Challenge: In 2012, not-for-profit organisation febfast engaged Ogilvy PR to raise awareness and drive participation in the 2013 febfast campaign which encourages people to give up alcohol for a month and raise money to support young Australians affected by drug and alcohol issues.
Given the extreme media fatigue around thematic months such as Facebook Free February, not to mention other dry months such as Dry July and Ocsober, we faced a number of challenges in promoting the cause. Furthermore, investigation by febfast suggested that although many people actually participated in febfast, they did so unofficially and without registering. In addition to media fatigue and converting unofficial participants, previous campaigns indicated that there was only a very small window of opportunity to drive a large amount of registrations. With Australia Day marking the end of the silly season, a majority of Australians would not consider signing up until after the festivities, leaving only 5 days to drive registrations before February.
Furthermore, on the day of our official launch, the floods in Queensland had reached a crisis point and only a few days later, Julia Gillard announced to the nation the election date, both of which dominated media coverage nationally.
Strategy: Our strategy ensured continuous and consistent coverage throughout the month of January leading up to the official national launch of febfast on the 28th, allowing us to capitalise on the nation’s collective Australia Day long weekend hangover and to leverage the small window of opportunity we had to drive a high number of registrations.
We surveyed over 1000 Australians on their attitudes towards drinking and their favourite and strangest hangover cures. As part of a two-pronged approach we released statistics regarding generational attitudes to drinking and Australia Day prior to the long weekend and then officially launched on the 28th releasing Australia’s favourite and strangest hangover cures.
Results: The campaign continues until the end of February, with participants still able to register and also the launch of ‘half-arsed febfast’ a 14 day version of the 28 day challenge.
To date, a total of 278 pieces of coverage have appeared locally and nationally through radio, print, TV and online.
Challenge: Despite 212 years of history, some of the most ubiquitous products in the world, and a strong corporate profile globally, DuPont has struggled to develop a strong profile in Australia – particularly in the agriculture sector.
Parker & Partners was engaged to build DuPont’s profile among a number of stakeholders, including government, industry, customers and the media so that it could be involved in public and policy conversations that ultimately affected its business.
The chosen vehicle was the launch of a DuPont-sponsored research paper developed by the Economist Intelligence Unit (EIU) to support the Global Food Security Index (GFSI).
Strategy: Our strategic approach was to develop a whitepaper report that highlighted DuPont’s interest and expertise in food security and Australian agriculture.
Parker & Partners chose a topic that has long been on the radar of DuPont’s stakeholders, but of which no company has yet taken the initiative to own: Feeding Asia-Pacific: Australia’s role in regional food security.
To enhance the newsworthiness of the report we planned an event in Canberra to launch the report, including compiling a panel of experts from various relevant fields to discuss the findings of the report and food security more broadly.
The success of the event would depend on our ability to gather a high-calibre panel whose views would attract interest to the report and the event from DuPont’s government and industry stakeholders, and media who were pitched stories.
Results: Parker & Partners helped develop an insightful report that produced compelling findings and exhibited DuPont’s expertise in agriculture and food security.
We delivered a high profile panel including former Deputy Prime Minister and Minister for Trade, Tim Fischer AO, AFGC CEO Gary Dawson, and moderated by Sky News anchor, David Speers.
The event was well attended and highly praised. Media coverage exceeded expectations, including four national television, one national radio, two print and nine online clips.
In the week following the event DuPont received over 200 enquiries for more information into their work in agriculture and food security.
Challenge: Getty Images is among the world’s leading creators and distributors of award-winning still imagery, video, music and multimedia products. The challenge to Howorth was to generate mass awareness and positive coverage across ANZ business, technology, marketing, creative and photography media for the global launch of Embed – a tool that, for the first time ever, allows people to easily embed and share content from Getty Images’ huge library of editorial, creative and archival imagery, free of charge, for personal sites, blogs and social media posts.
In addition to securing media coverage, the brief also required Howorth to position Getty Images’ role in educating social media users on copyright and licensing infringements.
Strategy: A two-pronged media strategy was developed to engage traditional media and key influencers and bloggers on the significance of Getty Images’ new business model; the practical applications of the tool; and, the importance of sharing licensed digital content. In executing the traditional media element, Howorth developed targeted pitches offering pre-brief interviews with Getty Images’ spokesperson, Craig Peters to titles across the business, consumer tech, social media and IT spaces – Australian Associated Press (AAP), CNET Australia, Technology Spectator and New Zealand Herald. Howorth also engaged an Australian Getty Images contributor to provide ‘grass roots’ comment on how the Embed tool affects professional photographers.
The second element of the media strategy is to be executed in the months that follow the launch of the Embed tool and will cultivate momentum among key influencers and bloggers by offering practical activations of Embed so users begin to understand the relevance and ease of using licensed digital content in a ‘right-click and share’ era.
Results: The pre-briefing interviews paired with the distribution of a media release generated 24 pieces of media coverage in the ANZ region, with a potential global audience reach of 159,187,660. Each article was positive in sentiment appearing in key business, technology, creative, marketing and photography titles including: The Australian, BRW, CNET Australia, CNET global, Gizmodo Technology Spectator, Sydney Morning Herald, The Age, SBS, Stuff.co.nz, New Zealand Herald, Desktop Australia and Good Gear Guide. The news was also shared across social media sites such as Twitter, reaching millions of users across the globe.
March 24, 2014 by KatrinaOKane
Filed under ACT CHILDREN AND YOUNG PEOPLE DEATH REVIEW COMMITTEE, Case studies, Public Affairs
Challenge: Parker & Partners was engaged by the ACT Children and Young People Death Review Committee to provide media management services as the second annual report into child deaths in the ACT was released.
This was of course a very sensitive issue, and the Committee were particularly concerned that the interpretation of the data may be skewed or sensationalised, particularly with regard to deaths concerning families that were under the watch of Child Protection Services.
The Committee were also quite upset that they couldn’t get their own message out to the media as their releases tended to be ignored –even when the issue was of real importance
Strategy: As a first step, we were successful in gaining media interest for the co-sleeping story, getting a run on Page 1 of the Canberra Times, WIN TV news, Prime TV news, ABC Radio news and talkback, ABC 24, Sky TV and Channel 10 news.
We then worked closely with The Canberra Times, to ensure the right messages were conveyed as the annual report was made public. The strategy was to give the Canberra Times the exclusive. We provided an embargoed copy of the report to a respected journalist whom we’d previously successfully pitched the original co-sleeping story to. We maintained continual contact to assist the journalist and in return she provided the Committee with a proof for approval prior to print (the holy grail of media management!) We also maintained contact with the Minister’s media advisor to ensure they were in the loop and had no surprises.
Results: The resultant article was printed on page 3. Additionally, we wrote and pitched an opinion piece which was also printed in the same edition, attributed to the Chair of the Committee:
We then also contacted WIN TV and ABC radio to offer assistance if they wish to run a story, however as expected both have declined saying “there’s nothing more we can add to the story”. That was exactly the result we were hoping for.
So concluded the assignment. The client stated that they were “absolutely ecstatic” with the outcome and will certainly be recommending our services in the future.
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.
- 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
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:
- 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
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:
- 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”
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.
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
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:
- Jaynie Seal (our MC in Sydney and Melbourne)
- Rebecca Gibney
- Nathan Hindmarsh
- Brad Fittler
- Michael Klim
- Kylie Gillies
- Chrissie Swan
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.
This year Activision is launching the latest edition of the world’s biggest gaming franchise, Call of Duty: Ghosts on November 5th. To drive excitement amongst key media and influencers, Pulse helped Activision bring the hype Down Under with an exclusive hands-on reveal event at the Carriageworks venue in Sydney.
24 LG screens, 24 consoles shipped in from the US, and Activision’s US developer flown in to deliver a gaming experience only Call of Duty can provide. Two sessions gave media, YouTube influencers and the online community the chance to explore all-new game modes and maps, in the dark surrounds of the Carriageworks theatre. Game developer, Derek Racca from Raven Software was on hand to give attendees the low-down on how the latest installment in the evolution of COD came to life.
Call of Duty is the biggest entertainment product in the world. The latest iteration of the franchise, Call of Duty: Black Ops II was launched in December 2013, netting $1 BILLION in sales within 16 days – a current world record.