PRiNZ | 2011 Public Relations Case Studies

Published by PRINZ Phone: +64-9-358 9808 Email: [email protected] www.prinz.org.nz Physical Address: Level 7, Hanover House 2 Kitchener Street, Auckland Postal Address: PO Box 5937 Wellesley St. Auckland 1141 PRiNZ Case Studies | 2011 01 CONTENTS

Introduction ...... 01 Psa Outbreak in the Kiwifruit Industry ...... 02 Introduction University of Canterbury 2010 quake response ...... 06 . Depression .org .nz - Launch of 'The Journal' ...... 10 . . What is public relations Crisis communication NZTA Auckland Motorways Bridge Strike Reduction Campaign . . . . 14. and how does it make a features strongly in this Spinning a Yarn - Promoting ChildFund New Zealand's difference? It is a question selection – unsurprisingly 'Gifts that Grow' range ...... 18 that is often asked and, given the catastrophic in this collection of events of 2010 and early TomTom: Be The Voice of New Zealand ...... 22 . . case studies from PRINZ 2011. Also included are members, the value and examples of work for NZTE Intranet Launch ...... 26 . . . benefit of public relations charities and not-for-profits, Taylors Wines 'Aussies vs . Kiwis' Survey ...... 30 and communication commerce, industry and management is agriculture with programme Southbound Switch (How to close the busiest stretch of demonstrated. objectives designed to motorway in the country for 36 hours and get away with it) . . . . .34 . improve understanding, The case studies are drawn increase knowledge, National Beekeepers Association - Be Good to Bees Because ...... 38 . from the Public Relations support employment or Institute of New Zealand's Ruahine Kindergartens - Operation Communication ...... 42 . change attitudes. 2011 award winners and Celebrating World Blood Donor Day in New Zealand, 2007 to 2010 . . 46. entrants and are presented Strategic planning, creativity as submitted. Covering and precise implementation Getting on the Juice for a Good Cause FebFast - New Zealand Drug Foundation ...... 50 a range of organisations have, in each case, achieved and situations from significant results for the Hairini Link Advanced Works ...... 54 . . transport to conservation, organisations involved. commerce to community New Zealander of the Year Award ...... 58 This collection represents building, the case studies a snapshot of the work illustrate the many ways Durex Sexiest SNAG Nation ...... 62 . . . undertaken by PRINZ in which public relations members every day of the Dry Summer Management campaign ...... 66 and communication year - and how that work management builds and National Red and Black Day for Christchurch ...... 70 . . makes a real difference sustains the relationships to our economy and our Specsavers New Zealand - the Journey to No . 1 ...... 74 . we need in order to society. Puhoi to Warkworth Indicative Route Announcement ...... 78. . operate in today's complex environment. Sock it to 'em - Catwalk Spinal Cord Injury Trust ...... 82 Bayer Banks Bomac ...... 86 National Library, Archives New Zealand and Internal Affairs become one 90 Audi New Zealand ...... 94. . . Crohn's and Colitis New Zealand ...... 98. . . 2011 Whakatane Kiwi Trust 100th Kiwi Release and Website ...... 102. . PRiNZ Case Studies | 2011 02 PRiNZ Case Studies | 2011 03

Psa Outbreak in the Kiwifruit Industry

ZESPRI International - Melanie Palmer

Background Audiences orchards were being pollinated during Messages November and pollen presented a On Friday 5 November 2010, MAF Biosecurity New Zealand (MAFBNZ) advised ZESPRI of This is a high-level summary of the key potential vector for transmission of Psa »» MAFBNZ is working closely with ZESPRI, a suspected case of the bacterial vine disease, Pseudomonas syringae actinidiae (Psa), on audience groups highlighting any specific »» Grower advisors, consultants, bankers, P&FR and NZKGI to investigate a report two ZESPRI GOLD kiwifruit orchards in Te Puke. Psa had not been identified in New Zealand information needs, recognising that all insurance companies were also an of symptoms of the bacterial kiwifruit before and by Monday 8 November, Psa confirmation was received. audiences needed to be kept updated of key important audience given their advisory vine disease, Pseudomonas syringae pv This case study focuses on the immediate communications response, led by ZESPRI and developments and messages. role to growers and that their advice or actinidiae (Psa), on kiwifruit vines on a MAFBNZ, which had a particular focus on minimising risk to the NZ kiwifruit industry and actions had the potential to have severe North Island kiwifruit orchard Objectives Internal ZESPRI crisis team, executive ensuring information was easily accessible and clear. consequences for growers »» Psa is a bacterial vine disease that carries team, board of directors, in-market Psa is an airborne bacterial disease that affects only kiwifruit vines (not fruit), with the no risks associated with human or Organisational Objectives staff, other staff Government decisionmakers potential to enter the plant and move swiftly into the vascular system of the vine with animal health, and does not affect plants resulting vine death. Psa appears to behave differently in different environments. It has had »» Contain the immediate risk of »» ZESPRI staff were in regular contact with »» Needed to work closely with MFAT and other than kiwifruit vines. Psa has been a devastating impact in Italy in recent years, but appears to be less virulent in Korea and spread of Psa from infected area all key stakeholders so it was important NZTE to gain their support present in Italy, Korea and Japan for Japan where it has been managed through protective spray programmes and careful orchard that staff received information before or many years but has not previously been »» Identify the footprint of Psa »» Kept Minister Carter's office (agriculture hygiene practices. as it was going out externally detected in New Zealand. infection and biosecurity) regularly updated Given the propensity for severe consequences, on notification of the suspected case then »» In-market staff needed to be supported »» All parties are taking the suspected »» Protect markets so no restriction »» Shared approval of key announcements threat seriously and are acting quickly confirmation, the NZ kiwifruit industry pulled together quickly with MAFBNZ to contain the of product is enforced to ensure ZESPRI's retail customers immediate risk of spread from the infected area, understand the true footprint of infection are reassured of minimal sales volume »» Coordinated minister statements and to minimise the risk, including taking and understand whether eradication was feasible and viable. It was important this urgent »» Understand whether eradication is impacts and no food safety issues visits precautions to minimise the risk of response was carefully managed to ensure no adverse reactions from offshore trading feasible and viable spread. Psa-affected growers Plant & Food Research (P&FR) partners. Public Relations Objectives »» ZESPRI is working with the industry ZESPRI's communications manager worked closely with the communications managers from »» Rollercoaster of emotions »» A key research partner of ZESPRI's to advise of the current situation, »» Ensure all key stakeholders understand how widespread the issue MAFBNZ and Plant & Food Research (P&FR), to develop a focused and coordinated approach »» Needed face-to-face contact and to be »» Had worked with ZESPRI in Italy to are well informed with timely, may be and encourage best practice to communications. guided through their options better understand Psa and treatments so accessible information and clear employed leading global experts on Psa orchard hygiene. »» Were also being supported by their messages »» All growers within NZ need to check Preliminary Research post-harvest operators and orchard »» Important that ZESPRI worked in »» Coordinate the industry to work their vines for Psa symptoms and report consultants, so it was important to partnership with P&FR to direct research The notification of Psa shifted the industry into crisis mode. The existing high level of grower together to understand the scale their findings to the ZESPRI Grower ensure that they also had access to the activities and present a united front support for ZESPRI, NZ Kiwifruit Growers Inc., (NZKGI) and the industry structure was critical of the issue and implement best Contact Centre (to advise of suspected latest information for the coordinated, swift and effective response. An understanding of grower support levels practice orchard hygiene practices Other industry suppliers (Port) symptoms or to advise that no symptoms prior to this event is important in influencing the management of the response. »» Demonstrate a united industry Other growers and industry and local authorities (Councils, were identified) MPs, Mayors, Export NZ, Business Grower Sentiment prior to Psa working quickly and smartly to members (NZKGI, Industry Advisory »» ZESPRI is asking all growers to keep address an urgent industry issue, Council (IAC), post-harvest operators Development Agencies ETC .) checking the grower website (The »» Strong support for ZESPRI (93%), NZKGI (87%), and the industry structure (90%) via a in partnership with MAF ETC .) »» As such a significant Bay of Plenty Canopy) for updates or call ZESPRI's Feb 2010 Colmar Brunton grower survey »» Protect ZESPRI's market Grower Contact Centre »» NZKGI is a grower group and grower industry, the impacts of Psa had the »» Three new varieties launched by ZESPRI in June 2010 with strong industry interest position by ensuring in-market spokesperson – and also an important potential to also impact other local stakeholders are reassured of Strategy »» High level of industry engagement with high attendance at industry meetings channel to growers businesses and authorities so it was minimal sales volume impacts and important to keep these organisations »» Growers optimistic about the future (72% vs 46% in 2007) via an Oct 2010 Colmar »» The IAC were brought together for The communications strategy was to: no food safety issues up-to-date with latest developments Brunton grower survey (the results of which weren't known until mid-Dec i.e. after Psa significant industry decisions – and to 1. Carefully manage the rapid release of was identified) agree key messages »» In some cases these groups were also accurate information to industry first; commenting to media »» Growers and post-harvest operators using well-established channels to gather information from multiple sources educate, gain cooperation, minimise misunderstandings and reduce the »» Information needed to be direct, short, potential escalation of irrational fear. timely, relevant and repeated 2. This included working collaboratively »» Pollination companies and beekeepers with key partners, in particular MAFBNZ were an important audience given

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and P&FR, to develop and deliver the »» Regular industry updates via established Problem solving/creativity Evaluation and Follow-up communications plan, and coordinate communication channels (weekly messages. packhouse email, monthly grower Imagination and creativity came into this ZESPRI has conducted a full debrief internally 3. The underlying tone of the newsletter, a new section on ZESPRI's response in the following ways: to highlight what worked, what didn't and learnings for the future. communications strategy was about grower-only website, NZKGI's weekly »» Collaborating with other organisations focus, openness, under control, acting email update, ZESPRI's grower emails) to agree the communications approach urgently, partnership, capability and »» Sent letters from the CEO to all growers – and establishing a central point of concern. at key milestones coordination (ZESPRI) Results »» Established monitoring, reporting and »» Utilising third parties to help get the ZESPRI received a significant amount Planning orchard hygiene protocols and made message across quickly (media, post- of overwhelmingly positive feedback those available via ZESPRI's grower harvest operators) from growers during and following Communications Administration website »» Holding media conferences at the initial response – these comments »» Regular open grower meetings – appropriate milestones to quickly from some growers summarise the »» Preparation of a set of key messages, feedback: coordinated with MAF/P&FR/NZKGI – predominantly in the Bay of Plenty but disseminate accurate information and regularly updated and circulated also in the regions (in the first two days to help minimise the demands on key »» "Thanks to the management team internally - 1300 growers (50% of the industry) spokespeople at Zespri for their leadership in the attended urgent industry meetings) Psa issue. The meeting yesterday »» Established a clear process for »» Establishing new channels (YouTube) to – developed PPT slides, distributed was informative, intelligent, well distribution and signoff of information, support key messages relevant handouts, liaised with media resourced and dealt with the and quickly developed clear templates »» Immediately correcting inaccurate and filmed the meetings rumours, pulling the industry (statistic tables, media updates etc.) and media reporting and communicating together. Well done." distribution lists »» Kept post-harvest suppliers updated via inaccuracies to growers via the grower regular email updates website »» "As growers we are very Implementation »» Established a new YouTube channel to privileged and much appreciate enable access to relevant video clips the selfless dedication and absolute professionalism that Staff »» Supported and attended local hui with currently exudes from Zespri. Maori growers »» Internal notifications and key messages Crisis is a great litmus test and by email to senior staff and directors »» Held regular industry contractor Zespri is well on the road to – then a combination of meetings and meetings and sent updates via email being good company to a great email updates for all other staff Media and exceptional world leading »» ZESPRI Intranet regularly updated company." »» Worked collaboratively with key ZESPRI and MAFBNZ commissioned »» Prepare Grower Contact Centre for journalists to ensure accuracy of Media Monitors to analyse th e incoming queries by providing scripts, reporting media coverage (using the CARMA Q&A and key messages »» Daily email updates of key information methodology) during the four weeks »» ZESPRI's offshore staff provided with and media releases about key milestones following the identification of Psa. regular updates of key messages and The analysis highlighted that the top »» Held media conferences (in person draft customer letters and media four messages conveyed reflected the or by phone) to support significant releases for local distribution as required initial objectives and were: announcements »» As the initial crisis response wound 1. ZESPRI is taking appropriate down, organised for Minister Carter and »» Made a core group of experienced and senior spokespeople available for responsibility for managing the the NZKGI Grower President to join a outbreak staff BBQ to thank them for their efforts interviews »» Provided access for media to attend and 2. Countermeasures are appropriate Government record grower meetings 3. ZESPRI works collaboratively with its growers »» Kept key government ministers and »» Development of a subsite on www. officials fully briefed by email and phone zespri.com 4. Psa does not impact fruit/product quality »» Supported local visits by Agriculture and »» Held firm on not releasing grower Biosecurity Minister and coordinated or orchard location details – until In terms of ZESPRI's internal key messages for media/grower an affected grower agreed to speak stakeholders, an internal presentations with media, then arranged a media communications survey was conference conducted in March 2011 where 88% Growers/Wider Industry of staff respondents said they felt well »» Acted quickly to deal with a few informed during the Psa response. »» Regular meetings of the Industry instances of inaccurate media reporting Advisory Council (industry's governing Other suppliers/interested parties body) to discuss new information and agree strategy and communications »» Included on media distribution lists »» Worked closely with NZKGI on timing of »» Supported their requests for information information releases and development of key messages if appropriate

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University of Canterbury 2010 quake response

University of Canterbury - Jeanette Coleman, John MacDonald, Stacey Doornenbal

Background Audiences Messages A 7.1 magnitude earthquake struck Canterbury at 4.35am on Saturday 4 September 2010. Our audiences were: Crisis communications is, by its very nature, For the next 16 days the University of Canterbury's communications team was involved in fluid. During the 16 days of the quake »» UC students and their families an unprecedented level of crisis communications, ensuring staff, students and the wider response the messages changed. However, community were fully informed of what was happening on campus. »» UC staff and their families the key themes were »» University Council Within half an hour of the earthquake, UC's emergency management plan was in action. Objectives »» UC is closed while it assesses the impact Initial assessments of buildings and equipment indicated damage of a scale sufficient to »» UC alumni of the quake on its infrastructure disrupt learning, teaching and research activities in the short term, prompting the University Organisational objectives »» Media »» UC is committed to supporting its staff to announce it would be closed until 13 September. Following a strong aftershock on »» Central and local government and students Wednesday 8 September, UC announced a modified re-start programme, with teaching »» Assessing and repairing the »» Communicating the re-start »» UC is undergoing a phased re-opening resuming a week later than planned on Monday 20 September. University's infrastructure in order programme to ensure staff and »» Local MPs with staff returning on Monday 13 to resume teaching and research students were fully informed as to »» Funding agencies September, students returning on activities as quickly as possible when they could return to campus Preliminary Research »» Trade unions Wednesday 15 September and teaching Because of the nature of the situation events unfolded quickly. Prior to September 2010, UC »» Assessing the impact of the »» Finding ways to keep the campus »» Contractors resuming on Monday 20 September earthquake and subsequent community engaged and feeling had embarked on a major initiative to develop its emergency response capabilities including »» Campus tenants »» UC will recover and be better than a full Emergency Response Plan and Emergency Communications Plan. UC's communications aftershocks on staff and students, part of the response process. »» International recruitment agents before team, as part of this planning, had been involved in tabletop discussion sessions and full-day and their families This was important to help emergency exercises. This planning informed our preliminary research which included: »» Informing staff and students what counter the sense of helplessness »» Commercial partners Strategy was happening on campus and disengagement created by »» Insurers »» Impact of the earthquake on University property and ICT infrastructure restricting access to the campus From the beginning, there was an emphasis »» Ensuring UC's reputation did not With a staff and student population of »» Likely impact on our teaching programme placed on being very open and transparent suffer and impact on student »» Managing the messages in the approximately 20,000 people, plus external about the situation at the University. For »» Security on campus enrolments, which in turn would media to ensure understanding stakeholders – all of whom were affected example, damage to the Logie Collection, have financial implications that UC had been affected, and by the earthquake to varying degrees was responding accordingly, but – the communications challenge was UC's collection of 248 Greek & Roman Public Relations Objectives not to the extent that prospective considerable. Students and their families antiquities, had the potential to be highly students (domestic and needed to be reassured that their studies sensitive and yet a decision was made to be »» Ensuring staff and students international) would be deterred would not be adversely affected and that open with everyone, including the media, received the message to remain from studying at UC long-term. facilities would be safe to return to; staff about the fact that this collection had been off campus so selected personnel needed to know that the University was badly damaged. The University also allowed could focus on the recovery doing its utmost to protect their research media to film/photograph collapsed book efforts. The quake occurred on areas; alumni were interested in the impact shelves in the library. the second to last day of the of the earthquake on their areas of the Adopting an open stance helped staff and University's second semester University; trade unions were interested students understand the extent of damage break. With the University likely in ensuring the financial welfare of their at the University and therefore the reasons to be closed for at least a week, members; campus tenants need to know why they were not allowed access to the if not longer, the first main what was happening with their premises; campus. It also helped create a sense that communications objective was commercial partners and funding agencies UC had the situation well under control. to inform students from outside needed reassurance that UC could deliver Christchurch of the closure and At its peak, the Communications team on research partnerships; international to encourage them not to return involved eight people split into parallel recruitment agents needed reassurance that to the city. An influx of students streams for developing key messages, web UC's programme would not be affected. would have placed additional postings, media management (proactive strain on University resources as it and reactive) drafting FAQs and updates assessed the impact of the quake to the interactive communications on its infrastructure environments (Facebook, Twitter, YouTube). Communications messages needed to be consistent yet tailored to particular audiences.

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To achieve this, core messages were The initial communications objective was Problem solving/creativity Evaluation and Follow-up disseminated to members of the University's realised, with the majority of students senior management team for sharing with outside of Christchurch staying away. Prior to the earthquake the University had In October 2010, a Canterbury Earthquake their staff and students. The different The ongoing challenge, once our "fallen been planning to introduce social media Student Survey was conducted to assess the audiences required different language styles. books" photo opportunity had been to its online activities. These plans were impact the earthquake had on the student But consistency of message and quality exploited, was to shift the media focus accelerated and by 6pm on Sunday 5 body and to give students an opportunity assurance was critical. to recovery. Daily updates were provided September UC launched its Facebook site, Results to communicate their perception of the Nightly updates from the Vice-Chancellor to media on the progress of the re-start UC Earthquake Recovery. A total of 995 University's handling of the earthquake crisis. were emailed to every staff member, every project, with media given access to film people indicated they 'liked' the site within »» 57 updates were posted on the A total of 3500 students completed the online student and members of the external staff replacing ceiling panels and volunteers three days of its launch, with the total UC website from 4 September to survey. 98% found the UC updates and news stakeholder community. retrieving books from the floor in the central number peaking at 5403. An analysis of 20 September (including 10 on the after the earthquake useful or very useful. library. posts suggested these participants included day of the quake) 96% of students surveyed recommended UC current and former staff and students, as a place to study. Implementation parents of students, students from other »» 219 images were posted on the UC website Channels used for earthquake news, were the At the time of the earthquake (4.35am tertiary institutions, community-based website (nearly 100%), followed by student on a Saturday) no staff, other than core workers looking for volunteers, social »» 20 video clips were posted on emails and Facebook. The students were security personnel, were on campus. service agencies offering support and YouTube from 4 to 19 September. overwhelmingly positive about the University's Nevertheless, the first update on the UC even members of the community who had The Vice-Chancellor's video communications. The students appreciated website was posted at 7.40am (less than benefitted from help students provided message on the day of the quake the regular and informative updates, thought three hours after the event) and the first cleaning up after the quake. attracted 4,747 viewings the frequency of the updates was good and group emails sent shortly after. But with Students commented that the Facebook »» The UC Earthquake Recovery that information was clearly presented. The electricity supplies cut in most parts of the site provided a useful way for them to feel Facebook site attracted at its peak informal style of the updates was particularly city, electronic media (particularly radio) a part of the UC recovery effort even while 5,403 people appreciated and helped to build trust. were critical in communicating with our they were not permitted on campus. One »» 66 tweets were pushed out UC geologists, in particular Dr Mark Quigley, Christchurch staff, student and stakeholder example was the 'Penguin Scale' - a set between 6 September and 27 had a strong media presence in the weeks community in the first 24 hours. of 10 small penguins in the emergency October following the September quake. To leverage operations centre. The number of penguins With the University determining on the »» Launch of the UC Re-start Dr Quigley's media profile the University which fell during each aftershock became morning of the quake that it would be website. The most popular web organised a public lecture on campus the default measurement scale. Students closed for at least a week, an immediate, pages generated more than which was held on 20 October 2010. It has were asked on Facebook to name each proactive media relations effort was needed 23,000 hits in the nine days traditionally been difficult to attract public of the penguins and it became a fun way to ensure UC's key messages were reported following the quake audiences to campus after-hours. However, on in the first 24 hours. We identified the to make light of the ongoing situation. this occasion 600 people heard Dr Quigley's »» Fifteen briefing sessions were central library building – where one million Two of the penguins, Quakey and Shakey, lecture and a further 600 were turned away organised for hundreds of staff books had been thrown to the floor – as began making sneaky appearances in photo at the door. In response to public demand, a and students a key element in ensuring our message opportunities, appearing in media photos second lecture was held at the Christchurch attained maximum coverage. Video clips with Prime Minister John Key and Mayor »» A special earthquake edition Town Hall on 2 November, attracting a further of the Vice-Chancellor, Dr Rod Carr, inside Bob Parker. of the University's Chronicle 1200 members of the public, packing out the the central library building were posted on magazine was distributed to 3300 venue. the University's website and YouTube. One staff members The most significant follow-up came at News and 3 News were escorted into the »» A special earthquake edition 12.51pm on 22 February 2011 when a 6.3 library by security staff to get pictures of of Canterbury Magazine was magnitude earthquake hit the city, causing the devastation and to interview Dr Carr in distributed to 59,000 alumni and the deaths of around 180 people. At the time situ. Within 24 hours of the earthquake the external stakeholders of writing this case study, the communications University's announcement, and request for »» Overall, student retention for 2010 team had been in communication crisis mode students outside of Christchurch to delay was more than 95% for six weeks with the University still only their return to the city, had been reported partially open. The lessons learnt from the by the following national mainstream media September quake were vitally important in outlets (among others):One News getting through this intense period. »» 3 News »» Newstalk ZB News »» Radio New Zealand News »» Sunday Star-Times »» Herald on Sunday »» Stuff »» nzherald.co.nz

CONTENTS PAGE PRiNZ Case Studies | 2011 10 PRiNZ Case Studies | 2011 11 Media Materials Selection of Online ClippingsSelectionSelection of ofPrint Print Clippings Clippings Depression.org.nz - Launch of 'The Journal'

Draft FCB - Angela Spain, Michele Camilleri

nz.news.yahoo.co.nz NZ ListenerNZ Listener HokitikaHokitikaGuardianGuardian

Background Audiences »» John Kirwan's open and honest conversations on the topic of Depression is a leading preventable cause of death and New Zealand has one of the highest depression have helped many Kiwis Primary: rates of suicide in the world. The cost to society of this illness is estimated to exceed $200 seek help for depression million every year. Depression doesn't discriminate; it »» The Journal is a self help programme Draft FCB's depression.org.nz campaign created behavioural change in people's attitudes Objectives affects people from all age groups that will give you the skills and towards depression. The next stage in the campaign was to encourage them to seek help. and all areas of society. We run tools needed to help you through PR Campaign Objectives a similar youth based initiative, Draft FCB teamed up with the face of the original Depression campaign, popular All Black Organisational Objectives: depression thelowdown.co.nz to target the younger legend John Kirwan (JK), and three mental health professionals to launch a leading edge Strategic objectives of The Journal 1. Create widespread public demographic. With this campaign we Primary Care: internet-based self-management programme – The Journal – via the depression.org.nz are long term. The Ministry of Health awareness for The Journal launch set out to target: website. wants New Zealanders to turn to using John Kirwan as the catalyst »» The Journal is a leading edge »» 25-44 year old males/females The Journal has been designed to guide people through evidence based techniques they can The Journal on an ongoing basis as a 2. Ensure the primary care sector is internet-based, self-management apply to everyday life including staying positive, the benefits of a healthy lifestyle and how to treatment for their own depression informed of The Journal launch via »» People suffering from mild to programme for people experiencing use structured problem solving to help them beat depression. and for it to eventually be accredited media coverage moderate depression that have mild to moderate depression as an e-therapy. The strategic aim of not yet considered seeking help or The programme consists of six sessions and includes text and email reminders to 3. Educate the primary care sector »» The Journal is a self help tool that The Journal is to reduce the strain on identified that they are depressed encourage participation. The course is also backed by the Depression Helpline, which offers on how The Journal can be used is easy to use with practical tips existing health sector resources in personalised support either by phone, online or by text. by patients experiencing mild to »» People with friends and family that and tools for people experiencing mental health and primarily GPs. Over The challenge was to launch The Journal using editorial driven media coverage before the TV moderate depression via media are suffering from depression depression to manage their way time this should result in a decrease campaign and online search campaign started, to explain the concept, which in turn would coverage »» GPs & Primary Healthcare tend to through in suicides and an increase in people drive traffic to the website and encourage registrations. have a large number of mild to »» The Journal will help to reduce with well-managed depression 4. Position The Journal and the wider moderate depression sufferers for pressure on primary care resources nationwide. National Depression Initiative Preliminary Research campaign as an invaluable whom the only funded treatment is and GPs by helping people to Specifically the Ministry of Health resource for the treatment of prescription medicine manage their own depression In any one-month period, 5.7% of New Zealanders will suffer from depression. seeks to depression »» GPs can take patients through it or Preliminary research had shown there was a disconnect with the advertising campaign with Secondary: 5. Drive people to the programme refer them to do it themselves 93% awareness of the previous advertising yet only 500 people per month taking action and 1. Continue to raise awareness of the (traffic to the website) and Research has shown that depression seeing their GP for treatment, only 0.2% of the 239,400 people who suffer each month. National Depression Initiative registrations for The Journal skews slightly higher towards certain Strategy We also knew from Google analytics that telling people to go online and leaving them to 2. Encourage people to think about groups: (we set a target of 300% traffic The overall PR strategy was to announce do it themselves wouldn't achieve the effect we needed – the return visitor rate to the NDI whether they or their family and increase from June 1 2010-2011) »» Maori and Pacific Islanders the launch of The Journal through website was just 21% - we needed to coach them through the process. friends may be suffering from credible sources including advocates and depression »» Gay community We also tested natural spikes and dips in site traffic so we knew when the timing of our the news media to give confidence to »» New mothers communications would be most effective to attract traffic to the site. We also reviewed 3. Increase visitor numbers to the potential users: extensive Ministry of Health research into depression in New Zealand to help formulate our website »» Elderly people Announce the launch of The Journal to fact sheets and media releases and set the tone of the launch campaign. 4. Extend engagement time with the the public via mainstream, widespread website Messages and indepth media coverage two weeks 5. Increase the number of people prior to the advertising campaign launch Consumer: seeking help Leverage John Kirwan's association to 6. Improve the condition of »» The Journal is a self help programme create interest and positive feeling about people dealing with depression available online to help get you The Journal nationwide through depression Utilise the following spokespeople to »» The Journal is confidential and provide advocacy: backed up by phone, text and 1. Candace Bagnall – Ministry of counselling services Health 2. Jonathan Coleman – Associate Minister of Health 3. Dr Lyndy Matthews – psychiatrist

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Selection of Online Clippings 4. Dr Simon Hatcher – Associate Professor, Problem Solving / Creativity Evaluation and Follow-up Psychological Medicine 5. Dr Bruce Arroll – Professor of General Throughout the campaign John Kirwan There was a 300% increase in visits to depression.org. Practice, Auckland University was used as a news hook and it was a nz and 153,000 unique visits in the launch period – four constant challenge to ensure that the focus times the number who visited their GP in the same 6. Brian van den Hurk – Head of Social stayed on The Journal and his involvement, period. Marketing, Draft FCB rather than his future plans for rugby or Results DraftFCB PR secured the TV One piece and the day it Manage any risks or potential issues other general non-related information screened (June 2) there were 4,898 visits to the website. involved with the launch of The Journal about him. »» 76,145 visitors to The Journal during the launch phase This spike was never beaten during the campaign with We had to work closely with the web team either the paid search or television campaign component. Implementation so they knew in advance when stories »» 11,417 signed up – more than 3 The average number of site visits to depression.org.nz times the number who saw GPs There were six key elements to our would be published or broadcast, to ensure was around 200 per day. The subsequent NZ Listener for treatment campaign: that the website could handle potential article on June 19 delivered another 2,744 unique visitors traffic flow. This resulted in us having to »» During the first six weeks 4,485 to the website on the day of publication. 1. Media training for all spokespeople so work closely with media to try to confirm people were being treated Another indication of success is the acceptance of the they were effective advocates for the and secure exact publication dates – which (statsitics show that 700 people programme programme by the health sector in the adoption of The some journalists weren't keen to commit to. would have consulted their GP Journal as a "prescription" option. Anecdotal feedback 2. Creating a detailed media kit for Journalists needed to fully understand during the same period) has indicated doctors are seeing patients who are already distribution prior to the launch. This kit the online self-management programme »» 40% return rate – previously using The Journal and have talked about the fact they are included a consumer focused media and also understand the "rules" around at 24% for the website, a 67% engaged with the programme proactively with their GP, release, a primary care focused media reporting about depression (e.g. to not increase which is down to the media coverage. launch release, spokesperson bios and mention suicide as research shows when »» Average time on site - 11:12mins, It may appear somewhat callous to measure ROI on a portraits, fact sheets, hype tape of The suicide is reported on, suicide rates Journal, screen grabs and TVCs, Q&As previous time on site 4:20mins, a programme such as this in monetary terms. However the instantly go up). 160% increase reality of depression is not only its phenomenal social 3. Media briefing sessions under embargo cost, but the economic cost to society for every suicide for launch is $448,250. Lifeline, which provides the one-on-one 4. Organising spokesperson interviews support to those engaged in the programme can report 5. Targeting mass media with TV news in that it was able to positively intervene in at least four particular, a key target cases during the launch period where emergency services were called. Therefore the direct saving to society to date 6. Developing a risk register and holding in the most conservative of terms is $1,793,000, which far statement bank to cover any issues that exceeded the launch budgetSelection of $10,000. of Online Clippings might arise during the campaign The PR campaign commenced at the end PR for The Journal launch secured 37 pieces of media nzherald.co.nz stuff.co.nz of March to allow us to talk to long lead coverage. Audience reach for this campaign totalled publications to coincide with the launch 1,462,626. of the website. As depression is a complex Overall the PR campaign was part of a behaviour change subject, we also needed to ensure that the strategy – we didn't just want to raise a brand profile journalists understood the proposition and or launch a new campaign – we wanted to give people therefore reported responsibly on the topic. suffering from depression a reason to stay constantly engaged and motivated to be involved in the programme. This was exemplified in the tone of the media coverage and the use of John Kirwan as a "coach". The strategy worked. Through blanket media coverage across national, broadcast and print, we encouraged 4,485 people into the programme in just six weeks – over six times the number seeking help from their GP. We also visibly demonstrated the significant improvement in the severity of depression amongst those who finished the programme. We believe that no public health programme in the world has ever utilised social marketing so effectively to deliver tangible behaviour change and clear evidence of efficacy. Following the launch we have operated a sustained campaign, using case studies from The Journal and John Kirwan where we can, to ensure that the website and the issue stays in the spotlight to maintain traffic numbers to depression.org.nz. We feel privileged to be part of a campaign that is clearly making a difference to (and even saving) people's lives.

nzherald.co.nz stuff.co.nz

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NZTA Rules On average there are 25 over- height load strikes a year to and Regulations Use Your bridges/structures/signs on the Check Your Height The legal maximum height above ground Head & Auckland Motorway network. NZTA Auckland Motorways for all vehicles is 4.25m. An additional 25mm from either side of the vehicle is allowed for The strikes cost the public tarpaulins, lashings, straps, chains, covers and Check Your a large amount of money and related connectors and tensioning devices that aren’t permanently or rigidly fixed to Height time, and pose serious risks the vehicle. to the safety of network users.

Bridge Strike Reduction Campaign Max height 4.25m Vehicles that are liable to cause damage to any overhead construction or wires should not be operated. New Zealand loading They can be avoided if drivers guidelines 2009 If your vehicle or its load or both are between 4.25 and 5m check that their trucks are from the ground, you MUST survey the route before you go and have written permission from the owner/s of any loaded correctly and the load ‘overhead obstruction that the vehicle cannot clear safely’. If your vehicle or its load or both are over 5m from the ground, is not over-height. you MUST obtain a permit from the NZTA Overdimension Permit Issuing Agency, phone 0800 OVERSIZE (0800 683 774).

Five most common causes for strikes: 4.25m o Diggers not loaded properly, or arms are unsecured. o Hiabs arms unsecured. o Loose loads, i.e. scrap metal. o Crane boom unsecured. o Open top containers. NZTA Auckland Motorways - Rosalind Brown Use Your 4.25m Head & Ph 09 5200 200 Check Your The maximum legal height Height

Background Preliminary Research Audiences Strategy NZTA Auckland Motorways launched the Bridge Strike Reduction Campaign to reduce the Analysis of historical strike data helped to Information gathered during research Research results, complemented with number of strikes to over-head structures on the Auckland motorway network by 50%. identify trends around: allowed a detailed profile of the knowledge gained by the stakeholder campaign's target audience to be communications manager through Clear messaging and a variety of communication channels were leveraged, and results show »» Location and frequency of strikes the number of strikes has reduced 75% from 26 strikes to 6 strikes in 15 months. developed ensuring creative concepts past experience with awareness and »» Type of over-height strike (what hit the and communications were pitched education campaigns enabled a thorough NZTA Auckland Motorways (also referred to as the Auckland Motorway Alliance or AMA) is Objectives structure, e.g. digger boom arm, scrap appropriately. communications strategy to be developed. a collaboration of NZTA, Fulton Hogan, Beca, Opus, Resolve Group and Armitage Ltd. metal in open-top container) The strategy had a two pronged approach: »» Objectives for the campaign were The target audience was defined by a Two days after NZTA Auckland Motorways launched in 2008, Onewa Road bridge on »» Type of vehicle involved in the strike clear – reduce the number of number of criteria, such as: »» Stakeholder collaboration – working Auckland's northern motorway was struck by the unsecured boom arm of a digger being (e.g. flat deck truck, container truck) strikes on the Auckland motorway closely with industry groups and transported incorrectly on the back of a small truck. The strike bought the motorway to »» Owners of vehicles identified as being network to 13 strikes per annum »» Origin of vehicle involved in the strike associations, NZ Police, subject matter a standstill, created traffic chaos for over 24 hours, thousands of dollars in damage and at risk of involvement in a strike, such over two years (i.e. are there any trends, for example, experts such as bridge engineers narrowly avoided causing serious injury, or even death. Fortunately, the damaged bridge had as flat deck truck / low loaders used trucks travelling from the Port) and asset managers to gain a deeper been decommissioned and wasn't in use by live traffic at the time or the outcome would »» The campaign objectives support to transport diggers, trucks used to »» Registration details of the vehicle understanding of the communication have been much worse. It was also fortunate the new replacement bridge had already been the overarching goal of the Asset transport open top containers involved so the owner can be identified issues that need to be addressed, and built and opened to traffic, or disruption and cost would have greatly increased. Management "Strategy for Over- »» Business / industry types identified Height Strikes on Structures" to Extensive discussion was carried out with gain buy-in to the strategy One year later, Orams Road Bridge on Auckland's southern motorway was struck, again as being at risk of involvement in a reduce the risks and consequences industry groups such as National Road »» Engagement with drivers and by the unsecured boom arm of an incorrectly loaded digger on the back of a small truck. strike, such as scrap metal, waste of over-height strikes on Carriers and Heavy Haulage Association encouragement to check their Damage to the bridge was severe, with Orams Road closed to traffic crossing the bridge management operators with hydraulic motorway network structures to identify issues associated with driver loads prior to travel, through the deck for approximately six weeks and motorway lanes under the bridge closed many times tip bins, digger / earth moving knowledge and understanding of development of the "Height Checker" to allow $400,000 of repairs to be completed. »» Another important objective »» Businesses / operators identified in was to positively enhance the maximum load heights and loading – an innovative device designed Local community impact was huge with businesses either side of the bridge suffering loss of previous strikes reputation of NZTA Auckland practices. specifically for the campaign trade and local schools and families facing temporary loss of popular 'walking bus' routes. »» Drivers, and especially temporary Motorways, positioning NZTA as Knowledge from Senior Bridge Engineers, Leveraging the communication channels drivers, of any of the above to ensure So the question was asked – how do we stop this from happening again? proactively managing the assets Asset Managers and NZ Police CVIU of interested parties has also been an they are familiar with their vehicle and NZTA Auckland Motorways Asset Management team developed the "Strategy for Over- and operation of the motorway Officers gained through experience on important part of the strategy. This ensures its maximum load height Height Strikes on Structures" with the objective of "reducing the risks and consequences of network the job was also captured in a series of consistency of information and messages, over-height strikes on motorway network structures". meetings. and assists with gaining buy-in from the Messages campaign's target audience. The strategy focused around increasing the level of armouring on bridges to minimise The five most common causes for strikes damage in the event of a strike. This traditional approach was soon challenged as being were identified as: A strong campaign statement "Use Your Communication channels were tailored to Head & Check Your Height – Maximum the target audience through use of twenty 'the ambulance at the bottom of the cliff' and a proactive communication and education »» Diggers incorrectly loaded, or arms Height 4.25m" was developed to enable billboards located at strategic onramps campaign was included. unsecured clear and simple messaging with the goal and three larger billboards located at each NZTA Auckland Motorways Stakeholder Communications Manager, Rosalind Brown, was »» Hiab arms unsecured of encouraging drivers / operators to think extremity of the motorway (i.e. north of engaged to develop a communications strategy designed to reduce the number of over- »» Loose loads, i.e. scrap metal about the height of their load before Puhoi, south of Ramarama, and Westgate), height strikes on Auckland's motorways. »» Crane boom unsecured entering the motorway and to be aware of advertisements in trucking / transport A campaign objective to reduce the number of strikes by 50% from an average of 26 to 6 the maximum load height of 4.25m. publications, promotion through National strikes per annum over two years was agreed, and has been used to measure the campaign's »» Open top containers Use of strike imagery is also a strong Road Carriers newsletter and website, success. communication element, as billboards are media releases, and a direct mail campaign Rigorous consultation with industry representatives and operators, bridge engineers, asset one of the main communication channels to nearly 1,000 drivers / business owners managers and the NZ Police Commercial Vehicle Investigation Unit (CVIU) resulted in the used in the campaign, and the message identified as being at risk of involvement in development of a phased campaign strategy covering awareness, education, enforcement must be communicated in a matter of a strike. and physical works. seconds with minimum distraction to A strong campaign statement was developed ("Use Your Head & Check Your Height") and drivers. the first phase of the Bridge Strike Reduction Campaign, was launched on 1 December 2009.

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Implementation Problem Solving / Creativity Evaluation and Follow-up The campaign budget was $50,000 which A high impact approach was taken, and it The Bridge Strike Reduction Campaign has been very effective, demonstrated by equates to a fraction of the cost of a major was felt that clarity, simplicity and strength the large reduction in strike numbers, and increased levels of awareness of 4.25 strike. Separate funding was sought for were important factors to successfully maximum load height and correct loading practices. construction of the billboard sites as these communicate key messages. This was Strikes occurring on the Auckland motorway network are logged in NZTA Auckland will be utilised in future campaigns, and achieved by creating: Results Motorways customer relationship management (CRM) system, and numbers therefore not included in the cost of this »» Simple, strong and consistent messaging monitored and reported monthly. campaign »» Results already exceed the »» High impact visual language/style campaign objective of reducing Details of the driver / business involved in a strike are passed to NZTA Auckland Targeted communication channels were used, »» Clear reminder of the height limit strikes on the Auckland's Motorways communication team, and 'Use Your Head & Check Your Height' including: motorways by 50% over two information packs sent to them. »» Bold use of the NZTA colour palette »» 20 x 1.2m x 2.4m billboards at strategic years »» A dynamic palette of elements worked onramps across Auckland's motorways »» Since the campaign launched, across multiple mediums »» 3 x 1.8m x 3.6m billboards at each strike numbers have fallen from extremity of the network to capture Development of the 'Height Checker', an an average of 26 per year to 6, a those travelling from outside urban innovative device allowing drivers to easily reduction of nearly 75% with no Auckland check the height of their load, was essential severe strikes, such as Onewa or to the success of the campaign, and provided »» 1 x 1.2m x 2.4m billboard attached to Orams Road, reported a real talking point. the offices of the NZ Police CVIU, located »» Messaging promoting 4.25m at the Stanley Street Weigh Station in Designed to be tailored to individual vehicles, maximum load height has also Parnell. This is a key route from the Port it is personalised by writing the vehicle's performed well. This is supported and a high profile location registration number in the space provided. by results from a National Road An initial measurement is required to be »» 'Check Your Height' loading guide (DL Carriers roadside survey, which taken from the top of the driver's window to brochure) showed that nearly 90% of truck ground level. This measurement is marked on drivers correctly answered 4.25m »» The "Height Checker" – a simple, easy to a scale on the card and the 'Height Checker' when asked to confirm maximum use tool allowing operators to check load is ready for use. The driver / operator holds load height height is within 4.25m the card out in front of them at arm's length, »» "Use Your Head & Check Your Height" aligns the top of the driver's window with posters and stickers for display in lunch that of the marked card, then moves back rooms from the truck until the bottom of the trucks »» Advertisements in targeted industry wheels are aligned with the ground. publications and newsletters If the top of the load can be seen within »» Media releases the cut-out sections of the card, the load is within 4.25m. If the top of the load cannot »» Attendance at industry meetings and be seen, further measurement is required. conferences The 'Height Checker' is sized to fit the glove »» Direct mail campaign of "Use Your Head compartment of a truck, and made from a & Check Your Height" information packs, durable, light-weight plastic material. including loading guide, posters, stickers and "Height Checker" (copies of all Feedback from the NZ Police CVIU has material supplied) been extremely positive. They support and encourage the use of the 'Height Checker' Extensive use of the Orams Road strike as an by providing truck's passing through the example of cost, inconvenience and potential Stanley Street Weigh Station with a copy of safety risks caused by a strike worked well as the device, take the initial measurements and the strike had occurred just two months prior personalise the card so that it is ready for use. to the campaign launch.

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blEat thE Gifts that Grow christmas rush! b-EwE-tiful Gifts! Not sure what to give someone ewe love? Want something different, but don’t want to flock to the nearest shopping centre? NEw! Well there’s no need to feel sheepish because we have the answer - ducks A 16-legged gift ChildFund’s amazing Gifts that Grow! Your family and friends will love iN a row that’s four times these life-changing gifts. And so will the children in need who receive Quacking gifts don’t the fun! page 8 them. Every gift is guaranteed to help change the life of a child living in poverty. have to cost a lot. See page 10. There’s everything from a cute pair of ducks, to shoes and socks for $15 Spinning a Yarn - Promoting ChildFund children, to a toilet they’ll go potty for! For shear value, why not get crEam of thE crop together with friends and buy a larger gift? Or choose a baaa-gain from our selection of gifts for under $30 - perfect for Secret This one’s popular, so Mooove fast! $150 Santas or that cousin you almost forgot. See page 11. So graze through the catalogue and don’t hold baaa-ck, Ewe’ll love morE thaN how easy it is! because these really are Gifts that Grow. a baNd-aid 1 Choose great gifts from Here’s a practical pressie New Zealand's 'Gifts that Grow' range the comfort of your own stable, 3 ChildFund delivers your that will get a lot of ewes.$75 See page 6. er lounge. (Every gift over $5 2 Receive a b-ewe-tiful gift gifts, so children in need can is fully tax rebatable). card to pass on to your GROW a better future. Est friend or family member. b fEEt! ABOU happy T YO E UR GIFT THAT GROW ChildFund S h New g Zealand ift will be p guaran roductive and tees your childre t n, use fam ful aNimal ilies in Help children put their best foot in he and communi helping alth, educ ation ties GROW farm Should and in more depende for t money be ra nce. he aid the gi ise $23 d tha ft n re we will deliver s you ch quired oose re NE i similar es present, t’s needed Give a whole farmyard and little se desp ntial aid wher forward. See page 4. ifts baaa ye eratel e ars experience h y. ChildF o und has 70 fa elping th milies, and last ye e G world’ s poor N New Zea ar with t est lander he support million people s helped mor of e than 15 in 55 co .5 humans will get the benefits untries.

THA EW NK E! for years to come. See page 8. fuN to choosE. Easy to GivE. affordablE. $297

PO Box 10 563 Phone 0, Auckl Order an and Ci www.c d Enqu ty 1143 hildfund iries: .org.n 0800 223 z/gifts 111 thatgrow

Registe red Ch arity: C Network PR - Clare England, Megan Green C10081 pg2 Order on-line: www.childfund.org.nz/giftsthatgrow or by phone: 0800 223 111

Background Audiences of sheep for $98. This gift also includes »» Attract major short-lead media attention training in animal husbandry for the by leveraging the involvement of well- Five years since debut, ChildFund New Zealand's Christmas 'Gifts that Grow' range needed a Media across television, radio, print and recipient family known New Zealanders who have a love fresh PR approach to extend awareness and increase sales in a challenging market recovering online - all with varying lead times - »» Sheep are hugely valuable to children and natural talent for storytelling. from recession and full of competition. including: and their families living in poverty – they Network PR developed a two-phased media centred approach leveraging the knitting revival »» General news have a great 'yarn' to 'shear' with 'ewe'! Implementation and a unique approach to storytelling that exceeded expectations and continues to deliver Objectives »» Consumer »» Sheep provide nutritional sustenance benefits to the charity. through their milk and meat, raw Phase one: ChildFund's goals for the integrated »» Marketing With no advertising spend, the integrated direct marketing and PR campaign generated materials for clothing and other goods »» Long-lead media (monthly magazines, high profile media coverage and increased online engagement by 280%. Overall gift sales GTG campaign over 2010 were to: »» Niche (i.e.: woman's media, parenting, with their wool and hides, and can be sustainability, etc) supplements) were targeted with increased 140% and surpassed fundraising targets by $40,000 »» Raise $170,000 from gifts sales bred to expand the flock. All of this can 'Christmas stocking knitting kit' ChildFund New Zealand was one of the first charities to offer alternative gift giving, »» Re-engage with past buyers »» Christmas features & supplements be used by the family or sold on for including red and white ChildFund introducing its 'Gifts that Grow' (GTG) catalogue in 2005 which enables Kiwis to send and reinvigorate the support »» Classic Christmas gift buyers much needed income branded wool, knitting needles, a simple practical items to children and their families in the developing world. of existing sponsors through »» Women: Socially minded, family focused »» The humble sheep has played a vital Christmas stocking knitting pattern, promotion of the new 'hero' role in the development and economic media release and GTG catalogue The Christmas period offers huge buyer potential for the range, but there's stiff competition »» Men: Generally prefer to order online, product and other new products success of our own country, and we can in a market saturated by retailers as well as other charity organisations with similar gift giving like practicality but looking for sensitive »» The accompanying material highlighted help others reap the same benefits options. »» Raise the public profile of and meaningful gifts too, often last that ChildFund had a 'good yarn to shear As New Zealand was emerging nervously from the global financial crisis, and with a limited ChildFund and its work through minute buyers with Kiwis this Christmas', noting sheep media coverage of the range Strategy as the stocking stuffer in most demand budget and no advertising spend, Network PR was tasked with developing a fresh PR »» Youth: Specifically senior school and this year and highlighting the benefits approach for the GTG campaign to drive greater awareness of ChildFund and its work, and Christmas is the primary sales university age, idealistic but with limited Network PR developed two phases of of gifting sheep to those in need in the support sales. opportunity, and the specific PR funds, want to use their money to better activity, each with a distinctive strategy developing world objectives for this segment of the the world where possible­ to approaching media and key audience programme were to: groups. »» This demonstrated the idea behind Preliminary Research »» Higher socio-economic groups with GTG, showing how a basic item can »» Achieve media and online internet access and disposable income The client undertook initial research with partner countries to identify what gifts were Phase one: coverage promoting the Christmas be turned into something more – wool needed most in ChildFund communities, establishing the sheep as the 'hero' product for »» Existing ChildFund supporters and GTG range and encouraging into stockings, sheep into freedom from 2010/11 to be launched at Christmas. sponsors (targeted specifically by »» Pique long-lead media interest with purchase. (Targets were set at: TV poverty ChildFund) a quirky product drop that plays on Network PR's own research included detailed investigation, with the client and coverage x1, Radio x2, Magazine »» Media were then followed-up vigorously independently, into how the gift of sheep would benefit recipients in the developing world. sheep's wool and leverages the revived x6, General press x20+, Online x4) popularity of knitting. Accompany with with tailored imagery and copy options With no tangible item for the gift purchaser to take away, real insight into the value and Messages to secure coverage impact of their gift was seen as a critical selling point. »» Drive key audiences to the online a media release canvassing the benefits GTG store to make purchases »» Every ChildFund GTG product is such gifts can provide to children and »» Medium-lead media (weeklies and Research into competing products and campaigns was also important. While the NGO guaranteed to help change the lives of their families living in poverty key radio) were targeted with a similar charity sector works closely together to achieve common goals, the alternative gift market is »» Help differentiate ChildFund's catalogue from other charity some of the world's poorest children »» Support niche media interest with product drop that went one step saturated and competitive. Differentiation was key to get cut through. Unlike many NGOs, and their families further, including a finished Christmas ChildFund's campaign could not accommodate advertising spend; the products and offering catalogues in the market and separate tailored messaging and other »» ChildFund's Christmas GTG are fun stocking handcrafted by members of had to compete in the same challenging market without press, radio or television ads, explain gift benefits to potential gift options (e.g. books for parenting to choose, easy to give, unique and knitting groups. The catalogue and billboards, or dedicated online marketing. purchasers media, farm tools and seedlings for affordable. They a stress-free and heart- gardening media) release remained, alongside the stocking warming alternative to traditional store- sporting the name of the knitter and bought presents Phase two: knitting group »» The gifts are designed to be sustainable; »» Use a unique approach to storytelling »» Direct and tailored follow-up continued they are gifts that keep on giving via the internet to grow New Zealanders' for these media to secure coverage »» Christmas GTG are quick to shop for awareness of the benefit and impact »» This tactic also enabled genuine online, just visit www.childfund.org.nz GTG sheep can have on a family living in positive engagement with three local poverty knitting groups, with members key to 'Hero' product specific: ChildFund's target of its supporters market »» It's all about sheep this Christmas. This year's top recommended gift is a pair

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Phase two: Problem Solving / Creativity Evaluation and Follow-up »» Well-known storytellers from the news ChildFund is a not-for-profit organisation Initial evaluation took the form of and acting fraternities were approached that prides itself on the ability to send 80% »» Detailed media monitoring for the above by Network PR to support ChildFund's of all donated funds to communities in results and review to ensure mentions Christmas GTG project by contributing need, not soaking up funds in administration included ChildFund branding, key messages a chapter to a children's story. The high and marketing. There was therefore no Results and details to the online store profile participants would give weight advertising spend, only direct marketing The first phase of media approaches to ChildFund's message while the online appeals to existing donors, and the PR »» Review of results against initial objectives yielded a large number of media clips story would provide a highly engaging budget was extremely tight. The programme, including both PR goals and the sales targets across print, radio and online. This vehicle for all ages which was sustained from August 2010 to set by ChildFund included major dailies such as the »» Ten supporting authors were secured January 2011, and involved idea generation, »» All participants, including knitters and Weekend Herald and magazines such including Carol Hirschfeld, Alison planning, collateral development, dispatch authors, were also thanked and kept up as Next and Tots to Teens, and also Quigan, Miriama Kamo, Jim Mora, Jude and follow-up plus liaison with talent, was to date on the media and public response saw the involvement of ChildFund Dobson, Janet Wilson, Jeremy Corbett, achieved for just $13,000, including hard achieved NZ CEO Paul Brown in a MiNDFOOD Jaquie Brown, Danielle Cormack and costs of around $600. (Note this includes article on global generosity. »» ChildFund has since presented the programme Hilary Barry a 50% discount on consultancy time in as a case study at its international marketing Phase two generated further press, »» Based on prior research, and with some keeping with Network PR's existing support conference, with Alliance partners in Australia radio and online coverage including added creative license, Network PR of ChildFund New Zealand.) Network PR and the US now planning to replicate the a double page spread with 'Yarn' crafted the brief synopsis for the story achieved this though a disciplined planning programme in their own markets authors Carol Hirschfeld and Danielle 'Mary's Christmas Yarn'. The story told and implementation processes that ensured Cormack in New Idea magazine, an »» Finally, ChildFund NZ and Network PR are now the tale of a Kiwi girl who goes on a efficiency and effectiveness throughout interview on Radio Live Breakfast, working towards having the 'Yarn' published mission around her family farm with her a varied programme. While extensive, local press and NZ Herald online for the 2011 Christmas season, maximising pet lamb. As a demonstration of how the knitting kits and stockings were very coverage of the school reading launch the investment made and outcomes achieved ChildFund GTG really help children and cost effective to produce, the latter also and a column by 'Yarn' author Jude to date their families living in poverty in the demonstrating the community values behind Dobson in The Aucklander. developing world, Mary's mission was to ChildFund's work. work out why children would ever want Outside the core objectives for the GTG »» Magazine, radio and online sheep as a Christmas present programme, garnering the support of so targets were exceeded, while »» Each author was supplied only the many well-known and respected New press clippings came in slightly general synopsis, the preceding chapters Zealanders has been beneficial for ChildFund below expectations and the core and a one line guide about what their in its ongoing efforts to establish a suite of TV opportunity was deliberately chapter needed to cover (e.g. Mary gets ambassadors and high profile supporters. held to maximise a later, related a special phone call from her Aunt, Mary Alison Quigan and Danielle Cormack are opportunity finds out about sheep milk, wool, or poo now official ambassadors for the charity in »» Media coverage reached 938,000 is used. Jeremy Corbett got the lucky New Zealand, and other relationships built by circulation and as many as 4 task of delicately explaining how two during the process have already begun to million over the course of the sheep can make a family!) deliver other opportunities. campaign based on wider reader/ »» Close liaison with authors was viewership undertaken to schedule the completion »» In terms of tangible public of all chapters over just three weeks. response, hits to the ChildFund »» Authors also contributed a photo and website were three times the recorded a voiceover of their chapter norm and resulted in increased gift purchased via the website by »» The final story was compiled with limited 280% on 2009. This also included editing, and launched at a local primary 200 donors entirely new to school reading attended by media before ChildFund being posted online »» Christmas sales pushed the total »» The voiceovers of the authors were 2010 GTG income to $210,000, compiled into an online video alongside surpassing the target by $40,000 snapshots of ChildFund children and loaded on the ChildFund website and on »» For Christmas sales, GTG YouTube. The video then linked direct to purchased in November and the ChildFund GTG catalogue December were up by 2,430 on the year prior to 5,881, and »» Further media opportunities were included 140 sheep pursued to secure coverage of the 'Yarn' and the GTG range with major radio and print outlets

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TomTom: Be The Voice of New Zealand

JML Communications - Valerie Cross, Georgie Stent, Julien Leys

Background Audiences Strategy the campaign. The website – www. bethevoice.co.nz was linked to Facebook Kiwis are rare. Some might say unique; with an accent that we're not only extremely The primary audience was New Zealand JML identified a clear strategy: aligning and Twitter proud of, but that others find hard to imitate. Combine that with Kiwi colloquialisms (chur drivers, 15-45. Also targeted were those a traditional media relations campaign »» Announce the campaign through a bro, sweet as, yeah nah yeah) and it was time for TomTom to find the new 'Voice of New with disposable income who want the latest alongside a media partner, as well as talking nationally distributed press release Zealand'. technologies. Mainly a Generation X and Y directly to the average Kiwi, resulting in the and photo (Edge presenters Fletch and JML and its media partner embarked on a cross-country tour, along with a dedicated entry Objectives audience, who want to be entertained, like brand awareness we desired. Vaughn on an iconic Kiwi beach framed website, to find the new Kiwi voice for all TomTom GPS, to replace the units' stock-standard a laugh, lead busy lives, are very outgoing 1. Formulate a comprehensive and detailed by a huge TomTom GPS cutout). Post- »» Position TomTom as the top-of- and comfortable with technology and social Kiwi voice. The challenge: create a fun PR initiative that raised the profile of TomTom's brand in mind in-car GPS media relations campaign that supports distribution, media calls were made, New Zealand. media. TomTom wished to reach men and a nationwide search to find a new securing coverage. Audio files were »» Enhance and build brand women. Kiwi voice. The campaign talks directly available for radio and online media, and TomTom is one of the world's biggest in-car GPS brands. As a GPS system, TomTom ranks in awareness for TomTom the highest bracket for ease-of-use, technology and latest maps. It was critical for JML and TomTom to reach and interactively to the average Kiwi broadcast and print media were invited »» Generate conversation about this audience as opposed to the usual to the events below JML has worked with TomTom since 2007. TomTom approached JML for help to put together consumer. TomTom among NZ's consumers technophiles, older men and motoring a strategic marketing communications plan for 2010 that increased awareness of TomTom, 2. Partner with a media outlet to promote »» Create a Cross-Country Tour and and key influencers audience. and highlighted its fun brand personality amongst the wider NZ consumer audience (not just the competition. auditions to generate interest and »» Support TomTom's organisational technical and motoring experts). There were also smaller but important 3. Engage with media and public in high entries. A 17-town tour in a TomTom- objective - to support daily drivers audiences, such as TomTom resellers and energy, interactive ways that focus branded Suzuki Swift, with a full The answer was a national search for an original and true-blue Kiwi voice for TomTom units. and be New Zealand's leading retailers. on being Kiwi and representing New Kiwi-fied recording booth gave TomTom supplier of location and navigation Zealand. face-to-face interaction with everyday Preliminary Research products Messages NZ drivers. Where possible, the tour JML researched TomTom's international activities and investigated potential media partners. Implementation based itself at retail stores to involve The main messages throughout the them in the promotion and offer the JML also researched the primary target audience. With four years' experience representing campaign focused on TomTom's fun JML's choice for a media partner was The added benefit of bringing traffic to their TomTom, JML was familiar with buyer demographics and market penetration. personality as portrayed in its celebrity (and EDGE. The station met our requirements stores. This was incredibly well-received They now wished to reach men and women between 15 and 45 skewing to a younger soon-to-be Kiwi!) voices, TomTom going for vision, enthusiasm, and above all target by the dealers audience. "Kiwi," and TomTom being the GPS system audience. JML worked with The EDGE »» Daily on-air giveaways of a TomTom GPS that is easy-to-use and a market leader. We With this in mind, a media partner had to be selected. throughout the campaign. This involved for best daily entry also wanted to highlight that TomTom was a promotional cost. Beyond this, no The partner had to share the campaign vision, and appeal to the wider New Zealand »» Involving The EDGE's widely followed recognising the unique qualities of the New advertising was used. consumer/driver audiences. Their audience would need to embrace the truly Kiwi and funny Zealand accent. Facebook and Twitter accounts to vision of the campaign, and be motivated to enter the competition. The campaign had three phases: activate the web page and generate JML dedicated the majority of its research to evaluating media partners, their audiences Key Campaign Messages 1. Entry further campaign interest and the campaign's personality. The media partner would be key in helping achieve the 2. Finalists chosen communications objectives in an interactive way and engaging Kiwis at a hands-on level »» TomTom is the smart GPS for New Media relations for phase one Zealand's daily drivers 3. Winner announced with the TomTom brand. After the launch of the competition, JML »» TomTom is fun, witty, and entertaining Research was also conducted into the strategies and tactics to best achieve our objectives. Entry Phase targeted local and regional print, broadcast The structure of our campaign reflected the economic climate, the public's enthusiasm for as well as sleek and intuitive. There's and online outlets across the 17-town tour. competitions and JML's experience of similar campaigns. a big element of fun to be had with »» Recruit media partner to provide the Some of the stops included: Invercargill, TomTom navigation face and general promotions of the Queenstown, Timaru, Nelson, Palmerston »» TomTom is going true-blue "Kiwi" with campaign – making announcements, North and Tauranga. its voice options sweepers and running teasers about the campaign »» Create an entry website, where entrants record their Kiwi voice and go in the draw to win a daily prize, as well as the overall prize – a Suzuki Swift. This provided the social media element of

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Finalist Phase Problem Solving / Evaluation and Follow-up »» Finalists were brought to Auckland for Creativity The campaign was read in print media as well as listened to on The EDGE and based on a photo call, media and media partner based on Edge listenership figures, website and media relations figures we reached every promotion opportunities »» This campaign resulted in an original New Zealander twice. »» Online voting – website/social media Kiwi voice available for all TomTom »» JML over-delivered on each metric set by the client including: coverage reach, quality element continued, with the website GPS worldwide, and soon will become Results and messages; more than doubling targets changing to the voting phase. Entrants the default voice on all new TomTom could also be promoted on Facebook GPS. The campaign tapped into the For just over five weeks 'Be the We achieved all of our media »» JML negotiated added value from The EDGE, over and above by $112,552.25 New Zealand psyche and brought Voice' of New Zealand dominated coverage targets in each phase of the and Twitter »» JML secured a donated car worth $22,900, helping the campaign remain cost- TomTom widespread public attention the airwaves of The Edge, in campaign. »» Partner promotion and encouragement effective »» The competition was an opportunity particular Fletch and Vaughan's to vote online for the five finalists. »» 92 news items (16 of these top tier »» The radio partnership was a huge success; functionally playing out with very few for all New Zealanders. The cross- drive show. It also dominated local Promotion sweepers, crosses and – including Campbell Live, stuff, difficulties. The EDGE delivered added-value in relation to both radio content and country tour with live broadcast stops news, internet and mainstream interviews continued over this time Herald etc) especially online social media content (Facebook and Twitter) reiterated this message and brought media! The promotion was quick to »» 100% mention of TomTom across »» Voting incentives included daily the campaign to life. The road trip gain momentum and captured the »» The TomTom brand personality has resonated and extended to a significant every media piece giveaways for those who explained received hundreds of entries audience's attention and interest. The percentage of the target audience, generating a significant amount of TomTom talk- their vote competition generated huge publicity »» Achieved entry numbers (over ability »» Unique and creative items such as the in the form of lifestyle, news and 1000 entries) huge TomTom frame. This was used Media relations phase two tech media coverage across print, as a photo prop and taken across »» Achieved winner download television, radio and social media - A media release was distributed to the country – allowing Kiwis to see targets (over 6000 downloads) overall it was a smash hit. announce the finalists. An individual press TomTom up close as well as provide »» Impressive social media take up release was also written for each finalist; some entertainment, reiterating that »» The road trip was a success and with over 2000 unique different there was also a photo call with the main their own voice could be on TomTom personalised the campaign taking social media actions outside prize. Each of these releases and photos if selected as New Zealand's winner. TomTom to Kiwis far and wide. interaction with bethevoice.co.nz were distributed to the finalist's local The eventual winner has also recorded The bethevoice.co.nz website was »» 28,527 unique browsers visited media with the intention of having stories Kiwi-fied directions to give users a fun very effective, receiving a large TomTom's promotional website written to highlight local achievement and choice when selecting the Kiwi voice number of unique impressions, during the campaign, directed by encourage voting. »» The campaign offered the opportunity entries, and a lot of positive traffic sources such as Facebook, to have radio hosts Fletch and feedback about the audition Google and the EDGE Winner process Vaughan record their own Kiwi-fied »» The campaign was incredibly »» After entries closed and the voting »» Press release and photo of the winner GPS directions as a post-campaign cost-effective, and delivered started, the radio and media was distributed and followed up event outstanding PR and media partner »» Online website entry so all New campaign continued with Fletch ROI »» Winner was interviewed on The EDGE and Vaughan encouraging voting, Zealanders could participate and JML successfully achieved all campaign »» Winner's voice was available for and the media campaign earning directly link the competition to social objectives. download within two weeks of the media a 5/5 success rate for placing competition end finalists' profiles in their local TomTom reports an impressive lift in sales figures during and after the »» Overall, the campaign achieved an media Extraordinary circumstance campaign. impressive ROI and was very cost- »» Finally we found our winner. We hit a snag at the beginning of the effective A fantastic voice and a one- JML, in conjunction with The EDGE, campaign planning when the client of-a-kind Kiwi. But more successfully positioned TomTom top- was unable to secure a new car for the importantly, the TomTom brand of-mind, as a fun and exciting GPS competition. JML took on this challenge, interacted with Kiwis all over in-car navigation system. writing our own "Kiwi-fied" proposal to the country and its personality four car companies. JML hit success with shone through. Awareness of Suzuki and the prize of a car - at no cost - TomTom significantly increased was secured. according to reach and advertising value equivalent, leaving New Zealanders with TomTom as the top of mind in-car GPS navigation device

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NZTE Intranet Launch

NZTE - Cindy Wong, Ann Clifford, Jennifer Andrewes, Tamara Mapp-Borren

Audiences TED was used in a fun way to introduce Execution NZTE to the new intranet. In the first five Background The target audience was the 600 NZTE staff days after the new intranet was launched, »» The first email was distributed on Friday, 18 June 2010 with TED launching In June 2010, New Zealand Trade and Enterprise (NZTE) completed a revamp of its intranet located in 38 offices around the world. For TED 'hid' somewhere in the intranet and the new intranet and explaining the (named SuperTED). As part of the new design, the cartoon teddy bear mascot (TED) was the purpose of the competition, they were emailed everyone a clue about where he following week's activities removed to give the site a more professional feel. divided into 71 teams of varying sizes. could be found. The challenge was for staff to find TED, email a screen shot and thereby »» Staff were asked to locate TED and send A creative 'TED Hunt' campaign was created to launch the new intranet and give staff a Objectives All NZTE staff use English to communicate earn points for their teams. back a screenshot of his location. This chance to say farewell to TED. Every day, staff searched for TED, hidden in various parts of The launch campaign aimed to to each other and most are well-educated earned points for their teams and put the intranet. By the end of the week, staff had been introduced to the new intranet layout highlight how the intranet could assist professionals. The team with the most points at the end them into a daily draw to win five pieces and content – and had farewelled TED in style. staff in their work and to encourage The campaign also needed to factor in the of the week won funds to hold a farewell morning tea in TED's honour. of NZ-branded merchandise NZTE works to increase the number and size of New Zealand businesses operating staff around the world to use it by: different time zones that offices operate in. »» The entries and scores were tracked successfully in international markets. With offices around the world, the intranet is an It was important that the launch was not Each day five staff also received a New »» creating interest in the new in a spreadsheet. A mathematical important tool for linking staff to organisational priorities, resources for their work, and viewed as an activity just for staff in the Zealand-branded spot prize. intranet formula was used to ensure teams have information for their clients. New Zealand offices. »» familiarising staff with new a fair chance of winning the final prize NZTE's intranet was first launched in 2004 and a staff competition resulted in it being called locations of frequently used Implementation independent of their team sizes everyone SuperTED, which stands for 'Super Trade and Enterprise Directory'. The design featured Messages features/content The following tasks were done to implement »» The five daily spot prize winners were a teddy bear mascot named TED, as a creative pun on the name. Graphic images of TED »» highlighting new intranet content The key messages we were trying to convey the strategy: randomly selected appeared in various parts of the intranet. were: »» generating awareness and »» Winners of spot prizes were notified The intranet has always been a valued resource, but duplication of content, lack of clarity Preparation organisational engagement »» Our intranet SuperTED has been using the 'TED Hunt' email account around structure, and growing expectations of what an intranet can deliver prompted a through a team challenge revamped »» Five HTML emails were specially review in 2009 of the information architecture and the design. »» Each day before the emails were sent »» giving staff a chance to farewell »» Frequently-used features and content designed with the help of an external out, TED was removed from his location Mixed feelings about the mascot had also developed. Some staff adored TED, while others the teddy bear mascot have been retained but may not be in designer Chrometoaster. Care was taken and placed in another part of the felt that it had no relevance to staff or NZTE as an organisation. the same locations as before to integrate the TED cartoon graphic and intranet A new architecture was proposed that mirrored changes to the organisational structure. the new intranet design »» New content that may help staff in their »» The subsequent emails contained Additional information for staff was included along with a more logical structure. work has been added »» A special email account named 'TED information about the participation rates A new design with a more professional look was developed. This reflected the design of »» The teddy mascot TED has been Hunt' was created from the previous day, the daily spot NZTE's external websites – but given its strong internal branding, SuperTED was retained as removed from the design to give the »» A comprehensive review of the staff list prize winners, and the next clue to TED's the intranet name. intranet a more professional feel was done new location When the intranet was at the final stages of completion, it became clear to the »» Personalised emails were sent via »» The emails were sent out early each communications team (owner of the intranet) that a launch campaign was needed to: Strategy the TED Hunt account using NZTE's morning NZ time and entries closed at Campaign Manager tool/system 1pm local time for the various offices »» introduce staff to the new intranet design and information architecture The communications and marketing teams to ensure all staff had adequate time to »» give them a chance to farewell the TED mascot together came up with the TED Hunt launch »» The content of each email was carefully send in their entries campaign. crafted using TED's 'voice' »» The leader board for the grand prize was Preliminary Research The strategy was to paint a story about »» TED was placed in a different location on the intranet each day. The locations updated daily and posted on the intranet The communications team conducted an internal communications survey to gather staff TED's last week at NZTE and create an were chosen carefully to direct staff to »» TED said his goodbyes in his last email views about the intranet design and content. exciting send-off activity for him. the main areas of the intranet on Thursday, 24 June 2010 Groups of selected staff were also consulted at various stages of the intranet revamp. The story: »» NZ-branded pieces of merchandise were »» An article, posted on the intranet "After many years of loyal service, TED has The communications team also sought informal feedback about the intranet as part of their purchased as daily spot prizes homepage, summed up the campaign decided to retire. Realising there were some daily work. and announced the winners improvements that could be made before he »» Money was set aside to fund a farewell went, TED – the diligent and attentive fellow tea in TED's honour for the winning that he is – has worked hard over the past team few months to improve his favourite place, the intranet."

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Problem Solving / Evaluation and Follow-up Creativity The communications and the marketing The removal of the teddy mascot TED teams met after the campaign to evaluate from the intranet might have caused the results and discuss any improvements unhappiness among some staff when that can be made. they saw the new intranet design. The Results Both teams agreed that the campaign TED Hunt campaign was a creative way Qualitatively, on average we achieved achieved the objectives. to respect those feelings and helped an email open rate of 37 percent. Nearly The following improvements were turned a potentially negative reaction two-thirds of these (63 percent) of identified: into a positive and fun experience. Staff people clicked through to the intranet »» The scoring system may have who had bonded with the TED character from the email. were given time to accept his departure favoured teams with smaller staff and transit to the new intranet gradually »» Eighty percent (51 out of 71 teams) numbers. Perhaps teams with more over a week. of the NZTE teams responded to staff members could be further the campaign. An average of 24 divided into smaller sub-teams to From a strategic point of view, the percent of individual team members mitigate this campaign helped staff become familiar participated in the quiz with the new layout and content of the »» The teddy bear mascot TED was intranet. This will make it easier for them »» We received a total of 731 entries for critical to the success of this to find what they need in the future. the entire week campaign. It demonstrated the »» There was a general buzz among significance of giving the intranet a To maintain the momentum of the personality/character. This should be game, TED's emails reported on the staff during the campaign week. After finding TED, it was evident taken into consideration at the next participation rate and directed staff to intranet design refresh the leader board on the intranet. To do through the web statistics that staff so, we had to turn around the entries we continued to explore the intranet »» Other creative ways besides emails received very quickly each morning. We We also received feedback that the could be used to remind staff to also had to ensure that the images of the campaign has helped staff get to know participate in the campaign. Examples hidden TED were taken off and put up the new intranet. Many staff left TED include a pop-up to appear on staff very quickly. farewell notes as well. Below are some screens or physical collaterals that can be sent to all staff To create a fresh look and feel to the examples: daily emails, a different image of TED "Hi TED, I have really enjoyed looking for (which were developed in 2004) was you this week. I must say that I am much chosen each day to complement the clue more familiar with SuperTED than I was of the day. before and see it in a new light. You've achieved your intention for starting the hunt where I'm concerned." — Staff from NZTE Kuala Lumpur office "I enjoyed the Ted Hunt through which I learned the new structure of the site." — Staff from NZTE Tokyo office "Ciao Ted… Anyway, super cool!! I love this competition!" — Staff from NZTE Milan office

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Taylors Wines 'Aussies vs. Kiwis' Survey

Professional Public Relations - Mary-Louise Dare, melanie pohl, Catherine Slogrove

Background Audiences 'Aussies vs. Kiwis' theme which asked New which would spark comment and debate Zealand respondents to admit what they from media and the general public such as Taylors is one of Australia's best loved and most trusted family wineries, located in the Clare »» Mid to premium level New Zealand wine secretly thought the Aussies did better. national icons and sporting games. Valley of South Australia. consumers aged 20+ who appreciate a PPR purposefully seeded questions such as PPR then drafted media material including PPR was appointed in January 2011 to increase awareness of Taylors Wines with New Zealand quality glass of wine when socialising or which country makes the best of a range the headline "Shiraz, sunshine and consumers. In a cluttered wine market that prizes locally made products, the key focus was to relaxing. The consumer has a basic wine of wine varieties including Shiraz, Merlot superannuation top list of what Aussies do create a project that would grow brand recognition and differentiate Taylors from competitors. Objectives knowledge and appreciation, and is and Cabernet Sauvignon. By integrating better." PPR kept the material secure until wine varieties into the survey, PPR knew we PPR subsequently developed and implemented the Taylors Wines 'Aussies vs. Kiwis' Survey looking to branch out to a new, trusted the day before Australia Day to ensure the Organisational could leverage the results to showcase the which quizzed Kiwis on what they begrudgingly accepted their Aussie counterparts were wine producer and/or variety results weren't leaked in advance, risking the popularity of certain Australian varietals and better at. From cricket to cossies, sunshine to shiraz, the survey utilised traditional trans-Tasman »» Existing Taylors database members who timeliness and relevance of the campaign. »» Grow brand awareness of Taylors include comment from a Taylors winemaker rivalries to reveal interesting and entertaining media angles. are familiar with the brand through prior The afternoon before Australia Day, PPR with New Zealand consumers to endorse the results. PPR took advantage of a recently formed New Zealand database gathered during a giveaway purchase but need to be engaged and pitched the media release into national and »» Differentiate Taylors from Further key to the project strategy was promotion to engage with existing wine lovers through distributing the survey link to them. rewarded by Taylors to ensure brand regional print, online and broadcast media competitor products timing the release of the survey results To gather a wider audience, PPR also distributed the survey link via viral e-mails, Facebook and loyalty appropriate to Taylors target audience. To »» Highlight the range of wine with Australia Day, when there would be Twitter. »» Media including metropolitan dailies, help break through the clutter of other produced by Taylors increased media interest in Australian news. competing news items, PPR organised a PPR decided the survey results would receive optimum media interest if released to coincide morning television and radio, online, »» Engage with the new Taylors With only two weeks to turnaround the special 'Australia Day' hamper featuring with Australia Day. A media release detailing the results was pitched the day before and Taylors regional and national media database and attract further project, PPR decided that the most cost items which featured in the survey results wine was seeded with television and radio personalities. database members Messages and time effective method to gather survey (Taylors Shiraz, lamingtons, ANZAC The campaign was solely a PR programme and had no advertising support. PPR worked responses was by using an online survey »» Leverage South Australia's biscuits, rugby balls etc) to be sent to key creatively and resourcefully within a total budget of $3,000. »» You can enjoy Taylors Wines, one of provided to collect and evaluate responses. increasing profile and reputation broadcast media. PPR also ensured a Taylors Australia's best loved and most trusted PPR also knew now was the time to seize as a premium, wine growing spokesperson was on standby for media wineries, right here in New Zealand the opportunity to work with the newly Preliminary Research region comment and appearances. »» Taylors Wines has been produced by the formed Taylors database to interact with the Prior to developing the campaign, PPR conducted thorough background research on wine Public Relations Taylors family for three generations in members while driving survey responses and trends and competitors PR activity using Google and Factiva search engines. Our research Problem Solving / Creativity the Clare Valley, South Australia new database referrals. showed us that the survey concept would be the first of its kind to portray trans-Tasman »» Generate positive media coverage The New Zealand wine market features a competition in a fun and positive manner. for Taylors on Australia Day »» Taylors Wines is one of Australasia's large number of wine producers competing most awarded wine producers, so judge Implementation We also analysed the most popular online search terms relating to Australia and New Zealand, »» Achieve media coverage across for both custom and coverage. Furthermore, us by our wine not our accents PPR drafted the survey questions with as well as recent media coverage which incorporated both countries. The findings, such as national print, online and New Zealanders are extremely proud of a prime focus on integrating wine and the Australian governments controversial new 'baby bonus', were integrated into the survey broadcast media their home-grown wine and are disinclined questions to enhance the relevance and newsworthiness of the survey results. Strategy newsworthy angles. to invest in overseas products through »» Spark comment from media and To further incentivise the database and patriotism or pressure to buy 'Kiwi-made'. PPR also knew from successful past experience that online survey providers were an effective key opinion leaders on survey To effectively utilise the limited project attract more respondents, PPR encouraged PPR knew that in order to distinguish Taylors method to gather accurate data and a large number of responses could be collected if an results budget, PPR had to develop a creative and incentive was offered. resourceful strategy which would achieve Taylors to offer respondents who completed from local and international competitors, the maximum results with minimum fees and the full survey the opportunity to go in the campaign needed to be creative, convincing However, it was essential that a database was available to utilise this in a cost effective manner. draw to win one of three prizes of a case of and memorable. PPR encouraged Taylors to use their recently established New Zealand database for the first disbursement costs. Rather than use a 'bread and butter' product release or media kit premium Taylors wine. In addition, a survey Rather than shy away from Taylors overseas time as part of the campaign. This created a strong pool of potential survey respondents who invitation was sent out through e-mail, could be sent the online survey link in addition to e-mail, Facebook and Twitter networks. distribution to promote Taylors, PPR decided heritage in the New Zealand market, PPR to create a quirky, fun survey which would Facebook and Twitter to encourage non- decided to embrace the fact that the brand appeal to media and link the Taylors brand database members to sign up and be in to was proudly Australian. Survey respondents with all good things Australian. win the reward. were asked to put their allegiances aside PPR knew it was essential to create a PPR analysed the survey results throughout and reveal once and for all what they truly survey which not only made headlines, the activity duration for key responses. believe the Aussies do better than the Kiwis. but also linked the Taylors brand with Once collated, PPR narrowed down results The survey concept was angled to make the coverage. In order to achieve this, to those which had a high majority in people stop, think and vote for what they PPR decided the survey would take an favour of Kiwis and Aussies, and/or those genuinely believed the Aussies do better, rather than being swayed by patriotism.

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To help differentiate Taylors from New Evaluation and Follow-up Zealand produced wine, the survey questioned respondents on a range of PPR developed a qualitative review of the wine varieties produced both here and in coverage and carefully measured each Australia. While there was no doubt who piece of available coverage in terms of the Sauvignon Blanc category would go medium, tone and quality of message so to, PPR incorporated other categories such we could set the results directly against as Shiraz and Cabernet Sauvignon which Results the objectives. This comparison proved Australia (South Australia in particular) was The media response to the survey results that PPR was successful in securing media renowned for producing. This showcased was outstanding and the Taylors Aussies interest and brand awareness for Taylors a range of wine varieties produced by vs. Kiwis Survey dominated Australia Day around the Aussies vs. Kiwis Survey. Taylors and encouraged New Zealanders coverage. The campaign achieved 30 The recognition of Australian produced to think about the superior Australian media articles across print, television, radio Shiraz and Cabernet Sauvignon wine varieties. and online media in New Zealand with established a new appreciation for 100% of the media coverage referencing Australian made wine amongst consumers Taylors Wines (mentions or visual). and reinforced Taylors as a premium wine Media highlights included Breakfast host producer. PPR also effectively utilised the Corin Dann indulging in a glass of Taylors Taylors database to engage with members Shiraz live on the show while co-host and attract a new audience. Petra Bagust discussed the survey results, and Aussie ex-pat, Steve Price talking about the survey on Radio Live. The story was also picked up by the NZPA, Timaru Herald, Manawatu Standard, Daily Post, Ashburton Guardian and online sites for 3News, TVNZ, New Zealand Herald and Otago Daily Times. »» The survey results filtered across the ditch, with a significant number of mentions in Australian media. The client was thrilled that the campaign had not only achieved its objectives in the New Zealand market, but successfully promoted Taylors in Australia too »» The survey results reinforced the quality of Australian wine, with respondents voting Australian made Shiraz and Cabernet Sauvignon superior to New Zealand varieties. This angle was identified in all media articles »» The campaign was effective in engaging with the existing Taylors database and attracting new members. The survey received more than 500 responses and 91% of respondents said they were willing to be contacted by Taylors in the future

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Newmarket Connection Southbound Switch (How to close the busiest stretch of Newmarket Connection SH1 STAY motorway in the country for 36 hours and get away with it) CLOSURE CHANGE SHORE 4-5 SEPT SIDE Extreme delays expected during southbound closure of Southern Motorway over Newmarket. Motorway to close at 5pm Saturday; new ON SUNDAY Southbound Newmarket Viaduct to open by Monday 5am SOUTHBOUND NZ Transport Agency - Gez Johns www.nzta.govt.nz/newmarketconnection Freephone 0508 CONNECT (266 6328) www.facebook.com/switchmyroute

NGA_DLMtEden_v3.indd 2 12/8/10 4:54:54 PM

Background Audiences Messages The minimum objective of the campaign was to reduce motorway travel demand by 30%. The Newmarket Viaduct is used daily by over 160,000 vehicles and serves as a critical link in The overall audience for the communications A powerful awareness campaign was built Weekly surveys to monitor awareness and Auckland's domestic and commercial transport network. campaign was almost immeasurably broad, as around the following key messages: likely travel plans were commissioned leading the closure would affect all Aucklanders and By replacing the viaduct in stages, the NZTA is able to address limitations in its vehicle »» 36 hour weekend closure of Southbound up to the closure, allowing the campaign to those visiting the city over the weekend. capacity and seismic resistance without regularly interrupting daytime traffic. However Southern Motorway to cause extreme be amended as appropriate. before the new southbound viaduct could be opened, a single daytime closure of up to 36 Objectives Nevertheless specific audience groups would delays throughout Auckland hours was required, which had the potential to bring the city to a grinding halt. The primary objectives of the be affected differently therefore these »» Don't drive unless essential Implementation groups were defined, along with their most A detour strategy had been drawn up to mitigate the congestion impacts of the closure. communications campaign were to: By taking a contemporary, multi-channel appropriate touch points and messaging. »» Consider taking the train Nevertheless, for this to be even partially effective, it was estimated that travel demand approach, the Switch campaign allowed the »» Create blanket awareness of the »» Stay informed: Facebook.com/ across the region would have to be suppressed by up to 30%. Key stakeholders (councils, organisations, NZTA to easily exceed its minimum objective motorway closure and its potential switchmyroute for travel advice and transport providers, emergency services etc.) of sufficiently reducing traffic across the In addition to persuading Aucklanders to leave the car at home over this period, the effects detour routes motorway network (see 'results' for details). communications campaign also had to pre-condition motorists to the subsequent »» Encourage sufficient Aucklanders Invited to initial briefing; consulted on how »» New southbound viaduct to open Furthermore, the way the campaign was changeover from old to new motorway bridges. not to drive over this period closure could affect them; asked to help spread message. immediately after closure: changed delivered gained the NZTA widespread »» Provide useful travel advice and motorway layout acclaim for its commitment to customer Preliminary Research alternative transport options Media Starting by simply creating awareness, the service and provision of information. Detailed traffic modelling was carried out to quantify the level of travel demand suppression »» Promote availability of information tone of these messages became ever more The total cost of the Switch communications required through the communications campaign. Extensively lobbied for positive coverage compelling as the campaign developed. »» Not grind Auckland to a halt by providing unique access and interesting campaign was $150,000. This incorporated: Potential 'influencers' were consulted on what information they would need to assist in the Meeting these objectives would allow angles. »» Consultation meetings with key campaign. These influencers included professional organisation heads, employers, road- the NZTA to achieve its organisational Planning user groups, councils, media, personalities, event organisers, sports clubs and churches stakeholders goal of enhancing its reputation for The campaign was strategically planned throughout the greater Auckland region. Weekend motorists »» Development of Switch brand, collateral customer service. to first gain widespread awareness of Advised not to drive through on-motorway and Facebook site To create sufficient 'buzz', the closure would be promoted as an event, as opposed to just the closure, then convert awareness into messaging and general advertising. more weekend roadworks. Therefore preliminary research also included looking at event understanding of how its potential effects »» Six week advertising campaign promotion worldwide. could be mitigated by public support. »» Promotion and staging of public bridge Weekend recreational groups To convey its significance, purpose and scale, walk Advised to expect delays / take alternate the closure was publicly promoted as an »» Pulse surveys routes / car pool through contact with group Auckland event, called Switch (specifically »» Contracting of extra staff leaders and general advertising. Southbound Switch), through a 6-week This figure was significantly less than had campaign. been budgeted for, as advertising was pulled Aucklanders Initially Switch was introduced as a sub-brand due to the results of the pulse surveys. Advised not to drive and to expect delays to the parent NZTA Newmarket Connection Advertising costs were $50,000 less than throughout region through multi-channel project branding. Once established had been mooted back in 2007, when the campaign. however,and the public made aware that this communications around such a large-scale was an NZTA initiative, the Switch sub-brand motorway closure were first costed. Savings Local community was given increasing dominance across all could be directly attributed to the successful media, providing a clear platform for the Advised to expect congestion through use of social media. compelling messaging needed to elicit public extensive letter drop and local advertising. Importantly the Switch campaign was support. Local businesses were consulted with directly developed with the future in mind. In 2012 and through the Newmarket Business Rather than rely on traditional NZTA a similar exercise will be required to relocate Association. communications channels, the Switch northbound traffic, so having successfully campaign also comprised viral emails, social established the Switch sub-brand, a media, billboards, street-posters, flyers, Northbound campaign can be run without off-beat radio advertising and online ads. incurring set-up costs. Central to the campaign was the specially set up Facebook page: Facebook.com/ switchmyroute.

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Problem Solving / Creativity During the closure, travel updates and Evaluation and Follow-up progress photographs were posted every The challenge of first reaching and then hour. These updates were also provided via The Southbound Switch definitely caught the Newmarket Connection convincing an Auckland-wide audience a Twitter feed on the project's website. The public's and media's attention, becoming an demanded an extremely imaginative use of social media allowed the NZTA to Auckland conversation piece. Newmarket Connection communications approach. advise the public directly, as well as through With over 30,000 visits, the viral Facebook While traditional advertising would underpin traditional media alerts, when the motorway Results campaign proved to be highly effective in would be reopening. The Facebook page the campaign, only by harnessing new The closure – the largest motorway reaching out to a wider audience: several registered over 30,000 unique visits, media channels could the NZTA effectively closure ever implemented in NZ – was enquiries came in from overseas as visitors had including 4,000 over the closure. communicate with wider audience groups, in managed without incident or public received advice about the Switch and wanted to an appropriate tone and language. While Facebook provided access to certain complaint. verify how they would be affected. new audiences, third-party endorsement The strategic development of the Switch The campaign allowed the NZTA to In the lead up to, during and after the closure, by carefully selected project ambassadors campaign allowed the closure advertising to well and truly surpass its primary media coverage was universally supportive. evolve from initial advice about roadworks to helped reach others. As part of the Coverage included articles in the NZ Herald, objective. Positive public and media SH1CHANGE campaign, Mikey Havoc broadcast his CLOSURE compelling event marketing. reaction to the campaign translated features on Campbell Live, Close Up and varied drive-time radio show on bfm "live from Initially promoted within the overall NZTA into an estimated 80% reduction news bulletins, and inclusion within a photo the bridge". This, alongside some quirky brand guidelines, the messaging was given in traffic numbers over the closure essay in Metro Magazine. advertising on the station, was particularly ever-increasing emphasis over the branding period (against an initial target of Use of the pulse surveys provided valuable 4-5 SEPT useful in helping to provide some context across billboards, street-posters, flyers and 30%). No congestion was reported feedback in terms of what touch-points for a younger generation that would likely advertising. Cut-through from the campaign anywhere throughout Auckland, were most effective and at what stage of the be more sceptical of the need to heed the was so successful that the last campaign ads leaving the roads clear for essential campaign. While the latest pre-closure survey warnings. actually featured no NZTA branding, only travel and vehicles entering and tallied with the 80% reduction in traffic, a direct key message (see brand evolution Information was also disseminated on the exiting the work site. it should be noted that the Christchurch project's behalf by organisations including within appendices). The NZTA's secondary objective of earthquake occurred on the same day. the Property Council of NZ, EMA, ADHB and The campaign was also the first time that enhancing its reputation was also Another great learning for the NZTA was that it's Auckland Airport. the NZTA had embraced social media. achieved, with the Agency universally the way it delivers on customer service, rather By primarily promoting the Facebook A public bridge walk gave Aucklanders the praised for the way in which it had than the way it promotes its logo, that drives page rather than the project's website, opportunity to inspect the new viaduct and managed its public relations. trust in the brand. see at first hand why the motorway had to information became more readily available »» The closure – and how to keep and shareable. The use of a Facebook be closed - and provided plenty of media exposure. Promoted under the same Switch updated – dominated the front URL automatically provided a kind of cool page of the Herald on the day endorsement, promoting an event all brand to generate positive connotations with the closure the following weekend, the event of the closure. The edition also Aucklanders could get involved in, rather featured a two-page guide to than more roadworks to begrudgingly suffer. was attended by over 15,000, and raised $12,000 for local charities. The Newmarket getting around Auckland and The Facebook site was initially promoted Business Association also reported that the a supportive "Editor's View". through a viral email sent to an Auckland- day of the walk registered as Newmarket's Citing the use of Facebook and wide database. The database included an best trading day of 2010, allowing the NZTA traditional advertising, it read: exhaustive list of weekend recreational clubs to offset the impact of the following week's "Surely, there can be few who are and churches. Contacted in advance by work on local businesses. unaware of what is to happen, project staff, their key contacts had agreed the potential pitfalls, and the to pass on information to members via email message that they should leave and standard announcements. The viral their cars at home where possible email also featured a video (YouTube linked) or keep trips very localised … explaining the reasons for the closure. What is absolutely certain is that the replacement viaduct will be of great benefit to all who use the Southern Motorway, the country's busiest stretch of roading." »» Behind the scenes, close liaison with key commercial road user groups, affected organisations and transport partners helped to achieve city-wide support. Links to the Facebook page appeared on the front page of the ADHB intranet and on the Vector Arena website, while strong partnership with ARTA also led to free train travel being provided over the closure period

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National Beekeepers Association - Be Good to Bees Because...

Four Winds Communications - Jessica Williams, Daniel Paul

Background Audiences Industry »» We will achieve more as an industry by New Zealand's beekeeping industry had a relatively low profile and needed to build key »» Sector stakeholders working co-operatively with MAF relationships in order to participate in agri-business policy agendas. It was at odds with MAF, »» Officials and policy advisors/makers its $5.1Bpa GDP contribution was unrecognised and its concerns about biosecurity were marginalised. »» Industry members Stakeholder / officials' Now in its second year, Bee Week has done much to address those issues for the beekeeping Objectives »» The public (who could act to preserve »» Bees – and therefore pollination - are bees' habitats). Predominantly women under threat industry. The 2010 event, in particular, was the catalyst for significant change in industry's The following objectives were with younger families who we judged profile, its relationships with officials and sector stakeholders and in terms of recognition for the determined: »» Your industry (officials - much of NZ industry as a major contributor to the country's GDP. most likely to respond to the 'Be good to agriculture) relies on us bees because …' message FWC provides secretariat and PR services to the NBA and 2010 is the second year FWC has 1 . Strategic Intent (business 3 . Output objectives: »» There are issues of mutual interest to All the key players within officialdom, run Bee Week. It was agreed this year's Bee Week would focus on addressing some of the outcomes): discuss »» All mainstream media to devote stakeholder groups and industry were profile, positioning and reputational issues facing the industry, in particular its relationships with »» Establish more productive working positive coverage to Bee Week identified. Previous research had identified »» Industry wants to work collaboratively to officials and sector stakeholders. relationships with politicians/ »» At least one key message should their attitudes and perceptions, and the find solutions Bees are crucial to our primary sector, with a role far beyond honey production. New Zealand's officials, especially MAF be prominent in each article (see issues the industry faced in dealing with dependence on horticulture and agriculture means we may be more dependent on pollination »» Be better placed to influence Messages) them. Strategy by bees than any other country. policy decisions affecting the »» At least 30 schools to receive visits Research indicated the public's knowledge The strategy was for industry to become But NZ's beekeeping industry had a low profile. Furthermore, it had a hostile relationship with industry, especially re biosecurity by beekeepers to educate students of bees was restricted to 'honey'. They didn't publicly proactive with stakeholders, and the Ministry of Agriculture. »» Have the industry's strategic and about the value of bees know bees were threatened and they didn't to undertake a structured and planned Compounding matters was the fact industry faces several significant biosecurity threats but know the strategic and economic value of economic value recognised by »» Colouring competition to generate programme of professional engagement. couldn't gain traction with officials on initiatives to manage them. bees to NZ. stakeholders in the agri-sector over 100 entries. Competitions to There were subtle differences per audience. To help address these issues, and to shift perceptions of the industry, the focus of Bee Week »» Generate widespread acceptance generate national media coverage 2010 was adjusted. As well as a public education/awareness tool, we decided to include and support for industry initiatives through local papers Messages The public strategy focused on advocacy, stakeholder engagement and political awareness components. The campaign was to: designed to protect NZ's bee »» Metropolitan/provincial »» The value of bees to NZ's economy and »» Positive, emotive messaging and imagery populations »» Highlight the real value of bees to NZ newspaper honey product basket to Kiwis' everyday lifestyle »» Engagement through using interactive giveaways to generate over 50 »» Outline the threats facing the industry 2 . Communications objectives: »» Biosecurity risks facing bees mechanisms (competitions, giveaways entries per publication »» Provide solutions that would involve all Kiwis »» What you can do to help etc) »» All relevant politicians/officials »» Providing calls to action ("you can make »» Help the industry to engage in a structured and collaborative fashion with key stakeholders accept and agree on the industry's »» Why, how the industry/stakeholder a difference") Bee Week involved: strategic and economic value, and relationships should be improved »» Carefully orchestrated engagement with influential stakeholders and officials act on that General Industry strategy »» A structured, sustained publicity programme »» Industry leaders change behaviours towards officials »» Bees cannot survive without human »» Outlining in stark terms the major »» A community relations programme targeting young families issues facing the industry and the risks »» MAF accepts the need for an help, and humans cannot survive »» Industry-focused communications designed to re-shape the public face of the industry members faced around these issues improved working relationship and without bees Bee Week ran from 26 – 30 July 2010. acts on that »» It's not just honey. Bee pollination is »» Articulating the gains to be made from worth $5bn annually improving relationships with officials/ »» Sector stakeholders (eg. Hort. NZ, stakeholders Preliminary Research Business NZ, Zespri) accept the »» NZ's food production relies on bees. If More than 2000 people from industry and other stakeholder groups were surveyed using industry on an 'equal footing' bees are threatened, what happens to Officials/sector stakeholders Survey Monkey for industry members and postal survey for others to inform planning around »» The general public knows key facts our agriculture? key audiences, key issues, perceptions and effective messaging. The results showed: about bees and their importance »» Effective biosecurity for bees is non- »» Demonstrating that industry recognises need for relationship change »» The public didn't know much about bees, but could be sympathetic, given reason (facts specified in messaging) and negotiable given their importance responds to industry's calls to »» Stressing industry will put its money »» Key stakeholders underestimated the importance of the industry to NZ's GDP »» You, (the public) can help protect bees action (calls to action) where its mouth is »» Biosecurity issues for this industry weren't high on various policy agendas Providing credible, analytical data on the »» Bees are the hardest workers in NZ. They »» Stakeholders/officials were wary of industry because of its 'maverick' approach economics of beekeeping. deserve a week of celebration!

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Planning »» Arranged meetings with selected Evaluation and Follow-up stakeholders to identify grounds for Industry had a vague sense there were productive collaboration. Briefings Quantifying the overall impact of Bee Week issues regarding perceptions among key provided valuable data on economic 2010 is difficult because it was about re- stakeholders. Unfortunately, those concerns impacts, and established the NBA on a positioning an industry, building effective and perceptions were anecdotal and more professional footing relationships with influencers and gaining certainly not quantified. As an extension of Bee Week, the FWC team Results widespread understanding of the value of bees. This meant industry couldn't set goals, developed a Memorandum of Understanding Bee Week gained coverage in all target its activities, or agree effective outlining how MAF and the NBA would work media, including 29 radio and TV However, the change in perceptions that communications initiatives. together. broadcasts. It included footage on led to industry's signing of a memorandum The planning for Bee Week therefore Ensured all communications with members TV1 6.00pm news – and presented a of understanding with MAF is a major concentrated on substantiating and defining (magazine, online, media, in-person) pertinent argument against Australian outcome. That, in turn, seeded the the issues through research. leading up to, during and post Bee Week honey imports. development of projects focused on enhanced biosecurity. Based on this intelligence, FWC proposed a stressed the value of improved relations with All key messages were used in the strategic organisational intent and process. stakeholders. media coverage. Acceptance into Business NZ (now on the This strategic framework was tested with cards) will greatly enhance industry's sphere Problem Solving / Creativity »» Our media-chef secured a cooking of influence. NBA Executive Council before a detailed segment on TV's Good Morning tactical work programme was conceived. Bee Week was about effective and strategic programme, while stressing the These outcomes show Bee Week was The focus of the work plan was eliciting the PR delivering tangible results which support calls to action that viewers could valuable in facilitating industry's re- desired attitudinal and behaviour changes. and facilitate clearly-defined business goals. take to protect bees positioning and relationship-building goals. The planning process factored in KPIs and The problem was two-fold: »» We received coverage on 12 That industry now receives unparalleled evaluation processes. internet sites and 65 newspaper media coverage shows its profile has risen, Re-positioning an entire industry that had a as does the fact the Greens just launched a 'difficult' reputation among stakeholders. mentions, including a full page SST Implementation article, which pushed industry's Save the Bees campaign. Enhanced profile Gaining cut-through for a low profile issue argument against Australian means, in this case, enhanced influence. »» Identified 10 national news angles that (bees) that didn't resonate with Kiwis. honey imports Industry's relationships with sector reflected core messaging to ensure After considering the nature of the »» This measure doesn't include stakeholders are improving, and the NBA is sustained publicity audiences, analysing the issues highlighted social media and blogs, trade steadily gaining traction with other parties »» Arranged for a trained media-chef to by the research and reflecting on the magazines and small community who are also involved in considering the present recipes cooked with honey on strategic intent, initiatives that might have newspapers, all of which we know government's proposed GIA biosecurity Good Morning TV been seen as frivolous or 'stuntlike' were devoted some space to the Week partnerships. »» Presented a 'sentinel beehive' to then discounted. »» The colouring competition Auckland Mayor, John Banks, to highlight In the case of engagement with generated nearly 200 entries (2x the importance of bees – and Auckland stakeholders/officials, proposed actions target) - to biosecurity. This drew media and were ones that would be taken seriously and stakeholder attention to economic value reinforce industry's professional standing. »» FWC developed a relationship and biosecurity issues Business NZ has since confirmed this was a with Buzzy Bee which wants to sponsor future Bee Weeks »» Had beekeepers visit 38 schools. Through very necessary approach. school children, messages were delivered Public engagement was achieved by a series »» Buzzy Bee will put the NBA logo to parents with young families of simple, effective inter-active initiatives. on certain product and donate a percentage of sales to the NBA for »» Arranged a colouring competition that They didn't need to be complex – they industry research ran in metro, provincial and community needed to encourage active engagement newspapers, and in schools nationwide from the target audience, and position bees »» NBA is in discussions with selected This helped to engage young families. as something to be protected. This was stakeholders re mutual biosecurity appropriate for women with young families. initiatives »» Developed a bee-oriented word game The effectiveness was highlighted by the for children. This was distributed to »» NBA is in talks with Business Nelson Mail saying it had never had such a schools nationwide, along with a NZ about becoming a member public response to a newspaper-generated backgrounder on bee facts (membership was discouraged prize draw. previously) »» Secured active support (prizes, give- aways) from the manufacturers of the »» NBA and MAF are signing a Buzzy Bee toy Memorandum of Understanding »» Created "Be good to bees because ..." »» Several unprecedented joint posters to highlight the importance venture projects are now under of bees and to provide tips on how to discussion between industry and protect bees. Posters were displayed MAF throughout NZ »» As an extension to Bee Week, the Greens launched a national 'Save the Bees' campaign

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Ruahine Kindergartens - Operation Communication

Blacksheepdesign - Ally Koehler

Background Audiences Roa. Policy influencers became increasingly Implementation important following cuts to government Ruahine Kindergartens (RK) is a not for profit association operating 25 kindergartens RK's primary audience is parents/caregivers funding revealed in the 2010 budget. throughout the Manawatu, Rangitikei, Pahiatua and Foxton. It provides accessible, and wha ¯ nau of young children – either Website affordable, quality early childhood education (ECE) supported by 100 percent qualified already attending kindergarten or nearing Messages BSD designed a new, on-brand website: teachers. It reflects community needs, follows children's interests and links with the kindergarten age. www.ruakind.org.nz. All kindergartens have Te Wha ¯ riki ECE curriculum to provide children with the best possible start. Objectives Different kindergarten communities have 1. All Ruahine Kindergartens teachers are their own pages on this site. These pages Having recently rebranded, RK wanted to increase communications efforts. They wanted different needs. One teacher working in 100% trained and qualified, undertaking contain photos of teaching teams or unique people to know who they were, what they did and what they stood for, but as a not for Organisational objectives a Pahiatua Kindergarten who had worked a minimum 25 hours professional kindergarten features to help alleviate fears development per year parents may have when making contact or profit they were seeking big ideas on a low budget. RK believes innovative learning in an inner-city Auckland kindergarten 2. Ruahine Kindergartens are not for profit visiting a kindergarten for the first time. Prior to Blacksheepdesign's (BSD) involvement, teachers/individual kindergarten committees provides children with the best summed it up by saying: "When I asked and reflect the needs of the communities took responsibility for any public relations activities. This drew teachers' attention away from possible start. As an association RK children in Auckland where milk came from Consistent design anchors these pages in which they operate core teaching activities and many media opportunities were overlooked. seeks to: they knew it came from the supermarket, and positions each kindergarten as part of when I asked children in Pahiatua where milk 3. Ruahine Kindergartens' programmes are the wider association. The way in which RK had a website, but design and tone varied greatly from page to page. Liaison with 1. Provide accessible, affordable, came from they knew it came from a cow". led by children's interests and guided by each centre reflects the individual needs of teachers revealed much of the information was out of date. A new, on-brand website was high quality early childhood Differences in values, socioeconomic status New Zealand's Te Wha ¯ riki early childhood its community is communicated through required to counter brand confusion. education supported by 100% and communication preferences needed curriculum kindergarten profiles, regularly updated qualified teachers. Kindergartens felt and appeared disconnected from one another. Informal surveying to be considered in selecting appropriate news stories and photography. All content is revealed many parents were unaware of connections to a wider kindergarten association. 2. Look for new, challenging and media channels – making information easily Strategy managed by BSD in partnership with teachers Strengthening and communicating links between kindergartens would be important in innovative ways to meet the accessible to all parents. and association staff to maintain the integrity positioning RK as leaders in ECE. BSD developed an integrated communications needs of young children and their Kindergartens rely on fundraising and support of the site. strategy which involved: RK contracted BSD to provide 10 hours worth of media services per week for six months. families. from local communities to supplement This involved developing and implementing an integrated communications plan. BSD's government funding. Kindergarten »» Developing and maintaining relationships Supporting public relations Newsletter contract was reviewed by the board in August 2010 and extended for a further 12 months. communities encompass people living nearby, with key media contacts and establishing objectives Association newsletter, Up with the Play, local business owners, children's extended RK as a valuable source of media is written, designed and printed twice per families and any other parties with an interest information Preliminary Research 1. To generate regular positive media term to communicate the innovative learning in the wellbeing of our region's children. BSD posed questions about the association's target audiences and organisational objectives; coverage across a mix of targeted »» Developing guidelines for consistent taking place at Ruahine Kindergartens. Every looked at other kindergarten and ECE websites; visited all 25 kindergartens to talk to local and regional media. Media support would provide valuable brand application across all marketing kindergarten receives copies to distribute to teaching teams about their observations, challenges and requirements; and conversed with 2. To position RK as leaders in low-cost opportunities for communication. and communications material parents and members of their kindergarten parents in an informal capacity. the field of high quality early Target media outlets included the Manawatu »» Developing an engaging, on-brand community. Copies are posted to a database childhood education. Standard, Rangitikei Mail, Feilding Herald, website to tie all communications of MPs, MoE reps, NZKI and NZEI staff, The Tribune, The Manawatu Guardian, 3. To strengthen links with parents initiatives together, disseminate business associates and other RK contacts. The District Monitor, The New Lintonian, and the wider community information, and increase accessibility for The newsletter is also emailed to media Ashhurst's Village Voice, The Wanganui through open, honest and regular parents, wha ¯ nau, media and the wider contacts, uploaded to the RK website and Chronicle, The Bush Telegraph, The communication. community available to view on the Manawatu Standard Horowhenua Chronicle, The Education »» Designing and writing a regular website. 4. To provide opportunities for Gazette and scoop.co.nz. teachers to contribute to association newsletter communicating All stories are child-focused and written Many teachers felt disconnected from the communications initiatives, RK's stories and demonstrating how by BSD's communications advisor. Icons association and were apprehensive about providing a sense of ownership the Te Wha ¯ riki curriculum permeates developed by BSD accompany each story. media activities. It was essential to involve without detracting from core kindergarten activities These icons communicate links between teachers in the communications process and teaching activities. »» Establishing regular communication kindergarten activities and the Te Wha ¯ riki provide them with a sense of ownership with teaching teams, developing media curriculum. without burdening them with extra work. guidelines and providing opportunities Other audiences included umbrella for each centre to showcase innovative Corporate Standards Manual organisation New Zealand Kindergartens Inc, learning BSD developed brand guidelines and members of the RK Governance Board, local »» Print advertising as necessary to help raise templates to ensure consistent brand MPs, local council, central government, the brand awareness application across all communications MoE and teachers' association NZEI Te Riu material.

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Media Relations Evaluation and Follow-up BSD identified and established Evaluation is ongoing. Parents, teachers relationships with key media contacts. and wha ¯ nau are frequently engaged These relationships are fostered and in informal conversation about maintained through regular media liaison communications initiatives. As a result, and newsworthy media releases. Media newsletters are now sent to print one are invited to kindergarten events and the Results week earlier than the original timeline and general manager is available for comments RK now averages 4.5 positive branded session times have been included on the and interviews. news stories per month and is considered List of Centres page online. a valuable source of media information. Advertising Coverage has been spread across a Target publications are monitored to determine the success of media relations. BSD developed a series of four adverts to number of local, regional and national publications, and included a two-page RK has achieved over 53 positive media run in newspapers throughout Manawatu, articles since March 2010. Rangitikei, Pahiatua and Foxton between article in the Education Gazette. December 2010 and February 2011. These »» The website received 985 views in BSD introduced analytics to monitor web targeted parents considering ECE options, March 2011, up 273 on May 2010. traffic. The RK site consistently attracts clearly communicated RK's values and This site was launched April 2010 and high volumes of new and returning positioned the association as leaders in consistently attracts high volumes of visitors. The List of Centres, Find a ECE. new and returning visitors Kindergarten Near You, About Us and News pages are most popular and visitors »» Teachers who were initially wary spend an average 3.47 minutes browsing Photography or negative about communications the site. A library of professional photography has initiatives are now being proactive been developed for use on the website in contacting BSD's communications and in printed material. advisor with potential stories »» Each issue of Up with the Play features Social media on the Manawatu Standard website. Facebook is the next step in an ongoing This newsletter has received praise communications programme. This from the MoE for the way in which will further strengthen community it incorporates strands of Te Wha ¯ riki connections. and consults with the community to establish explicit links between everyday kindergarten life and Problem Solving / curriculum delivery Creativity »» Developed Te Wha ¯ riki icons for Up with the Play to visually communicate connections between kindergarten activities and learning, making the curriculum more accessible »» Included an "Address Search" function on the website allowing users to input their address and find the three closest kindergartens »» Took the mobile kindergarten van to Taihape when John Key was in town to show him the value of kindergarten following cuts to ECE funding. This also assisted in drawing media attention to funding issues »» Developed photo library to mitigate privacy issues around photographing children. These images are used as fillers in newsletters and online

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Celebrating World Blood Donor Day in New Zealand – 2007 to 2010

Network PR - Megan Green

Background Audiences A series of consistent messages developed »» 2009 – 'It Takes All Types': Highlight the for WBDD support this: need for anyone that can donate to do World Blood Donor Day is celebrated across New Zealand on 14 June each year to thank »» If you are eligible to donate, we need so thousands of volunteer blood donors for their life-saving contribution. For the New Zealand Internal you »» 2010 – 'New Blood for Life': Reach out Blood Service, it also serves as a critical annual campaign to highlight the constant need for NZBS employs 500+ staff across 11 »» This year, more than 42,000 people will to Gen-Y Kiwis to become donors in more donors. regional donor centres, with key team need blood or blood products to help light of a dwindling database, eventual Network PR has formulated and implemented the international campaign here since 2007, Objectives members critical to the roll-out of the save their life impact of the aging population and helping grow its success with high volumes of quality media coverage and strong responses WBDD is undertaken to help the NZBS WBDD programme. As many hold clinical an unprecedented drop in first-time »» We need to collect 147,000 whole blood from new donors year on year. Most recently in 2010, the entirely PR-driven campaign achieve its goals to: management roles, promotional activities donors. The dual meaning also enabled elicited an unprecedented public response and generated record breaking media results. are difficult to fit in and experience varies. units each year – that's 3,000 donations messaging about long-term commitment »» Build awareness and a week to blood donation The New Zealand Blood Service (NZBS) depends on a steady stream of both new and understanding of the importance committed blood donors to supply life-saving blood and blood products to our health Donors & potential donors »» The database of current donors is Another core strategy has been to play of voluntary blood donation decreasing by 1,000 a year, and the services. While the demand for supplies increases, the NZBS is fighting an annual churn of The broadest audience group is any person to the strengths of Network PR and »» Recruit and retain blood donors number of first-time donors has dropped approximately 20,000 donors, an overall decline of around 1,000 active donors each year aged 16-61, as they may be eligible to regional donor centre staff by managing to meet demand and ensure a 18%. We must reverse these trends now and a downward trend in the number of new donors. donate or could increase their donations. media relations in two strands. Network sustainable base of donors for the To build the most sustainable donor base, »» Less that 4% of New Zealanders PR coordinates the national approach Needing to reach out to new donors and re-engage with those that have lost touch, the NZBS future adopted the world-wide awareness campaign, World Blood Donor Day (WBDD), in 2004. and with a more intimate understanding of currently donate blood. More donors and manages media relations with major »» Recognise and thank existing ensure we can always meet the needs of outlets, while regional staff are supported Since 2007, Network PR has worked alongside the NZBS to develop and evolve the entirely donors, this group is targeted depending on donors for their contribution our health services in sourcing and creating local content and PR-driven campaign over four years and counting. Creating a platform that will help achieve current behaviours and potential to donate. While specific targets vary each year make approaches to their regional outlets. NZBS's long-term goals and annual objectives, and be sustainable for years to come, is top of E.g. Non-donors are likely grappling with »» There is no alternative for patients in (i.e. number and type of media items, mind. We must replay core messages in a new and engaging way to excite both media and known barriers to donation, such as lack of need of blood or blood products – blood and percentage increases in calls and potential donors. awareness, not knowing how, and general donors save lives. Every blood donation Implementation web visits), the core objectives of anxieties; lapsed/infrequent donors are more can help save up to three lives Supporting NZBS staff: WBDD are to: easily engaged and hold great potential for »» Visit www.nzblood.co.nz or phone 0800 Preliminary Research »» Early engagement on theme and »» Generate a high volume of NZBS; existing donors are great advocates GIVEBLOOD to find out more about campaign plan through face-to-face and Research played a significant role in establishing the initial approach and continues to be a national and regional media and influencers. becoming a blood donor and to make an written briefings focus each year. coverage across print, radio, appointment »» Equipping staff with guidance on As an essential health service, the inner workings of the NZBS are complex and carefully television and online, which Media »» Thank-you to all blood donors for your managing events and driving local media managed to ensure the safety and wellbeing of donors/recipients, and maintain optimal features key messaging and Targeting a diverse range of media outlets live-saving contribution supplies. At inception, Network PR undertook detailed research, including staff interviews, triggers potential donors to act underpins the programme, working relations with a 'how to' guide and one- on-one support facility tours and reviews of existing literature to understand the organisation's structure and »» Achieve a marked increase to maximise the reach and impact of Strategy core functions, protocols and issues. This also enabled us to grasp and simplify the jargon in the number of enquiries, messaging. Media targets include national »» Development of template tools within typical of the health profession. appointments and registrations and regional print, radio and television, To create and maintain a sustainable WBDD a campaign information kit, including In principle, a large number of New Zealanders are potential blood donors, so it was to 0800 GIVEBLOOD and www. including news and entertainment, online campaign that will deliver equal or better media contact databases and logs, diary necessary to segment audiences and gain greater insight into current behaviours and nzblood.co.nz in response to the media, and niche media such as women's, results, the strategy has been to develop a notes, backgrounders, media releases, motivations. Such research included: campaign ethnic and specialist health. A thorough list strong theme to support audience targeting, fact sheets and pitch points and matrix of story options is developed as messaging and unique media approaches »» Independent online and focus group research to learn more about what motivates »» Ongoing support and mentoring, with part of the planning processes. each year. donors and barriers to donation (2007, 2008) follow-ups through the campaign Theme-based strategies have included: Within the two-pronged media approach, »» Review of current and comparative donor statistics by age, sex, region and donor status/ Messages opportunities are developed through: behaviour (Annual) »» 2007 – 'Safe Blood for Safe Theme-specific messages are developed Motherhood': Highlight the importance »» Sourcing compelling real life donor and »» Review of NZBS' regular market research to identify issues, trends and opportunities of donated blood in saving the lives of (Annual) each year to convey points relevant to the recipient stories for local and national strategy (e.g. importance of donated blood mums and babies media coverage via NZBS staff and »» Review of public reaction and media response to the previous WBDD campaign (Annual) for treating mothers and babies, why all »» 2008 – 'Many Happy Returns': liaison with Patient Advocacy Groups »» Review of international WBDD activities (Annual) blood types are needed, why more young Encourage lapsed donors to come back (e.g. Leukemia and Blood Foundation) Research influenced theme and messaging decisions, and also provided the basis for fresh donors are needed). and infrequent donors to donate more approaches to media angles. regularly

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»» Engaging and leveraging high profile Evaluation and Follow-up donors or recipients for media and events »» Developing varied angles relevant to As an annual campaign the evaluation and theme for specific media outlets and follow-up process is invaluable to identify arranging unique opportunities such as on future opportunities. air blood donations Results Network PR undertakes a detailed review »» Identifying, briefing and leveraging expert of all outcomes, including: spokespeople Network PR and the NZBS team have »» Media coverage review – number of »» Developing a 'hard news' angle and grown the success of WBDD every year, items, value (measurement against carefully managing its release to drive meeting and often exceeding objectives 2006 benchmark only), key messaging a second wave of coverage on the day set at the beginning of each campaign. inclusion and accuracy, quality/ (often sourced through previous research) authority of outlet and positioning Media coverage: »» Public response analysis of phone Problem Solving / Creativity »» The amount and quality of media calls, website visits and texts to the coverage has been consistent, with NZBS. This drills down to the types of The international WBDD theme is set to suit around 100 items of coverage across calls and queries made, the length of global needs and with varied objectives in all outlets achieved annually, and with time they engaged with the NZBS, and mind, so often these themes are challenging 2010's campaign setting a new record their ultimate action or behavior to apply in NZ. Network PR must call on with 137 items generated, including detailed knowledge of the NZBS, make new All results are measured against 52 on the day insights into donor behaviour, and consider comparable daily, weekly and annual time the wider environment to develop successful »» Coverage includes a strong mix of periods and, most importantly, against theme and messaging platforms. high profile media such as TVNZ/ previously set objectives. TV3 News, Breakfast, Good Morning, The WBDD programme also presents a range Network PR also undertakes an internal Campbell Live, NZ Herald, leading of issues which we have always successfully debrief; recording opportunities for next magazines and radio news and managed and mitigated. year, and seeks feedback on performance entertainment stations. High profile from NZBS staff via survey. Network PR must carefully craft wording, coverage is also well-balanced by messaging and angles to communicate the All information is collated and shared as a relevant and impactful local coverage detailed evaluation report which captures need for more donors, without perpetuating in regions and communities around the perception of a crisis situation which the tangible and intangible measurements the country. Key message inclusion from the campaign. would be detrimental to the NZBS' reputation is also measured, averaging at 80% and put future crisis response at risk. of coverage communicating desired Finally, NZBS staff, ambassadors, and These aspects are also managed to ensure messaging and calls to action those that participated in media are the right call to action is issued. Donors must sincerely thanked. be encouraged to contact the NZBS to make Target audience response: an appointment, not turn up to donate on »» Public response to the campaign the day. The latter has an extreme negative is measured through calls to the impact on resourcing in regional centres and 0800 GIVEBLOOD line, visits to the is unhelpful as blood has a shelf life of just 35 website, and indicative increases in days. appointments and new registered Issues around donor eligibility and blood donors. All measurements continue to safety are also prepared for and monitored improve year-on-year, with increases closely. A significant portion of the public are of 50% to 150% on the comparable not allowed to donate due to their health or daily and weekly time periods either risk of exposure to disease based on where side of WBDD they have lived, their sexual behaviours, and »» In 2010 for example, more than 1220 even recent dental works, surgery, tattoo or people phoned the NZBS during body piercings. Network PR must prepare and the week of WBDD, and more than support spokespeople in clarifying deferral 300 made an appointment. Web criteria and managing backlash. traffic also broke previous records, Resourcing and budget constraints are always with more than double the norm of a consideration with major campaigns, unique visitors at 4169 during the and this is even more so for not-for profit week of WBDD. These visitors also organisations. Network PR works strategically viewed more pages, stayed on the site to achieve the best results possible within the longer than the norm and 450 made budget of $40,000. Examples include the two appointments pronged media approach, delegating to NZBS staff to manage and drive regional media. (Network PR also donates a third of time as pro-bono).

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Getting on the Juice for a Good Cause FebFast 2011

New Zealand Drug Foundation - Ross Bell

Background Audiences »» FebFast is a fun event, and we'll provide Planning tips and advice on healthy living and New Zealanders were encouraged to go alcohol-free in February 2011 for the sake of their Adults who drink alcohol, either occasionally tasty alternatives to alcoholic drinks Planning focused on ensuring we reached waistlines, wallets and livers. Nearly 900 people signed up to take part in the New Zealand or often, were the primary audience, as »» FebFast has already been very successful key audiences, using the following tasks: Drug Foundation's first ever FebFast fundraiser and more than $107,714 has been raised for research shows that 85 percent of adult in Australia and it has the support of a »» Identifying, approaching and confirming youth charities in Auckland, Wellington, Christchurch and Dunedin. New Zealanders consume alcohol each year. number of high profile celebrities in New a small set of high profile celebrity To reach that primary audience, a number The campaign created a significant public presence around alcohol issues as well as giving Objectives Zealand ambassadors for the campaign. Ideas of secondary audiences were targeted with cash-strapped community organisations a helping hand. about suitable people were generated The overall objectives a view to getting them actively engaged in The idea of FebFast began in Australia in 2008 and quickly proved popular, with thousands Strategy within the campaign team and these FebFast. These included: people were approached to see if they of people taking part each year to raise money for youth and drug services. Like Australia, »» raise awareness of the role alcohol A communications plan was developed »» celebrity ambassadors – identifying would be interested. Some ambassadors New Zealand experiences significant social problems related to alcohol use and in 2010 the plays in everyday life in New to provide direction for campaign people with an established media were willing to do extensive media New Zealand Drug Foundation decided to organise its own FebFast event for February 2011. Zealand activities. This described tasks, channels, 'brand' to help to give FebFast a interviews while others preferred to lend The idea was simple: give your body and wallet a break after the Christmas festive season, milestones, and leads, and evolved as the »» create discussion about alcohol strong public presence (performers, their name to the event but were less and raise money for charities working with young people on alcohol and drug-related issues. issue through a variety of channels campaign developed momentum and new Participants were asked to give up alcohol for the month of February and raise money via sportspeople, media people, politicians) available to the media. Ambassadors »» raise money to support treatment opportunities opened up to the organisers. online donations and sponsorships. People chose whether to take part as individuals or »» aligned non-government organisations included chef Jo Seagar, Christchurch services for young people with The communications plan focused on the form teams made up of families, friends, work colleagues and so on. Celebrity ambassadors (NGOs) – approaching other Mayor Bob Parker, actor Pinky Agnew, alcohol and drug problems following key activities: helped to promote the event. organisations and agencies that have an Maori singer Maisey Rika, radio hosts »» Conducting research to inform the Jay-Jay Feeney, Dominic Harvey, and The challenge for the Drug Foundation was to create a 'buzz' about a completely new event public relations objectives interest, directly or indirectly, in alcohol or drug-related issues campaign. Research New Zealand Polly Gillespie, TV3 journalists Mike in this country and to encourage people to participate and to talk about alcohol issues McRoberts and Paula Penfold, social »» achieve significant unpaid media »» businesses – targeting large corporate surveyed the public at the start of the publicly – and to do this in an environment already saturated with fundraising initiatives. A media journalist Greer McDonald, and coverage with the aim of 500 organisations as potential sources of campaign, to gauge attitudes about public relations company was hired to help the Drug Foundation achieve this. two teams of Labour and National people taking part in FebFast and sponsorship funding or for promotion to drinking in relation to other pleasurable politicians led by Iain Lees-Galloway and $50,000 raised for charities staff within the organisation activities. The information gained Preliminary Research Jackie Blue »» create interest in the event so from this survey was used in FebFast's The organisers of Australia's annual FebFast event have conducted research each year that people would sign up for FebFast Messages newsletters, media coverage and on the »» Promoting FebFast to a wide range of the campaign has run. This has focused on surveys of participants and the fundraising or make donations online via website corporate, NGO, health sector and event The campaign's key messages were designed recipients to understand their experience of FebFast. www.febfast.org.nz »» Ensuring the FebFast website (www. organisations. A list of target businesses to encourage members of the public to take and organisations was prepared and In New Zealand, 500 members of the public were surveyed about attitudes to drinking febfast.org.nz) was active, accessible and »» promote the event in the absence part in FebFast, and included: these were approached before the alcohol by Research New Zealand. They were asked whether they would be willing to give up relevant. The site was updated regularly of paid advertising campaign began to see if they would alcohol for a month and how important drinking was to them in relation to other activities »» FebFast is not about giving up drinking with newsletters, media releases, »» achieve strong media coverage of support FebFast. The type of support they enjoyed, such as sex, sleep, time with their friends or using the internet. forever. It's about giving your wallets ambassador information, fundraising alcohol-related key messages from and bodies a break after the festive updates, and information about sought was open – it might include, According to the poll, 73 percent of people would consider giving up alcohol for more than ambassadors to season and raising money to support participants for example, posting a link on their a month. Men and women had different attitudes to things they would be prepared to give intranets or websites to take viewers to »» heighten interest in FebFast young people with alcohol or drug- »» Providing suitable collateral (posters and up in order to keep drinking, and there were also differences between younger people (aged the FebFast website, or it might involve generally related issues factsheets) to support the campaign. 15 to 34) and those aged over 55. donating money, publicly endorsing »» give the event additional »» It's an opportunity to 'press pause' on This was done via the FebFast website These survey findings were very valuable for the Drug Foundation, as they indicated that the event, or creating a staff team to credibility and interest our busy lives and to create a clear space – people could print off posters and members of the public would, in fact, be willing to 'have a go' at giving up alcohol for a participate »» stimulate public discussion of to plan for a more balanced year ahead, factsheets for use in their workplaces, month. They also provided the Foundation with another opportunity to bring alcohol issues »» Media – generating media interest alcohol issues which might include reflecting on how sports clubs, etc. to the public's attention via media coverage of the survey findings. and coverage before FebFast started much or how often we drink »» Ensuring appropriate spokespeople in order to maximise the opportunities »» Taking part in FebFast is easy, and if and key messages were available. This for people to sign up as participants. you have something special coming up was built into the planning and was Media coverage was significant and that you would like to drink at, you can maintained throughout the campaign to targeted throughout the campaign, with purchase a 'timeout', thereby getting the ensure that opportunities to comment FebFast achieving a presence across all best of both worlds publicly were not lost forms of print and broadcast media – mainstream and specialist magazines and newspapers, national and regional

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television, public and private radio Problem Solving / Creativity (including iwi stations), websites and Evaluation and Follow-up social media (Twitter and Facebook) A major challenge for FebFast involved The idea of giving up alcohol for a month provided to be both innovative convincing celebrities to lend their names »» Regular communications with and simple for most participants, and yet sufficiently challenging to have and support to an event they had never participants and ambassadors. This provided personal benefits for those taking part. Post-FebFast research heard of. This required persistence and being was achieved through newsletters and carried out online by the Drug Foundation (a survey of participants) able to provide good quality information emails, as well as the use of social media Results found that they enjoyed taking part in FebFast. People were engaged in about the event for people to read, discuss (Facebook and Twitter) the campaign – instead of dropping money into a fundraising bucket, and think about. As the event developed »» FebFast achieved its objectives of Working with recipient organisations to they were able to achieve something that mattered to them personally momentum and its public profile grew, more raising awareness about alcohol keep them connected with the campaign. while also raising money for charity. This combination proved very and more ambassadors came on board. issues, creating discussion, raising Opportunities for media coverage were successful. These ambassadors were integral to the money for youth charities, and provided and each recipient organisation campaign, as they were without exception achieving significant media was highlighted in the weekly electronic passionate about helping young people coverage newsletters to FebFast participants. affected by alcohol or drug issues, and they »» A total of 872 people took Implementation wanted to make a difference. part in FebFast and $107,714 Another issue requiring creative thinking wasraised in online donations FebFast began on 1 February 2011 and involved the development of key messages and sponsorships. If New Zealand ended on 28 February 2011 – but the which positioned FebFast appropriately. The follows Australia's example, campaign's actual start was earlier and Drug Foundation did not want the event then FebFast can reasonably donations were collected through to the end to be viewed as anti-drinking but rather as be expected to grow in terms of March. something good that people could do for of participant numbers and fundraising dollars over the next The campaign began in December 2010 their bodies (have a break) as well as the few years, as the work carried out with an initial round of media coverage and very Kiwi characteristic of giving someone in 2011 has set a good foundation approaches to key stakeholder organisations, else (in this case, some worthwhile charities) as well as preparations to ensure the website a helping hand. The public discussions and and support structures were in place. FebFast results suggest that the messages were pitched correctly. The public campaign began in earnest early in January 2011. The communications activity focused on achieving three things during January: »» securing ambassadors »» getting mainstream media coverage »» approaching a wide set of organisations for support Towards the end of January, media releases and updates were sent out almost daily, and a continuous stream of media interviews were being arranged for FebFast ambassadors (NZ Woman's Weekly, Australian Women's Weekly, NZ Herald, TVNZ's Breakfast programme, TV3 News, Maori TV, iwi radio stations, Radio New Zealand, etc). The focus in February, once FebFast had begun, was on maintaining media presence and ensuring regular communication with participants and ambassadors.

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Hairini Link Advanced Works

NZ Transport Agency - PhiliPpa Ross-James

Background Audiences Messages In related media statements in the months leading up to the closure, we mentioned Hairini Link Advanced Works project included upgrading a major cross-city intersection in The communications strategy identified Messaging centred on persuading people the work and how it was part of a wider Tauranga City. During January 2011 the local road which crosses the highway was closed more than 200 people and organisations in to change their route, motivating their project. We wanted to put it in context and and traffic on the highway was reduced to one lane in each direction for nine days while the six stakeholder categories. It analysed which cooperation by explaining that the closure tell people about it in advance so it wasn't a existing road pavement was removed and completely reconstructed. The communications communication channels would be suitable reduced construction time from 30 days to surprise. challenge was to persuade 37,000 of the 47,000 daily users of the intersection to use detour Objectives for each stakeholder group and what nine. The NZTA and Tauranga City Council co- routes during construction. issues were, if any, were particular to any Pre-closure messages covered: sponsored four bus routes that travelled State Highway 2 Hairini Link Advanced Works was a road construction project designed to business objectives stakeholders eg, maintaining access to their »» the benefits the project would bring through the intersection for two weeks, improve safety and reduce congestion at a major city intersection. Approximately 47,000 homes was important for local residents. making the trips free for patrons. This was »» upgrade intersection, and to (reduced congestion and improved vehicles travel through the intersection each day. »» Road users - regular commuters and intended to reduce the number of vehicles »» reduce the number of vehicles safety for all road users) Several construction programming options were considered before deciding to close the visitors on the road and help people get around through the intersection during »» the closure allowed construction to be local road (Fraser Street) which crosses the highway and restrict the highway traffic to one with less stress during construction. the closure to approximately »» The primary audience was made fast-tracked lane in each direction during construction. This reduced the length of construction from 30 up of people who routinely use 10,000 vehicles per day »» detail about the detour routes days to nine by providing space to manoeuvre machinery without working around several this route to commute to the CBD Planning lanes of traffic. »» reminders about free buses communications objectives or shopping centre and who we We planned to use a variety of channels Closing the road meant the remaining open lane could cope with 10,000 vehicles per day. wanted to persuade to change »» work is weather-dependent. If we get – some we could control (newsletters, The communications challenge was to persuade road users to reduce the daily trips through »» persuade road users, especially behaviour substantial heavy rain, we may have to locals, to use an alternative route advertising, flyers, website, signage, the intersection by 37,000 during construction. »» There is a high number of visitors stop work and continue when conditions meetings, letters, visits, presentations etc) as »» encourage people to accept the to the region during the project in allowed well as the media. On-road electronic signs Preliminary Research short term pain for the long term early January and this group were During the closure, messages covered: were used to inform road users (especially gain (ie, build a picture of how harder to reach as they could not be »» regular progress updates via the media, visitors) about the closure and detours. Traffic surveys carried out one year before construction provided data to determine the the upgraded intersection would informed in advance optimum time for the closure. In the months before the closure, meetings were held with improve on the current situation) especially about the layering of the road We worked with local partners to test key stakeholders to determine the effects of the proposed plan and identify any mitigation »» Residents - near the intersection and on pavement (eg today the third of five messaging, and in accordance with the »» minimise negative comments from measures we should consider. detour routes layers was put down. Its role is to….) NZTA's protocols, all communications road users and local residents and when an extension of the closure materials were peer reviewed by technical One issue we discovered was with the nearby Fraser Cove retail shopping centre. They told »» Local business owners about the disruption looked likely (rain was forecast and we experts and communications colleagues us the proposed date coincided with the year's busiest trading weekend for them. They were »» Emergency services - Fire, Ambulance, »» enhance the NZTA's reputation had plans in place to extend the closure before being used. not happy we were going to divert traffic away from the main road people used to access Police by being proactive and, where which, in the end, we did not have to their complex. They were also worried people would shy away from the area completely necessary, by responding quickly »» Transport operators- bus companies, do) rather than use the detours. We agreed to mitigate this by changing the start date of Implementation to any issues trucking firms, couriers construction to mid-week rather than a weekend, by sponsoring advertising for them in a »» highlighting unique and interesting »» Needed advanced warning to Approximately $16,000 was spent on local paper so retailers could place special offers to attract customers and by providing flyers processes used on the project (new reroute their vehicles during the newspaper, radio and website advertising explaining the detour that would be given to customers before the closure. techniques, machinery etc) closure with an extra $500 to print the flyers. »» envisaging the final result This was about 0.3% of the project's »» Local government - Regional Road construction budget. Transport Committee, Councillors, Strategy Council officials On the first day of construction, the project manager noted the whole area was »» Important partners who initially The strategy involved meeting with affected deserted. He took this as a clear sign that needed to be persuaded and stakeholders before making the final our audiences had got the message and that reassured of the approach, then decision on timing, showing the agency to our communications had been successful. became allies in presenting a united be sensitive to peoples' concerns and willing front and message to the public. to respond to issues. During construction, we tried to get A City Councillor with a regular We worked closely with Tauranga City audiences interested in the process and tied newspaper column expressed Council and the Bay of Plenty Regional into the progress being made. We actively support for the plan and reminded Council to present a united front. Tauranga engaged local media by hosting journalists readers how the construction City Council allowed us to use their weekly on site early in the programme to gain their programme was reduced by the 'City Views' page in a local free paper. interest, then visited the site almost daily closure taking photos. Media updates looked at

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progress, the role of each of the five layers Evaluation of the road pavement and on unique and new processes (eg, 'It's foam Jim', but not Due to the campaign's intensity and as we know it – title of a Sunlive article 15 the range of channels employed in its Jan about the foam bitumen train which execution, the NZTA commissioned Key lays the third, structural layer of the road Research to evaluate its effectiveness and pavement). Results to determine the best channels for future campaigns. On the first day of construction, the Problem Solving / project manager noted the whole area The researcher conducted 300 telephone Creativity was deserted. During the closure, there interviews across Tauranga. People were were no significant hold ups and very asked about: The wide range of channels employed few complaints were received (only from »» their awareness of the campaign in implementing the communications local residents whose driveways were »» what they could specifically recall from programme provided a good basis to temporarily blocked). Traffic numbers the campaign reach a large number of people. were manageable to the extent the work The flyer was developed to address was completed on time. »» if the campaign impacted their behaviour a specific concern raised by the local The project enhanced the NZTA's shopping centre that their customers reputation by: would avoid the area rather than use the Reaserch Results »» delivering reduced travel time detours. They reasoned that if people »» 70% of people recalled seeing or (reductions of 1.5 to 3 minutes in peak knew of the detours before the closure, hearing about the closure they would be more comfortable travelling times) »» 'Road closed' was the most frequent across town to the centre, rather than »» being responsive to stakeholders: unprompted term they recalled rely on being directed along an unfamiliar Marie Mischewski, Centre Manager at route when they got nearby. Fraser Cove said: "Before and during »» Electronic road signs were reported Approximately 15 shops were given over the works we were constantly kept in to be the most effective source 750 flyers and shopkeepers reported a touch with and any comments that we of information, followed by radio advertisements, newspaper good level of interest. Seven percent of made were taken on board and acted FRASER ST BETWEEN 14TH AND 16TH AVENUES people from local suburbs reported seeing upon. The communication between advertisements, then newspaper a flyer. NZTA and ourselves was such that articles CLOSED 12-21 JANUARY what could have been a disaster for a »» 85% of people from Welcome Bay As part of the Hairini Link Advanced Works project, Fraser Street between 14th and 16th One issue that arose during the closure Avenues will be closed from 12-21 January to allow essential road works to be carried out as shopping centre, was in fact worked This issue brought to you by the NZ Transport Agency Issue 337, 5 January, 2011 was expected heavy rain. We had told (our primary target group), 75% from quickly as possible. through with no major ill effects - full local suburbs and 61% from the rest audiences that heavy rain would force One lane in each direction on 15th Avenue (State Highway 2A) will remain open. Access to credit to the NZTA team." Weather dependant FRASER ST BETWEEN 14TH AND 16TH AVENUES nearby homes and shops will be maintained at all times. work to be deferred. We got through of Tauranga took an alternative route during the closure Reconstructing the road surface is heavily dependant on CLOSED 12-21 JANUARY Detours will be in place – expect delays. Please be patient and allow extra time for your trip or most of the construction programme with fine weather. Each day of rain could delay work by two use an alternative route where possible. great weather but with three days to go, »» 59% of people from Welcome Bay, days. This is because a top layer of road surface can’t be As part of the NZ Transport Agency’s Hairini Link One lane in each direction on 15th Avenue (State Or take the bus for free! From Saturday 8 to Sunday 23 January, the routes running through the laid on a saturated base layer. When the temperature Advanced Works project, Fraser St between 14th and Highway 2A) will remain open and access to nearby heavy rain was forecast. Because they 52% from local suburbs and 38% rises any trapped water will work its way upwards and 16th Avenues will be closed from 12-21 January. homes and shops will be maintained. Fraser St /15th Avenue intersection will be free - those are routes 36, 40, 45 and 55. eventually distort and crack the road surface. from the rest of Tauranga said the During the closure, the intersection’s road surface will Please be patient and allow extra time for your trip or were so close to finishing, the construction If it rains heavily during the planned closure, work will be be removed and completely rebuilt. The closure will use an alternative route where possible. Detours will be Please note the work is weather dependant. The NZ Transport Agency thanks you for your team decided to extend the closure campaign was effective or very suspended and restarted when conditions allow. save 21 days of construction time. in place. patience during this vital work. instead of quitting the site and deferring effective in helping them to decide to the work. take an alternative route KEY

In response, we updated our online, radio Road closed Lesson learnt from the KEY and newspaper advertisements, and our Two way flow maintained on electronic roadside messaging. A comment evaluation include: 15th Ave Diversion for traffic travelling Road closed from the evaluation was: "I remember it between CBD »» Ensure on-road electronic messages and Fraser Cove was really well done. Every time there was are correct (they were very effective Diversion for traffic travelling Two way flow a change we heard about it." between but a couple of times the contractor Maungatapu and maintained on Fraser Cove 15th Ave Another said "I recall getting information did not update them with timely Free buses about the detours in place, dates of information) Diversion for To help you avoid delays, save time and hassle The NZ Transport Agency thanks you for your patience during this vital work. traffic travelling closure and updates of what was going on during the Fraser St closure buses running »» Radio advertising is more effective and through the area will be free. between CBD and Fraser Cove like delays if the weather was bad." From Saturday 8 to Sunday 23 January, routes cheaper than newspapers advertising 36, 40, 45 and 55 will be free.

Save hassle - take the bus! »» Continue to engage local journalists Hairini Link Advanced Works Diversion for traffic travelling The Fraser St closure is part of the NZ Transport between Agency’s Hairini Link Advanced Works project Maungatapu and designed to increase capacity at the Fraser St Fraser Cove /15th Avenue intersection and improve safety for all road users in the area.

An investigation into the long term plan for 15th Avenue (State Highway 2A) is also underway. In September, the NZ Transport Agency presented several options for public comment. We are currently analysing comments and other aspects of each option and expect to identify the recommended route in early 2011. For updates and more information visit www.nzta.govt.nz

www.nzta.govt.nz

53930 Page kindly sponsored by Tauranga City Council

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New Zealander of the Year Award

Core Communications Ltd - Lucie Mairs, Connell Kennedy

Background Audiences Young New Zealander of the Year, Implementation Countdown Senior New Zealander of the Building on the success of the inaugural New Zealander of the Year Awards (NZOTY) in »» Potential entrants; ordinary New Year, Mitre 10 Community of the Year Tactics to raise awareness about the awards 2010, the 2011 awards encouraged and rewarded the remarkable individuals, organisations Zealanders achieving extraordinary and Kiwibank Local Hero and to encourage nominations included: and community groups making a significant contribution to the positive development of things »» Nominations are free and welcomed »» Regular updates on the NZOTY website, New Zealand through social, cultural, economic or environmental endeavours. Objectives »» Organisations, communities and leaders from all NZ citizens Facebook and Twitter pages Through an intensive communications campaign, the awards attracted a large and diverse likely to know of commendable New »» Nomination entries close on 22 October »» Community service announcements on number of nominations, culminating in the announcement of winners at a prestigious Gala Zealanders 2010 Organisational Prime and The Radio Network Awards Event. »» The public and those likely to be inspired Post-nominations »» Promotional coupons in Fairfax A proactive media relations approach generated extensive top tier coverage for the awards, »» Develop credibility and reputation by award nominees Newspapers (media partner) around NZ judges, sponsors and nominees. for celebrating the outstanding »» Media influencers including: »» A diverse mix of extraordinary individuals »» Extensive DM campaign using databases achievements of New Zealanders »» National and regional print and groups have been announced of organisations contacted following Preliminary Research from all walks of life as NZOTY semi-finalists, finalists and »» Broadcast media research »» Secure support from high profile winners A solid foundation was made last year during the inaugural year of the NZOTY Awards. »» Information and promotion kits sent sponsors »» Consumer media Research was undertaken this year to analyse other existing awards, such as NZ Trade and »» They were selected by an eminent panel to regional and district councils, »» Online media Enterprise's KEA World Class New Zealander Awards, the NZ Herald's New Zealander of the »» Attract well respected judges from of judges including awards patron and including posters, nomination forms and Year Awards and the Westpac Halberg Awards. diverse fields »» Judges and potential future judges former Prime Minister, Jim Bolger background information The research concluded that there was still a need for a programme that celebrated »» Attract large numbers of quality and »» Sponsors, their customers and »» Media releases written for mayors New Zealanders from all walks of life, particularly those who were not well known in the diverse entrants and event attendees stakeholders Planning to issue to their local newspaper professional or sporting fields. »» Provide opportunities to leverage »» Prospective future sponsors Programme timings and deliverables were supporting the programme Potential judging panel candidates whose values matched the awards were researched sponsors' investment planned ahead of each key milestone to »» Media releases tailored for MPs to before appointment. »» Be perceived as national rather than Messages ensure all objectives were met. encourage constituents to nominate In-depth research also identified suitable national, regional, local government and Auckland centric Sponsorship was secured following the »» An extensive telemarketing campaign community groups to engage with to raise awareness of the awards and encourage Top line success of the inaugural NZOTY awards. involving contacting all DM recipients Public relations nominations in specific award categories. Three out of the four sponsors remained the and offering support in completing »» To recognise and encourage ordinary same for 2011, with Countdown replacing Stakeholder mapping identified potential advocates, as well as media and public figures »» Build understanding, awareness and nominations New Zealanders making significant Ryman Healthcare as sponsor of the Senior already affiliated with other awards. excitement around awards and each »» An email brochure produced and sent contributions to the positive NZOTY category. Tone and reach of competitor award coverage was analysed, as well as interests of specific of the five award categories development of NZ to key groups encouraging recipients to The first milestone was the launch event media and journalists. »» Position as creating sense of national »» To seek out and celebrate incredible forward to members and networks to open the call for nominations and A nationwide media relations campaign was Media were segmented by type and importance (tier one being national and major dailies pride and inspiration achievements and acknowledge secure nationwide interest. This was executed for the announcement of the semi- and national TV) and a timed target opportunity spreadsheet produced. »» Celebrate achievements of nominees, inspirational influence attended by MPs, mayors, VIPs, patrons, finalists, finalists and winners. This included: Additional research into the backgrounds and achievements of finalists was carried out finalists and winners, building »» To raise awareness about these inspiring sponsors, business leaders and community ahead of announcing their names to the media to ensure they were targeted according to regional pride as appropriate individuals to positively enhance NZ organisations. »» Issuing a media release on the semi- finalists and finalists to help build their specialty, demographic or region. »» Engage media and build relationships »» Awards take place on 2 February 2011 Entries were encouraged via media relationships with media before the to gain ongoing interest promotion tools, a public service awareness Once nominations were received, research was undertaken by the judges to ensure »» Kiwibank is the principal sponsor Christmas break information provided by nominees was accurate and matched the awards' values. »» Secure high profile, quality media and telecommunications campaign, and via coverage Pre-nominations direct marketing. »» Issuing the winners media release under embargo on the day of the awards to »» Generate interest in attending the A structured and effective media relations »» The awards celebrate the contribution encourage media attendance at the awards plan was developed before any key of New Zealanders from all walks of life awards »» Create media opportunities for and provides Kiwis with an opportunity announcements. In depth research was »» Updates on the NZOTY website, sponsors to recognise someone who inspires them conducted on all finalists so pitch material for the media could be prepared in advance Facebook and Twitter pages »» Brand build to attract future entrants, and embodies pure Kiwi spirit of each announcement. All finalists were »» Pitching to top tier print media to secure patrons, judges and sponsors »» The awards seek nominations from also contacted to establish additional media national coverage five award categories; Kiwibank New hooks and availability for interview. Zealander of the Year, Coca-Cola Amatil »» Pitching to regional and specialist media

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»» Providing images and managing Problem Solving / Evaluation interview opportunities with award organisers, sponsors, judges and Creativity In its second year, the NZOTY Awards have been widely embraced by a huge cross section of NZ. nominees The diverse group of New Zealanders that were able to be recognised was truly inspirational and »» Invite top tier media to ensure a strong Challenges included: community involvement and support were exceptional. media presence at the awards. »» Creating 'share of voice' amongst Results NZOTY achieved a phenomenal level and quality of media coverage. The Gala Awards were attended »» Managing media on the night established awards by TVNZ camera crews and other broadcast and press reporters. »» Post event editorial pitched directly »» Encouraging nominations from unsung All objectives were met. The extent to which TV coverage included TVNZ (including One News, Close Up, Breakfast, Good Morning and Te to national outlets and regional modest heroes was measured through judge and sponsor Karere), Prime News, Maori TV and TVNZ 7. publications appropriate to winners satisfaction, entry numbers and the diversity In addition to radio news reports, interviews and coverage included the Morning Report, Saturday »» Potential for media to refuse to cover of entrants, nationwide tickets sales, The programme was delivered in a more Morning with Kim Hill, Radio NZ with Noelle McCarthy, Radio NZ with Jim Mora, Radio Live with because of affiliation with media feedback from stakeholders, web and social cost effective manner this year following Marcus Lush, Newstalk ZB with Mike Hosking Breakfast, Paul Holmes and Wellington on the partner Fairfax media hits, media coverage and requests learnings taken from last year's event. Weekend; Flava, Bfm and Radio Waatea. »» Potential for media to refuse to cover and excitement about future involvement. Templates and processes were in place to because of sponsorship ties with other The majority of press titles throughout NZ covered the awards, with feature articles in The Dominion refine timings and streamline effective and Almost all organisations contacted awards programmes i.e. NZ Herald Post and The Press. The Sunday Star Times ran two separate feature articles on Sir Paul Callaghan's efficient programme delivery. supported the awards either through NZOTY win. A page of photography of the awards appeared in both the Herald on Sunday and the Sunday making nominations, publishing promotional Star Times. »» Difficulty getting cut-through for material or distributing nomination forms. sponsor brands The awards are consistently referred to in the media following the engagements of winners in their Nominations were received from Mayors and everyday business. Notably, the recent call to action by Sir Paul Callaghan for overseas graduates to »» Contacting key media personnel during councillors throughout NZ. pay off their student loans and contribute to the Christchurch quake recovery is an announcement the holiday period In total, 524 nominations were received that received huge coverage in NZ and overseas. »» Winner interviews not able to take across the five categories: Young NZOTY Jamie Fenton is also a speaker this month at the Trans-Tasman Business Circle place until after announcement »» 71 nominations in the Kiwibank NZOTY Leadership Forum at SkyCity. (retaining element of surprise) Award »» Availability of winners for interview »» 91 nominations in the Countdown following final announcement i.e. Senior NZOTY Award Young NZOTY travelling overseas before the awards due to a family »» 63 nominations in the Coca-Cola Amatil bereavement Young NZOTY Award »» 69 nominations in the Mitre 10 Challenges were overcome by: Community of the Year Award »» Constant focus on key messages and »» 230 nominations in the Kiwibank Local differentiation points Heroes Award »» Focus on sense of regional and »» More than 530 people attended the national pride for ordinary Kiwis and Gala Awards at the Hyatt Regency, with encouraging other people to nominate Mike Hosking as Master of Ceremonies somebody on their behalf »» Tariana Turia presented certificates to »» Drawing on intriguing, moving, or 36 nominees in a ceremony preceding controversial aspects of applicants the main event. Ten finalists received »» Targeting online media instead of print a framed certificate on stage and five i.e. Herald online or Idealog online winners received a trophy and $5,000 courtesy of Kiwibank »» Referring to sponsor partners in all material and encouraging media to »» Jim Bolger presented the NZOTY Award include to scientist Sir Paul Callaghan for his commitment to promoting science, »» Taking advantage of the slow news technology and business to make a period to build relationships positive economic difference to NZ »» Inviting high profile personalities and »» Notable guests included Jim Bolger, Phil facilitating discreet photography, Goff, Mayor Len Brown, Dick Hubbard, filming and interview access to finalists Paula Bennett and performances by Tiki at the event before announcement Tane and Patea Maori Club »» Pre-recorded winning acceptance »» Over 200 media clips were generated speech from the Young NZOTY over a two month period following ensured footage and quotes were the announcement of the finalists and available. Phone interviews were also winners facilitated »» Coverage up until 15 February included 74 press, 82 online, 18 TV and 24 radio features

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Durex Sexiest SNAG Nation

Professional Public Relations - Kristie Penwarden, Freya Munro-goodey

Background Audiences Planning & Implementation Problem Solving / Creativity Durex is New Zealand's leading sexual wellbeing brand, widely respected for its development »» New Zealanders aged 21 and over across PPR broke NZ into eight regions across the PPR was overwhelmed with the entries of products that provide safer, better sex. Also key to the Durex philosophy is the all demographics. Within that group, a country and created a microsite (www. received from certain regions, but some development of new and exciting products. focus on those aged 24+ who are in a durexsexysnag.co.nz, linked to www.durex. regions were low on entries. To solve this Durex asked PPR to develop a PR campaign to generate media coverage for Durex's newest relationship and see their partner as a co.nz) that promoted the search and Durex problem, PPR decided to issue a second condom innovation, Durex Fetherlite Ultra - Durex's thinnest-ever latex condom, which was Objectives 'sexy SNAG' Fetherlite Ultra. The microsite acted as the release which aimed to remind partners to designed to increase sensitivity. »» Existing Durex database members and voting mechanism for the eight profiled nominate their sexy SNAGs in those regions Organisational finalists. To enter, partners of sexy SNAGs lacking entries, and build excitement in PPR subsequently created and implemented the Durex Sexiest SNAG (Sensitive New Age potential Durex database members were asked to send in a jpeg image; regions overwhelmed with entries. The Guy) Nationwide Search that played on the key property of Durex Fetherlite Ultra of »» Promote Durex Fetherlite Ultra »» Media, metropolitan dailies, online, explaining in under 100 words why their result of this was an almost equal number increasing sensitivity by searching the nation for the Kiwi SNAG with the sexy X-factor. condoms and get New Zealanders regional and national media (broadcast, chosen man was New Zealand's Sexiest of entries received throughout most of the talking about Durex and their print and consumer titles) SNAG. regions. newest condom innovation – Preliminary Research The microsite was promoted through In addition, a Durex competitor started its increase 'talkability' Messages PPR identified that over the last few years there had been noticeable media and public nationwide media coverage and through annual summer campaign during the SNAG opinion about men who aren't afraid to show their sensitive side. PPR saw an opportunity to »» Generate coverage for Durex and »» Durex Fetherlite Ultra condoms enable the Durex database (an email was sent out activity, heavily backed by advertising. PPR highlight the fact that there are plenty of Kiwi SNAGs out there and also wanted to get New Durex Fetherlite Ultra in a cost partners to experience increased to the database encouraging members to had to ensure that a campaign around the Zealand talking about this. effective way sensitivity nominate their sexy SNAGs). launch of Durex Fetherlite Ultra had to be creative and punchy enough that it would PPR knew from previous Durex campaigns that taking a different and creative approach is »» Link Durex with quality products »» Durex Fetherlite Ultra is Durex's thinnest PPR drafted and pitched a series of more than counter the competitor's share always effective with the target market, so we knew that this campaign would work. and product innovation ever condom aimed to enhance customised releases to regional print of voice. We also knew that regional media would want to get behind this fun and light-hearted »» Further engage the current sensitivity during sex publications and broadcast media in the eight regions. The first release encouraged In addition, to ensure a creative and fun campaign and support their regional SNAGs. Durex database; increase »» Durex is a fun, innovative brand database numbers through new partners to nominate their sexy SNAGs; campaign was achieved, PPR generated membership »» Durex produces a range of quality secondly, a reminder to partners to media cut through using a popular acronym products that will enhance your sex life nominate their sexy SNAGs, and to to provide a direct link to Durex Fetherlite Public Relations »» Durex has a range of products to suit encourage those regions with low entries to Ultra's key product benefits that would every lifestyle enter; and then a final release that revealed attract media and entrants alike. »» Generate positive, branded the regional finalists while encouraging coverage for Durex and Durex »» Durex is the market expert in sexual Kiwis to vote for NZ's Sexiest SNAG at the Fetherlite Ultra wellbeing campaign microsite. »» Achieve coverage across The winner of the nationwide competition mainstream print with a focus on Strategy was profiled on the Durex Sexy SNAG regional media (including metro Use a popular and well know acronym in a microsite and took home a $700 travel and national), broadcast and creative and humorous way to make a direct voucher and Durex goodies. online media link to Durex Fetherlite Ultra, engaging PPR also undertook a robust giveaway »» Reinforce Durex as a fun, quality media and consumers alike through a highly campaign with key radio and online media brand targeted regional media campaign across the regions to drive interest and increase coverage of Durex Fetherlite Ultra and Durex Play lubricants. PPR also pitched in radio interviews with both networks and secured coverage.

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Evaluation and Follow-up The Durex Sexiest SNAG Nationwide Search was a complete success from Durex's perspective, with incredibly positive feedback from the New Zealand office. Results PPR produced a qualitative analysis of PPR exceeded all client expectations, which the coverage achieved in the campaign, were focused on coverage being positive measuring the available coverage in terms in tone, and with 100% Durex branding of tone and quality of message so we throughout. could compare the results directly with the objectives. An outstanding range of coverage was achieved across print, online, radio and PPR was successful in engaging the television media. This coverage reached media with them responding well to the Durex's target audience on both a regional campaign on a personal level, saying it was and national level. one of the funniest campaigns they'd seen in a while. A total of 46 positive broadcast, print and online articles were generated with 100% PPR and the SSL team held a de- Durex branding. brief meeting following the winner's announcement to look at the campaign »» Strong coverage for Durex with 100% and analyse the results. branding throughout all coverage achieved »» Strong Durex Fetherlite Ultra coverage through all online and radio giveaway campaigns, and throughout regional media »» Strong cut-through in all regional media and major daily papers in each of the 'SNAG' regions »» Several radio interviews across regional media including ZB Southland, Classic Hits Marlborough, MoreFM Queenstown, Classic Hits Gisborne »» Branded coverage for Durex and the Sexiest SNAG campaign on TVNZ's Breakfast Show »» One month promotional campaign for Durex Fetherlite Ultra, Play Very Cherry and the Sexiest SNAG nationwide search on ZM in the Bay of Plenty (no promotional spend required, product only) »» Durex Fetherlite Ultra giveaways with a number of media including the A-List, M2Woman, M2, MoreFM Queenstown, Classic Hits Marlborough, ZM Bay of Plenty »» 1,500 Kiwis visited the microsite to vote for NZ's sexiest SNAG, and the Sexiest SNAG campaign was discussed at length on several social media networks and blogs

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Keep milking Farmers urged to take (Dominion Post – 9 Dec) the long-term view

(Taranaki Daily News – 9 Dec) Important not to Prepare for over-graze when dry summer Farmers advised conditions are– 8dry Dec) uth Island Farm Review and preserve (Central So not to over-grazes – 1 Dec) pastures (South Waikato New (Bay of Plenty Times – 7 Dec) Dry Summer Management campaign Warning on grazing residuals Farmers (Ashburton Guardian – 2 Dec) advised to watch Monitor pastures Hot, dry weather pastures Leader – 30 Nov) worries farmers (Hauraki Herald – 26 Nov) in dry weather(Whangarei (Nelson Mail – 30 Nov)

Prepare now for (Taranaki Daily News – 18 Nov) looming drought Time to plan for dry conditions in Northland, Dry period calls for key decisions farmers urged (Matamata Chronicle – 15 Dec) DairyNZ - Alex Fear, Vanessa Neems (Straight Furrow – 30 Nov) Warning as rain boosts growth Dry (Te Puke Times – 2 Dec) Rain arrives: Fragile now plan to get the doesn’t best results mean conditions (Dannevirke News – 27 Dec) Doom for Dairy (NZ Dairy Exporter – Jan 2011) Farmers Resist early return (Manawatu Standard – 18 Jan) to normal milking(Nelson Mail – 28 Dec) Herd plan needed as weather stays dry Make decisions now

(Taupo Times – 18 Jan) (Taranaki Daily for a dry summer News – 16 Dec)

Background Audiences such as fertiliser representatives and NIWA, media releases and via the dairy companies ensuring the information was as timely and (incl. the Fonterra chairman's weekly Seventy-five percent of NZ's dairy farmers were badly affected by unseasonably dry accurate as possible. shareholder email). conditions before Christmas, with not enough feed to meet their cows' needs. Herds were in Primary Audience Our weekly Farmwatch column in regional danger of having to be dried-off. As it was only halfway through the season, this would have Drought-affected dairy farmers – the Implementation newspapers reinforced local tactical had a significant impact on farmers' incomes and the national economy, given dairying's on‑farm decision makers who were likely to messages. In late October it became apparent there major contribution to export revenue. DairyNZ's Dry Summer Management campaign aimed Objectives be highly stressed by the situation. to help keep as many of the national herd in milk as possible, and succeeded, with season- was a risk of dry conditions starting to bite. Our website homepage included links to the dry summer information page as well as to-date milk production now ahead of the previous season. Our organisational objective We wrote and designed The Dry Summer Secondary Management Guide distributed to all 14,000 sign-up links for industry members to receive In early November 2010, unseasonably dry conditions in Northland, Waikato and the top of was simple Dairy support e.g. DairyNZ consulting levy-paying dairy farmers with our monthly the ongoing e-newsletter updates. the South Island led to DairyNZ activating a dry summer communications plan. Keep as many of the national herd officers and other staff, farm consultants, magazine in mid-November and updated DairyNZ staff were informed of the By early December, Northland, Waikato, Bay of Plenty, Central Plateau, Taranaki, lower North in milk as possible and give farmers fertiliser reps, vets and bankers – the website. campaign via our monthly staff update and Island, the top of the South Island and Southland were suffering dry conditions bordering confidence to make critical decisions. looking for information to support their In late November, the dry summer campaign CEO email, and a Dry Conditions info board on full drought. By mid-December drought had been declared in Northland, Waikato and Doing this would succeed in reducing recommendations to their client farmers. was launched with a focus on radio and was created in our head office. Central Plateau. farmer stress levels, set the cows up print media as well as direct communication The Minister of Agriculture was kept well for the following season and aid While NIWA was forecasting 300ml of rain would fall by January 31, by late November Messages through weekly e-newsletters to farmers updated with all relevant information. no rain had fallen for a significant period, no rain was in sight, pasture was not growing export earnings. and rural professionals. (wilting in some cases), crops were failing and many farmers had already used feed reserves. The campaign's approach was factual, with DairyNZ closes over the Christmas and New Weekly news releases provided details of Imported supplementary feed was difficult to obtain due to increased EU demand (following PR objectives tactical, science-based messages developed Year period, but this time we kept our 0800 with a clear understanding of the current each region's situation, and recommended Information Service line open, diverting it Russian wildfires). Cows were suffering and bankers were getting demanding. Stress levels To ensure farmers saw DairyNZ, their on-farm situation by region. options for implementation on-farm. to a member of our Early Response Team to on farm were high. industry good organisation, as Given the high stress levels, each news ensure farmers had help on-hand. At its height the dry period affected approximately 75 percent of New Zealand's dairy Messages changed on a weekly basis »» being responsive and anticipating release was extremely practical and included farmers. depending on the situation in each of the There was no budget. Staff hours aside, the their needs – not two weeks too eight regions. Each weekly message was three key things farmers should do by the only hard cost incurred was $5000 to print It was a highly unusual situation, outside of the experience of those who had been working late designed to have no more than 3-5 tactics next week if there was no rain, as well and distribute the Dry Summer Management in the industry for 30-40 years. The dry period is typically in mid-late summer, when farmers »» having the resources and expertise for farmers. as listing relevant DairyNZ activities and Guide. have already produced 70-80% of their annual milksolids. This extended dry period was to help guide them through the resources. during peak milking when only 50% of the milk had been produced and had far more The tone was practical, professional, yet unseasonal conditions Soil moisture deficit levels did not return to serious consequences. friendly. To mitigate farmer stress levels, Problem Solving / Creativity normal summer levels until after two major messages were direct and immediately DairyNZ had previously been criticised for Farmers needed advice and support on how to get through. As the industry good periods of rain (late December and mid- actionable. slow decision-making when providing organisation, DairyNZ had previously been described as "two weeks too late". This time, January). rapid response was key. tactical advice. This was partly attributable Strategy A small group comprising farm system to the difficulty in obtaining consensus from and extension experts and Comms team scientists and other technical experts. Preliminary Research The strategy was to take a whole farm members met every Friday to review the Identifying the potential for drought system approach, covering all aspects of national situation and formulate next week's Timing was everything in this campaign. The dry conditions caught most of the industry by early on enabled us to be proactive the farming business (pasture, stock, staff, messages. Regional leaders/spokespeople surprise and rapid response to a changeable and volatile situation was required. Our success with communicating information to financial) and to encourage farmers to plan approved them for dispatch on Monday. was based on holding firm to key objectives and trusting the science, experience and expert and take a long-term view. There was no farmers. Establishing a small group and knowledge available to us. 'one size fits all' solution, given the diversity Regional media releases were written, communicating regularly with other industry »» We were able to develop clear objectives from the start of farms affected. and subsequently formatted into regional experts ensured speed of decision-making newsletters. »» As an in-house campaign, we already had a clear understanding of the whole farm The strategy was to provide a range of and accurate information gathering. system as well as farmer needs and responses to the high stress levels options and raise farmers' awareness of Seven national media releases were issued, what they needed to do to get through the and pitched into key rural media. Localised »» We reviewed our experience and the messages of Northland (2010) and Waikato (2008) versions were issued to all relevant media. droughts dry conditions, with the aim of keeping their cows in milk. Key tactical messages were also distributed »» We obtained accurate assessments of the situation around the country from NIWA and to our extension team for discussion other industry specialists supported by on-the-ground reports from DairyNZ consulting Key to the success of the campaign was early engagement with other rural professionals at DairyNZ events; our 0800 Farmer officers. Information Service was promoted in all

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Evaluation and Follow-up The Dry Summer campaign model has been reviewed internally, and such was its success, it will be implemented again should extreme weather conditions Results occur. New Zealand milk production records show Feedback It was well-received by farmers, and current season to date production is 0.85% DairyNZ field staff were very clear in Great feedback from farmers, consulting ahead of last season, despite some areas their appreciation of the value it added officers and industry experts re the timeliness being up to 30% below at the peak of the dry to their work. and practical nature of the suggestions e.g. conditions. It reinforced DairyNZ as a credible »» "Just wanted to say WELL DONE! What DairyNZ field staff reported that there was authority on these issues, with general a great positive supportive rundown a clear difference between farmers who (as well as rural) media contacting us for using simple clear approaches in so many followed our advice and planned ahead, and comment. directions. Especially delighted to hear those that didn't. It succeeded in achieving its aim of and see the "people" advice, as without helping keep as many of the national The campaign assisted our field staff, with the people in "working order" everything herd in milk as possible, despite prepared messages and answers to questions collapses. Thank you and great stuff!" unseasonably dry conditions. farmers were likely to ask in discussion (Waikato farmer) groups, increasing the value they were able to »» "Thanks very much for updates over provide. the past month; they have been very We were commended on our timing – neither helpful to me in trying to work out the two weeks too late nor too early. application for drought declaration" When the rain finally arrived, farmers who (Chairman, regional Rural Support Trust) had heeded DairyNZ messages were better »» "Farmers are going to have to have their positioned to take advantage of it than those wits about them this summer" ...DairyNZ who hadn't. had good information on drought management and she suggested farmers Media use it. "We're looking down the barrel Over 50 clippings based on DairyNZ media of something we've probably never releases, with additional stories written as experienced before so we need to arm a result of reporters contacting DairyNZ for ourselves up to prepare for it." West Coast comment. Federated Farmers' President in The News- Weekly live interview on Radio Live's farming Westport article - 3 Dec 2010 show, frequent coverage on RadioNZ, C99TV, »» "It's great – you've done all the thinking NewstalkZB, also Radio Sport's Farming Show for me." DairyNZ Consulting Officer and TV3 News. »» "Compliments to the team who put Dry conditions messages discussed with together the e-mail. Brilliant!!" DairyNZ farmers at DairyNZ events. (farmer-elected) Director »» Public recognition from within the Website industry – Dairy News editorial 14 Dry Summer information page the second December 2010 "The good news is that highest 'informational page' on dairynz.co.nz organisations such as DairyNZ are on the for the period with 1020 visits (2.2 minutes ball, putting out sensible messages and average time spent on the page vs. site page advice to farmers to manage their way average for the period of 1.02 minutes). through the situation."… "Farmers should take this advice and offers of help from E-newsletter the likes of DairyNZ…" The Dry Summer campaign reinforced DairyNZ On average each week 1,435 people opened as a credible authority, with staff able to Dry Conditions e-newsletters (across 7 provide timely, relevant information. regions). 43 e-newsletters were written and sent between November 30 and January 27 Farmers and staff requested the weekly emails (emailed to farmers in the levy database, the become a permanent feature. signup form for other industry members was also available on www.dairynz.co.nz)

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National Red and Black Day for Christchurch

NZTA - Kara Fleming

Background Audiences Implementation The link to this video was repeatedly tweeted and posted to our Facebook page The devastating Christchurch earthquake struck on February 22nd, 2011. Apart, from »» Every New Zealander, everywhere to help promote the day. February 24th 2011 financial donations, many New Zealanders felt utterly helpless, and to a certain extent guilty, »» Kiwis living in New Zealand A hashtag was selected (#redandblackday) they could not show their support in any other way for their stricken southern neighbours. The National Red and Black Day for »» Ex-pat Kiwis around the world and used in all tweets. Also included was Like most New Zealanders, I personally knew of people in Christchurch at the time the quake Christchurch was launched with a: the Christchurch Earthquake hashtag #eqnz Objectives »» Politicians struck. Many of my NZ Transport Agency colleagues based in Christchurch were directly »» Facebook page (National Red and Black so any message tweeted by us, turned up in »» Corporates affected by the quake, as well as my immediate family who were in the city at the time the »» To unite New Zealanders through Day for Christchurch) searches people were doing on Twitter for quake struck. information about the earthquake. wearing the proud Canterbury »» Businesses »» Dedicated Twitter account (@ A National Red and Black day for Christchurch, where all New Zealanders could dress in the colours of red and black on Friday »» Schools redandblackday) Air New Zealand was the first large proud Canterbury colours of red and black was the response to that feeling of helplessness. March 4, 2011 as a show of organisation to come on board and began »» Community groups »» Youtube channel (Red and Black Day) It was a simple, fun and engaging way for all New Zealanders to show the people of solidarity and love for the people tweeting about the day via their Twitter Christchurch they were not alone, and how much the rest of New Zealand shared their pain of Christchurch »» Media A simple brand was selected that supported channel. AirNZ had special t-shirts printed in the aftermath of this tragedy. our key objectives. The brand icon of a for the day and held competitions via Twitter »» To provide a platform for Messages Canterbury rugby jersey was chosen: Within 48 hours of the quake – the National Red and Black Day (R&BD) for Christchurch was businesses, organisations, schools for people to win them. launched and scheduled to take place on Friday March 4, 2011. and community groups to use »» Christchurch – you are not alone »» Because it was easily identifiable A number of Twitter users who loved the as a focus for their individual concept of R&BD, began promoting it by We had eight days to raise the profile of the day and mobilise as many New Zealanders as »» We love you Christchurch »» Canterbury colours (red and black) retweeting all of our tweets and retweeting possible behind the cause. fundraising efforts »» Canterbury brand »» We stand with you any other tweets they could find where »» To raise as much as possible for »» Rugby jersey (New Zealand) the Red Cross 2011 Christchurch »» We share your immeasurable pain #redandblackday was mentioned. Earthquake Appeal through »» We share your grief »» Communicated our key message (wear red and black) financial donations »» Our tears fall for you February 28th, 2011 »» It was used consistently across all »» Our hearts ache for you »» New Zealand Post, ASB Bank, Kiwibank, channels – Facebook profile pic, Twitter Westpac NZ and Australia indicate they »» New Zealanders around the world, show profile pic, Youtube profile pic will be participating in R&BD and join our Cantabrian family they are not alone the tweeting about the day on Twitter »» Show them we stand beside them and February 25th, 2011 »» Fun banter begins via Twitter between share their immeasurable pain, grief and Email messages were sent from the NZTA Westpac and ASB Bank along the lines loss to key corporates, Government Agencies of "imitation is the highest form of »» On Friday March 4, 2011 wear the proud and local government authorities, detailing flattery" given that Westpac's corporate Canterbury colours of Red and Black as the day, outlining key messages and colours are red and black and ASB staff a show of support for our Christchurch encouraging people to participate. would be wearing those colours on family and friends and donate a gold Tweets, and messages were continually R&BD coin to the Red Cross Earthquake Appeal posted to Facebook and Twitter. Direct »» One News reporter Heather Du Plessis messages were tweeted to key corporate Allen tweets me that she would like to Strategy identities on Twitter – Air New Zealand, take part in the day but is reporting in The strategic approach to this campaign was banks, Telecom, Vodafone, and key media Christchurch and never packed any red "organic". outlets such as Stuff, NewstalkZB, One and black clothes. Could I help? News reporters, 3 News reporters and many »» Via Twitter –Kiakaha T-Shirts were Leveraging the power of social media others urging them to participate. afforded the best chance of success given its contacted and arranged delivery of one immediacy, global reach, and potential for A Youtube video was created to promote of their special Quake Relief t-shirts to high profile people to help promote the day the day featuring key messages, chilling Heather in Christchurch images of the damage and people impacted via their social media channels. »» All of the One News reporters on Twitter by the quake and set to the Michael Jackson indicate they will be dressing in Red and song – You Are Not Alone – to support our Black key message.

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»» We tweet John Key @johnkeyPM on »» Minister for Transport, Steven Joyce, Evaluation Twitter and post messages on his indicates to the NZTA he has purchased a Facebook page encouraging him to wear new red tie especially for the Day red and black for the day »» The Christchurch Student Volunteer Army International Red and Black Day »» Labour leader Phil Goff and Supercity advises they will be substituting their Following the overwhelming success of Mayor Len Brown tweet us confirming uniforms to wear red and black National Red and Black day, an approach was they will be wearing red and black and Results made to help co-ordinate an International begin tweeting others encouraging them March 4, 2011 The amount raised during the day Red and Black day on March 22nd, 2011 – on to do the same the one month anniversary after the quake. »» Red and Black Day is the theme and cannot be quantified as contributions focus of the Breakfast on One show. went directly to the Red Cross A Youtube video was created by Glen Eden March 1st, 2011 Participants tweet about the day and Earthquake Appeal. Intermediate School in Auckland to help »» A media release is prepared by NZ upload photos to out Facebook page and Anecdotally the evidence suggests promote this day - http://www.youtube.com/ Transport Agency and circulated to all Twitter stream the financial contributions were watch?v=vUQ0M4klAKY media. It receives wide coverage in the substantial. A new Facebook page was created and lead up to the day in both print and Problem Solving / Creativity The level of participation across New the @redandblackday Twitter channel was online media continued to be used to promote this day. This campaign is an example of an Zealand however, was overwhelming »» Interviews are requested by NewstalkZB organisation supporting an idea that whilst and evident through the numerous Again this day was an overwhelming success and RadioLive not directly related to its core business, had photos uploaded to our Facebook with schools across Australia participating as »» The Stuff.co.nz team tweet they will be massive benefits for the social good. page and sent to media outlets well as thousands of Kiwis around the world. and posted online by stuff.co.nz, red and black – and will also change their The NZTA saw the potential in R&BD to unite Two examples of the financial contributions website logo to Red and Black – for the newstalkzb.co.nz, TVNZ and nzherald. from this day were a $70,000 donation to the the country and generate huge financial co.nz day support for Christchurch. Red Cross from Australian Charitable Trust and $26,000 raised by ex-pat Kiwis in India Some of the participants: March 2nd, 2011 The Agency also demonstrated faith in my through a Cricket memorabilia auction held idea and ability as I had only been in its during the ICC Cricket World Cup. »» People continue to "like" our Facebook employ for two weeks at the time of the »» Prime Minister John Key page and share it with their friends quake. »» Labour Party leader – Phil Goff Annual Red and Black Day »» We continue to hear of activities planned Without hesitation, I was completely excused »» Minister for Transport – Steven There are now plans underway to establish to take place on Red and Black day to from my daily duties, and given the scope to Joyce Red and Black Day as an annual event. raise money for Christchurch – mufti focus my efforts into the campaign and use »» TVNZ days, cake stalls, sausage sizzles, raffles, my communication and social media skills »» TV3 coin trails and knowledge for the greater good. »» Fairfax Media »» A memorandum is distributed from the The message for practitioners is to have the Ministry of Education out to all New courage to share a crazy idea, even if it is »» ASB Bank Zealand schools encouraging them to completed unrelated to your daily work. Your »» Kiwibank participate in R&BD colleagues and employers might just support »» NZ Post you in your efforts and in fact indirectly »» We learn that Westfield New Zealand »» Westpac – NZ and Australia plan to support the day and will make benefit from them. a $250,000 donation to the Red Cross »» Westfield New Zealand Appeal and any donations taken in to »» Weta Digital – Wellington any of its malls on Friday March 4th – »» The Edge Morning Crew – JJ. they will match dollar for dollar up to a Mike, Dom further $250,000 »» The Christchurch Student »» BP advises it will also match any Volunteer Army donations taken in to any of their service »» Former Governor General Sir stations on R&BD – dollar for dollar Anand Satyanand – and all of the staff of New Zealand House March 3rd, 2011 »» Ex-pat Kiwis who participated »» TVNZ confirm the entire frontline crew from Canada, Turkey, Singapore, will be wearing red and black and the New York, Michigan USA, Breakfast show on Friday morning Australia, and United Kingdom (March 4) will focus on R&BD The day received extensive print and »» We are advised that Prime Minister John radio coverage and made it on to both Key will be wearing red and black during the One Network and TV3 news. his visit to Christchurch on Friday March 4 and Christchurch Mayor Bob Parker will be wearing red and black and will make reference to the day in his speech at the 10am press conference on Friday morning

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Specsavers New Zealand - the Journey to No. 1

Mango Communications - Alice Moros, claudia macdonald

Background Audiences »» Specsavers has a huge range of As the Specsavers business evolved and fashionable glasses, including designer grew the next stream of work around In just over two years Specsavers has changed the face of optometry in New Zealand brands, at great value prices for Kiwis of supporting the store network as they Consumers and taken the number one position in the retail optical market. all ages and style preferences opened became vital, as the brand became PR is at the heart of the Specsavers business, driving a consumer revolution and »» The 2.15 million glasses wearers around more visible around the country. Giving surpassing all objectives and coverage targets year on year. New Zealand Strategy profile and credibility to the optometrists, Objectives the services on offer and the impact for local From launching an unfamiliar brand into an established market, to connecting and »» Kiwis with an interest in accessible style, Our strategic direction was carefully created specs wearers were clearly communicated. resonating with communities, to leveraging the most high profile bespectacled value and fashion to be simple, hard-working and resonate Organisational Objectives: Once the brand was firmly positioned people on the planet, PR is integral to the success of Specsavers in New Zealand. »» Everyday Kiwis with an interest in their with Kiwis and position Specsavers firmly as being here to stay and the consumer Founded by Doug and Dame Mary Perkins in 1984, Specsavers is now the largest »» Grow sales by 10% community within the media and public mind set. revolution towards Specsavers was privately owned optical retailer in the world and the third largest in New Zealand. »» Gain switchers from key competitors and With such a large and varied target Media emerging, we rolled out innovative and From its humble backyard beginnings, Specsavers now has more than 1,300 stores in independents audiences, our strategy needed to be flexible interactive campaigns, involving high level 10 countries worldwide and 53 stores across New Zealand. »» Protect the brand from smaller players »» Nationwide television – business enough to be relevant across a broad media ambassadors such as Gok Wan and national breakfast TV, 7pm current affairs shows landscape. Following entry into the Australian market in 2008, expectations were high around »» Build a rounded brand profile, increasing sponsorship properties such as the NZ the entry into New Zealand. Mango deployed a strategically sound entry into the trust and likeability in our quality and »» Metropolitan daily newspapers – general The strategic platform deployed initially was: domestic cricket umpires, to create reasons market that resulted in unprecedented coverage, industry disruption and paved the professionalism news, business, lifestyle Specsavers as the consumer champion. for Kiwis to connect with the brand. way for Specsavers to change the way Kiwis looked at glasses. »» Create and cement the perception that »» National weekend newspapers – general This platform then evolved into: Specsavers Advertising (predominantly print and online) Since then Mango has rolled out a comprehensive full time PR programme for Specsavers is the number one value brand in news, business, lifestyle, Sunday as the industry revolutionary. and direct marketing tactics were deployed Specsavers, at national and local levels encompassing corporate, business, consumer, NZ supplements This platform is made real through ensuring at mid-weight levels. stakeholder, retail and sponsorship streams of work. »» Establish then maintain the perception that »» Regional and community newspapers all our PR activity demonstrates that This programme delivered a consistent Specsavers 'walks the talk' when it comes return on investment of 4:1. Specsavers offers a wide choice of highly »» Nationwide radio – talkback, commercial to changing the way Kiwis feel, think and Preliminary Research fashionable frames affording consumers a stations, news participate in their eye health care. Prior to entering the New Zealand market in late 2009, Specsavers conducted in versatility with their look »» Magazines – Women's, lifestyle, current Problem Solving / Creativity depth research to analyse both the optometry industry and glasses wearers. »» Reinforce that Specsavers is an optometry-led affairs, seniors-targeted publications Implementation By nature, glasses and eye health are seen by This research illustrated very clearly that Kiwis saw glasses as a grudge purchase, organisation and offers the most accessible »» Online – lifestyle, seniors-targeted sites media as relatively dry topics. and highest levels of professionalism in its weren't getting their eyes tested as frequently as required due to cost and felt PR tactics were implemented through three A significant challenge lay in adding impact, optometry services »» Industry – optical industry publications wedded to their life-long optometrist. key streams of work. colour, personality and showing a human Glasses were seen as functional rather than fashionable and while the social PR Objectives: Internal 1. Build a national brand while creating side to the Specsavers business. prejudice around glasses was diminishing, there was still a quiet undercurrent of disruption in the industry achieved »» Specsavers Optometrists Through robust and insights-driven creative resistance, despite almost half of the population wearing glasses. »» Drive mass awareness of the Specsavers brand through high impact, national level planning we developed and implemented a »» Specsavers store partners From a PR perspective, the main players in the market were rolling out sporadic and »» Gain high profile, consistent coverage in media coverage broad range of innovative, unique PR tactics. predictable campaigns. consumer media »» Specsavers store staff 2. Support the stores from a local level – Involving captivating bespectacled The window of opportunity was wide open for Specsavers to enter the New Zealand »» Promote the continued growth of the achieved through consistent, relevant ambassadors like Gok Wan and Daniel market and forge a stronghold quickly. Specsavers store network throughout NZ Messages local level media coverage Vettori gave a 'face' to proud specs wearers. »» Excite consumers into visiting their nearest The key messages underpinning all layers of 3. Connect Kiwis to Specsavers – achieved PR campaigns such as the Spectacle Wearer Specsavers store to experience our point of PR work have remained steadfast over the through implementing campaigns which of the Year Awards and the Search for NZ's difference first hand past two years: give the public compelling reasons to Oldest Glasses gave Kiwis unexpected, interact with Specsavers fun, interactive ways to be involved with »» Achieve majority share of voice in the media »» Specsavers offers highest quality In the first year of our tenure, the focus Specsavers. space professional eye care and expertise was on engaging with the media with »» Secure and leverage high profile glasses »» Specsavers continues to make affordable strong emphasis on professionalism, value wearers to gain mass media coverage eye care a reality for Kiwis all over the and quality cues. The first stream of work »» Gain consistent coverage at a community level country around creating industry disruption was to forge a meaningful relationship between deployed through national level business Specsavers and communities all over the and consumer media. country

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Evaluation and Follow-up Strategically sound PR tactics were implemented, in phases aligned with the growth of the Specsavers business, which successfully drove mass media coverage across a broad range of targets. The impact of PR in the NZ market has positively contributed towards Results achieving the number one position in just over two years, as well as motivating over 280,000 glasses wearers to switch from competitors to Specsavers. Drive mass awareness of the Specsavers brand Mango has achieved every objective set, overdelivering to the extent »» Unprompted brand awareness in NZ has now reached 43.7% that New Zealand's PR work has outshone that of other European and (prompted awareness is 85%) with recent Roy Morgan Asia Pacific nations in which Specsavers operates. research demonstrating that the marketing communications programme is doing a very successful job of communicating Specsavers' value and price point messages

Gain high profile, consistent coverage in consumer media

»» Media coverage has increased by 20% year on year, reaching millions of consumers and delivering on key messages, with extensive coverage spanning national, regional and local media outlets

Promote the continued growth of the Specsavers store network throughout NZ

»» The success of Specsavers in NZ has outstripped its entry performance anywhere in the world and Specsavers is now number one in NZ »» Mango successfully gained local level coverage in every market Specsavers has entered

Excite consumers into visiting their nearest Specsavers store to experience our point of difference first hand

»» Over 280,000 Kiwis have switched to Specsavers since November 2009

Achieve majority share of voice in the media space

»» 78% share of voice in the media space (number of articles) achieved according to independent research. Closest competitor sits at 10%

Secure and leverage high profile glasses wearers to gain mass media coverage

»» Relationships forged and leveraged with global ambassador Gok Wan, New Zealand's highest profile broadcaster Paul Henry and New Zealand's most famous glasses-wearing athlete, Black Caps legend Daniel Vettori

Gain consistent coverage at a community level to forge a meaningful relationship between Specsavers and communities all over the country

»» Over 500 articles have appeared in community newspapers, all featuring links to individual Specsavers stores

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Puhoi to Warkworth Indicative Route Announcement

NZ Transport Agency - Amanda Cosgrove

Background Audiences »» The NZTA is consulting on the indicative 3. Hold a media briefing at the NZTA with alignment for this project in two sections the regional director and the principal In 2009, the Government announced the programme of the roads of national significance A stakeholder analysis was undertaken starting with Puhoi to Warkworth project manager with invited media. At (RoNS). These were described by the Transport Minister, Steven Joyce, as the seven most for the whole project and this was further »» There is a lot of work still to do on what this we provided a copy of the route, essential inter-regional routes to reduce congestion, improve safety and support economic developed in the consultation strategy. is a complex project before we will be the 3D simulation of the indicative growth in the country. The Minister tasked the NZTA to prioritise the projects and have them Over 250 individual stakeholders and in a position to purchase property. We route (and supplied this on CD rom well underway or completed within 10 years. Objectives organisations were identified. This was then do not expect to buy any land for some to use on the television) and had 20 divided into different communities: minutes of questions and answers. We The Puhoi to Wellsford RoNS was the only project identified by the Government that did not Communications objectives were time yet also managed the information to the have a current work plan underway (no project team existed). A dedicated project team was developed in-line with the overall »» Road users »» We are only in the first phase of the local paper so it could run on the day of set-up within the NZTA and alongside its consultants, Sinclair Knight Mertz (SKM) and their NZTA strategic priorities and the project and have yet to fix where the »» Directly affected (property owner/ the announcement and they were not sub-consultants, to start from scratch. project objectives. They were route will run and how much land will occupier whose land is crossed by the disadvantaged (only print twice a week). The NZTA took a proactive and transparent lead in communications on the project influenced by the feedback on what indicative route/footprint) be needed to develop a profile for the project. The communication had been managed through the public believe they need from us. 4. Held four public information days in »» Neighbours (properties that closely first two weeks in key geographic areas newsletters, community meetings and briefings (NZTA led) but had relatively little detail due The communication objectives for this Strategy neighboured those directly affected) to provide an opportunity for people to the new project status. project are: »» Affected locality (the wider project area Our strategy for the communications during to meet the team and ask their specific A first round of consultation was undertaken in June-August 2010 setting the strategic »» To manage people's expectations which includes Warkworth, Mahurangi, consultation was around face-to-face questions. framework for the project and engagement in the process around making decisions on what regarding timing of work on this Matakana Coast) contact directly with those affected and was important to the local and wider community. The project team received mixed feedback 5. Sustained period of radio and project »» Business and business associations to provide an opportunity to meet those newspaper advertising about the including some who were happy with the engagement and others who did not like the involved with the project. The first two project at all. »» To enhance the NZTA's reputation »» Wider community (citizens) information days and reminding people by the project weeks we lead the discussion and then to get feedback in. »» Agency stakeholders (includes: Auckland throughout the period of consultation we »» To help the public feel they are Preliminary Research Council, Auckland Transport, Northland reminded the public of the project. We 6. The team determined that a fifth well communicated with and territorial authorities, Department information day needed to be held in The NZTA contracted Nexus Planning and Research to monitor the perception of the project provided a number of different mechanisms consulted fairly over the project of Conservation, The Automobile January to meet those who had more following the first round of consultation. This included awareness of the project and how to get feedback including 0800 number, »» To keep the Minister of Transport Association, Road Transport Forum) email address, electronic feedback form questions or had missed the original people wanted to hear about the project. events. well informed and therefore no »» Tangata Whenua (this relationship is and freepost address as well as face-to-face The method used was 400 telephone interviews with the general public in areas where we surprises important for the project in the long events. 7. Follow-up with consultation period could get access to frequent users. These included Whangarei city, the affected locality and »» Manage property owners' term therefore most of 2010 was with letters and newsletter summarising Auckland. We chose not to do any presentations expectations and keep them well spent meeting with local iwi to ensure or meet with groups of people as it was feedback received and advertising on the The results of this showed us local residents had good knowledge of the project and the informed of developments engagement over the life of the process a difficult topic to discuss en mass and radio and newspaper thanking people project's design principles. They also suggested that the newspaper and word of mouth for participation in March »» The NZTA positively engages with – they were aware of the consultation individuals had different perspectives about were preferred methods of communication. There was some concern that the NZTA were local iwi and hapu about the announcement but did not engage the proposal and its effect on them. not going to listen to the feedback raised during consultation. Implementation project directly in it) The key stakeholder and media contact was Other research included the lessons learnt from consultation phase one, liaising with other »» Internal NZTA staff feel they are with NZTA staff; however, this consultation For a large infrastructure project such as this RoNS communication managers and other people who operated in the area. well informed and stories are Messages also provided an opportunity to meet with it was important to utilise a variety of tools consistent with external messages This project had several layers of key the experts of the wider consultant project and tactics to engage as many people as messaging depending on the scenario. An team. possible. The budget for consultation is part example of a high level message is: Our process was of the overall contract with the consultant and they work alongside the NZTA Safety is one of the NZTA's top priorities. We 1. Brief key stakeholders in the two days communication manager. The approximate need to address short, medium and long- prior to announcement of indicative communications and consultation budget term safety on state highway networks and route. for this campaign is $100,000 which these need to be carefully considered 2. Door-knock directly affected landowners includes a 3D simulation video (valued at Some examples of key messages during and deliver them information and over $50,000). This is 0.8% of the overall consultation are: answer questions. Mail-drop their contract cost of $12million. »» One of the project priorities will always neighbours to inform them we had done Our tools included two newsletters, radio be to work with potentially affected this. and newspaper advertising, subsite of the property owners NZTA website, five public information day

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events, posters and notifying affected Evaluation and Follow-up Roads of national significance Roads of national significance property owners by hand-delivered material and answering questions face- Each participant who left their details, to-face. sent in feedback forms or has indicated Puhoi to Wellsford Puhoi to Wellsford that the project is important to them Importance of SH1 Warkworth access Problem Solving / was contacted with a newsletter summarising the feedback received and Results ST A TE HI D GH OA W Creativity R AY S 1 AT outlining the process going forward into FL A AR IP »» The response to the consultation KA the next stage. This was accompanied ST ATE Announcing an indicative state HIGHWAY 1

D

A period was considered to be very INDICATIVE JUNCTION O LAYOUT R N

by letters to property owners and their O highway through a rural area provides S D

U successful and positive by the neighbours along the indicative route H a number of challenges for a project. EET TR WARKWORTH L S project team and the NZTA. Over HIL The most important one was notifying with more information about next 700 people attended the five public each individual property owner of stage. We also advertised the summary information days held in Warkworth the indicative route's impact on their of feedback in the local and regional Warkworth access and Puhoi (population estimates • Access is close to the property. The solution was to engage newspapers and on the local radio town centre providing about 22,000 in northern Rodney station. We continue to update the easy use for locals and the wider team including engineers and visitors using the area) and approximately 450 pieces existing SH1. website with new information. D planners, who are making a number OA R KS OC Through traffic is shifted DC of written feedback were received OO • of decisions, in door-knocking 3-4 The project team also contracted Nexus W away from Hill Street, »» The media coverage was analysed improving its operation. houses each. This meant the team were Planning and Research to undertake • Increases in traffic on and was relatively positive or neutral Woodcocks Road by the personally delivering the news and could a second round of communications secondary school and on as a result of communications with Hill Street by the primary answer questions and understand that Importance of State Highway 1 AD research in February (sample size 400 O school are avoided. R KS OC corridor from Auckland to Northland DC Issues with the existing road O local media. There was some healthy O the NZTA was the face for the project. from Rodney, Auckland and Whangarei). W debate about the project including • Key transport corridor for Northland (resilience • Sharp curves, poor visibility, and steep grades. You Tube was used to tell the story The results of this were positive with the and reliability). • Limited over-taking opportunities. public support by the Minister of • Northland is a major producer of primary • Passes through Warkworth and Wellsford behind the indicative route. Eight team following highlights: products. affecting amenity. Transport through opinion pieces • Auckland region is the source of many consumer • Poor road safety record: Puhoi-Warkworth had members explained their involvement in goods and inputs used in Northland and North- 8 fatalities, and Warkworth-Wellsford had 15 and Letters to the Editor »» Shift in awareness of the project Auckland. fatalities in the last five years. the process in 2 minute clips and a 3D Tourist destinations in Northland and North- Significant congestion at holiday weekends. • • 1 Y Auckland. A from 68% in the first wave (W1) of W

H »» An announcement of a project of G I simulation of the indicative route which Improve the relative performance of Northland H E VAL T • E A R IE C T research to 74% in the second wave LO S economy. S were found through the project site this nature is difficult for all private E (W2) hosted on the NZTA website, the NZTA property owners. It can be quite a Video Channel hosted by You Tube and shock for some people and is very »» Positive attitudes about the NZTA difficult to undertake. Feedback doing a good job on the project www.nzta.govt.nz/puhoi-wellsford www.nzta.govt.nz/puhoi-wellsford on loop display at public information 2 9 days. These have received over 3000 hits received from those involved has have improved from 3% in W1to on You Tube. been mixed based on their personal 14% in W2 Roads of national significance Roads of national significance experiences. However, support of As this project is a long term piece of »» Other perceptions have improved the approach to door-knock and infrastructure, engagement with iwi is as well including the community Puhoi to Wellsford Puhoi to Wellsford meet individuals has been positive considered to be extremely important. is being kept well informed about by most who value the personal Measuring noise Update Newsletter 04 – November 2010 Therefore since early 2010 the project progress shifts from 18% in W1 contact in such a difficult situation team has set about meeting with a to 24% in W2 and that the NZTA Puhoi to Warkworth: your variety of representatives to find the provides the right information to What’s inside feedback is wanted Page 2 Project maps best way of working together going understand the issues shifted from Page 3 Background to indicative route Page 4-5 Feedback form forward. The result of this is the 19% in W1 to 27% in W2 Consultation on an indicative route between Puhoi and Page 6 More information Warkworth is now underway. Let us know your thoughts formation of a representative alliance of »» Good recall of key messages from before 28 January 2011. the iwi called Hokai Nuku. This alliance participants including 72% recall Some of the terrain to be crossed for the new Puhoi to Wellsford highway project. Warkworth to has representatives from mana whenua that an indicative route between Wellsford update Due to the difficult terrain and geology identified through our initial work, the NZ Ngati Manuhiri, Te Uri o Hau, Ngati Puhoi and Warkworth had been Transport Agency has decided that the Dome Valley and Wellsford sections Rango o Kaipara and Ngati Whatua released by the NZTA require further investigation to find the best value for money solution. We are iwi with support of Ngati Paoa and is therefore not in a position to consult on The NZTA has also contracted public this section as part of this round of principally engaged on this project. We relations company Sweeney Vesty to consultation. did meet with them frequently and they undertake a lessons learnt project for were aware of the public consultation. Project objectives the team to review the process behind As one of the roads of national significance, the Puhoi to Wellsford the communications and consultation, project will: review the findings, workshop our More about sound • Enhance inter-regional and Sound is a fluctuation in air pressure. national economic growth and • The indicative route is a result of seven months Property owners in the area north of productivity experiences and find a better way to go • Larger air pressure fluctuations result in louder sounds. of in-depth specialist work assessing Warkworth, who have previously been asked Sound is measured in decibels. A ten decibel increase in noise environmental, social and engineering inputs for property access for site investigations, will • Improve movement of freight and • people between Auckland and forward for the project and future NZTA level would sound “about twice as loud”. The diagram above which includes getting your feedback in also be contacted and updated about the consultation phase one. This investigation will change in the project. Our team of specialists Northland gives examples of some common sounds. continue to occur over the next few months as will continue to gather information between • Improve the connectivity between projects. Sound generally travels straight from source to receiver. Noise we develop the indicative route and get Warkworth and Wellsford as we look to • comments back from you and your community. develop a suitable solution. the medium to long term growth levels can be reduced by barriers. areas in the northern Rodney area Wind and temperature can both affect how sound travels. This consultation is open for your thoughts As this route is a large, complicated piece of • • Improve the reliability of the Noise levels can increase or decrease depending on conditions. until 28 January 2011 and a series of national infrastructure, it will take some time information days are planned for you to learn to finalise and we will not be in the property transport network through a more more about the project. purchase phase for some time yet. There is robust and safer road between more information on page 3 about the property Auckland and Northland. Potentially affected property process. As a first step in the consultation, we have notified property owners/occupiers on the Want more information? For more information indicative route between Puhoi and Warkworth For more comprehensive information about to show them the proposal and how it affects the project please come to one of our public For further information online visit: their land. We will ensure they get the information days where specialists will be www.nzta.govt.nz/puhoi-wellsford information they need to understand the available to answer your questions or visit our potential effects of the indicative route on them. website: www.nzta.govt.nz/puhoi-wellsford. www.nzta.govt.nz/puhoi-wellsford 21 Page 1 NZ Transport Agency November 2010

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Sock it to 'em - Catwalk Spinal Cord Injury Trust

Professional Public Relations - Antoinette Shallue

Background Audiences Strategy Problem Solving / Creativity Get Black on Your Feet was a campaign driven by The CatWalk Trust to raise funds and »» The wider NZ public across all At the most basic level, PPR's goal was to get Having the Prime Minister at any event awareness for prevention, rehabilitation and cure of spinal cord injuries through the sale of demographics to raise awareness of as many consumers as possible to purchase raises a large number of logistical issues CatWalk branded black socks at Foodstuffs supermarkets nationwide. PPR organised and the prevalence of SCI, and the work of black socks at Foodstuffs supermarkets to not normally encountered for most guests, executed a highly successful media event to launch the campaign. John Key attended the CatWalk Trust and other charities to find raise money for CatWalk Trust and the other and PPR had to work within a number of event, contributing to the successful coverage of the story by local and national media. With Objectives a cure SCI charities. constraints while ensuring the event was still headlines like 'PM strips for CatWalk', the event gained widespread coverage in print, online »» Foodstuffs customers who now have an The strategy was to use the launch event as a success. and TV. Importantly, at least 20,000 pairs of socks have been sold since. Organisational objectives opportunity to purchase socks which a springboard to get coverage in national For security reasons PPR could not send out Spinal Cord Injury (SCI) has a devastating impact on individuals, families and communities media to convey this simple message, and invitations to the event until the evening of Increase awareness and raise money benefit SCI research in a convenient way, across the country. Every five days, one New Zealander will suffer a long lasting and often also raise awareness of SCI as a cause for the day prior to the event; however a large for SCI and the work done by The especially for a rather generic product permanent impairment through SCI. Injuries are often caused by motor accidents, sports and action in NZ. media contingent still arrived to cover the CatWalk Trust, the New Zealand (i.e. black socks) recreation, accidents at home and in the workplace, and medical illness. The CatWalk Trust launch. Spinal Trust and the New Zealand »» NZ media, particularly national, Thanks to existing relationships between aims to challenge the current boundaries of research, enabling SCI victims to walk again. Rugby Foundation by encouraging the primetime media, to pick up on a positive his office and CatWalk trust supporter The PM's office also required all material and Tony Carter, the outgoing CEO of Foodstuffs at the time, developed a personal connection purchase of CatWalk branded black CSR story of a Kiwi company (Foodstuffs) Philippa Falloon we were able to get the a run sheet to be submitted beforehand for with the cause after a friend of one of his children became afflicted with SCI. After meeting socks from New World, PAK'nSAVE teaming up with charities to offer Prime Minister involved in this event, which prior approval, to ensure it adhered to the CatWalk Trust founder Catriona Williams, he was personally inspired by her story and drive and Four Square supermarkets consumers a way to help raise money for provided an ideal opportunity for leverage strict requirements for his appearances. to find a cure for spinal cord injury, and decided to support this meaningful cause. throughout New Zealand. SCI research nationally. PPR liaised with both the CatWalk Trust and Providing pro bono PR support of 'Get Black on Your Feet' was one way PPR could help Eye-catching headlines were pitched in the owner of the supermarket used as the CatWalk gain increased awareness of the campaign and associate key messages. PR objectives Messages to national media, such as 'PM strips for venue to ensure there was enough stock of CatWalk' in the NBR. the product on hand to proceed with the PPR's inherent understanding of the media and strong contacts provided an avenue for »» Maximise media coverage for the The following key messages were identified event, and arranged the 'media backdrop' of gaining far greater coverage of the launch than CatWalk could have achieved alone. 'Get Black on Your Feet' launch The name of the 'Get Black on Your Feet' »» One New Zealander suffers from a life the socks on a hang-cell display to highlight event campaign developed by creative agency altering spinal cord injury every five days, 99 Enterprises also has a double meaning their importance. Preliminary Research »» Get as many consumers as with many more affected through family (i.e. 'get black socks on your feet', and 'get Arrangements also had to be made by PPR possible to purchase the socks at PPR had not worked with The CatWalk Trust or with SCI charities prior to this event, members and friends back on your feet') which played well to sub to ensure that the event and the presence of Foodstuffs supermarkets to raise however the surprisingly high number of New Zealanders affected by this issue, and the »» The CatWalk Trust is dedicated to raising editors writing headlines on the event. the Prime Minister would not unduly disrupt money for CatWalk Trust existing association between this charity and a current client, Foodstuffs, made this a highly money to support research into finding normal trading for the supermarket. worthwhile cause. »» Leverage the TV campaign a cure for SCI and getting those affected Implementation As well as being inspired by Tony Carter's passion for this cause, PPR senior account director launched 14 November starring back on their feet CatWalk founder Catriona The event executed had all the elements Antoinette Shallue also had a personal connection to the cause, as a family friend had »» Proceeds from the black socks sold Williams, Attitude TV presenter for a successful charity campaign launch, recently become a victim of SCI through a rugby injury. Given these drivers, PPR decided to as part of the Get Black on Your Feet Dan Buckingham and 12 year old with highly visible supporters such as Prime take on this challenge on a pro bono basis. campaign go towards this cause SCI victim Christian Nisbet Minister John Key, in the high foot-traffic PPR took on the media liaison, ministerial and logistics roles associated with the launch event »» The key messages linked to the »» Link with the viral media campaign produce aisle of New World Thorndon. held at Thorndon New World. The aim of the event was to promote the availability of 'Get objectives. The overall premise of the of 'Bazza the Black Sock' travelling A human interest angle was pitched to Black on Your Feet' branded socks in Foodstuffs stores nationwide. All proceeds from the programme was simple – communicate around the country to promote media who covered the event, with the focus socks would go to the CatWalk Trust, the New Zealand Spinal Trust and the New Zealand the need for awareness and treatment of the campaign through Twitter & being on John Key's sock colour and style of Rugby Foundation. SCI and raise funds for the CatWalk Trust Facebook choice. The orchestration of a 'sock changing Philippa Falloon, a CatWalk Trust ambassador, ensured Prime Minister John Key would be a to research a cure ceremony' at the event was instrumental in special guest at the launch event. PPR looked at other health-related charities to ascertain gaining stronger pickup from media outlets the best angle to pitch the Get Black on your Feet campaign and gain engagement from looking for a non political story from the PM. regular New Zealanders. PPR determined that New World Thorndon would be ideal location due to the proximity and convenience for the Prime Minister. Additionally, the demographics of shoppers and their likelihood to purchase the socks for charity added to the choice of supermarket. The owner-operator, Brian Drake, was incredibly supportive of the campaign and his team was hugely committed to facilitating the launch event in the supermarket.

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Evaluation and Follow-up PPR evaluated the campaign and both Foodstuffs and the team at CatWalk Trust believed it to be highly successful. It is worth noting that the event was pulled Results together within a very short timeframe (less »» The launch event story was picked than two weeks), so engaging the PM and up by NZPA with 'PM Puts His Best ensuring broadcast and other widespread Foot Forward', and republished in media coverage was deemed hugely the NBR with the catchy headline successful. 'PM strips for CatWalk', which was Even at such short notice, NZPA, 3 News then revealed to be only to his and the NBR covered the launch event with ankles, and also it was for CatWalk a number of photos featuring both John Trust, not a fashion show. It also Key putting on the sock, and the founder included some personal interest of CatWalk Trust Catriona Williams, in the quotes on the PM such as the fact context of New World Thorndon where the that he always wore black socks, event was held. and he would personally purchase The media coverage generated by the event a few pairs as his wife and son had wide reach and was incredibly positive, were always stealing his and directly answered the objective of letting »» News also ran a story on the New Zealanders know they could now launch event, and had a story on purchase these socks to help SCI research. their website with the headline Coverage also generated awareness of the 'PM launches Get Black on your prevalence of SCI in New Zealand, not just for Feet', and featured a photo of those directly affected, but also their family patron Richie McCaw holding a and friends. pair of the socks The launch of the socks in Foodstuffs »» Since the launch, the socks supermarkets has been positively received have been selling successfully by customers, and reinforces the position in Foodstuffs supermarkets of Foodstuffs as a New Zealand owned throughout the country, with over operation helping New Zealanders affected by 20,000 pairs sold since launch SCI, or 'Kiwis helping Kiwis'. »» Finally, the PM's own social media team uploaded 120 photos of the event to his Flickr photo page, which has had more than 200 views since

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Bayer Banks Bomac

Professional Public Relations - Antoinette Shallue, Amber Mcewen

Background Audiences Connel McLaren and Wayne Leech, and deliver Bayer messages as well as overall Greg Ward, one of New Zealand's most messages around the acquisition, company In a tense economic environment and faced with an acquisition which evoked headlines »» Bayer and Bomac staff (in New Zealand experienced media trainers. The programme name, redundancy and issues. of "Huge multinational swallows Kiwi business" or "Another Kiwi sells out to off-shore and Australia) focussed around key messages and issues to ownership", PPR was tasked with communicating a positive story to NZ media concerning »» Business media with a specific focus on ensure that the Bomac spokespeople were Media Outreach German-owned Bayer's purchase of Auckland based Bomac Group. PPR devised and executed armed with an advanced understanding NZI (now AMP) Business and the NBR In the lead up to the announcement, PPR a robust media relations programme for both hemispheres, spanning key message and Objectives of what it is that drives the media and worked with both local clients as well as question and answer development, media training, media interviews and more. The result: »» Animal health and agriculture media how to confidently and competently act the international client to finalise the media 100% positive and on message media coverage across industry and business media and a new Organisational specifically Country 99 and Countrywide as spokespeople. Additionally the training release, fact sheets and backgrounders client who became an overnight PR convert. as these reach the rural veterinarians ensured that both Connel and Wayne which would form the bulk of the Achieve a positive response to Bayer's and farmers who use the Bayer / Bomac were prepared to deliver the internal Bayer is a global German company focused on healthcare, nutrition and high-tech materials. It (emailable) media pack, along with the still purchase of Bomac both internally and products announcement to New Zealand Bomac staff. prides itself on its innovation and history of ground-breaking new products. externally images and B-roll footage where relevant. PPR worked with Bayer to prepare a robust Locally, Bayer trades as Bayer New Zealand Ltd. Historically, it has been a medium-size player in Messages The day prior to the staff and media set of key messages and a Q&A document the New Zealand animal health market with global plans to expand at every opportunity. Public Relations announcement, PPR pitched one to one which were then worked through with Bomac was looking for a partner to help take its innovative and increasing number of products »» Bayer has signed the contract to acquire interviews to a small group of key business »» Achieve positive media coverage in Bomac Laboratories NZ and Bomac Connel and Wayne. to markets outside Australasia. all target media media in order to secure a schedule for Australia. Additionally PPR engaged a camera operator After a careful review of the animal healthcare industry here and overseas, Bomac approached the spokespeople the following day. The »» Achieve both print and broadcast /editor and conducted Vox Pops after the Bayer to establish a partnership, in the form of an acquisition, which would be mutually »» This is a "win-win" partnership for both challenge here was to get media excited media coverage media training session, which were then cut beneficial for all involved. parties about the story, without mentioning Bomac. to produce B-roll footage to be distributed »» Key message delivery in all media »» Bayer was looking for a partnership On the day, as well as chaperoning PPR was briefed to manage the media relations around the announcement and provide to broadcast media. A photographer was coverage which would allow local innovation spokespeople to the various interviews, PPR vital counsel around internal announcements in conjunction with the local Bayer corporate engaged to capture still images for the »» Ensure messages both internally to thrive and also use its regional conducted a widespread verbal sell in to communications department. media outreach. and externally are consistent distribution strength to take product business, online and animal health media, After meeting with both companies, PPR established the need for a rigorous media-training solutions to some of the fastest growing PPR also arranged for footage of the Bomac distributing the press kit to all relevant programme, media outreach and development of internal and external communications markets of the world facilities and workers to be captured and media. The sell-in was conducted from collateral in order to achieve the objective of positive media coverage in the New Zealand edited into the B-roll footage. 12pm, at the conclusion of the internal market. »» Bomac was looking for a partner to take its innovative solutions beyond New PPR was informed that Bayer spokesperson announcements. Preliminary Research Zealand and Australia Alexander Jahn would fly in a day prior to Those who didn't take up the interview »» The acquisition will allow Bayer to create the announcement. PPR briefed Bayer to opportunity after the initial pitch which PPR conducted extensive market research to understand how similar stories had been received the first regional innovation hub outside capture similar Vox Pops of Alexander in didn't mention Bomac, were once again and treated by target media over the previous 12 months. Additionally, PPR sought to of Europe and the USA Germany which were cut together with contacted with additional information. B-Roll footage. understand which journalists would be more receptive to a story of this nature. »» The Bomac product range is highly Follow ups were conducted throughout the Research into both companies and their external perceptions by the media was also complementary to Bayer Animal Health's This was sold in and delivered to those afternoon and the following day to ensure undertaken. product range and Bayer will continue to broadcast media outside of Auckland, those maximum media coverage was achieved. whose resources did not allow for interviews PPR quickly discovered that Bomac was largely unknown by media, prompting the need for use the strength of both brand portfolios Bayer was extremely happy with the quality on the day and as additional footage for strong background documentation to be prepared in advance of the announcement. and breadth of collateral produced by PPR »» The final number of employees in those covering the story (as access to Bomac NZ and as such, the same collateral was the joint company has not yet been facilities was limited). discussed in detail, however there are used by their Australian counterparts and only limited overlaps and we expect On Alexander's arrival in New Zealand, distributed to Australian media to inform numbers will increase in line with the PPR conducted a briefing session on them about the acquisition. innovation based growth model New Zealand media and the NZ media landscape as well as running through the Strategic Counsel Implementation Q&A documentation with him. All three spokespeople then participated in a final Additionally, PPR advised on aspects of media training session to agree who would the internal announcement in terms of Media Readiness deliver which messages. It was agreed that messaging, timing and location. PPR undertook an intensive half-day media Connel deliver all Bomac messages with training session with Bomac spokespeople Wayne as a back up and that Alexander

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Problem Solving / Evaluation and Follow-up Creativity PPR worked with Bayer to collate and As PPR was working with Bayer locally, qualitatively analyse the coverage achieved but with ultimate approval coming from as a result of the announcement – all of Germany, sometimes meaning was lost which were positive and on message. in translation (literally) especially when it Results As well as using this as a measure of came to the media release content. PPR One hundred percent success. PPR success, it aided in building a database relied on the strength and creativity of effectively achieved positive coverage of media interested in Bayer and general our verbal sell-in to excite and engage across all media with media focusing animal health news in the future. journalists, as well as the ability and on the acquisition strengthening both Additionally, this allowed to PPR to preparedness of the spokespeople to businesses and bringing investment to understand where coverage hadn't deliver the key messages. New Zealand animal health research and appeared and re-contact media where As such, great focus was given to devising development. gaps were found. a highly newsworthy, yet succinct and An outstanding range of coverage was Awareness nationally of both Bomac, enticing pitch. With emphasis from the achieved across print, online, radio and the acquisition by Bayer and the animal client on delivering positive and on- television media. healthcare industry as a whole increased message coverage, PPR also put a huge as a result of this successful campaign. effort into ensuring the spokespeople »» A total of 36 (25 New Zealand, 11 PPR also fed back to the spokespeople on were prepared for all possible media Australian) positive and consistently on their performance and offered tips and scenarios and lines of questioning – both message media articles, were achieved advice on future media interviews. positive and negative. PPR also wanted to as a result of the campaign ensure that the natural passion of both »» A pre-recorded interview with Connel The fact that PPR was also able to create a spokespeople came across to the media McLaren and Alexander Jahn on PR convert in Connel McLaren as the result and worked to foster this. NZI Business was the ultimate win. of this campaign, was also seen as a key win for the project. PPR was also aware that in tough This resulted in a hugely positive economic times, media were light on piece which communicated the key the ground. Coupled with the fact that messages perfectly, provided balance Bomac was Manukau-based and there and created an understanding of the would be limited access to R&D facilities, wider animal healthcare industry in NZ PPR prepared by commissioning B-roll »» Other media highlights included, footage which was then sold in with the TVNZ7 and Country 99, interviews on media release to all relevant broadcast Radio New Zealand's Checkpoint and media. This was very well received by Morning Report as well as coverage media, enticing the likes of NZI Business on NZPA, in regional dailies across and Country 99, to run a much longer and the country, NBR online and key more in depth story about the acquisition. agricultural publications Countrywide and Dairy News On top of this, PPR successfully coached Bomac Managing Director Connel McLaren - who historically had never seen value in PR or media relations - to understand the importance and value of PR, paving the way for future campaigns. PPR client, William Malpass says "At Bayer, both locally and globally, we were thrilled with the success of the campaign. The acquisition is the most important business development for Bayer New Zealand for more than 20 years and will see our operations triple in size. It was important that this was communicated as widely as possible to the public and to our employees. PPR's advice, strategy and execution was spot-on. I can honestly say it was the best work the company has done for Bayer in the seven years I have been using PPR's ser vices."

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National Library, Archives New Zealand and Internal Affairs become one

Department of Internal Affairs - Colin Feslier

Background Audiences produced every Friday between 8 April 2010 and 28 January 2011). The Government decided to integrate the Department of Internal Affairs, Audiences were the staff of the three The newsletter evolved over time National Library and Archives New Zealand into a single Department. organisations (2200 people), their – in the first few months there was Stakeholder concern was high. Staff, especially in the smaller stakeholders, customers and clients, relatively little solid information organisations, were worried about their future role and the cultural and the public concerned about state to communicate, however, staff institutions they support. A strategy of open and direct communication Objectives sector reorganisation. continued to be kept informed of all was adopted, with communications integrated at every level. The The stakeholders had a long that was going on. integration was achieved smoothly, with praise for the communications, External communications objectives history of disagreement with A series of standard items included: and successful mitigation of the communications risks. previous Governments and with the This involved the comprehensive identification of the »» keeping the integration website up-to-date. »» update on the 321 programme 321 was a programme to integrate the Department of Internal Affairs, Department of Internal Affairs over main stakeholders (for National Library and Archives »» promote public understanding by »» project/workstream updates as National Library of New Zealand and Archives New Zealand into a single management of Archives New Zealand New Zealand) and analysis of their interests and »» responding selectively to public statements these got underway new Department. This was a Government decision. The structure of the and, to a lesser extent, of the National concerns. Stakeholders, statutory and non-statutory (outside the political sphere) during the select Department itself was also to be changed significantly as a result. The Library. Some have statutory roles »» getting to know each other have similar concerns. committee process 10-month change management programme had four distinct phases: of oversight, and had members with – items about visits between »» To assist understanding of the integration »» monitor media and select committee considerable experience, management the departments, shared social 1. Initial announcement (25 March 2010) programme proceedings closely to ensure and communications skills. activities etc. 2. Consultation on proposed organisation design (14 September to 4 »» To ensure that statutory and other stakeholders misunderstandings do not arise »» have you met? – short profiles of October) have access to good information about »» seeking some pro-active media (e.g. op-ed, Messages staff members (featured a different 3. Announcement of final decisions (12 November) progress towards integration, and appropriate RNZ arts interview when organisational design agency each week) opportunities to provide feedback 321 'brand' – referring to the 4. Day One of new Department (1 February 2011) is announced) integration of three government »» did you know? – three short bullet There was considerable concern from Library and Archives stakeholder »» To maintain and build relationships that will departments central to the points about each of the agencies support the integrated Department in the future Internal communications objectives groups and from staff. In the past stakeholder groups had made extensive management of government »» rumour squasher – the tackling use of media over perceived similar situations. The strategy was to provide information and engage »» inform staff about progress in such a way that information into 'one' department. of 'rumours' which proved very stakeholders directly to Communications was treated as an essential part of the programme from misunderstandings and concern are minimised, 321 (using an in-house designed logo popular the outset. Communications contributed to the result of widespread »» reinforce that many stakeholder concerns have and that accurate understanding and confidence incorporating the Maori words 'toru »» dedicated transition intranet – one staff and stakeholder understanding of the change programme, already been addressed is maximised ki te tahi' became the name of the source of the truth accessible to all programme and all major elements and participation in consultation. It also contributed to successful »» prevent the development of new concerns based »» provide factual information, encourage three integrating agencies which associated with it internally for the implementation on time on 1 February 2011. on misunderstanding engagement with the integration process, included the programme charter, maintain business as usual integrating departments including factsheet, timeline, newsletter, »» build confidence that the organisational design the intranet, newsletter, PowerPoint Preliminary Research meets most stakeholder concerns »» and to minimise feelings of uncertainty among Q&A sections, photos and other presentations and project/workstream information as the programme Government and related comment about the integration was reviewed. the staff »» build trust in the way the Chief Executive of the papers. progressed All previous media comment on the relationships between the three new organisation will manage National Library It was identified that "success in this will lead to a organisations, all references in professional journals, and other research and Archives New Zealand more effective transition, more time to concentrate »» dedicated 321 email for questions on identifying and realising opportunities, and an Strategy (including a PhD thesis) was reviewed. All past annual reports of the three »» provide assurance about the continued role of all »» monthly pulse survey (eight enhanced reputation for the new Department." 'Tell all to all' – the philosophy that organisations relevant to the issues in integration were reviewed. All stakeholder groups between May and December) stakeholders were identified, by membership, current activity and known The employee communications provided consistent underpinned all communications to gauge staff satisfaction »» engage stakeholders directly on organisational position/concerns about the integration. The long history of debate over and regular messages using multiple channels across (internal and external). The intent with information received, design by Archives New Zealand and its past experience as part of the department the three departments. was to be clear, factual and upfront communication channels, feelings »» seeking face-to-face contact where possible with about every phase of the process and was studied. Media staff in the three organisations identified likely staff Underpinning all communications were the use of about the 321 programme (from statutory stakeholders to proactively and openly address any issues and concerns, and this was reinforced quickly by regular pulse recognised change management principles and really excited through to really issues quickly. surveys. »» responding to any submissions recognition that communications messages must worried), and suggestions for the Communications team or »» responding to invitations to speak at gatherings also be reinforced by both leadership and sound Integrate communications at all levels – from participation in the Governance Governance Group »» providing written material as needed HR processes. This combined the use of regular and consistent communications, with opportunities for group through to all other activities. »» face-to-face meetings – these »» following up misunderstandings with targeted feedback, throughout the integration process. This strategy was supported by a included staff meetings with each written or face-to-face communication weekly email newsletter (41 issues of the department's CEs; and also

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town hall session (x2 in Wellington) Implementation Evaluation and Follow-up plus four sessions in Auckland led by members of the executive leadership The 321 communications was cost-effective; 321 communications has now segued into business-as-usual team (ELT) for the presentation of the contractors were used for a brief time to communications; following delays because of the second 'final decisions' document support the HR issues around the initial Christchurch earthquake, a review of 321 communications has »» video – summarised the messages in announcements of a new structure. begun. It is expected that in the future the Government may the introduction to the Final Decisions Otherwise existing staff resources in Results consider further integrations involving Internal Affairs. The intention Document – this was made available on the three organisations were used, and of the review is to identify lessons that can be directly applied in tools such as the 321 intranet and www. »» Communications about 321 were new similar programmes. the 321 intranet and as a CD for use by widely praised in staff surveys the ELT integration.govt.nz built for no additional cost on existing platforms. and other initial evaluations; »» publications – hard copies of the people also confirmed that they consultation document, full and One reason for this was an end in itself: felt they were well informed and summary final decisions documents care of taxpayers' money. Another was that knew what was going on. On the we sought to communicate without the other hand, the integration itself »» social committees – representatives of trappings of persuasion or marketing. This the three departments' social committees took place smoothly, assisted was aligned with our strategy of 'tell all to by the absence of any negative met to discuss opportunities to get to all': this was an open process to inform, and know each other and understand the communications issues for not to persuade except as a result of people stakeholders, staff, or in the media cultures and the opportunities within considering the information they received. the departments. Intranet content and possible events being worked on Evidence from the repeated pulse surveys shows high levels of satisfaction with »» Department-specific communication communication among staff, even those who channels – e.g. Internal Affairs had were not supportive of the programme's a weekly CE to You newsletter that intent. reinforced the link to the 321 intranet as well as a monthly managers newsletter, and both Archives New Zealand Problem Solving/Creativity and National Library used their own Communications staff were given a great channels to reinforce or distribute the deal of freedom to make the right choices communications and 'get on with it'. 'Sign-offs' were kept to an absolute minimum, and the 321 External newsletter was allowed to have its own Integration.govt.nz – dedicated website for 'voice'. For example, it featured a weekly formal documentation 'Rumour Squisher' which stated and refuted Communications support for direct contact rumours or speculation that was unfounded. by senior managers with stakeholders, One consequence was that rumours became including meetings with the Governance harder to find as time went on. Group for the 321 programme. Publicity was strong, centred around people, with extensive use of photographs of »» Regular written updates to stakeholders meetings and consultations. »» Direct responses to stakeholder groups A concerted effort was made to introduce when there was significant disagreement staff in the three organisations to each other, with the positions they adopted. and to build respect. This was done through »» A preference to deal with stakeholders building tours, social events, and publication directly, rather than through the media of stories and information. »» Encouragement of stakeholders to use the formal consultation processes of the programme, and to distinguish between law change, and the 321 programme

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Audi New Zealand

Acumen Republic - Gemma Ross, karyn arkell

Background Audiences Strategy »» Maintaining a high end, 'premium' approach in everything we did, ArenA1 was a fully integrated PR and activation campaign that launched the all-new The campaign targeted two distinct Because the Audi A1 is uncharacteristically consistent with the Audi brand Audi A1 to the New Zealand market. audiences well-appointed for its class, and thanks to its »» The final strategy addressed all factors, technologically advanced features, the Audi Target consumers, key influencers and media were invited as guests to ArenA1, where »» 25-35 years - high income young setting ambitious but achievable A1 is a giant leap forward for small cars, or they were amongst the first to discover the Audi A1. professionals with no children objectives for media and more Objectives as we expressed it '1 Giant Leap', which was The campaign was developed and executed by Acumen Republic PR and activation widespread leverage. »» Interested in design, fashion and the basis for the creative approach. teams working in close partnership with Audi, OMD and BCG2. The ArenA1 one concept had dual music There were three campaign stages Overall, the campaign was grounded in an ArenA1 successfully freed the Audi A1 from niche motoring news media and delivered objectives. »» Their attitude is one of intelligence, experiential programme, around an urban 1. Seed and recruit an interactive and emotional brand and product experience for the target audience. Brand ambition and appreciation of the stunt track and hosting environment – 2. Launch Importantly, it also delivered a qualified sales pipeline. finer things in life ArenA1. 3. Ongoing A spectacular three-day event that took place in downtown Auckland from 18 – 21 This was an important campaign for the »» Possibly their first NEW car ArenA1 was a place where media, Media targets were set for each of these November 2010, ArenA1 was a fully integrated marketing communications programme: brand - by entering a new market segment Audi wanted to attract new consumers »» Lower sales potential but the most influencers and consumers could experience stages, with detailed consideration given »» Research into the brand, as well as support its influential in positioning the A1 the latest Audi first-hand. An inner-city to potential angles, target media and cost »» Media relations "progressive" positioning across the full »» 45-55 years - affluent empty nester outdoor car park was transformed into (time/disbursements) versus value. ArenA1, featuring an Audi engineered »» Social media range. families Non-media targets were also set, including racetrack where professional racecar »» A1 ideal as the second car, especially paid advertising, radio promotion, DM, »» Radio promotion To be successful in this competitive segment, drivers opened the A1 co-driver's door to we needed to establish the style credentials in an Audi household online and social media activity. »» Print, OOH, online and DM advertising consumers and media. of the A1 with the target audiences, as well »» May buy for daughter/son The strategy included an extremely detailed »» Network and dealership relations as demonstrate how the A1 delivered on budget outlining all predictable costs linked »» Their attitude is young at heart, the brand attributes of Audi's higher spec Planning to outcomes. outgoing, style conscious Preliminary Research models. We aimed to introduce the Audi A1 There was a significant planning stage, A project team led by Acumen Republic »» Highest sales potential During the development stages, substantial research was undertaken and insights from as the most premium and progressive vehicle which led to the development of a met regularly to manage the planning, prospects, influencers and media informed the campaign strategy: in the compact class. comprehensive strategy linked to a detailed installation and logistics, ensuring seamless Messages budget and timeline. execution and reporting for the client. »» Interviews with a cross-section of motoring, lifestyle and consumer journalists to Lead generation determine what would make the launch "newsworthy" and attractive to them »» The Audi A1 is a unique combination of Key factors included Beyond the brand work, the overall sleek, athletic design and performance Implementation »» Workshops with existing Audi and competitor brand drivers to understand who will »» Establishing three phases to allow us to investment needed to be supported by a alongside all the ground-breaking desire the Audi A1 and how they would like to experience Audi's newest model build interest leading up to, and beyond, qualified lead generation that dovetailed technology and superb luxury you would the ArenA1 launch Seed and Recruit »» Round table discussion with key opinion leaders from creative industries to ensure seamlessly into the sales process. Our expect from any Audi the campaign pushed the boundaries of traditional vehicle launches objective was to ensure 800 people »» Identifying assets and spokespeople »» Gather prospect list for ArenA1 »» The Audi A1 is setting new standards within and outside the Audi network to »» The research provided the following insights that shaped the campaign experienced first hand the new Audi A1 in the compact class – it's the most activation over the four-day period, supporting a sales create new hooks for each phase of the »» We needed to protect an aura of discovery around the model to ensure it was premium, sportiest, powerful and »» Build anticipation that the new Audi A1 objective of 130 cars in the first year. campaign desirable to those in-the-know efficient in its segment will be a significant step forward within The campaign also needed to address the »» Managing the experiences of media the small car category »» It was important to begin revealing the A1 and create anticipation of its arrival in the »» The Audi A1 features groundbreaking following challenges: and consumers at ArenA1 to ensure we lead up to the launch Audi technology and efficiency To start seeding the Audi A1 with created a groundswell of positive word- key influencers and insiders, Audi A1 »» Protecting the prestige of the Audi brand »» The Audi A1 is one of the safest cars in »» A1 had the right to be less serious than Audi has been previously, but the style and of-mouth and media coverage of the collaborated with New Zealand's high-end in the way the campaign was executed its category, with a five-star safety rating substance of the brand could not be compromised Audi A1 street fashion label, Huffer, and in particular from the European New Car Assessment »» Communicating Audi's DNA of high- »» Communicating Audi's key consumer its Director Steve Dunstan who was named Programme performance, technical excellence and messages effectively and consistently the A1 Ambassador. We hosted Steve at build quality was key to ensuring Audi »» To mark the giant leap that Audi has »» Integrating multiple channels to leverage the international launch of the A1 in Berlin, A1 does not seem too young, old or taken into the compact class with the the campaign beyond the physical which became inspiration for his September feminine launch of the dynamic and sporty A1 activation 2010 Fashion Week Collection. »» Ensuring the needs of competing Audi model, Audi of New Zealand will be dealerships were appropriately managed hosting ArenA1, a spectacular three-day event in Auckland city

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The Audi A1 sponsored Huffer at New Ongoing Evaluation Zealand Fashion Week, and content and »» More mainstream awareness that Audi images that we generated in Berlin were Evaluation of the programme was significant has redefined the small car category incorporated into the show. as the value needed to be formally To continue the momentum beyond ArenA1, communicated to Audi global headquarters. To create excitement around the A1's select consumer and lifestyle media received Acumen Republic prepared an evaluation arrival with key prospects, Audi offered VIP the keys to an Audi A1 for a weekend of Results report, summarising all activity, challenges we hosting to two hundred Audi customers and their choice. prospects at the NZ Fashion Week show. The results of the campaign were faced and value that was achieved. Audi held an exclusive pre-show party where Problem Solving / Creativity outstanding, not just the media We are currently in the process of developing Audi GM, Dane Fisher, officially announced coverage achieved but in the quality the next stage of the Audi A1 communications Steve as the ambassador of the incoming Research showed that the Audi lineage and of this coverage and the non-media plan with the arrival of higher-spec models Audi A1 and plans for ArenA1. experience will ultimately provide proof of achievements. Results included: and ongoing initiatives with ambassador Steve Audi A1's prestige, and in fact, the Audi Following NZ Fashion Week, Audi and »» The activation of the Audi A1 Dunstan. A1 had a right to be less serious than other Huffer's database received an invite to exceeded all expectations with This in itself speaks volumes for the success high-end Audi models. register for ArenA1 in November. 1,500 Aucklanders turning out to of the Audi A1 launch. We look forward to The challenge for us was to capture the fun experience the car, 700 more than delivering the next stage of the Audi A1 story Launch and energetic voice that would resonate our target number and bringing more style and fun to New with Audi A1 prospects and the urban Zealand roads. »» Generate authentic buzz and excitement »» Significant media coverage across lifestyle proposition, whilst having a point of television, print, radio and online »» Provide potential prospects with a difference in the market. chance to experience the product mediums: a ROI of 1:18 We used creativity in our thinking and »» In total there were 32 pieces of »» Create a meaningful experience that energy in our actions to articulate this voice. news coverage – 22 of which were generates word-of-mouth and PR As a result, all campaign touch points were positive, 10 neutral and not one coverage washed with a defined tone and manner: piece of negative coverage To help raise awareness of the activation »» Intelligent wit – challenging and and drive foot traffic to ArenA1, details of »» We also created a highly engaged passionate, yet understated ArenA1 were provided to all key print, online social media community via and radio event calendar listings. Editorial »» More youthful than traditional Audi Facebook and Twitter, with features about newly appointed ambassador, communication members posting, sharing and Steve Dunstan, and his limited edition Audi »» Not cheeky irreverence like that which viewing content about the Audi A1 collection available only at ArenA1 defines other competitors in the compact A1 and ArenA1 over 6,000 times featured in key lifestyle publications in the class per day across the three-day weeks leading up to the event. activation period A dedicated Audi A1 social media community »» A total of 44 people test drove the was established to create conversation in the Audi A1 from ArenA1 lead up to the launch of ArenA1 and provide »» 718 leads were captured for Audi a platform to communicate with Audi A1 dealers to follow up fans leading up to, during, and beyond the »» In three months, Audi dealers had activation. sold 43 cars, more than double A schedule of activity for the ArenA1 venue the target number at that stage, allowed us to create specific news angles for and a clear indicator that we were media and tailor the ArenA1 experience to well on the way to achieving the each target audience. annual sales target Radio partner George FM activated onsite at »» ArenA1 delivered a unique ArenA1 from Friday to Sunday. GeorgeFM brand experience, captured a provided atmosphere whilst helping drive database of quality sales leads, listeners down to check out ArenA1 via live achieved 100% positive media cross interviews with Audi representatives PR and established a social and guests. This was supported by on-air media community of Audi A1 promotional trailers and giveaway activity. fans to continue engaging with To maximise sales lead opportunities, Audi throughout the rest of the model's sales representatives were onsite at all times launch phases providing guests with an under-the-hood experience.

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Crohn's and Colitis New Zealand

JML Communications - Kimberley Sullivan, Julien Leys

Background Audiences Strategy »» Building a partner network to accomplish these activities with limited Crohn's Disease and Ulcerative Colitis, also known as inflammatory bowel disease (IBD), As CCNZ comprised existing patient support JML identified the communications strategy funds affect approximately 15,000 New Zealanders. networks, our audiences included needed to IBD is a chronic, life-long incurable disease that causes symptoms likes abdominal pain, »» Patients with IBD/care-givers. People 1. move the discussion of IBD into the diarrhoea, rectal bleeding and weight loss. IBD affects people of all ages, but is primarily a interested in the resources offered mainstream to reach NZers who: Implementation disease of young adults in the prime of their lives. With onset typically between 15 – 35, IBD Objectives by CCNZ. Tend to begin information- might not have encountered IBD or are This campaign used several innovative tactics presents unique challenges to schooling, careers and families. Due to the bodily position of gathering online and from medical unaware of its symptoms »» Build awareness of the new to achieve its objectives within budget and the disease, IBD can carry a stigma, and before the campaign the disease was not widely professionals national support group for those 2. offer an accessible way to look at the an impressive ROI publicised in media or social circles, although there was a strong and unofficial support with Crohn's and Colitis »» New patients with IBD – 15-35 year old disease; humanising its symptoms to network of patients and doctors. »» Educate the public on the realities Information-hungry, young and tech- help educate the public Development of iPhone With the help of partners to provide funding and set up websites, an official support group of IBD savvy, gather info online, comfortable 3. offer something 'new' in addition to was launched to help those living with IBD. with new technologies application: 'Toilet Map' »» Illustrate daily challenges faced by the group's launch to appeal to daily In a quirky take on disease awareness, and JML was asked to create a communications campaign to support CCNZ's launch that would patients »» Medical professionals – GPs, mainstream news media and generate generate a wide amount of public awareness of the group and educate New Zealanders nutritionists, pharmacists; those helping widespread public interest to raise awareness of the daily challenges »» Reach more than 1 million Kiwis IBD patients face, JML brought volunteers about the real challenges of the diseases in an engaging, lively way. IBD patients 4. break through a cluttered media market. across NZ society together to develop an iPhone application JML arranged »» Key influencers – government health These support CCNZ's organisational Assessing the issues and objectives called 'Toilet Map', utilising content from representatives, health and lifestyle »» a launch event at Parliament objectives to: presented, our strategy involved CCNZ and partner Abbott. The map journalists. Professionals with interest in »» a fundraising exhibit and auction called Art-a-Loo »» Engaging with media in a novel manner uses GPS to show nearby toilets. As IBD »» Empower patients and families challenges faced by this community, and that is unconventional for a health patients often desperately need toilets, the »» development of an iPhone application - "Toilet Map" »» Demystify and normalise the conduits to offer advice/support support group and illustrates the daily app was intended to raise this issue in an »» coverage for all campaign components in top-tier media disease »» NZ public (20 – 60 year old males/ challenges of Crohn's in an open/ approachable manner and provide a service »» Make life more liveable females) people who may not be familiar accessible way of real benefit for IBD sufferers and the Preliminary Research with IBD but who may be able to »» An active media relations campaign with wider public (i.e. young families, athletes). support friends/family members affected JML interviewed many different components - providing The map is also available as a website. www. by IBD. General interest in health - content for a variety of media – news, toiletmap.co.nz »» Leading NZ IBD researchers to better understand the prevalence of Crohn's consume well-being media. Magazines tech, lifestyle and health. Also - tailored »» Patients on their experiences with the disease and online media, preferred news campaign elements for television, radio, Art-a-loo – public art exhibit sources for women. Daily television and »» Founding members of CCNZ about realities of the disease and the group's aims online and print. online news, preferred sources for men and charity fundraiser »» Targeting media that align with NZ JML recruited artists to turn portaloos into This research shaped JML's strategy. CCNZ wanted to reach patients with IBD and the NZ public 20 – 60 year olds' media appetite. unconventional works of art. This public public without direct experience of IBD. Messages »» Educating the public via third parties exhibit was unveiled at the CCNZ launch »» CCNZ is a new national support group (patients/spokespersons) about the daily and intended to raise awareness of CCNZ for those living with Crohn's Disease or realities of IBD and the challenges IBD patients face - in an Colitis »» Creating interactive public elements – in uplifting way. »» Crohn's and Colitis present daily both digital media and public areas The pieces were placed in prominent challenges to patients to engage the wider public in CCNZ's Wellington locations (Te Papa, Midlands Park »» CCNZ can provide support, advice, launch and take an accessible approach and Parliament). The Art-a-loos attracted information and tools to help manage to openly discussing IBD symptoms. thousands of visitors and were auctioned the diseases Create communications tools to on TradeMe as a fundraiser. They achieved humanise symptoms; bring IBD into 'Cool Auction' status and were flagged on mainstream conversations TradeMe's homepage to receive thousands »» Connecting with government in a of views. They also provided a visual means meaningful way to raise the group's for television to share the CCNZ launch. profile and its members' needs amongst public health officials

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3 . Parliamentary Launch Event Problem Solving / Creativity Evaluation for media and key influencers/ Ministerial Meetings CCNZ's launch was supported by PR only. JML's campaign was evaluated in The campaign required a focus on engaging »» Media relations: quality, reach, message Gaining government support and raising and interactive elements, shaping a launch content, ROI awareness of CCNZ's mission with with key spokespeople, newsworthy hooks government representatives was a key and media-friendly elements to ensure Results »» Partnerships: relationships negotiated, strategy. JML secured a private briefing with widespread coverage and public attention. partner quality and commitment, value Health Minister Tony Ryall. The creation of the Art-a-loo campaign and The media coverage generated by this delivered JML also secured Associate Health Ministers Toilet Map app, as well as medical experts campaign was outstanding. Breakfast »» Government relations: access and Tariana Turia and Peter Dunne to sponsor and patients open to sharing their stories– TV, midday news, evening news, involvement of key figures radio, lifestyle magazines, each major a Parliamentary launch event in the Grand ensured we could offer all media an angle »» Public interaction: Toilet Map activity, Trade municipal newspaper and numerous Hall, including media, government and key of interest, allowing the story to be told in Me auctions, Art Exhibition health influencers. The event provided an many ways. health, and medical publications closely followed the launch and the The campaign was completed with the opportunity for press briefings as CCNZ These engaging elements also gave the news of the resources CCNZ was presentation of a media review and detailed executives and IBD patients were available public means to interact with the launch making available. With headlines like activity report. Media were very curious for interviews. of CCNZ, and brought the group and its 'Who said Apple's iPhone is down and supportive about CCNZ and the tools it purpose to life. The novel nature of Art-a-loo 4 . Patient stories and Spokespeople the dunny?' in the NZ Herald and generated. and the Toilet Map made the topic accessible 'When you need to know you need There was a handover session between partners Profile stories were secured in advance of to the wider public and allowed for open to go' on the front page of The Press who donated their expertise to develop the CCNZ's launch in media ranging from the discussion of IBD symptoms. the interactive elements were well- campaign's technological components. They Dominion Post to Waikato Times, with »» iPhone Application: A limited budget received by media as a solid news will continue to work with CCNZ. patients throughout NZ sharing experiences necessitated a creative response from hook. Coverage clearly articulated of living with Crohn's. This ensured Tariana Turia commended the launch for: JML to build a time-consuming and the formation of a new group and widespread coverage and helped put a "forc[ing] us to face the facts that NZ has one potentially-costly iPhone app. Funds were symptoms of IBD – two key messages. human face to the long list of symptoms. of the highest rates of Crohn's in the world….", available for website development but »» On TradeMe the Art-a-loos raising IBD awareness and encouraging NZ to With the high rate of the disease in NZ, not the added benefit of an app. JML generated thousands of views look at how we can best support IBD patients. JML also arranged for a leading medical identified that the app would be a key and comments. Hundreds visited CCNZ found the Ministerial briefing particularly researcher to discuss this topic at the launch feature in making the launch stand out the exhibition. Donations were helpful to raise concerns. and with media. from numerous other health initiatives collected on-site and through On-going growth of the Toilet Map and and reiterate key messages, so we the auction to kick-start CCNZ's TradeMe success indicate both interactive tools 5 . Media relations/Tailored to outlet brought together a developer and map fundraising connected with the public. To ensure all media received news of the provider to work pro-bono and, in a very »» The launch was read about/ A solid foundation has been built for CCNZ to CCNZ events, a press release and media kit compressed timeline, develop an iPhone listened to/watched over 5.5 assist IBD patients and facilitate the spread of were distributed nationwide. Depending app million times during the week, information. CCNZ reports they feel well on on the outlet, different elements of the »» Art-a-loo: JML identified the need for indicating we achieved objective their way to helping stakeholders 'make life launch were highlighted. Before the launch, a unique, media-friendly element that four more liveable'. JML also worked to identify patients and the public could engage with to make medical experts in each region who were the group's launch tangible/visible and »» Further, the NZ public has added comfortable sharing their stories. Media accessible to those unfamiliar with IBD. 1,300 public toilets to the Toilet were notified of the Toilet Map App, Art- JML created the Art-a-loo exhibit and Map, indicating we reached our a-loo exhibition, launch event and patients recruited: artists to donate their talent target audience in their area with compelling stories. This and free-of-charge venues »» From media coverage, the worked well for media that did not wish These two elements were instrumental in generous donation of time and to do patient features alone. Images of the connecting with the public and media and effort by artists and developers, Toilet Map App, Art-a-loos and patients were illustrating the realities of IBD. the discussions generated on provided. TradeMe and outstanding Where possible, coverage was organised stakeholder involvement in the prior to the launch. TVNZ's Breakfast launch event and art exhibit - the committed to covering Art-a-loos after results demonstrate numerous viewing the artists' initial sketches. New Zealanders are now aware of Breakfast's content was used for Midday and the group and understand more evening newscasts. of IBD, indicating we achieved objectives one - three These tactics were designed to discuss IBD symptoms in a straight-forward, open manner and normalise the diseases by looking at the challenges in a way that the public could relate to. They also provided content for media to file news, lifestyle, art and technology stories.

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Whakatane Kiwi Trust 100th Kiwi Release and Website

Amanda Weatherley, Sarah Van der boom

Background Audiences Strategy opportunities aligned to the objectives were distributed to local media. A Whakatane Kiwi Trust (WKT) was set up to ensure long term viability of the Whakatane Kiwi The communications strategy identified the The communications strategy identified the selection of the media coverage is on CD Project; raise funds to support kiwi management in the Whakatane area into the future; and main audiences: need to: »» Word of mouth, promotion of events increase awareness and community support for kiwi protection in the Whakatane area. »» Whakatane and Ohope communities »» Engage audiences by evoking their in partner publications created a buzz WKT had no single place to tell its story and needed ongoing support – both in-kind and Objectives »» Local iwi Ngati Awa, who as tangata passion for the iconic kiwi, through about town financially from volunteers and sponsors – to achieve its vision. whenua, have a special link to the land a series of community events, with a »» The website launch and blessing, with The public relations challenge was to engage the community within a concentrated time and its flora and fauna unique, quintessential New Zealand invited key stakeholders and partners, Organisational vision flavour and that would appeal to all frame, with no budget and in ways that would endure sustainability for WKT. »» Local businesses, organisations and kick-started the celebrations and was ages. Kiwi thrive and prosper in the schools integral to the events and a vital link to Whakatane district, and their tagline: »» Target key stakeholders with invite-only ongoing activity. The URL was included Preliminary Research »» Local and national media, who would be "Hear the call of the Whakatane kiwi. events including Kiwi Week Opening in all communication and advertising »» Focus groups: Two key stakeholder planning meetings were held to discuss event week integral to telling the story and raising Whakarongo mai ra ki te tangi o te Ceremony and Website Launch, and »» The website content was easy to read and gain buy-in, including exploring the idea of Whakatane becoming the 'Kiwi Capital community awareness kiwi o Whakatane." Partners' Afternoon Tea with Associate and navigate, put users first, and of the World' »» General public - New Zealanders have Minister of Conservation would be well maintained and regularly PR objectives a natural affinity to kiwi as our national »» Desk research: Research ensured the week did not clash with any other similar or »» Create a series of public events that updated. icon. The opportunity to experience competing events would engage community, help raise »» To increase awareness of WKT and kiwi in their natural habitat also has »» 24/7 availability of information and »» Anecdotal knowledge and awareness of the work and challenges of similar funds for WKT, create advocacy for kiwi kiwi protection in the Whakatane international appeal ability to donate online would reduce organisations, including Otanewainuku Kiwi Trust, Bank of New Zealand Save the Kiwi area protection and education in the area's WKT administration Trust and other eco groups in the region also helped schools at low to no cost »» To generate community support Messages »» Website content was aligned to the »» Researching best practice: Previous experience and anecdotal knowledge learned for WKT financially and in-kind »» Create an online presence and "shop objectives and vision and included through developing and writing content for other websites and understanding the by more volunteers, corporate Central to the success of the project front" for WKT and a place to tell the threats to kiwi, facts about kiwi, ways end users' needs was invaluable. A blueprint for the website was developed following sponsors and local organisations was developing clear and consistent Whakatane kiwi story to help – volunteering, donate money or planning meetings with WKT and the web developer. These planning meetings ensured communications messages: »» Advertising and newsletters to "push" in-kind - images and audio clips of kiwi WKT and end users' needs were clear and that the content and web tools met those »» Whakatane kiwi need community people to the website for further calls needs In addition, website objectives were identified support to survive and thrive. Without information active management to support »» Offer businesses and organisations Problem Solving / Creativity »» Provide an online presence for breeding and minimise predators, kiwi unique opportunities for their staff WKT that will engage, involve Wow factors included: will eventually disappear from the to be involved/rewarded – such as and educate people (both local Whakatane district attending kiwi releases, "egg to release" »» The fact the project was achieved with and overseas), as to the work of »» The community can support kiwi experiences, kiwi listening walks – in little to no budget. The events were run the WKT, attract volunteers and and WKT by volunteering, donate or return for financial or in-kind support by volunteers or sponsored by the local sponsors and generate online bequest, or have their dogs kiwi aversion business community. People engaged donations trained Implementation and gave their time willingly »» Raise awareness of the need to »» Domestic cats and dogs, stoats and rats »» The 100th kiwi Kaputerangi was star of protect kiwi Communications tactics needed to fit within the show at the public release ceremony. are a significant threat to kiwi - just five the $0 budget. »» Raise awareness of the need for percent of kiwi chicks in the wild make it It was the first time many in the 350 plus people to have their dogs Kiwi to adulthood »» Print advertising with the Whakatane crowd had seen a kiwi in real life aversion Trained Beacon was at reduced cost and »» Unique opportunity to have kiwi in »» Through the website, Gourmet Burger advertising on Radio 1XX was in-kind. our backyard – Whakatane is the only Kitchen, a UK burger chain with an The website technical development was urban centre to have kiwi in such close entrepreneurial Kiwi link, agreed to sponsored in-kind proximity donate 25 pence from every Kiwiburger »» Key stakeholders received six email sold to WKT - they sell about 2000 per »» The success of WKT is unparalleled newsletters – one every two weeks. week. The partnership was launched in elsewhere in New Zealand »» A series of targeted, well researched April 2010 with the special release and »» Being the Kiwi Capital of the World media stories and photographic blessing of a kiwi chick named Aotearoa has potential tourism and commercial opportunities

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»» International connectedness with Evaluation emails via the website people from Czech Republic, United Kingdom, In addition to achieving the objectives Australia, Canada and USA wanting »» Hits to the website continue to to volunteer for WKT while visiting increase New Zealand – including Stamford University Women's Rugby team who Results »» WKT online presence has expanded to made a special visit to Whakatane include a Facebook fan page and blog As a result of raising WKT's profile »» WKT regularly receives donations »» Appealing to the colloquial Kiwi with and demonstrating its success, more and bequests from the community, the Typical Kiwi Bloke Competition people have volunteered and corporate nationally and internationally via the where Whakatane men compete for sponsorship, particularly in-kind, has website the 'Real Kiwi Bloke' title to celebrate increased. the 100th kiwi chick and Father's Day »» Kiwi Week events are now a regular »» Businesses and organisations in fixture in Whakatane »» Dog Kiwi Aversion Training day Whakatane became more involved »» All prizes for the WKT Kiwiathon in gifting time, goods and services fundraising phone-in auction on Radio including administration support and 1XX were donated by local businesses tending to stoat traps and organisations »» WKT has more volunteers than they »» "Egg to release" experiences and can coordinate. They are hoping to family Kiwi Listening Experiences employ a volunteer coordinator as a result of the community response »» WKT first Kiwiathon in September 2009 raised $3000. The following year the event raised $8000 »» Schools in Whakatane and Ohope communities actively involved in raising money for WKT »» Huge increase in demand for kiwi listening walks – 111 people on 17 walks during September and October 2010 »» Increase in number of people attending kiwi aversion training for dogs »» Tourism New Zealand tracked the international pick up of Kiwi Capital of the World story and now includes WKT as options for visiting media »» WKT kiwi experiences hitting international media including the Toronto Star, CNN and BBC with World's Greatest Motorcycle Rides presenter Henry Cole afforded the honour of having a kiwi chick named "Henare" – the Maori word for Henry »» New generation of trustees and volunteers

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