How do you get distributors x-cited about steel?
March 4, 2010 by Claire
Filed under BlueScope Steel, Business to business, Case studies, Featured
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
NRMA: Kokoda – leadership in action
February 1, 2009 by Claire
Filed under Case studies, NRMA
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.
