed social media display and help run their own events. Sector scenarios and agreed responses with The campaign exceeded all targets around organisations also provided good feedback MSD. This included messaging focused awareness and engagement in the short time with Youthline stating that it was great to on influencing bystanders, not passing it ran. see young people writing posts and showing judgement on situations the audience might Objective: Create awareness about what interest early on in the campaign. find themselves in and avoiding victim constitutes sexual violence and how to safely blaming (e.g. she was pissed/wearing a short intervene, with a goal of reaching 10% of As a result, MSD is continuing to maintain the skirt). We worked with experts supporting the target audience. campaign’s social media pages and has been working with Family Planning to reach tertiary sexual violence victims, to help provide Outcome: Awareness measured by social students during university orientation weeks assistance and guidance on supportive media reach and touch points at events: responses when disclosures occurred. »» Facebook – content reaching 102,000 Balancing the conversation: Acknowledgement of other unique users every seven days on average. communication disciplines Some comments on the campaign Facebook There are about 444,000 people in the page came from feminists who suggested target age group, and 87% of those Client and Ideas Shop collaboration: bystanders should directly confront the reached were in the target age group. Ideas Shop developed the overall strategy and perpetrators if they saw behaviour that may This means we reached about 20%, implementation of the campaign, working lead to sexual violence. Their comments or 1 in 5 of the target audience. collaboratively with the MSD Social Change were strongly supported by their followers, »» Twitter – 300 followers with potential Team and other subject matter experts. and threatened to impact the campaign and reach of 507,000. Through the MSD team, the Minister of Social isolate our target audience by changing the Development’s Office, MSD management and »» Events – 2000 attending (estimated). focus onto the perpetrator rather than the media team were kept well-informed. Objective: Generate online conversation bystander. Visuals: We knew from our focus group findings that to prompt and influence positive behaviour change, with a target of 10,000 over the The visuals and branding of the campaign young people were often prevented from were developed by Ocean Design Limited, intervening because they were worried about 10 week campaign (measured through Facebook and Twitter engagement statistics). who worked with Ideas Shop and MSD to ‘getting it wrong’ and lacked confidence. ensure that messaging and scenarios were Outcome: Conversations measured by: We moved quickly to minimise the impact realistic and hit the right note with the on the campaign by responding publicly on »» Facebook engagement (like, comment target audience. Facebook to their comments. Our responses or share): 35,012 total. focused on acknowledging their point of Paid Advertising: »» Twitter retweets: 580. view, but emphasising the importance of Limited paid advertising included printing and personal safety and encouraging people to 179 photos posted to campaign Facebook displaying the campaign posters in areas of choose an approach they felt comfortable page, plus an estimated 200 posted on high frequency for the target audience. It also with. As we had built a strong online other pages. included some placement of digital ads and community on the campaign’s social media paid targeted boosting on Facebook. channels, others in our audience joined the Evaluation and follow-up Sexual Violence Prevention Specialists: conversation to reinforce that not everyone The campaign was always intended to Wellington Sexual Abuse Prevention Network would be confident confronting the issue be a ‘toe in the water’ – a first step in a provided on-call support and expertise to directly, and that other options can also work much broader sexual violence primary assist with social media responses for people to change or divert the course of events. prevention strategy. who disclosed experiences of sexual violence.

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Home truths – communicating the risk of landslides to Port Hills residents Anne-Marie Robinson, Linda Bennett: Christchurch City Council

What could be more difficult than telling people the very ground under their feet is unsafe? Christchurch City Council had to inform communities about a big, but uncertain, risk of a landslide on earthquake damaged land in the Port Hills. These were vulnerable people, still recovering from one of New Zealand’s most devastating natural disasters and now facing a new threat to their lives and homes. Our communications approach was to put relationships first and residents’ needs at the heart of everything we did.

Background The Canterbury Earthquakes damaged land and increased the risk of landslides on parts of Christchurch’s Port Hills. Christchurch City Council commissioned GNS Science to study landslide risk. The first reports, released in November 2013, showed 36 landslide (or mass movement) areas containing about 1400 homes. The highest risk areas were then studied more closely. This entry is based around the August 2014 release of eight further reports on these high risk areas, and the announcement of the Council and Crowns response. The reports showed 37 homes were in areas where the Council and Crown agreed the risk to life was ‘intolerable’. This means the chance of a resident being killed in a landslide in any given year is more than one-in-10,000. Some homeowners would get a buyout offer from the Council and Crown, while others could stay in their homes and an engineering solution would (eventually) protect them. We initially expected the reports would be released in April 2014, but delays in international peer-review pushed this out to August 2014.

Preliminary research To gain a good understanding of our target audiences and best practice for communicating difficult news to people recovering from a disaster, our research included: »» Thoroughly evaluating communications around the release of the first reports, including asking stakeholders to suggest improvements. »» Consulting with the project team and the Council’s community support experts. »» Seeking guidance from Council staff and agencies with experience delivering difficult news to communities. »» Reflecting on our personal experience of agencies in post- quake Christchurch. »» Studying the Australian Red Cross Communicating in Recovery handbook. Our research findings drove us to: »» A communications strategy that put residents’ needs first. »» Create tailored communications for individual needs. »» Plan communications tactics that carefully prioritised key project team members’ time. »» Give more comprehensive advance information to key stakeholders. »» And reiterated the need for post-disaster communications to be respectful, clear, targeted and without spin.

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Objectives People in a high-risk area where engineering »» Many risks were associated with work would reduce the risk and allow them stakeholder agencies and organisations Organisational: to stay in their home – Needed reassuring not understanding the information (hiking Identify, quantify and accurately assess and personalised communications, with insurance premiums, declining mortgages, the risk to Port Hills property owners from information about safety, emergency spreading misinformation). landslides as a result of land damage from the management, next steps and timing. Our strategy was to: Canterbury Earthquakes. People previously thought to be in a high-risk »» Build relationships so we could Create a sustainable regulatory and technical area, now at lower risk – Needed reassurance confidentially brief them before the public solution that is cost-effective and fair for the and comprehensive information on rebuilding, release of the reports. Council, Crown and property owners. developing or selling. »» Provide clear, consistent information so Provide clear and transparent information Wider Port Hills communities/public – Needed they could respond to residents’ questions about process, outcomes and timelines using a the risk clearly explained and reassurance they and concerns. variety of channels. weren’t affected. »» Our media strategy was driven by the Communications: Internal stakeholders (elected members, risk of this complex information being »» Ensure communications help residents Council staff) and external stakeholders misunderstood or sensationalised, understand the report’s findings, gauged (insurance companies, banks, MPs, welfare potentially sparking panic. Our media through less than 15 percent of media agencies, earthquake-related agencies) our strategy was to: coverage in the first week featuring resident audience gain information or support »» Have experts in planning, geotechnical concerned or confused residents, from – Needed a good understanding of the issues and policy available to speak to media. no residents becoming stressed and reports’ findings and policy decisions. immediately leaving their homes. »» Simply and clearly explain the scientific basis for the decisions and what this »» For the most impacted residents to Messages means for residents. hear the news from us first, before any »» We are committed to giving you media coverage, to receive personalised comprehensive information about the information and the opportunity for a face- stability of land in your area. Implementation/tactics to-face meetings within 24 hours. High risk area residents (37 homes): »» The reports give us a better understanding »» Make efficient use of our communications of landslide risk and the level of risk to »» A phone call from the Programme channels to free up key staff, measured people. Manager several days before the public by more than 1000 unique page views of announcement, explaining the reports’ »» Your safety comes first so we are making the landslide web page in the first week some tough decisions about land use and findings and what this means for them. following the reports’ release and reducing development in your area. »» A comprehensive tailored information customer centre calls to less than 100 in pack hand delivered the day before the that week. »» The Council and the Crown are working together to keep as many people in their announcement. »» Ensure the key stakeholders (including homes as possible. »» Neighbourhood meetings that evening media) that the most affected residents with the Council’s Chief Planner and »» We appreciate that waiting so long for will turn to for information and support Senior Geotechnical Engineer, GNS are well-informed, through contacting this news has been very difficult. The reports’ findings needed international Science’s Engineering Geologist, the at least four key agencies ahead of the project team and welfare support. announcement, and for 60 percent of peer-reviewing so the science was robust media coverage to include one or more enough to support sound decisions about »» Ongoing one-on-one access to project key messages. people’s lives and homes. team, geotechnical and planning experts. »» You can remain in your home for now as Other affected residents (those less at risk): Audiences the reports show higher risk in your area »» Comprehensive tailored information but not immediate danger. We are closely Residents pack posted out to arrive the day of monitoring your area and if we get new the announcement. We segmented our resident audience information of concern, we will move »» Drop-in sessions where residents could by geographic location – with different swiftly to protect your safety. landslide hazards in different areas – and speak to the project team about specific concerns. the varying impact the reports’ findings and Strategy policy decisions had for them. This made for Wider Port Hills communities: Our primary concern was the safety and complex communications planning, with 40 »» Port Hills e-newsletter updates. subsets of resident audiences each with their wellbeing of people living in the Port Hills, so own needs. We tailored communications by our strategy for residents was to: »» Drop-in sessions. need, with different tiers of information. All of »» Communicate with compassion and care. »» Information to community and residents’ groups. these groups had one common need – after »» Be open, honest and transparent in all nearly three years of stress and frustration communications. Internal stakeholders dealing with the earthquakes’ aftermath, »» Regular briefings, workshops and memos. they needed respectful and compassionate »» Tailor communications based on peoples’ communications. needs and specific circumstances. »» Briefing and triage system for call centre – high-risk people were sent directly to Key resident audiences included: »» Carefully time the rollout of communications so affected residents the project team, people at less risk or People in a high-risk area where engineering heard the news ahead of media. not affected were directed to the Council work would not remove the risk or their website or Port Hills email inbox. property was essential for engineering »» Reduce fear and misinformation by »» Intranet updates. work. The Council and Crown would offer ensuring easy access to simple information. to purchase their homes – The implications »» Allow residents to deal directly with External stakeholders for this group were huge, they needed the same people, not a faceless »» Confidentially brief key stakeholders in continuous updates and one-on-one support. bureaucratic process. advance of the public release.

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»» Memos to key stakeholders timed with Problem: Stress and uncertainty for people personally driving across the city to hand- announcement. waiting so long for answers about land deliver material to residents. »» Port Hills e-newsletter updates. stability on their property. Attending the neighbourhood meetings to Media Solution: Ahead of the announcement people gauge if residents understood the information. could email or call the project team for an Many came to these meetings with our »» Advance briefing for The Press local update at any time. Some stressed residents folders to refer to, and the few well-informed government reporter. were personally visited. We told people what questions showed they understood the »» Media briefing on day of public release of we knew as soon as possible, and updated content well. One action spoke volumes – €we the reports, with Council’s Chief Planner them on any delays. saw residents hug our two project managers and Geotechnical Engineer and a GNS in thanks for the care they had been shown. Science geotechnical expert. Results Continually monitoring the Port Hills »» Media release and comprehensive We had no negative media comment from e-newsletter as an ongoing channel for media packs. residents. All residents’ comment was positive community information. We have 1587 on »» Close monitoring of online media/social or balanced. One mentioned delay but our database and opening rates average 44.4 media and proactive contact about acknowledged the situation was complex and percent, well above the industry benchmark of mistakes before stories went to print/air. that we’d kept them informed. There were 25 percent. Reader comments include: “Great to get a focused view on what’s happening Wider public no negative news stories, editorials, or letters to the editor – far exceeding our expectations here. »» Comprehensive information online at of less than 15 percent. No residents left their We sought feedback from the project team. The www.ccc.govt.nz/porthillsgeotech. Full homes in panic. These were exceptional results Council’s Chief Planning Officer Mike Theelen GNS Science Reports available online, at given the gravity of the situation and the said: “The communications strategy was critical Council libraries and service centres. significant implications for some residents. to this project’s success. The Council had to »» Communications is an internal service at All possible residents were contacted balance dealing with uncertain information and Christchurch City Council; timesheets are ahead of the public announcement*, we the need to keep people informed and engaged not used so it is not possible to quantify had no information leaks and all possible while moving through the analysis, policy the resource. Printing costs were five residents were offered face-to-face follow setting and implementation of intervention and percent of the project’s overall budget. up within 24 hours. Three neighbourhood remediation for a potentially life-threatening meetings were well attended, interactive and natural hazard. For many, there was a risk of Creativity OR Problem solving constructive, with residents telling us they re-traumatising them post the earthquake events Problem solving were very useful. of 2010 and 2011.” Problem: A very quick turnaround between *Despite extensive efforts over several The communications and engagement the reports’ content and funding being months, including police and inter-agency approach was instrumental in sharing confirmed and public release – just over investigations, phone numbers were information in the right way at the right time. a week. unavailable for three property owners so they It kept people honestly and fairly informed, were notified by post. and enabled technical staff to work on the Solution: All information for residents was science and problem solving by dealing early, Key staff had time to meet the most planned as individual documents within a and up front, with the information needs, affected residents face-to-face and attend printed folder. This enabled immediate, in- and gaps. It assured residents the Council was all stakeholder briefings. People sourced house design and printing on a page-by-page focused on addressing the issue, while having information from the web page not the call basis to accommodate last-minute changes. their best interests at heart. The testimony centre – there were 2170 unique page views We developed comprehensive resident and to this was reflected in how smoothly the in the week following the announcement and stakeholder databases so we could easily email process ran. There was no hysteria, no lash just 10 call centre calls. out updates. back at the Council, and people felt informed, Problem: Making sure residents heard from Five key agencies were contacted ahead of engaged and cared for. This was the result us first, despite a tight timeframe between the public release and were provided with of a well coordinated communications and releasing information and when it might confidential information to help them support engagement effort. residents. become public. A review of this project’s successful use of Solution: We reached the most impacted All 32 media stories contained one or channels and tailored resident communications people essentially at the same time through more key messages, well above our goal of has informed recent Council projects, including a personal phone call from the Programme 60 percent. flooding and engineering projects. Manager before the public announcement. Two project staff and the Port Hills inbox To reduce the risk of someone going to Evaluation and follow-up remain available to residents. the media, we appealed to everyone given We evaluated our impact against our information early not make it public on objectives through: behalf of the residents we hadn’t contacted Acknowledgement of other yet. Phone calls were followed up by Close media monitoring, which saw us swiftly communication disciplines hand delivered information packs then intervene with journalists to correct six online We set out to provide people with tailored neighbourhood meetings. stories, and told us we’d greatly exceeded information to help them understand the our goal of less than 15 percent of residents’ Problem: The reports’ findings had very reports’ findings and what they meant for comments being negative – all were positive different implications for different residents them. We came up with the copy and ideas or balanced. One comment from a resident in and questions would be very situation‑specific. for the collateral we needed to do this, and The Press told us we had ultimately achieved the Council’s design and production team Solution: We segmented residents into what we set out to do – she said Council staff worked their magic with creative ways to 40 groups and carefully considered what had been “the first people in three years who visually explain complex scientific findings. Our information each would need/want, from talked to us and communicated well.” online channels team supported us by making the Council and other organisations. We Ongoing contact with the project team to sure our web page was easily accessible, with made sure this information was in their check resident’s reactions and needs and good usability, and social media updates were personalised folders. respond as needed. We could act fast – even short and appropriate to the channel.

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Sparking change – the internal journey from Telecom to Spark New Zealand Courtney Bennett, Andrew Pirie, Todd Parker, Richard Llewellyn, Vicky Gray, Sam Durbin: Spark New Zealand

“Spark? Dumb name. Sounds like an electrical company.” Remarks like that were rife when Telecom announced it would change its name to Spark New Zealand. The country collectively raised its eyebrows at the idea – as did many of the 5,000 people who worked for the company. The change was frightening, confusing and controversial. For the team tasked with bringing Spark to life, the job was similarly daunting. How do we encourage people to get excited about the change and understand that it’s not just a new name, but an entirely new direction, focus and strategy?

Background was made on 21 February 2014, staff were every bit as perplexed as the rest of New Zealand. On 8 August 2014, Spark New Zealand delivered one of the largest rebrands New Zealand has seen, transitioning A key success factor for the teams tasked with leading from Telecom New Zealand to Spark New Zealand. the rebrands internal communications was to turn that sense of bewilderment into genuine excitement. More than a logo change, it represented the The team had to focus on building a platform of company’s ambition to become more relevant to understanding so people knew what to expect from New Zealanders, to move beyond legacy perceptions Spark, inspiring them to come along for the journey and and reflect the enormous technological changes within encouraging them to let go of the past and look forward. telecommunications, and the world. It was also important that the programme provide visible The intention to change to Spark New Zealand was and tangible evidence to people that Spark was a new greeted with surprise; a feeling that extended to entity with a new energy and focus. The programme people working for the company too. Few within the would have to deliver visible change both through organisation were privy to the name change due to communications and also physical evidence in our market sensitivity. And so, when the announcement buildings across the country.

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Lastly, because Spark New Zealand was about 4. Inspire the use and participation of 2. Why “Spark”? What does that mean? being a customer inspired, future-focused internal digital communications channels. »» ‘Spark’ is a word that has life and digital company, the internal communications To be measured by usage data of energy. It’s the start of something bright, programme had to be digital and future communications channels (page hits, inspiring creativity. focused also. video views), with a target of reaching at least 75% of staff »» Calling ourselves ‘Spark’ links to the creativity of all New Zealanders and Preliminary research our desire to enable them to thrive In the weeks following the name change Audiences and unleash their potential. It’s about announcement, staff shared their feelings The target audiences for the internal customers and being inspired by them which informed the approach for the internal communications programme were defined and their inherent creativity. communications programme. into three broad groups: »» What will “Spark New Zealand” stand for? Targeted surveys were conducted and “All Staff” – this group was made up of every »» Spark New Zealand will stand for staff shared their views by commenting on staff member working for the organisation in customers. We will be a truly customer internal news stories. Many said they didn’t any capacity. 5,000 people in total, this group inspired organisation, listening to them understand why a change was needed or included people across almost every city and and delivering what they want. that they didn’t like the chosen name or that town in New Zealand, as well as offices in they didn’t believe that a new name would Australia and Manila. »» Spark New Zealand will stand for do anything to inspire a shift in attitude. unleashing the potential in all “People Leaders” –anyone with a direct New Zealanders – through digital services Recognising the need to speak with other report, this group was expected to lead the and a focus on the future large corporates who had undergone a large change to their teams, role model behaviour scale brand change, learnings were sought and encourage awareness and understanding from Z Energy and ANZ Bank. Peter Parussini, of the communication programme’s Strategy Head of Corporate Affairs at ANZ reinforced key messages. Using the insights gained from the weeks the importance of ensuring that staff were “Business Units” – there were five key spent understanding the communications actively engaged and confirmed that the internal business units, most with their own needs of the audience, the strategy would be internal communications programme for any distinct identity and culture. Each unit had broken into three distinct phases: name change should focus on engaging staff. its own dedicated internal communications 1. Understanding the change – this phase manager who guided the delivery of the looked at what staff needed to feel Objectives wider plan into that part of the business. engaged, supported and prepared for The organisational objective of the Spark This group was broken down into: the change. New Zealand internal communications »» Corporate – legal, human resources, 2. Project planning – given the short programme was to inspire all staff to come on finance and communications teams timeframes, the communications programme deliberately went quiet for the journey to Spark New Zealand. This would »» Retail – largely customer facing in call be achieved by providing tangible evidence centres and retail stores (now rebranded two months, during which a detailed and thrilling experiences that demonstrated as Spark Home, Mobile and Business) communications plan was formed the spirit of the new organisation. 3. Spark launch communications – launching »» Gen-i – delivering technology solutions to The communications objectives were to ensure business clients, this audience was largely five weeks out from the name change, staff understood why changing our name was office based, with large number of people this phase involved delivering the the right decision and to understand what working franchises (now rebranded as communications plan in earnest. The Spark New Zealand stood for. Spark Digital). communications delivery was broken into three areas: These objectives would be measured »» Connect – focused on building and by attendance to staff events, feedback maintaining the networks and infrastructure »» Looking back – addressing the need for mechanisms and formal surveys and would people to ‘say goodbye’ to the old brand. be achieved in time for the launch of Spark »» Ventures – dedicated to new business opportunities and product development »» Looking forward – this phase would focus New Zealand by 8 August 2014. people’s attention firmly on the future, The specific measurable objectives for the reinforce the reasons why change was Spark New Zealand internal communications Messages needed, explain what Spark New Zealand programme were to: The central messages of the internal stood for and provide people with the 1. Foster positive staff engagement in a communications programme were centred information they needed in order to feel series of brand immersion activities. To be around three broad topics: comfortable and fully prepared. measured by attendance rates to launch 1. Why are we changing? »» Spark is here – this phase would be events, with a target of getting at least »» Our business has changed and we do centred around launch day and beyond. 70% of people to a launch session more than landlines. We’re focused on Initially focused on the day of 8 August 2. Achieve understanding and awareness new technologies so the name “Telecom” 2014, it would also ensure that messaging of what Spark New Zealand will stand doesn’t reflect our new focus. around the new organisation continued on through the following weeks for. To be measured by staff surveys post »» We’ve listened carefully to our customers, and months. staff launch event, with a target of 80% improved services, lowered prices of staff saying they understand what to and focused on innovation. But many expect from the new organisation. New Zealanders – especially those under 3. Use the Spark rebrand as an opportunity 35 years old or from diverse backgrounds to improve upon the overall health of – don’t think that we’re for them. the organisation. To be measured by Changing our name will inspire them to McKinsey’s Organisational Health Index take another look at us. survey post launch, targeting an uplift of at least 25%

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Implementation/tactics Phase 3: Spark Is Here For example: The internal communications team On the morning of 8 August, all Spark Delivering staff sessions in a completely implemented their strategy in three phases: employees received a digital welcome “digital” environment on bespoke floor to message to their phones, inviting them to ceiling screens 270 degree screens. Phase 1: Looking back on Telecom watch a video message from the Managing Delivering a digital welcome message from On 1 July, 2014, a “27 Year Countdown” Director. This message was delivered to all the managing director. began. Each day of the countdown staff with a smartphone and 75% watched it. Encouraging staff to film their Spark Day highlighted a specific year of Telecom’s Upon arriving to work, staff who entered the history using video interviews with people celebrations using their smartphones and buildings were presented with new signage sharing them online who were working for Telecom that year and in the flagship office (newly christened alongside archival photos and videos. Based ‘Spark City’) an interactive digital installation Providing a digital experience within our on the concept of a digital advent calendar, greeted staff as they entered the main atrium flagship buildings through digital installations new content was revealed each day of the of the office, along with a newly installed and animation screens. countdown, dedicated to a specific year in digital screen spanning the width of the Telecom’s history. reception desk. Results Feedback was overwhelmingly positive Once at their desks, Staff logged into The following results were achieved: with many people taking the time to post their computers to find an entirely new 1. The first objective was to foster positive personal comments. look desktop. New screensavers, desktop staff engagement in a series of brand “I just checked out the intranet site. Great backgrounds and a rebuilt and rebranded immersion activities. This was to be content and great interview with Phil. Awesome intranet further solidified the idea that things measured by attendance rates to launch job to the team who put this together…” had changed. events, with a target of getting at least “Awesome! A Telecom advent calendar. By mid-morning celebration boxes arrived 70% of people to a launch session. The Love the old ads.” to all staff in all locations. Intended to inject result was that Spark Launch Events were “These reminiscing posts are fantastic. fun into launch day they were loaded with attended by 79.2% of all Spark staff. Very interesting to hear what was going goodies, and people were encouraged to 2. The second objective was to achieve on way back when…” send pictures and videos showing how they understanding and awareness of what celebrated Spark Day. Viewership was at a peak during the first few Spark New Zealand would stand for. To days of the countdown with 1987 receiving The buzz on the floor was electric today be measured by staff surveys post staff launch event, with a target of 80% of the most traffic throughout the countdown Well done on creating a great atmosphere staff saying they understand what to scoring 3,916 views. Subsequent years amongst staff on the first day of Spark. averaged between 1,200 to 2,000 views expect from the new organisation. The There was a real buzz around the place last results of the survey were: per day. Friday and it’s nice to see that it was obviously »» 92% of staff told us: “After leaving the Phase 2: Looking forward to Spark being felt nationwide too. session I have a clear understanding of Weeks out from the launch of the new name, Towards the end of the day a special online what I can expect from Spark.” staff were invited to attend a launch event. news item was posted featuring dozens of »» 94% of staff told us: “I now feel inspired To reinforce that Spark was a digitally focused the hundreds of photos received of staff to go on the journey of Spark.” company the event was presented in a truly celebrating the launch day. state of the art way, delivered in a completely »» 95% of staff confirmed: “I now digital environment with the audience Creativity OR Problem solving understand what Spark will mean for our watching a presentation on floor to ceiling customers.” Central to the programme was a desire screens, spanning 270 degrees. to reinforce that Spark New Zealand was 3. The third objective was to use the The show was taken nationwide and online a digitally focused, customer-inspired Spark rebrand as an opportunity to versions were made available to all staff. organisation. This required the internal improve upon the overall health of 38 sessions were performed and 79.2% of communications team to think differently. the organisation. To be measured by all staff attending. 92% confirmed that the McKinsey’s Organisational Health Index sessions helped them gain understanding. survey post launch, targeting an uplift of at least 25%. The result was a significant “I came away looking forward to what is improvement in Organisational Health coming with Spark – for our customers and Index for 2014 (conducted shortly after for myself” the rebrand) compared to 2013. The “A new word that came to mind is overall company score moved from ‘SPARKtacular’. It was fresh, exciting!” the bottom 13% of a sample of 1,300 “Great impact, definitely inspiring! No one companies worldwide, to just above the stood up the front and waffled on for hours. 50% mark. It was great!” 4. The final objective was to inspire In addition the main launch event, workshops the use and participation of internal were rolled out centred on customers. digital communications channels. Additional communications were made To be measured by usage data of available to staff in the form of videos, communications channels (page hits, e-learning and online resources. video views), with a target of reaching at Lastly, daily news stories were delivered to least 75% of staff. The results were: staff covering a range of topics relating to »» The Spark Day One digital message and the name change. All information was also video was opened, read and watched by made available on a central online hub for 75% of all Spark staff everything relating to the name change.

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»» The ‘Spark Is Coming’ intranet site was Acknowledgement of other visited 7,208 times in the four week communication disciplines period leading up to the name change The following groups were involved in the »» The 27 year countdown series of videos delivery of the Spark New Zealand internal were watched over 56,000 times in total communications programme: »» 200 photos and videos shared digitally by »» Spark New Zealand Corporate staff on launch day Relations Team who led the internal communications programme in Evaluation and follow-up addition to managing the overall public Following the name change on 8 August an relations and media engagement in-depth series of staff engagements were programme, social media delivery and help to determine the effectiveness of both event management. the communications programme and the »» Spark New Zealand Group Human wider implementation. Resources Team who led workshops Worldwide Management Consultancy and guided the delivery of staff organisation McKinsey’s completed an launch sessions. Organisational Health Index survey (OHI) »» Spark New Zealand Rebrand Project Office across the organisation post the launch of which took overall ownership for the Spark. This followed a previous survey the rebrand initiative. group had performed within the company »» Agency partner Saatchi Worldwide Design during 2013. which delivered the creative elements There was a significant improvement in the of staff launch sessions, overall brand company’s score for 2014 compared to 2013 development and collateral design – with the overall company result moving »» Agency partner Goodfolk which delivered from the bottom 13% of a sample of 1,300 design and creative elements for companies worldwide, to just above the 50% internal communications mark. In October 2014, an internal survey asked employees if they had seen positive change. 71% responded favourably, a 24% increase since the last survey in April 2014. The same poll asked people to rank the success of the internal communications programme on a scale of 1 to 10. 82% of staff rated the programme 8 or higher. “The atmosphere has really changed – everyone is more positive about their roles” “The name change has sparked new energy and drive within the company” “I feel like we are once again a great company – the culture is new and exciting. It’s a fantastic place to be”

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Auckland Tourism, Events & Economic Development (ATEED) – ‘Vision to Values’ Duncan Croft: Auckland Tourism, Events & Economic Development

Auckland Tourism, Events & Economic Development (ATEED) was formed as part of Auckland’s ‘super city’ council in 2010, comprised of eight organisations specialising in economic growth – from attracting and developing businesses and screen activity through to attracting and assisting tourists and major events. But how do you make eight become one? In order to build a unified organisation with a common purpose, ATEED’s ‘Vision to Values’ programme gave employees the chance to create values which resonated with them in an effort to create ‘one team’.

Background »» Tourism Auckland (regional tourism body) ATEED was created in November 2010 following »» I-Site visitor centres the amalgamation of Auckland’s regional, city and As a result, ATEED initially functioned in organisational district councils into a ‘super city’. The organisation silos. Initiatives to remove these silos included restructures was comprised of eight legacy council-controlled to optimise the organisational structure, and the organisations focused on growing Auckland’s economy development of a vision and values. The vision and values – albeit in differing sectors, including business and were ultimately unsuccessful due to vague wording sector development, tourism, and major events and film and project delays. This left ATEED without a common attraction and facilitation: purpose, reflected in low staff engagement as measured »» AucklandPlus (regional economic development) in an annual survey. ATEED registered a 65% engagement score in March 2012, dropping to 62% in 2013 – well »» Enterprising Manukau, North Shore and Waitakere below the benchmark figure of 75%. (local economic development) In order to create a unified, engaged organisation »» Film Auckland (regional film office)

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working towards ATEED’s vision of bringing amongst this audience was expected. It was »» We want to be number one – and we new money and jobs into Auckland, a project important that employees were engaged know that to do this, we need to be was established in mid-2013 to create clear through the programme launch, and regularly one team. set of organisational values and ways staff updated on progress post-launch so they »» That’s what ‘Vision to Values’ is all about: could engage with the values in order to help could see that the values were important. Finding out what unites us as a team and create ‘one team’. ATEED Kai¯arahi members what values we share. Kai¯arahi programme members (10 ATEED »» Based on your feedback, ATEED has five Preliminary research employees from outside the senior leadership fundamental values: Research was primarily based around team responsible for collecting information – It’s all about people: great company engagement survey results from 2012 from employees and creating the values) were and 2013, which highlighted the need vital stakeholders. A great deal of time was – Let’s be clear: great communication for change. Research on the importance spent ensuring this group was comfortable – Connect and collaborate: great of values to staff engagement was also with proposed communication activities. relationships 1 undertaken . Focus groups were conducted ATEED People & Capability (HR) – Bold actions, smart choices: great with small groups of staff to determine how thinking they wanted to be involved in creating values. Played a key role in supporting the Kai¯arahi – Get it done and make it yours: The findings from these groups indicated that group throughout this programme. As a great results the programme should be led by and reflect result, this group was also consulted with on the views of employees, rather than a ‘top- all communications initiatives. Now that our values have been launched, it’s down’ approach. This was supported through ATEED Leadership Team time to bring them to life. anecdotal evidence from a previous attempt Key internal influencers. This group helped to create values, where staff didn’t feel a communicate programme updates to Strategy connection to the end result. employees, and was regularly updated on »» Create a pre-launch communications progress. As a ‘bottom up’ programme, campaign to encourage employees Objectives this group was wary of influencing the final to attend ‘conversation’ sessions, Organisational/business objectives: values, and handed control over to the communicating that the project is their Kai¯arahi. chance to have their say on what ATEED’s 1. Create four/ five organisational values and new organisational values are. accompanying explanatory statements ATEED Board that more than 80% of employees feel As this programme was operational, the »» Ensure the Kai¯arahi group are promoted will have a positive impact, and reflect board was kept informed of progress rather as driving the programme rather than their views, by January 2014 than consulted with, receiving a high-level ATEED’s Leadership Team, to reinforce that the programme is employing a ‘bottom 2. Increase organisational engagement as monthly briefing. up’ approach. measured by the engagement survey, Auckland Council leadership » Hold a face-to-face launch event to launch with an aspirational goal of exceeding the Leaders from ATEED’s ‘parent organisation’ » the values to all employees at the same benchmark engagement score of 76%. were kept updated on this project by ATEED’s time, trailed by ‘teaser’ communications Communications objectives: Chief Executive. This group had limited to create a sense of anticipation and get exposure to the project, so updates were 1. Clearly communicate to staff that the employees excited about the new values. Vision to Values programme is their conducted on an ad-hoc basis. »» Create a multi-faceted engagement plan chance to develop ATEED’s values, for employees following the launch event resulting in 80% of employees taking Messages in order to communicate the new values, part in two ‘conversations’ focus group Pre-launch: and help staff understand what they sessions. »» ATEED can up its game by joining mean. 2. Bring the values to life through a launch together under a clear purpose and Leverage people managers to drive change campaign that is fun, motivating and culture. within teams, making them accountable for engaging for staff, with a goal of 80% »» This is your chance to make ATEED a embedding the values as part of day-to-day positive feedback in these areas. better place to work. work life in their teams. 3. Create an ongoing programme of »» Our values need to be the base on which communications to clearly communicate a culture of openness and transparency Implementation/tactics the new values to staff, with more than is built 80% indicating that the values were The PR budget was approximately 15% communicated clearly. »» It’s vital that you share your thoughts on of the total budget. As employees were how to create the ATEED that you want to spread across 13 locations (some with 4. Create a simple mechanism for staff to be a part of. limited computer access), a range of tactics communicate with and recognise other were required. employees who they believe are ‘living’ »» This process is owned by each and every the values by February 2014. one of you. Pre-launch: »» Your feedback will be used to develop Written/Digital ATEED’s values. Audiences »» Launch email from Chief Executive ATEED employees Launch: announcing Kai¯arahi participants and The most important audience for this project. »» At ATEED, we have many minds doing programme, supported by updates in Due to a past unsuccessful attempt to vastly different work, projects and weekly CE staff update; introduce organisational values, skepticism activities every day. »» Follow up emails to staff detailing enrolment process and reminders for conversation sessions (‘conversations’). 1 P .2 Employee Engagement 2012 Benchmark Study, Leadership Insights, http://www.rightmanagement.co.nz/ thought-leadership/research/employee-engagement-2012-benchmark-study.pdf

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»» Intranet /staff newsletter content »» Values-branded ‘to do’ lists incorporating positive step towards making ATEED a outlining purpose of the programme, relevant values (e.g. ‘get it done and make more successful organisation (96%); and publicising conversations, and showcasing it yours – great results’); that the values would make a difference the Kai¯arahi. »» Values-branded postcards with a message to ATEED (87%). The 2014 engagement Printed to employees thanking them for taking survey also showed that 73% of part in creating the values. respondents were “confident that ATEED’s 1. Posters advertising conversations. new values will have a positive effect on Face-to-face/Experiential »» Branded collateral the way we work together.” »» Creation of Kai¯arahi programme to lead »» Values-branded refuse desk cube 2. The overall engagement score was 78%, organisational change incorporating ‘bold actions, smart choices a 16% increase on 2013 and exceeding – great thinking’ value; »» Presentations by Kai¯arahii at team the aspirational benchmark score of 76%. meetings to explain programme »» Values-branded note pads with artwork Survey administrators determined that a reflecting values/supporting statements; variation of 5% or more represented a »» Using people managers to encourage staff meaningful difference, so a 16% increase to attend conversations »» ‘Thank you’ placards to be shared amongst staff living the values. is very significant. »» Inclusion of programme information in Communications objectives: quarterly staff roadshow. Creativity OR Problem solving 1. 84% of employees took part in the Launch/post-launch: ‘Bottom up’ approach: A previous attempt at conversations held during November Face-to-face/Experiential creating values had resulted in a confusing 2013, with the feedback used to create »» All-staff values launch; product. This led to skepticism amongst ATEED’s organisational values. staff which needed to be mitigated. After »» Half-day of supporting activities/ 2. A launch event took place in January presentations to communicate values; conducting research, it was decided that the 2014, with staff taking part in a range programme should be driven by employees of activities that reflected the new values »» Standing team meeting agenda item to to ensure the values were authentic. including physical and mental challenges. discuss values initiatives/acknowledge staff This resulted in the Kai¯arahi leadership The event was attended by more than living values; programme forming, with 10 staff tasked 90% of employees. A post-event survey »» Values updates in quarterly road shows. with assisting culture development by leading found respondents found the event fun Written/Digital conversations with their peers to inform (95% strongly agreed/agreed); engaging the final values. Communications focused (94%); and motivating (87%); and »» Incorporating values language into all on this bottom-up approach, highlighting that the event brought the values to internal communications; the opportunity for employees to have their life (86%). »» Intranet/newsletter/CE update say in creating values that were meaningful 3. A communications programme was communications outlining values launch; to them. prepared spanning from January– what values are (post-launch); and how Multi-faceted communications: Due to June 2014, utilising digital, print staff have been ‘living’ them; the wide variety of locations and job roles and branded collateral. The 2014 »» ‘Thank you’ mechanism for staff to submit at ATEED, reliance on traditional internal engagement survey showed that 93% of feedback on staff they feel live the values; communications channels (written/printed/ respondents felt that the values had been »» New values/supporting statements digital communications) would not be enough clearly communicated. to launch the values. A launch event was intranet area; 4. Two mechanisms were created. created to bring all staff together and to build »» Intranet wallpaper/screen saver/branding excitement about the values, while branded a. A ‘thank you’ system, through which utilising values; collateral such as desk refuse cubes and note staff could submit feedback on »» Survey to determine which values pads (which both displayed the values), and someone who they felt was living the resonated most and which needed more ‘thank you’ placards ensured that the values values. Feedback was collated by the attention in future communications; were visible to staff wherever they were based. Kaiarahi, transcribed onto postcards »» Utilising relevant values on existing and delivered to staff. More than channels (e.g. ‘let’s be clear – great Results 100 staff received feedback through communication’ on internal staff this channel. The programme exceeded all stated newsletter template/intranet); b. ‘Thank you’ placards were distributed organisational and communications at the launch event to 12 employees, »» Values-related questions for polls and objectives: competitions run through intranet. with instructions to pass these on to Organisational/business objectives: another staff member after a week Printed 1. Five values were created. In a post launch who the holder believed was living »» Posters advertising values launch/values survey conducted in February 2014, the five values. Anecdotal feedback post-launch; 87% of respondents indicated that they was extremely positive regarding both »» Desk name signs for all staff incorporating strongly agreed or agreed that the values mechanisms, with the placards still values; fairly reflected the information they in circulation. contributed in the conversation sessions. »» Desk ‘traffic light’ incorporating The majority of respondents also strongly relevant values; agreed/agreed that the values were a

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Evaluation and follow-up The in-house post-launch survey showed that the values launch was extremely well received The success of the programme was evaluated by staff, with the vast majority of respondents through a variety of methods, including the indicating that it was fun, engaging and 2014 engagement survey and a post-launch motivational, and bought the values to survey conducted in-house. The results of the life. While this evaluation highlighted 2014 engagement survey, when compared significant progress, it also highlighted with results from the previous two years, areas of opportunity including reward and provided a good opportunity to evaluate recognition, and employee wellbeing. Work progress, while many free text survey on these two themes was commenced by the responses highlighted the new values as second intake of the Kai¯arahi programme in being a key factor in this progress: 2014, with recent developments including Selected responses to engagement an annual employee awards, with more survey questions than 100 submissions put forward by ATEED employees (out of a total of 180 employees) 2012 2013 2014 2014 benchmark for colleagues who they feel live the values. This organisation has a clear vision of where it’s going and how it’s going to get there Acknowledgement of other 57% 63% 78% 74% communication disciplines The Kai¯arahi group played a vital role in There is a sense of common purpose bringing Vision to Values programme in this organisation to life, and were integral in the success 46% 35% 69% 64% of the communications surrounding the programme. As the programme was This organisation encourages ideas and an internal communications campaign, suggestions from employees on how to involvement from other disciplines improve the way things are done was limited. The primary disciplines to 56% 55% 78% 69% acknowledge are working with graphic designers on creating branded collateral and I feel informed about this organisation and a visual identity for the campaign; an internal its activities copywriter on some of the programme 49% 54% 72% 64% elements; and digital specialists on the online elements of the campaign, although This organisation is interested in the views the requirements, scope and content were and opinions of its people developed and implemented as part of the 52% 49% 70% 65% communications strategy. This organisation inspires me to do the best I can in my job every day 51% 36% 60% 64% Overall I’m satisfied with my job 62% 64% 77% 73% I feel inspired to go the extra mile to help this organisation succeed 72% 68% 80% 79% I feel a sense of commitment to this organisation 72% 72% 87% 82% I would recommend this organisation as a great place to work 55% 47% 72% 71% Overall engagement score 65% 62% 78% 76%

26 ISSUES, CRISIS OR EMERGENCY MANAGEMENT

Canterbury DHB Heading to Hospital – Plan your trip Karalyn Van Deursen: Canterbury District Health Board

Christchurch Hospital occupies a small inner-city site. Due to the construction of a 62,000 m2 acute services building next to the existing hospital, all parking – apart from emergency parking – had to be removed from site. Traffic flows changed and the main entrance became a drop-off zone only. A new Park & Ride shuttle service was also established. All changes were to occur on the same day, 28 October 2014. With less than a month’s notice we had to ensure everyone who needed to know, knew about the changes. Our audience was all staff and all of the community.

Background schemes. Reputational risk for the DHB was high, both in terms of the parking closures and the success of the Christchurch Hospital is a large tertiary hospital with one alternatives, and needed careful PR management. of the busiest Emergency Departments in Australasia. Over 4000 people, including 900 outpatients, enter the site daily. From 28 October 2014, it was necessary to Preliminary research close the rear of the hospital campus to the public, to To assess the scale of the parking and access issues, and allow site works to begin. Our PR challenge was to tell to enable business cases to be written for the project, all stakeholders – staff, patients, visitors, suppliers etc. data were needed on: about the changes to hospital access, whilst minimising »» Traffic movements across the site and numbers reputational risk. of deliveries from suppliers (observation of all site Public parking on site, already unsuitable for a hospital movements from the docks over several days). complex of this size and a regular topic in the local press »» Parking patterns on site and nearby (with assistance (many headlines about “hospital parking woes”), had from the Christchurch City Council). to be closed entirely except for mobility parking. Staff parking was also much restricted. »» Numbers of patients likely to use mobility parking and park and ride services (especially outpatients and The challenge for this campaign was to anticipate and vulnerable groups such as oncology patients). eliminate any effects of the site closure and parking provision on patient safety or staff safety, especially »» Peak times for appointments, predictions of bed emergency access to hospital, and to publicise the availability, hospital shift patterns and timings (from alternatives offered, principally two park and ride the DHB’s operations centre).

27 ISSUES, CRISIS OR EMERGENCY MANAGEMENT

»» Likely numbers of truck movements and Audiences the public effectively. The key question was disruptive site works (from the contractor). “what has changed here?” – a degree of Audiences were widespread, including: the common sense to be applied to a variety of »» Expert opinion on whether the rear of the general public as a whole across Christchurch situations (for example we received several site needed to be closed for patient safety and Canterbury, especially those in the age public concerns about being unable to access or infection control reasons (opinions from groups most likely to visit hospital (elderly, the hospital in an emergency in the middle the DHB’s Health and Safety and Infection infirm, pregnant/neonatal); patients from of the night and having to walk darkened Control teams). further afield including the rest of the South streets to reach it – but no changes were Island and the lower North Island; patients External expert opinion was also sought, for proposed to accessing the hospital in an with existing and/or regular appointments example from other organisations who had emergency, and we informed people that in who needed to know how to reach the established Park and Ride schemes. Many emergencies they should call 111). A series hospital; staff throughout the hospital and alternative scenarios to the proposed parking of FAQs for hospital visitors was written and across the wider DHB; staff from other closure, access changes and the park and circulated to receptions and customer services DHBs; other health organisations including ride systems were considered, and all were staff, and posted on the internet. judged according to their impact on patient health providers in Christchurch and the safety, staff safety and the effective running Ministry of Health; other authorities and of the hospital. organisations within Christchurch such as Strategy the CCC, CERA; suppliers, couriers and A detailed communications plan was drawn The external communications strategy for taxi companies; specialist services including up, including key messages, channels, the “Heading to Hospital” campaign was hospital equipment maintenance services; timings, risks, collateral and media media saturation – constant communications all the contractors already on site including engagement. One of the key challenges was through every possible channel in the earthquake repair contractors; emergency that some of the details of the Park and Ride month preceding the closure of the rear services including St John, police and fire, service were still being developed as the of the site on 28 October 2014, and and the Westpac helicopter; patient interest communications began. The upside was it maintaining/updating information as groups and organisations including disability allowed flexibility in responding to feedback appropriate thereafter. groups; local and national press/radio/ and ensuring the service was based on the The internal communications strategy around TV journalists. needs of people who needed to come to the “Heading to Hospital” campaign was Christchurch Hospital. to talk to as many staff as possible face to Messages face to allay fears and to answer questions. Objectives Under the overall banner “Heading to By ensuring our staff (all 9,500) were well Hospital? Plan your trip”, the key messages informed of the changes, they could become The communications objectives were to: were: ambassadors and help spread the word »» Maximise public and staff awareness amongst their family and social networks. » From 28 October parking is changing at of parking and access changes at » Christchurch Hospital. Significant media management was Christchurch Hospital and Christchurch required to minimise reputational risk. »» Allow more time to get to your Women’s Hospital from October Hospital parking is an emotive issue not appointments 2014 onwards. just for Cantabrians but worldwide. Several »» Inform all suppliers of new routes for »» Traffic flows are changing – follow the negative stories had been run in print and delivering or picking up supplies, including road markings and signs broadcast (e.g. “Hospital parking woes to taxis and couriers. »» The main entrance is a drop-off zone only/ continue for years” – headline in the Press, »» Inform all local health and community no waiting in the drop-off zone 18/07/14). Our challenge was to prove that organisations of the changes, to pass »» There is now no public parking on site the new systems were actually working very on to their patients, members and except for mobility parking well. Media were invited on site before ‘go other stakeholders. live’ day, 28 October, to interview key staff Subsidiary messages included: including the CEO. Facebook and other social »» Inform other organisations about the »» The rear Riverside entrance is now closed media were monitored and answers were changes e.g. Christchurch City Council, to the public posted regularly. Particularly vocal individuals CERA, other DHBs, Ministry of Health were private messaged or, in several cases, staff, MPs etc. »» A park and ride scheme is operating from the Metro/Brewery car park. written to separately by senior DHB staff to The organisational objectives were to ensure: address their misunderstanding or concerns. »» A second park and ride scheme is »» That none of the parking and access operating for oncology patients. changes affected any standards of patient Implementation/tactics safety or patient care. »» There is on-street parking within easy reach of the hospital. Including staff time, the PR cost was »» That people accessing emergency services an estimated 20% of the total budget and pregnant women, in particular, »» Check the CDHB website for details. for the traffic and parking project at knew what to do and where to go in a There will be volunteers at the hospital Christchurch Hospital. medical emergency. entrance to help you find your way; call 111 Externally, a major public information »» That none of the changes affected the in an emergency; the shuttle bus is free but campaign was devised, with simple key ability of patients to safely get to their parking is not; the shuttle buses are not messages and maps, across media in appointments on time. wheelchair-capable; there is mobility parking Christchurch and beyond. The campaign on site; parents with children should bring »» The ability of visitors and staff, especially included ads in all newspapers, website their own car seats for the shuttle buses; we emergency on-call staff, to get safely to material including animated ads on stuff. are building a new Acute Services building. and from the hospital. co.nz, TV interviews, local radio ads, a Internally, it was important that the project billboard and banners on site, bus shelter team could deal with queries from staff and

28 ISSUES, CRISIS OR EMERGENCY MANAGEMENT

adverts, four separate flyer drops on all car Results something. Parking can be horrendous windscreens within 1 km of the hospital, around the hospital and the Brewery car The Park & Ride schemes, particularly the Facebook advertising was also placed to park is a perfect (albeit temporary) solution. main scheme, have been very successful. reach two key target audiences who are Of special mention though must be the The two shuttle buses for the main scheme high users of health services (females – in courtesy and care of what can only be are moving up to 900 people a day on peak particular mothers, and those with older handpicked drivers. Thank you. Keep up the days. In the first 14 weeks, 49,000 journeys parents). We closely monitored comments great work and try not to be affected by were made on the services (the equivalent of on the CDHB’s Facebook page and the the complainers.” 180,000 people per year or 4% of the entire comments under online news articles, population of New Zealand). Comments “My journey was made very pleasant thanks and were quick to join the conversation from the public have been generally to the park and ride shuttle service. I was and comment to provide facts and clear up very favourable. very impressed with this system. It had me misinformation. Leaflets were sent out to GP here early and without the stress and time Crucially, the new arrangements have surgeries. Media releases and media photo consuming business of trying to find a park had no negative effects on appointment opportunities were also set up. and walking long distances. The driver was attendance. DNA (Did Not Attend) statistics Clear instructions regarding the parking pleasant, kind and very professional. I was for outpatients show no effect in October– scheme were printed on the reverse of all impressed by his encouraging words to my December 2014, and a decrease in DNAs for patient appointment letters. Letters were also fellow passengers as he dropped them off. January 2015, with February 2015 showing sent to key stakeholders advising them of Please convey my thanks to him personally – the lowest ever DNA rates. Staff are also the changes, along with links to our website approximately 2.30pm on 31 October.” able to reach work in a timely manner. Only where the latest information could be found. three vehicles have had to be towed off site The systems are being constantly reviewed Other collateral included over 25,000 leaflets as a result of bad parking behaviour since to check that they are working well. For distributed across the CDHB, table talkers 28 October. example, at the 3-month follow-up meeting for hospital cafes and other local cafés, over it was agreed that the patient letter and map In the first two weeks alone the campaign 100 new parking and directional roadsigns needed upgrading again (now version 10) appeared on the Facebook newsfeeds of and other signs across the hospital site itself, after council changed traffic flows on nearby 83,744 people, was liked by 663 and shared posters for notice boards and lifts, shuttle bus roads. As a second example, the mobility by 263 people. As of 21 October over 7,000 graphics, pull-up banners and flags. The main parking on site is usually full. Working with people had clicked through to view info on reception area of the hospital was more the comms team, a member of staff surveyed the CDHB website via the Facebook ad – the brightly lit, clutter was removed and new users of that parking and it was decided highest click-through rate that the DHB’s welcoming signage was installed. to time-limit the parking to avoid people media booker had ever seen. Internally, more than 50 staff presentations parking there all day. Close media monitoring (especially were made across the hospital, in tea rooms answering Facebook posts) and issuing extra and at team meetings to maximise reach, Acknowledgement of other clarifications to journalists contributed to at which the new systems were explained a dramatic turnaround in reporting within communication disciplines (e.g. a “drive and drop” system for the first week of the new systems being Paid-for advertising was used (design emergency staff call-ins), and staff feedback in place (for example, the park and ride out-sourced) – in the local newspapers, was gathered. FAQs, maps and other scheme described as “brilliant” by The on Facebook and online, as well as Adshel information were posted on the staff intranet Press, 30/10/14; further, “The park-and- posters on main bus routes heading and on staff screensavers, and staff could ride shuttle bus system for Christchurch towards the hospital. Leaflets and flyers also comment or ask questions via email. Public Hospital appears to be a success” were produced and distributed widely via The Press, 12/11/14). Facebook posts were secretarial staff and council service centres. Creativity OR Problem solving broadly supportive of the CDHB’s initiative, Flyer drops were also done several times Problem-solving and several vocal individuals not known on car windscreens within a 1 km radius of the hospital. A key part of the project design was to to the CDHB have continued to moderate ensure that effective internal comms to our negative comments. Creative – Tim Chesney & Claire Jones, Make 9,500 staff and 18,000 people working Collective, Christchurch. in the wider health system, became Evaluation and follow-up Media buying and placement – Niven Boyle, our ‘messengers’ and supported our Google Analytics searches of Christchurch The Media Department, Christchurch. external communications. hospital parking show that during the first On site signage – Action Signs. month of the campaign the parking page With 4000 people coming on to the hospital Communications Contractors to CDHB who on the CDHB website attracted over 9700 site each day, our communications challenge also worked on the project – Daniel Park & views. During the peak week there were was to make complex information as simple Kim Triegaardt as possible to ensure maximum reach and just over 2500 views. Now that the Park & retention. Ride scheme is part of business as usual the parking pages on the CDHB website are The project implementation team consisted receiving a stable 450 visitors a week. of clinical and operational staff from across the hospital. For the week of October 28, The number of public or staff complaints the project team activated the hospital’s about both the service and the overall traffic/ Emergency Operations Centre, running a access situation has been very low (only nine rolling meeting over that week as if we were comments received by the customer service in an emergency situation. Comms staff were team between 1/10/14 and 30/11/14, which given the role of Planning and Intelligence. is very good given the high shuttle usage). Information was quickly disseminated to staff For example: via, for example, global daily email updates “Having received nothing but superb care and managers’ meetings, enabling rapid and service, but hearing that people were issues identification and problem solving. actually complaining felt compelled to say

29 ISSUES, CRISIS OR EMERGENCY MANAGEMENT

Communicating bad news to 11,000 people Katherine Trought, Lee Harris, Felicity Price: Environment Canterbury

With a background of broken houses and a still-fragile post-earthquakes population in Christchurch, Environment Canterbury (ECan) had some further bad news to deliver – ‘your land might be contaminated from previous uses’. In years past, not much was known about the long-term effects of chemicals and other industrial processes. As the local authority responsible for land, ECan had mapped sites likely to be potentially hazardous. The next step was to inform homeowners needing to do major land or home repairs before they disturbed the soil – the first such mass bad-news mail out in New Zealand.

30 MARKETING COMMUNICATIONS – INTEGRATED

The TRESemmé 365 Project Mikaila Hutchison, Kristy Mayo: Spark PR & Activate

Kiwi women were caught in a “sleep-styling” rut – the daily routine of not styling their hair despite wanting to look chic from head-to-toe. We had to prove to them how easy it is to style their hair, and demonstrate that TRESemmé offers the everyday solution to all their styling woes…enter the TRESemmé 365 Project. Take one Kiwi girl, challenge her to style her hair every day for 365 days, and share her journey with an audience hungry for attainable hair inspiration. We connected with women via an integrated always-on campaign, which proved that with TRESemmé, the aspirational is achievable.

31 MARKETING COMMUNICATION – PUBLIC RELATIONS

Spark: Emojifying the iPhone 6 Vicky Gray, Sam Durbin, Lucy Fullarton, Andrew Pirie, Richard Llewellyn: Spark New Zealand Trish Sherson, Michael James, Skye Pathare, Rewa Willis: Sherson Willis

In September 2014 images of life-sized emojis queuing in the city streets popped up on New Zealanders’ social feeds, newspapers and on their TV screens. These emojis were amassing outside Spark stores around the country so that their owners could be some of the first in New Zealand to get their hands on the new iPhone 6. For the launch of the iPhone Spark partnered with Sherson Willis to help focus some of the limelight – traditionally reserved for Apple and the iPhone itself – on to its own brand. The Spark Emoji Queue was our answer.

Background elevate its launch above the competition and do things differently. It wanted to create a reason for consumers When Apple launches a new iPhone, the whole world talks to buy the phone from Spark over any other retailer, about it. and following the company’s recent rebrand it wanted Familiar images of queuing fans filter into our social feeds to execute a launch unlike any other device launch and mainstream media channels every year. New Zealanders (or indeed anyone) had seen. The organic media hype means Apple doesn’t need Sherson Willis was briefed on one thing: ensure Spark retailers to promote big launches. In fact it bars them from owns the conversation around the New Zealand iPhone referring to either ‘Apple’ or the ‘iPhone’ in any non- launch. That meant winning the contest for share-of-voice official communication, instead requiring all retailers to in the media and focusing the publics’ attention on Spark. promote the product with the same centrally distributed ads and pricing. Preliminary research It’s almost impossible for retailers like Spark to differentiate To own the conversation, we had to first make sure we themselves from their competition and that’s why stores understood it in its entirety. So we reviewed how the opening at midnight is as exciting as any retailers’ launch news cycle typically developed around previous iPhone activity historically gets. Until now. launches. For the introduction of the iPhone 6, Spark wanted to

32 MARKETING COMMUNICATION – PUBLIC RELATIONS

We researched local and international media 3. Position Spark as the authority on the leverage the iPhone news cycle, catch the coverage of previous launches and identified iPhone 6 for NZ news media by securing media’s attention and focus the public’s eyes five key moments in the conversation: more primary brand** mentions and on Spark ahead of any other provider. »» Apple’s CEO unveils the product (coverage spokesperson quotes in pre-launch Our strategy was to transform Spark’s iPhone of technical specs and design) and launch day coverage than any queues into ambient media channels that other retailer. »» First international queues (die-hard fans would get people talking and effectively **A primary brand mention being an instance in allow Spark to communicate in market camp out up to two weeks ahead of which the brand is the first retailer mentioned in the launch) coverage and/or receives the greatest attention in the a week ahead of competitors (as per article or segment. Apple guidelines). »» Wave 1* countries on-sale (first global customer interviews) Being first would give us the edge over Audiences competitors and help establish Spark as the »» First NZ queues (first NZ interviews with primary point of contact for news media’s To meet the communications objectives our local Apple fans) coverage of the entire iPhone 6 news cycle. messages needed to reach two audiences: »» Wave 2* on-sale (first NZ customer We needed to: interviews) Apple fans planning to purchase the new iPhone 6, and the wider mass of mobile users *Apple splits its markets into two waves with 1–2 »» Drive the iPhone news cycle from start weeks between first on-sales dates. New Zealand has in NZ (to achieve the goal of influencing to finish by being the first retailer with always been in Wave 2. positive brand perception). curbside queues for the iPhone 6. The first milestone we could own was to have Previous Apple launches and sales data told »» Enable hundreds of people around the the first curbside queues outside Spark stores. us that our key audience would be early- country (not just a fanatical few) to queue adopters who purchase new iPhones straight We also researched the new features of for a whole week before launch by giving away. They are typically younger, digitally the iPhone 6. The new native integration them emoji placeholders to represent them. savvy types. Most are working professionals of emojis into the iPhone keyboard caught »» Create a unique visual spectacle that gives with disposable incomes. Past insights told our eye. media the best news pictures and videos us this audience do not have time to queue for launch stories. At the time ‘emoji-fever’ was sweeping across for days and hours to be the first to get the the world. Emojis had been named as the top device. This insight was a strong driver for »» Create a reason to want to join a queue trending buzzword of 2014 (Global Language the type of campaign we would roll out to outside a Spark store over other retailers. Monitor) and had skyrocketed in Google target them. »» Never actually mention Apple or the iPhone. Search Trends that year. To cut through the marketing clutter and Increasingly emoji users were adopting emoji engage this audience we also needed an Implementation/tactics signatures – a favourite icon or combination idea that would lend itself to sharing across One week ahead of the official iPhone launch to represent themselves in digital messaging. social channels, and cultivate brand advocacy customers registered online to be one of the They were also more likely to have iPhones through word-of-mouth. first in New Zealand to get the device on – Apple having the most loved proprietary To drive positive brand perception we also launch day. emoji designs. needed to target mass-reach traditional Emoji Queue registrations were initially media that would reach a huge chunk of Objectives promoted through Spark’s owned channels New Zealanders, such as the 6.00pm news. (Facebook, Twitter etc.) and supported by paid Spark’s business objectives were three-fold: social influencers who posted on social media 1. Be recognised as New Zealand’s leading Messages about the online queues. Paid support also mobile retailer (including for the For our sales and brand perception objectives included radio ad-libs. iPhone**) we developed three key CONSUMER On registering, customers could choose one 2. Increase the brand’s appeal amongst the messages: of five flagship stores around the country Auckland under 35 demographic »» Spark’s Emoji Queue is the smartest and (Auckland, Hamilton, Wellington, Christchurch 3. Drive iPhone 6 sales on the Spark Network most exciting way to be one of the first to or Dunedin) and their favourite emoji to hold their place in line for them until launch day. ** Spark’s testing showed a lingering public get the iPhone 6. misconception that Spark still didn’t offer the iPhone Life size cut-outs of each person’s emoji were – a hangover from the first few years when Vodafone »» Spark is a relevant brand, lives in your was the exclusive NZ retailer. world and speaks your language – then placed in the queue outside their chosen even Emoji. store. Each store’s 100 spaces ‘sold out’ well From these Sherson Willis set three SMART before launch day enabling 500 iPhone fans to communications objectives: »» Spark is New Zealand’s leading mobile queue up in one of Spark’s Emoji Queues for a provider and brings you the world’s best whole week before launch. 1. Increase positive brand perception tech in the coolest ways. through winning the contest for share- Once the queues hit the streets and the of-voice around the iPhone 6 launch To ensure that Spark owned the news cycle emojis started appearing outside the stores, in NZ. Achieve this by generating more we developed these three key messages for regional and national media started to take earned media coverage of Spark’s launch pitching to MEDIA: interest and earned coverage via traditional PR activation than any other iPhone retailers’, »» The first curbside queues for iPhone 6 in methods started to take off, amplifying Spark’s and at least 20,000 Likes, comments, New Zealand are outside Spark stores. launch to the masses. shares and retweets of social content »» The Emoji Queue is the world’s first ‘In On launch morning people were sent a text hashtagged with #SparkEmojiQueue. Real Life’ emoji ‘event’. message when their emoji neared the front 2. Raise awareness of Spark’s status as »» Spark is your go-to news partner for of the Emoji Queue, removing the hassle of an iPhone retailer in order to increase everything iPhone 6 related. waiting in line. On arrival customers could ongoing market share of iPhone sales by purchase the iPhone and keep their emoji. achieving a minimum of five pieces of Strategy Activity rolled out as follows: coverage of Spark’s launch activity in NZ news media, including at least one piece Having the first, the longest and the most »» A registration website was launched a of TV coverage. unique curbside queues would allow us to week before the on-sale date, to coincide

33 MARKETING COMMUNICATION – PUBLIC RELATIONS

with the first iPhone sales in Wave 1 3. Increasingly people love using emojis Result 3: countries and leverage a known spike in in digital communications to represent »» Spark spokespeople were quoted or the iPhone conversation cycle. themselves. interviewed a total of 22 times, making »» Registration was promoted across Spark’s To our knowledge the Emoji Queue was the up 85% of all NZ retailer quotes in iPhone social channels. first time emojis had been brought off the 6 coverage. »» Five influencers were given spots and screen and into the real world for a major asked to talk about joining the queue in consumer activation and the first time a NZ Evaluation and follow-up brand had embraced emojis as a legitimate their social channels. Our brief was to ‘own the conversation’ by language for communicating with customers. »» ZM’s breakfast show hosts were given dominating share-of-voice in earned media spots in the Auckland queue. We created It was a fun, feel good fusion of the digital channels and creating a buzz in Social. and real worlds that leveraged a global personalised emojis of each of them, Our measures for these objectives were: giving them the perfect springboard to ‘emoji-fever’ amongst our target audience. »» The proportion of times Spark was ad-lib about the queue. Importantly, it delivered positive earned mentioned in coverage of the iPhone media coverage in the right tone for Spark’s »» The Emoji Queues hit the streets on 6 launch in NZ, relative to competing new brand. Monday 22 September. At each location retailers. we created highly visual spectacles based »» The proportion of times Spark on the behavior of real life queues. We Results spokespeople were quoted or interviewed treated the emojis like real people, making Our results were as follows (please refer to in coverage of the iPhone 6 launch in NZ, them ‘comfortable’ with chairs, sleeping our numbered SMART objectives): relative to competing retailers (this was bags, books, chilly bins, even emoji food. Result 1: taken to serve as a measure of authority) »» We filmed the Auckland queue in-situ »» Spark was the primary retailer mentioned »» Engagement levels on all and pushed the content out through a in 36 pieces of TV, press and online #SparkEmojiQueue social posts promoted post on Facebook. coverage of the NZ iPhone 6 launch. This The popularity of the iPhone 6 meant it sold »» The video was used to pitch the story to equated to a 90% share-of-voice when out straight away. Sales results hinged on mainstream and relevant regional media: compared with other NZ retailers. the supply of stock, which is why our results ‘Emojis first to queue for iPhone 6 in NZ’. »» Across all coverage of the NZ iPhone 6 focus exclusively on share-of-voice measures. »» Following Breakfast’s (TVNZ ) coverage on launch, Spark was mentioned 72 times, The Emoji Queue exceeded our day one, we quickly created personalised Vodafone 6 times, 2degrees twice, and communication goals on every front. emojis of the entire Breakfast team, which Yoobee once. By that measure, Spark helped us successfully pitch follow-up achieved 12 times more coverage than its Customers and staff loved the campaign so coverage on launch morning. key competitor Vodafone, and 31 times much that Spark has now embraced emojis as a core creative asset to communicate in »» Customers were encouraged to visit their more than 2degrees. owned and earned channels. emoji in the queue and share photos via »» Social posts hashtagged with #SparkEmojiQueue on social media. #SparkEmojiQueue reached over 1.45 Not only did Spark own the conversation around the iPhone 6 launch, it is now »» Spark’s social channels continued to million people and gained over 64,000 positioned to own the ever-growing pop- amplify the activations with rolling ‘live Likes, comments, shares and retweets cultural conversation around emojis in from the Emoji Queue’ social posts between them. New Zealand. throughout the week, using the hashtags »» Spark’s Facebook page received nearly #SparkEmojiQueue and #EmojiDiaries. 1,800 new page Likes over the course of the campaign. Acknowledgement of other »» We created bespoke emojis of Spark’s communication disciplines executive team and had them visit the Result 2: queues with their real life counterparts, Sherson Willis was the strategic and creative »» Spark’s iPhone 6 launch generated a total capturing all for social video content and lead for the iPhone 6 launch and managed of 37 pieces of coverage resulting in well for internal channels reaching over 5,000 the activations and earned media relations over 3 million media impressions, the Spark staff. around the Emoji Queue. majority of which were in Spark’s target »» On launch morning we invited journalists market within New Zealand. Touchcast (Auckland) managed the to the queues for interviews with Spark production of the Emoji Queue registration – TV – Spark’s emojis queues featured spokespeople, product experts and website and the print production of the emoji in four news segments across two customers with emojis in the queue. cut-outs. days totaling 8.5 minutes air time and nearly 1.4 million impressions (on one Socialites managed Spark’s social media Creativity OR Problem solving of these days we saw Spark’s launch activity around the Emoji Queue. iPhone launches typically achieve extensive covered by TVNZ on Breakfast, One Dynamo oversaw the media schedule of media coverage. Our brief was to help Spark News Midday and 6pm) radio ad-libs and social media influencers that take the biggest bite of the earned media – Print – The Spark Emoji Queue was helped amply the activations. ‘apple’. featured in 8 print articles (including in Spark’s Corporate Comms team managed The problem? How could we create a launch the NZ Herald, The Dominion Post, The media relations around the iPhone 6 and activation that gave Spark the edge over Press and The Otago Daily Times) interviews with customers and Spark competing retailers’ without being able to – Online – The Emoji Queue was covered spokespeople. mention Apple or the iPhone itself? in a total of 25 online news articles, Spark’s Marketing team backed the idea The answer lay at the intersection of three including leading 8 international sites and made it possible. Particular mention to insights: coverage of Apple?s Wave 2 launches General Manager for Spark Home Mobile & Business – Jason Paris, Senior Marketing 1. Having the first queues is the key to »» All of the TV, print and online coverage leveraging the new iPhone news cycle. mentioned above conveyed positive Manager – Victoria Evans and Portfolio Manager – Keryn Possin 2. Queuing isn’t an option for most time- sentiment toward Spark. There were no poor people. negative comments. 34 NOT FOR PROFIT PUBLIC RELATIONS

Shining the light on Achilles Arya Franklyn: Cigna

Achilles International NZ is a charity that breaks down barriers for Kiwis with disabilities so that they can participate in mainstream sporting events alongside able-bodied athletes. In October 2014, the charity was virtually unknown within the Wellington region. After a five month public relations campaign run by Cigna Life Insurance New Zealand, a firm identity for the charity was established in the Wellington region and close to $10,000 was raised. By February 2015, an 81-strong Achilles team of athletes and supporters, including Wellington’s Mayor, took part in Cigna Round the Bays (CRTB), rolling, walking and running around the course.

Background »» Media stories– particularly emotive coverage that tugged at readers’ heartstrings. In October 2014, Cigna announced its partnership with Achilles. Cigna had also recently become the primary »» High profile and celebrity Achilles ambassadors to sponsor of Wellington’s biggest fun run, Round the promote the charity. Bays, operated by Sport Wellington. As part of this We talked to Sport Wellington about making provisions agreement, Achilles became the official charity of CRTB for Achilles athletes’ participation in CRTB, and their and all runners were encouraged to donate to Achilles. fundraising potential as official charity of CRTB. The challenge was that Achilles was virtually unknown in Sport Wellington advised that Achilles would need to the Wellington region. A PR campaign was undertaken substantially raise its profile to maximise the fundraising to educate Wellingtonians about Achilles and encourage opportunity. The previous charity had carried out a major donations and support. awareness campaign in order to increase donations by 70% over the four year association. Preliminary research Clearly, Achilles’ profile in Wellington needed to be raised We held numerous meetings with Achilles to better to meet our fundraising and awareness objectives. understand the organisation, structure, objectives and anecdotal levels of awareness. Achilles indicated very low Objectives levels of awareness in Wellington, and no official chapter All organisational and PR objectives cover the time period structure or local ambassadors. Additionally there was of 1 October 2014 – 28 February 2015. only one Achilles member in the region. Organisational objectives Achilles advised that key factors in raising the profile of its successful Auckland Achilles chapter were: 1. Raise at least $7,000 for Achilles.

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2. Incr ease public awareness of Achilles in or are a local runner who would like to »» We worked with Sport Wellington to the Wellington region by at least 5%. support others. ensure that their CRTB media releases 3. Incr ease awareness of Achilles within For Wellington personalities and New Zealand reinforced that Achilles is the official Wellington’s disabled community. celebrities: charity of CRTB. PR objectives: »» Guiding an Achilles athlete is a rewarding »» As the PR campaign unfolded, enough interest was raised within Wellington’s 1. Raise the Wellington public’s awareness experience and an opportunity to give back to the community. disabled community and the CRTB and understanding of Achilles via a local participant group that a Wellington media campaign: Achilles chapter was established. We a. At least 10 positive news stories, Strategy invited local media to the first chapter with a minimum of four featuring The key driver of our PR strategy was to training run, with the promise of Wellington Achilles athletes. raise Wellingtonian’s awareness of Achilles interviews and photo opportunities. through a media campaign that highlighted b. Increase Achilles Facebook followers »» The Wellington Achilles chapter were the personal stories and challenges of Achilles by 20%. encouraged to have participation in CRTB athletes – and capitalise on this increased as their training goal. Additionally we c. Increase visits to the Achilles website awareness to drive money/time donations for worked with Achilles NZ to encourage by 20%. Achilles. other Achilles members from around the 2. At least two local personalities commit We needed to lift Wellington Achilles country to participate. to promoting Achilles and guiding membership, to find athletes whose stories »» Several high profile Wellingtonians and Wellington Achilles athletes around CRTB. would capture the interest of the media and celebrity New Zealanders were asked to 3. At least two New Zealand celebrities guide the hearts of the public. guide an Achilles athlete around CRTB, as Achilles athletes around CRTB. Secondly we needed to find Wellington well as featuring alongside them in media 4. 70% of Cigna staff participate in activities personalities who were interested in guiding interviews and promoting Achilles through to support Achilles. an Achilles athlete around CRTB on 22 their personal networks. February 2015, and featuring in associated 5. Achilles athletes’ participation in Cigna »» Achilles, Cigna and Sport Wellington media stories. RTB 2015 increases from zero to at social media channels and websites were least twenty. Cigna staff were a key resource to raise utilised to share athlete stories, video clips money, provide support and drive awareness and campaign updates. through their personal networks. Audiences »» The Achilles NZ Chairman and an Wellington public, specifically: We needed to create an emotional ex-All Black spoke about Achilles and connection between Achilles and the »» CRTB participants: A key audience to shared inspiring stories at a Cigna Wellington public. Our approach was to educate about Achilles so they are all-staff meeting. Follow-on internal focus on the heartwarming stories of Achilles motivated to support or donate to communications were aimed at inspiring athletes to create an emotional connection Achilles. They are predominantly 18-60 and motivating staff to get involved with with our audiences, rather than purely on years old, from the Wellington region and Achilles. Cigna’s staff volunteer day (Cigna how Achilles provides functional support. range from competitive to social runners. Day) was dedicated to raising funds for and supporting Achilles. »» Cigna, CRTB and Achilles social media Implementation/tactics followers: Important groups to create Achilles content and share it across their Achilles is run by volunteers and has no Creativity OR Problem solving networks. budget to fund PR activities. Cigna provided a Our objective of Cigna staff supporting small portion of the Senior Communications »» Cigna staff: Potential champions, Achilles for Cigna Day was in danger of Advisor’s time to develop and implement the leveraging their personal networks, and not being met because we had already public relations strategy. helping with volunteer activities. committed to helping Sport Wellington »» We found three inspirational Wellington- with the Cigna Kids Waterfront Fun Run on »» Wellingtonians with disabilities: Learn based Achilles athletes who were willing that day. about Achilles and drive new membership. to share their personal journeys with We decided to combine the two activities »» Wellington personalities: Approaching local media – encompassing a range of by creating an Achilles presence at the run. these people to promote Achilles disabilities that a large proportion of While some Cigna staff helped out with the and participate in CRTB by guiding New Zealanders will have some level of run, many others helped operate stalls by Achilles athletes would increase local engagement with during their lives. the registration stand, which included face media interest. »» We paired our profiled athletes with painting, popcorn, a barbeque, ice-cream »» New Zealand celebrities and Achilles high-profile guides such as The Mayor of and the extremely popular prize wheel. A ambassadors: Participation from this Wellington in order to provide an extra gold coin was asked for each item and all group as Achilles guides and ambassadors story line for the media – ensuring a good proceeds went to Achilles. There was plenty would increase interest from the wider level of uptake. of Achilles signage around the run and the media and public. stalls, and the money changing table doubled »» A media relations programme targeted a as an Achilles information stand run by range of Wellington-based media as well Achilles members. Messages as several nation-wide media outlets. Key »» Achilles breaks down barriers for messages about how to join and how to As the run went from 4–6pm, many New Zealanders with disabilities. donate to Achilles were provided with Wellingtonians who were walking along the waterfront after work saw the stalls and »» Achilles is the official charity of CRTB. each media release and pitch. Achilles signage. »» You can support Achilles by adding a »» We built a specific relationship with The stalls were a huge hit with the kids, their donation to your CRTB entry fee or by the Dominion Post knowing that the families, Sport Wellington and Cigna staff. setting up a givealittle page. publication has a strong pre-existing relationship with CRTB. Accordingly »» Join us for training runs at the Achilles many of our target audience of CRTB Wellington Chapter if you have a disability participants would be reading it. 36 NOT FOR PROFIT PUBLIC RELATIONS

Results including two full page features in the messages were used. Google analytics Dominion Post. All shared stories about were used to measure traffic to the All organisational objectives were achieved: their journeys through their individual Achilles website and engagement levels »» $9,442 was raised for Achilles against at networks and social media channels, with video. Facebook analytics were used target of $7,000 by 28 February 2014. including the Wellington City Council to track the increase in followers. »» Awareness of Achilles in the Wellington sharing photos of the Mayor and her »» A Colmar Brunton survey measured region increased by 6% over the course Achilles athlete. awareness of Achilles at the end of of the PR campaign. By the end of the 3. At least two New Zealand celebrities guide February 2015. campaign, awareness levels in Wellington Achilles athletes around CRTB. Achilles was very happy with the overall were 8% compared to 2% for the rest of Result: campaign, and we plan to work together in the country »» Five high profile New Zealanders and the future to grow the Wellington Chapter. »» Awareness of Achilles grew within the celebrity Achilles ambassadors came to We identified that high profile Wellingtonians Wellington disabled community to the Wellington to guide Achilles athletes supporting and fundraising for Achilles was point where a Wellington Achilles Chapter around Cigna RTB, including ex-All Black crucial to the campaign (one member of this with ten members was established. Frank Bunce and TV3 newsreader Greg group single-handedly raised over $1,000), All PR objectives were exceeded. Boyd. Achilles athlete and former Rugby and we plan to continue with this approach. Objectives cover the period 1 October 2014 – League star Tawera Nikau also spoke We are also making greater use of social 28 February 2015. about Achilles at the starting line. media given the 83% increase in Achilles 1. Raise the Wellington public’s awareness 4. 70% of Cigna staff participate in activities Facebook followers over the campaign. and understanding of Achilles via a local to support Achilles. Now that we have raised awareness of media campaign: Result: Achilles in the Wellington region, we have a strong base from which to set higher a. At least 10 positive news stories, with a »» 88% of Cigna staff participated in one or minimum of four featuring Wellington fundraising targets for Achilles over the next more of the following activities to support few years. Achilles athletes. Achilles for Cigna Day: Result: »» Selling raffle tickets Acknowledgement of other »» 42 positive articles and features across »» Street fundraising communication disciplines a range of print, radio, TV and online »» A sponsored 5km fun run in Auckland publications with a total circulation of The Cigna Marketing Team paid for three more than 1 million readers. Publications »» Achilles stalls at the Cigna Kids Waterfront advertorials featuring Achilles athletes in included the Dominion Post, Newstalk ZB Fun Run. Woman’s Day and Woman’s Weekly. They also added an Achilles question to an existing and Maori TV. 5. Achilles athletes’ participation in Cigna Cigna Brand survey at no extra cost. Cigna’s RTB 2015 increases from zero to at least »» 11 stories featured Wellington Achilles Digital Marketing Specialist played a crucial twenty. athletes. Two full-page stories about role in promoting Achilles content across Wellington Achilles athletes and their well- Result: Cigna social media channels, and supporting known guides featured in the Dominion »» 30 Achilles athletes and 51 supporters Achilles and Sport Wellington to do the same. Post and another became a Maori TV story. from Wellington and around New Zealand One Dominion Post story was also published Sport Wellington played a role in ensuring participated in CRTB 2015. The 81-strong online with a video, and was re-published everything was put in place to enable Achilles team all wore highly visible bright on four other daily papers’ websites. Achilles athletes to safely participate in yellow Achilles t-shirts, and anecdotal CRTB. Additionally, they set up a fundraising b. Increase Achilles Facebook followers comments from participants indicated mechanism on their website to allow people by 20%. their support of Achilles’ participation. to donate to Achilles when they registered Result: Although the main purpose of this PR for CRTB. Lastly, Sport Wellington promoted »» Achilles Facebook followers increased campaign was to raise awareness of Achilles as the official charity partner of CRTB by 83%. Achilles within the Wellington region, many in the majority of their CRTB media releases. traditional media and social media stories »» Increase visits to the Achilles website Achilles NZ took the lead with finding people reached the wider NZ public. This resulted in by 20%. to join the Wellington Achilles Chapter, and increased membership and volunteer support provided the contacts for Wellington Achilles Result: for Achilles NZ. Achilles NZ Chairman Peter athletes who were the focus of key media »» Unique visits to the Achilles website Loft was quoted as saying: stories. Achilles NZ Chairman Peter Loft increased by 21%. “Cigna has had a truly positive impact on played a crucial role in getting the 81-strong »» A CRTB video which featured interviews Achilles and in the short time we have had a team of Achilles people to CRTB, as well as with Achilles athletes generated: partnership our membership has gone from securing celebrity Achilles ambassadors to participate in and speak at CRTB. »» 25,000 video views 400 to over 700 and is growing daily.” Lastly a thanks to our global US-based »» 4,400 engagements (e.g. sharing, Additionally, a Rotorua Achilles Chapter was parent company’s charity foundation (The commenting) established in January 2015 after a resident saw a media story. Cigna Foundation) who approved a grant 2. At least two local personalities commit of $US21,000 to fund accommodation and to promoting Achilles and guiding Evaluation and follow-up travel for 20 Achilles athletes from around Wellington Achilles athletes around CRTB. New Zealand to attend CRTB. Result: »» Cigna’s PR success for Achilles can be seen in the increase in awareness levels, »» The Wellington Mayor, the CEO of Cigna the media coverage levels and Achilles and a Newstalk ZB host agreed to guide representation at CRTB. Achilles athletes around Cigna RTB and to feature in media stories about the »» Evaluation involved media monitoring to athletes. All featured in media stories, measure story pick-up and to ensure key

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Givealittle, help a lot: The journey to becoming New Zealand’s largest crowd-funding platform Geraldine Ramirez: Spark New Zealand

Givealittle, New Zealand’s largest online crowd-funding platform, is an external generosity programme of the Spark Foundation. It’s a market leading corporate social responsibility investment that’s accelerating the growth of cause crowd-funding (as measured by content and donations) in New Zealand. Givealittle received more donations in the last year (upwards of $12 million) than it did in the entire prior six years, since it began. Central to the 2014 success has been an evolving, dynamic public relations and media strategy that has shifted focus from seeding Givealittle cause page stories, to celebrating the growth and success of crowd-funding in New Zealand.

Background cause pages, which leads to more donations. This is why we strategise for content growth. The Spark Foundation has been the proud owner of Givealittle since its acquisition in November 2012. The Media coverage: Analysis of 2013 coverage showed Givealittle platform enables charities, community groups, almost all media mentions had a fundraising focus with schools and individuals to raise funds online, at zero fees. an appeal for money, rather than crowd-funding focus. This is due to the Spark Foundation’s enduring investment Crowd-funding awareness: In 2013 we received a lot to cover the ongoing running costs and platform of anecdotal evidence that demonstrated a lack of development costs (which amounted to more than $1 awareness about crowd-funding – we were frequently million in 2014). asked to define it. In the year following Givealittle’s acquisition, significant Donor attitude monitoring: Scanning feedback logs for growth was achieved in the volume of donations, cause anecdotal evidence of the public’s current perspective on pages and unique visitors to the site. This growth was Givealittle and the role of crowd-funding. We used this as attributed to a public relations programme that worked a baseline for increasing education. to develop key media relationships, establish the platform as a raw source of human-interest stories and reposition Objectives Givealittle as a zero fees platform. This initial strategy jointly won the PRINZ Not for Profit Public Relations Organisational objective award in 2014. »» Drive $9.25 million in donations via Givealittle In the last year, this strategy has evolved to take a bolder between 1 January 2014 and 31 December 2014. approach. With journalists demonstrating a proactive Public Relations/Communication objectives appetite in picking up interesting cause pages in their »» Increase the annual number of pages created on early stages, the focus shifted, taking Givealittle’s success Givealittle from 3500 (2013 figure) to 7000, by and role as a thought leader to a whole new level. 31 December 2014. »» Increase residential consumer awareness and business Preliminary research consumer awareness of Givealittle as a crowd- Givealittle user research: History showed that media funding platform to 30% and 40% respectively by coverage of Givealittle pages leads to a surge in new 31 December 2014.

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»» Establish Givealittle in a leadership position »» Givealittle is a neutral platform that to ensure follow up with key statistics and in New Zealand’s crowd-funding market. exists to facilitate donor choice – not to interesting facts. judge which causes are worthy of using »» A proactive referral to an official Audiences the platform. As long as the activity isn’t Givealittle spokesperson was established illegal and content is appropriate for a »» Givealittle users for high profile causes. general audience, Givealittle supports »» Donors: These people have given money New Zealander’s right to choose what »» Eleven ‘Thanks Videos’ were created, to Givealittle causes, most likely just once. causes they want to donate to. featuring a range of Givealittle’s users (In 2014, 82% of donors gave once.) thanking those that gave to their cause and highlighting how the support helped. They have a familiarity with Givealittle as Strategy a facilitator of their donation but their These were distributed via email and understanding and appreciation of the In 2013, most of Givealittle’s media coverage through social channels. wider platform and the power of crowd- was human interest stories about people »» Media releases were distributed to funding was identified as low. that had been through difficult situations promote Givealittle’s growth and and needed donations. To achieve our 2014 leadership position. »» Potential cause owners – the next crowd- objectives, we worked to achieve more funders: These individuals, charities and media coverage of people who had already »» A Year in Review video was released schools see coverage of successful cause successfully raised money (ie, crowd-funded), in January 2015, which included key pages and may be inspired to create new to demonstrate our leadership position in statistics and milestones, to publicise the content for the platform. Most will need the crowd-funding market and increase highlights, to drive home the message some education about the benefits of awareness of Givealittle as a crowd-funding that crowd-funding is growing and crowd-funding. platform. Givealittle is leading this growth. »» New Zealand media – through their We worked with the media ‘friendlies’ we »» Quarterly scorecard videos were reporting they will help build awareness of already had, building on current relationships implemented to highlight Givealittle’s and educate people about Givealittle and and increasing their understanding of successes. crowd-funding. They have an interest in crowd-funding and how Givealittle works in »» Successful crowd-funding stories and the subject but are always looking for the this space. Once they had this knowledge, Givealittle’s milestones were promoted most newsworthy story. We targeted two they could better understand this new angle on the Spark Foundation’s social media specific groups: and were more likely to report stories about channels and in internal videos, as well – Journalists with a proven or potential crowd-funding success. as on Spark New Zealand’s social media, interest in human interest stories – Instead of pitching stories in the very early website, intranet, ‘digi wall’ (a large video targeted for sustained coverage. stages, we pitched stories later – when screen at Spark’s Auckland headquarters) – Journalists who are subject matter people were already well on the way to and customer newsletters. experts, who can comment on successfully raising the money they needed. Givealittle from a particular lens Once people had achieved their target, we Creativity OR Problem solving (business, health) – targeted with promoted and facilitated exclusive reflection Problem solving aggregated growth stories. stories with a celebratory focus to emphasise As Givealittle grows, it’s exposed to more – Online influencers – these people have the power of crowd-funding and its growth. scrutiny and risk. An example of this is a the power to make Givealittle and We also hustled for more sustained media recent user fraud case that’s been in the crowd-funding part of the social media coverage, with a particular focus on getting media. As this case is still before the court, vernacular. local or regional stories more nationwide our ability to discuss the details is limited. »» General public – people who have had coverage and getting print stories coverage However, this did provide an opportunity limited or no contact with Givealittle. on TV (or vice versa). to demonstrate the limitations of crowd- As the platform continues to grow and We put more emphasis on celebrating funding and where the job of a platform like receive more media coverage, these Givealittle’s successes and milestones, sharing Givealittle starts and ends. people will slowly become aware of this with business and technology focused When approached by media we always Givealittle and the power of crowd- and industry related media as well as Spark welcomed the opportunity to talk through funding. people, building their pride and appreciation our processes. We used these opportunities »» Spark people – the 5000+ New Zealand in this CSR programme. to provide education about crowd-funding based Spark employees are all potential and what Givealittle’s role is in this space. ambassadors for what Givealittle can Implementation/tactics Givealittle has also received criticism over achieve and its role in the crowd-funding cause pages that have conflicted with user’s space. Communication resources remained limited, with the public relations strategy developed personal beliefs and we’ve received requests and delivered with time-only contributions to take these pages down. An example is Messages from three marketing and communications the Givealittle page started for Nicky Hager’s »» Givealittle is a zero fees crowd-funding personnel. We implemented a range of legal fees after his ‘Dirty Politics’ book was platform, meaning every dollar donated is tactics, such as: released. There was strong public opinion received by the nominated cause. and debate around the crowd-funding »» Including donor comments in pitches to Nicky Hager received through Givealittle » Givealittle is New Zealand’s largest » media to raise awareness of, and promote and the challenge was to manage the crowd-funding platform and is leading the the story of New Zealand’s active crowd- public’s expectation and inform them about growth in this market. funding market. Givealittle’s neutral position. We always »» Crowd-funding is a growing worldwide »» Encouraging journalists to reference took the time to explain this to concerned trend. Givealittle’s growth is evidence surging donation totals by providing data parties and gave less emotionally charged that New Zealanders are rapid adopters on rates of donations over time. examples. We also published a statement on of this global practice and anyone that »» Media coverage that was independent of the Givealittle website and twitter, sharing has donated to a Givealittle page has the media liaison function was monitored our position. participated in the revolution.

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Results Evaluation and follow-up Acknowledgement of other Organisational objective Givealittle’s growth in 2014 has once again communication disciplines »» Drive $9.25 million in donations via surpassed expectations and we believe the The Spark Foundation developed the Givealittle between 1 January 2014 and change in the approach to public relations Givealittle programme around a solid public 31 December 2014. has been material to this growth. relations strategy, with a strong focus on media relations and we continued to build Result: Givealittle had received The media have a greater understanding on this throughout 2014. Therefore there are $12,286,176.06 in annual donations as of of crowd-funding and are clearly picking limited ‘other disciplines’ to acknowledge. 31 December 2014, surpassing our target up stories later, highlighting causes that by $3 million. have community support and celebrating We worked with videographers and graphic successful crowd-funding initiatives, as shown designers, when producing collateral. Public Relations/Communication objectives in the headline of these examples: However, this content was developed and » Increase the annual number of pages » »» Crowd-funding angels give kids a hand implemented for the purpose of our PR created on Givealittle from 3500 (2013 strategy. figure) to 7000, by 31 December 2014. »» Needy couple receive $40,000 In December a new website was launched »» Crowd-funding saves siblings’ home Result: 8101 different pages were created which changed the way content was on Givealittle in 2014, exceeding our target »» Website raises $10,000 for crash reflected, to assist our public and media by 1101. victim’s family relations activities. This included: »» Increase residential consumer awareness Many Givealittle pages are getting sustained, Adding the commencement date to each and business consumer awareness of follow-up coverage as journalists are now page so that media could easily quantify Givealittle as a crowd-funding platform going back and checking on a page’s the momentum to 30% and 40% respectively by 31 progress and updating their audience on Featuring trending stories on the homepage December 2014. the success. There are numerous examples for more visibility Results: Consumer market research showed of this, the most high profile being Good Adding a live feed of donations, displaying residential consumer awareness of Givealittle Samaritan Lucy Knight’s Givealittle page platform-wide running totals, so audiences rose from 18% (January 2014) to 30% by 30 (the most successful page to date, raising can watch total donations climb. September 2015, reaching our target three $269,934.00). In the month following the month earlier than anticipated creation of Lucy’s page, Givealittle received Aside from direct emails sent to subscribers 71 media mentions on a number of media (also a media relations tool), our activity on Business market research showed awareness channels including One News, 3 News, social media and use of Spark’s digital wall, of Givealittle rose from 20% (January 2014) Campbell Live, Newstalk ZB and the NZ we did not use other disciplines. to 49% by 30 September 2014, succeeding Herald. Many of these articles focused on our target by 9%, three month earlier than the increasing total of donations, and articles anticipated in later months continued to celebrate this »» Establish Givealittle in a leadership crowd-funding success (such as coverage of position in New Zealand’s crowd-funding the Thanks Video she featured in). market. The media now cover stories of successful Results: The establishment of our leadership overseas crowd-funding initiatives position has been demonstrated through the demonstrating the greater news value now dramatic increase in media coverage. In 2014 placed on this. A recent article about an Givealittle received 1083 media mentions, American man who died in Queenstown, compared with 110 media mentions in mentions money was raised for the family on 2013. As the year progressed, more of these Giveforward – which is described as “similar referred to Givealittle as a crowd-funding to local website, Givealittle”, demonstrating platform. our leadership position in this space. Journalists now regularly approach us for Givealittle has become a part of the expert comment on Givealittle’s success and vernacular. We hear (and see on Twitter) the growth of the crowd-funding industry. people suggest that others should “get a For example: Givealittle for that”. The Press approached us in January for The opportunity for crowd-funding in comment in an article: Internet Makes Giving New Zealand is significant and Givealittle is Easy. In the article Givealittle is referred to playing a leadership role in increasing levels as “the TradeMe of Giving” and we were of awareness, comfort and education around interviewed about why Givealittle is so what crowd-funding can achieve. We will successful as a crowd-funding platform. continue to push the most newsworthy Late last year an article in Idealog opened stories to media and expect this to continue with: “Social crowd-funding platform to evolve over time. Givealittle has seen a stunning rise in money raised from the crowd.” A Year in Review video was successfully pitched to a number of media outlets, websites and blogs and published on the NZ Herald home page with the title ‘Givealittle: 2014 in Review’ (no other description), demonstrating this publication felt its audience had a strong understanding of Givealittle.

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Global first for Emirates in the Cloud Jessica Wiggins, Robert Wallace, Charlotte-Amelie Milton: Professional Public Relations NZ

In the highly competitive Trans-Tasman travel market, there’s an ongoing battle for brand love. PPR developed a concept that was a social media first for Emirates globally and which met Emirates’ annual plan objectives. It was smart and engaged the hearts of Kiwis. The essence of the campaign was in linking the Emirates brand with loved New Zealand charities and existing and potential Kiwi travellers. We did this with “The Emirates Virtual Plane Push” which saw three A380s “race” across the Tasman, “pushed” on behalf of the charities by Facebook “likes”, promoting Emirates’ three trans-Tasman routes, with spectacular results.

Background The reward for the charities were 10 gratis air tickets for the first charity to “land” at their destination, with the As part of its annual PR plan for Emirates in New Zealand other two charities awarded two gratis air tickets. in 2014, PPR put forward a project that would: »» promote the airline’s brand Preliminary research »» promote its services, particularly across the Tasman, PPR utilised key valuable insights when creating this and campaign. It was well known that Air NZ (including code »» provide a grass-roots connection with New Zealanders share partner Virgin Australia) had the dominant market bearing in mind the natural advantage enjoyed by the share across the Tasman (57%), so continuing to build national carrier. awareness of Emirates’ trans-Tasman route options was To achieve this, PPR proposed The Emirates Plane Push vital. Air NZ also has a share of voice of 51%, particularly – linking with three New Zealand charities that deserved strong across television and digital channels. After support and which had strong networks. The charities Google, Facebook has the second highest reach to online benefited through exposure to their causes and with the New Zealanders (many of them young, potential future opportunity to win airline tickets which they could then customers) with Kiwis more active than the USA, UK or use completely at their discretion e.g. for fundraising etc. Australia. In turn, the charities had extensive networks of their own Taking this in to account, a digital campaign would which would be a multiplier for raising the airline’s brand provide the opportunity to target key audiences in a and its values. clever and cost-effective way, especially given budget was To execute the initiative PPR turned to Facebook as a key not available for an advertising campaign. media channel for Kiwis, creating a virtual race among Through previous experience, PPR knew partnering with the three charities to get to their respective destinations deserving not-for-profit organisations would provide on Emirates three A380 routes (from Auckland to Sydney, an opportunity to reach New Zealanders on many Brisbane and Melbourne). Every “like” for the chosen levels, and reinforce Emirates’ grass-roots connection to charity pushed the plane closer to its destination. New Zealanders.

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Research into not-for-profit organisations Messages through the simple, image-based, mobile showed there were three disparate but interactive Facebook application which was All of the key messaging associated with appropriate causes that lent themselves to geo-targeted to New Zealand. this project underpinned the communication being involved: Women’s Refuge, Leukaemia goals and were skilfully aligned with the As the campaign got under way, PPR and Blood Cancer NZ, and Variety – The business objectives, as below: distributed a media release to highlight the Children’s Charity. They were all prominent initiative through ‘traditional’ PR channels. »» Emirates is a global airline with a heart in organisations and also likely to be active in A low-cost online advertising boost was also New Zealand, helping charitable causes promoting their involvement with Facebook implemented. posts, eDMs and localised media relations. »» Emirates is showing its commitment to In addition, PPR worked individually with New Zealand each of the charities in order to ensure their Objectives »» It’s up to New Zealanders to help their communications – written and visual – were The business objectives were straightforward favourite cause (plane) be the first to aligned with all elements of the campaign as and aligned with the annual plan: touch down in one of Emirates’ three well as their own brand footprint. Australian destinations »» Positively promote the Emirates brand, The campaign ran for three weeks in reinforce Emirates’ quality service »» Emirates flies three A380 aircraft daily November with the Emirates home Facebook from Auckland to Australia, landing in »» provide connections with New Zealanders page presence bolstered by the charities’ Sydney, Brisbane or Melbourne. as an international company with a heart own Facebook posts, eDM distributions and in this country localised PR. Strategy »» raise awareness of Emirates’ triple daily Consumers who took part in the voting/ trans-Tasman A380s, flying to Sydney, The core strategy to achieve the objectives pushing mechanic had their vote flash up Brisbane and Melbourne and get our messages across was two-fold: on their own Facebook wall, consequently promoting the campaign among their friends » Increase sales and capacity on trans- »» Firstly, focused on creating an innovative » and associates. Tasman flights social media campaign, with a simple mechanism and a handsome consumer The winning charity (Variety) was the The communication objectives, in turn, were incentive, which would drive traffic to the organisation with the most votes at the end aligned. Emirates global Facebook page, but also of the campaign period, being deemed to The key KPI for PPR was to drive genuine to the pages of the charities concerned have reached its destination first. Emirates engagement with Kiwi audiences to appeal to the hearts and minds of In summary, the campaign was supported through social media, appealing to the hearts New Zealanders. All while appealing to through: and minds of New Zealanders. An associated the hearts and minds of New Zealanders objective was to drive engagement for charity »» Media relations »» Secondly, implementing a traditional partners. A further objective was to attain a media relations programme alongside »» Social audience listening and targeting target number of votes. And the remaining the social media drive to complement the »» Content creation for Facebook communication objective was coverage in activity, and provide increased awareness traditional media channels – consumer, trade »» Online amplification of the campaign and the key messages and marketing media »» Measurement and optimisation. »» The virtual campaign engaged Kiwis Audiences by appealing to our inherent love of Creativity OR Problem solving supporting deserving causes; having a New Zealanders with a propensity for fun element through the “plane push”; The level of creativity in this initiative is frequent travel: trans-Tasman travel is our naturally competitive natures; and the reflected in the fact that it was PPRNZ which easily accessed and is a highly competitive opportunity to go into the draw to win broke new ground in social media terms for market. For Emirates it is important to create two trans-Tasman tickets. this very large international airline. What awareness of the product and the services could have been a traditional plane pull with and be part of the decision consideration. Implementation/tactics teams of charity volunteers towing three Having a positive reputation plays a part in A380s in a tug-of-war type scenario, was decision-making. After approval of the concept by Emirates’ turned into a leading-edge, digital campaign corporate communications division in Young Kiwis: Many young Kiwis have yet to with far reaching levels of participation. Dubai, PPR considered a range of potential form their own travel affiliations and are a In part at least, this project needed willing beneficiaries from the many not-for-profit potential source of future customers. Positive participants. This was why, out of the many organisations in New Zealand. After weighing awareness of Emirates is an important early options available in terms of choice of up various considerations, including how step in their future decision-making, and they beneficiaries, the three charities were chosen. likely the supporters of each charity were are regular users of social media so this was a These organisations not only represented a to spread the word, the three causes were logical way to reach them. spectrum of good causes that Kiwis could chosen and engagement with them began. easily relate to, they were also organisations Charitable New Zealanders: Many of the An incentive for consumers was decided on that were good at communicating with regular charitable supporters are not only flights for two to one of the three Australian their support bases on an integrated level. frequent travellers but also influencers A380 ports. and their positive awareness of Emirates in In addition, among some of their members A Facebook App, including an easy in-and- New Zealand is valuable. were celebrities and influencers who could out functionality, was developed internally encourage wider awareness and support. Media: While this was a social media-driven at PPR with an associate company in To bring the campaign to life as much initiative, traditional media channels, both consultation with Emirates’ social media as possible through the content, design trade and consumer, were still important as a specialists in Dubai. The charities’ planes were and imagery, as well as the competition supporting pillar. virtually pushed across the Tasman to their mechanics, PPR involved its specialist social respective destinations by Facebook “likes”

42 LIMITED BUDGET PUBLIC RELATIONS

media design division to ensure an attractive of these targets were achieved with a total of by Emirates globally to be a best-practice PR- presentation. Any potential logistical issues 10 pieces of coverage. led social media campaign. were readily overcome through regular, Emirates in the month following the Given the limited budget of $10,000 inclusive planning conference calls and other campaign enjoyed a substantial increase including just $2,000 for campaign frequent communication. in ticketed trans-Tasman sales on the management, the return on investment for Once the foundations were laid and proven, comparative month in 2013. Emirates was far and beyond the expectations significant problems were not expected. of everyone involved. However, PPR took the precaution of having a Evaluation and follow-up fourth not-for-profit organisation “in reserve” Various key performance indicators were Acknowledgement of other in the event that one of the chosen three put in place before the campaign began, communication disciplines decided not to proceed for some reason. and these were well achieved. The first was PPR also prepared a holding statement, The Emirates Plane Push was a PR-led social to drive genuine Emirates engagement with customised to each participating charity, in media activation which required some input Kiwi audiences, and the fact that more than case there were issues or concerns raised from other disciplines. PPR enlisted the 400,000 New Zealanders were reached regarding their involvement in the campaign. assistance of associate company Stencil which through Facebook was considered significant These statements were not required. built the Facebook application as per PPR proof that this was achieved. Online specifications, and delivered reporting and engagement was achieved through the level online campaign analysis. Results of click-throughs, likes and page shares. A small budget of $2000 was also made The results were overwhelmingly positive. Following the completion of the campaign, available to Emirates media buying agency Firstly, Emirates reached more than 400,000 PPR prepared a report for Emirates which Lassoo in order to promote specific campaign people in New Zealand through Facebook measured the success of the online posts. The promotion and timing posts was and it was Emirates’ most engaged Facebook engagement, and the media coverage. as advised by PPR. Lassoo, alongside Emirates post of 2014. The immediate reaction from our direct corporate communications, also provided The campaign secured more than double the report at Emirates in Dubai was to describe analysis on click through rates for specific target number of votes. The target of 1500 – the campaign as “an awesome success.” posts and breakdown of how this sat against considered somewhat ambitious at the time Subsequently, Valerie Tan, Emirates Vice previous Emirates Facebook posts within – was easily achieved. Ultimately there were President Public Relations, Social Media New Zealand and around the world. 3,779 votes, more than 200 direct bitly link and Internal Communications, stated: The above the line campaign rested largely click-throughs to the Facebook application, “The Emirates Plane Push was the first on the quality of the post content and 602 post likes and 146 page likes. activation of its kind for us, both in market preparation work PPR did with each of and as a social media driven initiative. It was the charities to ensure their involvement All charities involved saw an increase in their cleverly aligned with our communication followers during the campaign. was streamlined against all elements of goals and benefitted not only our brand but the campaign. Promoted posts achieved a campaign average also that of our New Zealand charity partners cut-through rate of 0.43% after spiking too. Ultimately, it was successful because it initially at 0.87%; figures that were above appealed to the minds and hearts of Kiwis.” expectations. As well as being a successful campaign, Another KPI was to achieve coverage in having achieved all its objectives, most consumer, trade and marketing media and all importantly, this campaign is now considered

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Buddy Day – it takes a community to raise a child Amy Meade, Heather Claycomb: HMC Communications, Summer Reid: Child Matters

New Zealand has the fifth-highest rate of child abuse in the OECD. Yet, many believe it is ‘someone else’s problem.’ Child Matters created Buddy Day as an awareness event to demonstrate it takes a community to care for children. Life size cut-outs of children are ‘created’ by schoolchildren and ‘cared for’ by adults in four city centres on Buddy Day. Carers take their ‘child’ everywhere in a powerful visual demonstration that every adult has a part to play in keeping children safe. The goal for each carer is to spread abuse prevention messages to everyone they meet.

Background 29% recalled the key prevention message: ‘it takes a community to raise a child.’ Child Matters (www.childmatters.org.nz) is the only NZ organisation solely focused on child abuse prevention Versus Research annually monitors public awareness/recall through adult training/child advocacy. It wanted to of Buddy Day in Hamilton, adding Auckland, Tauranga, develop NZ’s first child abuse prevention awareness day Wellington in 2013/2014 as new centres. Understanding with the long-term goal of rolling it out nationwide. of abuse messages is also gauged. HMC Communications developed the idea for the From 2013–2014, Tauranga’s awareness increased from Buddy Day awareness event in 2011; it is in its fifth year. 20% to 30%, Wellington’s from 18% to 21% and Research shows the day is playing a key role, alongside Auckland’s remained at 21%. other initiatives, making a difference in attitudes/ In reviewing Versus’ research post 2013, people were awareness of child abuse. increasingly aware of Buddy Day itself, but still weren’t The current focus is on embedding practical prevention understanding what they could do personally to prevent messages in target audiences’ minds. child abuse.

Preliminary research Objectives In October 2012, a survey of 200 Hamilton residents Project objectives: (the sole participating city) was undertaken by Versus Raise awareness of child abuse and the role every adult Research to gauge awareness/recall of 2011 Buddy Day has in prevention. campaign/messages. Provide a tangible way to show adults they can do 39% had heard of Buddy Day and correctly recalled something to affect child abuse statistics. its purpose.

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Collect signatures/acknowledgments to community working together to provide safe us to motivate adopters, communication demonstrate public interaction with the environments for children. objectives/key messages and set out adopter event/messages. Buddy Day is an opportunity for you, as a expectations to ‘spread messages’ during Increase the number of ‘carers’ and ‘creators’ person of influence, to show you care about the day. year on year. children and will do whatever you can to not Buddy Day is a public awareness event so Communications objectives: accept child abuse. high media engagement is critical. 26 media The number of Buddies being cared for releases were generated by HMC over five Use media/direct communications to raise weeks in 2014. Other media coverage was awareness of the day and ensure we have today represents only a small proportion of the substantiated cases of child abuse in NZ generated by Child Matters, Sovereign, the enough influencers to care for Buddies; 180 Ministry of Justice, schools. in one city, 2011; 1500 in four cities, 2014. each year. Media releases were sent to outlets in the Ensure 95%+ of media coverage includes key Strategy four cities and nationally, including print, messages. radio, television; education, business, Since 2011, the communications strategy In Hamilton/Tauranga (smaller/close-knit sports, art/entertainment and health media. for Buddy Day has been to ‘influence the communities), one in three people surveyed HMC leveraged journalist relationships to influencers.’ post Buddy Day to recall the day; one in five gain coverage. By engaging influencers, we create social surveyed in Auckland/Wellington. Invites to the launch breakfast are sent to change by using their networks to create Each year, an increasing number of city media. Follow-up calls are made to targeted conversations and more rapidly influence publics in post-Buddy Day surveys repeat key media to encourage attendance and stories. public thinking. Over the years, we have: messages unprompted (added 2014). Brochures with prevention tips, ‘do’s and Used Child Matters’ existing relationships Provide tools so each Buddy Day carer has don’ts’ and information packs are attached with MPs, the Prime Minister, Minister of at least one ‘touch point’ to receive practical to Buddies so there are tangible tools Social Development to gain exposure in child abuse prevention information. for adopters to take away, ensuring they Government. In 2014, raise awareness of Child Matters as understand the messages and relay them the Buddy Day ‘owner’ by 10% Used Child Matters’ relationships/networks to effectively. communicate with and influence businesses/ Parents of children who created Buddies In 2011, we purposely distanced Child community leaders/politicians. Matters from Buddy Day. From 2014 a new receive information about the event, its key project objective is to cement this association. Identified and engaged celebrity, community messages and the part they can play. and/or business champions in participating The Buddy Day website (www.buddyday. Increase potential audience reached through cities, using their networks to promote the org.nz) was launched in 2013, offering a media by 20% each year; engage each city’s event/encourage participation. main media outlet with at least one story. centralised location for event information and Engaged schools by developing an interesting prevention information/tools. and child-appropriate curriculum while Social media (Facebook – www.facebook. Audiences coupling this with direct communication that com/buddydaynz – and Twitter primarily) Cities’ business/political/community leaders reaches parents with adult messages. channels are a key way we’ve spread – many believe they aren’t affected by child Versus Research’s 2014 survey showed in messages; celebrity engagement in 2014 abuse and, therefore, aren’t part of the the past 10 years, the public glean their helped increase engagement significantly. solution. This audience is instrumental in perceptions of child abuse more from the A direct email campaign to adopters/ leading change; social change only happens news media than ever before. Therefore, we decorators through Child Matters/event when people of influence lend their voices. used the media to increase public reach of managers’/ sponsors’ networks. Media – who are difficult to engage on the Buddy Day’s purpose/key messages in the subject of child abuse prevention; they tend four centres. In 2014 we engaged high profile personalities to decorate special edition Buddies auctioned to only cover specific abuse cases/‘bad news.’ Engaged and built relationships with on Trade Me. Public – primarily parents/grandparents celebrities/sports people as spokespeople. Other celebrities adopted a Buddy and between the ages of 30–70 – in participating Over the years we’ve learned we must engaged with press around their personal cities – who are swayed by media stories that first raise awareness of the event itself. reasons for supporting the cause. Several wrongly skew thinking to believe child abuse Once awareness is high, we can use the did interviews about child prevention in their only happens in minority/poor households. event to embed practical prevention fields (i.e. Bull Allen talked to Jenny May messages ‘deeper.’ Coffin about child abuse prevention in sport). Messages Our strategy as we add new cities is to grab Key messages during Buddy Day 2011 were attention through the fun event first; we Creativity OR Problem solving different to 2014; they changed following then have ‘permission’ in subsequent years to research review. From 2014, more effort is communicate more serious messages that will Securing national television coverage – We put into ensuring participants understood influence perceptions/actions. have managed to attain national television practical child abuse prevention messages: coverage every year. This has been achieved using creative ways to gain attention, NZ has one of the worst child abuse rates in Implementation/tactics including sending news presenters Buddies, the developed world. Our tactics were refined over the four years; using images/videos in our pitches to Children can’t prevent child abuse – key strategies that helped keep Buddy Day effectively convey the visual story, and adults can. going strong are: travelling to Auckland studios at the drop of Child Matters provides tools/information Buddy Day breakfasts held in all four a hat. to help you set up safe environments for locations, attracting high profile speakers. Growing a life of its own – The public LOVE children. You can find these on the Buddy Breakfasts offer a venue for carers to Buddy Day and have latched onto the idea. Day website and in written form to all carers. collect Buddies, have breakfast and be Many people (outside our target audiences) Buddy Day is a way for adults to demonstrate motivated by Child Matters, celebrities and want to participate. The risk is that people everyone has a part to play and it takes a dignitaries. Bringing people together allows ‘run away’ with the idea, making Buddy

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Day something it’s not. To minimise this Similarly, the number of dignitaries who Evaluation and follow-up communications risk, we are very tight with attended the breakfasts increased in 2014 Buddy Day’s success is recognised key messages and ensure they are repeated from two to six. domestically by political/community leaders, exhaustively through every channel. The number of celebrities involved increased and internationally by key groups as a ‘best Engaging the media on a positive level – It’s from zero to around 15 in 2014. practice’ way to create public awareness/ difficult to interest the media when we are 1800 Buddies were decorated and cared for change around child abuse prevention. coming at child abuse from a non-sensational in 2014; up from 180 in 2011, exceeding our September 2014, Child Matters CEO angle with no marketing budget, meaning 2014 target of 1500. presented at the International Society we have to create different news angles for the Prevention of Child Abuse and each year – i.e. bigger celebrities, activities, Politicians and dignitaries have supported Neglect conference in Japan, attended by sponsors, dignitaries etc. Buddy Day, with the Minister of Social Development participating in 2013 and 2014, international child protection authorities. Planning for Buddy ‘abuse’ – Each year we’ve the Governor General hosting an event in Buddy Day highlighted as a best- planned for the possibility of Buddies being 2013 and the Prime Minister participating in practice example. broken or neglected by caregivers and the 2013. 10 March 2015, the Women’s World Summit media reporting on this. We are ready to Foundation (WWSF) will present Buddy Day turn this around into a story that would link A new Buddy Day ‘prevention tips’ brochure to the United Nations, with attendance in with our key messages. Fortunately, we was developed and 25 copies provided to from top international leaders working in haven’t had to use it! each carer, ensuring each received these ‘deeper’ messages of child abuse prevention the area of child abuse prevention. WWSF and were easily able to pass them along representative said, “Our organisation’s Results to others. aim is to call attention to the role of society in preventing violence. Your contribution As a result of the research done since 2012, Versus Research reported in 2014 that [through Buddy Day] sends a powerful we’ve measured the following: “message clarity has improved, with message to advance this discussion.” »» The change in awareness/perceptions of increasing unprompted mention of tagline Buddy Day words such as community, adults’ role Following review of the 2014 Buddy Day »» Current perceptions of child abuse in NZ and conversation.” research, media report and the successes we’ve had so far, we know there is still a Awareness of Child Matters »» If key messages are gaining traction lot to do to achieve our long-term vision of The research company carried out pre- Unfortunately, we didn’t achieve our national awareness event: objective of 10% increased awareness of and post-Buddy Day research in each area, People get very excited about Buddy Day Child Matters. Versus Research shows the resulting in 1600 surveys in 2014. Post- and we want to allow the ‘movement’ following results in the participating cities: Buddy Day awareness of those surveyed in to grow organically and be celebrated in 2014 showed: the community without Child Matters’ Post Buddy Post Buddy »» 47% of Hamilton residents were aware of involvement; the challenge is ensuring key Day 2012/13 Day 2014 Buddy Day (up from 23% post 2011) messages and the true essence of Buddy Day awareness of awareness of isn’t lost. »» 30% of Tauranga residents were aware of Child Matters Child Matters Buddy Day (up from 20% post 2013) We need to change the purpose that our Hamilton 34% 33% »» 21% of Wellington residents were aware activity in Wellington serves, to focus on of Buddy Day (up from 18% post 2013) Tauranga 13% 16% gaining political attention, rather than broader community messaging/involvement. »» 21% of Auckland residents were aware Wellington 18% 14% of Buddy Day (the same result from Child Matters should be recognised for the post 2013) Auckland 19% 14% work they do. To date, that recognition has not been achieved. This will become a focus More excitingly, with the change in focus to Media coverage for 2015 onwards. embedding the understanding prevention messages, these campaign themes were A review of media coverage identified key Recognition of Buddy Day is gaining understood by survey recipients: message themes were repeated consistently momentum in the participating cities; throughout, achieving our 95% target. we need to further embed the practical »» Raising awareness of child abuse – Each city’s main media outlets covered prevention messages so people understand increase from 29% in 2012 to 36% events; audience reach was nearly two what they can do to make a difference. in 2013 million people, up from 1.3 million in 2013, Our target markets are at varying stages of increasing by 50%. »» Support for people – increase from 5% awareness due to the campaign starting in in 2012 to 21% in 2013 Social media different centres at different times, which is »» Friendship – increase from 11% in 2012 In 2013, Buddy Day was the number one challenging for the team and something we to 18% in 2013 trending topic on Twitter on Buddy Day. need to manage closely. This will be further challenged in 2015 as we bring Christchurch »» About children (general) – increase from By the end of Buddy Day 2014, Facebook on board! 17% in 2012 to 21% in 2013 page likes had grown to 2780. The 2014 research summary from Versus Celebrity engagement helped spread reach states the following: on social media and total reach on Buddy Day “Buddy Day is continuing to grow in nearing 10,000. awareness, provoking thought and engaging Likes/comments/shares of Buddy Day conversations. Messaging is cutting through Facebook page reached 2000 in 2014 more clearly regarding community and adults’ roles in preventing child abuse.” Several Facebook posts performed extremely well; the highest being Shortland Street Additionally, the number of businesses actors with their Buddies, engaging 3400 involved in ‘team’ events doubled from eight followers. to 16 over the four years.

46 SPECIAL EVENT OR PROJECT

Healthcare Think Tank, hosted by Southern Cross Louisa Jones, Strahan Wallis, Kaya Arai: Porter Novelli

There is growing concern across many facets of the health sector about the rising cost of healthcare in New Zealand. Yet, this issue was not being discussed in the public domain or collaboratively within the wider healthcare industry. The country’s largest private healthcare provider and funder, Southern Cross Healthcare Group, wanted to kick start this conversation among New Zealand’s high-level decision makers. In May 2014 Southern Cross facilitated a full-day Healthcare Think Tank with 50 of New Zealand’s most influential healthcare professionals to develop solutions and raise awareness of it at a national level.

Background gives the group a unique view of New Zealand’s healthcare system and ability to connect many disparate After more than a decade of healthcare costs rising at groups within the sector. However, achieving this sector twice the rate of inflation, in 2014 the New Zealand connectivity by Southern Cross had to be done in a way Institute of Economic Research (NZIER) estimated the that didn’t appear self-serving. country had around eight years to change historic spending habits in health before health costs started The Group serves more than 815,000 New Zealanders to seriously impact the Government’s ability to keep via Southern Cross Health Society, New Zealand’s leading its budget in check. The Treasury agreed, yet this health insurer. It also includes the largest network politically unsavoury fact wasn’t being reported publicly, of private surgical hospitals in the country, Southern which meant New Zealanders had very little visibility or Cross Hospitals, which last year provided treatment to understanding of the issue. It wasn’t even being discussed 65,000 patients. collaboratively across the health sector. At the same time as moderating spending, New Zealand’s Preliminary research health system must adapt to cope with, an ageing Prior to any activity we needed to understand who the population, increases in chronic diseases, as well key stakeholders were that should collaborate together as new and expensive technologies. So it’s a very and begin to solve the pending healthcare affordability complex problem. crisis in New Zealand. As New Zealand’s largest private healthcare provider Southern Cross Healthcare Group and Porter Novelli used and funder, Southern Cross Healthcare Group plays an its relationships, past experience and desk research to important role in the New Zealand health sector. Its not- compile of list of 100 key influencers in the health sector. for-profit focus, combined with its size and experience

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After defining our invite list, we needed knowledgeable enough to discuss challenges by a tightly controlled, highly targeted and to find a draw card for attendees and one within the healthcare system and senior carefully managed programme of media that would help perpetuate media interest. enough that they both understood the opportunities around the forum. We canvassed leading healthcare experts broader implications of possible solutions across the globe and created a short list and could effect change. These people were Implementation/tactics of 25 people to research further. At the further defined as: Once agreeing on our invite list of key conclusion of this process, the decision was »» Politicians, including the Minister of decision-makers, prior to sending out made to invite Oamaru born Sir Malcolm Health and Health spokespeople for invitations we personally contacted a small Grant. Sir Malcolm is currently Chairman opposition parties group of particularly high-level influencers of the National Health Service in England to pitch them the Think Tank concept and and responsible for leading the organisation »» Academics, including Senior Research get them to confirm they would attend. This through a period of significant change. As an Fellows and health professors at meant we could use these people to attract expat Kiwi, he also has a solid understanding New Zealand universities other key decision makers into attending of New Zealand’s healthcare system. »» Economists, including representatives from the Think Tank. Each person was invited by Porter Novelli also recommended conducting Treasury and The New Zealand Institute of Economic Research Southern Cross via a personal phone call a stakeholder audit of those attending the prior to a formal invitation being sent and event to distil their opinions on the key »» Public and private healthcare leaders, at this time an interview slot was booked issues. This meant the event agenda could be including the Director General of Health, for the Massey research to be undertaken. targeted to the appropriate level and focus CEOs of District Health Boards, ACC, At this time, formal briefings were also on what the research showed needed to be Pharmac, College of Nurses, Retirement supplied to the multiple members of discussed, rather than wasting precious time Commissioner, representatives from the Parliament attending. on the day determining what was or not Ministry of Health and private healthcare On May 2014, Southern Cross Healthcare the focus. associations etc. Group hosted the invite-only Think Tank Southern Cross partnered with Massey Our secondary target audience was the for various experts across the health sector University to conduct independent research General Public. to discuss challenges within the healthcare with participants two months in advance of system and possible answers around how the the event. This took the form of one-on-one Messages country could achieve healthcare affordability interviews, either conducted in person or Pre event: long-term. by telephone. The outputs of this research, This event was organised by Southern Cross coupled with Treasury and NZIER reports on »» The future cost of healthcare is one Healthcare Group’s communications team the subject, founded the basis of the Think of the biggest challenges facing the and Porter Novelli. PR and communications Tank agenda. New Zealand economy were the only channels used while executing »» The NZIER estimates the country has only this project. Objectives around eight years to make a change to historic spending patterns before Southern Cross hosted this event in Organisation objective: Take a leadership health costs start to seriously impact the conjunction with Massey University. This position to educate, develop and promote Government’s ability to keep the country ensured the event was seen as impartial possible solutions between the public and within budget and as a forum for leading professionals private healthcare sectors around healthcare connected to the health sector to openly »» Southern Cross has partnered with affordability in New Zealand long-term. discuss potential solutions. Massey University to bring together Communications objective: Raise the public leading experts and influencers to tackle To further attract our target audience, awareness of healthcare affordability to the this issue at a one-day Think Tank to be we invited London-based Sir Malcolm Grant, national agenda. held on May 9th. the Chair of the National Health Service Measure: Secure high profile and national in England to be the key note speaker. Sir Post event: coverage across multiple mediums (at least Malcolm Grant is an expat Kiwi whose 35 pieces of coverage) about healthcare »» There is clear agreement among leading organisation now looks after the health of 53 affordability during April, May and healthcare decision-makers that without million people and has an annual budget of June 2014. significant changes, New Zealand is facing NZ$200 billion. So he was a big draw card for a long-term healthcare funding crisis. Communications objective: Position Southern the people we invited, as well as media we Cross Healthcare Group as a facilitator of a »» A high-powered healthcare Think Tank pitched stories to. national discussion around challenges within has recommended that a politically The event was emceed by Linda Clark, the healthcare system and generate probable independent taskforce be established to well-known broadcaster. We chose her solutions about how the country could help shape long term health policy and because we knew she could keep debates achieve healthcare affordability long-term. to drive the significant change needed to productive and steer the group towards avoid a healthcare funding crisis. Measure: Directly engage with 50 of finding solutions. New Zealand’s leading decision-makers To ensure that the Think Tank received our in the broader healthcare sector in 2014 Strategy desired level of media coverage, we pre- to understand their opinions, facilitate Get: The general public, via the New Zealand pitched stories profiling the results from healthcare affordability discussions between media the research of attendees undertaken by them and strengthen relationships between Who: Don’t rate health affordability as an Massey University before the event, profiles them and Southern Cross. issue or understand it of Malcolm Grant and his insights into the New Zealand Health sector, articles about the To: Consider that long term health Audiences Think Tank itself and five op-eds from staff affordability is an issue at Southern Cross and Massey University. Our target audience was leading By: Hosting an invite-only, solutions-focused Following the event we sent out a media professionals connected to the healthcare Healthcare Forum for leading healthcare release about the outcomes and next steps sector in New Zealand. They needed to be decision-makers in New Zealand, supported the group decided on.

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Creativity OR Problem solving Raising Public Awareness Prior to the Think Tank it’s fair to say Southern Cross at times received a level of The biggest risks for an event of this In the lead up to and post the Think Tank we cynicism when we engaged with high-level nature were: secured 59 pieces of coverage across multiple television, radio, newspaper, magazine and decision makers. However, post Think Thank 1. Not getting the correct people in online mediums that discussed nationally we are now viewed as an organisation that the room. the rising cost of healthcare and potential genuinely wants to engage, contribute 2. Not generating the level of discussion solutions. This level of coverage exceeded our and participate in solving the issue of required in a tight timeframe initial objective. healthcare affordability. The main tactics we used to ensure the right Furthermore, we saw an increase in stories Proof of this shift is that Southern Cross has people attended were: about healthcare affordability that were not subsequently been invited multiple times »» Initial research to confirm who the key pitched by Porter Novelli or Southern Cross. to discuss health policy and ideas with decision makers were Around the month of the Think Tank there The Treasury, the Department of the Prime were in excess of a dozen different stories Minister and Cabinet, the Ministry of Health »» Finding a keynote speaker that would and key Ministers. immediately appeal to our decision focusing on healthcare affordability, such makers as Professor Tony Blakely’s article in the NZ Herald entitled “Health Costs set to double »» Personally inviting a small group of highly over next 50 years”, Olivia Carville’s Fairfax influential health professionals before health series, and TVNZ’s Sunday story invitations were sent out. This allowed us about the charity hospital picking up elective to use these people to demonstrate to surgery shortfall. This demonstrates that other invitees the calibre of our event and we succeeded in creating greater national motivate them to attend as well. interest from media in doing finance related One particular problem we faced was getting healthcare stories. the then Minister of Health, Tony Ryall, to Starting a trend confirm his attendance. After six years as the Minister of Health, Tony Ryall was not keen Following our event, the Medical Technology to attend an event that was focused on the Association of New Zealand has decided to problems in the health sector. We used the host another Healthcare Think Tank about endorsement of leading public health sector the future cost of healthcare in June 2015. professionals and the Health spokespeople Malcolm Grant will again be the keynote from other political parties to pressure him speaker and Southern Cross Healthcare to attend and worked closely with his office Group Office CEO will be attending and to create an agenda that was favourable contributing at this event. It is great that for him. Southern Cross’s Think Tank has encouraged other organisations to join and facilitate the Similarly, after people had confirmed they debate further. were attending the event, we had to make sure they actually turned up. To ensure this we assigned places for sixteen key people Evaluation and follow-up in panel discussions and gave five people Our post event analysis showed that we had presentation slots. This meant everyone not only exceeded the targets we set for the attended on the day and the event had campaign in terms of volume and breadth the perfect mix of people from across the of coverage, but that all of the coverage health sector. contained our key messages. Post event we sent briefing packs containing Results the research and a letter summarising the Industry collaboration outtakes of the Think Tank to attendees, those we invited but couldn’t attend the We had an amazing turnout of influential event, as well as a wider selection of people professionals from throughout the healthcare connected to the health sector. We have also sector, including academics, economists, emailed attendees quarterly recapping the politicians, and public and private healthcare key points, reconfirming Southern Cross’s leaders. This was the first time that the commitment to addressing the issue of public and private industry sectors had come healthcare affordability and progress that together to address the fundamentals behind has been had with Government around the the rising cost of healthcare services and forming of an independent Health Task Force. Southern Cross Healthcare Group was also successfully positioned as a facilitator of this In the ten months that have followed the necessary discussion. Think Tank we have proactively organised one-on-one meetings with key decision The key outcome was the group agreed makers in the health sector to discuss how on the need for a politically independent a taskforce might work, be funded and taskforce to help shape long term health formed. These meetings have worked to policy and to drive the significant change reposition Southern Cross away from the needed to avoid a healthcare funding perception that when we discuss health we crisis and for continued independent and are self-interested and are cementing what collaborative discussion. was achieved by hosting the Think Tank.

49 SPECIAL EVENT OR PROJECT

Spark Automatic Thanks Machines Vicky Gray, Andrew Pirie, Richard Llewellyn, Lucy Fullarton: Spark New Zealand Michael James, Skye Pathare, Rewa Willis, Trish Sherson: Sherson Willis

August 8, 2014 Telecom changed its name to Spark New Zealand. It was one of the largest and most successful rebrands in New Zealand history. A critical element of the success of the rebrand was a need to demonstrate to New Zealand consumers that Spark was different to the old Telecom. The Automatic Thanks Machine (ATM) campaign provided the catalyst for a new emotional connection with New Zealanders and a powerful demonstration of our new brand values.

Background Give the new brand a greater relevance to younger consumers. On 8 August 2014, Telecom changed its name to Spark New Zealand. The rebrand involved a large number of From these we developed three SMART communications change programmes across multiple brands, including our objectives: largest and consumer-facing brand, Spark. 1. Cultivate word-of-mouth brand advocacy through an This change did not come out of the blue. During the experiential campaign that gives 3,000+ customers a previous 18 months Spark had been busy building the chance to experience a tangible expression of Spark’s proof-points of its transformation. It was becoming an appreciation and feel the new brand in action. organisation inspired by its customers and was giving 2. Drive positive conversation about Spark in earned them more of what they wanted – better-value products and owned channels on launch day (Friday) and and perks like free Spotify. through the weekend by achieving 100,000+ views, To mark the launch of its new brand, Spark had to show likes, comments and shares on activation-related New Zealanders that it was now different and that its social content. new brand name was really just the icing on a truly 3. Focus news coverage of the rebrand on the positive substantive change. Spark needed to deliver something transformation story by achieving national TV news that would demonstrate a real change in brand values, coverage of our experiential campaign and at least and resonate emotionally with our customers and with 10 other positive news stories at launch and in the New Zealanders – something they hadn’t quite seen from days following. Spark before; that would uplift and inspire. Sherson Willis was briefed to deliver the social and PR components of the consumer brand launch in a way that delivered noticeable change in brand perception. The Spark Automatic Thanks Machines were our answer.

Preliminary research Consumer feedback told us Telecom customers didn’t feel appreciated. They believed that the best offers and deals were used to lure new prospects, and that loyal customers often missed out. Therefore an underlying goal behind the new Spark brand was to demonstrate an appreciation for existing and loyal customers – a differentiation Spark customers had been crying out for. Communicating this change was our aim. To help us do this we researched and discussed what makes people feel appreciated. Our key findings were: »» Simply acknowledging people and thanking them makes them feel loved. »» Random acts of kindness or no-strings-attached generosity are unexpected, striking and disarm any hostility or skepticism. These human insights were the springboard for the Automatic Thanks Machines.

Objectives Our communications brief set out two business objectives: Show New Zealanders that Telecom/Spark has changed.

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Audiences »» Deliver it in a way that uses technology »» The activations were promoted via a showing Spark as a company at the newly created Spark Snapchat account. Research showed Telecom’s brand persona forefront of new innovations was historically perceived as old, white »» People saw the video in the morning, and provincial. »» Activate a campaign nationwide allowing and then saw posts on Spark’s Facebook thousands of customers to experience page telling them to follow the Snapchat Spark saw the need to be relevant to a the new brand in action and drive the account for details revealing where and younger, urban demographic if it was to campaign through social channels. when the ATMs would pop up. evolve from a telecommunications service provider to a customer-centric digital »» Create a visual story for news media’s »» We invited news media to activation services company. launch day coverage that epitomises locations for brand launch day interviews Spark’s new brand values. with Spark customers. Our social and traditional earned media activity had to make the brand launch »» We filmed the launch day activations and narrative visible and relevant for this Implementation/tactics and released a follow-up piece of video new audience. The Automatic Thanks Machines are content via Facebook the following week. Social media would be key to reaching this repurposed vending machines with After the success of the launch day demographic, who are increasingly tuned- touchscreen interfaces that customers can activations and pleas from customers up and out to traditional marketing messages interact with and then receive a ‘thank you’ down the country for an ATM to visit their and channels. gift instantly. town, we took the ATMs on the road again to let more customers experience Spark’s new To ensure the new brand enjoyed a positive The ATMs recognise Spark customers via brand in action. reception from Spark’s existing customers, their phone numbers and then ask them a and the nation more broadly, it was also series of questions in a friendly, quirky robot National Tour (August 18–24) important that the launch was conveyed tone-of-voice. These determine what sort of »» Ten days after the launch we toured positively in the mass media. brand-relevant gift category best suits the New Zealand, activating in Invercargill, user: music, movies or credit. Each gift comes Queenstown, Dunedin, Timaru, Porirua, Messages in a box with the hashtag #SparkATM on it, Levin, Palmerston North, Wanganui, so that people can share their experience and We developed the following key messages: New Plymouth, Taupo, Tokoroa, Rotorua, join the conversation online. Every customer Tauranga, Hamilton and Papakura. »» Telecom/Spark has changed. The rebrand that uses an ATM gets a gift. is more than a name change – it’s a »» There were 100–150 ATM gifts in Gifts included Spark credit, movie and each location. real shift in the company’s internal and concert tickets, and smartphones, as well outward culture. as some ‘big ticket’ items. These included »» Again the pop-ups were promoted exclusively via Spark’s new Snapchat and »» The first thing Spark is doing is saying a $15,000 university scholarship, a trip to ‘thank you’ to its customers. see Jay-Z and Beyonce live in Paris, and a Instagram accounts. The Spark ATM activations (including retail »» Spark is going to feel different and will be complete home tech package. inspired by its customers. The biggest and most newsworthy gift of value of prizes) made up 11% of the Spark all was a refund of every Telecom bill that (Retail) launch communications budget. Strategy one (random) grateful customer in Te Kuiti had ever paid in her 27 years as a Telecom Creativity OR Problem solving Our objective was to create a conversation customer. about Spark in social and traditional media Insight channels that focused on the positive brand The ATM campaign was rolled out in three The Automatic Thanks Machines were transformation story, and increased its phases: something that hadn’t been seen before in relevance to younger audiences. Pre-Launch (August 3–6) New Zealand. The stars of the campaign, which we used »» In the week before the August 8 name There were no pushy marketing messages; to deliver the strategy, were the Automatic change we travelled up the country from no terms and conditions; no draws to enter; Thanks Machines. These are digital, ATM- Christchurch to Auckland and filmed no strings attached. Every single customer like machines, full of gifts that are relevant video content of customers experiencing received a personalised thank you gift to Spark and can pop up in any location the ATMs. There was no communication (based on their interests) and an expression to ‘thank’ Spark customers with a unique or promotion during this content of gratitude from a company they typically appreciation experience. creation phase. didn’t expect it from. Through this our strategy was to: »» We ran pop-up activations (unannounced) The idea tapped into two very simple human insights – people love to be thanked, and »» Capture moments of genuine and extreme in Christchurch, Kaikoura, Blenheim, generosity to create a piece of social Picton – on the Inter Islander, Wellington, they can’t argue with generosity. video content for launch day that conveys Waikanae, Mangaweka and Te Kuiti. The ATMs conveyed the new Spark brand Spark’s appreciation for its customers and »» There were no brand ambassadors – we to people in the right tone and in a way fosters an emotional connection with the captured peoples’ raw reactions as they that was difficult to be anything but new brand. discovered and interacted with the ATMs optimistic about. »» Create a personalised gifting experience without interference. Execution that counters skepticism through Launch Day (August 8) The use of rising social platform Snapchat generosity. »» The ATM video went live early on launch by Spark’s social media agency Socialites »» Through the gifts, illustrate the proof- day via a promoted Facebook post and was also an innovative strategy that hadn’t points of Spark’s transformation (culture on YouTube. Paid seeding helped amplify been seen in New Zealand on that scale. of appreciation; better value; and benefits views of the YouTube video within the first It proved to be the perfect channel for like free Spotify, pre-sale tickets to 24 hours. creating hype, being relevant to younger customers, and showing that Spark was concerts and events, and cheap movie »» We activated the ATMs in nine locations tickets for all customers). around Auckland, this time with brand going to be an innovative leader amongst NZ ambassadors, and 100 gifts per location. mobile providers.

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Problem Solving It’s important to note that on the day we had seen before. Two weeks before our launch, as we were announced we would be changing to Spark Our third measure of success was to achieve putting the finishing touches on our own (Feb 2014) the sentiment on Spark’s social positive news coverage on launch day and ATMs, a Canadian bank’s video about an channels was overwhelmingly negative. through the course of the campaign that Automatic Thanking Machine went viral Compare this with the day we launched as heroed the ATMs and their message of – one of the stranger coincidences in our Spark (8 August) and the comments were thanks and appreciation. team’s collective careers. hugely positive in sentiment on these same social channels. A number of customers also The ATMs became recognisable symbols of We had been planning to identify specific directly cited the Spark Thanks ATM as a Spark’s new brand and were so popular that customers for the ‘big ticket’ gifts. The demonstration of how the new brand felt they have become an ongoing channel for Canadian ATM campaign had done just that. exciting and different. This showed us that showing customers appreciation. We decided we needed to adjust our the ATMs had a huge effect on the positive The campaign successfully created a positive approach and instead be completely random brand perception of Spark on launch day conversation in owned and earned media – just pop up in towns around the country and beyond. around the name change and conveyed and let anyone find the ATMs. Comments showing the positive response by Spark’s new brand to thousands of people in In the end this worked in our favour. We the public on our social channels included: a real and sincere way. captured uncontrived, egalitarian, genuine “Wow that is just soul stirring stuff, beautiful!” emotion and reactions – a more culturally Acknowledgement of other fitting approach for New Zealand viewers. “Wow. This is truly a very generous thing communication disciplines Spark have done. Well done Spark!” »» Sherson Willis was the strategic and Results “Wow Spark (Telecom) way to go, giving creative lead on the Owned and Earned back to your customers is such an awsum Over the three phases of the campaign we components of the Spark (Retail) launch [sic] thing to do.” travelled 5,000km over 11 days; activated brief, and managed the production and in 33 locations around the country and “Awesome start, hitting the ground running!” activation of the Spark ATMs with the ‘personally’ delivered more than 2,600 gifts Result 3: help of supplier The Production Company. to Spark customers, with a value of more »» The Automatic Thanks Machines achieved »» Touchcast (Auckland) created the ATM’s than $500,000. 5 pieces of coverage on launch day, user interface including the tone-of-voice Results were as follows (please refer to our including leading 3 news’ coverage of the and user journeys. numbered SMART objectives): rebrand and 4 press articles. »» Socialites was the strategic and creative Result 1: »» A total of 22 pieces of coverage were lead on all of Spark’s social media activity around the ATM activations and executed More than 4,000 people attended the achieved over the course of the ATM all of the social media community ATM pop-up activations, which lasted only campaign: 10 press articles, 11 online management and promotion. 60–90 minutes, often in obscure locations, stories (6 in national publications), and and were only announced minutes before one TV segment. »» Dynamo oversaw all paid amplification of they happened. »» Of the 22 stories, 18 were positive, 4 the ATM campaign including seeding of the launch video content and Facebook Result 2: were neutral and 0 were negative. Positive sentiment = 82%. reach-blocks. »» The launch day ATM video achieved over »» Spark’s Corporate Comms team assisted 100,000 views on YouTube and over with media relations on the day of the 44,000 views on Facebook in the first 48 Evaluation and follow-up Spark launch and in the following weeks hours. By the end of the campaign it had We set out to show New Zealand that Spark been watched by over 190,000 people. had really changed. The Automatic Thanks Spark’s Marketing team backed the idea and made it possible. Particular mention to »» The follow-up ATM video was viewed over Machines gave us a way to take the new General Manager for Spark Home Mobile & 18,000 times via Facebook. brand to New Zealanders. Business – Jason Paris, Head of Aquisition – Our first measure of success was the »» Together the first and second video Kayne Munro and Social Marketing Manager number of people who had a tangible ATM received over 12,000 Likes, shares and – Jessica Moloney comments between them. experience. That was the number of people that saw an ATM or directly interacted with »» Thousands of customers shared their ATM it in their area across New Zealand and were experience via #SparkATM and their posts able to witness Spark’s culture of appreciation received thousands more Likes, comments in action. and shares. Exact numbers weren’t trackable. In some small towns residents said it was the biggest thing to happen to them in years. »» Spark’s new Snapchat channel grew Many of these people shared their experience from 0 – 11,500 followers in the of Spark’s new brand through word-of-mouth week following launch, making it the and social media, becoming proponents of most followed Snapchat account in the positive change. New Zealand. Our second measure of success was how »» Spark achieved over 600,000 Snapchat much engagement the launch day ATM video story views in the week long, post-launch received by New Zealanders. This included tour. the number of online views the clip received »» Spark’s Instagram account grew from over this time period and also comments on 300–3000 followers. the clip showing the sentiment toward the »» Spark’s Facebook page added 8,152 content. Comments by senior Spark leaders Likes over the course of the campaign – showed that the social engagement seen as a a 5.7% increase. result of the ATM’s was unlike anything Spark

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Setting new standards in steel Hamish Anderson, Lisa van Beurden, Amy Hacon : Hotwire

The Steel Fabricator Certification scheme (SFC) is a mission-critical initiative to help secure the future of New Zealand’s structural steel fabrication industry. It is a response to the threat of cheaper, imported steelwork and creates a clear point of difference for local fabricators. Hotwire’s role was to lead all communications in support of the launch of the SFC, including branding, marketing collateral and media – all within a very tight budget. As well as achieving an impactful launch via an event and associated media coverage, Hotwire exceeded expectations by securing endorsement of the SFC from the Minister of Building and Construction.

Background Communications objectives New Zealand’s commercial construction sector »» Achieve an impactful launch of SFC to fabricators – is experiencing a boom, driven principally by the secure attendance of 60 people at launch event Christchurch rebuild and strong growth in Auckland. The »» Generate awareness of SFC amongst key audiences, resulting increased demand for structural steel has led to especially specifiers, procurers and regulators – achieve more prefabricated steelwork imported into New Zealand launch coverage and key message pick-up in five key from low-cost economies – a clear threat to the local industry publications, and in NBR, Fairfax and NZME fabrication industry. While it is invariably cheaper than business sections nationally local product, there are significant compliance risks »» Drive fabricator sign ups to SFC – 15 sign ups within involved with procuring imported steelwork. 12 months of launch In response, the industry – led by Steel Construction New Zealand (SCNZ – Hotwire’s client) and the Heavy Engineering Research Association (HERA) – developedthe SFC to differentiate local from imported product, particularly on the crucial factor of quality. Hotwire was asked to create an impactful SFC launch to local fabricators, stakeholders and influencers across the construction industry. The key focus was to raise awareness amongst fabricators, specifiers and regulators.

Preliminary research The SFC business case was developed by SCNZ and HERA, including data confirming the growing trend for importing prefabricated steelwork; and research into the impact of steel quality schemes overseas. The business case formed part of SCNZ’s brief to Hotwire. Additionally, SCNZ and HERA undertook a pilot programme with eight local fabricator companies, which tested how the SFC would operate. Hotwire researched the brand/communications aspects of comparable overseas’ schemes, which informed our communications design for the SFC. Our research included developing case studies of New Zealand construction projects that used imported prefabricated steel and which highlighted the risks involved. We also interviewed two certified steel fabricators about the pilot programme to understand fabricators’ experience of the SFC process and benefits. Audiences Specifiers – structural engineers Objectives Structural engineers design and specify the structural Organisational (SCNZ) high-level objectives component for building and infrastructure projects. They »» Grow the market share of locally fabricated steelwork must demonstrate their designs’ compliance with the – no metric assigned by industry Building Code, so dealing with an SFC fabricator will »» Ensure the structural steel industry is seen as an reduce the compliance risk. important contributor to NZ Inc. – no metric assigned Specifiers – builders and quantity surveyors by industry Builders take engineers’ designs and, often working with »» Deliver value/service to SCNZ fabricator members – no quantity surveyors, procure steelwork from fabricators. metric assigned by industry

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Time and cost are crucial factors for builders »» Value: the local structural steel by phone with key media in advance of the because they manage the construction industry is an important contributor to launch to ensure they were well placed to act to a set programme and budget. Time New Zealand’s GDP. It pays taxes, supports quickly when they received the media release. lost waiting on paperwork or re-working thousands of jobs and invests significantly In some cases we supplied pre-written articles incorrect steelwork can cause delays, which in R&D to deliver quality, certainty to industry publications to coincide with the has financial implications. SFC steelwork and value to stakeholders across the launch. eliminates these risks. construction industry. Specific pre-launch deliverables were: Fabricators Key messages tailored for each audience Strategy Fabricators operate hi-tech workshops »» Brand/logo concepts and development that fabricate steel plate into the structural Planning process beams and columns specified by engineers »» SFC ‘quality mark’ and fabricator Hotwire was initially made aware of SFC in certificates for building and infrastructure projects. September 2013 as the pilot programme Their businesses are directly and negatively commenced. In March 2014 we began »» Standalone SFC website impacted when prefabricated steelwork developing a launch plan which included: »» Compliance brochure to educate specifiers is sourced from offshore. They must Key phases: – hard and soft versions differentiate themselves from offshore »» Banners for launch and other events suppliers – SFC presents a solution. Pre-launch – key messages and media material; develop all required SFC collateral; »» Powerpoint presentation for launch and Regulators event planning including securing speakers; other events Building consent officials for territorial regular updates in SCNZ newsletter; tactical »» Media collateral – key messages, Q&A, authorities are a key audience because they media opportunities launch media release, articles review and approve design and construction Launch – all activity related to officially plans. Their key consideration is managing »» Case studies – highlighting risks with launching the SFC, with a focus on risk, and they need to be aware of SFC using imported steelwork fabricators, at an appropriate time and place because it helps mitigate such risk. Building »» Case studies – documenting the SFC and construction officials within MBIE are also Post-launch – proactive media outreach journey by pilot participants across industry and business media to reach important stakeholders as they have oversight Launch of industry-wide issues such as product all key audiences; ongoing updates to quality, industry standards, competition fabricators and other audiences regarding To reach the key fabricator audience we issues, and health and safety. SFC milestones advised making the SFC launch a central part of SCNZ’s annual AGM and conference Key deliverables: Asset owners – there would be a captive audience of As the ultimate budget holders, private These were proposed and presented as a fabricators from around the country; and and public sector owners of buildings and critical path to demonstrate dependencies fabricators and other SCNZ members would infrastructure are responsible for investment and deadlines be unlikely to attend a separate one-off event decisions. In a post-Christchurch earthquake Budget: for reasons of time and cost. world, they need to assure council, insurers We were not given a budget for this project. To bring the necessary gravitas and and tenants that their building meets both Rather, we proposed and costed the key credibility to the launch it was important the Building Code requirements and market deliverables and presented this to SCNZ for to involve key industry influencers. High- expectations. The SFC forms part of the approval. The total launch budget proposed profile guest speakers David Smol (CEO of overall assurance picture. was $43,500, of which $27,500 was MBIE) and Graham Darlow (CEO of Fletcher Hotwire fees. Construction) were secured. Hon. Nick Smith, Messages Minster of Building and Construction, was »» De-risk: SFC removes risk for asset Implementation/tactics also invited to attend. owners, specifiers and regulators by Budget proving that the certified fabricator – and Creativity OR Problem solving As the entire SFC launch was managed by their product – meets international best- Problem solving practice quality standards. Hotwire, the launch budget was, in effect, the PR budget. Our communications plan contemplated »» Credibility: achieving SFC certification Pre-launch the following key risks and recommended provides local fabricators with a clear mitigations: point of difference in a compliance-driven During pre-launch our goals were to generate industry. It’s an independent quality awareness amongst all audiences, and build To avoid being perceived as protectionist in endorsement based on the globally anticipation amongst fabricators. In particular, this era of free trade agreements, we needed recognised ISO system. we kept fabricators updated via SCNZ’s bi- to acknowledge opposing points of view, monthly newsletter as various modules of the and back up our concerns with evidence. We »» Competition: SFC is an industry- attempted to avoid hyperbole by advising led initiative that demonstrates its SFC were developed, and as pilot participants progressed through the programme. SCNZ to engage directly with any critical commitment to quality and safety, and parties (e.g. importers of steel) rather than helps address the competitive threat from We also took advantage of tactical media via media. We also developed case studies imported prefabricated steelwork from opportunities to reach specifiers and asset highlighting problems resulting from the use low-cost economies. owners to raise concerns about imported of imported steelwork. steel and the industry’s response in the form »» Compliance: it’s early days for the HERA talked about the SFC in its voluntary SFC. However, it aims to of the forthcoming SFC. Such opportunities included a Christchurch construction firm communications with stakeholders, which become part of the industry’s regulatory included some cross-over with SCNZ framework in time. This will level the forming a joint venture with a Chinese company to supply steel for rebuild stakeholders – it was imperative that all playing field – imported steelwork such communications were planned and enjoys a cost advantage because projects; and media features focusing on rebuild progress in Christchurch. Finally, we reviewed ahead of time to ensure consistent there is currently no requirement to key messages. demonstrate compliance. conducted one-on-one background briefings

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Obtaining positive endorsement from the In the five months following the launch, Acknowledgement of other SFC pilot programme fabricators, and the SCNZ has received eight enquiries from communication disciplines ensuing business benefits, will be crucial to fabricators about the SFC. Seven are refining In planning and delivering all communications its uptake by other fabricators. We not only their QA systems prior to applying for an elements of the SFC, Hotwire managed ensured these fabricators were heroes at audit (the first step). One has requested an specialist partners including: the SFC launch, we also documented their audit. SCNZ aims to have 15 progressing with SFC journey in case studies to share with the SFC by the end of September 2015 – we »» Godward Design – graphic design for other fabricators. are on track. brand/logo and collateral, and print production/management Given the objective of positioning the industry as an important contributor to the Evaluation and follow-up »» Webfit – design and build SFC website economy, a particular challenge was making Hotwire endeavours to base campaign »» Stephen Barker Photography at the the SFC of interest to a wider – non‑technical measurement on AMEC’s Valid Metrics launch event – business audience. We achieved this Framework. Applying this to the SFC launch by taking advantage of tactical media is slightly problematic due to the SFC’s nature opportunities such as stories about steel – there is no competing scheme in the market pricing and demand, and features focusing and compliance generates little excitement. on rebuild progress in Christchurch. Additionally, because it is relatively early days for the SFC and further activity will occur in Results coming months, a complete evaluation is Launch difficult. 60 people, including 30 fabricator companies, However, the following comments can attended the annual SCNZ conference/AGM be made: which incorporated the SFC launch. This Awareness: we scored well. We secured 16 was in line with objectives, and in line with individual pieces of coverage in total and previous attendance at the conference/AGM. reached all our key (industry) audiences While it was disappointing the Minister was through the target publications. unable to attend the launch (which was just Knowledge: all key messages were days following the 2014 General Election), represented in media coverage. However, we secured a letter from him endorsing the SCNZ does not undertake regular stakeholder industry’s efforts to raise the quality bar perceptions research (which we have through the SFC. This was presented at the recommended) so it is difficult to accurately launch. measure metrics such as unaided awareness Awareness or key message recall. Coverage was achieved in 7 industry Consideration: we are tracking fabricator publications, exceeding our objective of 5: enquiries about SFC, and will also monitor SFC website stats (currently unavailable). »» New Zealand Construction News Support/preference: securing the attendance »» Progressive Building and endorsement of two key influencers »» Build at the event, as well as the endorsement »» New Zealand Manufacturing of a Government Minister, was powerful. Media coverage provided valuable third »» Institute of Professional Engineers (IPENZ) party endorsement. We will look for further newsletter endorsement from other industry and media »» Structural Engineering Society (SESOC) influencers as opportunities arise. newsletter Action: we are tracking fabricator sign ups. »» Bob Dey Property Report These are on track for the target of 15 one Coverage was achieved in 7 business titles, year post-launch. meeting our objective: Client feedback »» National Business Review “The SFC launch was a significant industry »» New Zealand Herald (online) milestone. We were keen to ensure that this accomplishment was recognised by industry »» Bay of Plenty Times and by wider stakeholders. In this regard, »» The Press we were really pleased with the outcome. »» Nelson Mail Hotwire played a significant role in helping us »» Stuff.co.nz achieve this.” »» Yahoo Alistair Fussell, SCNZ Manager »» Fabricator sign ups

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Uptown Business Association: Rise & Dine Campaign Kristy Burden, Lily Batt, Hannah Roberts: AUT University – student group

Uptown Rise & Dine was a stunt-like event that encompassed a three course meal served 10 feet into the sky with views of the Auckland city skyline. The event aimed to raise awareness of a recently rebranded Auckland business district, Uptown. This ‘world first’ event garnered media attention and delivered an excellent return on investment for the client.

Background 2. To have the key messages clearly and effectively communicated to the media channels, and thus The Uptown Business Association (UBA), previously passed on to the target audiences. named Eden Terrace Business Association, was established in November 2013. The area, encompassing 3. To gain over 100 entries into each online competition Grafton, Newton and Eden Terrace, was rebranded within the two week period leading up to the 22nd of as ‘Uptown’ under new management. The aim of the October 2014. rebrand was to position the area as an up-and-coming 4. Increase website traffic to www.uptown.co.nz location, backed by a history of long-standing businesses by at least 20% in the three weeks following the and creative talent. Uptown is an eclectic mix of living, announcement date of the campaign. dining, shopping and creative spaces, and Auckland needed to know about it. To achieve this, the UBA wanted to establish an event that could be repeated annually. The event needed to embrace Uptown’s eclectic mix of colour, culture and history, encapsulating the wide range of it’s unique businesses. The UBA wanted to get the name ‘Uptown’ out into the public and talked about.

Preliminary research Research for this project included analysing techniques employed by other business associations both within New Zealand and overseas. We found a large number of areas held farmers markets or market days. While these markets involved businesses and drew people to the area, they were effective after the event had been held multiple times, or had been aggressively advertised for. We did not have the luxury of holding repeat events, nor an advertising budget. Furthermore, we found little evidence of media interest in any of these market days. We shifted focus and aimed to find what events hadn’t been carried out before in order to ensure the Uptown event stood out. We met with Fuse Creative, who were Audiences responsible for the Uptown rebrand. In this meeting it because clear what the event needed to be; different. The Uptown area is home to over 90 businesses including Uptown was unlike any other area in the city. It was automotive, retail, music and food. For this reason our eclectic and rough yet vibrant and unpredictable. Our scope of our audiences was large and we wanted the project needed to reflect this. event to appeal to many. Outlined below are some of our target publics. Objectives »» Young working professionals: In the 18–16 year old age bracket. We focused on attracting young people’s Organisational objectives: attention to come to Uptown as the area is home »» To establish Uptown as an individual precinct, to many different businesses that they might be ensuring Aucklanders were aware of its location and interested in. These include: popular clothing store I the area it covered. Love Ugly and cafes such as Goodness Gracious and »» To draw attention to the businesses in the area, TwentyThree. thereby increasing foot traffic and sales. »» Young parents: 27–35 year old. As Uptown is »» To establish an event which can become synonymous surrounded by residential areas, we thought it was with the Uptown area and be repeated annually. important to include the family demographic living close by as well as around central city. Communication and PR objectives: »» Wealthy professionals: 35–50 year old. This 1. To effectively identify the media channels the target demographic would have more disposable income audiences are most receptive to and gain coverage and hence might be interested in the high end pieces in each of these formats. 56 PAUL DRYDEN TERTIARY AWARD

eateries and retail stories in the area such for a striking image to accompany the article. captured in order to gain further coverage. as The French Cafe. As a result of this, we managed to secure a ⅓ Initially, in their pitch to AUT, Gary and »» Chinese Community: The Auckland page in the Herald on Sunday. Hannah outlined the budget for the Uptown Chinese Community Centre, located in After this, we pitched to the chosen media event as being between $3000–$5000. As the Uptown area is one of Auckland’s outlets outlined in the strategy, offering them we progressed further into the campaign oldest and longest standing Chinese each a table as a giveaway opportunity. To planning progress it became clear that community organisations. They exist to fit with our target audience, we chose to this amount was flexible, however we still provide social activities and support for pitch and implement these through Concrete wished to keep under budget and deliver a the Chinese community, which means Playground, SkyKiwi and the Uptown high return on investment for the Uptown there are many Chinese people who live website. Concrete Playground fit well with Business Association. or visit Uptown. our audience of 18–26 yr olds and also has a strong social media presence. It’s definitive Creativity OR Problem solving focus on the Auckland creative and social Messages Hosting a dinner atop of scissor lifts is scene makes it a perfect fit with the creative There were three key messages we wished to certainly a novel and original idea that and social Uptown brand. convey whilst implementing this campaign: was visually impressive and likely to garner Chinese make up around 20.8% of the 1. Uptown is an exciting business precinct media attention. Auckland population, and it is estimated with a wide range of diverse businesses. With this we aimed to make the event as that there is a high percentage living in the visually impressive as possible. The six scissor 2. Uptown encompasses Grafton, Eden Uptown area. We gave SkyKiwi, the largest lifts looked excellent against the Auckland Terrace and Newton in Auckland. Chinese news website in New Zealand, a skyline, providing visually reliant medias with table to giveaway. This was well received 3. The area of Uptown is more than just interesting imagery. a connection between the city and by the target market and there were many outer suburbs, it is a hub of activity entries. The idea of taking diners ‘up’ for dinner was a clear fit to the Uptown brand – which incorporating retail, dining, living and Finally, the Uptown website gave away two is ambitious and innovative, its business creative spaces. tables via their website. This worked to goals – of raising foot traffic and profit, and drive traffic to the site and therefore further geographical location – Uptown sits at the increase awareness of what Uptown had Strategy upper end of the Auckland CBD. The strategy, which would act as a vehicle in to offer. Hosting dinner on top of industrial scissor communicating our messages, was centred We also auctioned one of the tables on lifts has simply never been done before in around a New Zealand (and possibly world) Trade Me through ‘cool auctions’, which New Zealand, and possibly the world. The first event. The event, titled ‘Uptown Rise & dramatically increased traffic to the listing uniqueness of the event is encapsulated in a Dine’ would see twelve Aucklanders enjoy and ensured wide spread of our key quote from one of the diners from the event; dinner and spectacular views of Uptown messages. The funds raised from this auction “I didn’t have this on my bucket list because and the Auckland skyline and harbour all were to be donated to St David’s Cathedral, I had never even thought about an event as whilst risen eight meters into the air atop of which is fighting against demolition. This ridiculous and amazing as this!” industrial scissor lifts. added another layer of interest to media. Uptown Rise & Dine played upon a variety Taking diners upwards was a crucial aspect of The last table was given away to a staff of ideals that New Zealander’s and Uptown the event which reflected our key message member from The Edge who was media valued, giving it strong immediate appeal of the area being exciting, diverse and trained and willing to handle our on air to both media and target publics. Uptown unpredictable. The idea of taking diners ‘up’ interactions with Leighton from Campbell Rise & Dine also embraced a ‘No. 8 wire’ was furthered the connection to the name Live with ease. mentality where a common machine in the Uptown and its location – at the upper part Two days prior to Uptown Rise & Dine, construction industry was merged with the of Auckland’s CBD. As well as the content we wrote and pitched press releases with hospitality industry, resulting in an event that portraying the message of the diversity of the varying angles to target different media was both ingenious and attention grabbing. area and businesses in Uptown, the event outlets. Releases sent to food media, design itself incorporated a variety of businesses media, radio media, TV media and print Results within the precinct such as Gina’s and Deco media were all varied in order to highlight Lighting. the relevant and beneficial information to The highlight of our results was a live Our strategy consisted of three key steps: their industry. For example, the release sent broadcast on Campbell Live with crossovers to the food media highlighted Gina’s Italian that even gave our client air time to voice 1. Create an innovative and unique key messages himself. The total air time we New Zealand first dinner event Restaurant involvement, whereas the release sent to television was focused upon the got that evening was 3 minutes 15 seconds, 2. Build hype in the lead up to the event striking visuals and excellent on screen talent this included breathtaking footage of the with competitions and giveaways available. event and a congratulations from John Campbell himself. 3. Implement the event and obtain strong To capture strong visual images, we hired visuals to gain further media interest and out a video camera from AUT and a student We achieved vast coverage across all other awareness of Uptown. photographer. In the afternoon leading mediums. All coverage received conveyed Uptown Rise & Dine is an event that is up to the dinner, we made sure to follow key messages and included visuals where newsworthy as a standalone. It offers up with New Zealand Herald and Stuff to applicable. All but one of the key coverage something out of the ordinary that had not ensure coverage. Additionally, we hired an in the larger media outlets stated both the been seen before, and is visually appealing. extra scissor lift to host media, which was name Uptown and the area it represents. particularly useful for the Campbell Live Major media coverage as well as Campbell Implementation/tactics broadcast. Live included: 3 News, Newstalk ZB, The Herald on Sunday, Stuff.co.nz and The day following the event we were sure The Herald on Sunday expressed interest Skykiwi.com. in our project. Knowing that pictures draw to follow up media with a post-event press Through the various competitions and attention in a print publication, we organised release and accompanied with the visuals we

57 PAUL DRYDEN TERTIARY AWARD

giveaways we were successful in gaining over of what they could do to build on the our expected number of entries. Concrete Uptown Rise & Dine event going forward. Playground – 104, SkyKiwi – 118, Uptown We would suggest that the event takes on website – 235. The Uptown website also a slightly different twist to ensure it remains saw a 173% increase in web traffic in the newsworthy. The core changes we would three weeks following the announcement of suggest are: the event. 1. Increase the number of scissor lifts. On TradeMe, our auction featured both 2. Integrate more businesses – products/ within the ‘top 5 cool auctions’ and within sponsored lifts and perhaps in store entry. the Cool Auction section for the duration If businesses get behind the event they of our action. After a week long auction, are ultimately helping themselves by the table sold for a total of $355. As promoting the area. mentioned, these funds were donated to St David’s Cathedral. 3. Mix up the food supplier – perhaps a different theme each year e.g. Chinese food, Japanese, seafood OR use a Evaluation and follow-up different restaurant for each course At the conclusion of the event post press throughout the night. releases were created and sent out to all 4. Integrate charity while being careful media, these releases included brilliant not to distract from the main reason for visuals. Following the event an extensive the event. amount of time was taken to pull and document the coverage of the project. During this process we took into consideration not Acknowledgement of other only the amount of coverage but how and communication disciplines where the key messages were portrayed. A Apart from the already allocated advertising debrief and final reports were also presented time with the Radio Network the Uptown to the client as part of the evaluation process. Rise & Dine campaign relied on public With the core establishment of the idea set relations efforts from the OTS team. in place, the UBA has endless possibilities

58 SALLY LOGAN-MILNE YOUNG PRACTITIONER OF THE YEAR

Measure of a PR Man Brad Pogson: Vodafone New Zealand

Even before I got to grips with PR in practice, I remember learning about the challenges PR leaders face in my first job at PRINZ. Discussions about ‘our place’ at the C-suite, matters of ethics, convergence of disciplines, and measurement were fascinating to be part of, but still just theory without experiences of my own. I took those experiences with me when I moved on to “the real world.”

Ironically, in my first few weeks as Communications Advisor at Vodafone, the measurement debate came up when I was asked to calculate AVE for a colleague’s project. I declared – nervously – to my manager that no one “does” AVE anymore, and that we shouldn’t either. She agreed, and that was the beginning of a measurement journey I’ve led over the last three years. Even as a young practitioner I’ve always considered measurement important. For me it’s a simple philosophy: if you set SMART objectives aligned to business goals, you can measure results. With great measurement, I believe that over time you can enhance your value to stakeholders, increase your influence, boost your budget and maybe your FTE headcount – something I’d love to see at Vodafone! We’re still not perfect, but AVE is now a distant memory and under my leadership we’ve moved beyond just measuring publicity outcomes. This year, I secured a $12,000 increase to our measurement and evaluation budget for our new financial year which will allow us to demonstrate the actions of our audiences, as well as deeper media insights, consistently, for the first time – something I’m incredibly proud of. I often think about the purpose of PR, and in my three years at Vodafone I’ve learnt that my job is about listening and interpreting the world outside, and influencing change inside, not just about managing perception. Prime example: the organiser of an important annual event in Whangamata called us last year requesting support, citing a network disaster the previous year. I successfully lobbied senior internal stakeholders to install two temporary cell sites to boost mobile capacity at a cost of $20,000. Our network performed exceptionally that year by comparison, and media

59 SALLY LOGAN-MILNE YOUNG PRACTITIONER OF THE YEAR coverage surrounding the event reflected I carved a niche for myself in this role telling My first big project under the new regime this – a positive outcome for Vodafone and Vodafone’s network story through projects was to announce a commitment by the community. of significance, like the Government’s Rural Vodafone, Spark and Telstra to build the Richard Edelman would call this ‘influencing Broadband Initiative – and changed the way Trans-Tasman Global Access Cable to the 90 percent’, and it’s the first time I’m we spoke about our network. media – a $90 million jointly-funded sub-sea consciously aware of doing so. He says I introduced network insights to our internet cable. public perception of an organisation is 10 story-telling model and injected some I delivered an integrated PR plan with a percent what we say and 90 percent what human interest into a traditionally geeky significant stakeholder engagement and we do. Our tagline is ‘New Zealand’s reliable subject. I spoke to real people and got social media component – as well as the network’ and we had to prove it. real customer endorsements for our rural expected publicity tactics. Pre briefings were The reality is, that ‘10 percent’ is my bread broadband programme; from MPs to held with relevant MPs, industry bodies and and butter. I’m a spokesperson for the farmers and business owners. One survey community members, and I created a video company and I’m largely responsible for the which asked Kiwis ‘the extent to which to bring the story to life on social media. company’s media relations, so while I try to telecommunications companies are helping We secured positive endorsements from influence the other 90 percent where I can, communities throughout New Zealand Internet NZ, the Telecommunications Users it’s not easy. The business has relied on media connect to the internet’ put Vodafone on Association and a local councilor, giving exposure as the silver bullet for PR for many top – 13 percent higher than our biggest credibility to a project which had previously years, so many people believe this is the competitor and 27 percent above the been criticised. sole purpose of our function. The structural next. The role of PR in this result has been Two million Kiwis had the opportunity to see separation of External Communications from well acknowledged. our story via TV, radio, print, online and social External Affairs at Vodafone (which comprises This year we’ll invest over $16 million in our media. We had strong key message uptake, public policy, government relations, legal mobile network and in my newly promoted and our December media favourability and CSR), has made this more challenging; position as External Communications rose by 3.2 points as a result – exceeding however, every new brief is a chance to show Specialist I have total responsibility for the expectations. what a converged campaign led by our team development and delivery of Vodafone’s After several years’ hard work, I’ve earned can look like. network PR strategy to support this a seat on Vodafone’s internal ‘Network I joined Vodafone in 2012 as a investment. I’ve made a marked step up Coverage Review Board’ alongside three Communications Advisor, working primarily from a largely tactical position to leading the Vodafone directors and Head of Networks. on the company’s internal communications. strategy and implementation for some of For a young PR professional this is the Back then I became known for revitalising Vodafone’s biggest projects. C-Suite, and I’m relishing the opportunity. Vodafone’s intranet. In my first few months This step up was unexpected. Late last year My understanding of Vodafone and its I introduced video and picture capability, two senior PR colleagues left the business, strategies is growing, and I’m regularly and doubled the volume of monthly intranet thrusting me into a period of uncertainty. involved in decisions that impact reputation. stories over 12 months so staff would engage These were the people who’d mentored I work side-by-side with the most senior in the channel again – and they did. One me from my first day, and whose advice I people in our business, and I’m a trusted survey showed 80 percent of staff used our sought daily. advisor on a variety of subjects. intranet as the primary source of news and I saw two options: flight or fight. Seeing the I still have a tendency to reach for the tactical information in 2013, up 26 percent on the opportunity for growth, I chose to fight. With previous year. I achieved this during one toolbox early, so my focus now is to slow just 2.5 years practicing PR, I was the most down and deliver compelling PR strategies of New Zealand’s biggest mergers which experienced person in my team! was acknowledged by my manager when I which are well researched and align to the was promoted to External Communications Leading through this adversity has been the goals of the business; and of course, to Advisor after only one year in the business. most challenging time of my career. I’ve measure my results. learnt when to ask for help, when to trust my instincts and the value of relationships built over time.

60 SALLY LOGAN-MILNE YOUNG PRACTITIONER OF THE YEAR

Louisa Jones: Porter Novelli New Zealand

I beat five other interns for my first full time job because I could bind pitch documents with ease, I could beautifully wrap media kits, and I knew how to make myself useful.

I got my second job because I could successfully pitch We were great at pumping out monthly media releases, stories to media, I could wrangle the many elements of but I’d noticed we were inefficient at answering ad hoc a ministerial event together, and I understood how social enquiries: we offered no way for time-poor journalists to media should integrate into traditional PR to achieve access the data outside of our reporting cycle. It was a tangible results. bugbear of mine. I was offered my third job because I could manage my To solve this I proposed an online Paymark media hub. colleagues and contractors, I built partnerships with The idea was simple; proactively upload media releases my clients that delivered results, and I had a history of and any extra information we had to this hub. This meant completing projects on budget with very happy clients. if journalists wanted to look at data from three years ago In six years I’ve gone from being the office intern of a PR or track a particular industry they didn’t need to wait team within an advertising agency to an Account Director for us. at Porter Novelli. During this time I’ve learnt a number of Armed with some articles I found on PR Week about lessons that have built my career and, more importantly, online media portals, I pitched the idea to my Account served my clients well. Director. She liked it but told me to do more research. So I Solving problems my clients didn’t know existed briefed our internal digital team to cost up the project and persuaded them to draw me a mock-up. Towards the beginning of my second year I started working for Paymark – the company responsible for Together we pitched the idea to our client at Paymark. processing more than 75 per cent of New Zealand’s He loved it. With a green light, I managed the process eftpos transactions. The bulk of my work was of designing and building the media hub, launching just straightforward media relations; each month we’d write before the Rugby World Cup. The media hub ended up media releases about what Kiwis were spending and, being a godsend because there is no way we would have with little coaxing, journalists would lap it up. been able to handle the volume of enquiries we received during the Cup without it.

61 SALLY LOGAN-MILNE YOUNG PRACTITIONER OF THE YEAR

This project taught me to always be on the Developing a new global PR model for On top of learning from PR professionals in lookout for ways to improve and to not be Fonterra’s business to business ingredients New Zealand, I’ve recently spent a week in afraid of pitching an idea no one asked for. division, NZMP. After a series of domestic Porter Novelli’s Beijing office with the APAC I constantly remind myself of this and pride issues had grown into global PR crises for President of Porter Novelli, John Orme. myself in my ability to foresee problems Fonterra, NZMP wanted to evaluate a new Here I learnt about business in China, as before they arise, as well as think of ways to model for running its global media relations. well as new business pitching and different fine tune our work to deliver better results. I coordinated this project with Porter Novelli agency models. It’s about the results teams around the globe and was responsible Overall my approach to personal for ensuring both the strategy was sound development has been to keep my eyes There is nothing more satisfying at work than and planning how this could work at the knowing my actions have led to business open. I like to think I’m taking the best from most granular level. To do this I had to distil everyone I’ve worked with and implementing growth or delivered some other positive what NZMP needed and then determine how business outcomes for my clients. Some of it into my practice. Early on in my career I NZMP teams around the globe would best struggled with writing, but I was lucky to the moments of my career I’m particularly integrate with Porter Novelli teams. proud of include: have a very talented writer in the team. So The role of PR for the first few months of working I’d write Turning the tide of negative publicity for In the age of transparency, where businesses mock releases in the weekend and get her to Countdown. In early 2014 the then Labour review them. MP, Shane Jones, made false allegations of are challenged to make themselves clearly racketeering. Overnight Countdown suffered visible to their stakeholders, I believe PR When I was promoted to an Account a barrage of negative publicity and sales took should play a pivotal role in driving businesses Manager I knew I needed to improve my a significant knock. As a team we worked to be better corporate citizens. planning and organisation skills to keep my hard to secure proactive media coverage and We are tasked with telling our clients’ stories accounts on track. Once again I looked for I was also responsible for answering reactive to their targets audiences, which gives us someone in my team to get advice from and media enquiries. Dealing with journalists’ an opportunity to examine their impact started copying their planning techniques. ad hoc requests had a huge impact on the and relationships with their shareholders, Now this is one of my strengths and I’m the perception of Countdown, because I had customers, employees, partners, and society. go-to person for managing complicated projects with many streams of work. an opportunity to provide context of the Whilst complete transparency is rarely industry and demonstrate to journalists that achievable, we’re in the business of As an Account Director I’m learning how Countdown is an open company that’s easy shaping our clients’ reputations and it’s to have more presence with clients. Whilst to work with. my responsibility to warn clients how their I’ve consistently been described as mature Seeing sales of .kiwi domain names spike the actions will be perceived and to advise if I beyond my years, I’m still very young for moment after the two television interviews think they need to adapt how they operate. an Account Director. I’m under no illusion that I have to prove my worth quickly with I’d secured played on the day .kiwi domain Relentless improvement names went on sale. This was particularly clients to help them realise I understand their satisfying because I had spent months Two of the reasons I’ve stayed working in PR needs and that together we can solve their educating journalists about why domain consultancies is because I love the variety of business issues. names were newsworthy, prior to the public projects I get to work on and I love learning launch of .kiwi domains. from different consultants and clients I’ve worked with.

62 www.prinz.org.nz

© PRINZ Award Entrants, 2015