PRINZ 2013case studies THESE CASE STUDIES REPRESENT THE WINNING & HIGHLY COMMENDED ENTRIES FROM THE 2013 PRINZ AWARDS Corporate Public Relations Not for Profi t Public Relations Peter Parussini & the ANZ Corporate Affairs Team Jacqui Humm, Heather Claycomb ANZ HMC Communications ANZ’s New Zealand simplifi cation project Buddy Day 2012 Dana Kirkpatrick Government or Quasi Government Public Relations Express PR Aaron Hailwood, Katie Mathison Feast New Zealand Customs Service Rebecca Oliver, Freelance PR consultant What’s My Duty? Pink Ribbon Calendar Project: Baring all for Jamie Sitzia, Andrew Knackstedt breast cancer awareness New Zealand Transport Agency Changing the Give Way Rules Paul Dryden Tertiary Award Tom Frankish, Charlotte Milton, Harmeet Sehgal, Internal Communications Natasha Johnstone Juliet Montague AUT University (Outside the Square) Ideas Shop Auckland Youth Orchestra Once upon a story – bringing Kiwibank’s future to life for employees Special Event or Project Amanda Schaake Eloise Hay, Angela Spain Freelance communications consultant with Fonterra DraftFCB PR & Activation Communicating global change on a shoestring PAK’nSAVE rescue Karen Maurice O’Leary, Angelina Farry Issues, Crisis & Emergency Management Starseed PR Anthony Frith, Nicky Chilton, Barina Barrett Number One Shoes ‘Catwalk to Sidewalk’ New Zealand Transport Agency Paul Weeks, Deepti Bhargava, Catherine Kemp, Bev Armstrong, Manawatu Gorge project Darren Horsman Sarah Knowles, Michael Dunlop, Adelle Foster, Amy O’Rourke Unitec Institute of Technology Acumen Republic We make the people who make it to the fi nish line Helping an organisation through transformational change Sustained Public Relations Limited Budget Public Relations Stephanie Lowe Mary-Louise Dare, Alisha Thomas Fuse DraftFCB PR & Activation The McCain School Veggie Patches programme Lindt Creamy Milk launch Kelly Bennett, Amber McEwen, Julia Rogan Eleven PR Marketing Communications – Public Relations Paymark – leveraging the power of data with PR Angela Spain, Eloise Hay, Kate Barlow Jenna Edwards, Matthew Vogts, Shona McLean DraftFCB PR & Activation Spark PR & Activate Driving Dogs Kelly Tarlton’s SEA LIFE Aquarium

Marketing Communications – Integrated Sally Logan-Milne Young Practitioner of the Year Award Luci Marshall, Jeni Baylis Alasdair Johnston Spark PR & Activate Otago University Students’ Association Letters to my hero Erin Roberts Sean Brown, Mango McDonald’s NZ Simon Kenny, McDonalds McDonald’s serious lamb launch Corporate Public Relations Corporate Public Relations

Peter Parussini & the ANZ Corporate Affairs Team | ANZ

PROJECT: ANZ’s New Zealand simplifi cation project

In September 2012, ANZ announced that it would be moving to a single brand and phasing out the much loved National Bank Brand. The Corporate communications support involved guiding 2 million customers and more than 8,000 staff, as well as government and regulatory offi cials, media, unions and infl uencers through a huge rebranding exercise. Despite fi erce competitor targeting of National Bank customers, ANZ has avoided customer losses and impacts on staff morale seen in previous corporate mergers. Deposits and lending market share increased in fi rst quarter FY13. There has been no signifi cant increase in staff turnover and staff engagement has lifted.

CONFIDENTIAL ENTRY

JUDGES’ COMMENT

A very well presented entry with extensive and rigorous implementation. In summary, a very challenging programme with high risks and great results.

4 Government or Quasi Government Public Relations Government or Quasi Government Public Relations

Aaron Hailwood, Katie Mathison | New Zealand Customs Service

PROJECT: What’s My Duty?

Millions of New Zealanders shop online as they get better choice and prices for clothes, shoes, sports goods and other items – often enjoying an extra perk of zero GST and duty if the total charges add up to $60 or less. However, the charges are complex and exchange rates vary, so it’s hard to predict when the charges will be triggered. Customs was receiving a huge increase in complaints about goods held by Customs until duty/GST was paid, so we developed a PR campaign centred around a website and free mobile app that calculates the charges for you: no surprises, and you know before you buy whether it is actually cheaper online.

BACKGROUND estimate: when your goods Online shopping has increased arrive, an assessment of their rapidly and Customs was receiving value will be made based on the more complaints from consumers exchange rate on the day, so it directly who were surprised and may differ. unhappy that their goods were being stopped at the border until STRATEGY GST and duty was paid. Some The strategy was to deliver and found the charges made their promulgate a cost-effective, goods more expensive than within immediate, and simple way for New Zealand as they didn’t realize online shoppers to fi nd out what there were charges and many GST and duty payments apply found those charges complex. to their purchases before they Customs’ reputation was beginning order, at home, at no extra cost to to suffer as this resulted in negative the consumer. coverage in high-profi le media. A PR campaign was needed to raise IMPLEMENTATION / TACTICS awareness of the charges and help what charges might apply for online shopping, and own the people estimate the charges before before they buy, in time for latest technology mobile devices The PR budget was limited to 8% they clicked ‘pay’ online. the online shopping peak for and home computers to enable of the overall $40,000 budget. Christmas 2012. online shopping. The main tactic was to devise a calculator that could be delivered PRELIMINARY RESEARCH Organisational (reputational) The secondary audiences were as a free mobile app (iOS and • The number and pattern of objectives: the media who comment on complaints received from online shopping, and the Retailers’ Android) and be made available • To reduce the number of consumers over six months Association, which lobbies for on an online website so that complaints from consumers consumers could calculate the • The number and tone of media parity in GST and duty charges for about charges from 10 per charges before they initiate articles on GST payments for online shopping. month to 2 or less per month by the purchase no matter where online shopping February 2013. they were. This enabled them • Articles reporting online MESSAGES • To reduce the negative slant to compare the fi nal price with shopping trends globally The key messages were: of media articles about the the high street price. This tactic • Commentary by New Zealand complexity of Customs’ charges • If you buy goods online from refl ected the fact that the vast based retailers (eg, Retailers’ so that there are no negative overseas, you may have to pay majority of online shoppers Association) about the disparity media articles from December GST and duty if the charges own, and are comfortable with of GST payments online and on 2012 to June 2013 add up to $60 or more: below using, advanced mobile phones the high street this level collection costs exceed • To gain positive media and and computers. revenue. • Anecdotal evidence from online consumer commentary The calculator was named ‘What’s purchasers known to Customs about the increased clarity of • GST and duty are compulsory My Duty?’ to refl ect that it both staff (friends and family) about Customs’ public information by and fair taxes, the same as you calculates the GST and duty their experiences of shopping March 2013. have to pay on goods bought in that apply, and instills in the online and being charged GST New Zealand. user a sense that it’s their duty • Data from New Zealand Post AUDIENCES • The GST and duty may not to pay the charges due, as they and courier companies about make your online purchase as The main audience was all would in a shop. The name was the surge in online parcels favourable, so check before New Zealanders who shop online deliberately chosen to reduce the you buy. • The willingness of for goods from overseas, in sense that was evident amongst New Zealand Post to assist in particular those in the age range • It is easy to calculate whether complainants that they should marketing any solution. 25-45, and relatively affl uent, you will have to pay, and how not have to pay these charges as they are the biggest users of much, before you order online, on online purchases, and that it OBJECTIVES online shopping, are holders using Customs’ free mobile app was unfair. • To increase awareness among of credit cards which are the or online calculator. A dedicated web page was 90% of online shoppers of predominant method of payment • The calculation is only an developed to promote What’s

6 Government or Quasi Government Public Relations

My Duty?’, with a completely channel to communicate with the purchases consumers might calculator – with approximately different image to the Customs audience. This was the only paid- make online, as this would create 30% (21,000) being repeat users. website which is mainly targeted for advertising. It cost $10,000 for the need for expert technical By March 2013 complaints had at commercial importers and two weeks’ rotating placement. classifi cation of goods (for dwindled to less than one every exporters who are familiar with example uncut diamonds incur a two months, exceeding the target. complex tariffs and rules. different tariff to cut diamonds) PROBLEM SOLVING / Negative media coverage referring and render the calculator too Users of the web page would CREATIVITY to complex Customs rules has complex, defeating the purpose have the assurance of knowing Aside from the name (explained stopped completely. There was of simplifi cation. We therefore they were dealing with Customs, above), an eye-catching positive media about the calculator limited the calculator to the most but would see a refreshingly photograph was chosen to brand (outlined above) however, there common 40 purchases. consumer-oriented page with What’s My Duty?’. This was a is still negative media about the clear and simple information — no photo of a glamorous woman Once the calculator was launched, disparity between online shopping jargon — and a memorable image holding up two different brightly- we had no way of knowing how and high street shopping with associated with online shopping coloured shoes as if she could it was being used or whether respect to GST and duty, but this is and What’s My Duty? not choose between them. The it was useful to consumers. a problem of wider scope than the The release of the calculator was photo is instantly recognizable as On the website, we added a case at point. staged in two phases to maximize being linked with online shopping, consumer feedback loop, where media coverage: the fi rst release and is very far removed from people could send us comments. EVALUATION / FOLLOW-UP This proved highly useful, and was the website calculator, and what Customs would normally The key measurement to test the enabled us to develop the the second the mobile phone app. choose for its images: this was programme’s impact was reduction calculator further. Both were announced by media again deliberate, as the building of consumer complaints, which release to all main media outlets. consumer audience is a new one had had the potential to negatively Journalists who had commentated for us, requiring us to change RESULTS impact Customs’ reputation, if on online shopping charges were our approach. ‘What’s My Duty?’ was they had continued. From the sent the link and invited to try One problem was that, even immediately picked up by almost total absence of complaints it out. though Customs is a government mainstream consumer media since What’s My Duty? was The calculator was ‘pushed’ to department, we were unable to and promoted as a useful tool launched we can be reasonably sites and contacts who would use the URL www.whatsmyduty. for online shoppers. There were confi dent that there has been an host it, promote it and provide a govt.nz because of internal referrals in chatrooms. increase in consumer awareness: link to it at no cost to Customs: government policies that prevent The calculator was available and there is less surprise when charges these were New Zealand Post, the proliferation of URLs. We promoted on Target before the are imposed. Consumers Institute, Retailers’ therefore ignored the protocol Christmas online shopping rush. The app was evaluated throughout Association, media commentators, and used the .co.nz and .net. The advertising on Stuff had over the process by active user and online shopping websites. nz domains. We contributed a million audience impressions. feedback enabled by the website. It was also shared through commentary to the government In early March, Fairfax did a The most frequent comment Twitter networks of some of department in charge of the large piece on online shopping was that it was useful and easy New Zealand’s high-profi le fashion .govt.nz suffi x to the effect that in general and was highly to use, and helped consumers commentators, as well as through the protocol was too limited and complimentary of What’s My judge whether to buy online message boards for a wide-range not modern enough to encompass Duty? calling it “very useful” – or not. A further development of products bought overseas, our initiative. The downside that this article featured in most of of What’s My Duty? is now including the New Zealand we saw of not using the Fairfax’s major dailies, as well as underway as a direct result of user Transformers Club. .govt.nz suffi x was that consumers on their website. The web version feedback, incorporating the ability At the peak online shopping might not recognize the calculator lead to a huge spike over two to calculate multiple items in time in early December, premium as having the authority of the days of hits on the What’s My one shipment. advertising space was purchased government, although this Duty?’ website. on Stuff.co.nz to provide a link to has not turned out to be Within three months there had the calculator. The target audience the case. been over 1,000 downloads of group are known high-users of the Another problem was that the the mobile app, and more than Stuff website, so this was the best calculator could not list all the 62,000 visitors to the website

JUDGES’ COMMENT

An interesting entry which was a very smart answer to potentially damaging consumer perception and risk to the brand. It carefully targeted its audiences through clever use of online media, and is noted for identifying problems and resolving them as it went along. In summary, this project achieved a great result which was able to be directly measured against the PR campaign.

7 Government or Quasi Government Public Relations

Jamie Sitzia, Andrew Knackstedt | New Zealand Transport Agency

PROJECT: Changing the Give Way Rules

Give way to the right. It was easy to remember, and our ingrained behaviour for 34 years. However, there was a safer way and nobody else globally had the same rule. Legislation was put in place to change this (and another give way rule) on 25 March 2012. The NZTA was tasked with developing a behaviour change campaign to make sure everyone knew what to do. And, that they did it on 25 March. Our campaign made the messages simple and memorable and was carefully timed to ensure maximum compliance. It worked. Order and courteous behaviour prevailed.

BACKGROUND everyone knew what to do. with the new rules from the behaviour over many years/some Give way to the right. It was easy And, that they did it on 25 March changeover day and time so that worried about the changes. to remember, and our behaviour (not 24 or 26!). everyone stayed safe on the roads. • New drivers – could be was ingrained over the past 34 So we needed to give all road confused, especially if sitting a years. However, there was a safer PRELIMINARY RESEARCH users good quality information test around 25 March. that was easy to understand so way and nobody else globally In January 2012 we surveyed • Cyclists, motorcyclists, heavy they knew what behaviours they had the same rule, making it 1,000 people on two give way vehicle drivers – needed to needed to change, and when. confusing for overseas drivers in rule awareness questions (one on understand how the rules would New Zealand and Kiwis travelling. each new rule). The results were Objective 2 – Ensure affect them. In 2010, legislation was put in encouraging but there was still a stakeholders align and use a long way to go. • People with English as a place to change this (and another consistent approach. second language – although give way rule) on 25 March 2012. For the left turn v right turn This feeds into delivery of the the new rules exist in most Changing the rules would simplify rule, correct understanding of above objective but was a large other countries we had to what the new rule would be was decision-making at intersections, piece of work. provide support. reduce demands on drivers and 61 percent. For the uncontrolled There were hundreds of road • Deaf people – needed improve traffi c fl ow. T-intersection rule it was 74 percent. safety stakeholders (including accessible information. Change 1 was a change to the 76 councils) that wanted to • Pedestrians with a vision left-turn versus right-turn rule. All We also looked overseas to see promote the changes to their impairment – these pedestrians traffi c turning right must now give what we could learn. Feedback customers through their own listen to traffi c and after the rule way to vehicles coming from the from the Government in Victoria, channels. The NZTA needed to change they may have heard opposite direction and turning left. Australia fed into our public awareness campaign. They found work with these groups effectively vehicles coming from different Change 2 was a change to the that when a rule change campaign so that messages and imagery directions in a different order. uncontrolled T-intersections rule. had a long lead time people used were consistent to help minimise At an uncontrolled T-intersection, the new rule too early. public confusion. MESSAGES all traffi c from a terminating road (bottom of the T) must now give Message 1: OBJECTIVES AUDIENCES way to all traffi c on a continuing At 5am on Sunday 25 March two The target audience was everyone! road (top of the T). Objective 1 – Maximise of the give way rules are changing. Or all road users anyway... The NZTA was tasked with compliance/minimise confusion, We had to reinforce the time, developing a behaviour change anxiety and stress. Some key interest groups: date and the fact that two rules campaign to make sure We needed people to comply • Older drivers – ingrained were changing. The campaign

8 Government or Quasi Government Public Relations

JUDGES’ COMMENT

Right from the start every section was very clear and the content fl owed on in a well communicated and logical manner. Good examples were provided in implementation and the detail was very thorough. Overall a well presented project, with some smart thinking included. needed an instantaneous change so it was important to create a our hub for offi cial information. • Leafl ets in mailings to the over in behaviour. range of communications and All communications drove people 75s with their licence renewal resources to target ‘everyone’ as to the site. packs (14,000). Message 2: well as special interest groups. Stakeholders accessed high • Update to Staying Safe DVD • If you’re turning right, give way. Partnering with stakeholders resolution campaign resources (used in older driver workshops). • Top of the T goes before me. To work well with stakeholders through a micro site which • Unbranded PowerPoint These campaign lines (one for we needed a robust stakeholder launched on 1 February but was presentation for anyone to use. each rule) simply explained the embargoed until 26 February. engagement plan to make sure • NZTA-generated editorial in over changes (alongside graphics) while we kept them informed so they Information for everyone 30 stakeholder publications for conveying the full legislative intent could plan their own supporting People learn in different ways so older drivers, truckies, etc. – no easy feat! They were simple campaigns. we created a range of resources memory aids to help people at the • Letters to all NZ schools. Repeat, repeat, repeat for our key audiences. moment of truth on the road. While dealing with hundreds of We also needed to reach our • English DLE leafl et (half a million reactive media requests we also Additional stakeholder message: audience through as many copies distributed via Police, developed a proactive media • The NZTA is developing channels as possible so they Councils, driver licensing agents release schedule: campaign material ready for couldn’t ignore it. etc). • 9 February – NZTA gearing up use in 2012. To ensure clarity Timing is everything • Leafl et translated into 13 for publicity campaign on give and consistency of message Using the feedback from Australia, languages including Maori, way rule changes. across the country and avoid we needed to run a short and Punjabi, and Korean etc. • 1 March – New give way rule public confusion, we’re keen sharp campaign so that people • Large print leafl et. information now live at www. for this material to be used by didn’t use the new rules too early. all organisations involved in • An interactive online quiz giveway.govt.nz. so people could test their road safety. IMPLEMENTATION / TACTICS • 12 March – NZTA reminding knowledge. novice drivers of upcoming give STRATEGY Less is more • Animated video explaining the way rule changes. Our campaign lines were pre- two new rules. Less is more • 14 March – Give way rule tested with a large sample • Animated video with sign advertising starts tomorrow. To maximise compliance and of the public and showed language (developed with Deaf minimise confusion, all our • 21 March – Four days until give high understanding. Aotearoa). communications material needed way rules change. In addition we created simple • eText documents for pedestrians to follow a ‘less is more’ approach. • 22 March – Current intersection graphics to show the changes. with a vision impairment We needed simple words crash data – crashes at We used arrows and colour as (developed with Royal and illustrations. intersections are very common visual cues (red/dash = stop and New Zealand Foundation of the so shouldn’t be linked to the Source of truth green/solid = go) and tested with Blind). colour-blind people. new rules before facts are in. We wanted to create one public • Leafl ets at driver licensing • 23 March – Two days until two ‘source of truth’ website for We also created graphics showing agents for people booking a give way rules change. campaign information so that any motorbikes, cyclists, heavy vehicles test around the time of the organisation or individual could and pedestrians for special interest changeover (30,000). • 26 March – NZTA thanks drivers access what they needed. groups and media. for taking care at intersections. • Letters to over 1,000 driving Information for everyone Source of truth instructors so they could help Partnering with stakeholders Everyone learns in different ways www.giveway.govt.nz became new drivers. Key road safety stakeholders

9 Government or Quasi Government Public Relations

The new rules Are you taking a Two of the come into Two give way rules effect at 5am give way on Sunday driving test around 25 March 2012 are changing 25 March 2012? rules are To make our roads safer, two of the give way rules are changing. These changing changes will affect all drivers, riders, pedestrians and cyclists. Remember to share the road, obey all road signs and signals, and make sure you know the Changes to two of the give way rules come into force at 5am on Sunday new rules. 25 March 2012 – until then the current rules apply.

If you’re turning right, give way If you are taking a driving test (practical or theory) around this time, you This rule will apply at intersections where two vehicles are facing no signs or signals, or need to be aware of what’s changing. the same signs or signals. You will need to give way to left turning vehicles coming from the opposite direction if you are turning right. There are only two give way rules which are being changed. Left-turn versus right-turn rule Uncontrolled T-intersections This change only applies at Uncontrolled means there are intersections where both vehicles no signs or signals telling you are facing the same signs or signals what to do. or no signs or signals.

No signs or signals Same signs or signals Top of the ‘T’ goes before me If you’re turning right from the bottom of a T-intersection with no signs or signals, you will need to give way to all vehicles at the top of the T.

So at all T-intersections and driveways, including public driveways such as at a supermarket or hospital, think ‘Top of the T goes before me’. In all these images the red car gives way. Go to www.giveway.govt.nz or call 0800 656 055 for more Learn the new rules at www.giveway.govt.nz or call 0800 656 055 information, so you’ll know what to do.

included 76 councils, ACC, internet memes didn’t faze us. crashes and the April 2012 road support and enthusiasm to help NZAA, NZ Police, Rental Vehicle All publicity was good publicity as toll was the lowest since records deliver a cohesive campaign. Association, Taxi Federation, it kept people talking about it! began (although many factors Cycle Tour Operators and Age Timing is everything affect this). EVALUATION / FOLLOW-UP Concern etc. Our activity was carefully timed to Feedback from stakeholders and In April we surveyed our We wrote to them in: ensure maximum compliance on the media was positive. Also, the stakeholders for feedback on our • November 2011 – to explain our 25 March. level of general courtesy seen on engagement – with generally the roads around the time of the positive results. approach in creating resources Our public information campaign changeover was impressive. to be shared on 1 February. started on 29 February 2012. “I think this is a stellar example of how if everyone works together, • 31 January 2012 – to explain Advertising started on 15 March Campaign objective 1: Maximise it is possible to achieve results. resources were available but (ten days before). The PR budget compliance/minimise confusion, The implementation was smooth, embargoed until 26 February. was ten percent of the advertising anxiety and stress well-understood and so well co- spend because we harnessed “Give-way change goes smoothly” We continued to talk to them ordinated.” – Government road existing networks to get the best – Taupo Times headline throughout and listen to their safety partner feedback. bang for our buck. We repeated our public awareness “Well done guys, good job! It survey. Comprehension of the left We also did a mass stakeholder went well on the day and there PROBLEM SOLVING / turn v right turn rule stood at 90 mail out to over 600 organisations was not a great run of crashes.” – CREATIVITY percent (from 61 percent) and so they could share information Transport stakeholder group with their staff/customers. Sometimes there’s nothing more the uncontrolled T-intersection spectacular than having nothing rule was 89 percent (up from 74 “Excellent, well thought out They included: to see. percent). and concise verbal messages accompanied by clear and • 105 motorcycle retailers “Chaos? Carnage? No, just The campaign to change the give unambiguous drawings. Good • 28 engineering groups caution” – Taranaki Daily News way rules was unprecedented in work.” – Regional council • 80 hire car companies scale. We had to reach everyone headline Media coverage and make them all change their • 18 insurance companies A Campbell Live reporter observed behaviour from 5am on Sunday a busy Christchurch intersection During February/March 222 print • 50 large NZ employers 25 March. If we didn’t do a for four hours on the 25 March. articles were published mentioning • 39 accessibility groups good job, public safety could be From around 1200 potential the changes to the give way rules. Half mentioned the NZTA. • 10 large NZ tourism compromised. incidents, just 12 motorists (1 organisations. Some commentators and percent) failed to abide by the new • 84 percent – positive or rules. balanced. Repeat, repeat, repeat naysayers were predicting ‘car-mageddon’ but when the • Negative coverage focused on We tried everything to reach Campaign objective 2: Ensure rules changed, the silence was letters to the editor/opinion people, examples include: stakeholders align and use a deafening. People just went about consistent approach columns – 16 percent. • A poster on Shortland Street. their business and the media • Around three quarters of moved on to other issues. There was a consistent approach • NZ Defence Force sharing to communicating the rules. coverage carried at least one key information with troops message. RESULTS Stakeholders used our resources serving overseas when they and key messages in their returned home. It worked. Order and courteous complementary communications Even the things we couldn’t behaviour prevailed. work. We were very grateful to control like political cartoons or Police reported no increase in have such fantastic stakeholder

10 Internal Communications Internal Communications

Juliet Montague | Ideas Shop

PROJECT: Once upon a story – bringing Kiwibank’s future to life for employees

Kiwibank’s new growth strategy required a fresh way of communicating to capture the hearts and minds of employees. Ideas Shop worked with the bank’s senior leaders on a communication approach that addressed employees’ desire to celebrate the past, and understand strategic direction and the ongoing value of internal culture. The resulting strategic story brought together the bank’s past and future, and delivered it to employees through a story-telling approach led by the bank’s CEO and senior leaders. It was recognised as a fun, simple way to communicate strategic information, and contributed to higher engagement metrics in the bank’s annual survey.

BACKGROUND assurance that its values would We identifi ed: Ideas Shop spoke with fi ve Since 2002, Kiwibank has not be lost. • A strong staff preference for managers and employees from carved a niche as a highly Kiwibank’s People and Business strategies to be communicated People and Business Services, and from Brand and Marketing successful challenger brand in the Services, and Marketing teams by leaders face-to-face competitive retail banking sector. were tasked with developing to understand effective ways to • Eagerness to understand the Kiwibank’s 10th anniversary saw an internal communications communicate and fi t with existing bank’s growth strategy messaging and activities. senior leaders keen to celebrate programme for the new business the milestone with its people strategy that would reinforce and • Concern growth would Research fi ndings confi rmed as well as communicate a new build on the organisation’s culture. negatively impact the leaders were well placed to lead business strategy focused on Ideas Shop provided strategic and bank’s culture the organisational communication growth and diversifi cation, and tactical communications support Kiwibank’s 2011 JRA Best Place but needed active support and positioning Kiwibank alongside for the team. to Work employee survey scored a consistent organisational story New Zealand’s big retail banks. to share. They identifi ed Kiwibank’s strong 72.3 for ‘Common Purpose’ PRELIMINARY RESEARCH and 67 for ‘Communication and internal culture as a strategic lever OBJECTIVES in building and maintaining a Ideas Shop completed an audit to Cooperation’ – key engagement competitive edge. benchmark the effectiveness of measures. Analysis of survey Organisational objectives Kiwibank’s annual engagement current internal communication, comments showed employees • Improve employee survey and internal communication including quantitative and highly valued culture, wanted to understanding of Kiwibank’s audit showed employees qualitative fi ndings. These were better understand the bank’s vision strategic direction as wanted more information about matrixed against engagement, and strategy, and were concerned part of building a more Kiwibank’s business strategy, and staff values and brand research. about silos emerging. engaged workforce

12 Internal Communications

• Clarify the valued role of • We were hungry for Kiwibank’s culture in building opportunities and we made the bank’s future success things happen determined that internal 4. Generate a groundswell • Help to lift the profi le of the • We had limited resources, communication worked best when to create demand among Kiwibank Leadership Team instead relying on innovation actively led by senior leaders and employees for hearing the story (KBLT) and teamwork middle managers. Communication and to encourage them to ask Communication strategy objectives Change happened needed to be personal and direct, leaders to tell their story. and had to engage people in a • KBLT own and communicate the 5. Tapping into ‘local experts’ • We became an employer of way that a more traditional ‘slide bank’s story choice, attracting people to our by engaging early with bank pack’ approach would not. leaders and experts, to ensure • Equip and activate 100 third-tier awesome culture The approach also had to directly the proposed solution fi tted leaders to share the bank’s story • We struggled to keep up with address three challenges: with Kiwibank’s culture, and with their teams our rapid success and started • Create ‘space’ for KiwiBank staff seeking guidance on fi ne • Within a month of Leadership feeling ‘growing pains’ to ‘hear’ the messages about tuning implementation. Day, have 70% of third-tier • The Global Financial Crisis the strategic direction in a busy, leaders deliver the bank’s story and Canterbury earthquakes complex environment IMPLEMENTATION / TACTICS to their teams changed our world and made The strategy was implemented as getting our house in order an • Reinforce that while things a story-telling exercise that started AUDIENCES urgent matter needed to change in how the business operated, it would with the KBLT and was designed Kiwibank Leadership Team Where we’re at today be anchored in Kiwibank’s to fl ow to employees through 100 Success was centred on KBLT • We have a responsibility to our egalitarian, open and intimate third-tier leaders. owning the bank’s story and customers to take Kiwibank culture Building the story communicating it consistently from good to great • Supporting leaders to • Planned and led a three-hour across the bank, including • Our customers have grown with communicate strategy workshop with the KBLT to demonstrating the face-to face us and we now need to grow confi dently as ‘story-tellers’ create Kiwibank’s story using communication required from and get stronger to meet their Our strategy had fi ve parts: a four chapter framework to third tier leaders. needs 1. Working closely with KBLT connect the past, present and Kiwibank third tier leaders • We need to be more selective to develop a consistent future, and position the vital role about the areas we compete Research showed this group had overarching strategic story to of culture in – we can’t be all things to not previously explicitly been used bring all the content together • Small groups were provided all people to communicate strategy and in a structured four-chapter with worksheets for each story culture face to face. The audit Our future approach: – 1) connecting the phase with ‘starter questions’ to also showed they needed more • We’re holding on to what has bank’s past; 2) stating the need prompt discussions on what they active support to communicate the always mattered to us – great to change; 3) taking stock wanted employees to know, shared history and culture of the people, a focus on game- of the bank’s position and feel and understand about each organisation. changing banking and a love of strengths; and 4) setting a clear chapter Kiwibank employees customers vision and set of bank priorities • Facilitated an iterative process – with culture underpinning all Research showed mixed awareness • We are transforming Kiwibank where each group drafted four. We also needed to gain of the various strategic projects through building our platform, content and then the whole support for the approach and underway and a concern the main bank growth and diversity team came back together to test commitment to role-modelling bank’s culture would negatively and workshop it • Our culture and our values the communication required. change as it grew and diversifi ed. remain vital to our success • Presented a workshop outline Employees were also keen to meet 2. Share the story with third-tier • We are larger today and we for a third tier Leadership Day KBLT and senior leaders. leaders at a leadership day, have to work harder than 10 where KBLT would tell the story including providing training, with their own anecdotes, and years ago to think and act as content and a framework to MESSAGES one bank then support third tier leaders to support them to fi nd their own learn and tell the story to their When Kiwibank started • We’ll continue to change ‘voice’. This enabled leaders to own teams • We were small, ambitious and banking and be a bank that it deliver the story authentically. • Assisted in the scripting and out to change banking for makes sense for Kiwis to own 3. Match the innovative spirit review of the story New Zealanders of the bank and have fun by • Customers were at the heart of STRATEGY sharing stories alongside the Leadership Day everything we did Ideas Shop and Kiwibank research story’s key messages. We developed a detailed two-hour

13 Internal Communications

JUDGES’ COMMENT

This project scored very highly across the spectrum of measures used to judge awards, particularly in the identifi cation of objectives, audiences, messages, strategy and implementation and tactics. Of special note was the eff ort made to consult and work with stakeholders, refl ected in the use of terms such as “our strategy”, “we developed, and we worked with”. This refl ects a practitioner who understands and respects the importance of multidirectional communication and the value of relationships in terms of gett ing the job done. session outline and resources fi ne tune the approach, giving signifi cant contribution to the to run the Leadership Day and for a third tier management leaders greater autonomy and improvements. support the third-tier leaders to Leadership Day. At the end of support, to tailor delivery for • The story contained messaging share the story. the session, leaders would leave their teams that celebrated Kiwibank’s • The story-telling approach with an understanding of the • Gained the buy-in of the KBLT, culture and, more clearly than successfully demonstrated the story, and clear about their role including through briefi ng the previously, explicitly positioned emerging internal communications in communicating it with their CEO and General Manager it as a major enabler of approach of communicating people. The session included: of People & Business Services Kiwibank’s success. strategic content face to face. • One KBLT member at each table before the team’s session so they Communication strategy to tell their story and facilitate could ‘own’ it objectives EVALUATION / FOLLOW-UP an exercise where leaders at The evaluation process included • Offered one-on-one story-telling • Within a month of the their table paired up to learn informal and formal channels, coaching to the KBLT so they Leadership Day activity, 55% of and practice the story and add using qualitative insights and could role model for third- employees had heard the bank’s their own anecdotes data from the engagement tier leaders story from a third-tier leader, • Each third tier leader used key survey results. Aligning with employee and 70% after two months. messages to ask the leaders at engagement Of those who had heard the After Leadership Day, a focus their table to share the story story, 82.9% said they felt well group was held with third-tier • Promoted the activity to with their teams within a month, informed, 92.8% understood leaders that showed: leaders as a way to address and give guidance on localising the bank’s 10-year strategy and the business imperative of • The activity was true to the story to make it relevant 91.9% understood their team’s Kiwibank’s egalitarian culture increasing employee support of role in supporting it. Building a support network the strategy and culture, and • Third-tier leaders appreciated the We developed a one-hour session engagement • At an extremely busy time for simplicity of the approach, and outline and resources to lead the bank, there was full KBLT understood and valued their role Secondary support mechanisms a workshop with a champions attendance and participation • Story-telling was confi rmed as group. This was to build a support • Built a team of employee at the story workshop – likely the preferred mechanism for team to help the KBLT at each ‘champions’ to help the a result of positioning the communicating strategic content KBLT run their sessions at the activity as supporting increased table at the Leadership Day, and to The Internal Communications Leadership Day, and encourage employee engagement. support the third-tier leaders to tell Manager also ran an online third-tier leaders to tell their their story afterwards Communication strategy Internal Communications survey story to employees Cascade and promotion objectives – secondary for employees: • Used the bank’s internal • A strategic story was fi nalised Those who had been told the story We worked with the Internal channels to encourage in only 10 days, including the Communication Manager to make employees to ask a leader to • 82.9% feel well informed leadership team forming the sure communication through tell the bank’s story, and using story, multiple iterations, further • 92.8% understand Kiwibank’s other channels encouraged an the Leadership Day tee-shirts as 10-year strategy employee groundswell of interest. workshops with leaders, and ‘walking billboards’ • 91.9% understand their We created a quirky ‘conversation sign-off. team’s role supporting starter’ by inviting third-tier leaders • The Leadership Day session RESULTS Kiwibank’s strategy to write a slogan on Leadership workplan was developed Day tee-shirts to prompt people to Organisational objectives after socialising with Human Those who had not been told ask leaders about the story. • Kiwibank’s JRA Best Places to Resources and Internal the story Work survey (September 2011 – Communications Managers, • 80% feel well informed PROBLEM SOLVING / September 2012) showed scores and refi ning it with leaders and • 78% understand Kiwibank’s CREATIVITY for ‘Understanding Common infl uencers. This ensured it was 10-year strategy integrated with BAU work, Anticipating storytelling could be Purpose’ jumped from 72.3 to making it more likely to be • 74.5% understand their perceived as trivial by leaders, we 77 and ‘Communication and team’s role supporting communicated. focused our problem solving by: Cooperation’ moved from 67 Kiwibank’s strategy to 70. The Bank’s GM People & • A ‘champion’ network was Infl uencing from the top Business Services considers the established, trained and • Worked with infl uencers to leader-led story-telling made a activated to support the BLT

14 Internal Communications

Amanda Schaake | Freelance consultant, Fonterra

PROJECT: Communicating global change on a shoestring

Fonterra’s Global Finance function is undergoing a drastic effi ciency overhaul: reducing month-end reporting time from ten working days to just two. The overhaul is a necessity to implement Trading Among Farmers (TAF), a far-reaching change to Fonterra’s capital structure. Producing sped-up valuation data means changes to the Finance function’s systems, processes and policies. Without this, we’ll be unable to deliver on our promises to the market. Our communications strategy for such a crucial internal audience was our most challenging to date. The success of this strategy is now being tipped as a blueprint for Fonterra’s internal communications approach company-wide.

BACKGROUND PRELIMINARY RESEARCH • Internal SharePoint research: For Finance this means being able identify high-traffi c SharePoint to provide business intelligence In 2012 Fonterra began work External: to launch TAF, reinforcing sites, what users liked and to leadership with velocity by • Meetings with non-competing 100% farmer control of the connected with. working-day 2 instead of working- global, NZ-headquartered Co-operative. For TAF to succeed, • Strategy testing: reviewing the day 10 each month. organisations to develop a The Goldilocks programme fi nancials needed to be accurate draft communications strategy benchmark for world class contained 13 major changes to at any time throughout the year with key infl uencers. fi nance functions. so that we could accurately value achieve this velocity. Changes • Communication objectives: initial our business. From a starting point Internal: ranged from simple automation measurements taken before of repetitive tasks to complex we had a lot of improvements • Discussions with impacted teams communication commenced. Group-wide policy or to make. We launched a global to map status quo: what do change programme (called cultural changes. we currently deliver, for whom, OBJECTIVES Goldilocks) impacting almost when, why and how. Communications needed to help 1,500 Finance employees across Fonterra’s Global strategy is simple: employees understand the • Ownership workshops: gap 12 countries and indirectly compelling rationale for all 13 analysis with Finance teams Volume: grow milk production impacting our 17,000-strong volumes. changes as well as what was workforce. Communications to open dialogue around changing, when, for whom. Value: drive more value by needed to support the changes to change and build ownership We defi ned our objectives as providing dairy nutrition to ensure they were successful, that for problems and identify ‘think’, ‘feel’ and ‘do’ to measure new behaviours were adopted, quick-wins. the young, the ageing and in engagement with employees’ new systems embraced and • Gallup global engagement foodservice. heads, hearts and hands and a new culture of ‘right at any survey: benchmark engagement Velocity: execute our strategy included 2 Gallup Q12 measures time’ embedded. levels pre-launch. at speed. to give rolling checks which

15 Internal Communications

could be aligned with the global Tier 3: Partially-impacted fi nance • We must be sure our fi nancials all 13 Goldilocks changes over Gallup survey. teams (6 countries, are right at any time throughout 12 months. Each change has • I understand what changes need two time-zones). the year so that we can quickly 3 parts (notice that it’s coming, to happen in my team and my Tier 4: Out-of-scope fi nance teams and accurately value our notice of change, wrap-up business and deliver on our communications) and we want to work (head). (6 countries, two time-zones). promises to shareholders. let Jack know at each point. If we Audiences were not segmented by • I feel supported through the use 3 channels to communicate at traditional methods of hierarchy • For us, it’s about velocity – being changes (heart). each point (team meeting, email or demographics. A detailed faster on our feet in responding and leadership message) Jack will • I am taking action to achieve the stakeholder map was built and to markets. receive 351 different messages changes (hands). the impact of the 13 Goldilocks • We all play a major role in throughout the Goldilocks • I know what’s expected of me at work streams was mapped against delivering on our strategy. programme, none of which join up work (matching Gallup Q1). each stakeholder group. This gave Operational: or create any strategic relevance. • At work, my opinions seem to a clear picture of which changes would impact particular groups • This is our chance to get Our strategy needed to be count (matching Gallup Q7). of people and when, building a involved in a project that has different. The overarching communication profi le of the change each group game-changing implications 1. Be transparent and ‘out’ objective was to achieve 75% would experience. for the Group: we are actively change early. ‘agree or strongly agree’ scores responsible for helping Fonterra Detailed audience analysis allowed 2. Use managers as a conduit to against all 5 objectives over the achieve its strategy of velocity. a comprehensive communications change. life of the programme and no strategy to be developed to bundle • We’ll generate more time for 3. Communicate to our people negative impact on the overall communications together for the team to add value for the when they needed it – to Gallup Q1 and Q7 annual result. groups according to the impact business if we can de-clutter our support them through change Achieving these objectives would the employees would experience. current workload. – not when the project felt it This provided a rolling schedule result in the new work practices • We’ll take a harder line than had something to say. of ‘right information – right time’ being adopted faster, meaning usual and stand by our decisions: according to when employees 4. Key messages had to be effi ciency gains realised quicker, push back when things aren’t relevant to the audience and productivity levels rebounding needed it, rather than through right or risk derailing our targets. transparent: creating a sense of quicker and internal customer the traditional centrally-deployed, • We can let go of old ways “we’re in this together”. service quality remaining high. mass communication techniques. of working. 5. Goldilocks communications • We will encourage our AUDIENCES MESSAGES would provide support to work We deployed messages according colleagues to not quibble over streams on key messages to Audiences were broken into to when change would impact immaterial values. ensure consistency. fi ve tier groups according to the the audience. Messages were • We will have clarity around changes they would be impacted either ‘signature/strategic’ or knowing what’s expected of us IMPLEMENTATION / TACTICS by or the changes they could help ‘operational’ communications. at work. The communication budget us deliver: Signature/strategic: • Our opinions count. was $12,000. $8,000 of this Tier 0: Leadership throughout • Our new strategy builds on was spent up-front on design change-affected areas of Fonterra. our strengths and secures our STRATEGY and template creation. $200 Tier 1: Finance functions at head- was spent on incentives for growth for the next decade. We We looked at a typical communication surveys. offi ce. can sum it up in three words: communications experience Tier 2: Impacted Finance volume, value and velocity. for an employee. Take ‘Jack’, Being transparent employees within the Global • We need to demonstrate our a Hamilton-based accountant. We created visual representations business. speed and capability. Jack’s area is being impacted by of employees’ change experience,

16 Internal Communications

JUDGES’ COMMENT

A very professional job refl ected in outstanding results underpinned by great evaluation and follow up, great targeting of audiences, fi nely honed messages and great tactics. An outstanding achievement by the entrant in a diffi cult international and multi time zone environment.

called a ‘change journey’, to ‘out’ was owned and managed by the The overarching communication To reinforce communications change early. Every upcoming Goldilocks team to ensure visibility objective was to achieve 75% objective 5 (at work my change was listed on the journey of air-traffi c-control. ‘agree or strongly agree’ scores opinions count) all survey results and circulated for discussion via a against all 5 objectives over the and feedback received was monthly dashboard. Team leaders PROBLEM SOLVING / life of the programme and with transparently communicated back used these to initiate discussions CREATIVITY no negative impact on the overall to employees via a dashboard. This about forthcoming changes. Gallup Q1 and Q7 annual result. demonstrated that not only are We needed to deliver creative Goldilocks listening but that we We issued monthly, incentivised communications to support Objectives were measured using are acting on their feedback. feedback requests. Respondents lasting change cost-effectively. a fortnightly and then monthly rated their feelings against the fi ve Communications had to be fresh, SurveyMonkey poll available for Survey-fatigue was avoided communication objectives. Results different and cheap. all stakeholders to participate through incentivising the surveys were analysed and communicated in. Communication objectives with movie passes. With a small budget we had to be back to the Steering Group and to received an average score of smart with our spending: Most of Humour was injected into impacted teams. 88.6% ‘agree or strongly agree’ it was used to design creative and feedback communications to over the programme to-date. reinforce the sense of “we’re all in Managers as a conduit to change visual templates that would form this together”. The change journeys put fi rst items within our toolkit that could The Gallup Q1 and Q7 monthly notifi cation of change in the be used again and again. temperature checks have tracked Questions from Fonterra were team-leaders’ hands. All Finance positively across the Finance invited via a SharePoint site and • Change journey: a visual leaders globally were engaged via community at an average of 4.2 a service level agreement of 24 representation of employees’ Microsoft Lync conference calls and 3.9. Higher than the annual hours was promised. Nearly 40 change experience which could and face to face meetings before average of 3.9 and 3.7 respectively questions were received from be updated monthly. any change was announced to the for the 2011/2012 year. directly and indirectly impacted wider Finance functions. • A giant 3mtr-long change Qualitative feedback on Goldilocks employees, all of which were journey displayed along Communicating to our people communications is received responded to within 24 hours and high-traffi c corridors as when they needed it frequently: the answers circulated to all teams constant visual reminders of via the monthly dashboard. “Great communications strategy, Communications were bundled our journey to world-class executed brilliantly. This is a good Ideas for improvements to the and delivered to audiences fi nancial reporting. according to their change step for the Goldilocks programme Goldilocks programme and its experience. Signature/strategic • Gonzo-style video, created by and has made a big difference communications were invited messages were given fi rst and our people, for our people, for our people.” Ken Stephens, via the SharePoint site and the face to face, were reinforced described their change Finance Delivery Centre Leader (80 Goldilocks Game Plan tool. Twelve through briefi ng packs, global experience and shared globally. Accounting direct reports). teams participated in sharing ideas which were logged, channelled, leadership messages, CEO blogs • The Goldilocks game plan, styled At the point of this entry communicated back to the and SharePoint articles. on a traditional board-game, submission, the Phase I target this team-based learning activity teams and then rolled into the Key messages are relevant to the of cutting 5 days off fi nancial change plan for the Goldilocks involved all Finance teams audience and transparent reporting time had been achieved programme. This engagement plotting their ‘current state’ and Operational communications and maintained for 4 consecutive activity reinforced objectives one their ‘future state’ workloads were carefully choreographed months. The programme is on to three. to help them fi nd and manage using network of champions to target to achieve Phase II results their own change experience. by May 2013. This means Fonterra We analysed all feedback and support the NZ, Latin America tracking against communication Feedback from the Finance is on target to support TAF long- and Asia/Pacifi c time-zones and objectives. Communication community has been that this term by being able to quickly and business needs. Communications timing, tone of voice and channel is the most creative, visually accurately value our stock and our consisted of stakeholder meetings, selection were tweaked according stimulating communication that business. change journeys, briefi ng packs, to feedback as it was received. For key messages and breakout Fonterra has seen…and on the example, a potential for confusion EVALUATION / FOLLOW-UP discussions. smallest budget. around timing of a change was Communications support to Fortnightly and then monthly mitigated by using clarifi ed ensure consistency RESULTS surveys were conducted to messaging and instant on-line We gathered success stories The communication and establish employees’ response channels. Potential change fatigue regularly from the champion engagement plan to support this throughout the change and the was mitigated by ramping up face- network and communicated complex change was not only communications of that change. to-face leadership communications these to ‘bank’ short-term wins. a success, achieving all of its Communication objectives and increasing communication A communications toolkit was objectives; it set new benchmarks received an average score of around success stories. created to ensure message for internal communication within 88.6% ‘agree or strongly agree’ consistency and all messaging the Fonterra Group. over the programme to-date.

17 Issues, Crisis & Emergency Management Issues, Crisis & Emergency Management

Anthony Frith, Nicky Chilton, Barina Barrett | New Zealand Transport Agency

PROJECT: Manawatu Gorge project

When the Manawatu Gorge was closed by New Zealand’s biggest ever road slip, an entire region faced uncertainty and severe disruption. It was important that the people of Manawatu understood what was being done to restore their regional lifeline. The NZTA responded by giving the public front row seats to the slip recovery operation through a sustained information campaign based on the simple and effective principle of open, clear, empathetic and vibrant communication. The campaign’s warm reception and demonstrable success has led to this approach becoming an organisational model for crisis and issues management communications.

BACKGROUND Businesses in Woodville lost However, desk research, the Vision safely reopened while effectively On 18 August 2011, a large the passing trade they relied Manawatu study, and advice from managing the alternative routes. landslip closed State Highway 3 on. The beloved Bridge Cafe contractors refl ected the early We were also responsible through the Manawatu Gorge, temporarily closed. impact of the slip on the region. for keeping our stakeholders the lower North Island’s main Freight, tourist operators and Feedback we sought from informed, and ensuring public East-West transport link. other businesses faced higher stakeholders indicated they confi dence in our activities. After a two month cleanup, the costs from the longer route. Vision needed a clear, constant fl ow This fed directly into our three key road was about to be reopened Manawatu estimated the closure of information. Stakeholder public relations objectives: cost the region $63,000 daily. mapping and ‘referrals’ helped us when overnight, everything • Fully inform all affected identify with whom we needed to changed. A massive slip came While the slip happened in late parties about the NZTA’s gorge communicate and how. Experience crashing down in the same 2011, the communications recovery effort location – the largest road slip approach continued until from managing communications • Achieve balanced and in New Zealand’s history. September 2012, and all elements for previous transport disruptions informed our approach. informative media coverage The impact on the region are applicable to those activities • Ensure stakeholders felt was devastating. Motorists were undertaken since January 2012. fully informed forced onto Saddle Road, a long, OBJECTIVES winding detour. This brought PRELIMINARY RESEARCH The NZTA’s key objective was thousands of vehicles every day, The event was unforeseen, and we to ensure the safe and effi cient AUDIENCES including trucks at night, rumbling didn’t know how long the road management of the highway The slip affected a wide through peaceful Ashhurst. would be closed until early 2012. network – that is, to get the gorge range of stakeholders with

19 Issues Crisis & Emergency Management

prominently from the NZTA’s home sunk in when people saw pictures. page, and became a rich source Providing images and photo of information and images. Media opportunities such as onsite releases were issued at least every briefi ngs and helicopter charters week, and we published opinion helped people understand the various concerns: the road and bridges. This is a pieces in the local press to inform sheer scale of the disaster. • Councils – impact on massive job and we’re doing and thank the public. We circulated images with constituents; local roads used everything we can to get We often prepared almost all communications, often as detours it done. communications in ‘real time’ as annotated to explain what was • Emergency services – safety, • This is the largest road slip that events shifted on Mother Nature’s going on. These images – and additional time and cost New Zealand has ever seen. whim, meaning the writing those taken by photojournalists • Freight operators/businesses – and sign-off process was often we hosted – were extensively used safety, additional time and cost, STRATEGY compressed into an hour or two. in media. business continuity Given the unpredictable nature of We kept updates simple in format to ensure they could be produced • Motorists / AA – safety, the situation, we needed a simple, PROBLEM SOLVING / and distributed at short notice. additional time and cost agile strategy that gave effect to CREATIVITY our objectives: A charity open day, attracting • Woodville residents/ businesses – We needed to help people 5,000 people, was organised to loss of passing trade, severance • Provide regular, responsive and understand why their lives and accessible information and offer the public a close encounter livelihoods were being disrupted • Ashhurst residents – traffi c communications to stakeholders with the slip. A child-friendly ‘fun for so long, and that everything noise, disruption facts’ leafl et was distributed, • Be responsive, competent, possible was being done. This and slip workers chatted to the • Tourist operators – desirability, empathetic and upfront meant giving the public a front accessibility and perceived safety public. The event supported row seat to our slip recovery • Communicate in plain English of Manawatu as a destination the regional rescue helicopter operation. And to keep them on and drew positive TV, radio and • Government – performance the edge of it, month after month. IMPLEMENTATION / TACTICS press coverage. Radio and press in crisis, safety, economic advertisements promoted the Like an old weekly radio serial, productivity Highways manager David we told the tale of man battling McGonigal was the boss – and Open Day and free charter buses • Media – creating stories that – and ultimately triumphing face – of the operation. He to the event. inform the public and hold their over – Mother Nature. It was an was media trained, credible, Advertisements later informed interest unprecedented, multi-faceted empathetic and knowledgeable. the public about controlled partial engineering operation, but our • NZTA Board and staff – David became an increasingly openings of the road. assurance that NZTA doing its audience weren’t engineers. prominent public fi gure NZTA staff were informed job effectively We needed to explain it in plain and provided input into all through milestone emails, intranet English, outlining exactly what we Our research showed that our communications. stories, and presentations at staff were doing, while keeping it fresh, audience generally preferred direct A weekly email update from David meetings. clear, entertaining, personable, contact, preferably by email, and to stakeholders was set up. Special Resources were limited, so the and newsworthy. were not big users of social media. updates informed people of communications work was To keep information fl owing, we pressing milestones and setbacks. entirely done by in-house staff. MESSAGES produced weekly communications Our approach was ‘transparency We remained heavily reliant whether or not there were major • We know that the slip is fi rst’, to remain open, credible, on editorial media and direct developments. The updates took affecting lives and livelihoods, and visible. This would help dispel communication. on an unexpected life of their and we’re grateful to the public misinformation, which tends to fi ll The event’s nature meant there own, becoming more informal – for hanging in there. information vacuums during crises. was no predetermined budget. and sometimes humourous – while • We need to put the safety of the We encouraged people to contact The PR costs (excluding fi xed in- still respectful of the gravity of public and slip crews fi rst. us directly through a special email house costs) amounted to 0.1% the situation. We also expressed • To safely reopen the road, we address. A dedicated web page of the eventual total project cost. empathy and gratitude to the need to clear the dirt, then – www.nzta.govt.nz/manawatu- We received constant feedback public for their perseverance. secure the hillside, then rebuild gorge – was built, linked that the slip’s magnitude only On slow weeks, we focused

20 Issues Crisis & Emergency Management

JUDGES’ COMMENT

This was a diffi cult job over a long period in a situation where stakeholders could have turned against the progress and process of gorge clearance. The consistency, openness and creative nature of communication achieved positive coverage as evidenced by the evaluation’s excellent stakeholder results. In summary, a fantastic example of back-to- basics communication, but with a creative twist. on interesting trivia. This Congratulations to your team for • The style and content of the every NZ household. A Wairarapa was so successful that media a job well done. The update has public communication differed Times-Age editorial said they enthusiastically reported about a been a marvellous idea and will greatly from anything I have were impressed with David’s ‘no- bulldozer dubbed ‘The Bandit’, have contributed signifi cantly to previously seen from NZTA. A nonsense’, ‘refreshingly honest’ grass growing on the replanted the public perception of the job vast improvement that should be approach. hillside, and concrete drying on the and helped enormously. used as template for the future. Results from a survey sent to rebuilt bridges. I have been super-impressed with • This was the best piece of project stakeholders after the Gorge fully We used eye-popping aerial shots the NZTA’s communications right communication I have ever seen. reopened were overwhelmingly of the operation, which told the through this entire restoration. positive: story in a way that literally evoked Your emails have been informative, EVALUATION / FOLLOW-UP • 97% of respondents found exclamations of ‘wow.’ interesting, and even entertaining. Media analysis showed resounding the communications extremely We developed close ties with They have made us feel part of pick-up of NZTA messaging, (59%) or very (38%) helpful the community, providing Open the team, part of the process, especially given the adverse • 98% satisfi ed with frequency of Day ‘hard hat’ tours, lending a and given us a clear picture of the nature of the event. Over 700 communications extent of this massive slip, and the digger as an entrance archway press, radio and television articles • 96% of those who used the equally massive undertaking to for Woodville’s charity ‘Gorge- were generated (around 500 website found it useful eous Ball’, speaking at public recover a workable highway from since January 2012), largely by • 100% found the information meetings and visiting struggling the mess. our media releases. 98% were extremely (64%) or relatively positive or balanced (99% since Woodville businesses. To know all this has made us (36%) easy to understand appreciate that you and your January 2012), with no negative The disruption caused by the RESULTS contractors have been doing articles in the last seven months of everything we could reasonably the closure. Manawatu Gorge slip was huge, The road was entirely or partially expect, and possibly a lot more – but the positive feedback and closed for 13 months. We provided Independent media analysis so “THANK YOU” from the Team favourable media coverage has 63 media releases, 54 email noted the NZTA ‘took the lead in here. shown the value in informing updates, three opinion pieces, one generating timely press updates’ communities clearly, openly, ‘fun facts’ fl yer, numerous radio NZTA Board member: that ‘underscored its reputation responsively and empathetically, and press advertisements, onsite You are entitled to pop a cork. as effi cient and responsive’, regardless of how complex briefi ngs and helicopter charters, Can I tell you how impressed I ‘attracting strong headlines and the underlying issues are. The and hundreds of photos, reactive have been by your communication positive editorials’, with David approach was immediately media statements and interviews. with the public and with us. It’s McGonigal ‘quoted positively as adopted for the lengthy Waioeka usual’, ‘attracting much favourable The Manawatu Gorge team been quite a story and I have been Gorge slip closure in 2012, sentiment’, and that the media was awarded ‘Best Team’ in the engaged by every chapter. attracting further praise and had ‘seized on details on the scale Writemark Plain English Awards in Well done to you and your positive coverage, and was also of the slip, eg, that the material September 2012. team. Getting the job done is employed successfully when State would overfl ow Westpac Stadium’. Highway 6 in Harihari was washed Media coverage was extensively the business but keeping people informed is absolutely crucial. Analysis noted that NZTA had out in early 2013. positive or balanced – as evaluated won kudos for its handling of the Feedback volunteered in The Manawatu Gorge closure was below. closure, when it had the potential stakeholder survey: fi ve times longer than the previous Word spread about David’s of being a ‘public relations, as well worst closure of a NZ highway. email updates as people asked • Excellent job. You have raised as a natural, disaster.’ It concluded Our audience were not bystanders to be added to the distribution the bar in terms of NZTA that the NZTA was positively rubbernecking at a natural list, and copies were posted communications to stakeholders portrayed as working hard to disaster. They had a personal stake. on noticeboards by retailers. • Have had diffi culty weaning off improve safety, and being effi cient Our communications approach Unprompted praise for the • I thought the quality, the and responsive to local businesses recognised this, and helped an communications approach fl ooded timeliness, the style and the and the community. entire region come to terms with in from stakeholders, including the content was excellent....a model Media seized on our language. TV and understand an unprecedented following: for public information others and press reported our analogy natural disaster. Local Mayor: should follow that the dirt could fi ll a bathtub in

21 Issues Crisis & Emergency Management

Sarah Knowles, Michael Dunlop, Adelle Foster, Amy O’Rourke | Acumen Republic

PROJECT: Helping an organisation through transformational change

Over a short period of time, mental health NGO Recovery Solutions – then known as Challenge Trust – experienced signifi cant changes among senior leadership. These changes were hugely unsettling for staff. There were concerns that this would also affect the organisation’s relationships with key funders and stakeholders, and its perceived ability to deliver quality care to patients. Acumen Republic developed a thorough communications programme and put in place coping strategies to take control of the situation, engaging audiences in an open, transparent and collaborative way. As a result of this activity, negative fall-out from these events was minimised and staff and stakeholders were re-engaged in the future of the organisation.

CONFIDENTIAL ENTRY

JUDGES’ COMMENT

This project was challenging and complex from an internal perspective. Overall, the campaign has supported an organisation through a diffi cult period and it has emerged as a stronger entity.

22 Limited Budget Public Relations Limited Budget Public Relations

Mary-Louise Dare, Alisha Thomas | DraftFCB PR & Activation

PROJECT: Lindt Creamy Milk launch

In August 2012, world renowned chocolate brand Lindt, selected DraftFCB to launch the new Lindt Creamy Milk range into the New Zealand market and leverage the visit of Lindt Master Chocolatier, Thomas Schnetzler the week of the launch. Despite the challenge of a tight campaign turnaround, a market saturated with competitor products and a limited budget, DraftFCB developed a tantalisingly good PR campaign which caught the eye (and the tastebuds) of the New Zealand media. From securing a three-part chocolate demonstration on Good Morning for free, to being dubbed as the must-have ‘melt in your mouth chocolate’ by foodie bible Cuisine, the PR-led campaign exceeded all campaign objectives and won over even the harshest food critics – all without breaking the budget.

BACKGROUND • Researched key infl uencers in a national media outlet MESSAGES In August 2012, Lindt introduced within the category. with a high audience. For DraftFCB wanted to make the Lindt Creamy Milk into the • Researched Thomas Schnetzler example, this may take the public aware of Lindt’s delicious New Zealand market, a deliciously to understand what his form of a broadcast interview new offering, as well as convey or demonstration, and a print creamy milk chocolate block range international profi le could do in the premium quality of the newly editorial or profi le feature. offering four different fl avours; the New Zealand market. available range. To communicate Milk, Hazelnut, Cookie Crunch • Investigated what Lindt this, the following messages were and Chocolate Crème. was currently offering to AUDIENCES created and incorporated into all To support the launch, the New Zealanders. To effectively target the consumer, media communications: DraftFCB PR profi led the household charismatic Swiss Lindt Master • Taste tested the Lindt Creamy • New Zealanders can now enjoy shopper, identifying them as: Chocolatier, Thomas Schnetzler, Milk product offering with a the new Lindt Creamy Milk travelled to New Zealand to share sample group of the target Consumer: chocolate blocks range. his love of the new Creamy Milk audience in the offi ce to garner • Women aged 30-55 years old. • The Lindt Creamy Milk range is range and the Lindt brand with honest, local feedback on • Middle to upper income. smoother, creamier and tastier New Zealanders. the range. than any milk chocolate block • Will buy for self, to share with Two weeks prior to Thomas on the market. partner or for the whole family Schnetzler’s arrival in New Zealand, OBJECTIVES to enjoy. • The Lindt Creamy Milk range is Lindt appointed DraftFCB to DraftFCB developed the following available in four irresistible and implement a PR campaign to objectives for the PR campaign: • Likely to be the household unique fl avours: Milk, Hazelnut, shopper with the following launch Lindt Creamy Milk into the • Build consumer awareness of Cookie Crunch and Chocolate shopping habit New Zealand market. The launch the launch of the Lindt Creamy Crème. was to be PR-led and executed on *Twice as likely (than the general Milk range in the New Zealand • The Lindt Creamy Milk range has a budget of $10,000. population) to buy chocolate at market from August to October been crafted by the fi nest Lindt least once a week. DraftFCB recognised that in a 2012 through securing positive Master Chocolatiers. market largely dominated by editorial coverage. *They enter competitions, • The Lindt Creamy Milk range is New Zealand brands with a loyal use discount vouchers/coupons, • Use the media demonstrations excellent value – RRP $3.99 (100g). customer base, the key focus with Thomas Schnetzler to prefer to shop at a store they • Look out for the new Lindt would be to celebrate the reinforce the quality of the have a loyalty card with and like Creamy Milk range on sale supreme quality of the Lindt Lindt Creamy Milk range, and to try new household products. at leading stockists from Creamy Milk range and entice encourage media trial and *Less likely to agree that they August 2012. New Zealanders to try the new endorsement. indulge in treats/luxuries range through the charismatic • Ensure the prestige and quality *Not necessary brand loyal. Master Chocolatier, Thomas STRATEGY of the Lindt brand is represented This supports the coupon use; Schnetzler. The research insight gathered in all media communication they’ll buy what’s on special. and activity. at the start of the campaign PRELIMINARY RESEARCH In order to accurately reach the demonstrated that the household The success of these objectives consumer, DraftFCB approached shopper was typically female Prior to developing the campaign, would also be measured against media with a large, relevant and that chocolate purchasing DraftFCB used Compass, an the following KPIs set by Lindt and audience, in particular those with decisions were viewed as not just internal communication planning DraftFCB: a focus on food, the consumer, for the household, but also as process, to determine which • Achieve a minimum of fi ve women, lifestyle and trade. a treat for herself. Armed with direction the campaign should product features to appear this insight, DraftFCB decided take, considering the consumer, Media: across print, online or broadcast the strategy needed to focus on the category and the client. • Newspapers media with fl avour mentions • Print creating a relationship between As part of this process, DraftFCB: and pack imagery. • Magazine the household shopper and the • Conducted a media audit of • Secure a minimum of two • Television Lindt brand to drive preference the category to determine editorial stories including • Radio for the Creamy Milk range the which brands were currently reference to the Lindt and • Online next time she was faced with a dominating media coverage. Creamy Milk offering to appear • Bloggers chocolate purchasing decision.

24 Limited Budget Public Relations

JUDGES’ COMMENT DraftFCB identifi ed that the best In store Lunchbox brightener Delicious oats, coconut, cornflakes and fruit are mixed together to make these way to achieve this was two- moreishly moist home-style Tasti Harvest baked bars, rrp $3.99. Made in NZ, they are available Hot in Apple and RIGHT NOW! Cinnamon, Fruits of the Purrrfect! Forest and Cats can’t do their own shopping fold. Firstly by leveraging Thomas Apricot. Get – but if they could, they would them from good undoubtedly choose the new supermarkets range of Fancy Feast Royale Compiled by nationwide. Broths, rrp $4.99. A sumptuous Amanda Ross mix of premium cuts of fish and Schnetzler’s visit. It was vital real seafood in a silky broth, This was a they are available in Bonito, Pops of flavour Surimi & Anchovies, Tuna, Chocaholics, rejoice!Milk Introducing Fry’s Pops – a delicious, crispy “chicken-style” Surimi & Prawns, Tuna, Surimi The irresistible Lindt Creamy, has been snack that is 100% vegan and 100% tasty. Free of MSG and & Whitebait, and Seabream, range, rrp $3.99 (100g block)t ingredients that DraftFCB gave the brand a d with the fines trans-fats, Fry’s Pops, rrp $4.80, Surimi, Sole & Snapper. Find expertly crafte and tastier other, creamier are a healthy, high-protein them in supermarkets and to create a smo our delicious Available in f alternative to other heat-and- pet stores nationwide. milk chocolate. ie Crunch eat meals and are perfect for flavours – Milk, Hazelnut, rème.Cook and Chocolate C enjoying alone or sharing human face in media appearances with the family. Available at supermarkets nationwide. well-craft ed For more information, visit www.vegedelights.com.www.vegedelights.com.

FOR THE LATEST FOOD NEWS & MORE RECIPES, to help make the product both GO TO www.taste.co.nz DO YOU HAVE A NEW PRODUCT ON THE MARKET? Send it to: Amanda Ross, Woman’s Day, ACPP Media Ltd, Level 4, Cnr Fanshawe & Beaumont Streets, and carefully appealing and accessible to the Westhaven, Auckland, or email [email protected] public. This would start to build conducted the connection between the brand and the household shopper. marketing PR Secondly, targeting respected media infl uencers in the food campaign on a and lifestyle category was also a key component in reaching the small budget household shopper. Early taste tests of the product had shown with strong that the quality and taste of the chocolate had the potential to Phase 1: Media Engagement for Thomas Schnetzler to ‘wow’ even the most discerning Thomas Schnetzler: demonstrate a different recipe results. The entry using the Lindt Creamy Milk chocolate lovers. It was essential • DraftFCB pitched Thomas range. was also very that the chocolate got into the Schnetzler and the Milk hands (and mouths) of the right Chocolate Master Class concept • DraftFCB liaised with the show media in order for the household to key New Zealand media. producer and Lindt to develop well-writt en. shopper to take interest in the content for the show, organise • DraftFCB secured a three-part new range. cooking equipment and edit appearance on popular television In summary, recipes for the Good Morning show Good Morning and a IMPLEMENTATION / TACTICS website. the entrant did Master Class demonstration at This activity was split into Fairfax magazines with Thomas • DraftFCB met with Thomas a nice job in two phases: Schnetzler. Schnetzler ahead of fi lming 1. Media Engagement: • DraftFCB set up e-mail Q&A to brief him on the show’s format and accompanied a challenging Raising Thomas Schnetzler’s interviews with Chelsey. him throughout the morning profi le and positioning him co.nz, M2 Woman and FMCG to assist with preparing for as the authority on all things magazine and liaised with Lindt market. each segment. chocolate through targeted media to organise content. appearances. • DraftFCB provided Thomas Fairfax Magazines: 2. Media Relations: Schnetzler and Lindt with a full • DraftFCB worked with Fairfax background brief on each of the magazines to secure an Developing media kits (including publications. opportunity to host a Milk samples) and following them Chocolate Master Class with up with pitching targeted at Good Morning: Thomas Schnetzler at the consumer media and bloggers to • DraftFCB worked with the editorial offi ces. secure product placements and Good Morning show to secure reviews with key infl uencers. three free editorial segments • DraftFCB attended the

25 Limited Budget Public Relations

opportunity to set up the even the pickiest Kiwi palates. • M2 Woman • Foodnews.co.nz: ‘excellent Milk Chocolate Master Class The solution? Use the charisma • Woman’s Day chocolate’, ‘delicious fl avours’ tasting and introduce Thomas and charm of Swiss Master • foodie.co.nz Schnetzler to the group for his Chocolatier, Thomas Schnetzler EVALUATION / FOLLOW-UP • foodnews.co.nz presentation. to communicate the quality and The outcomes of our campaign • chelsey.co.nz • Following the event, DraftFCB history of the Lindt brand to media were evaluated against our initial • Good Morning handed out goodie bags to the and let the superior taste of the campaign KPIs to determine the group and liaised with media on new range speak for itself through Objective: success of the campaign: the new Lindt offering. media sampling. Use the media demonstrations KPI: With limited time and budget, Phase 2: Media Relations with Thomas Schnetzler to Achieve a minimum of fi ve DraftFCB was unable to host a reinforce the quality of the Media Kits: singular media event to achieve product features to appear across Lindt Creamy Milk range, • To support the media this. Instead, we took Thomas print, online or broadcast media and encourage media trial engagement programme, Schnetzler and the Lindt Creamy with fl avour mentions and pack and endorsement. DraftFCB drafted a media release Milk range ‘to the people’ by imagery. detailing the new Lindt Creamy creating two targeted media Result: Result: Milk range with comment from opportunities. The fi rst was a The Milk Chocolate Master Class DraftFCB exceed this quota by guest appearance on Good Thomas Schnetzler. with Thomas Schnetzler attracted securing six product features • The media release was Morning where Thomas Schnetzler more than 12 journalists from across a range of media. All distributed as part of a Lindt demonstrated the quality and Fairfax Media including key coverage referenced the Lindt media kit with samples from the versatility of Lindt Creamy Milk publications such as Cuisine, Creamy Milk range with fl avour new Lindt Creamy Milk range by creating three Swiss inspired House & Garden and Life & mentions and pack imagery. and a CD of high resolution recipes. The second was a Milk Leisure. The Master Class not only KPI: images for publication. Chocolate Master Class where resulted in coverage in Cuisine’s media could learn the art of popular newsletter, but was Secure a minimum of two editorial • The media kits were distributed ‘chocolate appreciation’ and also shared through Tweets and stories including reference to the to a list of key consumer media sample the new range. DraftFCB Facebook updates by a number of Lindt and Creamy Milk offering to and food bloggers throughout pitched this exclusively to media. appear in a national media outlet New Zealand with the objective Fairfax Media in order to reach with a high audience. of securing product features for The Good Morning opportunity key food infl uencers, such as Lindt Creamy Milk. resulted in three different Result: Cuisine magazine. televised demonstrations using Media Follow Up: Exceeded objective by securing Through staying true to the the Lindt Creamy Milk range and four editorial features in media • DraftFCB called media after the brand’s heritage and heroing a homepage spot on the Good with a national audience. This release distribution to gauge Thomas Schnetzler as the Swiss Morning website. In addition, included three demonstrations media interest in featuring the connoisseur of chocolate, we were all three recipes were published on Good Morning and a profi le new Lindt Creamy Milk range. able to successfully differentiate on the Good Morning website on the popular women’s website • DraftFCB distributed additional the Lindt brand from others in specifying the use of ‘Lindt Creamy chelsey.co.nz. information and images the category. This was refl ected Milk’ in each recipe. The evaluation of the campaign requested by media. in seven pieces of coverage referencing the brand’s unique Objective: showed that despite the • DraftFCB created a list of media heritage and expertise. Ensure the prestige and quality challenges of a competitive interest and feedback which of the Lindt brand is represented market, tight time frame and was regularly updated and sent in all media communication and limited budget, DraftFCB to Lindt. RESULTS activity. successfully implemented a launch • DraftFCB monitored for media The launch of Lindt Creamy Milk campaign which delivered strong Result: coverage and sent key coverage achieved fantastic exposure. results and a return of investment clippings to Lindt. The results against our campaign The New Zealand media adored of 15:1 for the client. objectives are as follows: the Lindt Creamy Milk range with In addition to the great outcome PROBLEM SOLVING / Objective: 100% of coverage referencing the for the client, a review of the Lindt brand and range in a positive CREATIVITY Build consumer awareness of agency time and resources at the tone of voice. The media audit of the chocolate the launch of the Lindt Creamy end of the campaign showed and confectionery category at the Milk range in the New Zealand Sentiments included: DraftFCB had also successfully start of the campaign revealed market from August to October • Cuisine: ‘excellent textural managed the project within that there was strong competition 2012 through securing positive contrast’, ‘melt-in-your-mouth the limited budget of $10,000. between brands for editorial editorial coverage. chocolate’ Through developing a targeted media strategy and carefully space and that coverage typically • Australian Women’s Weekly NZ: Result: managing our time, DraftFCB favoured New Zealand brands or ‘delicious’, ‘Yum!’ locally manufactured products. DraftFCB successfully secured generated ‘big budget’ outcomes • Woman’s Day: ‘irresistible’, Lindt Creamy Milk would not only media coverage in publications for Lindt Creamy Milk launch on a ‘expertly crafted’, ‘fi nest limited budget. be competing with the Kiwi made read by the target audience of the ingredients’ ‘big boys’ (with big budgets) like ‘household shopper’. In addition The client was delighted with Whittakers and Cadbury, but also to endorsement in lifestyle • NBR Food Industry: ‘indulge’, the results of the campaign local artisan chocolate producers publications, the quality Lindt ‘world-renowned’ to introduce the Creamy Milk who often garnered media Creamy Milk range was referenced • Good Morning: ‘good-quality’, range to New Zealanders and attention as the next big thing. by a number of credible food ‘beautiful’, ‘creamy’ this success has resulted in the writers. Coverage included: beginning of a strong relationship DraftFCB needed to make Lindt • Chelsey.co.nz: ‘delicious’, ‘rich • NBR Food Industry Week between DraftFCB and Lindt. stand out from the crowd and milk fl avour’ show media that the Swiss made • Cuisine Newsletter • Foodie.co.nz: ‘mouth-watering’, Creamy Milk range could satisfy • Australian Women’s Weekly NZ ‘superior quality’

26 Marketing Communications – Public Relations Marketing Communications – Public Relations

Angela Spain, Eloise Hay, Kate Barlow | DraftFCB PR & Activation

PROJECT: Driving Dogs

This is a story about how three SPCA shelter dogs changed the minds of a nation, and the lives of thousands of shelter dogs in New Zealand and around the world. As a supporter of SPCA Auckland, MINI challenged us with creating a campaign that would increase interest in SPCA adoptions and raise awareness of MINI’s sponsorship. We masterminded a PR-led campaign that proved to the nation – and the world – that SPCA dogs are just as smart as regular dogs, by teaching them to drive a MINI.

BACKGROUND a dog is in a shelter, it must be set the following objectives in International research found a Our campaign generated global damaged goods. partnership with SPCA/MINI to be number of celebrities who had media interest, sparked a social And these aren’t just dogs; they’re met within a one month period publicly put their name to the media frenzy and garnered potential family members, so we from campaign launch: rescue animal cause. Modern international celebrity attention. would need to convince people 1. Change people’s negative celebrities have huge infl uence And by changing perceptions, beyond all shadow of a doubt perceptions of SPCA shelter over their loyal followers and interest in adoptions boomed that shelter dogs don’t have dog behaviour, in order to drive fans. We needed to target resulting in every SPCA dog behavioural issues and are just interest in SPCA adoptions those with active fan networks being adopted. as trainable and intelligent as 2. Increase awareness of MINI’s who were likely to post, Tweet “regular” dogs. association with SPCA by 10% and Instagram stories they fi nd PRELIMINARY RESEARCH A media coverage audit was then 3. Double engagement with the interesting to their networks. In New Zealand, the number conducted and revealed that MINI brand on Facebook: from of dogs in SPCA shelters far exposure of bad dog behaviour in 5% to 10% MESSAGES the news was up 44% – it was no outweighs public interest in Our key message was simple: Dogs wonder people were apprehensive their adoption. We had to AUDIENCES this smart deserve a home. about SPCA dogs. It also understand why. Potential dog adoptees suggested that news media would From that singular message we Published research and agency nationwide – people who had be key in changing perceptions. also wanted people to understand focus groups confi rmed the ever considered, or could consider the following sub messages: key barrier to adoption interest adopting a dog or encouraging was the perception that SPCA OBJECTIVES someone they know to do so – • The SPCA in association with shelter dogs have behavioural To help us plan the strategic this meant ALL PEOPLE. Infl uential MINI is proving that you can problems. People think because direction of the campaign, we Celebrities and Personalities – teach a rescue dog new tricks

28 Marketing Communications – Public Relations

• SPCA wants to showcase just and encourage people to get how gifted, intelligent and behind the dogs through news, talented SPCA animals really are social and paid media • MINI is a long term supporter 3. Prove it to the nation – create of the SPCA and wanted to one mass, undeniable, media do something signifi cant to moment to prove that the idea drive adoptions is actually possible – Dogs this smart deserve a home. STRATEGY let the dogs and SPCA’s cause, not dogs driving a MINI live on MINI, take centre stage. Campbell Live. Our strategy was to deliver an IMPLEMENTATION extreme display of SPCA’s dogs’ We approached New Zealand’s #1 Engage the nation: As soon as the We then made this dog driving intelligence and trainability animal trainer and selected three teaser Campbell Live show had content even more famous: we to PROVE they didn’t have SPCA shelter dogs: Monty, Porter aired, we used social and news ensured those who had already behavioural issues. and Ginny to undergo a world- media to fuel disbelief and drive engaged with us via social media engagement with the idea of dogs or had run the teaser story Our idea…prove that spca dogs fi rst eight week “doggy driving” driving cars. This focused on local received a copy of the video so as are smart by teaching them to training course in a modifi ed MINI. media but global attention was a many people as possible could see drive a mini. We then executed our consideration, as we knew that it with their own eyes and further communications strategy step Yes: start the engine, release the any global endorsement would share the content. This included by step: brake, engage the gears, hit the fuel more engagement locally. online news sites, journalists, our accelerator, steer the wheels and Create disbelief: We sold the idea • Driving Dogs’ Facebook presence Twitter followers and Facebook then stop the car again. into Campbell Live, and after one was our engagement hub. fans. We also shared it through Sound unbelievable? We thought training session, convinced them our YouTube platform. • YouTube let the most engaged people would think the same. to be our editorial partner on the watch in-depth training content. Dogs appear to drive cars in whole project. They would be PROBLEM SOLVING / adverts and movies all the time so given the “reveal” exclusive and • Twitter enabled infl uencer CREATIVITY people would be cynical if we just therefore be given access to the outreach, with specialised The idea itself was so simple and made some MINI ads featuring dogs during the training process messaging to 277 local and compelling – it would intrinsically driving dogs. to capture the back story. Using global infl uencers (including rescue dog owners, car link our smart rescue dogs with To achieve our objectives we snippets of video from the dogs’ enthusiasts, celebrities MINI and achieve the perception needed people to believe it – it training Campbell Live asked the and TV Bloggers) to foster objectives for both organisations had to be real. nation, “can a dog drive a car?” and encouraged people to tune-in genuine support. and ultimately have a halo effect This meant how we delivered for rescue dogs worldwide. one week later to fi nd out. • A MINI USB stick on a SPCA the idea was as important as the branded dog collar was sent to But we had two signifi cant idea itself. Engaging Campbell Live was crucial to the overall success of 15 New Zealand media “super challenges: The key to believability lay in the project. To change perceptions infl uencers”; press material 1. We had to teach a dog to drive peoples implicit trust in the news people needed to believe what was distributed to 100+ local with no tricks of the camera. outlets they tune into every media outlets to ensure we they were seeing, so it had to 2. To make the story, we had night and also in something gained mass news coverage; be credible news and it had to to have it live on news TV. they’ve emotionally invested in. we also targeted 50 of the most be LIVE TV. To add to this, we Teaching a dog to drive is no If we could tick both of those credible international news engaged NZ’s most infl uential mean feat – our timeline was boxes we’d be far more likely to sources, knowing that if a major animal welfare communities a complete guesstimate and change perceptions. news network such as the BBC through social media to support convincing Campbell Live to a) So instead of simply showing the ran the story, it would help the idea before the Campbell Live work with us on the story and dogs driving, we used news and to reinforce its believability to launch. see it as a live TV opportunity social media infl uencers to take New Zealanders. MINI also agreed to take a back and b) be completely fl exible the nation on a journey from seat. To be credible and therefore All of this was done to encourage around collecting footage – disbelief to belief in three steps: resonate with their audience, the people to tune into step three: which was often at short notice 1. Create disbelief – use a credible campaign needed to focus on the Prove it to the nation: One week – was extremely challenging. platform to engage NZ with the dogs and SPCA’s cause, not MINI. after Campbell Live had posed We also discovered interesting idea that dogs could drive MINIs This meant establishing unbranded the question, we provided the quirks along the way eg, 2. Engage the nation – drive “Driving Dogs” Facebook, answer; staging a WORLD- Monty is scared of fl ies and engagement with this idea YouTube and Twitter platforms to FIRST demonstration of SPCA Porter and Ginny needed to

29 Marketing Communications – Public Relations

the number of people with a positive perception of shelter dog behaviour. Meaning interest in adopting a dog boomed: 200% YoY increase in December visits to dog adoption section JUDGES’ COMMENT of SPCA’s website; 590% YoY increase the day after our live drive event. A near perfect 10 example of great At SPCA’s event one week after the live drive, over 500 people PR – well thought through, creative turned up to adopt dogs (40 available). and strategic. Overall, an outstanding “We have seen a major increase in interest in SPCA dogs, resulting in knock-your-socks off idea that people wanting to adopt. We’re overwhelmed by the success of the captured the public’s imagination. campaign. An outstanding result!” Christine Kalin, CEO SPCA Bett er still, it had a purpose and a heart. Auckland.

EVALUATION / FOLLOW UP overcome motion sickness. • News coverage across every The campaign has been Each factor had to be managed major NZ news outlet monumental in terms of success as they came to light. • Even TVNZ (TV3’s rivals) and the interest in the dogs and In parallel we had to manage supported the campaign with rescue dogs in general continues. stakeholders expectations around the dogs appearing on Breakfast Our team is still taking enquiries the project and stay true to the and One News from international news agencies, SPCA’s core purpose. • Campbell Live featured the documentary makers, commercial SPCA driving dogs across four entities and talk shows all wanting RESULTS shows, maximising our airtime. to continue to tell the story of the In just seven days our This meant the live drive episode dogs and the campaign. We’ve communication strategy didn’t just was must-see TV, with audience also had feedback from adoption engage the nation…it engaged fi gures lifting a massive 49% shelters around the globe that the world… from the previous week and share the campaign has resulted in an increase in rescue dog adoptions – News media coverage in over increasing 45%. particularly in the US and the UK. 70 countries on every major It met and exceeded MINI’s news network objectives and expectations: Immediately post campaign an Omnibus was conducted to test • Over 100 million reached on Objective 2: Beat SPCA association the effi cacy of our key messages Twitter awareness target by 133% and to document whether or not • Over 10 million YouTube views (achieved 7% versus target 3%) we had achieved our objectives. including home page inclusion Objective 3: Beat Facebook The Omnibus found: as “most popular video” for engagement target for SPCA and over a week MINI by 170% (engagement rose • Driving Dogs drove a 40% • Most popular story evidenced from 5% to 27%) increase in awareness of MINI’s association with SPCA. by trending globally on Twitter “We started this journey to help to being most read story on SPCA – we never imagined it could • The campaign delivered a 113% Huffi ngton Post to the BBC (where be so successful. This is the biggest increase in the number of people • A total of 483 media articles were the dogs were more popular than thing MINI has ever done from a with a positive perception of gathered until our budget for the royal baby news!) PR perspective. A local sensation, shelter dog behaviour. media analysis ran out • Support ranging from dog guru celebrated around the globe. And • Once people had seen the • 213 minutes of broadcast Cesar Milan to rap legend Snoop it made a real difference to the campaign, they were twice as coverage ran altogether on Dogg SPCA,” Simonne Mearns, Brand likely to have overcome their the story perception barrier. • The dogs even got a segment on Manager, MINI New Zealand. • Broadcast coverage was the Letterman show. But most importantly, it made a A media analysis* was also syndicated to 1008 media outlets Three weeks after the campaign massive difference to SPCA: conducted referencing the original globally objectives. We achieved all launch our story was exposed Objective 1: Change people’s • Reach via media articles to objectives set but crucially MINI to millions of people worldwide, negative perceptions of shelter an estimated audience of and the SPCA were referenced in Monty, Porter and Ginny were dog behaviour, in order to drive 230,540,469 worldwide nearly every piece of coverage. famous and were on track interest in SPCA adoptions. * Due to the unprecedented amount of not just to help SPCA dogs Result: We changed perceptions: Highlights include: global coverage, we exceeded our media in New Zealand, but across monitoring budget in the fi rst week people were twice as likely to • Campbell Live ran the story not of the campaign, so we do not have a the world. overcome perception barriers twice as originally planned but comprehensive media coverage report. However, media coverage continues Engaging the world helped once they’d seen the dogs driving. four times to their audience of to appear and we are capturing this engage New Zealand: Delivering a 113% increase in 304,000 people nationwide manually where we can.

30 Marketing Public Relations – Integrated Marketing Public Relations – Integrated

Luci Marshall, Jeni Baylis | Spark PR & Activate

PROJECT: Letters to my hero

One third of New Zealanders identify themselves as heavy sweaters. Excessive perspiration can be a debilitating problem. Imagine a deodorant so effective that people wrote unsolicited emails to its maker, expressing their heartfelt appreciation. Taking our cue from letters Unilever had received about Rexona Clinical Protection, we created ‘Letters to my Hero’ – an integrated campaign where real-life heavy-sweaters shared their stories in a bid to break sweating taboos and create a sense of belonging. Connecting a diverse audience through their ability to identify with a common problem, we gave heavy sweaters the life-changing solution they’d been searching for.

BACKGROUND the population were ‘excessive While excessive sweating isn’t an sweaters’ – people who applied issue for most New Zealanders, What embarrasses more deodorant more than four times a day. We wanted to establish for up to 1/3 of Kiwis it’s an on- * going source of embarrassment. than 50% of Kiwis ? if this was true for Kiwis and Excessive sweating is well identify common sweat-inducing documented as contributing to situations, there-in linking local emotional problems that can statistics to the testimonials. deeply affect a person’s daily life. We knew heavy sweating wasn’t Regular deodorants do little to Open to fi nd out more… gender, age or socio-specifi c, stem the problem and some heavy 5HVXOWVIURPVXUYH\RI1HZ=HDODQGHU·V'HFHPEHU so we ran a nationwide online sweaters have resorted to extreme ‘Survey Monkey’ of 533 males and measures including Botox and females aged 18-59. Surprisingly 34% of respondents identifi ed surgery. It’s a serious issue. ADVERTISING PROMOTION themselves as heavy sweaters – a What’s ironic is that there is a third of Kiwis – providing a target simple and effective solution DON’T SWEAT IT potential of 881,000 people. sitting on supermarket shelves. 'LG\RXNQRZWKDW RQHLQWKUHHNLZLV The survey uncovered the extreme Unilever knew Clinical Protection EHOLHYHWKH\DUH lengths people took to fi x or hide had the potential to change heavy sweaters? Rexona Clinical Protection sweating issues, yet no survey people’s lives and set out to raise provides the superior protection you need whether you’re at respondents had tried Clinical awareness of this new-to-market work or at play. Protection. Cited as the top innovation. LOSING YOUR “sweat producing” situations, CONFIDENCE? Spark PR was challenged with So what worries most of us who suffer heavy sweaters avoided public from heavy sweating? „ I s it the obvious sweaty wet patches conceiving a campaign to grow showing on your clothing? transport, social events and, „ I s it the fear of wearing grey tops, bright FOHDUFRORXUVRUFORVHÀWWLQJVKLUWV" awareness and credibility for „ Are you conscious about very sweaty worryingly, hugging people. feet, a sweaty back or upper lip? „ Are you worried about reeking of BO by Clinical Protection, helping the end of the day? The communications mix: „ O r is it the feeling of self-consciousness that stops you from doing something as Unilever to meet ambitious sales simple as raising your arm in public? ‘I have tried so many deodorants with no effect. I’m completely amazed *HW\RXUFRQÀGHQFHEDFNDQGHPEUDFH and now have no problems anymore and the embarrassment has Existing brand collateral was targets and increase market share. life with Rexona Clinical Protection. gone... Thank you so much!’ Lisa, Hamilton analysed. Based on this, we The solution was a PR-led 5H[RQD&OLQLFDO3URWHFWLRQLVIRUPXODWHGZLWKUHYROXWLRQDU\TRIVROLG®ERG\ UHVSRQVLYHWHFKQRORJ\WKDWFRQWUROVVZHDWZKLOHFDULQJIRU\RXUXQGHUDUPVNLQ elected to take the road less

‡ P rovides clinical strength wetness integrated campaign using and odour protection. The most travelled and lead with PR, a shift TWICE the protection powerful wetness protection ever against sweat from Rexona statistics and insights, generated ‡ P atented encapsulated odour- away from the previous television ÀJKWLQJWHFKQRORJ\ ‡ Skin moisturising ingredients, through local research, to provide formulated to reduce skin irritation and digital media buying strategy. ‡ Fights sweat for 48 hours Basic content to make this very private Anti-perspirant ‡ Apply at night, for shower-resistant, long-lasting protection Television was still in the mix, ([FHVVLYHVZHDWLQJFDQEHFRQWUROOHG issue go public. SWEAT PROTECTION with Rexona Clinical Protection For more information about excessive sweating and but we would supplement the Clinical Protection visit www.rexonasweatclinic.co.nz We strategised and implemented *Results from survey of 495 New Zealander’s, December 2011. **Vs basic anti-perspirant. ADV2012. CS3310 26.03.12. REXWOM_NEXT01 science-based messaging with new an integrated campaign – with statistics and people’s testimonials. Spark’s media and digital agencies – spanning media relations, haze of other products’ claims and appreciation for Clinical Protection. OBJECTIVES magazine advertorials, direct mail, promises. They were moving, sincere, and Organisational objectives: online WOM, search and TV. When briefi ng us in 2011, Unilever powerful stories about how • Increase sales of Clinical told us about positive customer the deodorant had improved Protection by 75% PRELIMINARY RESEARCH feedback where people credited customers’ lives. • Gain a 6% market share by end- Uncovering the golden folder of Clinical Protection as “changing These people had unwittingly August 2012 testimonials: their lives”. We needed to humanised the heavy-sweating know more. PR objectives: Rexona Clinical Protection wasn’t issue – we had to share • Establish a market need for the new. Since launching in 2009, TV- Our investigation revealed a folder their stories. driven campaigns had focused on of heartfelt, unsolicited emails, product Global vs. local: the science behind the product. In letters and calls from customers • Drive awareness of Clinical 2011, the advertising was lost in a expressing their profound Global statistics indicated 2% of Protection as a safe, accessible

32 Marketing Public Relations – Integrated

JUDGES’ COMMENT

This was a multi-layered and comprehensive PR-led campaign. Impressive collaboration with the client yielded some useful insights which then informed the strategy. It was also very well-writt en; concise, clear and easy to follow. In summary, a tightly run very eff ective campaign.

solution for heavy sweating advocates – ‘heavy sweaters’ STRATEGY to identify with common situations • Create editorial opportunities who expressed their gratitude to We knew that people burdened – the scenarios people avoided that convey key product Unilever – proactive supporters with heavy sweating went to due to heavy sweating. messages and benefi ts and believers in the product. We extreme lengths to avoid it – needed their approval to share • Drive product trial withdrawing from public situations IMPLEMENTATION / TACTICS their stories through the ‘Letters to for fear of being ridiculed. The integrated campaign was KPIs: my Hero’ campaign. Practising avoidance and not driven by PR – consisting of • 12 pieces of editorial coverage – talking about it had become their advertorials, direct mail, media combined circulation 900,000 MESSAGES coping strategy. relations and an online WOM programme – using 41% of the • 30% response rate to trial of Campaign messages Talking was exactly what we overall budget (January-August 100 units 1. 34% of Kiwis believe they are needed sufferers to do. We 2012). The remaining budget, heavy sweaters – one in three needed to get the issue out in the 59%, was spent on television AUDIENCES of us! open. When people know that and digital media, delivering mass others suffer the same way, they Heavy sweaters – the 881,000 2. 27% of Kiwis have tried awareness of the science behind feel less alone and less out-cast. Kiwis (34%) who identify as heavy alternative methods to combat the product. sweaters. This audience is not age, excess perspiration, including Our strategy was to make the Existing Clinical Protection gender or socio-economic specifi c. Botox and surgery private issue public. By sharing the advocates were central to our true stories and sweaty situations Household shoppers – people who 3. 58% of Kiwis have been implementation buy personal hygiene products for embarrassed by sweat; 62% of real heavy sweaters we would • Real people’s quotes provided their household, predominantly apply deodorant more than create feelings of identifi cation, the ‘proof’ we used throughout females aged 18-54 twice a day to mask sweat empathy and trust. all our PR activity Beauty, lifestyle and health media 4. Excessive sweating is Letters to my Hero • We shared their testimonials in – national and regional media controllable with Rexona We created an integrated return for free product (mainly print, broadsheet and Clinical Protection campaign that shared real online) interested in personal excessive sweating stories across A word-of-mouth online advocacy Product messages hygiene products and broader multiple communication channels. campaign was run through MSN 1. Rexona Clinical Protection human interest stories To publicise the sweaty issue in • By seeding our existing provides clinical strength Unilever customer services team a non-threatening and genuine advocates’ testimonials, we wetness and odour protection – NZ-based team that fi elds way, we supplemented real-life encouraged people to share complaints and, in the case of 2. Clinical Protection offers testimonials with local research, their personal stories with fellow Clinical Protection, notes of the most powerful wetness and encouraged the right people heavy sweaters in a public forum protection ever from Rexona gratitude. We relied on these to trial the product and provide • 100 heavy sweaters were given “information gatherers” to a. it fi ghts sweat for 48 hours feedback in a public forum. the opportunity to trial the capture unsolicited testimonials. b. it has patented encapsulated We were able to connect our product and upload their own Existing Clinical Protection odour-fi ghting technology diverse audience by helping them feedback ‘letters’ in public

33 Marketing Public Relations – Integrated

PROMOTION

ADVERTISING PROMOTION KEEPING My Wedding, New Zealand 01 Jun 2012, by No author available YOUR COOL PMCA licensed copy. You may not General News, page 89 - 167.53 cm² further copy, reproduce, record, What lengths would you go to, retransmit, sell, publish, distribute, NZ Magazines Lifestyle - circulation 10,000 (Quarterly) HIDDEN share or store this information without to prevent sweating? During a strength the prior written consent of the Print If breaking into a sweat Media Copyright Agency. Ph +64-4- recent survey, New Zealanders 498-4488 or email [email protected] sends you into a panic, for further information. ID148976662 PAGE 1 of 1 were asked if they had ever you’re not alone. In fact considered any radical 58% of Kiwis* say they’ve alternatives to help combat been embarrassed due excessive perspiration. to sweating. 27% of Kiwis* surveyed said Rexona Clinical protection provides they have tried other methods. the superior protection** you need whether you’re at work or at play. TRIED EVERYTHING? Have you ever considered the following YOU CAN BE solutions for heavy sweating? „ Wearing several layers of clothing to mask CONFIDENT! the smell Do you get social anxiety at the thought „ T aking lots of showers of meeting new people? Does the „ T aking medication to help control thought of starting a conversation with perspiration levels someone make you sweat? Follow these „ A pplying talcum powder to your underarms simple suggestions to help you look and „ B otox injections feel more confident: sApply Rexona Clinical every night sWear an outfit you feel confident in sAlways be armed with essentials: lip gloss or lipstick, mints and phone sKeep yourself hydrated sPractise positive body language – hold “I was considering Botox into my sweat glands when Clinical Protection was released. Now I have no your head high and smile more issues with wet underarms and I don’t have to worry about lifting my arms up. It has literally increased my confidence.” Lisa, Fairview Downs, Waikato

Rexona Clinical Protection is formulated with revolutionary Trisolid body responsive technology that controls sweat while caring for your underarm skin. Rexona Clinical Protection is formulated with revolutionary Trisolid body responsive technology that controls sweat while caring for your underarm skin. ** Provides Clinical Strength wetness and TWICE the protection s ** ‡ Provides clinical strength wetness and odour protection. The most powerful TWICE the protection odour protection. The most powerful against sweat wetness protection ever from Rexona against sweat wetness protection ever from Rexona sPatented encapsulated odour-fighting ‡ Patented encapsulated odour-fighting technology technology sSkin moisturising ingredient, formulated to reduce skin irritation ‡ Skin moisturising ingredients, formulated to reduce skin irritation sFights sweat for 48 hours Basic sApply at night, for shower-resistant, ‡ Fights sweat for 48 hours Anti-perspirant Basic long lasting protection Anti-perspirant ‡ Apply at night, for shower-resistant, Excessive sweating is controllable long-lasting protection SWEAT PROTECTION with Rexona Clinical Protection Excessive sweating is controllable Clinical Protection also available for Men. SWEAT PROTECTION with Rexona Clinical Protection For more information about excessive sweating and Clinical Protection, visit www.rexonasweatclinic.co.nz *Results from survey of 495 New Zealander’s, December 2011. **Vs basic anti-perspirant. ADV2012. CS3213 20.02.12. REXWOM_NEXT01 *Results from survey of 495 New Zealanders, December 2011. **Vs basic anti-perspirant. ADV2012. CS3311 05.12. REXWOM_NEXT01

forums. Those who uploaded Direct Mail (DM) was implemented discussion. We decided to put our In comparing the results to the letters were incentivised with to encourage trial and increase eggs in one basket via our WOM objectives, ‘Letters to my Hero’ downloadable coupons, driving reach campaign, inviting 100 people was an indisputable success. in-store purchase • ‘Letters to my Hero’ DM was who identifi ed as heavy sweaters We analysed media coverage We partnered with ACP Media to sent to 186,000 Auckland to trial Clinical Protection and throughout, monitoring pick-up reach household shoppers households review it online. To extend trial, and ensuring key messages were we incorporated a $5-discount • We created four advertorials • The double-sided, enveloped conveyed. When editorial buy-in coupon into our DM ‘letter’. It slowed, we looked at other ways to normalise heavy sweating, ‘letter’ creative combined was important this offer was to gain traction, such as offering drive product awareness and testimonials, survey results and substantial enough to overcome different statistics, angles and build trust product messages, and included the price barrier. targeted giveaways. • Based on our research, four a $5-discount voucher to drive Product advocacy was key, so situational “sweat stories” purchase RESULTS when we discovered that Trudi were produced: Hidden Sweat, Television ‘Letters to my Hero’ exceeded all Brewer, Beauty Director ACP Nothing to Hide, Don’t Sweat, A TV campaign using three organisational objectives: Media (now Bauer), had become and Keeping your Cool advertisements ran throughout • In 2012, Clinical Protection a loyal fan, we sent her a year’s the campaign to demonstrate the • Over six months, 24 executions experienced the fastest share supply to foster the relationship. science behind the product. of the advertorials ran across growth of any deodorant brand Three months into our campaign, seven titles. They were tailored Digital / Search in New Zealand. Clinical Protection was voted best to each magazine’s reader under $20 beauty product – quite Research identifi ed that heavy • At end-August 2012, Clinical profi le; most appeared in health a coup for a deodorant! sweaters sought advice online, Protection’s sales were growing and wellbeing sections so search engine optimisation at 104%, far exceeding the The WOM campaign proved Media relations drove advocacy ensured that Clinical Protection 75% target its weight in gold. The number from beauty, lifestyle and was the foremost answer to of reviews not only blew PR specifi c objectives were also health journalists sweat-related searches. expectations, they were incredibly exceeded: • Short-lead and long-lead media positive, and saw 70 new Clinical • 19 pieces of coverage, with a were sent ‘grey marl’ sweat PROBLEM SOLVING / Protection advocates publicly total circulation of 1,224,710 packs – product wrapped in grey CREATIVITY express their gratitude. marl fabric printed with sweat Our approach had to be creative • Coverage across print, online, “Thank you, thank you, thank you statistics. The statistics were – we had to convince people to broadsheet and radio – Rexona Clinical. You have given tailored for health, beauty and pay twice the price of regular capturing all key messages me my life back!!!” lifestyle media, and the release deodorant. • A staggering 70% response rate – WOM Advocate, Auckland was adapted for the three media to the WOM trial of 100 people Research enabled us to combine The DM was hailed such a success, groups relevant statistics with real ‘letters • A signifi cant sales spike refl ected by a clear sales spike • Placement of product features to my hero’ throughout the PR coinciding with DM drop in the drop zone, that it is being and real-life ‘sweating’ stories in mix, with communication tailored replicated on a larger scale in trusted editorial sources helped to each channel and placed EVALUATION / FOLLOW-UP 2013. normalise the issue and take it alongside product messages. Sweat was no longer a private Ultimately, the PR-led integrated into the public sphere On the problem-solving front, issue. Journalists and trialists were campaign connected a diverse • Further editorial was generated we only had 100 samples, yet not only discussing sweating, they audience of heavy sweaters and via reader giveaways of grey were tasked with driving trial. We were hailing Clinical Protection as provided the life-changing solution marl t-shirts with product also wanted to encourage public a life-changing solution. they’d been searching for.

34 Marketing Public Relations – Integrated

Sean Brown | Mango & Simon Kenny | McDonald’s

PROJECT: McDonald’s serious lamb launch

The introduction of 100% New Zealand lamb to the McDonald’s menu was one of the most exciting product developments in the company’s history, but traditional advertising wasn’t set to kick in until three days after launch. Mango and Fuse were briefed to design and implement an integrated launch strategy to ensure sales targets were met from day one. The result was huge engagement on social media, record trial and endorsement of the new products, and unsurpassed media exposure across television, radio, print and online. Plus, importantly, all business targets were not only met, but exceeded, all without above-the-line support.

BACKGROUND The secondary audience Following two years of extensive was ‘loyalists’. These are the development and research, McDonald’s lovers and true McDonald’s was poised to unveil advocates who visit McDonald’s 100% New Zealand lamb to the approximately eight times a month menu – a protein rarely seen in the out of their 17 quick service quick service restaurant category. restaurant visits. They are habitual and visit McDonald’s because It was set to be the biggest launch of convenience, value and price of a lamb burger in New Zealand promotions, while still enjoying and offered McDonald’s an the core menu items. With this opportunity to not only grow audience, we needed to increase their own market share, but to their visitation frequency and also grow the entire quick service restaurant category. encourage trial of entirely new menu items. Mango and Fuse were tasked with designing and implementing McDonald’s also has one of the an integrated launch plan to largest Facebook communities in create social media hype in the New Zealand with over 270,000 lead up to the launch, drive trial fans so ensuring this audience and endorsement of the new telling the story in a business • Leverage the Facebook was excited about the launch and product and generate extensive context was to the success of community to create would endorse the product was media coverage. the campaign. ambassadors to champion the key. The Facebook community contains both the identifi ed The launch was to be supported product launch audiences so a range of content by traditional TV advertising, but OBJECTIVES • Secure signifi cant and and tactics were required to due to delays, did not begin until Organisational objectives: widespread media coverage at a communicate to them effectively. three days after the launch date so business and consumer level • To increase the volume and At the time of campaign, the the business was relying solely on spend of restaurant guests as • Positively impact consumers’ Facebook audience represented public relations, experiential and benchmarked against 2012 attitudes around McDonald’s social media to drive customers an untapped resource of true fi gures brand attributes of trust, brand advocates that needed to into all 160 restaurants nationwide permissibility and taste from day one. • To achieve specifi c sales targets be leveraged to help turn the lamb for lamb menu items launch into something genuinely AUDIENCES PRELIMINARY RESEARCH • To achieve specifi c market share special and unique. and category growth The primary audience for lamb Extensive research was carried was what McDonald’s classed • To achieve increases in brand MESSAGES out by McDonald’s prior to the as ‘switchers and resisters’, research scores including: brand • After two years in development, decision to add lamb to the menu. promiscuous quick service trust, taste and the perception New Zealand’s national dish is Key research fi ndings showed restaurant customers who switch of quality food and ingredients now available at McDonald’s that 82% of respondents liked between brands and look for with two new menu items the taste of lamb and the biggest Communication objectives: new food news. They have low available; the Serious Lamb reason for people not eating it was • Create media and consumer frequency of visits to quick service Burger and the Lamb Snack the expense. It was also noted that anticipation in the lead up to the restaurants as they don’t believe Wrap NZ Beef and Lamb was seen as a launch to ensure sales targets there is something for them on credible organisation. were met from day one the menu. • McDonald’s is innovative and the introduction of lamb is good Other key insights reinforced the • Excite and engage the With this audience, we needed importance of communicating McDonald’s Facebook to overcome the barrier that news for the entire quick service value, quality and taste. community to encourage trial McDonald’s tastes are predictable, restaurant segment Analysis of previous McDonald’s and product endorsement and, boring and the quality of the food • McDonald’s has partnered new product launches reconfi rmed in turn, share lamb related was low. Switchers and resisters also with NZ Beef and Lamb the infl uence of consumer content to facilitate online word eat at ‘gourmet’ burger outlets so which endorses the 100% endorsement and how important of mouth marketing the competitive landscape is wide. New Zealand lamb products

35 Marketing Public Relations – Integrated

JUDGES’ COMMENT

The launch generated good talkability and had good results. The Mike Moore connection was great, and showed initiative. This was a well writt en, thoughtful and results driven entry.

• Due to price, lamb has become Facebook provided a great menu product at restaurants These fans then shared and unattainable to many Kiwis, but platform to tease the new menu throughout the country. interacted with these images, exponentially spreading the the new McDonald’s products items leading up to the launch Experiential: are at an affordable price to provide intrigue and build message further, creating real buzz We knew the ‘serious fans’ were • The lamb is of high quality anticipation. on social media platforms. Fans brand advocates already but we who attended the tasting were and sourced locally from A new burger isn’t necessarily still needed to ensure their pre- farms in the North and South going to make it to the six o’clock also vocal on Twitter, spreading launch tasting experience was a the endorsement/message even Islands, providing revenue to news so to ensure widespread positive one so they would truly further. Kiwi farmers media coverage we needed to endorse the product and share leverage the trusted partners their views on their networks. Media: STRATEGY such as NZ Beef and Lamb and We also identifi ed key media and One consideration was that We knew that to achieve sales Federated Farmers, plus look at key online infl uencers who we the lamb products were also targets and high foot traffi c leveraging historical lamb news knew would report about their launching in Australia and the risk into restaurants meant not only angles to excite the media. experience and invited them to the of a leak to the media was high. attracting McDonald’s loyalists, but events. Our goal was to turn them Not surprisingly, one media outlet also converting switchers/resisters. IMPLEMENTATION / TACTICS all into ‘lambassadors’. in New Zealand, TV3, caught wind of the announcement so We decided to utilise the Social media: After analysing their locations, the fans, along with selected media we offered an interview with McDonald’s Facebook community To uncover only the true and and online key infl uencers, were McDonald’s NZ Managing Director, and recruit only the most engaged worthy McDonald’s loyalists invited to one of 14 selected Patrick Wilson, to let the audience McDonald’s loyalists to trial the from the Facebook community, restaurants around the country know lamb was coming the week product then endorse it to the we wanted to make them jump the day before launch where they after. Once the news had broken, masses on their own social media through a few hoops to prove were welcomed into a VIP ‘Serious we needed to fi nd other angles networks and also through the it. Given the new product was Fan Zone’ to taste the product to achieve additional coverage McDonald’s page. named the Serious Lamb Burger, before the public could. on the launch day. To ensure their experience we created an app whereby users Using tablets, we photographed In the 1980s when he was Trade was positive, as well as their were asked to upload a photo each person with the product and, Minister, Mike Moore famously feedback to the rest of the social demonstrating their most serious using a social media app, uploaded suggested that sheep be turned community, we needed to provide face, showing their creativity and the image to both the individual’s into small, ready to cook cuts also their commitment to the them with a unique experience Facebook page and to the rather than selling whole carcasses that validated their love of the brand. McDonald’s Facebook page with and coined the term lamb burger. brand and made them feel like From the 270,000 fans, we a branded McDonald’s border and We approached Mike a month valued customers. enlisted 350 true brand advocates the copy “I’m a Serious Fan. The prior to the launch and secured It was also vital that we had and invited them to an exclusive Serious Lamb Burger”, essentially his involvement for this unique queues from day one and pre-launch tasting of the new endorsing the product for them. story angle. We invited media

36 Marketing Public Relations – Integrated

to a McDonald’s restaurant to prove your worth to in order to get created ambassadors to champion fi rst three days of the launch, interview Mike while he tasted and in. This secretive club concept kept the launch, secured signifi cant and sales of the burgers were double made the burger. fans on their toes and anticipating widespread media coverage and the forecast. Restaurant sales We also maximised the something unique coming soon. conveyed messages about taste were also up, as were the number relationship with Federated Serious Fans were then wowed and quality. of guests and the company’s Farmers and NZ Beef and Lamb in store and remaining fans then • 67 pieces of coverage were market share. The launch was so and sourced farmers to talk to got to witness how exciting the secured across TV, print, online successful that the entire quick local media about the benefi ts new burger was by seeing real and radio, plus a large number service restaurant category grew of the new lamb burger to the people experiencing the event of tweets and Facebook posts by 4% that week. farming industry. Media were and thoroughly enjoying the new from media infl uencers who also invited to tour through the product. endorsed the product EVALUATION / FOLLOW-UP burger patty plant in Waitara. Having the story leaked and then • Key media coverage included McDonald’s is able to monitor Both organisations showed their aired on TV3 early meant there TV3 News, Close Up, Maori TV, sales down to the minute so we support and distributed their own was a possibility no other media Hawke’s Bay Today, NZ Herald, were literally able to see how press releases to media endorsing would cover the news story again, Dominion Post, Waikato Times, successful the launch was, and the quality and credibility of the so we had to creatively work in Sunday News and Australian if organisational objectives were new range. new angles including the use of Woman’s Weekly being met, during and after the launch day. At the time of launch, 100% of Mike Moore and also the benefi ts • Engagement rates on Facebook the communications budget was of the new burger to both the doubled over the launch week We were able to prove the for PR, experiential and social. farming industry and individual which showed that fans were effectiveness of integrated Three days after the launch, the farmers across the country. Not truly interacting with the new communications to McDonald’s nationwide advertising campaign only did these new angles ensure product content as the fi rst three days of ground- kicked in. we had additional coverage, breaking sales were solely due to • Facebook updates on the launch but they achieved signifi cant this integrated activity. The launch week were seen by 1.5 million PROBLEM SOLVING / placement including a photo of a of lamb exceeded all previous people CREATIVITY customer eating a lamb burger in campaigns from a media coverage • The gallery of Serious Fan tasting The campaign was an example of a McDonald’s restaurant on the point of view and social media photos was seen by 70,000 true integration – where social, front cover of Hawke’s Bay Today. engagement. people events and media all worked Simply put, this was one of the together to amplify the launch at a RESULTS • New likes on the page doubled most successful launches of a new across the launch week time when there was no above- All of the communication burger McDonald’s had seen in the-line activity. objectives were not only met, • Facebook comments about taste years, all done without traditional Facebook fans were dangled a but were exceeded. We created were overwhelmingly positive advertising. carrot – the chance to be a part of widespread hype, excited and The business objectives were also an exclusive club that you had to engaged the Facebook community, blown out of the water. In the

37 Not for Profi t Public Relations Not for Profit Public Relations

Jacqui Humm, Heather Claycomb | HMC Communications

PROJECT: Buddy Day 2012

Buddy Day is a Waikato-based social awareness campaign confronting the fact New Zealand has the fi fth highest rate of child abuse in the OECD. Run by child advocacy organisation Child Matters on a limited budget, the objective is to start adult conversations about child abuse prevention to raise awareness. In 2012 Buddy Day was held on 16 November when 360 life-sized cardboard children were ‘cared for’ by adults in the Waikato. Adults took their ‘child’ (Buddy) everywhere they went in a powerful, visual, public demonstration that every adult has a part to play in keeping children safe.

www.buddyday.org.nz | www.facebook.com/buddydaynz

BACKGROUND • 39% of those surveyed had Waikato communities and get AUDIENCES Child Matters is the only non- heard of Buddy Day and could people participating through 1. Waikato political/business/ government organisation in correctly recall what it was purchasing ‘Buddy Day packs’ community leaders – many New Zealand solely focused on about. available online. believe they aren’t affected preventing child abuse through • 29% could recall key messages To support these, the by child abuse and, therefore, adult training and child advocacy. about preventing child abuse communication objectives for aren’t part of the solution. In 2011 it wanted to take the and that it ‘takes a community Buddy Day 2012 were to: But in reality this audience is to raise a child.’ lead to develop the country’s 1. Persuade 360 Hamilton instrumental in leading change in the communities in which fi rst child abuse awareness community and business they have infl uence. day (trialled in Hamilton) and OBJECTIVES leaders to take a leading role engaged HMC Communications Buddy Day’s project objectives in preventing child abuse by 2. Media – who are diffi cult to to create an idea for the day – the were to: adopting at least one Buddy into engage unless it is about a result was Buddy Day. In 2012, • Raise awareness in our their organisation on Buddy Day, specifi c abuse case. HMC was again contracted to community about child abuse double the number of 2011. 3. General public – who are work on Buddy Day, writing the and the role every adult has in swayed by media stories communications strategy, advising 2. Persuade 150 schools, child keeping kids safe. that wrongly skew thinking on how to engage infl uencers and care and community group • Provide something tangible in leaders to play a key role in to believe child abuse implementing media publicity. It is only happens in minority important to note that Buddy Day our community where people Buddy Day by having their can show that they care about organisations decorate Buddies households and certainly not is not a fund raising event. It is a ‘in my neighbourhood.’ social awareness campaign and the terrible child abuse statistics during the week prior to in a public way. Buddy Day. neither Carers nor Creators pay to MESSAGES take part in Buddy Day. • Collect 25 signatures/ 3. Raise awareness of Buddy Day acknowledgments in each and its key purpose/messages • New Zealand has one of the PRELIMINARY RESEARCH Buddy diary (representing 9,000 with the non-participating worst child abuse rates in the conversations) as a way of developed world. In October 2012 a quantitative Waikato general public by demonstrating that people have • Children can’t prevent child online random survey of 20%, primarily through interacted with the event and abuse – adults can. 200 Hamilton residents was sustained media coverage that they care. undertaken using an independent across the region for the month • Buddy Day is a way for adults to market research company, Versus • Recruit 360 Carers and 150 leading up to Buddy Day. demonstrate that we will speak Research, to gauge the general Creators – double the number 4. Engage with national media to up for our children if we suspect public’s awareness and recall of from the fi rst year. increase the reach of the event’s they need our help. the 2011 Buddy Day campaign • Begin to spread the impact of key messages to start positioning • Buddy Day is an opportunity to and key messages. Buddy Day wider to outlying Buddy Day as a national event. show that we do care and to

39 Not for Profit Public Relations

JUDGES’ COMMENT

An excellent and well-planned activity that resonated with its communities of interest. In summary, outstanding tactics, execution and results achieved.

acknowledge that we will do 1. Using Child Matters existing 2. 122 MPs across NZ were sent – A sweet retailer decorating whatever we can to not accept relationships and networks a miniature buddy to decorate a buddy with lollies to be child abuse in our community. to communicate with and and were encouraged to share auctioned on Buddy Day. • Today 360 ‘Buddies’ are being infl uence business and Buddy Day’s key messages with – An ultra-marathon runner cared for by our business community leaders and their constituents. winning an event with a Buddy and community leaders as a politicians. Committing to 3. Buddy Day was announced strapped to his back. take their Buddy everywhere public demonstration that our to all local and national – An architect company taking they went for the day enabled community cares. These Buddies media following the release a Buddy to a construction site represent only 20 percent of them to spread the reach of of CYF’s annual notifi cation for the day. the 1683 substantiated cases Buddy Day’s messages to more reports on child abuse, – A Tauranga-based childcare of child abuse in the Waikato business, political and general quoting fi gures from the organisation giving away last year. public groups, in essence report and linking Buddy Day 100 miniature Buddies creating 360 ambassadors for to the role every adult has in • If you are worried about a for decorating at a the day. reducing New Zealand’s child child – speak up. Visit the community event. 2. Using the media, an incredibly abuse statistics. Child Matters website to fi nd – MPs Nanaia Mahuta and Tim infl uential force, to increase the 4. HMC worked with the Child out what you can do and who McIndoe and Hamilton Mayor reach of Buddy Day’s purpose Matters’ event manager to to talk to. Julie Hardaker having Buddies. and key messages to the wider identify stories about people – 10 Springhill Prison guards STRATEGY general public audience. going above and beyond to engage the media: having Buddies for a day. To start creating social change 5. An invitation was sent to we needed to ensure people of IMPLEMENTATION / TACTICS – A primary school decorating 60 Buddies. 34 media covering Waikato, infl uence who are in positions The total campaign budget was Maori, education, business to lead change and bring other $60,000, with $5,000 allocated – A school holiday art programme and health audiences in people on board were involved in to public relations. making 30 Buddies. radio, television and print, to the day. By doubling the number 1. Letters were written to the – International interest in Buddy attend the launch breakfast. of Carers and galvanising 360 Prime Minister John Key, key Day from Child Matters’ Most releases (except community infl uencers, we could ministers – Paula Bennett, executives’ fact-fi nding trip to those written for specifi c use their extensive networks to Hekia Parata, Tony Ryall; the UK and USA about child publications) were distributed create more conversations and all MPs; Waikato Mayors; protection issues. to 419 media outlets infl uence attitude changes in a and Hamilton business and – Harcourts Hamilton sponsorship including community and daily more rapid way. community leaders, inviting as the offi cial ‘Buddy Courier,’ newspapers, radio, television Our strategy was to infl uence the them to be involved in transporting Buddies between and business, education and infl uencers: Buddy Day. decorators and carers. health publications.

40 Not for Profit Public Relations

PROBLEM SOLVING / RESULTS CREATIVITY • Buddy Day was over-subscribed, • Planning for Buddy ‘abuse’ – and Child Matters had to we planned for the possibility turn people away or reduce of Buddies being broken the number of Buddies some during transport or neglected organisations requested. by caregivers and the media • An estimated 9,000 reporting on this. We were conversations were held in the individuals (13%), Government ready to turn this around into a Waikato about child abuse in (11%), education (10%), media story that would link in New Zealand (measured through health (8%), religious (4%) and perfectly with our key messages. signatures in each Buddy diary). iwi (2%). Fortunately, we didn’t have to use it! • 12 media releases were • 75% of those who responded to generated between 10 the post-event survey recognised • Securing national television the key messages: it takes a coverage – A proposal was September and 16 November. community to raise a child; We put forward to TVNZ Breakfast Coverage was gained on about raising awareness of child producers in mid-September that three television stations (TVNZ all have a part to play in keeping abuse; an increase of 18% from included activities for presenters Breakfast programme, Maori kids safe; If I have concerns the initial survey results TV News – Te Kaea and TV3 about a child’s safety I need to such as decorating Buddies on • Of those who had participated News, the latter two in the 6pm speak to someone. screen, and initial discussions in Buddy Day (10% of the bulletin); we had 22 printed indicated Child Matters would Versus Research post-event random sample), 75% said stories, mostly in the Waikato; at the very least have an in- quantitative online survey of a it had changed their view on coverage also extended to the studio interview on the morning random sample of 200 Hamilton vulnerable children and 67% Bay of Plenty and educational of Buddy Day. However, the residents identifi ed that: said they would participate again announcement of the Royal visit and business publications and • Awareness of Buddy Day • The research also identifi ed and resulting coverage planned two radio stories. Media stories increased, with just over a third that Buddy Day would more by TVNZ saw the cancellation reached a potential audience of those surveyed post-Buddy likely appeal to people who are of the agreed interview. HMC of 1.5m. Day (34%) having heard of non-Pakeha (esp. Maori and then contacted Breakfast Buddy Day; an increase of 11 Indian), younger (under 30), live reporter Brooke Dobson who EVALUATION / FOLLOW-UP per cent from the previous pre- in groups or fl atting situations, was interested in covering Buddy Post-event research was Buddy Day survey (23%) female, have regular contact Day. This involved organising a undertaken with those who with kids and/or work with kids. last-minute, early morning trip • Post-event, respondents participated in Buddy Day. The to TVNZ’s studio on Buddy Day were more likely to have A review of media coverage Versus quantitative online survey for several excited Hamilton heard of Buddy Day through identifi ed the key message themes was also repeated with a second school children with the Buddies their workplace, with 11% were repeated consistently random sample of 200. they had decorated, and training reporting this throughout media coverage. Post-event research of people All coverage used media releases a parent spokesperson in Buddy • Post-event, respondents had a involved identifi ed that: as the basis for key information. Day’s key messages. more accurate understanding of • Most were from the business the premise behind Buddy Day, community (29%). Other groups with close to half (47%) stating included community (23%), they thought Buddy Day was

41 Not for Profit Public Relations

Dana Kirkpatrick | Express PR

PROJECT: Feast

The Feast cookbook project grew out of a need to fi nd an innovative and new fundraising idea to capture the community, raise the profi le of an essential service in Gisborne and make a signifi cant amount of money. The SunnyDay Trust raises money for the Sunshine Service. The Sunshine Service runs specially fi tted out vans that pick up people around town and take them to their doctor or necessary appointments. The organisation needed a new van and thus – the Feast cookbook was borne. It was a massive undertaking, however the charity was up for the challenge.

BACKGROUND Not-for-profi t organisations are fi nding it increasingly diffi cult to generate time, skills and resources to support their cause. They are being challenged by an ageing donor population, the retention of existing sponsors and fi nding new regular contributors to offer support and services. In that environment, The SunnyDay Trust approached ExpressPR to help them raise • To encourage the submission of their profi le and suffi cient funds at least 100 community recipes. to purchase a new van for the • To drive book sales. Sunshine Service. We proposed the development of AUDIENCES a community cookbook. Not just any community cookbook – one The initial audience was local that was a unique expression of home cooks and foodies. life on the East Coast. This target: We set four key priorities for Feast. • Is well educated with That: higher incomes. • It was a community • Enjoys a healthy, nutritious diet. driven project. • Entertains often and have • It was a unique expression of signature dishes of which they the food and hospitality of are fi ercely proud. our region. • Is aware of emerging • The end result would be a high food trends. end, high value production, • Is a high user of Farmers holding its own against the Markets, prioritising the best cookbooks released for the purchase of local produce. Christmas market. library staff and other authors. This • To highlight the vital • Is a home vege gardener and, on • The project would build the solidifi ed the concept, pricing and contribution the service makes the East Coast, a keen hunter, profi le of the Sunshine Service. market appeal. to the community by outlining fi sherman and forager. the service in all communications This market includes parents with PRELIMINARY RESEARCH We also reviewed a number of similar community cookbooks channels over all phases of young families and empty-nesters. Initial desk-top research looked at the project. from around the world identifying The secondary audiences included: best-practice in modern cookbook the strengths and weaknesses of • To raise $80,000 for the design and pricing. There was also • Empty-nesters – those with those publications. Sunshine Service when all books initial market analysis. family (and friends) living are sold. outside of the region who would Prior to the public launch we OBJECTIVES Communication objectives: purchase multiple books to send held a focus group with local foodies and business people. Organisational objectives: • To achieve regular media out of town. This informed the creative vision, • To raise awareness of the coverage for the Sunshine • Tourists – those who would identifi ed priorities and created Sunshine Service and the Service and the SunnyDay Trust. purchase Feast as a keepsake of a clear direction for all parties SunnyDay Trust by including • To create a campaign that their time on the East Coast. moving forwards. them in all communication engages the community • Local business and corporates Meetings were also conducted channels over all phases of for the duration of the six – targeting the corporate with local bookstore owners, public the project. month project. gift market.

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JUDGES’ COMMENT

This was simple, well thought out, and achieved cut through. It was a project that knew its end point and knew how it was going to get there. In summary, an outstanding project.

These people (excluding tourists) d. Publicity around the Profi le-raising was one of the key • Distributed media releases to represent a key market for the offi cial launch. goals. Key personnel on the Trust remaining local media. Sunshine Service. Families with e. Book sales updates after became the faces of the project. • Launched the Facebook page. aging parents, empty nesters who The strategy was to leverage off release. • Launched the radio campaign. may require the service in the their reputations and connections, 3. The fi nal product – Feast will be future and corporate entities with all the while creating a friendly Stage Two – Community a “must have” kitchen item for the fi nancial resources to support face for the project. Recruitment the summer of 2012, celebrating the service. the unique food and lifestyle of Demonstrating on-going Following the launch we continued this region. community support was critical. to promote the cookbook and the MESSAGES Wise use of local media enabled need for recipe submissions. The overall messaging consistently STRATEGY us to update the community on With SunnyDay Trust spokespeople focussed on: the recipe search, which celebrities the voice of the campaign, we: Without budget for paid had contributed etc. 1. The cause – The Sunshine advertising, a small budget for • Provided media releases Service is a grassroots, promoting level of recipe printed materials and a massive IMPLEMENTATION / TACTICS volunteer-based service ensuring target, we developed a cost- submission– including creating vulnerable community members effective and creative strategy, The total PR budget (including PR photo opportunities with local have access to vital community maximising community awareness management, development of a dignitaries and chefs testing services. The Sunshine Service and create a sense of community mini-website, printed collateral early submissions. operates a fl eet of four vans, ownership. and sponsored newspaper and • Developed consistent Facebook providing a reliable, free radio advertising, and book Leveraging relationships was messaging. transport service for Gisborne’s launch) was $32,000. elderly and disabled. The crucial to our strategy. Local • Facilitated live radio interviews Stage One – Project Launch service needs to replace one media were involved as sponsors. on local breakfast shows, of its vehicles at a cost of over Through those channels we were A soft launch in June 2012 including a small amount $100,000. able to drive our key messaging. included a two page feature in of media training for our Budgets were tight and advertising Gisborne Herald’s Weekender – a spokespeople. 2. Community involvement – was not abundantly provided, so Messaging varied as the project weekly lifestyle insert published • Facilitated a radio-based recipe we used PR to drive the messaging moved from one phase to the each Saturday. competition. – regular radio interviews, next, with a focus on creating A front page story featured former editorial features, radio recipe • Developed a newspaper and community ownership of All Black Rua Tipoki’s secret competitions, and regular media radio advertising campaign the project: Paua recipe, interviews from key releases drove the message. promoting recipe submissions. a. How the community can stakeholders and background This was supported (on radio) Social media was used in support the service and the stories on the charity fi lled out the with announcer adlibs that moderation. Facebook was utilised project – recipe submission. feature. created valuable community with regular updates, photos Coinciding with this we: chatter. b. The community response to of photo shoots, anecdotes of the project – overwhelming unusual recipes etc published • Distributed printed collateral. Phase Three – Maintaining numbers of recipes. to keep the chatter going • Launched the project website. Community Interest c. Book production updates through this long process. Vital All messaging directed traffi c to Once recipe submissions had through all phases of design in supporting the strategy to the site (the portal for collecting closed it was vital to keep the and print. maintain community engagement. recipes). community engaged. While

43 Not for Profit Public Relations

• The development of foraging • To date approximately $50,000 maps refl ecting the foodbowl in has been raised for the Trust which we live. with the potential to raise a total • A section dedicated to historical of over $80,000. vignettes celebrating our Against communication agricultural and pastoral history. objectives: • Maintaining complete creative • Community awareness of the control of all advertising so that project was impressive, over 250 it merged seamlessly in to the recipes were submitted from book. around the region. • Choosing uncoated paper stock • The community was fully providing a more natural, back engaged in the process with worked behind the scenes direct sales. This included: to basics feel. over 1,000 books sold in the designing the book (recipe • A simple set up with signage for • A commitment to having a book fi rst month. Anecdotally, it out- selection, design, creative direction the Farmers Market. that was 100% locally produced sold other high-profi le cooking of photography, copywriting and writers (in local bookstores) over • E-fl yers targeting the corporate – only the binding was sourced editing…), we kept the community the Christmas period. market. out of town. up with the play: • A giveaway in the Gisborne Social media messaging shifted This was communicated not • Facebook posts contained lighter Herald to celebrate the launch and became more interactive. We only in our PR, but was key in messaging, photos of the photo communicating the vision to our of the cookbook was the most fed this by publishing images and entered book giveaway of sessions etc. creative team, our photographer, recipes from the book, anecdotes the year. • Local radio was with progress from users from the recipes etc. chefs and food stylists, the charity, reports on which they based advertisers and sponsors. Throughout this process our regular adlibs. EVALUATION / FOLLOW-UP messaging remained dominant. Result: The charity has indicated that • Media releases focused on key Every release mentioned the cause Early thinking and commitment it has been overwhelmed by milestones including recipe and the Trust. to a key set of priorities ensured a the resulting support from the testing, design and print resulting publication that is truly community. The chairman of the milestones. PROBLEM SOLVING / unique. Feast: Trust said she never imagined the Phase Four – Book Launch / Sales CREATIVITY • Immortalises a number of local project would grow such legs The Cookbook was launched in Ours was a crowded market. heroes. and create so much chatter in Research showed that there were the community. November 2012 with an offi cial • Celebrates our backyard pantry numerous fundraising events on event. Around 200 attended and the produce our region is Book sales were immediate and the social calendar with multiple including recipe submitters, local famous for. demand strong. Post-Christmas dignitaries, charity representatives, charity sporting events, auctions sales remain steady with the • Celebrates our diverse culture. advertisers and sponsors, local etc raising funds for a number secondary visitor and conference media and key supporters. of high profi le community • Houses hundreds of local family seasons now becoming a focus. organisations and bricks and recipes as well as a number from Resulting media coverage was We continue to monitor sales mortar projects. It also showed local identities. extensive with radio adlibs, (though this is now largely us other local authors planned to newspaper stories and photos managed by the charity). release signifi cant publications into published. This served to create RESULTS Media coverage has continued the Christmas book market. the initial “buzz’ for the book. Against organisational with regular publicity as the book Over 200 books were sold at the Not only did our fundraising objectives: reaches particular sales targets. opening. solution have to be unique, it had Booksellers are still pushing to be stunning and have a strong • The Sunshine Service and the The launch also marked our move SunnyDay Trust received massive Feast in all their advertising sense of community ownership. communications. The book into book sales. We produced: community exposure. Charity The resulting book – Feast (our has been sent to production • Point of sale collateral including leaders appeared in newspaper food out east) was designed to companies and radio stations on articles and photos, conducted posters and fl yers. clearly align with our lifestyle. an ad-hoc basis as we hear of live radio interviews and spoke • Radio and newspaper Creative solutions and priorities opportunities to promote the book about the project at community advertising campaigns directly were identifi ed from the outset and the region. events. Feedback from the promoting sales. including: charity was that their profi le had The Trust has experienced more • A range of summer recipes from • Photography that presented the never been so high. success in other fundraising the cookbook for publication region in a completely new light. ventures as a result of the • Media opportunities gave us in the Gisborne Herald’s improved profi le and awareness • A creative focus on everyday the opportunity to reiterate key Weekender feature (published in of their work. people and their stories, most messaging relating to the service January and February). importantly, refl ecting our and its value to the community. Another region is now looking to PR messaging focused on unique regional demographics. Consistent adlibs not only kept emulate our work for a charity of highlighting key sales milestones. • Chapter arrangement inspired radio audiences in touch with its own. Collateral was developed which by the way we collect and the project but mentioned the enabled the charity to manage use food. charity and the service.

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Rebecca Oliver | Freelance PR consultant

PROJECT: Pink Ribbon Calendar Project: Baring all for breast cancer awareness

The Pink Ribbon Calendar Project was a collaborative arts initiative with the goal of producing a calendar of body painted breast cancer survivors and using it as a mechanism to increase breast cancer awareness. Twenty one women, including some well-known New Zealanders, bravely bared their bodies and souls to encourage others to be more vigilant. With an extremely limited budget, a creative campaign was needed to raise awareness among the key audience of 25-45 year old women and generate $100,000 from calendar sales for the New Zealand Breast Cancer Foundation.

BACKGROUND Public relations objectives Liz Oliver and Anna Molineux’s • Create a way for people to mission was to use their passion emotionally connect with the for body art to create a striking project and contribute to the 2013 ‘Pink Ribbon’ Calendar. By calendar development through publishing and selling this unique crowd funding in less than piece of New Zealand art, they 6 weeks aimed to increase awareness • Create a social media presence about breast cancer and raise and gain at least 300 Facebook $100,000 for the NZ Breast likes by the end of October Cancer Foundation. • Generate national media Twenty one women of varying ages coverage about the unique and ethnicities were featured in project being used to raise funds the calendar; all of them had been for the New Zealand Breast affected by breast cancer. Models Cancer Foundation included well-known Kiwis such • Secure at least one TV piece, as Helena McAlpine, Jools Topp, one print article and one feature Liz Mitchell and Hinewehi Mohi. in a women’s lifestyle magazine Calendar Creator Liz Oliver, who within two weeks of the was diagnosed with breast cancer in calendar launch. All articles were 2008, also participated as a model to be positive and contain at and artist. least three of the key messages The calendar photos were a about breast cancer awareness collaborative effort between the • Drive key audiences to model, body painters, photographer Whitcoulls stores and the Pink and graphic designer. Each woman Ribbon Calendar website to chose imagery to highlight their purchase a calendar own strengths, passion and purpose. A team of New Zealand’s AUDIENCES top body painters then worked to capture this essence and transfer it • Kiwi women, but particularly onto the model’s body. The women those in the 25-45 year old age were then photographed in studio group who are most at risk of with a graphic designer creating the developing breast cancer. setting for each image. • To provide inspiration for women With a very tight time frame affected by breast cancer and media this age group would be • Publish a calendar featuring body and little budget, a creative PR their families. accessing and the places these painted breast cancer survivors as campaign was developed to raise • Maori and Pacifi c Island women women would spend time. a mechanism to promote breast seed funding, drive calendar sales who on average have a fi fty and achieve the fundraising and Due to the extremely tight budget cancer awareness and to provide percent worse breast cancer awareness objectives. for the project, research was also inspiration to those facing a outcome than Pakeha women. conducted to fi nd suppliers and diagnosis The New Zealand Breast Cancer PRELIMINARY RESEARCH sponsors who would donate their • Sell 10,000 calendars through felt that this was due to a lower The NZ Breast Cancer Foundation time, expertise or product. retail and corporate sales cultural acceptance of having mammograms, meaning these identifi ed 25-45 year old females • Raise $100,000 for the as the most at risk age group. With women left lumps too long OBJECTIVES New Zealand Breast Cancer mammograms being free from age before getting checked. Organisational objectives Foundation 45, many younger women weren’t • National news and consumer often aware that they need to carry • Generate $10,000 in seed • Exhibit the art work and take the lifestyle media with a out regular breast checks. Research funding to cover print and images on a nation wide tour to predominantly female was conducted into the types of production costs increase breast cancer awareness target audience

45 Not for Profit Public Relations

IMPLEMENTATION / TACTICS giving them a chance to meet the women involved. The event 1. Crowd funding provided a date to kick start • Gift buyers, predominantly • Breast cancer is a disease which The Trust needed to generate calendar sales, as well as being a women, who were looking for affects a large number of Kiwi $10,000 to cover their print and celebratory event for the calendar Christmas gifts for their female women of varying ages and production costs. A YouTube video artists, models and crew. clip was created to capture the relatives and girlfriends. But ethnicities. But it is detectable. The evening event was held on visual and emotional nature of also men who were looking for Do regular breast checks and Thursday 4th October at Bayleys the project. A press release was a meaningful gift to give the see your doctor if you notice Auction House in Auckland’s issued to media that included the important women in their lives. anything unusual Viaduct to ensure good media link, the video was also promoted • The New Zealand Art • For further information about attendance and coverage in the through Facebook. Community who regularly visit breast cancer awareness, weekend newspapers. art galleries and exhibitions. screening and diagnosis visit 2. Media Relations Guests included members of the www.nzbcf.co.nz Campbell Live was invited to Breast Cancer Foundation, Patron MESSAGES attend the fi rst body painting Dame Rosie Horton, calendar STRATEGY models, artists, crew, supporters • The 2013 Pink Ribbon Calendar session to capture the buzz of the and media. is a collaborative body art project The strategy was to reach image creation process. that aims to raise $100,000 for the target audience through Next Magazine was invited to visit Calendar model Jools Topp was the New Zealand Breast Cancer personalisation of the breast during the second body painting the MC for the evening, with Foundation. cancer issue. A strong story day to capture the creation of the calendar creators Liz and Anna telling element was woven and cover model Helena McAlpine • The Pink Ribbon Calendar is a eight person ‘pink dragon’ image through all communications; also speaking. The Pink Ribbon stunning piece of New Zealand and to interview those involved. from the calendar cover image, Calendar YouTube video was art, purchase one for an A press release was drafted to the description of each model’s played, followed by a performance important woman in your life. and issued to media along with journey written on the facing of ‘Kotahitanga’ by calendar a personal story of calendar • Calendars are available for calendar page. model and musician Hinewehi models that would appeal to the purchase online and from Mohi. The calendar launch event publication’s target audience. Whitcoulls stores nationwide provided the appropriate platform The event was made possible RRP $34.99 to present calendar creator Liz 3. Calendar Launch through generous donations of • $10 from each purchase goes to Oliver’s journey with breast cancer The launch event was designed event organisation time, catering, the New Zealand Breast Cancer and the story of the calendar to present the calendar creation wine, premises and discounts on Foundation inception to media. story to media and infl uencers the sound system and staging.

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JUDGES’ COMMENT Body artists demonstrating their held in Auckland and Wellington. art form set up in the windows of The story made the front pages Whitcoulls Queen Street (Friday of the Stuff, NZ Herald and MSN Overall a very well-planned and lunch time), Whitcoulls Sylvia Park News websites. The Pink Ribbon (midday Saturday) during peak Calendar YouTube video received produced project that achieved great shopping hours to promote the over 6000 views, while the calendar and catch the attention Facebook page gained over 600 results and a happy client. of passers-by. Both live body fans, 86% are female. painting events were promoted by Classic Hits to encourage shoppers EVALUATION / FOLLOW-UP to stop and view the art in progress and purchase calendars. The media coverage achieved for the Pink Ribbon Calendar Project surpassed all expectations. The RESULTS tone was 100% positive and all The initial $10,000 in capital was the messaging targets were met. secured within six weeks and the The estimated print readership $100,000 fundraising target was was 2,143,270, Campbell Live met in less than three months. audience 243,200 and Breakfast There was an overwhelmingly TV audience 119,814. positive response to the project The striking visual images in from New Zealand media with our print and TV stories during the coverage targets being met during campaign, together with the the calendar launch week. models moving personal accounts, Campaign highlights included the successfully communicated the calendar launch event with 250 calendars breast cancer awareness artists, models, crew, supporters messages and culminated in and media in attendance. MC calendar sales. The Herald on Jools Topp encouraged women Sunday’s Living feature was a “to make an event of it. Grab prime example, combining all your girlfriends, have a long lunch, these elements in their feature then go get your mammograms entitled ‘Painted Pictures of Hope’. done together”. Feedback received via the Pink Launch photos appeared in The Ribbon Calendar Facebook page Sunday Star Times ‘About Town’ reinforced the positive impact of the following weekend. the project: TV Coverage included “Just back from having bought most of my local shop’s Pink Campbell Live, TVNZ Breakfast Ribbon calendar stock....Christmas ‘Body Painting Challenge’, is almost sorted! Such beautiful 4. Online Media Month. At each stop additional plus the calendar featured on pictures, incredible body art and regional press coverage is being Breakfast’s ‘Reporters Round Up’ The www.pinkribboncalendar. amazing and courageous women. co.nz website was set up to generated through exhibition on launch day. launch events and activities to Well done to you all for coming up provide media and the general Choice TV interviewed cover with such a fabulous idea to raise help spread the breast cancer public with the calendar back model Helena McAlpine on funds for the NZ Breast Cancer awareness message to rural story, images and contact the Brunch program, while the Foundation and celebrate these New Zealand. To date the information. The website linked calendar story was told on SKY TV (and all who experience cancer) exhibition has been to Pukekohe, through to the Whitcoulls Channel 9 News. Models Hinewehi inspirational women”. Paeroa, Morrinsville and Taupo. online store. Mohi and Ann Thorpe were “Dear Liz and all the beautiful interviewed on Marae Investigates To further increase audience reach women involved with the calendar, PROBLEM SOLVING / with breast cancer specialist a YouTube video was created that when I received my calendar CREATIVITY Doctor Belinda Nash on the took viewers behind the scenes on yesterday I couldn’t wait to open subject of ‘Breast Cancer in Maori the fi rst studio day. This video was Two additional events were staged and look at it. Little did I know and Pacifi c Island Communities’. a crucial element in achieving the to grab the attention of the that I would be moved to tears. project’s crowdfunding goal and target audience. Print media highlights included a You are all so beautiful and I only expanding the project’s reach. A surprise banner reveal in the Herald on Sunday Living feature, wish I could be there to give each style of Gok Wan’s “Do you seven pages in Next Magazine, one of you a big hug of thanks A Facebook page was set up look good naked” was staged four pages in Fitness Life magazine for this inspiring work of art. to reach our predominantly with calendar cover model and and two separate articles in the I am going to have each page female target audience and secondary breast cancer sufferer NZ Woman’s Weekly. UK body art laminated and framed to hang on encourage these women to Helena McAlpine. The 7 x 4 metre magazine ‘Illusions’ also covered a bare wall in my bedroom. You share the information about banner of the fi nal calendar cover the calendar. will all be thought of often in the the calendar and breast cancer image was unfurled on the side A signifi cant amount of coverage coming years and an inspiration awareness messages. of Auckland’s Victoria Park Market. was also generated in regional when I fi nd life hard going. You all survived and so will I. Thank you 5. Pink Ribbon Calendar This super-size calendar image was press as a result of the Pink Ribbon all so very much”. Exhibition displayed on the Wellesley Street Calendar Exhibition national tour. Life size canvases of calendar side of the Victoria Park Market Radio interviews aired on images began touring the country Car Park during Breast Cancer Newstalk ZB, a Classic Hits ‘Pink after Breast Cancer Awareness Awareness Month. Ribbon Pin Up’ Competition was

47 Paul Dryden Tertiary Award Paul Dryden Tertiary Award

Tom Frankish, Charlotte Milton, Harmeet Sehgal, Natasha Johnstone | AUT University (Outside the Square)

PROJECT: Auckland Youth Orchestra

In 2012, four Post Graduate Public Relations students from AUT University, “Outside the Square” (OTS) undertook the challenge to increase concertgoers to the Auckland Youth Orchestra’s (AYO) fi nal concert of the year. A notoriously diffi cult sell, Shostakovich’s Ninth Symphony was always going to be a challenge. Attracting new concert goers, retaining the regulars, and gaining media presence for AYO were all essential goals for the AUT team. Over the course of four months the OTS team successfully created a strong brand for AYO through community engagement, public performance, social media and signifi cant media coverage.

BACKGROUND with the audience through OBJECTIVES Public relations objectives: AYO is the premier full-time surveys which gave them a better AYO had never used PR before so • To increase AYO’s social media youth orchestral institution in understanding of AYO’s audience. it was essential that OTS put clear engagement by 20% by New Zealand. Founded in 1948, it Following this activity, the client measurable objectives in place 10 October 2012(Twitter and has a rich history of producing not Facebook) only exceptional musicians but also • To create an ongoing exceptional people. relationship with one retirement After a long season of shows, AYO village by 10 October 2012 was set to play their fi nal concert • To have at least one piece of 2012 at the Auckland Town of AYO Celebration concert Hall. Previous shows included coverage over print, broadcast, Beethoven’s Ninth Symphony, radio and online by 10 October a crowd favourite and by all 2012 accounts an easy sell. Social Media objectives: For the fi nal concert, the OTS • To increase AYO’s Facebook team was approached and tasked ‘likes’ by at least 20% by with selling a concert featuring 10 October 2012 a symphony that was largely unfamiliar and performed by a • To increase AYO’s Twitter relatively unknown orchestra. following by at least 250% by 10 October 2012 PRELIMINARY RESEARCH AUDIENCES Although the campaign was • AYO musicians family centered around AYO’s October and friends concert, the OTS team decided to use their July concert as a This group is AYO’s guaranteed dress rehearsal. The team took audience base, a large percentage the initiative to begin their work of the crowd will be from months in advance so they could this group. gain better insight and knowledge • Existing clientele of AYO’s existing audience and see People who already attend AYO fi rst hand how the orchestra was concerts, this audience tends positioned in the public sphere. to be older with a passion for Weeks before the July concert, classical music. It is important that the team attended a practice to past clientele keep returning and see the calibre of the players and keeping them up to date with learn about the product they show times is essential. were essentially selling and were briefed the team for the October that would visibly highlight the • Elderly people from high socio- blown away. concert. A situational analysis was PR benefi t. economic areas in Auckland The team staged 8am performances created and the research from the Organisational objectives: Like the existing clientele this outside Britomart on the three early activity helped them identify audience has money to spend and days leading up to the concert the problem. • To sell 579 tickets to the already has a vested in classical Celebration concert at the and fl yers were handed out to the Continual research throughout music. This audience enjoys being Auckland Town Hall on 5th public. During this, they realised campaign ensured all problems active and participating in group October 2012 this was an activity they could were addressed and opportunities outings, reaching this audience build on. were taken. • To improve the current is important as they are largely Rather than just attending the AYO brand unaware of AYO. July concert, the team engaged • To reach a younger audience • Tertiary students in Auckland 49 Paul Dryden Tertiary Award

JUDGES’ COMMENT

Nicely done with very sound objectives and creative tactics, plus good problem solving. Overall, well done on achieving outstanding results.

with an interest in music and • Hear the Auckland Town connect to a younger audience, the #AYO hashtag which the arts Hall’s 101 year old organ while retaining existing clientele. encouraged onlookers to share This is a growing audience in which was restored in 2010 at their experience. Auckland, youth who enjoy the AYO’s Celebration concert on IMPLEMENTATION / TACTICS Press releases and calls were made arts and are looking to become 5 October 2012 The tactics were split into three prior to the event alerting media more cultural. They like to • Soak up one of Auckland’s sections of the transformation that would experience new things and are historic sites and listen • Ambassadorial Programme happen and these were followed up with post event releases and active on social media and blogs. It to classic music at AYO’s • Social Media Engagement is in AYO’s best interest to connect Celebration concert attached photos. • Guerrilla Marketing with this audience. A freelance camera man was Ambassadorial Programme • Professionals working in STRATEGY also hired to fi lm and edit the the CBD Many an Aucklander would agree AYO’s Queen Street Orchestra: performance with the hope that providing ready-to-go footage With a steady income and the that the city came to life during This was the campaigns biggest would surely ensure coverage. ability to spend money this huge the Rugby World Cup and now feat. Building on the positive response to the Queen Street audience must be made aware of that momentum had been created Retirement village performance: performances leading up to July AYO concerts. around new and exciting activity, Four members of AYO performed no one wanted it to slow or stop. concert the team’s goal was to at Remuera Gardens on make this idea bigger and better MESSAGES The OTS team harnessed this, September 15. This provided a realising that engaging with the and provide Aucklanders the strong photo call opportunity • Experience a world class youth community in creative ways would excitement in the city that they which the OTS team pitched orchestra at the Auckland Town surely lead to success. AYO’s main now thrived on. to media. This action linked Hall on 5 October 2012 asset was the youthfulness of the Downtown Westfi eld was to the strategy, as playing at • Get in touch with your inner players. It was however essential brought to life on the morning of the retirement village was a muso and come to AYO’s that they maintained their classical 2 October 2012 with 50 members community activity that built Celebration concert on 5 music integrity and while reaching of the orchestra playing Russian awareness and leveraged October 2012 new clientele was key, it was music in Russian costuming. The the youthful talent of the • Be more cultural and come to important that they did not lose music fi lled the streets and passers orchestra’s performers. AYO’s celebration concert on their faithful customers. by were astonished. Social Media Engagement: 5 October 2012 The below strategy was then Engagement with the public took Media training: The OTS team • Come and listen to an exclusive created. place through handing out fl yers invited the media spokesperson piece composed by Robbie Raise the profi le and build and Hershey’s Kisses were offered for AYO, Alex MacDonald, to a Ellis played for the fi rst time at awareness through leveraging the as an incentive to take one. training session with Campbell AYO’s Celebration concert on youthful talent of AYO performers OTS knew social media was Live reporter Kate King. In the 5 October 2012 in community activities which vital, so had posters with hour long session Alex was fi lmed

50 Paul Dryden Tertiary Award

being interviewed by Kate, with the footage then used to give constructive feedback. Social media training: The OTS team invited two senior members of the orchestra to a social media training session. The team also produced a ‘Twitter Bible’ for them to take away to ensure the longevity of social media use within the orchestra. Twitter: The OTS team created a social media content calendar to drive a consistent message and to engage with audiences on a new platform. The team reached out to prominent Twitter users to commence online dialogue about the orchestra. Facebook: A similar approach was taken in regards to the Facebook activity. Content relevant to AYO’s audience was posted to create conversation and encouraged users to share and engage.

Guerrilla Marketing: With less than 24 hours to The team also secured media Google alerts were set up with Posters: The OTS team designed come up with a remedy, OTS coverage across all platforms as a variety of phrases to track and printed a range of Russian acted decisively and hired a stated below. coverage online. propaganda style posters to freelance cameraman to fi lm • Closer on TV3’s Nightline on A thorough de-brief with the promote the Celebration concert. the performance. The footage 2 October 2012 client took place after the concert These were posted in various was then successfully pitched to and a copy of all media clippings • Promotion cross on George FM locations around Auckland Nightline as a closer that night, (including television coverage) was including AUT University, up resulting in a very happy orchestra • 2x on-air mentions on presented to the client in a bound Queen Street, and at Remuera and client. Classic Hits coverage report and compact disc. Gardens retirement village to • Article with photo featured in The client also completed promote the performance. RESULTS Te Waha Nui satisfaction feedback forms. Flyers: Flyers were planted and The OTS team exceeded the • Article with photo featured in The positive outcomes of OTS’ handed out at various locations client’s expectations. Verve magazine resulting in 125 involvement are evident in their around Auckland including • 640 tickets were sold, a 60% entries to the competition to win growing social media presence, churches, AUT University, increase from AYO’s average concert tickets. the freshening of their brand Auckland Town Hall and Remuera concert numbers of 400. • Article with photo featured in and being more proactive and Gardens retirement village. • The AYO brand substantially the East and Bays Courier engaging with their publics. improved through successful They have also taken on OTS’ PROBLEM SOLVING / • Online article featured on NZ media coverage and social recommendations to update their CREATIVITY Musician media engagement. This was website and to embrace their Securing television coverage evident in a survey from October • Online article featured on Scoop youthfulness as a key difference is not easy, and as OTS found 2012 showing that players that can set them apart from out even secured coverage is believed it was the third best EVALUATION / FOLLOW-UP other orchestras. never guaranteed. performing area in AYO. Throughout the campaign weekly AYO has recently been in touch After pitching to Breakfast to • Reaching a younger audience meetings were held with the with members of OTS to act as fi lm the Queen Street Orchestra was achieved through OTS’s client to provide updates, discuss a sounding board for their 2013 Performance for a slot on the successful social media media opportunities and gain initiatives. OTS is very much morning roundup, OTS’ coverage campaign, with 10% of concert regular feedback. looking forward to continuing this was sadly removed a day before goers fi nding out about the The objectives were formulated partnership with AYO and wishes the event. concert through this platform. so that they could be easily them all the best for their 2013 For OTS problem solving had always • Facebook ‘likes’ increased by measured and thus provided a concert dates. been a great asset and this particular 25% and the number of Twitter clear indication of whether they hurdle served to only confi rm this. followers increased by 360%. had been achieved. 51 Special Event or Project Special Event or Project

Eloise Hay, Angela Spain | DraftFCB PR & Activation

PROJECT: PAK’nSAVE rescue

New Zealanders were traumatised when the entire country ran out of our most beloved yeasty spread, Marmite. True to the brand’s cheeky nature, PAK’nSAVE reserved a small quantity to give out in a fun way to deserving Kiwis. The project started at the infamous Dotcom mansion, travelled to Christchurch and all the way to our successful athletes at London 2012. In three months we leveraged Marmite’s newsworthiness to promote PAK’nSAVE, reaching more than eight million people, gaining the support of a modern day superhero and proving PAK’nSAVE is the consumer champion among supermarkets.

BACKGROUND wanted to give them out in a fun – media had run that story some Marmite to give away. Beloved Kiwi spread Marmite (the and deserving way to associate to death. Specifi cally to: New Zealand version) had been the brand (Marmite) with the • Marmite was a quintessential 1. Leverage Marmite’s current off the shelves since March 2012 retailer (PAK’nSAVE). PAK’nSAVE reminder of home for Kiwi newsworthiness to generate briefed DraftFCB PR to develop a due to quake related damage at expats and Kiwis living abroad positive publicity for campaign to achieve this. the Christchurch factory. Marmite were as desperate for the “black PAK’nSAVE in all messaging supplies were out around the gold” as Kiwis at home. and good will towards the country and people were missing PRELIMINARY RESEARCH • All coverage to date had PAK’nSAVE brand. it – big time. A media audit on the strongly centred on Marmite and 2. Raise the profi le of PAK’nSAVE Marmageddon related coverage Supermarkets nationwide had the Sanitarium brand, no other as the consumer champion, completely sold out and there had informed us that; supermarket supplier had as far rescuing New Zealanders from been a huge amount of media • Simply auctioning off or giving as we could tell, attempted to overpriced groceries. coverage around the crisis termed away the jars was not going use the shortage to get positive 3. Continue to position “Marmageddon.” The yeasty to get cut through, Trademe coverage for their own brand. PAK’nSAVE as a quirky and fun spread known as “black gold” was Marmite auctions were at challenger brand in line with not due back on shelves until late saturation point and no one OBJECTIVES the Stick Man personality. October/November 2012, at the was buying. Many people and very earliest. organisations had been gifted The campaign objective was PAK’nSAVE had a small quantity Marmite and those desperate to generate a splash either in AUDIENCES (1,200 jars) of Marmite, reserved enough had already bought the news media or online (via This was a brand awareness/ since news of the impending and paid big money for their Twitter and Facebook) around loyalty campaign, aimed at all shortage had broken. They supply earlier in the shortage the fact that PAK’nSAVE had New Zealanders but specifi cally:

53 Special Event or Project

Primary to create the PAK’nSAVE Rescue. • Those 24-55 with the We would develop the PAK’nSAVE opportunity to shop at Rescue as an auxiliary brand that PAK’nSAVE – these people are would not only be relevant to keen to save money on groceries Marmite, but any kind of activity where they can. where PAK’nSAVE could reward New Zealanders. Secondary Secondly and most crucially • Prolifi c New Zealand Twitter we would put our energy into users – partial to talking about leveraging events and moments all things newsworthy with their that were already newsworthy networks. to have the PAK’nSAVE Rescue • Students and youths 15-23 who included in the story rather than are extremely budget conscious, creating new news from scratch. have lower grocery spend. Our strategy would be to comb the news daily to fi nd moments MESSAGES where a PAK’nSAVE Rescue could Our key messages were strongly be rewarded to outstanding or tied to the objectives: deserving individuals. • PAK’nSAVE has a small amount of Marmite that they are IMPLEMENTATION / TACTICS JUDGES’ COMMENT giving away to lucky/deserving The entire project was individuals implemented in a series of stages • Rather than sell the precious on a completely proactive basis. A very creative campaign, that was commodity, PAK’nSAVE is looking We had to have all resources ready for ways to reward deserving so that we could react to what was inspiring to read. It was innovative, customers and Marmite fans happening in the news and around the country. • PAK’nSAVE is the consumer reactive – taking advantage of topical champion, saving This meant designing and New Zealanders from overpriced ordering 1,000 yellow PAK’nSAVE situations – and proactive. Overall, groceries Rescue boxes which would become the visual cornerstone great results for the campaign. STRATEGY of the campaign and striking up a partnership with Goodman Preliminary research revealed Fielder to have them supply all anonymous, masked superhero an opportunity not to be missed. Marmite was already achieving a Vogels and Tararua butter as who had been delighting local We developed a plan in partnership huge amount of media coverage. we needed it: News of the shortage had even residents with spontaneous acts of with the New Zealand Olympic kindness, delivering grocery parcels been reported internationally so we 1. Social Infl uencers Committee to supply a PAK’nSAVE to students and families struggling needed to have a smart strategy to We created a PAK’nSAVE Rescue Rescue to every Kiwi athlete that to pay their grocery bills – Flatman. achieve any media cut-through for Twitter account to communicate took home a medal. the PAK’nSAVE brand. with this audience. First we We supplied Flatman with 100 We liaised with a PR contractor on targeted the most prolifi c and PAK’nSAVE Rescue packs to deliver Timing was also signifi cant, the ground in London who would newsworthy New Zealand to deserving fl atters and families Sanitarium had not confi rmed carry out our activities to make Twitter user at the time, around Christchurch. when Marmite would be back in sure the athletes got their packs Kim Dotcom. We delivered a market. Some reports said October, We worked with Campbell Live and to secure media coverage for PAK’nSAVE Rescue to the Dotcom some not till 2013. We needed to announce our partnership with PAK’nSAVE Rescue, in particular, Mansion with a tongue-in-cheek to get in market quickly with Flatman and followed up with an international coverage. message relevant to media reports our project (July-September) to interview with Flatman (masked As each medal was won, we about his fi nancial status. Following capitalise on the fact that Marmite of course) on youth show TVNZ were there with our stand-out a tweet to his 141,000 followers, supply was at its absolute lowest U Live. yellow PAK’nSAVE Rescue boxes, we proceeded to surprise and but could come back at any point. Following the enormously positive delight a whole rewarding athletes and making response from Christchurch The success of the project hinged host of infl uencers active sure we got the packs, and the residents towards Flatman and the on our ability to strongly link on Twitter: whole PAK’nSAVE Rescue concept, PAK’nSAVE with the Marmite PAK’nSAVE Rescue, we decided in front of media. • Ali Williams: Rescued for to formerly sponsor Flatman shortage story, otherwise we were Other than fl owers the medal complaining publicly about being ongoing till the end of the year as good as doing PR for Sanitarium winners received no other housebound with an injury with a monthly allowance for (Marmite’s producer). recognition at the Kiwi House • Jaime Ridge and Rosanna Arkle: groceries to deliver to the people of ceremony for their amazing Our plan… a two part strategy Rescued after their Fight for Life Christchurch. achievements – to receive a to own a PAK’nSAVE spin on boxing match Marmageddon and to jump on We also continued to supply PAK’nSAVE Rescue with that iconic other newsworthy events where • The Waikato Chiefs Rugby team: Flatman with PAK’nSAVE Rescue but unavailable jar of Marmite Marmite was not already present. Rescued for winning their fi rst packs containing Marmite really bought home that piece of Super 15 Rugby title sporadically throughout the year Kiwiana and feeling of appreciation PAK’nSAVE would be the consumer and for handing out at major 2. Flatman Rescue from New Zealand. champion by packaging the events in Christchurch. Marmite up with other products; A number of stories had New Zealand media were getting Vogels bread and Tararua butter, emerged out of quake damaged 3. Olympic Rescue tired of the Marmite story so we essential to Marmite consumption Christchurch about a modern-day The August Olympic Games was deliberately leveraged a major 54 Special Event or Project

international news outlet, the BBC, Kiwi House at the Olympics was all articles were positive towards PAK’nSAVE branding – currently to our advantage with the specifi c no easy feat. We had to organise the PAK’nSAVE Rescue and the sitting at 2,000 views. purpose of prodding a reaction the whole project remotely, PAK’nSAVE brand. • He even volunteered to have from New Zealand media who then coordinating with our contractor to Top coverage included: his fl atmobile decaled with went on to pick up the story and anticipate New Zealand medal wins the PAK’nSAVE logo… in Campbell Live television coverage cover it extensively. and make sure she was prepared three places! of Flatman’s quirky Christchurch and ready to go at any time. 4. Paralympic Rescue antics including mention of the The Olympic team far exceeded EVALUATION / FOLLOW-UP Following on from Olympic activity, Rescue packs and visual of him medal tally expectations at the it was important to recognise the delivering PAK’nSAVE bagged We evaluated the campaign games and many of these wins HUGE effort and success put in by groceries to an audience of against the original objectives: were for team events so we had the New Zealand Paralympic team. 237,000 people. 1. Leverage Marmite’s current to urgently ship extra Marmite In depth 2:48 minute U TV newsworthiness to generate Forming a new approach to supplies to London. capitalise on the media presence Interview with Flatman about the positive publicity for PAK’nSAVE New Zealand media were Marmite at Auckland Airport for the athlete project and the PAK’nSAVE in all messaging and good will fatigued – we had to think out of welcome, we sent a photographer Rescue including PAK’nSAVE towards the PAK’nSAVE brand the box to get coverage, and yes and guerrilla crew armed with our Rescue giveaways and – all coverage was positive and it was especially hard to get our signature yellow PAK’nSAVE Rescue visual branding. PAK’nSAVE was featured as brand in there which we achieved. the consumer champion. The boxes to the event. The project was tweeted not once All initiatives and the way we enthusiasm and excitement but twice by Kim Dotcom to more The crew braved the media scrum communicated them to media had created when fans received than 141,000 Twitter followers to make their way around the to be suffi ciently quirky to ensure their Marmite was extensively with a cheeky “Oh my God @ athletes, rewarding them with the pick up. shared through social media. boxes and making sure they were PAKnSAVErescue has managed We had to negotiate with media to holding them when they gave their to sneak “black gold” past the 2. Raise the profi le of PAK’nSAVE include a mention of PAK’nSAVE’s interviews to media (before being FBI into my home. Awesome as the consumer champion, involvement, as this was an integral kicked out by airport security). [photo].” The project was tweeted rescuing New Zealanders from part of the story. by all infl uencers we sent packs overpriced groceries – The We also captured this activity and Intentionally targeting international to, reaching a Twitter audience popularity and hype created by sent out images to picture desks media during the Olympic Games of more than 330,000, not to the PAK’nSAVE Rescue meant with a media release. caused New Zealand media to mention 13,000 in consumer that in the case of Flatman and 5. Morris Street Rescue think twice and cover the Olympic generated tweets. the Morris Street fl at-mates, the people we had “Rescued” We seized the opportunity to story as they were not keen to Coverage in one of the world’s then became advocates and Rescue a fl at of students from miss out. largest news outlets; BBC online, actually activated the project Palmerston North who had lost including images of Olympians for us. Word that PAK’nSAVE all their possessions in a house RESULTS receiving their Rescue, PAK’nSAVE had Rescue packs containing fi re caused by arson and being branding and most importantly, In just three months, we had ”black gold” to share spread students, had no insurance. word-for-word key messaging achieved news media coverage worldwide with requests for “Rather than selling its remaining We sent the boys a PAK’nSAVE in more than 41 media articles the PAK’nSAVE Rescue packs supplies, executives at the Rescue and agreed to supply them including: fl ooding in via our Twitter and PAK’nSAVE supermarket chain with extra Marmite, bread and • 36 Online PAK’nSAVE Facebook page decided to give their stash to chips that they could use for a from Kiwis in destinations • 3 Print customers they felt were deserving fundraiser at Massey University. including Canada, Australia, • 2 Television broadcast of a treat.” Images and video from all activity and the United Kingdom. Over 60 Social Media mentions Following BBC coverage, the were used as content both on 3. Continue to position were gathered on Twitter and story was picked up in major Twitter and the PAK’nSAVE PAK’nSAVE as a quirky and Facebook that directly referenced International and New Zealand Facebook page to continue the fun challenger brand in line the PAK’nSAVE Rescue. print and online media outlets conversation online and keep with the Stick Man personality including Metro.co.uk, The fans interested with new and Overall estimated audience reach – consumer feedback was New Zealand Herald, TV3.co.nz, varied content. including all traditional and non- phenomenal and stayed true to Stuff.co.nz and nz.Yahoo.com. traditional articles and Social Media the brand personality. Stick Man PROBLEM SOLVING / mentions of 8,018,782. Flatman proactively promoted the is the consumer hero and the CREATIVITY Crucially we were able to break project AND PAK’nSAVE: PAK’nSAVE rescue boxes were Getting PAK’nSAVE Rescues through the Marmite media • He shot and produced a video of evidence of the brand in action. complete with Marmite, Vogels clutter to gain coverage for the PAK’nSAVE Rescue packs being bread and New Zealand butter into PAK’nSAVE brand. Furthermore delivered with an abundance of

55 Special Event or Project

Karen Maurice O’Leary, Angelina Farry | Starseed PR

PROJECT: Number One Shoes ‘Catwalk to Sidewalk’

Number One Shoes needed a new approach for the launch of their Autumn ’13 range. They wanted to engage the media and get their shoes into the hands of the public at the same time. We concepted #catwalktosidewalk, a media fashion show that ended with all the models stepping straight off the catwalk and out on to the streets, handing over all the shoes from the show to the public.

BACKGROUND PRELIMINARY RESEARCH launch event. Their overwhelming OBJECTIVES response was “make it Fashion launch events are We researched all previous PR objectives: traditionally done to a select group Number One Shoes events and interesting”, as so many of the 1. To launch the Number One of fashion media well in advance those of competing brands events they attended did nothing Shoes Autumn ’13 range in a of styles being available in-store. and concluded that a model- more than showcase product way that achieved mass online based catwalk show is the most along with a glass of bubbles. Number One Shoes’ brief was exposure, driving immediate effective way to showcase a new With dozens of fashion events to launch its Autumn ’13 range on the Auckland media launch awareness. to the media. The shoes were shoe range. calendar on any given week, we 2. To drive social media already in-store so our challenge The question was how to turn a needed to make sure this one engagement prior to, during was to create an event that would closed catwalk media event into stood out from the crowd. and post event creating simultaneously engage both a public spectacle. We researched desire and talkability around fashion media and the public. suitable venues and developed We asked questions about what the range and individual a list of fashionistas, journalists happens to all of the sample shoes To drive immediate awareness and used at new season shoe launches, shoe styles. excitement around the Autumn and bloggers who would help us where do they end up if they are 3. To remind the media and ’13 trends, our campaign had to to spread positive and immediate not sellable? The answers to this consumers that Number One have a strong online and social word-of-mouth. question led us to our creative Shoes styles are fashion- media focus. We spoke with fashion media PR approach. forward and affordable. to get feedback on what they felt made a good or bad media

56 Special Event or Project

JUDGES’ COMMENT

This was an innovative and well planned event with good creativity used throughout.

4. To sample Number One Shoes 2. Number One Shoes Autumn of waiting public at a nearby were invited to the Autumn ‘13 to members of the public who ’13 collection is in-store now. promotional Adshel. fashion show on Wednesday may not have experienced the 3. Number One Shoes provides To link the public PR stunt to 13 February 2013. As it was a product prior to the stunt. attainable fashion to the the media event we set up a combined VIP media event as well as a public stunt, there were Organisational objectives: NZ public. cameraman at the Adshel and live-streamed the public action two messages that needed to 1. To further communicate and STRATEGY to the media on large screens, so be communicated to the media reinforce the re-brand of they could see the stunt unfolding (1) the event invite (2) the public Number One Shoes (from Our strategy was to increase public before their very eyes. call to action for free shoes. Number 1 Shoe Warehouse) awareness of Number One Shoes Promoting a new fashion range as fashion-forward by gaining as a fashion authority by executing #catwalktosidewalk was to be a that was already in store meant exposure on international a PR event for their Autumn ‘13 media fashion launch event with our event invite list needed to a twist which directly involved fashion/trend blogs. season range that grabbed the be strongly website, blogger attention of our fashion-conscious the public. and weekly media based to target market. This PR event AUDIENCES ensure a quick turnaround for needed to gain exposure through IMPLEMENTATION / TACTICS coverage. The Twitter hashtag 1. Fashion and lifestyle media – credible bloggers and online A promotional Adshel went live #catwalktosidewalk was included the women other women look fashion media and it needed to in Auckland’s busy Britomart on the invite to start the social to for style advice, direction get shoes directly into the hands area two weeks before the new media buzz. and inspiration. A mix of print of our target market. season fashion show launch event. and online journalists, bloggers All media were invited to the We planned an integrated launch It communicated to everyone event held along Roukai Lane; an and key opinion leaders with a strategy for the event – a multi- passing by that they needed to open-air venue outside Racket strong social media following. channel PR approach to drive ‘stand in front of this poster, at Club/ A&M Britomart at 11.30am, 2. Females aged between the age mass awareness which comprised 12pm on February 13th if you are located 75 meters away from of 16 and 35 who want to own of a VIP media element, a public sample size 8 or 9 and get free where the public were already and wear on-trend fashion, but PR stunt, an advertisement and boots from the new Number One forming a very long line in front of don’t want to pay expensive internal communications. shoes Autumn range, as models the ‘Stand here for free boots at designer prices. The planning process involved step straight off the catwalk to 12pm’ Adshel. A live camera feed creating a PR activation that hand over all the styles from from the Adshel was televised on MESSAGES would be compelling enough to the show.’ Then a press release TV screens at the event so that about the PR stunt was seeded We know that the media respond be talked about by key fashion all the media could see the public media and get the attention of out to all key fashion bloggers, positively to unique, creative ideas stunt unfolding. our female target, making them fashion stylists and fashion editors. and that the public love to be The show commenced at excited enough to engage in a Number One Shoes internal involved when the offering is right, 11.45am. Models showcased the public stunt. communications platforms so we had to make sure that our Autumn ’13 range on a raised (including an 800,000 strong event provided both to generate #Catwalktosidewalk was the catwalk that was painted to database, e-newsletter, Twitter, maximum talkabilty: PR idea. We turned a seemingly replicate a pedestrian crossing typical catwalk fashion show Instagram and Facebook pages with black and white stripes, Our key messages were: launch to the media into a major with thousands of followers) were reinforcing the #catwalktosidewalk 1. Number One Shoes has New public spectacle – models would leveraged simultaneously to spread PR idea. At 12pm the models Zealand’s most on-trend walk straight off the catwalk the word far and wide to shoe completed their fi nal catwalk run, collection of women’s fashion and hand over free Autumn lovers around the country. stepped straight off the end of footwear for Autumn ’13. ’13 range shoes to a long line Key fashion media and bloggers the runway and walked out onto

57 Special Event or Project

the footpath with all of the shoes not only delighted, entertained EVALUATION / FOLLOW-UP 4. To sample Number One Shoes from the show in hand. They met and rewarded the public but we If we match the results of to members of the public who over 100 members of the public also provided all key media with #catwalktosidewalk to the may not have experienced eagerly waiting for free shoes and something to really talk about. objectives, we can only the product offering prior to the stunt = Over 50 happy handed them over. Demand was The idea was the strong platform conclude that this was a highly shoe-lovers walked away from so high that the models had to for our online/ social media based successful campaign: hand over the shoe samples they communication strategy. the event with a free pair of 1. To launch the Number One were wearing as well – returning We turned a problem into a Autumn ’13 Number One Shoes Autumn ’13 range in a Shoes. Women who missed out to the venue barefoot, which the beautiful solution. Prior to this PR way that achieves mass online were given 25% off vouchers media loved. idea all the fashion shows had exposure driving immediate to encourage them to visit their All media were then invited to surplus, left over new season awareness = Over 400,000 nearest store. view the Autumn ’13 range shoes that could not be on-sold. people reached online in the 5. To further communicate and up-close in a private dining room We turned this into a positive by fi rst 24 hours post event. adjacent to the runway; here distributing these new season reinforce the re-brand of 2. To drive social media they were given the new season shoes free to the public and made Number One Shoes (from engagement, creating desire look-book and hi-res images for this a key part of the fashion show Number 1 Shoe Warehouse) and talkability around the immediate publication. Over 40 as a whole. as fashion forward by gaining articles about the event were range and individual shoe exposure on international styles = 33,747 Twitter posted online in the fi rst 24 hours. RESULTS fashion/trend blogs with mass accounts reached in the fi rst reach = International brand The media present were also 1. 33,747 Twitter accounts reached 3 hours post event. Over exposure on www.trendhunter. able to select their Autumn ’13 in the fi rst 3 hours post event. 800,000 people reached com estimated reach based on shoe style of choice for their own 2. Over 400,000 people reached through the combined reach web traffi c, 3 million. PR stunt personal use. These shoes were online in the fi rst 24 hours of Twitter, Facebook and NZ rated 8.2/10 by a 15-40 year delivered post-event to drive post event. fashion bloggers. old female audience. additional positive word-of-mouth and social media coverage. 3. Over 800,000 people reached 3. To remind the media and To watch the PR stunt case study through the combined reach consumers that Number One video visit this link: http://www. PROBLEM SOLVING / of Twitter, Facebook and Shoes styles are on-trend, youtube.com/watch?v=avZSqQmV CREATIVITY NZ fashion bloggers. fashion forward and affordable PiU&feature=youtu.be = All media experienced the on- 4. Views of the YouTube video The #catwalktosidewalk PR stunt/ trend styles on the catwalk and of #catwalktosidewalk were event was based on the insight received a press kit containing 700% higher than the that the public want fashion that full styles and pricing. Over previous Number One Shoes is immediately attainable – it is 50 members of the public launch events. frustrating seeing great fashion received a free pair of Autumn trends that are going to be months 5. International brand exposure ’13 Number One Shoes and away from hitting the shelves. on www.trendhunter.com lookbook. The models picked The public also want to feel and was rated 8.2/10 by were some of NZ’s most of- VIP and ‘on trend’ as much as a 15-40 year old female the-moment fashion faces in anyone else. By opening up the public audience. the catwalk show – cementing usual media-exclusive event 6. Over 100 members of the the idea that Number One structure with a strong creative public were waiting to receive Shoes makes fashion both idea and original ending we free Number One Shoes. inspirational and achievable.

58 Special Event or Project

Paul Weeks, Deepti Bhargava, Catherine Kemp, Bev Armstrong, Darren Horsman | Unitec Institute of Technology

PROJECT: We make the people who make it to the fi nish line

Unitec used a corporate sponsorship project to build awareness about its Sport and Osteopathy Departments and the services they provide to the public in Auckland. Partnering with RunWalk and adidas Auckland Marathon proved the perfect opportunity to effectively leverage off an established event through experiential engagement, social media, internal communications, public relations and industry networking. This project provided a substantial increase in the number of people expressing interest in Unitec’s sport and health services. It also actively engaged 10% of Unitec’s staff population in a pedometer challenge and achieved signifi cant public relations coverage in local publications and online.

BACKGROUND Unitec is connected to the sport and recreation sector through its Faculty of Social and Health Sciences which offers sport and osteopathy courses. Unitec has services open to the community: Clinic 41: A general practice (GP), nursing and osteopathy services. Human Performance Lab (HPL): Specialises in tests that evaluate fi tness and monitor conditioning programmes. Unitec has been a sponsor and supporter of the adidas Auckland Marathon and the offi cial lead- up to the Marathon, called the ‘RunWalk Series’, since 2010. In 2012, this partnership was extended from a sponsorship that • Analysis of previous results in both departments’ database • Engage 10% of staff with health elevated our corporate profi le of the partnership from 2011 of customers. and wellbeing related to the to an opportunity to showcase and 2010. RunWalk Series. the Departments of Osteopathy • Position Unitec staff as experts in and Sport as leading education • In-depth discussions with key nutrition, training, and running. • Generate 50 potential customers providers. stakeholders including Heads of • Profi le Unitec as a quality for Clinic 41. Department, Faculty Deans and tertiary education institute • Generate 150 potential A public relations campaign was previous participants to assess planned to leverage this project with connections in customers for the Unitec HPL. the value and direction of the local communities. and highlight the departments and sponsorship property. their services, especially Clinic 41 • Generate exposure for AUDIENCES • Analysis of results from 2011 and HPL. Unitec within the community • Community-focused active and ‘Change Starts Here’ brand The campaign used media, particularly in the west, north energetic people. campaign relating to external and central areas of the online, social media and • Sport enthusiasts. perceptions of Unitec brand. Auckland region where our experiential elements to maximize • 95% of the Greater Auckland awareness through highlighting • Review of other community campuses are located. events in West and Central Region. the association with the adidas PR objectives: Auckland Marathon and RunWalk. Auckland and potential • adidas Auckland Marathon past competition for participants and • Launch human Interest stories participants. associated with Unitec and the media coverage. • Unitec staff. PRELIMINARY RESEARCH RunWalk series. • Poll on staff intranet to gauge • Unitec students, both current • There was a review of results • Drive social media, creating interest in taking part. and potential. from the 2010 and 2011 Unitec a buzz about the event osteopathy stalls at the adidas • Leading news media and OBJECTIVES and talkability from human Auckland Marathon. interest stories. Auckland specifi c and sports- Organisational objectives: oriented media. • Analysis of the sponsorship • Proactively communicate Unitec opportunity against key • Profi le Unitec’s Clinic 41 and HPL RunWalk Series details to corporate and faculty objectives. services, generating an increase local media.

59 Special Event or Project

MESSAGES providers who also serve the and quality of these services. up to the fi rst event. The winners • Unitec is the offi cial and community through their public • Visual elements (getting a sport of the competition were given free exclusive provider of osteopathy services. massage after marathon) of the entries and were branded with services and fi tness assessments We wanted the sponsorship services were to be capitalised caps and T-Shirts containing the to the RunWalk Series and project to enable Sport and on in order to generate interest. catch phrase ‘We make the people who make it to the fi nish line’. adidas Auckland Marathon. Osteopathy Departments to • HPL services were to be This tied back in to Unitec’s brand develop long term relationships highlighted in the lead-up to • Unitec is the Institute of choice campaign, ‘We make the people with participants and key the events by showcasing how for sport and osteopathy who make it’. courses. stakeholders. A cross-unit project participating staff and students team was developed (including use them. Blues players: We invited some • Clinic 41 offers a professional department representatives, of our Blues Super 15 players • To use the event sponsorship sport recovery service to events and sponsorship team, to provide giveaways and fi nish as a vehicle to encourage staff the local community at an communications team and line prizes. engagement within Unitec, affordable cost. staff participants) to brainstorm strengthening internal ties, Running Masterclass: We • HPL offers ongoing personal concepts and develop a and showcasing Unitec as an engaged with local runners/ training support for budding communications strategy. employer that cares about the RunWalk participants by hosting a athletes. The project team developed health of its staff. ‘Running Masterclass’ workshop • Staff and students can be part of concepts that enabled the at Unitec’s Mt Albert Campus the Unitec running team. Unitec departments to work with Lisa Tamati (Ultra Marathon collaboratively to maximise the IMPLEMENTATION / TACTICS • Staff and students can support Runner) and Ngaroimata Reid sponsorship relationship. Budget: We leveraged the Unitec runners on the day. (Journey to New York Marathon). A detailed project plan project on a shoestring budget We also helped Lisa launch of $10,000, with around $6,000 STRATEGY was developed, including her new book by hosting an these suggestions: used on external PR coverage. event with 80 people from The sponsorship project was Branded gear: We raised Unitec’s the community. measured and evaluated against • The fi rst event in the RunWalk series needed to be hosted at profi le by providing branded Social media: We posted regularly key corporate and faculty Unitec RunWalk gear. Branded objectives six months prior to the a Unitec campus to maximise on Facebook over this period the association. give-aways including water bottles, including information, advice commencement of the RunWalk caps and t-shirts were used to • Each of the lead-up events and photos. We created a Twitter series. build a strong brand association should have a Unitec booth that hashtag for staff and student It was clear the sponsorship with the events across Auckland. offered osteopathy services. runners called #UnitecRunners. A project should allow the Sport Pedometer Challenge: To engage short video featuring the Unitec • Media coverage must highlight and Osteopathy Departments to with internal staff we developed a runners was used to promote staff key messages, including showcase themselves as industry ‘pedometer challenge’ in the lead attendance at the event. experts and leading education expertise of department staff, 60 Special Event or Project

Media: Using our existing media for the top post (staff runners connections we invited media YouTube video – 196 views over to cover the Unitec campus 3 days) http://www.youtube.com/ event, as well as pitching tailored watch?v=opan258CjwU human interest stories such as • Within two hours of the Ngaroimata Reid’s journey to the marathon fi nishing we had New York Marathon (a triumph 2,327 clicks on the Unitec over adversity story), leading up to marathon photos on our each event. Media releases were Facebook page. also used to publicise the events • The #UnitecRunners had throughout the Auckland region. 50 tweets, 17 contributors, We also developed a plan to 5,006 accounts reached and leverage Mike McLeod’s Mens 28,120 impressions. Health initiative, drafting a media JUDGES’ COMMENT release ‘calling for entries’ and EVALUATION / FOLLOW-UP subsequent pitching of individual stories to local community media. The campaign was innovative Unitec assessed the project against corporate and faculty objectives We focused on getting coverage in through the sponsorship scorecard the New Zealand Herald, and the and well executed. The entry had (measuring tangible and intangible Weekend Herald picked up and benefi ts) which confi rmed that the promoted the series of events. a very clear and precise strategy project provided signifi cant brand backed up with good objectives and visibility and credibility whilst PROBLEM SOLVING / offering a multiple engagement CREATIVITY great use of mixed media. In summary, platform at staff, student and Unitec used a variety of community level. Follow up communication channels to and consultation with Unitec’s generate engagement, brand there were some very creative Executive Dean of Social and association and support. aspects to this campaign. Health Sciences and department Harnessing the crowds at heads for osteopathy and sport Adidas Auckland Marathon confi rmed objectives were met and the photos on our Facebook site, • Over 200 visits from clients to exceeded from their perspective. One important objective was to and they could tag themselves Clinic 41 after the marathon and translate the high numbers of • There was a strong brand so their friends could see them. numerous visits from exposure people at the marathon event visibility throughout the This drove a huge number of gained at the RunWalk series. to awareness of Unitec and RunWalk Series, from the fi rst participants to our Facebook page. our services. This was achieved • Exposure of the Mt Albert event on Unitec’s campus, which through a family area at the event We utilised existing sponsorship campus to over 300 participants had 300 participants, including that included a free barbeque, arrangements such as our at the fi rst event, which included 70 staff to the marathon, which drinks and biscuits for the kids, association with the Blue and the local community and the had over 16,000 participants. next door to a free recovery Auckland rugby to raise the profi le wider Auckland region. • Clinic 41 and HPL received treatment area manned by 25 at the events by having Blues • Over 90 Unitec staff took part signifi cant exposure. More than osteopathy students. Everything players in attendance. in the pedometer challenge in 350 participants experienced else was manned by Unitec staff, We also worked extensively the lead-up to the RunWalk post-marathon recovery and they actively engaged with the to develop internal Unitec series, encouraging many treatment, resulting in 100 crowd, encouraging people into engagement for the event. This staff to take part in later follow-up treatments at Unitec’s the Unitec site, asking for database included the pedometer challenge events. A total of 15 staff also Clinic 41. information and connecting with teams of staff competing attended an internal health and • Unitec staff were asked to through our other services. We for prizes. Pedometer totals were wellbeing workshop. provide expert opinions were one of the only stands to uploaded onto our intranet each • Over 70 members of the on the marathon website give away free food, which meant week, which created a good- community attended the Unitec both during and after the our area was hugely popular. spirited competition between the Masterclass event with Lisa Tamati events, emphasising their Through these stands we different teams. This led to a high knowledge and providing wider • Over 65 people expressed an showcased the range of skills and level of staff engagement, and industry links. interest in the services of Unitec expertise from the Osteopathy buzz around the top teams, The HPL resulting in a number • Our wide coverage in a variety and Sport Departments. Event ultimate winners were awarded of bookings. of local media outlets ensured free entry to the events and participants could seek relief from that the events were well branded Unitec gear. PR: their aches and pains, it raised publicised and attended, with awareness and gained a positive Coverage in a wide range of a strong link to Unitec. interest in our experts through a RESULTS media including television • Worked in with other key visible and unique presence. stations Te Karere and Maori TV; Organisational: organisations such as the Men’s Getting them online newspapers such as the Weekend • An exposure of the Unitec Health Trust and the Heart Herald, Western Leader, North The social media plan using Twitter brand to over 16,500 people at Foundation, and key people Shore Times, Localist, Manukau and Facebook to drive infl uencers the marathon. as Ngaroimata Reid and Mike Courier, Central Leader, and radio and generate talkability was very Mcleod to expand our links with • Over 350 people utilised Radio Rhema. successful and lead to increased the community. the services provided by the interest in the event and the Social Media: osteopathy students in the • Ongoing brand analysis will be Unitec brand. We took photos at adidas Auckland marathon Our Facebook posts had an average used to analyse the effectiveness all the events and the participants, recovery zone. of 2000 people reached with every of this campaign in regards to telling them that they could access post, with 234 engaged users Unitec’s brand.

61 Sustained Public Relations Sustained Public Relations

Stephanie Lowe | Fuse

PROJECT: The McCain School Veggie Patches programme

What do a 1974 Chevy Truck, a grandfather and frozen vegetables have in common? They helped solve a big (vegetable) problem, especially around perceptions of frozen vegetables and origins of vegetables. How do you make vegetables fun for kids? Cue the McCain School Veggie Patches Programme, an in-school vegetable growing programme designed to educate children about vegetables in an interactive setting. The programmealso encouraged local communities to purchase McCain frozen veggies and collect barcodes for their school to redeem for gardening equipment. Three years in, the programme continues to be a highlight for local schools, as well as for McCain.

BACKGROUND McCain frozen vegetables are planning 21%, target 25%) • Recognition that children in 60% of New Zealanders buy harvested from the ‘goodness 2. Makes food that’s good for particular were unaware of the frozen vegetables every four of the earth’ and simply frozen you (at time of planning 40%, origin of vegetables weeks – however, it’s a purchase to lock in the fl avour. It was target 48%) • Concern about food origination this strategy that formed the decision with low consideration 3. Makes food with the goodness • Perceptions of frozen products backbone of the McCain Veggie and limited loyalty. from the earth (at time of not being as ‘good’ as fresh, and Patches programme. Within the category, frozen planning 35%, target 42%) a misunderstanding between the We joined forces with McCain vegetables are seen as merely a With serious product perception link of fresh and frozen to help bring their “Goodness convenience or emergency pantry challenges, we had to bring a • Children who have contact of the Earth” messaging to life item and akin to the ‘poor cousin’ powerful idea to life and take it with nature and the outdoors in a unique way. The campaign nutritionally, to fresh produce. face to face with consumers and perform better in the classroom had to ensure we helped change their most important infl uencers – To add insult to injury, we were perceptions of the brand, while We needed to educate children in their kids. Research indicated that also dealing with a market warding off the NZ giant and a fun and interactive way, while kids had major pulling power over dominated by a local favourite; consumer favourite – Wattie’s. driving sales and enhancing the Wattie’s. McCain were falling short their parents, especially through reputation of McCain. in brand preference and likeability, the use of nagging or pestering. PRELIMINARY RESEARCH further hindering their shelf Key insights confi rmed that people OBJECTIVES We had been set key brand positioning in store. misunderstood the link between measures for McCain in 2010. This Our task was to shift brand McCain’s pre-existing “Goodness frozen vegetables and fresh included the below: measures for McCain and focus on produce, and children in particular of the Earth” communications quality and ingredient integrity to McCain: were unaware of the origins of strategy was designed to appeal to mums. communicate to consumers 1. Is a company that takes care everyday vegetables. that, like home-grown veggies, of the environment (at time of 63 Sustained Public Relations

JUDGES’ COMMENT

A signifi cant public relations and marketing campaign with complex layers of creative tactics and quality engagement with its audiences. This demonstrates good evaluation and re-engineering throughout the programme. In summary, a creative integrated programme that used a range of PR techniques adding value and brand resonance.

• Shift product perception on the nutritional value of frozen vehicle to bring the McCain School points that could be redeemed for frozen vegetables and establish vegetables Veggie Patches Programme to raised garden beds, soil, seeds, a link between fresh and • All parents and the local life. We educated children about even wheelbarrows – the same frozen product community had to do to help how vegetables were grown and equipment used by McCain’s • Position McCain as a leader support their school was to buy helped shift perceptions on frozen own farmers. in the category by educating frozen McCain products and vegetables not being ‘real’ or A retail promotion was also children about how vegetables give the barcodes to schools ‘good for you.’ executed nationwide in Year One were grown where they could redeem for Primary Schools around NZ were and Year Two, where the truck • Substantially increase relevant gardening equipment invited to build their own veggie visited local supermarkets to McCain’s share of voice over • The McCain School Veggie patches with McCain’s support. further extend the reach of the its competitors Patches Programme was back! The aim was for primary school campaign to HHS during their path children to get excited about to purchase. We used the previous two years (Year Two and Year Three. veggies through ‘hands-on’ that the campaign ran as a By Year Three we felt we had experience growing them. As part benchmark to determine the STRATEGY greater license and permission of the education component, the core KPIs and objectives for the to extend our presence into Our communications strategy students would also learn about third McCain School Veggie environments we would previously focused on awareness, gaining the nutritional benefi ts of snap- Patches programme in 2012. have lacked credibility. participation and engagement freezing vegetables. These included with consumers to drive belief and Due to key changes in the 2012 To capture the kids’ attention • To meet and exceed 2010 and ownership of the brand. campaign (reduced investment and gain a feeling of nostalgia 2011 programme results (this in the project) and in place of We set out to: amongst parents, we bought an included number of registered supermarket visits, we also had a • Develop the McCain School old Chevy Truck and completely schools, points collected and presence within farmers’ markets Veggie Patches Programme to rebuilt it turning it into “The media coverage obtained) to promote activity. Four farmers’ educate children about where McCain School Veggie Truck.” markets throughout the country • To take the programme back frozen vegetables come from We onboarded a “McCain were onboarded to receive a to a national grass roots • Link the programme to a sales grower” – our character who visit from the truck this involved level and amplify the McCain incentive by letting schools embodied the McCain grower the McCain grower partnering Veggie Patch Programme, redeem product bar codes for from the TVC – to be our ‘on the with a local school to sell their providing an on-site presence gardening equipment road’ ambassador. We recruited school-grown vegetables at each at participating schools. • Extend the engagement to Tony Andrews our charismatic respective market. McCain educator and provided AUDIENCES supermarkets to encourage In its fi rst year, PR accounted purchase by parents to support him with full training and for 48% of the total budget. In Kids were our most important their local schools. induction to: Year Two and Year Three McCain infl uencers for our campaign, as – Role of the schools was to • Ensure the McCain brand values heavily reduced their investment they possessed the ‘pester power’ engage and drive loyalty were adhered to in marketing activity and budgets on their parents. decreased. As the promotional – Role of supermarkets was to • Teach McCain veggie ‘growing’ Our target audience included focus for McCain become more engage parents, support POS skills • Primary School teachers around consumer engagement and drive sales • Develop a clear understanding and less around the in-store • Parents of primary school of key communication Over time, and with the success impact, the in-store visits were teachers deliverables and credentials developing after removed completely and budget • HHS with kids the fi rst PR campaign, the PR To help recruit schools, we talked was shifted to ensure the truck • Primary school students. strategy evolved and adapted directly to the primary schools to tour could still be activated. over the three years. However, the onboard them and register to the MESSAGES core consumer promotional idea programme; we then took the PROBLEM SOLVING / • Vegetables are important in a remained consistent throughout revamped truck and our grower to CREATIVITY growing child’s diet, this was the three years answering all our the people on a national tour. Our idea for the McCain grower linked back into the origins needs from consumer, to shopper To drive sales in 2010, McCain and truck demonstrates how of frozen vegetables and the and customer; enabling us to carve earmarked over $500,000 worth insight can lead to creative “Goodness of the Earth” out ownable territory of gardening equipment to give to execution. The noise of the V8 messaging primary schools (across Australia engine and striking red Chevy IMPLEMENTATION / TACTICS • McCain is actively involved in and New Zealand). All parents truck created a buzz around town. local communities and dedicated We worked with the client to had to do was buy McCain frozen School kids could hear the truck to generating awareness around develop a lovable character and a products and give the barcodes to before they could see it, creating the school. Barcodes were worth

64 Sustained Public Relations

much excitement within the RESULTS 2012 “Thank you for inviting us to school grounds. In Year One, the programme School Participation in participate in the Riccarton The McCain grower has now exceeded brand measures set by Programme: 335 Farmers Market. The children become synonymous with the the client with improvements in Schools Visited by Red Truck: 82 were brimming with enthusiasm programme – he’s met with brand imagery; PR helped to drive Supermarkets visited: 0 and said it was the best day ever! celebrity status at the school gate this change in brand perception, – removed in favour of Farmers’ They made $200 from their veggie and has brought the programme particularly around the below. Markets visits store which will all go back into to life for kids in an engaging and Bar codes redeemed: 21,370 the garden” interactive way. Three years on, AT TIME OF MEASURE PLANNING TARGET ACHIEVED Other highlights: the school kids are as enthusiastic EVALUATION / FOLLOW-UP Year One as ever when the grower and his Makes food with Substantial and comprehensive the goodness 35% 42% 55% Due to the success of Year One, truck are in town. from the earth media coverage and analysis was the tour was extended to Australia The revamped truck provided undertaken across the duration in 2011 and was regarded as a unique conversation and Makes food that’s of each campaign to ensure 40% 48% 51% ‘best in class’ campaign by McCain engagement opportunities with good for you accurate reporting. across Australasia. It has been shoppers and children but also After the learnings from the awarded Silver at CAANZ 2011 for delivered a broader opportunity programme in Year One (2010) Additionally, the programme ‘Best Use of FMCG Out of Home’ with media. Our McCain grower, grew in signifi cance, despite we evaluated our PR strategy in truck and school kids struck a reduced spend. Results gained Year Three Year Two (2011) and revised the chord with regional and national over the three years against Despite a reduced budget from plan to visit more schools and media and created great photo our key objectives exceeded the client we received more supermarkets by reducing the opportunities. client expectations. earned coverage than we had number of regions covered. We focussed on three key regions to Reduced budgets also meant 2010 achieved previously, achieving ensure budget was used more that we had to think smarter School Participation in an ROI of 27:1 (ROI for Year effi ciently with less redundant and more creatively on how we Programme: 113 One was 15:1 and deemed a travel time. As a result, lots of could maximise exposure of the Schools Visited by Red Truck: 60 resounding success). The fact rural schools missed out on a visit, campaign. This is clearly seen Supermarkets visited: 24 that the programme was now in which impacted PR results on a in the 2012 campaign, where Bar codes redeemed: N/A its third year, also meant we had we utilised Farmers Markets to come up with new PR angles local and national level, reducing as another touch point to 2011 to keep the content fresh and the overall visibility of the activity communicate our messaging. School Participation in exciting for media. For the second and forcing us to rethink for Year Programme: 333 Three (2012). Ensuring that the programme was year running, we pitched into Schools Visited by Red Truck: 80 adaptable meant that we could Breakfast TV where we received Evaluation from the programme Supermarkets visited: 21 keep the campaign fresh and an impressive 12 minutes of in Year Two meant we took the Bar codes redeemed: 69,892 newsworthy for our media. coverage of our McCain Grower programme back to a national at the Riccarton Farmers Market in level, with targeted and localised Christchurch with four live crosses. PR with our regional media. Teachers, parents and kids remained consistently engaged

65 Sustained Public Relations

Kelly Bennett, Amber McEwen, Julia Rogan | Eleven PR

PROJECT: Paymark – leveraging the power of data with PR

When you use your EFTPOS or credit card to pay for goods or services in shops or online, chances are Paymark has played a part in the transaction. Since EFTPOS began in 1984 the service has grown exponentially and today Paymark operates what is arguably one of the best payments systems in the world. In 2007 Eleven PR joined forces with Paymark to grow the company’s external profi le, and over the past six years has taken Paymark from an unknown ‘utility’ company to become the leading voice on consumer spending habits in New Zealand.

BACKGROUND As time passed, Eleven PR For a company processing over evaluated and refi ned the media 900 million electronic transactions relations programme, with totalling $45 billion annually, it’s additional objectives: hard to believe Paymark wasn’t • Streamline Paymark’s media a well-recognised name back relations process for both media in 2007. and Paymark Paymark’s brief in 2007 was • Provide more qualitative media simple: grow the company’s analysis that adds further external profi le and brand value to Paymark’s PR and resonance with retailers and communications process media. After fi ve years of sustained and strategic media AUDIENCES relations activity implemented by • New Zealand retailers – Eleven PR, the phrase ‘according all sectors and regions to Paymark’ is frequently uttered by newsreaders and quoted • Business, news and regional in countless media outlets media – those who write about: nationwide. economy, consumer confi dence and national / regional Paymark is uniquely placed to offer spending trends information on Kiwis’ spending habits because it operates the • Trade / industry media – those switching, processing and network interested in sector-specifi c infrastructure that handles over spending (eg, hardware, 75% of New Zealand’s electronic hospitality) transactions. This represents • Relevant industry stakeholders approximately 50% of all spending – including banks (eg, in New Zealand. acquirers and issuers), schemes (eg, MasterCard and Visa), PRELIMINARY RESEARCH technical suppliers (eg, telecommunications companies) • Implementation of initial and EFTPOS / ATM vendors Paymark customer insights and resellers survey to gauge perception of the Paymark brand and inform • Business owners – those initial strategy with a vested interest in consumer confi dence • Anecdotal conversations with media to ascertain • Paymark customers understanding of Paymark brand • Monthly discussion with • To regularly communicate • Analysis of other spending Paymark economist to establish meaningful data to media and MESSAGES commentators and commentary context for spending fi gures generate sustained coverage, In order for a business to on wider economic indicators • Benchmarking against previous positioning Paymark as an resonate with any audience, it’s • Identifi cation of key media years’ results to ascertain what authority on New Zealand’s imperative they understand what targets and ongoing desk works and where we needed to electronic spending trends that business does. Paymark’s research to ensure up-to- focus attention • Grow the quantity and quality of core business is switching – but date contacts this coverage each year that means little to most. It was important that Eleven PR distilled OBJECTIVES • Establish Paymark as the • Research into ideal press release and defi ned Paymark’s core ‘go-to’ expert on all electronic distribution dates (ie, prior to With the knowledge that it business in a way the general spending-related queries Statistics NZ) would take time and ongoing public could understand. These • Ongoing dialogue with Paymark communications to build Paymark’s • Raise awareness of Paymark defi nitions have become key to ascertain spokesperson profi le, Eleven PR developed the amongst key retailers and messages that have been included availability and timeline for following PR objectives: Paymark customers in each of our media releases over data delivery 66 Sustained Public Relations

the past fi ve years. And inclusion consumer spending information. with interviews offered for more availability we are able to of one, or both, of these messages Positioning Paymark as a thought in-depth commentary. At the condense media interviews into is part of how we measure Eleven leader in the consumer spending beginning of each month, Eleven one block, thereby streamlining PR’s success: space has been an ongoing PR works closely with Paymark’s the interview process, and • Paymark is New Zealand’s strategic focus. Interpreted and economist to analyse data and ensuring we didn’t cut into the leading payments provider leveraged correctly, Paymark’s data develop newsworthy stories about spokesperson’s entire day. Kiwi’s spending habits from the • Paymark processes 75% of is an extremely valuable tool. The But, Eleven PR thought we could month prior. In addition, we began New Zealand’s electronic data gives an accurate indication streamline things further. We distributing releases around key transactions of spending momentum – a direct noticed an increase in enquiries link to consumer confi dence. spending dates such as Mother’s relating to past years’ statistics and Because the content and angle Day, Valentines Day and Easter. results. In 2011, we presented an of each release depends entirely Eleven PR saw that a sustained During the Christmas season idea to create an easy to use ‘hub’, on what the data reveals, we media relations strategy was media interest in spending ignites. to house all past and present have a developed a general set of the only way to ensure Paymark To accommodate this, Eleven PR media releases. The Paymark ‘inclusions’ to help manage the is always the fi rst point of call release weekly updates as well as Media Room was born, providing content of the resulting stories. for journalists when it comes to a Christmas Eve and Boxing Day the perfect platform for journalists We consider a quality piece of spending-related commentary. summary. In 2010, due to the to fi nd the information they need coverage to include at least one This required dissemination of increase in media demand, Eleven on their own terms. key message, a direct quote from regular, relevant commentary to PR introduced specifi c initiatives to a Paymark spokesperson and build Paymark’s profi le and aid 100% of the budget was allocated help streamline the process. the data fi ndings mentioned in understanding of its purpose. for PR. the opening paragraph of the During the key Christmas spending In mid-November, we distribute story. As such, we always include period, an intensifi ed media a letter to key media detailing PROBLEM SOLVING / our key data at the top of any relations strategy is activated to all release dates and topics. CREATIVITY In addition, we set two-hour press release, with a supporting put Paymark’s spokespeople front The Paymark Media Room www. interview windows to allow us to quote following. and centre. paymarkmediaroom.co.nz, the manage the signifi cant volume of In addition, Eleven PR developed As the partnership progressed, fi rst of its kind for a New Zealand interview requests. some key messages around what and requests for interviews and company, is designed purely to Paymark can’t comment on: information grew, Eleven PR Given that Christmas is Paymark’s aid journalists in their search for busiest time of year, they operate relevant statistics. • Paymark is not best placed devised a number of initiatives a ‘black out’ meaning that focus to make predictions about to streamline the media The website is simple, easy to use is given only to business-critical future spending relations process. and fi lled with all Paymark press activity. As such, we also ask for releases since 2007. This makes it • We report on data and trends any specifi c data queries to be IMPLEMENTATION / TACTICS possible for journalists to quickly retrospectively to ensure made well in advance to allow the gather year-on-year comparisons accurate commentary Eleven PR has implemented an best chance of a positive response. effective and sustained media and look at spending trends over The letter worked well as it relations programme since 2007, the past fi ve years. STRATEGY allowed media to include which has been consistently When a release is disseminated, During Eleven PR and Paymark’s Paymark’s upcoming releases on refi ned to ensure Paymark’s we simply send a link to the story partnership, several strategies have their editorial planning calendars. spending data is leveraged in the on the website. All releases can be been developed to initially build It also set expectations and most effective way. downloaded in word format, and the company’s profi le and visibility, minimised requests for data there is also a release schedule so and latterly to keep the Paymark We started with a monthly and comment outside of the media can look ahead to future data relevant to media and media release, distributed to key given dates. media throughout the country, release dates. Feedback has been positioned as the key source of By narrowing the spokesperson’s 67 Sustained Public Relations

JUDGES’ COMMENT

A very professional media relations strategy that was clearly successful and delivered excellent results for the client. hugely positive from journalists increases, with the volume of and partners agreed that the The fi ve benchmarks are: who have found it to be a useful coverage from December 2010 Paymark brand / name is most • Position and relevance research tool. to 2011 up 22%, and December visible between December • Audience reach As the volume of coverage also 2011 to 2012 up 45%. and February, when our media • Quality / value of article grew, Paymark looked for a • Nearly half (47%) of all coverage relations activity is intensifi ed. more in-depth and meaningful has included a quote from a Eleven PR has successfully • Share of voice analysis of their media presence Paymark spokesperson – this is streamlined media activities as • Article size and profi le. on a nil base from 2007. demand has grown. These scores are then placed in a Eleven PR developed and patented Eleven PR has clearly established • Since initiatives such as the contextual quarterly report and a specifi c media analysis reporting Paymark as the ‘go-to’ on interview window, the Christmas combined with Eleven PR’s industry system called Explore, tailored to consumer spending. reminder letter and schedule of knowledge to provide strategies Paymark’s needs, which provides • Requests for interviews from upcoming releases have been in on how to improve and increase a comprehensive overview of Paymark spokespeople, place, the process for handling future coverage. Paymark’s coverage by evaluating media enquiries has become especially during the Christmas Each quarterly report breaks down a several key indicators. more manageable and effective. spending period, have become the coverage levels by day and We have also received positive More detail on Explore can be so frequent that we have category. We then use Google feedback from both journalists found in the evaluation section. developed a strict ‘interview Analytics to monitor the number and Paymark executives. window of opportunity’ to of Paymark Media Room visits per RESULTS manage the demand. Eleven PR Eleven PR developed the quarter, and the percentage of now receives ‘bookings’ from innovative Paymark Media Room Today, Paymark is a trusted and new or recurring visitors. media prior to releasing data, to website as a tool for easy access sought-after supplier of spending We also undertake a monthly ensure they don’t miss out. and navigation by media. data and its profi le has increased social media listening audit to substantially through extensive • During the 2012/2013 Christmas • During the December 2012 monitor conversations taking place mainstream and online press and New Year spending period, quarter there were 1,229 visits online and across social media coverage. The following results a Paymark spokesperson to the Paymark Media Room, sites regarding Paymark’s spending have been generated by Eleven’s appeared on prime-time by 804 different people – a statistics. television news shows including record high since the website’s sustained PR activity. Following each report we establish One News, 3News and Prime inception. The majority (72%) Eleven PR has grown the quality a list of insights and key learnings News 14 times. of visitors accessed the site and quantity of coverage that inform the strategy going either by clicking the link we signifi cantly. Eleven PR has also raised forward. Then, we undertake sent to journalists, or by them awareness amongst key retailers a quarterly SWOT analysis to • 82.3% of the coverage about typing the URL directly into their and Paymark customers. identify areas of weakness and Paymark is related to spending browser. trends, and is directly generated • A Paymark Customer Insight opportunities to capitalise on in Survey, which was carried out the upcoming quarter. by Eleven PR. EVALUATION / FOLLOW-UP in 2010, showed that 62% of • In our fi rst year, we generated For example, journalists respondents agreed that the Since 2010, Eleven PR has used 215 pieces. In 2012 the total consistently asked for updates on Paymark brand had become Explore to effectively evaluate was 2,433 pieces for the year, a when the next release would be more visible in the previous 12 the coverage we achieve for staggering 1032% increase. issued. We saw an opportunity to months, with over 40% citing Paymark. The system investigates extend the Media Room to include • In addition, we have achieved their last recollection of Paymark fi ve benchmarks of favourable a regularly updated calendar of consistent year-on-year as being in the news. coverage and marks coverage future releases. Christmas and Boxing Day against different criteria. • In addition, 50% of clients spending related coverage

68 Sustained Public Relations

Jenna Edwards, Matthew Vogts, Shona McLean | Spark PR & Activate

PROJECT: Kelly Tarlton’s SEA LIFE Aquarium

Kelly Tarlton’s Underwater World opened in 1985 with two objectives – to rehabilitate and conserve New Zealand’s endangered marine species and provide an interactive education platform to inform Kiwis about our unique marine environment. Some 26 years later Spark PR & Activate joined forces with Kelly Tarlton’s to re-invigorate the brand and, via a sustained PR programme, provide fresh and compelling reasons for Kiwis to visit. We built a comprehensive media relations platform to cement Kelly Tarlton’s SEA LIFE Aquarium’s position as New Zealand’s marine conservation and education leader, and see a new generation fall in love with the Auckland icon.

BACKGROUND After 28 years of welcoming the sense to target local media, but aspects – quality of habitat displays and variety/rarity Kelly Tarlton’s SEA LIFE Aquarium public through its doors, Kelly we were also keenly aware of the of species (Kelly Tarlton’s) has been part of Tarlton’s had become worn around need to elevate the aquarium to Auckland’s landscape for 28 years, the edges and was perceived national consciousness. • Increase editorial mentions of educating and entertaining Kiwis as a little dated. Spark PR & The landmark waterfront location Kelly Tarlton’s conservation and tourists on New Zealand’s Activate was briefed in November of Kelly Tarlton’s and its endurance efforts, with specifi c focus on unique marine life. 2011 to develop a sustained PR as Auckland’s largest aquarium its breeding, rehabilitation and programme to reinvigorate the protection programmes When it opened in 1985, Kelly attraction helped to ensure high brand’s positive reputation and Tarlton’s was industry-leading, the awareness among city dwellers, • Successfully launch the bring in more visitors. fi rst aquarium in the world with but in looking at local visitor redevelopment of the complex an acrylic tunnel where visitors numbers, we knew Aucklanders and a new brand name in PRELIMINARY RESEARCH could view animals from beneath. needed fresh reasons to visit. September 2012, with a This then state-of-the-art display Spark PR & Activate thoroughly minimum of 20 editorial has since been replicated in researched the quantity, quality OBJECTIVES articles (from Kelly Tarlton’s Antarctic Encounter Underwater aquariums worldwide. and type of media coverage Organisational objectives: Kelly Tarlton’s had received in the World to Kelly Tarlton’s SEA Mr Kelly Tarlton, the renowned • Become the leading voice LIFE Aquarium) marine explorer and conservationist past. In-depth analysis revealed for marine conservation by • Generate relevant and who sadly died just two months the somewhat unstructured and obtaining more conservation- meaningful coverage for the after the aquarium opened, had ad hoc approach to proactive driven editorial mentions than its brand on a monthly basis a vision. Following that vision, the PR, largely based on one-off nearest competitor (minimum of six mentions per aquarium’s focus has always been to events, such as the attraction’s month), sustaining its presence conserve endangered marine species, 25th birthday. PR objectives: in the public arena, both locally rehabilitate injured animals and We also analysed where coverage • Position Kelly Tarlton’s as and nationally promote a passion for sea creatures was falling geographically. Being New Zealand’s premier marine through innovative public attractions. an Auckland attraction, it made attraction, focusing on two

69 Sustained Public Relations

AUDIENCES News media – nationwide and across all mediums. Of particular relevance to our client’s needs were environment reporters and Auckland-based journalists. Both journalist groups were largely disengaged with Kelly Tarlton’s at end-2011. Entertainment media – Auckland-wide and across all mediums. Of particular interest were those covering family activities. These journalists were not actively seeking material from Kelly Tarlton’s – they needed a proactive approach. JUDGES’ COMMENT Parenting media – these outlets speak directly to our Kelly Tarlton’s target market; parents and A complex project, children. They had previously given Kelly Tarlton’s editorial content in professionally executed, exchange for advertising; content now had to be compelling enough which had a real wow factor. to generate coverage without advertising support. Aucklanders – a wide and varied experiential offerings such as shark 2. Potential for word-of-mouth coverage in community papers for audience, some of whom had cage dives. was broadened by hosting a the successful entrants, and are visited Kelly Tarlton’s previously The second aspect of our strategy launch party for media and continuing to follow their journey and others who hadn’t. Most were was to facilitate Kelly Tarlton’s key infl uencers with young as Young Explorers. apathetic towards the attraction SEA LIFE Aquarium’s role as a children, allowing them to be and need fresh and exciting primary marine authority for media fi rst to experience the new PROBLEM SOLVING / attractions at the aquarium and reasons to visit. – introducing key spokespeople CREATIVITY encourage others to do so Tourists – both domestic and to media and giving them valid Throughout the course of our international visitors who were reasons to comment. We tapped 3. Exclusive deals were struck with retainer, we attempted to foresee actively seeking unique activities into known opportunities to media across various outlets potential issues, mitigating them in Auckland. demonstrate the aquarium’s (TV, online and press), offering before problems arose. But in any conservation efforts, such as private pre-launch access to sustained campaign, in which MESSAGES Shark Week and the release of ensure high-profi le coverage continual positive coverage is landed in re-launch week mandatory, there are always • Kelly Tarlton’s SEA LIFE Aquarium rehabilitated turtles. Simply put, challenges to address. is a marine conservation expert our strategy was to engage media 4. Photography of the new with enough relevant content attractions was commissioned Being an indoor, underground • Kelly Tarlton’s SEA LIFE Aquarium on a regular basis to make Kelly to send to media as visual attraction, Kelly Tarlton’s had has New Zealand’s biggest and Tarlton’s the fi rst point of contact hooks – pitching each themed in the past been neglected by best range of marine animal for journalists seeking marine zone to specifi c media based media over summer months – displays conservation expertise. on their readers’ profi les struggling to generate editorial • Kelly Tarlton’s SEA LIFE Aquarium and interests interest amid journalists’ focus is a leading marine educator for IMPLEMENTATION / TACTICS 5. We involved the Tarlton on outdoor entertainment. To children and adults alike ensure we continued to place From the outset (January 2012) family in all our activity, with • Kelly Tarlton’s is now better positive media coverage over a a quarterly calendar of activity particular focus on Tane than ever – the brand new Kelly particularly hot and dry Auckland was established to achieve our Tarlton, the grandson of Kelly Tarlton’s SEA LIFE Aquarium summer, we concentrated our listed objectives. Tarlton – a fresh young face for has eight new theme zones the old aquarium media relations efforts on Kelly Within our sustained programme, Tarlton’s conservation work, to explore To help position Kelly Tarlton’s as a major focus for 2012 was the including its successful penguin an environmental and marine life re-launch of the attraction as breeding programme and STRATEGY authority, within our sustained Kelly Tarlton’s SEA LIFE Aquarium turtle rehabilitation. Our strategic approach to the campaign, we worked with our (from Kelly Tarlton’s Underwater sustained programme was client to establish a new type of Via our proactive approach over World Antarctic Experience). In two-pronged. The fi rst part of conservation effort, the Young December and January, we secured order to make a big splash a our strategy was to follow a Explorers Programme. It sought multiple conservation-led features series of measures were employed comprehensive calendar of PR to identify 10 youngsters aged on both the nation’s 6pm TV news at launch: activity that supported visitor 6–12 with a passion for marine bulletins, the New Zealand Herald, attendance at the aquarium. 1. We worked with our most animals and conservation. Weekend Herald, and Stuff.co.nz To this end, we focused our trusted media contacts to Releasing a call-for-entries through among others – all focused entirely PR communication around key ensure that coverage preceding media and schools, our relevant, on Kelly Tarlton’s and our agreed visitor-driving activity, including the re-launch provided a charismatic young spokesperson key messages. new creature arrivals, school compelling teaser of the good was introduced; 11-year-old Tane Another challenge faced holiday programmes and unique things ahead Tarlton. We then secured media throughout the sustained

70 Sustained Public Relations

programme was overcoming the – Over the 14 months Kelly premium price point of some Tarlton’s conservation coverage aquarium experiences. Kelly totalled 58 pieces; 286 Tarlton’s is a family-focused percent more than its closest attraction, but some of their competitor, the National penguin colony breeding an extremely consistent 2012 experiential offerings, such Aquarium of New Zealand and Kelly Tarlton’s SEA LIFE presence in target media as Shark Dives and On-the-Ice – Immediately following a Aquarium’s next generation – 60 percent of coverage for Penguin Encounters were in excess fatal shark attack at Muriwai of conservationists, the Kelly Tarlton’s was at a national of $200. The price premiums Beach, many journalists Young Explorers level – allowing all Kiwis, not limited their availability to a contacted Kelly Tarlton’s for just Aucklanders, to appreciate very niche audience, but we still – This coverage is an increase of expert comment that was the aquarium’s signifi cance to needed to generate widespread 152 percent on Kelly Tarlton’s used nationwide across TV, conservation coverage in 2011 New Zealand’s marine life coverage for each experience. radio, online and print media; • Successfully launch the To ensure mainstream media the aquarium’s spokespeople redevelopment of the complex EVALUATION / FOLLOW-UP coverage, we offered target media are now perceived as go-to and a new brand name in All results have been drawn from the chance to experience Shark authorities for marine news Dives and On-the-Ice Penguin September 2012, with a in-depth media monitoring and PR objectives Encounters for themselves, also minimum of 20 editorial analysis, which looks at Kelly inviting their family members • Position Kelly Tarlton’s as articles (from Kelly Tarlton’s Tarlton’s SEA LIFE Aquarium’s share where possible. These memorable New Zealand’s premier marine Antarctic Encounter Underwater of voice within an article, the visually-led encounters always attraction, focusing on two World to Kelly Tarlton’s SEA number of articles, spokesperson resulted in extremely positive aspects – quality of habitat LIFE Aquarium): inclusion, image inclusions and coverage and, produced from displays and variety/rarity – Over three weeks we achieved readership numbers. personal experience, provided of species: 26 pieces of coverage Specifi c media relations KPIs are persuasive accounts for people – We generated 97 pieces of dedicated to the newly re- set on a quarterly basis in direct to splurge. coverage pertaining specifi cally developed attraction across a relation to the activity taking place to the attractions and animals range of media, including TV, over those three months, and RESULTS at Kelly Tarlton’s print and online those KPIs are measured against after each quarter. Results delivered to our objectives, – 73% of coverage was driven – Coverage was 100% positive both organisational and PR. In by animal displays that are the and 151 key messages were Each month we compile a detailed fact, the PR activity and results best of their kind and/or not delivered across all channels coverage report to share with the client and wider SEA LIFE we achieved for Kelly Tarlton’s are available at all elsewhere in • Generate relevant and group. Learnings are taken from now being shared with 44 other New Zealand meaningful coverage for the each report, monitoring what SEA LIFE aquariums globally as • Increase editorial mentions of brand on a monthly basis approaches are working, and how an example of a highly-effective Kelly Tarlton’s conservation (minimum six mentions per and where we can further leverage sustained PR approach. efforts, with specifi c focus on month), sustaining its presence Kelly Tarlton’s SEA LIFE Aquarium. its breeding, rehabilitation and in the public arena, both locally Organisational objectives By analysing media responses protection programmes: and nationally: • Become the leading voice and coverage patterns over time, for marine conservation by – We achieved 58 pieces of – We have achieved 155 pieces and correlating that information obtaining more conservation- conservation-focused editorial, of dedicated coverage for Kelly against visitor numbers, we are driven editorial mentions than covering a range of themes Tarlton’s to date, averaging continuing our mission to exceed our nearest competitor: such as turtle rehabilitation, 11 per month and ensuring expectations month-on-month. 71 Sally Logan-Milne Young Practioner of the Year Award Sally Logan-Milne Young Practitioner of the Year Award

WINNER Alasdair Johnston | Otago University Students’ Association

When I started at the Otago University Students’ Association (OUSA) the Communications Coordinator role was newly created, I had no idea what ‘communications’ as a profession was. I was just looking to come into an organisation that had helped me blossom in my university years and help them become more relevant to the students they represent. What I brought to the organisation was my youth, a passion for marketing and my ability to communicate with the wide array of people OUSA encounters every day. By being honest and promoting OUSA in new ways, I hoped to help students become more aware and relate more to what their students association does. Basically I wanted to make OUSA cool again.

I wasn’t really prepared or Well-being award in the 2012 Trust was to bring together all the key range of skills, something that no equipped for what was coming, Power Awards. stakeholders with the tenants, graduate job would have given me but it certainly has given me what Building up a positive image in get them talking, and now we’re the chance to do. I wanted, the chance to improve the community was the next goal working together to slowly push In my consulting work and my day my written communication and for me. The nicer side of students the party a direction that works for to day work with OUSA I’ve found the now all important social hadn’t really got a look in, with the majority and promotes harm that it’s the people that test my skills media skills. I came in having to most media being focused on minimisation. It’s certainly kept and my professional ability the most. cobble together a media list of the negative anti-social behaviour me up at night but through good It takes time every year to help guide journalists who approached me. of a few instead of representing communication with stakeholders, a new student president to become Our relationships with local media the stories of the large number research and preparing our confi dent in their media dealings, hadn’t been the brightest and at of students who come Otago to president well, we’ve worked to get and share the key messages that point we had a ‘contract’ that succeed. It’s been hard moving the balanced coverage so far. effectively without being caught off media had to sign if they were to public’s perception of a students’ OUSA has come a long way since guard. It takes time to build the trust attend and cover our events. It association as a political body to 2011, we’ve now had two sell out of a new president, but my approach was a measure that had been put more fairly represent the wide array main events for Orientation both of being open, giving good research in after the infamous toga parade of services we perform for and being more than double the size and talking with reporters fi rst has in 2009 and one that meant no with students. My approach has we’ve had in the past. We’ve also helped us on many occasions. media were coming to our events, changed from being just a reactive sold out our Super Passes which My philosophy is to be positive, something that has taken three player to moving into producing is unheard of but a goal that supportive and constructively years to change as our relationships more proactive media releases, OUSA aims to continue, and most challenge ideas while most with media and the trust staff have allowing us to promote to the importantly for me we’ve managed importantly being balanced. I feel in me has developed. public that students are a huge to pull it all off with balanced and that in what is at heart a political The Christchurch Earthquake part of the Dunedin landscape as largely positive media coverage. organisation, with a critical media was my fi rst big communications well as highlighting services such This year we had two front pages within our network it’s sometimes challenge. The then OUSA as Student Job Search and our during the week, both covering tricky to fi nd a balance. It doesn’t President, Harriet Geoghegan, got campaigns. Through initiatives such our successful events with the always work out, I’ve made mistakes, right behind the volunteer effort as volunteer week and proactively emergency services praising the but in general I feel I’ve helped and we worked together with the pushing our event promotion out to quality and safety even with such improve OUSA’s public perception Feed the Volunteer Army crew the public we’ve been able to bring large crowds. I believe that the past and helped our key messages to be down here in Dunedin to raise together the public and students fear of letting the media in to our heard by a wider audience. awareness of the push to make more and more. events is the wrong view. The media I’ve taught myself a lot of what I lunches for those putting in the Student behaviour is the toughest want a great story with a front page know by watching others, asking hard yards to clean up. part of the job at OUSA. Society’s image of action, with our safety questions of those around me and This saw us gaining nationwide perception of alcohol use is teams in place as well as our quality I’ve even shadowed journalists I coverage and left Dunedin super changing and it’s leading to changes acts there was only the opportunity respect so I can understand it from market shelves empty of canned in the culture for the students for good coverage and we needed both sides of the fence. I haven’t tuna, muesli bars, and snap lock we represent. My role involves to take that chance. had any formal training apart from bags. It was the fi rst time I’d been constantly working to promote the The diversity that this role offers is assisting outside experts with our involved in media interviews and safe events we put on while also what I enjoy, one day I’m working presidential media training, which I the fi rst time I’d proactively tried highlighting those students who on a small time press release based believe is important as it’s outsiders to reach the wider public audience stray on to the wrong side of the on Student Job Search fi gures and who will test a representative the to gain support for an initiative. law, often due to the infl uence helping prepare our President for most and they can share years It was a huge success and I’m proud of alcohol. I’m now working with nationwide coverage, the next of experience which I cannot yet to say we helped make and deliver the Police and the University to day I’m walking around a packed share. I’ve always felt confi dent in 17,000 lunches for the volunteers. develop strategies that have a stadium with a photographer to my marketing ability but it’s the This effort launched us into working strong focus on harm minimisation help them get a front page shot communications work that brings with the community to open the and encouraging students to have of the biggest unsigned Hip Hop me the most pride, seeing a positive Christchurch Embassy to help those a good balance. This is highlighted artists in 10 years. The variety of story or seeing one of our key leaving Christchurch an idea which most by our involvement with the what OUSA does has given me the messages clearly laid out gives me went on to win the Health and Hyde Street keg party; my role chance to work on such a wide the ultimate job satisfaction.

73 Sally Logan-Milne Young Practitioner of the Year Award

JUDGES’ COMMENT

Alasdair submitt ed an excellent essay that told a compelling story about his career progress, his achievements and his development. Judges were impressed with the positivity of his approach, the strength of his objective sett ing, and the outcomes he has achieved. They were able to fi nd clear evidence through his essay and the supporting references of a strong connection between Alasdair’s personal values and his philosophy as a practitioner.

74 Sally Logan-Milne Young Practitioner of the Year Award

HIGHLY COMMENDED Erin Roberts | McDonald’s NZ

In the 21st century effectively penetrating the public sphere is more challenging than ever before and the competition for share of voice is copious. The environment in which we practice is changing and in order to exercise good public relations professional change is imperative. In my career I choose to seek advancement rather than rest on my laurels. I aim to approach new ideas and communication challenges with excitement and interest rather than unwillingness and uncertainty. Our environment calls for an expansion of our expertise and a broadening of our overall profession. My philosophy as a practitioner involves taking opportunities and calculated risks, strategising based on the long term game and learning at every opportunity.

Ability is of little value without the with before. While developing point lift in the brand score new media hierarchy and revised courage and foresight to grab at my comprehension in web has surrounding public perception of mechanic, feedback indicated opportunity when it presents itself. been challenging it has also been the positive infl uence McDonald’s a need for an elected ‘opinion I was accredited with my Bachelor extremely rewarding. An intranet is has in the community. The latter leader’ in each restaurant. This of Communications Studies degree an invaluable communications tool would also indicate whether a lift has launched my research into a in December 2011 and by early and understanding its functionality in awareness and education had brand ambassadors programme; 2012 had accepted a position can unlock the rare opportunity been achieved. a mechanic to leverage the 9,000 with one of the world’s largest for effective two-way dialogue Despite the volume, combining crew we have as spokespeople and most prominent brands. between a brand and its people. our messages into one cohesive for the brand. While this project Working for McDonald’s is both Today our intranet has an 80 campaign was not the most has stemmed from McHappy Day a challenge and an opportunity percent engagement rate and we challenging part of McHappy Day. the intention is that it reaches in itself. Being a part franchised/ can survey a 10 percent sample A well coordinated integrated much further. The opportunities part company owned business group in less than a fortnight, approach, managed by myself McDonald’s offers in training, with infl uential market share a feat that may not have been and my line manager meant travel and experience are and a trans Tasman alignment possible without branching outside that our communication was invaluable; the brand ambassadors requires a careful balancing of the typical public relations model. directed to the relevant opinion programme will help us spread the McDonald’s story. Moving forward stakeholder expectations. A high Facing fear isn’t the only way to leaders through the most effective I have confi dence that McHappy standard of creativity, intellect and overcome it, but it is the fastest. channels. The real challenge Day will continue to grow and execution is implicit. Employed Since joining the corporate world was balancing the different progress. McDonald’s has set a as a communications executive; I have found the biggest fear is stakeholders. As a graduate I stretch target of $400,000; double my role originally included that of failure; of not being able have learnt a lot from the need to last year’s objective. I am looking the management of internal to handle added responsibility engage in dialogue with CEO’s, forward to adopting this challenge communications to our 9,000 or meet expectations. Both Chairmen and franchisees with a and have faith that our revised restaurant ‘crew’ and assisting my my biggest challenge and lot more experience than myself. strategy will carry us to this goal. wider team on any large projects. accomplishment as a practitioner McDonald’s Australia would Since my employment in May the stemmed from overcoming these also send through instruction or In the last 10 months I have scope of my role has widened uncertainties. Three months into content which then had to be worked to broaden myself as a substantially. This essay will explore my work with McDonald’s a senior tactfully moulded to resonate professional and have challenged the challenges, opportunities member of the communications with the New Zealand market. myself to expand the scope of and accomplishments of my team resigned from her position, Throughout this process I have my understanding and ability as a practitioner. I have learnt time practicing public relations in leaving behind a $150,000 project. learnt to communicate with invaluable lessons from both this capacity. McHappy Day is one of the largest more diplomacy and tact than I accomplishments and shortfalls Nothing ventured, nothing gained. events on the Ronald McDonald ever thought I was capable of, a and have endeavoured to soak Something that has helped me House Charities’ (RMHC) calendar skill I am sure will assist me as I up as much insight as possible develop both professionally and and is run by McDonald’s annually. progress through my career. The from those with more experience. personally has been my inherent As 2012 was McHappy Day’s second greatest challenge was the This month I have been invited nature to take risks and venture inaugural year there was immense cross functional work required; to engage in a high performance into unknown territory. Upon pressure to successfully balance a testament to my lecturers who mentoring programme, an employment a primary function the multiple messages around warned us that to be a successful opportunity I plan to grasp with of my role was to conduct a full awareness and education with public relations practitioner in New both hands. In addition I have audit and revise the direction of our call to action. The thought of Zealand you must be a generalist been asked to lead two major our crew intranet; a platform failure was daunting but I grasped and foster understanding in fi elds brand projects. 2013 is shaping up created and previously maintained at the opportunity. At best the seemingly unrelated to your own. to be a challenging and exciting by our operations team. My lack campaign would be a success McHappy Day came to a close year, and I can’t wait to see where of literacy in web and design and at worst a colleague would just below target with $196,754 it takes me. called for an expansion of my have to step in and I would be raised and a three point lift in skill set and provided me with left with a considerable amount the relevant brand score. I have an opportunity to integrate of learnings to develop from. since made a written record of my the communications principles My two primary McHappy Day learnings, held agency debriefs I was comfortable with, into a objectives were to raise $200,000 and created a feedback forum platform I had never worked for RMHC and to induce a fi ve for restaurant staff. Amongst a

75 Sally Logan-Milne Young Practitioner of the Year Award

JUDGES’ COMMENT

The judges were very impressed with the strength of Erin’s entry and the comments of her referees. Her development in a short space of time is impressive, and the judges appreciated her demonstration of strategic thinking and focus on measurable goals. Erin has a bright future ahead of her.

76 © PRINZ Award Entrants, 2013 www.prinz.org.nz