Posts by admin:
- Create a voice for Kronos on a national workforce issue to drive broad awareness in general business, consumer, HR and technology media
- Develop research-based content including visual content (infographics) and thoughtful whitepaper commentary with corporate positioning and customer testimonial
- Premeditate a three-stage launch with multiple storylines to create sustained coverage
- Engage with third party industry bodies to encourage them to join the public discourse and lend credence to the debate
- Phase one: 21 pieces of print and online coverage, including general and business titles such as The Sun Herald, Canberra Times, Sydney Morning Herald, Brisbane Times, ABC News Online and Business Review Weekly. 22 pieces of broadcast coverage from pre-recorded TV interviews and radio sound grabs aired on the evening and breakfast news slots of 22 stations across the ABC network.
- Phase two: 2 pieces of broadcast coverage including Sky News and WSFM as well as 4 pieces of launch coverage in major titles including Business Review Weekly, Reuters, Human Capital and Smart Company
- Phase three: 7 targeted pieces of coverage in IT media, including ComputerWorld, CIO Magazine, Computer Daily News and Technology Spectator
- Use of the infographic on key news sites such as Business Review Weekly and Human Capital
- The Workplace Gender Equality Agency
- Nareen Young, chief executive of the Diversity Council of Australia
- Elizabeth Broderick, Human Rights Commission
- Helen Conway, director of the Workplace Gender Equality Agency
- Joshua Price, GM of Symmetra, a Diversity Consulting company
- Pollyanna Lenkic, founder of Perspectives Coaching
- Infoxchange – a NFP community that delivers “technology for social justice”
- More than 12,000 people join the discussion on Facebook
- More than 30,000 visits to the Fostering NSW website, representing an increase of around 300 per cent on the same period last year
- Increased traffic to the Fostering NSW enquiry line, and jumps in online enquiries and direct enquiries to agencies
- Jaynie Seal (our MC in Sydney and Melbourne)
- Rebecca Gibney
- Nathan Hindmarsh
- Brad Fittler
- Michael Klim
- Kylie Gillies
- Chrissie Swan
With 10 entries from across the business, the works created and displayed included:
New Kids On the Block, image captured by a ‘Grandfather of imaging’ – a Polaroid SX-70 camera; a story of Woofgang, the naughty puppy sharing the first 12 months of his life via a movie; a DJ mix called Sho+ Not NKOTB Mix, a selection of new tunes to the creator; a story of new restaurants and flavours in Sydney’s East entitled New Forks at the Ready; The Hall of Fame, which profiled the faces of many of the people who have walked the Ogilvy floors since 1999; an installation called Drumroll Please, which encouraged us all to get into the rhythm; A New kids have no fear video which encourages viewers to act like a child; New biz on the block profiled via a photo montage new businesses in Pyrmont and Newtown to find out what sparked their business idea; Step by Step, the need for the right amount of pressure for peak performance; and Off the Shelf, an Andy Warhol-inspired play on the need for individuality in the work that we do.
Congratulations for the creators of this work: Kaz Scott, Sally Wiber, Steven Reilly, Marie-Claire Suter, Kathryn Banfield, Georgina Morris, Sarah May, Martine L’Eveille, Brian Giesen, Emma Koubayssi, Laura Bentley and Jacquie Potter.
Improve upon the previous year’s hugely successful thought leadership campaign, by sustaining the campaign & coverage over a longer period, instead of creating one large surge of activity.
Campaign Concept: Howorth proposed a narrative about a missed opportunity in Australia to tap its “Hidden Workforce”. The story would highlight the failure of employers to cater for specialist groups’ need to work in a more flexible way and how a focus on a certain profile of worker worked to the expense of parents and older people.
The campaign was staged to be released in three parts, so we could target specific headlines aligned with the messaging. The whitepaper was finally released with the last phase and made available to all interested parties.
Alongside the positioning whitepaper, individual infographics were prepared to accompany each release, to provide sharp context for the issues raised and give media content to use in their stories.
Results: The communications-led thought leadership platform formed an integrated marketing strategy, informing everything from sales/enquiry-driving eDMs, customer roundtable briefings, email signatures and website content, to social media content and media relations.
Media coverage included:
As well as driving conversations with existing customers and prospects, the media campaign also attracted attention from a number of interested third parties, including government agencies for equality and other working groups and consultancies on diversity. Enquiries and active media commentary (in response to the Kronos news) was seen from:
There’s a PR guru in the US called Dr Glen M Broom who recently said that over the past two decades the role of the PR professional had radically changed from being largely focused on communications to one of chief relationship officer.
I’m not sure about the title – chief relationship officer sounds a bit weird – but his three stage evolution makes sense.
Bloom says the old model – which was based on traditional journalism – used to be: ‘How do we say it?’ The model then moved to a more strategic role where the question was ‘What do we say?’ and has now evolved to an even more strategic position alongside CEOs and senior management and answering the question: ‘What do we do?’
A case in point. Just last week a worried organisation rang because the company’s actions over a certain incident resulted in the brand’s behaviour – and through that its values – being called into question on commercial breakfast radio.
The organisation was suggesting a convoluted tale that sought to diminish responsibility. We said no, we will tell the truth. So we explained to the radio station that it was an oversight, that measures will be put in place to ensure it doesn’t happen again and that we unreservedly apologised. That message was broadcast – end of story and the death of a mini crisis.
And the point of the story? Years ago we were merely seen as the conduit carrying the client’s wishes; today we initiate, develop and carry out both the strategy and the message.
Like most of the changes which have hit all areas of the communications industry, the prime reason behind the status update can be sheeted home to social media, via the internet.
Business has largely been spooked by social media, which has crept uninvited into just about every facet of a company’s operations. Marketing, recruitment, crisis management, customer complaints and interactions, sales – you name it and social media has stuck its inquisitive nose in, and all without knocking before entering.
For a while managers preferred to look away, hoping the invader might beat a graceful retreat. Instead social media became all pervasive and suddenly the old top down system of autocratic rule was no longer effective because – horror of horrors – everyone not only had a say, but they were actually saying it. And, worst of all, people were listening.
However, when it’s all boiled down, social media is all about communication and that’s exactly the sort expertise that PR has always had.
Consequently the gradual shift from how do we say it to what do we do has come with an appreciation that PR has something worthwhile to say about the big issues that organisations face. We’ve been invited to sit at the top table to counsel and advise, with many of those issues involving reputation management.
Once again, the ability of social media to harm or enhance corporate reputation has largely been the trigger.
Countless studies have shown that intangible assets like reputation are among the cornerstones to success. Reputation, however, has to be real and sound real because social media will call you out if you are faking it, or even if you sound like you are faking it.
Corporate-speak is out so any executive who talks about “going forward” while “stepping up to the plate” will be swiftly designated as a phoney, along with his organisation.
We need to believe in both the message and the messenger. Remember back in September 2007 when Kevin Rudd was Leader of the Opposition and at a state lunch in Australia he addressed China’s President Hu Jintao in Mandarin? We all thought that was pretty good because it confirmed our opinion of Rudd as a smart guy who could match it with the best on the world stage.
Remember also the time almost two years later when then Prime Minister Rudd said “fair shake of the sauce bottle” three times during the one day? We marked him down severely for that because it sounded nothing like the Kevin Rudd that we thought we knew.
Companies also need to be aware of what the public really think of them and to do that its handy to have someone from outside telling the truth. On too many occasions organisations look at their sales figures, or their profit margins and fool themselves that the public must love them (yes, big banks, we’re talking to you).
That’s another of PR’s roles these days, acting as a trusted advisor who is able to tell the unvarnished truth to clients. If you don’t know your actual reputation then you can’t properly manage your reputation because everything you do has to take into account your current standing in the eyes of others.
Companies today need to be honest, be authentic and understand exactly how their reputation stands. It might sound easy, but if you get any part of it wrong then your customers and other stakeholders are only too happy to tell you.
On November 20, Ogilvy Public Relations worked with Fostering NSW to host a discussion about the important issue of foster care. The Fostering NSW blogger Summit brought together bloggers, industry experts, agency representatives and foster carers to talk about the critical need for 900 new foster carers in New South Wales during the next two years. This need is being driven by the fact that there are in excess of 18,000 vulnerable children in our State in some form of out-of-home care.
The event boasted four speakers, including Andrew McCallum, CEO of the Association of Children’s Welfare Agencies (ACWA), who spoke about the out-of-home system, the changes it is facing and the important role foster care plays within it.
In addition to discuss the changing face of foster care, Judith Cashmore, Associate Professor at the University of Sydney, drew on her experience as an expert in child welfare research. She spoke about the need for society to recognise the important work carers do, and the impact a positive family environment has on children who have had a difficult start in life. Judith reflected on some of the heart-breaking stories she had heard from children during the course of her academic life, and informed those gathered about the options available to potential carers, from respite to long-term care solutions.
The final two speakers were two foster carers who joined the event to talk about their very personal journeys with foster care.
David Sim, a school principal, spoke about the nearly six year journey that he and his partner Christopher have experienced as foster parents. Now with four children, David and his partner recently built a new home to accommodate their beautiful family. David spoke of his oldest son, who first came to their home with a speech impediment and had been diagnosed with an intellectual disability that put him in special classes. Today, under the care of David and Christopher, their son is thriving – his speech impediment is a thing of the past and he’s currently in mainstream classes at his school.
In addition, Louise Smithson spoke of her journey with foster care, which began as a young girl. Upon the realisation at the age of eight that there were some people who lived in homes they weren’t born into, Louise made a commitment to open up her own home to a foster child one day. When she reached adulthood, she shared her feelings with her partner and he agreed it was something they should review. Several years and many discussions with a local agency representative later, Louise’s family welcomed a six-month-old boy who is now a happy and vivacious seven-year-old. And, earlier this year, their family was joined by a 13-month-old boy. Louise encouraged people to ask questions and seek advice and guidance about foster care to see if it was something they could open their hearts to in the future.
In the last six months, Fostering NSW, an initiative currently being implemented by the Association of ACWA, has been encouraging NSW residents to “open their hearts” to the idea of foster care. The messages have been well received with a campaign that’s seen:
To learn more about foster care, please visit www.fosteringnsw.com.au or call 1800 2 FOSTER. You can also follow the discussion on Twitter and Instagram via #FosteringNSW.
Challenge: UnitingCare NSW.ACT has been building a shared services model across their marketing and communication services over the last 18 months, as part of a strategic direction for sustainability and streamlining of the organisation. Communication and Marketing services for UnitingCare Children Young People and Families were next in line to be consolidated into this new model. UnitingCare wanted to ensure consistency of service through this transition, however did not have a clear picture of the activities currently taking place.
UnitingCare knew that an independent audit would be necessary to subjectively capture the complete picture of activities across the organisation. With a strong background in communication audits and effectiveness research, Ogilvy Impact successfully responded to the request for proposal.
Strategy: Ogilvy Impact were based onsite for the audit, to enable close working with the UnitingCare Communication and Marketing team. This also allowed us to see the organisation in action and pick up on nuances that would have been missed if working offsite. We also conducted focus groups with key stakeholders to develop deeper insights into perceptions of effectiveness of marketing and communications activities.
Although not part of the initial brief, Ogilvy Impact also undertook a survey of all the division’s employees, as it was also important to get the wider view.
Results: The combination of the completed audit, focus groups and survey gave UnitingCare a rich picture of the current marketing and communications work to be transitioned. While the initial brief was to audit, Ogilvy Impact was able to provide additional value. We identified opportunities for efficiencies through the transition, and developed recommendations of how to improve the new structure. We also provided insights into employees’ concerns about the move to a shared services model, and what they would like to see change.
As a result of this work, Ogilvy Impact has been asked to undertake a further audit and research project, to assess the rest of the organisation’s communication and marketing activities.
Challenge: An FMCG company intended to move manufacturing offshore, meaning the loss of jobs in Australia. The announcement occurred at a time when consumers, unions and media in Australia were particularly concerned about the decline of manufacturing. Careful engagement of all stakeholders was needed to maintain employee trust, minimise productivity loss, prevent industrial action, and maintain the company’s reputation and share of shopping basket.
Insight: Our strategy was to minimise negative reaction from all stakeholders through consistent messaging communicated via open, transparent dialogue, supported by well-equipped leaders who were always on-message.
Solution: Taking an ‘inside-out’ approach we ensured all communication was undertaken with care, thoroughness and sensitivity and focused first on those employees most affected. We facilitated workshops to align senior leadership around agreed key messages, and trained line managers to lead their teams through change with confidence. Our recommendation to communicate early, ensure affected employees were aware of their entitlements, and highlight benefits for the continued success of the business meant everyone felt well-informed, and trusted the organisation’s leaders as the credible source of truth on the decision.
Outcome: No adverse impact on absenteeism and productivity metrics during the transition. Employees, including those who remain in the organisation, remain positive ambassadors of the brand in their communities and in media.
Here’s the announcement from the Holmes Report:
Best Digital Consultancy in the World: Social@Ogilvy
Finalists: Medicom (Korea), TVC (UK), W2O (US), Weber Shandwick (international)
Social@Ogilvy’s growth into one of the world’s premier social media marketing consultancies has not been an overnight process. Over the past seven years, the agency has steadily built a cohesive global network of social media experts within Ogilvy PR, culminating in the 2012 launch of Social@Ogilvy.
Since then, two things have helped Social@Ogilvy gain an edge over its rivals. The first is the unit’s cross-disciplinary status, which sees it work across Ogilvy’s existing units in public relations, digital, and advertising — a must in an era of rapid convergence. The second is its genuine global scale, exemplified by strong regional offerings in North America, EMEA and Asia-Pacific.
Under the leadership of John Bell, Social@Ogilvy has developed an impressive team that now numbers more than 550 employees across 35 markets, driving a broad array of thought leadership initiatives and working for such clients as Unilever, BP, Ford and Nestle. All of which has added up to topline growth of more than 35 percent and a slew of award-winning campaigns.
The Holmes report also named Ogilvy PR the top-rated creative agency in the world it the global creative index.
Challenge: Fitness First is one of the largest health club groups in the world with more than 342 Fitness First clubs worldwide, and more than one million members across 15 countries. In Australia, Fitness First has 78 clubs with approximately 240,000 members.
Since Fitness First began operating in Australia back in 2000, the fitness landscape has changed significantly. The brand has faced a number of challenges in the wake of the changing environment, from the rise of 24/7 gyms and expanding operator locations, to increased competition on price, all the while battling against its tarnished reputation.
In 2012, the company was acquired by Oaktree Capital Management and underwent a major restructure which saw it exit a number of gyms from its portfolio, enabling it to invest significantly in overhauling every facet of its operations and embark on a significant journey of change.
In early 2013, Fitness First partnered with Ogilvy PR Health to help the company on its journey of change and re-build the company’s reputation and standing as the industry leader in fitness.
The first tangible evidence of change was the launch of a new concept gym in the heart of Sydney’s CBD called The Zone. A world-first innovation based on the principles of dynamic movement training, The Zone offers six distinct ‘zones’ for small group training – each created by Fitness First, with more than 95 classes running a day for members.
Strategy: The launch of The Zone not only provided an opportunity to bring to life the company’s philosophy of motivation, fitness expertise, and the idea that ‘machines don’t motivate people, people motivate people’, but also showcased its serious commitment to invest in change and deliver real benefit back to members.
To communicate this, Ogilvy PR Health held an exclusive preview event like no other, inviting leading lifestyle, health and fitness media and influencers, as well as representatives from a number of leading training institutes and equipment suppliers, to be the first ever to train in The Zone.
The launch was the first time that Fitness First had proactively engaged with media in many years and on the night, Managing Director Pete Manuel bravely stood before the assembled media and declared that the brand had “not always got it right” but that the company was listening and was on a journey of change.
Special guest speaker, former Olympian Geoff Huegill, was a media drawcard and spoke of the role that Fitness First played in his training.
After the event, and with the ‘buzz’ still building about The Zone, Ogilvy continued to engage with influential media, inviting groups of colleagues from media outlets to come for a tour and workout at one of the six unique ‘zones’.
Results: More than 40 media and influencers attended the launch resulting in more than 80 pieces of coverage and reaching an estimated audience of more than 576,779 people.
More importantly, engaging with media en masse provided an opportunity for Fitness First to foster relationships with key journalists and start to rebuild its position as the fitness expert and ‘go-to’ for media.
For more on The Zone visit: http://www.youtube.com/watch?v=KWxyuVdGuu0
As usual, Warren Buffett has the right advice. Talking about handling a crisis, the Sage of Omaha once said: “One’s objective should be to get it right, get it quick, get it out, and get it over. You see, your problem won’t improve with age.”
It’s one of the first rules of crisis management and it’s the one that Tony Abbott should have heeded when the stories about politicians’ dodgy expenses first surfaced. Instead he did nothing and the extended political honeymoon that should have accompanied a thumping electoral victory over an unpopular government disappeared with unprecedented speed. So much so that now, a bare six weeks post-election, the brand new Abbott government has an old and second hand feel to it and the expenses story continues to get traction.
Crisis management is a much studied art and the new world of social media has changed the rules completely. People now have a voice, and they have no problem in exercising it. Just as on-line comments over the past three years were filled with an unending diatribe against Julia Gillard’s ‘carbon tax’ so will the next three years be preoccupied to the point of nausea with questions about probity and dodgy expenses. Every time Abbott takes part in one of the many athletic events for which he is famous, questions will be asked whether the taxpayer is paying for his recreation.
Social media has also added to the professional media’s armoury. Apart from the obvious benefits of news tips, on-the-spot reporting and feedback, crowd-sourcing was responsible for one of the biggest story in the never-ending expenses saga – WA MP Don Randall’s claim which related to a trip to Cairns for he and his wife, ostensibly for electoral business but co-incidentally at the same time the Randalls purchased an investment property in the city. Randall eventually repaid the disputed amount. Through readers with time on their hands, Fairfax was able to enlist a number people to trawl through the publically available data on political expenses claims, resulting in the bones of the story.
Politicians in power also need to ask themselves the question: ‘Did they vote the other mob out or did they vote us in?’ The last Federal election was certainly an anti-Labor vote, rather than a pro-Coalition vote; the same is true of the last NSW State election which delivered a huge electoral majority to Barry O’Farrell. That lack of positivity gives governments an even shorter honeymoon period because the problems that the other guy had are now your problems and without the cache of charisma things quickly turn sour – as O’Farrell found with the 27 per cent swing against his government in Saturday’s Miranda by-election.
Governments and companies regularly face crises, and the majority of those crises start from within. The public understands that problems arise and they normally judge on the effectiveness of the response, not on the crisis itself.
Trust is something that good crisis management stresses. Another study – by The Oxford Executive Research Briefings, Templeton College, Oxford – found that the share price of companies judged to have mishandled a crisis had fallen by an average of 15 per cent a year after the crisis, while the share price of those judged to have handled a crisis well had risen 7 per cent on average at the same time.
A Monash University study, Mapping Social Cohesion, released this week shows that trust in the Federal Government has fallen dramatically in recent years – from 48 per cent in 2009 saying that the government could be trusted ‘almost always’ or ‘most of the time’ to just 27 per cent this year.
With that study in mind, Buffett has another quote which politicians should remember: ‘It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.’
Skylanders is the number one kid’s toy and video game franchise in the world– a franchise that was only launched in 2011, delivering a whole new category of gaming for kids, where for the very first time they could bring physical toys to life in a video game.
In September this year, we showcased the brand new, yet-to-be released Skylanders SWAP Force game to a range of influencers in Sydney and Melbourne, giving them (and their kids) a sneak peek into the next evolution of the Skylanders world.
Our insight was that Skylanders had become a key theme for birthday parties amongst our core demographic. So we gave our guests an entirely immersive Skylanders birthday-party-esque experience, complete with face painting, cash booths, colouring stations, spinning wheels and of course, extensive game play.
To help give back to the kids who have supported us so far, we worked with Activision’s ongoing charity partner, The Sony Foundation, providing a $25k donation in each state which would go directly towards their youth charity, You Can.
We had a number of celebrities attend with their family, including:
From a social perspective, we reached over 150,000 people across their combined networks, and could follow their live tweets, Instagram pics and Facebook posts using our official event hashtag.