The four-man Aussie squad – Canon’s technicians battle it out for cup title

January 13, 2012: In October 2011 four technicians from Canon Australia and New Zealand flew to Shanghai to compete for the title of Canon’s undisputed top technician at the Asia Pacific (APAC) Cup.

The APAC Cup is a Canon technician’s version of the football grand final, but instead of battling it out on the footy field, they’re troubleshooting business imaging equipment. It’s a highly skilled and very competitive series of practical and theoretical tests.

It’s also a way for Canon to provide its technicians with opportunities to build their skills by sharing ‘tricks of the trade’ with colleagues from around the world.

Howorth spotted an opportunity to get involved in the hype that surrounded the Rugby World Cup – from one international sporting event to another.

What started as an internal competition in Australia caught the imagination of the media and became one of Canon’s biggest corporate stories for 2011. In total there were 23 pieces across Australia of coverage around the APAC cup including The Today Show, Herald Sun, News.com, MX, ABC 720 Perth, 2GB Sydney, 4KQ Brisbane and Adelaide Now.

The Daily Telegraph even made this online video to accompany its story about the competition.

“Forget Cadel Evans, forget Sam Stosur and forget that guy who won the Nobel Prize for discovering what the universe was made of – Australia has a new hero.” –The Daily Telegraph

“Got a paper jam? Can’t get your printer working? Mt Gravatt based technician Daniel Leong is the man who knows how to solve your printing woes.” – Southern Star

“O’Brien is a paper jam’s worst enemy.” – The Daily Telegraph

“Newing, a specialist senior engineer with Canon, earned his spot in the four-man Aussie squad to compete at the Canon Asia Pacific Cup.” – MX

Shane McClelland, marketing and communication manager of Canon Australia, said it was great to be able to recognise the technicians for all their hard work and enthusiasm.

“We were very pleased with the coverage we received around the APAC Cup and the media hype was fantastic for the finalists – Paul O’Brien even mentioned that he was stopped on the street once and asked if he was “the Canon technician from the TV?,” said Shane.

The Canon APAC Cup showed that the right story angle can make a niche story go a long way.

Did they bring home the cup? Although the four-man Australian squad wasn’t successful in bringing home the APAC Cup – they did prove that good old Aussie sportsmanship is alive and well – on and off the footy field.

DHL Export Barometer 2011

September 2, 2011: The challenge: DHL Express enlisted the Howorth B2B team to develop and execute a media strategy to release the results of the 2011 DHL Export Barometer, the annual survey into the health of the Australian export economy.

Conducted by independent researchers and supported with analysis from Tim Harcourt, Chief Economist of Austrade, the Barometer provides insights into factors impacting Australia’s exporters by conducting in depth research across range of industries including agriculture, manufacturing, mining, tourism and professional services.

Our approach: Hot topics in the Australian media in the weeks leading up to the launch of the Barometer were the negative impact that the strong dollar and online retailing were having on Australian businesses.

The Howorth team spotted an opportunity to capitalise on this by linking the Barometer findings to these topics but adding new elements to the conversation – the growth opportunities that online commerce was presenting Australian businesses and highlighting

Blockbuster bites back!

Blockbuster Australia approached Howorth in 2010 to develop a public relations campaign as part of the planned roll out of a $3.5 million brand repositioning campaign – their biggest in ten years.

Despite being wholly owned by Franchise Entertainment Group and maintaining strong business performance, Blockbuster Australia was perceived to be affected by the financial challenges faced by Blockbuster Inc in the US –fuelling misconceptions around the viability of the business domestically.

Howorth set out to:

• Address the immediate challenges resulting from the coverage of Blockbuster Inc.;
• Use the launch of the brand repositioning as a platform to generate positive stories around Blockbuster Australia’s market position and the health of the industry in Australia;
• Engage the franchisees in the brand repositioning campaign and communicate the role franchisees play in driving the success of the company.

To tackle the misconceptions resulting from the US, Howorth developed key messages around the independence of Blockbuster Australia from its US counterpart and the stability of the local business. Statements were distributed to domestic media in response to further developments in the US and media that had previously covered the issue.

Howorth recognised the importance of incorporating the franchisees in the public relations strategy as it is they who drive the business and owner operated model which makes the local industry unique. Howorth worked directly with franchisees to seek potential local media opportunities to change perceptions at a grass roots level and support local business objectives.

Finally, in preparation for the brand repositioning launch pre-briefings with top-tier media were arranged to: create buzz around the evolution of the brand; explain the rationale behind the repositioning and its role within Blockbuster’s long-term business objectives; and share Blockbuster Australia’s point-of-view on the future of the industry.

As a result of the PR launch of the brand repositioning in October 2010, the US challenges had been disassociated, the business’ health was reinforced and pre-conceived perceptions on the industry and future of the business had begun to shift.

Over the months of July to November 2010, the PR campaign reached 7,278,413 online readers, 224,089 TV viewers and radio listeners and 991,255 newspaper readers – a total of 8,493,757 Australians.  Key messages were prevalent in prominent headlines, such as:

• Blockbuster adopts social hub strategy, The Australian
• Blockbuster invests in rebranding campaign, Franchising
• Blockbuster Australia leaves bankrupt US chain’s woes behind, Dynamic Business
• Blockbuster Australia gets a makeover, Retail Biz
• Blockbuster Repositioning Campaign, Sky News

Going like Blockbusters, Australian Financial Review

Telstra Productivity Indicator 2011

In 2009, Telstra Enterprise & Government (Telstra’s largest sales and service division, which provides services to more than 1,500 large organisations) launched a three-year thought leadership campaign to re-position the brand from transactional supplier to trusted advisor and differentiate it from its competitors.

For the third year, Howorth worked with Telstra Enterprise & Government to launch the “Telstra Productivity Indicator” – a commissioned research report

surveying more than 300 directors, senior executives and managers around their attitudes and behaviours to productivity.  This year, the research focused on traits that successful businesses had in realising productivity improvements, a group Telstra labeled ‘Productivity Leaders’. Over the last three years the campaign has successfully been integrated into TEG’s sales and marketing initiatives, meaning that besides media relations activity, Howorth has been integral in developing internal collateral including sales materials, customer brochures and website copy.

The challenge in 2011 was in launching findings that would still continue to be relevant and interesting to Telstra’s target audiences and the media. As has worked well in previous years, embargoed media briefings were conducted with tier one business and technology media to maximise the amount of quality media coverage. Following the briefings, a general news release was distributed.

PR drove positive results with more than 40 pieces of traditional print and online media coverage achieved, with 31 articles appearing on launch day.

Key highlights so far this year have included:

• Paul Geason, TE&G Group Managing Director, was interviewed under embargo by eight national newspapers, news wires and business television programs including The Australian, AAP, Business Spectator, Sky Business News and ABC Lateline Business;

• 23 articles appeared in Telstra’s core media list (The Australian, iTWire, Business Spectator, BNET, Communications Day, Exchange, Sky Business News, BRW), doubling 2010’s day-one coverage;

• The Telstra Productivity Indicator continues its influence and reach to TEG’s key audiences – in April, the 2010 report was referenced in the Federal Government’s draft paper on its information and communications technology (ICT) strategy. Previous reports have also been referenced by Australian public policy think tank The Grattan Institute and in a speech by former Prime Minister Kevin Rudd.

Howorth goes green with mySmart CTI

Howorth began work with mySmart CTI in late 2009 and together, have worked to raise awareness of the solutions available for commercial building owners, facility managers, electrical engineers and lighting consultants.

mySmart CTI is an Australian company that saw a burgeoning market for energy efficient solutions, as early as 2001, when the business was formed.  The concept of green buildings was once deemed ‘new age’ and the challenge was in educating potential customers about energy efficiency. For some, it can seem overwhelming – business owners seeing both time and initial costs as barriers to making the switch.

Howorth has helped mySmart CTI to further enhance its reputation as a leader within the industry, building long term equity with key customers, partners and stakeholder groups. The campaign to-date has taken a phased approach:

• Phase 1: Educating target audiences about the issues, obligations and opportunities associated with sustainable practices.
• Phase 2: Demonstrating the effectiveness of mySmart CTI solutions through case studies, showcasing both the features and benefits of mySmart CTI products and projects.
• Phase 3: Elevating mySmart CTI’s profile through the use of opinion-driven content, by providing commentary on topical and regulatory issues.

mySmart CTI Managing Director, Peter Garrett, said the PR program had shown tangible results: “There were several examples of leads directly attributable to PR in 2010,” he said. “The heightened awareness of our products and services has made a real difference in having conversations with customers.”

“We are working with Howorth to educate the industry, and our prospective customer base, on the energy efficiency issues directly relevant to them; to help them get the most out of their surroundings, while remaining environmentally responsible.”

The campaign has delivered coverage for mySmart CTI across a range of business titles, including The Sydney Morning Herald, The Age and Open Forum, and industry publications including Sustainability Matters, The Circuit and Electrical Solutions.

How do you get distributors x-cited about steel?

Work with Australia’s leading manufacturer to unleash an X-Factor public relations campaign!

In the face of challenging economic conditions, BlueScope Steel asked the Howorth business-to-business/corporate public relations practice to help build distributor awareness of its Australian manufactured XLERPLATE® steel plate products, converting them from passive referrers to passionate champions of the range.

Steel producers and on-sellers had an extraordinarily tough year in 2009, with sales and revenues falling as global demand for steel weakened and import competition increased. While the public relations campaign needed to communicate the core brand values of XLERPLATE® (quality, flexibility, diversity), we needed to deliver these messages to a sales-savvy audience without them being rejected as marketing ‘clutter.’

Howorth’s insight was to package up new product information within a wider marketing campaign, challenging distributors to take part in ‘Operation XFACTOR’.

We took updated sales collateral, developed e-communications and a striking X-Factor website to cover off all channels, ensuring that distributors could not help but be exposed to XLERPLATE® steel.  Once the buzz had been created around the product, a three stage online competition created strong incentives for participants to review and retain key product information, with Red Balloon vouchers rewarding those who successfully completed a ‘Quest for Quality’ around the plate’s key features and benefits.

Howorth worked with Random Studio and Alpha Salmon to deliver the PR campaign, including the development and design of marketing collateral and website. Participation rates have been strong and initial feedback has been overwhelmingly positive:

“I wish our marketing department thought of this a long time ago”

“Really clever concept…”

“Appreciate all of the new info. Thanks so much”

“Quality information”

The first phase of the PR program will continue through to May 2010 – Howorth is also in discussions with BlueScope Steel about subsequent phases of the campaign.

Howorth and Telstra unearth the Australian productivity gap

Challenge

To create a versatile thought leadership platform relevant for finance and information executives.  To create a robust platform for Telstra to communicate its ‘productivity’ value proposition and expertise to the corporate sector.

Insight

The key benefit of Telstra’s ICT solutions is achieving more with less resources, so Howorth identified an opportunity for the client to become a thought leader on the topic of productivity.

Creative idea

To bring the topic to life, Howorth recommended Telstra commission independent research to investigate how productivity is viewed by decision makers in Australian business and government organisations. The report, The Telstra Productivity Indicator, identified the phenomena of the ‘productivity gap’, where senior managers place high value on productivity but don’t have tools to effectively measure or manage it. The report was complemented by a white paper commissioned by  ACIL Tasman, looking at the role of ICT in delivering productivity benefits.

Campaign

The research was launched to media via a series of high level media briefings supported by third party case studies demonstrating productivity initiatives.  The Howorth team also reached out to social media to ensure Telstra was associated with the productivity conversation.

Outcome

Telstra took public ownership of the productivity debate and the term “productivity gap’ become part of the media vernacular during the first news cycle.  The innovative idea also became the foundation for all of Telstra’s employee and customer communication.  Impressively, Howorth achieved 75% of the annual coverage target in just four weeks

http://www.howorth.com.au/

Beyond the looking glass: building a case for compliance

The Australasian Compliance Institute (ACI), the peak professional body for compliance, was beginning from the ground up in establishing a strong mainstream media presence, via a public relations campaign, with the view to becoming the thought leader in compliance.

Howorth worked with the ACI to develop a thought leadership platform underpinned by media relations activities – against the insight that in the current economy, it’s not increased regulation, but effective implementation of regulation, that’s important.

Talking points for the resulting public relations campaign were developed around the notion that while instinct by governments may be to increase regulation to restore confidence and stability, this is not necessarily the answer. Rather, it is the responsibility of both government and business to drive economic recovery by demanding professional behaviour that delivers more than black-letter law requirements – this is what compliance is all about.

Howorth has worked to capitalise on this insight to raise awareness of the importance of a trained and experienced compliance/risk professional within an organisation – a role that had previously been little known and understood. In turn, the public relations campaign raised the profile of the ACI as the peak professional body representing these professionals.

By tapping into topical issues, including regulatory reform in the financial services sector, governance in sporting clubs and levels of executive pay, Howorth has communicated the ACI’s point of view through ongoing media relations activities.

The public relations campaign has resulted in prominent Tier 1 media coverage in publications including The Australian Financial Review, The Sydney Morning Herald, The Australian and Business Spectator.

NRMA: Kokoda – leadership in action

Challenge

NRMA Motoring & Services designed a unique teamwork and leadership program called the NRMA Kokoda Project. They wanted to leverage positive media coverage about the program and position themselves as people management leaders.

Insight

One challenge was differentiating the program from other ‘team’ activities on the Kokoda Track. We developed positive messaging around why NRMA needed a people solution and differentiate the client from the insurance brand owned by a different entity. The story also needed harder news angles.

Creative idea

We developed three story dimensions – CEO and project leader thought leadership; telling the human resources story; and leveraging the personal stories of the participants. To ramp up ‘newsworthiness’ we developed angles around Remembrance Day and leadership in an economic downturn.

Outcome

The coverage objective was exceeded with two television interviews, five radio interviews, one major metro print piece of coverage and one human resources vertical print piece of coverage achieved.

http://www.howorth.com.au/