Hospitality Sales & Marketing Association International
PMS-377 PMS-2617 PMS-444
669933 663399 999999
BEST OF SHOW & PLATINUM AWARDS Atlantis Paradise Island Canadian Tourism Commission,
2012 HSMAI ADRIAN AWARDS
COMPETITION CASE STUDIES
Tourisme Quebec, Tourisme Montreal Hilton HHonors InterContinental Hotels Group Las Vegas Convention
& Visitors Authority Lindblad Expeditions Mohegan Sun Namibia Tourism Board Newfoundland
& Labrador Tourism New Orleans Convention & Visitors Bureau Norwegian Cruise Line Peter
Island Resort & Spa St. Kitts Tourism Authority Tourism Vancouver Travel Guard North America Wildcatter
Ranch & Resort BENEFACTOR & SPECIALTY AWARDS American Express/Hilton HHonors National
Geographic/HSMAI/Parador Resort & Spa Travelclick/KeyLime Cove Indoor Waterpark Resort
HONORING EXCELLENCE IN TRAVEL MARKETING
advertising digital marketing public relations
IN THIS ISSUE...
Art Direction & Design
The HSMAI Marketing Review (USPS 677-730)
(ISSN 0746-9985) is published electronically
by the Hospitality Sales & Marketing Association
International, 1760 Old Meadow Rd., Suite
500, McLean, VA 22102. ©2013 by the Hospitality
Sales & Marketing Association International.
All rights reserved. Reproduction in whole or
in part without written permission from the
publisher is prohibited. Editorial Offices: 1760
Old Meadow Rd., Suite 500, McLean, VA
22102; Phone: (703) 506-3280. The Hospitality
Sales & Marketing Association International is a
non-profit educational organization devoted to
growing the business of hotels and their partners
by fueling sales, inspiring marketing and
optimizing revenue. The material in this publication
reflects the opinions and philosophies
of the individual contributors—and does not
necessarily represent or reflect any position (official
or otherwise) of the Hospitality Sales &
Marketing Association International (HSMAI),
its staff, officers, or officials. These articles are
provided for the interest of the readers—and
HSMAI does not certify any of the data or statistics
in these articles.
PMS-377 PMS-2617 PMS-444
669933 663399 999999
The Hospitality Sales & Marketing Association International (HSMAI)
welcomes you to this annual issue of The Marketing Review containing the
best practices in hotel and travel-related marketing and media, showcased
by the HSMAI Adrian Awards competition’s Platinum and Best of Show
The Adrian Awards is the world’s largest advertising, digital marketing, and
public relations competition for hospitality, travel, and tourism. The 2012
winners were selected from a field of over 1,000 entries from around
the world. Chosen from the Gold award winners, the coveted Platinum
awards are given in each area of the competition, and usually one Platinum
winner in each area attains the ultimate honor of “Best in Show”
— this year we had a tie in Advertising, so we have four “Best in Show’s”
HSMAI’s mission is to grow the business of hotels and their partners by
fueling sales, inspiring marketing, and optimizing revenue. We are delighted
to share with our members the case studies in this issue in an effort to
fulfill that mission by providing you with the tools to succeed.
Mark your calendar for the 2013 Adrian Awards Competition opening in
July and the 2013 Adrian Awards Gala on Monday, February 24 th , 2014 in
Executive Vice President
HSMAI officers and staff extend our thanks to
Taryn Schneider who authored this issue of the
Marketing Review and who has contributed to the
success of the HSMAI Adrian Awards Gala celebrations
for many years. She is president of Taryn
Schneider Communications, and has more than 25
years of hospitality, travel, and tourism experience
as a writer, editor, and marketing communications
This is the quote size
The 2013 Adrian Awards competition opens this year
on July 22 and the Adrian Awards Gala is scheduled for
Monday, February 24, 2014, at the Marriott Marquis Hotel
in New York City. Please contact HSMAI at 703-506-3280,
or see our website at www.hsmai.org for more information.
2 0 1 2
Competition Case Studies
BEST OF SHOW &
American Queen Steamboat Company
The Beaches of Fort Myers and Sanibel
Best Western International
Courtyard by Marriott
Denihan Hospitality Group/Affinia Hotels
El Al Israel Airlines
Empire State Development, New York State’s
Division of Tourism, I LOVE NEW YORK
Expedia Media Solutions
Hawaii Visitors & Convention Bureau
Hilton Hotels & Resorts
Marriott International’s Renaissance Hotels
Montana Office of Tourism
Museum of Fine Arts, St. Petersburg
Newfoundland & Labrador Tourism
Omni Bedford Springs Resort
Red Roof Inn
Restaurant Kelly Liken
The Ritz-Carlton Hotel Company
The Ritz-Carlton Resorts of Naples
Royal Caribbean International
Simon Pearce Mill
National Geographic & HSMAI/PUNTACANA
Resort and Club
TravelClick/Best Western International
PMS-377 PMS-2617 PMS-444
669933 663399 999999
For your generous support of the Adrian Awards.
A Celebration of Creative Excellence & Leadership in Travel and Hospitality
for Advertising, Public Relations and Digital Marketing.
Cornell University School of Hospitality Administration
2 0 1 2
PMS-377 PMS-2617 PMS-444
669933 663399 999999
2 HSMAI ADRIANAWARDS COMPETITION
HSMAI Best of Show &
2012 Adrian Awards
Competition Case Studies
Recognizing best practices in sales and marketing for
the hospitality industry, the annual Hospitality Sales &
Marketing Association International’s (HSMAI) Adrian
Awards competition is a tribute to spectacular talent and
outstanding work. The competition was fierce. It was a
stunning showcase of creativity, ingenuity and originality
in travel marketing excellence. What follows are 35 case
studies of the Best of Show and Platinum Award winners—those
who reigned supreme.
Our industry thrives on the enthusiasm, passion and
creativity of the great minds that create spectacular work.
As a fellow marketer of hospitality and travel, we trust
you will find ideas and inspiration from these case studies,
as well as an appreciation for the companies and agencies
responsible for creating these great initiatives. HSMAI is
proud to present the Best of Show and Platinum Adrian
Award winners for 2012. Congratulations to you all!
THE HSMAI ADRIAN AWARDS ADVISORY COMMITTEE
National Geographic & HSMAI
Leader in Sustainable Tourism Award
The World is Your Oyster Award
eMarketer of the Year
Author: Taryn Schneider
Editor: Kathleen Tindell
Design: Rebecca Henigin
04 Co-Best of Show: Hilton Worldwide
06 Co-Best of Show: Museum of Fine Arts, St. Petersburg
08 Courtyard by Marriott
09 Montana Office of Tourism
10 Newfoundland & Labrador Tourism
11 The Ritz-Carlton Hotel Company
12 Travel Alberta
> DIGITAL MARKETING
14 Best of Show: Expedia Media Solutions
16 Best Western International
17 Denihan Hospitality Group/Affinia Hotels
19 Marriott International’s Renaissance Hotels
20 Mohegan Sun
21 Newfoundland & Labrador Tourism
22 The Ritz-Carlton Resorts of Naples
23 Tourism Vancouver
24 Visit Orlando
> PUBLIC RELATIONS
26 Best of Show: Denihan Hospitality Group/Affinia
28 American Queen Steamboat Company
29 The Beaches of Fort Myers & Sanibel
30 Best Western International
31 Downsize Fitness
32 El Al Israel Airlines
33 Hawaii Visitors & Convention Bureau
34 Hilton Hotels & Resorts
35 Hilton Hotels & Resorts
36 Empire State Development, New York State’s
Division of Tourism, I LOVE NEW YORK
37 Omni Bedford Springs Resort
38 Red Roof Inn
39 Restaurant Kelly Liken
40 Royal Caribbean International
41 Simon Pearce Mill
BENEFACTOR & SPECIALITY AWARDS
42 American Express Loyalty Award
44 National Geographic/HSMAI Leader in Sustainable
PUNTACANA Resort & Club
46 Oyster.com The World is Your Oyster Award
48 TravelClick eMarketer of the Year
Best Western International
HSMAI ADRIANAWARDS COMPETITION 3
Hilton Worldwide>Hilton HHonors
Client Team: Hilton Worldwide>Nancy Deck vice president, multibrand & loyalty marketing;
Kasey O’Leary creative director, multi-brand & loyalty marketing
Agency Team: Publicis Kaplan Thaler>Rob Feakins president, chief creative officer;
Jay Williams executive creative director; Andrew McCree vice president management supervisor
CO-BEST OF SHOW
SITUATION: Hotel guest programs were originally
created to thank and recognize customers for their repeat
business. As more programs emerged and the administration
of these programs grew more sophisticated, many
loyalty programs lost sight of their intention and their
focus on customers. In the travel category, competition
encouraged a battle for points and miles. Communications
became functional, transactional and less relevant
to the traveler. Consumers had trouble differentiating
one hotel guest program from the next. Many travelers
reported feeling less valued by the programs designed to
reward them. Instead, they felt confined and confused by
the restrictions and rules of hotel loyalty programs.
OBJECTIVE: There was tremendous opportunity to
transcend the category by recognizing the point of view
of the customer and the underlying motivations. With
that was the hope to inspire customer affinity to the
STRATEGY: HHonors understands that work takes up a
large amount of our lives, but that it is not what matters
most to us. People want a life filled with enriching experiences
and to share those moments with those closest to
them. With that, HHonors was positioned as a passport
to a world of possibilities to share with loved ones. While
it was important to demonstrate that HHonors members
can earn points at 3,800 hotels worldwide, it was more
important to portray that as secondary to the experiences
that can be gained through those points.
TACTICS: One of the biggest opportunity channels for
HHonors registrations is the in-hotel environment. Due
to the operational challenges of providing a consistent
presence at each of the 10 distinct brands in the Hilton
Worldwide portfolio, there has historically been a fairly
low presence of the Hilton HHonors brand on-property.
With the development of broadcast assets, there was
the opportunity to place a video on the closed-circuit
channel broadcast directly in each hotel room. The goal
was to develop a video that provided the hotel guests
with a clear understanding of the tangible benefits of the
HHonors program and an understanding of the brand
beliefs, as well as capture registrations at the front desk.
Prior to the development of the video, a research
study was conducted to evaluate a number of advertising
claims and positioning statements. A total of 19 different
concept statements were tested quantitatively in key
HHonors markets (Brazil, China, Egypt, Germany, India,
Italy, Japan, Turkey, the UAE, the UK and the U.S.). The
respondents, a mix of current HHonors members and
non-members, were asked to evaluate the concept statements
on likeability, communication efficiency, impact,
believability and persuasion. The results of this research
helped to define which program features and benefits
were highlighted in communications, and how they were
served up in creative.
RESULTS: Through June 30, 2012, year-to-date enrollments
increased 10% (to 2.1 million) over the same
time period from the year prior. June enrollments alone
topped 363,000, making it the highest number for
that month in the past five years. In-hotel registrations
increased more than 20% over the same period the prior
year, and is currently the largest channel for enrollments.
The goal was to develop a video that provided hotel guests with a clear
understanding of the tangible benefits of the HHonors program.
4 HSMAI ADRIANAWARDS COMPETITION
Hawaii Island, Hawaii
THE MOMENT THE PLANE
YOU TAKE OFF.
FOLLOW YOUR POINTS TO YOUR PARADISE
WITH HILTON HHONORS .
For long weekends or longer escapes, no one offers more
ways to use points with fewer restrictions. HHonors Points
make planning your adventure, your golf getaway, your
trip to the spa easier than ever. With Hilton HHonors ,
every point gets you closer to your paradise.
> STAY at ten brands serving every style, budget or occasion.
> ACHIEVE elite status faster than in any other program.
> USE points for even our most luxurious suites.
> DREAM at over 3,800 hotels in 88 countries.
>>> ENROLL AT HHONORS.COM >>>
©2012 Hilton Worldwide
HHonors was positioned as a passport to a world of possibilities
to share with loved ones.
HSMAI ADRIANAWARDS COMPETITION 5
CO-BEST OF SHOW
Museum of Fine Arts, St Petersburg>BULLETIN Campaign
Client Team: Museum of Fine Arts, St. Petersburg>Dr. Kent Lydecker museum director; Mary Szaroleta
Agency Team: Paradise Communications, Digital & Entertainment>Larry Tolpin president/chief creative
& innovation officer; Cedar Hames ceo/chief strategy officer; Rudy Webb account manager
SITUATION: The Museum of Fine Arts (MFA) had
been a staple in the St. Petersburg, FL arts community for
nearly half a century. However, just like the city, it needed
to refresh its image and appeal to a younger audience.
• Develop a unique, engaging and thought-provoking
creative execution to generate buzz.
• Capture the attention of people in the Tampa Bay/St.
Petersburg area in a completely unexpected way, and
do it in unexpected places.
• Increase MFA brand and name awareness.
• Produce and execute a campaign that is lowcost,
yet highly effective.
• Increase awareness of the MFA’s permanent
• Increase admissions to the MFA.
RESULTS: With a cost of only $5,000, the BULLETIN
campaign contributed to the museum’s third-highest
attendance numbers in its 47-year history, attracting the
best attendance at the MFA in more than five years.
After the BULLETIN campaign was implemented,
total admissions increased 40 percent from the previous
best exhibit in 2010, and increased 206% from the first
exhibit in 2011.
STRATEGY: By telling people about the MFA
in a fresh, unexpected way, they were persuaded
to take a new look at the experience that the
MFA offers. The MFA BULLETIN campaign
was a guerrilla marketing effort that disrupted
the normal patterns of how people think about
museums and art. One of the museum’s first
initiatives after their major rebranding, the
MFA BULLETINS were strategically placed in
high-traffic areas to gain maximum exposure
to the target audience.
TACTICS: Instead of presenting the marketing
message in a stuffy or hidebound format,
sharpies and photocopiers were used to make
the message more powerful. The campaign
used the visual language of the corner coffee
shop bulletin board: the flyer stapled to a telephone
pole and the handbill tucked under
the windshield wiper of a car. It combined
this visual approach with something that no
one has ever seen before in this context —
images of some of the masterful works of art
on display at the MFA.
The campaign was a guerrilla marketing effort that disrupted the normal
patterns of how people think about museums and art.
6 HSMAI ADRIANAWARDS COMPETITION
With a cost of only $5,000, it contributed to the museum’s third-highest
attendance numbers in its 47-year history.
HSMAI ADRIANAWARDS COMPETITION 7
Courtyard by Marriott>‘Choose This’ TV Campaign
Client Team: Courtyard by Marriott>Gini Gladstone vice president, courtyard brand marketing,
marriott international; Janis Milham vice president & global brand manager, courtyard;
Alison Hill senior manager, marketing, courtyard
Agency Team: mcgarrybowen>Ahmer Kalam executive creative director;
Chris Greene group managing director; Ashleigh Pattee senior brand planner
SITUATION: Given the rise in hotel brands and service
tiers, business travelers (BTs) have a wide range to choose
from for their stays on the road. Many still feel restricted
— either to the more traditional full service options, or
to the “have to stays” predicated by limited per diems.
This feeling of confinement is especially true within
the select service tier, where many hotel brands serve
up similar and often limited benefits. As such, the real
opportunity lies in providing these BTs with a hotel that
actually “got them” and could deliver an experience to
counteract this constraint.
OBJECTIVES: The overarching goal of the TV
campaign was to elevate the brand message to a more
emotionally rich territory that clearly demonstrates that
Courtyard gets what its customers need today. To do this,
the communication campaign was designed to engage
the target audience to facilitate awareness of the Courtyard
brand and drive brand choice for Courtyard.
STRATEGY: So as not to be confined by their travel experience,
Courtyard positioned itself as the hotel where
BTs can experience more choices. They work hard, but
strive to make the most of their time and trip. As such,
they favor an environment where they can be themselves
and have more choices available to them — even if
they’re not going to use them all.
They seek out places where they can feel productive and
relaxed — where they can work on their laptops in the
hotel with a drink and be part of the social spaces and
“buzz,” versus just going to their room to hunker down.
Courtyard satisfies that with the new Bistro that offers a
variety of food/drink options for breakfast and dinner, a
24/7 market and free WiFi in the lobby. Plus, Courtyard’s
GoBoard ® , the award-winning virtual concierge, keeps
guests in the know, and the great lobby spaces provide
the opportunity to work, relax and socialize.
TACTICS: The TV campaign was designed to communicate
that Courtyard gives its customers more freedom to
choose how to travel so that they can make the most of
their stay. It distinguishes itself by reflecting the needs of
the modern business traveler, and by elevating the message
from the functional to the emotional. The campaign
included four 30-second spots with 3x15 cut downs.
RESULTS: Following a short burst of advertising to
launch the new campaign (two months), the TV creative
generated engagement in line with Courtyard’s well-established
campaigns from years prior. Further, recognition
of the new creative successfully maintained elevated levels
of brand choice for Courtyard.
Courtyard positioned itself as the hotel where business travelers can
experience more choices.
8 HSMAI ADRIANAWARDS COMPETITION
Montana Office of Tourism>Shaped by Montana
Client Team: Montana Office of Tourism>Katy Peterson chief of marketing; Jeri Duran division administrator
Agency Teams: MercuryCSC>Stacie Wunsch vice president of client services; Jeff Welch president;
Spark SMG>Steve Carlson media director; Kathleen Brennan media supervisor
SITUATION: How can you make an ad feel less like
it’s selling something and more like a conversation with
a friend? The Montana Office of Tourism’s (MTOT)
answer was the “Influencers” print campaign, consisting
of two-page spreads in a Q&A format with one page featuring
an interview and the other showcasing a full-page
photo of beautiful Montana imagery.
• Build awareness and increase intent to travel to
Montana among non-resident, first-time geotravelers.
• Increase target audience’s brand awareness from 15% in
May 2010 to 18% by May 2011.
• Increase target audience’s intent to travel to Montana
from 23% in May 2010 to 25% by May 2011.
• Support Montana tourism entities’ goal of increasing
their 2011 revenues and monitor shifts in Montana’s
overall visitation, national park visitation and lodging
occupancy/revenue in 2011.
STRATEGY: Research identified its target audience as
geotravelers — people who visit destinations that have
retained their historical, cultural and natural authenticity
of place. The geotraveler appreciates authenticity and
local knowledge but also has an aversion to advertising.
They find inspiration in travel, lifestyle and outdoor
recreation magazines, and rely on word of mouth to
influence their travel decisions.
• Kevin Connolly, a Winter X Games medalist and
photographer who was born without legs.
• Jenny Grossenbacher, a renowned fly-fishing guide
• In 2011, research showed that awareness of Montana
as a travel destination among geotravelers held steady
nationwide and in mature markets such as Minneapolis
and Seattle. Awareness in Chicago, a growth market,
exceeded the objective by 120%.
• Those aware of Montana’s advertising were 45% more
likely to travel to Montana than those unaware of the
• 2011 non-resident visitation levels reached 10.6 million
visitors, marking the third consecutive year of
increased visitation for the state.
• For every dollar invested in the campaign, visitors
spent $157 in Montana, up from $50 in 2005 and
tripling ROI in 6 years.
• Montana’s hotels had the nation’s second highest
hotel occupancy rates in July (86%) and August (85%),
increasing 5% YTD over 2010.
• 2011 visitors spent $2.8 billion (12% over 2010), generating
$275.7 million in tax revenue (17% over 2010).
Visitation to Montana ski resorts was up 9%, resulting
in a record-breaking year.
TACTICS: The visuals let Montana sell itself, emphasizing
the brand pillars of spectacular, unspoiled nature;
vibrant and charming small towns; and breathtaking
experiences by day, relaxing hospitality at night. The state
chose influential, but not famous, Montanans who had
been “Shaped by” the natural wonders that geotravelers
find compelling. The chosen “Influencers” were
charismatic and recognizable, having achieved notoriety
doing things that Montana’s visitors could experience
themselves. Journalist Scott McMillion interviewed the
Influencers who shared their thoughts about how Montana
• Casey Anderson, a grizzly bear expert who hosts a
show on National Geographic Wild.
• Conrad Anker, a mountaineer who has summited Mt.
Everest three times and is sponsored by The North
Moonlight Basin, Big Sky, MT
The state chose influential,
but not famous, Montanans
who had been “Shaped by”
the natural wonders that
geotravelers find compelling.
19A. PRINT MEDIA - CONSUMER: “SHAPED BY…” (Appeared in Outside Magazine)
This two-page spread featured compelling winter imagery and an interview with Kevin Connolly who spoke about
how Montana has shaped him. Kevin is a Winter X Games medalist and photographer who was born without legs.
The elements of honesty, the unexpected and simplicity prevailed, helping Montana break through the clutter and
engage its target. SLIDE 1
HSMAI ADRIANAWARDS COMPETITION 9
Newfoundland & Labrador Tourism>‘Find Yourself’ Campaign
Client Team: Newfoundland & Labrador Tourism>Carmela Murphy director of marketing;
Andrea Peddle manager of advertising & communications; Denise Seach advertising officer
Agency Team: Target>Tom Murphy creative director; Jenny Smith creative group head; Terri Roberts senior writer
SITUATION: Confronted by real and perceptual barriers
of travel distance, time and cost, it takes deliberate planning
and a determined effort to visit Newfoundland and Labrador
(NL) — the most easterly point in North America.
Competing with a large number of well-known, wellfunded
tourism destinations, the challenge to lure travelers
to this off-the-beaten-path destination is great. NL is a
harsh and beautifully rugged destination that appeals to a
OBJECTIVES: What was once the bread and butter
of business — the domestic traveler — is no sure thing
anymore. Canadians are spending 36% more on travel
beyond their borders than in 2009. The province also had
to overcome barriers of access and the increasing cost of
travel, along with a short tourism season of some 75 days.
Negative perceptions about the weather in NL were also
Core business objectives were to increase non-resident
visitation and non-resident tourism expenditures. Communication
objectives were to increase interest in NL
as a travel destination and create a desire to visit NL by
evoking a rich, emotional response — a rewarding and
magnetic feeling about this amazing place.
STRATEGY: The deeper the emotions and feelings prospects
have about a place, the stronger the motivation to
find out more and to visit. While the campaign romances
the experience of being in NL, it is not about products.
The campaign celebrates the realness and natural creativity
of NL, and the fact that there’s an honesty to the place and
the people you just don’t find anywhere else. It focuses on
how they see things differently and shows who and what
they really are — a natural, yet surprisingly exotic place
that goes far beyond the packaged, programmed kind of
tourism other places offer.
The targets do not see themselves as tourists, but as
sophisticated and experienced travelers seeking unusual
places and experiences off the beaten path. They are
looking for an antidote to the stress and plastic of urban
life, and are interested in discovering an unspoiled, natural
TACTICS: The challenge was not only to evolve the story
of NL, but to redefine the approach to advertising within
the tourism category to differentiate the brand and build
equity in priority markets — all this while providing the
frequency and impact required to move the audience
along the communication hierarchy — from awareness,
interest and predisposition to action (inquiry or visit).
Creative executions including TV, newspaper, online and
a free standing insert campaign (with a custom Facebook
app) demonstrated their unique, natural and unpretentious
brand personality, while at the same time capturing that
somewhat spiritual feeling you get when you’re in NL.
RESULTS: Preliminary figures (end of July) showed a
10.6% increase in airport passenger movements; web visits
were up 22% and were well on their way to topping one
million for the fourth consecutive year. Despite an overall
decline in campaign media spend of 11.7%, total interest
in NL as a tourism destination was up 20.4%. TV ads have
accumulated nearly 135,000 views on YouTube.
The campaign celebrates the realness and natural creativity of NL…an
honesty to the place and the people you just don’t find anywhere else.
10 HSMAI ADRIANAWARDS COMPETITION
For more guest experiences, visit ritzcarlton.com/stories.
For reservations, contact your travel professional, call The Ritz-Carlton at 800-241-3333 or visit us online.
76 hotels and resorts worldwide. Open 2011: Hong Kong, Muscat, Riyadh, Toronto.
The Ritz-Carlton Hotel Company>‘Let Us Stay With You’ Campaign
Client Team: The Ritz-Carlton Hotel Company>Clayton Ruebensaal vice president, marketing;
Lisa Poppen senior director, global brand marketing
Agency Team: Team One>Mark Miller chief strategy officer; Chris Graves chief creative officer;
Julie Michael executive director
SITUATION: Luxury used to mean something —
beyond expensive, difficult to obtain and a symbol of
overall affluence. Before the most recent recession, luxury
had become very accessible. And during the recession, an
already confused category struggled with relevance. Some
brands panicked, offering deep discounts, or rushed to
sites such as Gilt Group and Luxury Link to chase affluent
consumers who still had money to spend. Coming
out of a recession, brands were incredibly unclear about
what they stood for. Luxury promised the same thing
to all people. It had become attainable to the masses
and wasn’t special. Amid this, the idea was to come up
with a unique take on luxury and a unique view of the
consumer — one that would restore exceptional to a
category that required it.
OBJECTIVES: The Ritz-Carlton Hotel Company
needed to shift the conversation about what constituted
luxury. Budget cuts in the recession contributed to a
setback in the critical tracking measure, “First Choice
Preference,” and the experience had become less unique.
A key competitor had surpassed them, and further losses
would result in the erosion of the heart of the brand
promise. So not only was luxury a confused category, the
brand had lost its once undisputed leadership. Objectives
• Identify a strategy that would reframe the luxury conversation
and play to the brand’s strengths.
• Create a message that would resonate globally.
• Regain “First Choice Preference.”
• Continue to drive room nights and revenue.
TACTICS: The research process was the most comprehensive
in brand history. They developed a strategic
hypothesis that global travelers have more in common by
virtue of what they love versus where they live.
The creative was rooted in the brand by using remarkable
experiences at The Ritz-Carlton. In print, a desktop
transforms into a beautiful memory of being at sea. A
walk through the city recalls moments of tranquility. A
glance out the window reminds one of a business trip
made exceptional. The stories were integrated into a fully
redesigned website, and a smartphone app allowed guests
to share their unforgettable experiences. A full suite of
communications materials was produced, from advertising
creative, email and collateral templates to a rich content
“featurette” on the website and an in-room video.
RESULTS: Since campaign launch, The Ritz-Carlton
achieved all-time company highs in revenue and market
share, the latter following nine consecutive months of
share growth. The new website saw impressive growth:
unique visitors, revenue and room nights up 14%, 34%
and 26%, respectively. Affluent travelers clearly responded
to an experience they perceived as worth it. The Ritz-
Carlton Hotel Company regained their status of “First
Choice Preference” over their primary competitor. ROI
from the some of the directly measurable digital aspects
of the campaign was approximately 7:1.
STRATEGY: The conventional approach of most hotels
is to ask their guests to stay with them. It was believed
that if the experience is truly special, guests would
return more often and pay more. The Ritz-Carlton
Hotel Company set out to reverse the paradigm with a
campaign built around: “Let Us Stay With You.” The idea
was simple and powerful. It focused on the incredible
memories created when guests experience The Ritz-
Carlton. And best of all it was true. The idea of creating
memories for guests is central to how The Ritz-Carlton
trains it’s Ladies and Gentlemen to do their jobs with
purpose, heart and creativity.
©2011 The Ritz-Carlton Hotel Company, L.L.C.
Let us take your eyelids back in time.
Let us re-create the recipe from your favorite meal in Paris.
Let us help you unwind without leaving the city.
Let us turn a weekend of pampering into a memory you’ll be reminded of at every turn.
The Ritz-Carlton Hotel Company set out to reverse the paradigm
with a campaign built around: ‘Let Us Stay With You.’
HSMAI ADRIANAWARDS COMPETITION 11
Travel Alberta>(remember to breathe)
Client Team: Travel Alberta>Royce Chwin vice president, global marketing & communications
Agency Team: Karo>Sean Thonson director of photography; Phil Copithorne creative director;
Leigh Blakely planner; Chris Bowell circle productions; Dan McManus six degrees recording studio
SITUATION: According to 2011 Global Tourism Watch
surveys, awareness of Alberta in the eyes of international
travelers was 0.2%. A strong provincial brand was critical
in this competitive tourism marketplace.
• Drive awareness and preference of Alberta vacation
• Promote Alberta’s authentic experiences and breathtaking
landscapes both at home and around the world.
STRATEGY: Travel Alberta’s brand journey began by
looking inward at what they are, who they’re selling to
and what their destination can promise potential travelers.
Over 100 industry partners across Alberta participated
in a series of nine sessions involving in-depth discussions
about these topics. It was imperative that the brand
resonates with Alberta tourism providers as well as their
target customers. This process resulted in a new brand
seeped in the understanding that Alberta offers moments;
more specifically goosebump moments.
TACTICS: Prior to developing the consumer-facing
message, the concept of goosebump moments was tested
with an online panel of more than 3,000 travelers. Two
target audience segments, Free Spirits and Cultural
Explorers, found the concept compelling and indicated
that it increased the likelihood of visiting Alberta. With
affirmation that the promise of goosebump moments was
resonating with the target consumers, a global message
High definition video was produced to support the
emotional message behind the idea of (remember to
breathe). Creatively and visually, the video is successful
in amplifying meaningful human moments using slow
motion, time lapses and emotive close-ups. Several of
Alberta’s finest musicians were commissioned to produce
original music for the video, which was as beautiful as
the land itself. The visuals and music combined proved
to be immensely impactful and stand out among many
of the marketing messages travelers are bombarded with.
The promotional video offers a compelling invitation for
travelers to share in Alberta’s authentic experiences.
RESULTS: The brand is receiving unprecedented attention
and recognition from around the world. The threeminute
promotional video was posted to YouTube, and
in less than six months, generated more than one million
views from around the globe.
Travel Alberta’s brand has elevated their position in the
tourism marketing arena. The strategy behind the brand
has connected their target audience with the emotional
experience Alberta has to offer. As such, visitation to
Alberta is on the rise. For the first four months of 2012,
all major tourism industry indicators were positive
compared to the same period last year. Hotel occupancy
in Alberta was up 3.9%, passenger growth at the Calgary
and Edmonton Airports was up 6% and hospitality employment
was up 2.1%. Alberta is outperforming all other
provinces in estimated growth percentages of overnight
visits and tourism expenditures.
The journey resulted in a new brand seeped in the understanding
that Alberta offers moments; more specifically goosebump moments.
12 HSMAI ADRIANAWARDS COMPETITION
Since getting involved
with HSMAI about
six years ago, I have met
terrific industry partners
to work with and
established market allies
from other hotels to
share and refer business.
I would highly recommend
membership to anyone
that wants to be successful
- David C. Attardi
Vice President, B. F. Saul Company Hospitality Group
DO YOU KNOW WHO WE KNOW?
Current City: Washington, DC
Hometown: Raleigh, NC
First Job: I worked at a laser tag place in Raleigh, NC called UltraZone
Role in HSMAI: VP of Membership for HSMAI Washington DC Chapter
Favorite Blog: Grantland
Things you need more of: Washington Nationals curly Ws (wins)
Things you need less of: Work ;)
VISIT HSMAI.ORG TO JOIN TODAY.
Expedia Media Solutions>Facebook FriendTrips Campaign
Client Team: Expedia Media Solutions
Program Partners>LAN Airlines, Tahiti Tourism, St. Vincent, Bermuda, Norwegian Cruises, The Villa Group,
Las Vegas CVA, Banff, Alberta, Korea Tourism Organization
BEST OF SHOW
SITUATION: In the spring of 2011, Expedia hosted a
record-breaking FriendTrips Game on Facebook and
invited its travel partners to join the promotion. The
program, which ran from March 15-April 29, sent groups
of friends on amazing trips to destinations around the
world. To enter, users became the pilot of a virtual plane
and added their friends to any of the participating destinations
in the program.
OBJECTIVES: The campaign was designed to increase
Expedia’s consumer-facing presence on Facebook and
bring value to Expedia’s partners through cooperation.
STRATEGY: Travel is inherently social, so the goal was
to tap into the very nature of how we as humans like to
share. People are excited about posting photos of their
travels because it is content they want to share. With that
in mind, Expedia set out to create content that Facebook
users would be proud to post and publish on their own
wall, as well as their friends’ walls. It was important to
create images and texts that would instigate viral sharing
and a positive sentiment. With customized trips that applied
to a wide variety of interests, Expedia was able to
leverage Facebook users to spread its message, which is
ultimately the most effective way to use Facebook.
TACTICS: Expedia Media Solutions, the media division
of Expedia, Inc., is continually exploring innovative ways
to drive awareness for its travel brand
partners, and FriendTrips offered a
compelling opportunity for brands to
leverage social media in their marketing
efforts. It worked with nine partnering
travel brands to sponsor the campaign,
and while Expedia did the heavy lifting
— concept development, creative,
implementation and promotion — the
brands were able to ride the tailwind of
the campaign with a minimal commitment
of resources or promotional
dollars. The campaign showcased destination
marketing organization partners
through dedicated pages, prominent
featured placements on Expedia’s Facebook
site, incentives and assets.
To execute and promote the campaign, Expedia
implemented a multi-million dollar media plan that
included social media engagement, a satellite press tour,
online advertising and email marketing components. This
was the strategy used to get in front of the Facebook
audience the campaign was targeting.
A multi-channel marketing campaign of paid, owned
and earned media that leveraged the full Facebook
marketing platform supported the sweepstakes. Expedia
integrated PR, print advertising, celebrity endorsement,
email marketing, promotion on Expedia’s and its partners’
websites and social outreach. A robust mix of Facebook
advertising using sponsored stories, marketplace and
premium ads was instrumental to the campaign’s success.
Expedia discovered that Facebook users are more than
twice as likely to participate if the prizes are significant
and as a result, the cost-per-fan was reduced by over
400% during the campaign, ultimately showing the value
of “going big.”
RESULTS: With over $1 million in prizes, the campaign
became the biggest sweepstakes in Facebook history.
Within just six weeks, Expedia expanded its fan base
from 130,000 to over one million, and the hundreds of
thousands of fans added during the campaign continue to
engage with the brand on Facebook.
On average, destinations with prize values over
$100,000 had 2.5 times the number of page views (and
The campaign was designed to increase Expedia’s consumer-facing presence
on Facebook and bring value to its partners through cooperation.
14 HSMAI ADRIANAWARDS COMPETITION
more than double the exposure) than destinations
with prize values under $100,000, saw twice as many
Facebook friends invited to participate, and had a
higher level of engagement. Destinations with prize
values of more than $100,000 saw an average of
95,000 page views, 130,000 Facebook users invited to
the destination, and 11,500 stories and photos uploaded
about their destination. Brands with prizes under
$100,000 had 27,000 page views, 44,500 Facebook
users invited to their destination, and 4,500 stories and
photos uploaded about their destination.
FriendTrips offered destination and travel brands an
opportunity to participate in a widely successful social
media marketing campaign that they may not have
had the time or resources to leverage, illustrating that
partnership and cooperation drove success for all.
Within just six weeks, Expedia expanded its fan base from 130,000
to over one million.
HSMAI ADRIANAWARDS COMPETITION 15
Best Western International>‘Be A Travel Hero’
Client Team: Best Western International>Karmela Gaffney director of marketing & ecommerce
Agency Teams: Ideas Collide>Matthew Clyde president & chief strategist;
Initiative>Dave Rosner executive vice president, director of digital & innovations; Gotham>Nick Johnson president;
Allison+Partners>Meghan Lee account director
SITUATION: In spring 2012, Best Western® set out
to emotionally connect with business travelers and be
an innovator in the social media space by breaking new
ground and delivering integrated reservation and reward
tools within Facebook — a first for a national hotel
chain. Knowing business travelers would be seeing similar
“buy/get” offers, Best Western wanted to reward them
with something more than just a free hotel room they
would receive from a standard loyalty offer.
To address this need, Best Western developed “Be a
Travel Hero,” a campaign that let guests see themselves
less as business travelers and more as travel heroes. Instead
of going on the road for just another business trip, Best
Western’s Travel Hero was working toward a free vacation
for their friends or family while also receiving the
opportunity to win their dream trip and other travel
• Drive acquisition, activation and revenue to Best
Western hotels and Rewards program.
• Build social engagement and outperform the previous
year’s spring promotion in revenue by adding a unique,
social media layer to the campaign.
• Prove that social media can be a business driver in the
STRATEGY: The campaign addressed sentiment that
extended beyond earning just a free night for family. It
helped business travelers turn feelings of guilt into a sense
of earning by providing the opportunity to win a dream
vacation to give back to those who mattered most to
them — their family and friends. In doing so, Best Western
redefined the term “road warrior,” as they created a
“hero” in business travelers working to earn quality time
and a free trip with their family and friends. Leveraging
an aggressive media plan and integrating owned channels
from email to individual hotel Facebook pages, the
campaign delivered an integrated message at all points of
digital contact with the target customer.
TACTICS: Be a Travel Hero offered weekly prizes and
a grand prize trip. A custom built Facebook application
was designed to be accessible and easy to use. In less than
three clicks, users could select a dream destination, name
the trip and share it with their Facebook friends who
were invited to join the virtual trip. With each dream
vacation, participants could enter their Rewards number
or enroll within the Facebook application.
RESULTS: Be a Travel Hero has been Best Western’s
most successful social media campaign to date, and is one
of the most successful promotions in the history of the
brand. The campaign yielded:
• 20 percent year-over-year revenue increase in reservations
over the previous year’s promotion, surpassing all
projections and generating as much revenue as the two
previous spring promotions combined.
• 283,617 “likes” were generated (a 250% increase) in
just 9 weeks, making Best Western one of the most
popular international hotel brands on Facebook.
• Social media brand engagement increased over 1,200
• Over 400 million impressions in media, shares and PR
• 13,852 unique trips were created via the travel planning
app on Facebook by over 8,611 different customers.
• It became the first global hotel brand to build the
capability for consumers to book reservations and sign
up for rewards seamlessly through Facebook.
Best Western redefined the term ‘road warrior,’ and created a ‘hero’ in business
travelers working to earn quality time and a free trip with their family.
16 HSMAI ADRIANAWARDS COMPETITION
Denihan Hospitality Group/Affinia Hotels>Affinia Hotels Partners
with Boo, The World’s Cutest Dog
Client Team: Denihan Hospitality Group/Affinia Hotels>Chrissy Denihan chief comfort officer, affinia hotels
Agency Team: Quinn & Co. Public Relations>Florence Quinn president; Katie Coleman vice president;
Christina Khoury senior account executive
SITUATION: Affinia Hotels, a super pet-friendly hotel
brand with properties in NYC and D.C., already had the
distinction of having one hotel as an official host hotel of
the Westminster Kennel Club Dog Show and another as
the number one pet-hotel on TripAdvisor two years in a
row. Now it wanted to share its dog-loving culture with
• Increase awareness of Affinia’s pet-loving status with
• Drive engagement and positive sentiment about Affinia
• Increase awareness that Affinia is pet-friendly.
• Accomplish the above on a bite-size budget.
STRATEGY: With no budget for a big contest or
campaign, the big idea was to find and engage with the
biggest influencer among dog lovers on Facebook.
TACTICS: After thorough research, they found Boo, the
World’s Cutest Dog, with more than 4.6 million Facebook
“likes” and a highly engaged audience. Boo was
courted by engaging with his Facebook page. When Boo
posted about a trip to NYC, they replied to his post, inviting
him to stay at Affinia to indulge in its services and
amenities. Affinia followed up aggressively and didn’t give
up until Boo said yes. And so they arranged a three-night
stay for Boo at Affinia Gardens. The takeaway would be
that Affinia Hotels is so pet-friendly and cool that even
Boo, a worldwide celebrity and the most popular dog on
the planet, chose to stay at Affinia.
In exchange for the accommodations, Affinia:
• Teased Boo’s arrival by sharing a photo from his
Facebook page on Affinia’s page.
• Provided Boo with an Affinia-branded bandana to be
worn with the brand’s Chief Comfort Officer and a
bellman during a photo shoot in multiple locations on
• Created a photo album of Boo’s stay on Affinia’s page.
• Boo agreed to promote Affinia by
posting about his stay and linking
back to Affinia on Facebook.
RESULTS: With out-of-pocket expenses less than
$1,000, the message of Affinia as a dog-friendly hotel:
• Reached 4.6 million Facebook users when Boo
posted about his stay.
• Engaged with 23,000 people from Affinia’s page.
• Engagement produced 58,025 likes, 4,856 shares and
• 383 stories were created about Affinia’s photo album.
• 7,450 people saw one of Affinia’s posts from a story
published by a friend.
• 8.67% virality. (It is rare for an Affinia Facebook post
to have more than 5% virality.)
A sampling of the “wooftastic” comments:
• Would so love to snuggle with Boo when I visit
Affinia Manhattan… can you keep him please
• Affinia Manhattan here we come!
• Dog Friendly (dog app): Check out Boo’s pawesome
adventures at the very Dog-friendly Affinia Hotels!
• I didn’t know you were a pet friendly hotel. Awesome!
With no budget for a big contest, the big idea was to find and engage
with the biggest influencer among dog lovers on Facebook.
HSMAI ADRIANAWARDS COMPETITION 17
D I G I TA L M A R K E T I N G
IHG>Priority Club® Rewards Summer Campaign — Mobile
Client Team: IHG>Lisa West manager mobile marketing; Darin Wonn manager, mobile products;
Brandi Conteh amer campaign manager
Agency Team: Vert Mobile
SITUATION: IHG’s (InterContinental Hotels Group)
Priority Club® Rewards (PCR) provides opportunities
for members to earn extra points for their stays. The 2012
Summer Campaign stretched over all IHG hotel brands,
offering up to 1,000 additional points per night plus
250 per stay when booked through IHG owned media
properties for PCR members.
OBJECTIVES: Apply mobile strategies through owned,
earned and paid media to:
• Drive sales and participation in the June-August
• Target and engage the mobile PCR members and
• Drive mobile web traffic and app downloads of all
PCR mobile application.
• Drive “Book Direct” bonus messaging encouraging
booking direct on owned media properties.
STRATEGY: Members registered for the promotion
across web and mobile using their member number/PIN,
and new guests were able to join the PCR program to
become eligible. Once registered, every eligible booking
and stay earned reward points for future use throughout
the summer at IHG brand properties around the globe.
TACTICS: IHG evaluated past quarterly PCR campaigns
and the impacts of mobile. In past years, mobile was the
fourth largest registration and revenue channel. This was
purely organic outside of an in-hotel POP placed in
public areas. It took a mostly retention-based campaign
and applied more of an acquisition-based tactic and a
more aggressive approach utilizing mobile as a major
promotional vehicle focused on owned media, paid
media and earned media.
Campaign execution: To reach both existing and
potential members, a variety of IHG®-owned mobile
media placements were used, including:
• Mobile merchandising across all owned IHG brand
and PCR mobile sites.
• Mobile PCR apps merchandising with iPhone ® operating
system Facebook ® integration to increase “likes”
and register at once, with a social extension to share
and download the Priority Club app.
• PCR app push notifications.
• In-hotel room key card inserts at all U.S., Canada and
Latin America hotel properties using SMS and QR
codes as the call to action.
Paid mobile media efforts included highly targeted and
location-aware paid media vehicles, including:
• A mobile campaign landing page that showcased the
benefits of a PCR membership.
• Hyper-targeted mobile rich media and static display
banners across several mobile ad networks.
• Claimed all 4,500+ venues on Foursquare ® , with
action-triggered replies across Twitter upon “check-in”
to IHG properties.
• Geo-targeted mobile video placements at the San
Francisco airports Wi-Fi network.
• An interactive mobile “askvertising” network with
Qriously®. Users took a quick poll to vote on their
favorite rewards program perk (bonus points, miles
or free nights), then received an ad to enroll in the
Across the entire campaign, registrations on
mobile devices accounted for more than 95,000 users or
15 percent of all program participation. This boosted mobile
to IHG’s second largest channel, behind email and
ahead of web, phone, social media and in-hotel channels.
The campaign generated more than 60 million impressions
and 288,000 clicks in key U.S. & Canadian markets.
From keycard inserts alone (U.S.), IHG received 49,000
QR code scans and more than 15,000 SMS registrations.
Facebook integration efforts resulted in nearly 9,000
Facebook “shares” (people having a message posted to
their friends and followers to encourage them to enroll in
the promotion), along with a link to download the PCR
app. This exponentially increased app downloads and
mobile web traffic. And a custom creative mobile landing
page had more than 100,000 visits during the campaign
period. Revenue exceeded a 3:1 ROI.
The campaign boosted mobile to IHG’s second largest channel, behind
email and ahead of web, phone, social media and in-hotel channels.
18 HSMAI ADRIANAWARDS COMPETITION
D I G I TA L M A R K E T I N G
Marriott International’s Renaissance Hotels>‘Live Life to Discover’
Client Team: Marriott International’s Renaissance Hotels
Agency Team: Anomaly
SITUATION: As the original lifestyle brand of the Marriott
International portfolio, for years Renaissance Hotels had
suffered from inconsistent brand presentation, low levels of
brand awareness (3% top-of-mind awareness) and varying
levels of brand perception. Three years ago, under a new
management team, the brand set about on a journey to relaunch
the brand. For an international chain of 155 hotels in
35 countries and across five continents, the brand re-launch
was a pivotal moment.
OBJECTIVES: Drive brand awareness and consideration
by inspiring and provoking active, shareable discoveries.
Leverage key brand pillars of the on-property experience
(the way in which the hotel is presented), RNavigator (the
brand’s concierge service) and R Life (the brand’s publishing
platform) as key proof-points to believe in the brand.
STRATEGY: Where is it written business travel shouldn’t
be an inspiring, eye-opening getaway you just happen to
bring your briefcase along to? Why should honeymooners
and blissfully unplugged people on vacation be the only
ones with giant smiles wandering the lobbies? Since you
spend your life working you should discover the world as
you go. When you check into a Renaissance hotel — in any
part of the world — you should be greeted by a world of
amenities and local inspiration. Admire the handcrafted gold
leaf that adorns the ceiling of the Renaissance St. Pancras.
Have the best dim sum breakfast in Shanghai without leaving
your hotel. Go window shopping in Beijing in a market
that doesn’t even have windows.
TACTICS: Renhotels.com was designed to inspire business
travelers to go out and discover something new, wherever
in the world they may be. It displays over 8,000 provocative
discoveries, brought to you by the Renaissance Navigators
and a host of inspiring third party content providers
(Thrillist and The New Yorker, amongst others). Most of the
travel writing available on the web doesn’t work for business
travelers; the recommendations take too long to read and
feel too long to share. So content was developed ensuring
that the information is uniquely useful and in a signature
tone of voice. All content is available on desktop, tablet and
mobile through responsive design, a category first.
RESULTS: While the journey is still at an early stage, the
early signs are extremely positive. According to the Hall &
Partners Spring 2012 Marriott Advertising Tracker, there has
been a 31% lift in consideration (from 26% to 34% top two
box score) and a 50% lift in advocacy (from 40% to 60% top
two box score). Since the site launched in April 2012, there
have been over 250,000 visits to the site and over 40,000
Renhotels.com was designed to inspire business travelers to go out and
discover something new, wherever in the world they may be.
HSMAI ADRIANAWARDS COMPETITION 19
Mohegan Sun>Shine 360º
Client Team: Mohegan Sun>George Galinsky vice president of marketing & communications
Agency Teams: People Ideas and Culture>Domenico Vitale chief creative officer;
Doug Raboy chief creative officer; Profero>Sam Barr account/production lead
SITUATION: With over 30,000 visitors a day to Mohegan
Sun, how can you activate them to generate communication
from the inside out? How could you get them to
share their experience, and in so doing, effectively turn
them into active media?
Turning to social media, they created Shine 360º, a
one-of-a-kind digital installation on the property which
would allow customers to share their Mohegan Sun
experience with the outside world.
OBJECTIVES: Generate social activity and buzz around
the brand from the inside out by creating brand advocates
from the thousands of guests who walk through
Mohegan Sun’s doors each day. They would be used to
reach new potential guests via “word of mouse” recommendations.
STRATEGY: Many traditional campaigns focus on
messaging that pushes in to the website or the property
doors. Mohegan Sun looked to create a campaign that
took the millions of shining moments happening there
each day and pushed them back out via social networks
and email. They harnessed the power of Mohegan Sun’s
most important media channel (visitors) to amplify the
brand message through social media and PR. Through
this effort, they were able to build Mohegan Sun’s social
presence and create conversation around the brand, encouraging
sharing and engagement. It is the first installation
to use this type of technology for a brand-sponsored
social media campaign.
TACTICS: Shine 360º was born out of two key insights.
They knew that visitors to Mohegan Sun were true
loyalists. Secondly, the huge growth of social media and
its ability to deliver earned media impressions allowed
them to communicate the Mohegan Sun experience
way beyond the reaches of each single visitor. Shine 360º
took those insights and combined them in a new and
A permanent fixture, Shine 360° is a 24-foot diameter
circular structure that was erected in the middle of Mohegan
Sun’s Casino of the Sky, adjacent to a high-traffic
entrance of the 10,000-seat Mohegan Sun Arena. The
patented technology has been seen at celebrity events
with the E! Hollywood Glam Cam, but was never before
made available as a permanent phygital installation for
free public use.
RESULTS: The majority of users valued the content and
felt it worthy of sharing: 2,960 Shine 360° videos were
made in the first 4 months post launch; 74% of those
(2,203) were shared on Facebook, resulting in:
• 6,559 story clicks (297% feedback rate)
• 2,130 story “likes” (96% feedback rate)
• 1,194 story comments (54% feedback rate) for a total
of 286% feedback rate per video shared and 445,467
story impressions. Prorated over the course of the year,
that equates to over 1.78 million impressions. Shine
360° has also generated significant online activity
beyond Facebook, demonstrated by the high search
results and blog mentions. In the first months since
launch, there were 16.1 million search results and over
44,000 blog mentions.
Turning to social media, Shine 360º is a digital installation that allows
customers to share their Mohegan Sun experience with the outside world.
20 HSMAI ADRIANAWARDS COMPETITION
Newfoundland & Labrador Tourism>Out of Office
Client Team: Newfoundland & Labrador Tourism>Carmela Murphy director of marketing;
Andrea Peddle manager of advertising & communications; Denise Seach advertising officer
Agency Team: Target>Jessica Penney art director; Graham North writer; Matt Tucker digital lead
SITUATION: In Newfoundland and Labrador (NL),
there’s no such thing as an accidental tourist. Confronted
by real and perceptual barriers of travel distance, time and
cost, it takes a determined effort to visit the most easterly
point in North America. The greatest opportunity to differentiate
from competitors lies in the “creativity” brand
positioning and personality.
The target audience do not see themselves as tourists,
but as sophisticated and experienced travelers seeking
unusual places and experiences off the beaten path. They
are curious people more interested in the unexpected
and authentic than in contrived, commercial tourist
OBJECTIVES: Canada scored a travel deficit of $16.3
billion in 2011, which reflected less disposable income
for the target to spend traveling to NL. Core business
objectives were to increase non-resident visitation and
non-resident tourism expenditures. Communication
objectives were to increase interest in NL as a travel destination
and create a desire to visit NL by evoking a rich,
emotional response — a rewarding and magnetic feeling
about this amazing place.
STRATEGY: Who doesn’t love the satisfying feeling of
setting your out of office message? It’s a chance to finally
cut ties and escape stress and responsibility. This universal
truth was the inspiration for the concept.
TACTICS: Newspapers provided support for TV in key
markets, addressing travel barriers and further romanticizing
the stories being told. Door hanger inserts appeared
as free standing inserts (FSI) in national newspapers that
could be used to playfully tell co-workers that you were
going way, way out of the office. They were delivered
near peak travel season, and exclusively partnering with
WestJet, highlighted a promotional offer to NL.
The FSI invited Canadians to escape to NL, showcasing
why this destination is the perfect haven from
the concrete jungle and the daily grind. The first insert
focused on NL’s 29,000 kilometers of coastline and more
than 200 breathtaking hiking trails; the second described
the change of pace that travelers find there. Creative
messaging also tackled perceived travel barriers of going
to NL, reminding the audience that “perspective is closer
than you think.” Only three hours from Toronto, travelers
are quickly absorbed into the province’s relaxing pace of
life. The FSI used a fully integrated approach including
traditional printed pieces and the development of a custom
Facebook application. Upon receiving the printed
inserts, the target was directed to Facebook where they
could use the app to make their own out of office message
and enter to win a pair of return flights to NL.
RESULTS: The FSI campaign was instrumental in
delivering business results for NL. Promotional codes
from WestJet, offering the audience a 10% reduction in
fare price to NL, were used to bring nearly 200 visitors
to NL. On Facebook, the audience
was highly engaged, generating
7,000 out of office messages, of
which 85% were original creations.
Geographically, the key market of
Ontario ranked first, creating 40%
of messages. Facebook “likes” also
increased by 4% during the month
of the promotion.
Who doesn’t love the satisfying feeling of setting your out of office
message? This universal truth was the inspiration for the concept.
HSMAI ADRIANAWARDS COMPETITION 21
The Ritz-Carlton Resorts of Naples>Facebook Page
Client Team: The Ritz-Carlton Resorts of Naples>Bruce Seigel director of sales & marketing;
Samantha Aberle ecommerce marketing manager
Agency Team: Pandemic Labs>Matt Peters creative director; Greg Shumchenia account manager
SITUATION: The Ritz-Carlton Resorts of Naples appeals
to today’s sophisticated traveler. One of the leading
luxury resorts in Florida, the goal was to continue and
build on the 25-year legacy of the resorts and connect
with current and potential guests through a social platform,
Facebook. The Facebook page was used as an online
space where guests gain knowledge, expertise from
resort “experts,” experience events and resort happenings
in “real-time,” engage with a community of other
affluent travelers, and help The Ritz-Carlton Resorts of
Naples learn more about them as guests.
• To propel awareness and affinity of both Ritz-Carlton
resorts in Naples (The Ritz-Carlton, Naples and The
Ritz-Carlton Golf Resort, Naples), build engagement
with targeted markets, increase customer retentions,
humanize the brand/resorts and define the experience
with guests through a social marketing platform.
• Increase the number of relevant fans, increase daily
active users, improve average interactions per post,
provide a personalized experience for fans, integrate
Facebook (FB) with existing in-house Customer
Relationship Management system and guest services
department and increase organic reach of page.
STRATEGY: Key messaging was aligned with The Ritz-
Carlton brand’s “Let Us Stay With You®” marketing
platform. Primary focus was to broaden connections with
guests/Facebook fans and create memorable personal
experiences that “stay” with the guest long after checkout.
The Ritz-Carlton Resorts of Naples Facebook page
is differentiated in the marketplace by connecting the
online social world with the on-property experience for
current, future and potential resort guests.
• Gather and record guest/fan preferences from interactions
on their FB page. Preferences are noted and then
recognized upon guest’s arrival.
• To help bridge the offline/online gap, FB fans are recognized
upon arrival at the resorts with a personalized
FB amenity and welcome card.
• Content is focused on providing fans with original,
real-time photos from the resorts’ biggest draws: beach,
pool, spa, golf, dining, etc., in a format that encourages
• Host live Q&A sessions with resort experts each
month on FB to further engagement, make resorts
more approachable and bring hotel experts’ knowledge
• Fan acquisition is accomplished through FB advertising
to target demographics, organic growth, and
promoting FB in all print and digital marketing.
• Facebook.com, one of the top 10 referring sites to
The Ritz-Carlton Resorts of Naples website, delivered
room revenue in 2011 and provided 5 wedding/catering
business leads in July 2012 alone.
• Awarded the inaugural “SMITTY” (Social Media in
Travel & Tourism) award by Travel + Leisure magazine
for “Best Use of a Social Platform — Individual Property
in North America.”
• Awarded the inaugural “SoHo” (Social Hotel) award
by Hotels magazine for “Best Facebook Page — Individual
• Live Q&A sessions provided a 168% average increase
in interactions on the day they run.
• Real-time photos of the beach and sunsets provide a
389% average increase above other post interactions.
• From Q1 2011 to Q1 2012, daily fan growth rate
increased by 201%; the amount of daily engaged users
quadrupled and average daily organic impressions
increased by 178%.
The focus was to broaden connections with guests/Facebook fans and
create memorable experiences that stay with the guest long after check-out.
22 HSMAI ADRIANAWARDS COMPETITION
Tourism Vancouver>Visit Vancouver iPad App
Client Team: Tourism Vancouver>Darren Johner manager, digital marketing
Agency Team: smashLAB Inc.>Eric Karjaluoto creative director; Eric Shelkie technical director
SITUATION: As a destination marketing organization
(DMO), Tourism Vancouver works to enhance awareness
and visitation. With the iPad continuing to see strong
adoption rates, smashLAB was asked to build an app to
reach potential visitors in this growing market. It would
need to serve multiple functions, ranging from training,
to a sales tool, to a visitor guide. Consequently, the needs
of several audiences, including tourists, travel agents and
Tourism Vancouver’s internal staff, would need to be considered
in the design of its functionality and appearance.
OBJECTIVES: In addition to creating a tool that serves
many purposes, the goal was to enhance destination
awareness and visitation to Vancouver by building an app
that sets the bar for future DMO iPad apps. In addition
to being easy-to-use, it should delight users with distinctive
visuals and striking imagery, while remaining within
the acceptable file size limitations.
RESULTS: The Visit Vancouver app sets the bar for future
DMO iPad apps by being highly intuitive and visually
striking while supporting the distinct needs of each of its
audiences. Whether it’s leading a virtual tour of the city,
searching for restaurants by cuisine, perusing the online
magazine or bookmarking their favorite pages, users are
engaged with striking imagery and content that is easy
to scan. There’s also added value for Tourism Vancouver’s
members and other local businesses through integrated
booking links to their hotels and restaurants.
In its first three months, the app was downloaded by
some 9,000 users, and has received over half a million
page views. Analytics indicate that users appear to be
highly engaged, spending more than 30 minutes on the
app and viewing about 29 pages per visit on average. Additionally,
user reviews have been extremely positive thus
far, with comments on the app’s beauty, tasteful presentation,
relevant information and ease of use.
STRATEGY: The overarching message was that Vancouver
is a breathtaking city that offers a diverse range of experiences,
and is also safe and friendly. The many different
neighborhoods, settings, and activities were showcased
through content that was organized into easy-to-scan
groupings and supported with compelling imagery.
TACTICS: Research into current DMO iPad apps
revealed that few remarkable ones seemed to exist, and
most of those that did were text-heavy, poorly organized
or difficult to navigate. Also, travel-related apps appeared
to be more common for the iPhone. The Travel Vancouver
app was designed to be easy to use and feel immediately
intuitive and highly responsive.
Users are immersed in relevant and interesting content,
which automatically refreshes and updates itself when
online. The design and content was kept simple and clear
in order to address any varying language levels of its users.
Best practices were applied for iPad UX design and
crafted for a flexible UI/IA that would adapt to varying
content, to create a responsive and enjoyable user experience.
It also needed to be a useful tool for all audiences,
which was addressed through clear content categories,
allowing users to find the information they’re looking for
quickly and easily.
The Visit Vancouver app sets the bar for DMO apps by being highly intuitive
and visually striking while supporting the needs of each of its audiences.
HSMAI ADRIANAWARDS COMPETITION 23
Visit Orlando>VisitOrlando.com Re-Launch
Client Team: Visit Orlando>Danielle Courtenay chief marketing officer; Peter Cranis vice president of global
consumer marketing; Christopher Mattie director of web and application development; Sean Howells director, digital
Agency Team: Simpleview>Luke Johnson project manager; George Schaffer director of product management, cms
SITUATION: Visit Orlando felt their leisure travel
website needed new life. Users found the site difficult to
navigate and they were often unable to complete basic
tasks on the site. Satisfaction rates were trending downward
as a result and the SEO strategy for the site also
needed to be revisited. For a destination that was host to
more than 51 million visitors in 2010, having a best-inclass
website was a mandate.
• Create a site that delivered a great user experience
through exceptional design and content.
• Develop new information architecture that was more
intuitive, allowing users to find information with
• Reconstruct the site in a manner that allowed users to
complete tasks easier and faster.
STRATEGY: The VisitOrlando.com website would
convey the brand pillars of Orlando as a leisure destination:
magic, adventure, discovery, rejuvenation and
metropolitan excitement. Orlando should be showcased
as a vibrant, international and one-of-a-kind destination
where families, friends and couples would not just create
memories but deepen relationships.
website fails users; and you invest in actually solving
your problems. Because the project was grounded in and
refined through user feedback, problem areas were where
planning and design really moved the needle.
Online ticket sales increased by 50% year over year and
task completion increased from 58% to 74% overall since
launch. Visitor planning kit requests also rose by 51%
and e-newsletter subscriptions increased 36% (both year
over year). Additionally, Google traffic increased by 36%
over the prior year and organic traffic for the keyword
“Orlando” was up 57% year over year.
Since its launch in March 2011, the site was on pace to
generate $7 million in annual gross revenue through ad
sales ($1M), travel bookings ($1M) and ticket sales ($5M).
Projecting that level of revenue over the expected life
of this version of the site (three years) totals $21 million
for an ROI of 42:1. As for incremental visitor spending
in Orlando, roughly 15% of website visitors convert to
actual visits, yielding an average of $1,000 spending per
TACTICS: Usability testing on the previous website
showed that users found it hard to find information or
complete basic tasks. Users also said content was helpful
in choosing Orlando as a destination but not in trip planning.
These findings set the stage for extensive planning
that included carefully re-sequencing every “user task”
and reorganizing all content during a multi-day, hands-on
task force sorting process.
The new VisitOrlando.com focused on putting resources
at the fingertips of visitors, making it the single
best planning tool for anyone considering a trip to Orlando,
offering maps, itinerary tools, content for first-time
visitors and extensive information on attractions, hotels
and more. Beyond “planning,” the site also fulfills the
one-stop-shopping concept, offering not only hotel, air
and car booking but travel packages, discount cards and
tickets to the city’s most popular tourism attractions.
RESULTS: The story of the VisitOrlando.com redesign
is that when you combine research, group planning and
user testing, four things happen: you discover misconceptions
about your destination; you learn what your target
users really want; you identify specific points where your
The new website conveys Orlando’s brand pillars as a leisure destination:
magic, adventure, discovery, rejuvenation and metropolitan excitement.
24 HSMAI ADRIANAWARDS COMPETITION
2012 HSMAI Adrian Award Winners
Your creativity & innovation are the best in the industry. And
your outstanding efforts have resulted in substantial gains
on behalf of your customers. THAT’S the best reward of all.
We’re proud to join you in this shared honor
Best of Show
& Platinum Adrian Award
Social Media Campaign
Expedia Facebook FriendTrips Campaign
Bronze Adrian Award
Expedia Media Solutions
MGM Resorts International
Las Vegas Vacation Planner
Learn how to partner with Expedia Media Solutions to create successful,
award-winning campaigns for all members of the travel industry.
BEST OF SHOW
Denihan Hospitality Group/Affinia Hotels>Affinia Hotels Tender
Loving Comfort® Campaign
Client Team: Denihan Hospitality Group/Affinia Hotels>Chrissy Denihan chief comfort officer, affinia hotels
Agency Team: Quinn & Co. Public Relations>Florence Quinn president; Katie Coleman vice president
SITUATION: Affinia Hotels, a collection of six hotels
in New York City and Washington, D.C., has a brand
positioning of comfort, and for many years had been using
Comfort by Design. Leveraging that and taking it to
new heights, a new comfort platform, the Tender Loving
Comfort® (TLC) Movement, was created to redefine
and replace the old gold standard of service with what
• Refresh Affinia’s comfort positioning.
• Increase brand awareness.
• Differentiate Affinia from other hotels.
• Improve guest satisfaction.
RESULTS: Over 800 placements and 1.3 billion media
impressions valued at $2.5 million, including the cover
of USA Today, most popular story on USAToday.com,
Fox Business Live, Chicago Tribune, Forbes.com, WABC-
TV, and Travel + Leisure. Over 40 tweets on launch day,
including National Geographic Traveler, syndicated Eileen
Ogintz and Family Travel Forum.
TLC VIP booked $1.2 million, becoming Affinia’s
best-selling package to date. Affinia Hotels’ revenue has
increased 15% since TLC was implemented. Since TLC
launched, Affinia showed the largest gain of any brand to
become the 2011 winner of customer satisfaction among
upper upscale hotels, according to Market Metrix.
STRATEGY: To understand what comfort means to
consumers, two surveys were commissioned. According
to STUDYLOGIC’s survey of 1,000 PUBLIC Americans, RELATIONS 80%
would rather stay at a friendly mid-priced hotel than a
luxury hotel with mediocre service. According to PortiCo’s
in-person interviews with Affinia guests, they want
interactions to be warm and comfortable, not formal.
Other influencers were brands that excelled at service,
input from the author of “Brains on Fire,” which revealed
that people respond to movements, not programs, as well
as Best Buy’s Geek Squad and Zappos’ Jedi staff trainings.
To provide leadership, a Chief Comfort Officer
(CCO) position was created, appointing Chrissy Denihan,
granddaughter of the founder and a naturally warm
person. To provide comfort-focused service, TLC Trainings
were conducted. Body-language expert Patti Wood
taught the staff how to read body cues, and Dushan
Zaric, an acclaimed bartender trainer instructed them
how to be present with guests. And to bring TLC into
each hotel, a TLC crew of talented staff was developed.
To provide guests with comfort products, Comfort
Carts included items such as special pillows and tech gear
for guest testing. To deliver feel-good experiences, the
TLC Crew hosts Comfort Hours where guests mingle
and test items. And to promote the TLC movement, TLC
VIP package offered an upgrade, comfort cupcake, wine
and late checkout. Kick-off events were held in New
York and Washington, D.C.
The Tender Loving Comfort ® Movement (TLC) was created to redefine
and replace the old gold standard of service with what consumers want.
26 HSMAI ADRIANAWARDS COMPETITION
TLC VIP booked $1.2
million, becoming Affinia’s
best-selling package to date.
HSMAI ADRIANAWARDS COMPETITION 27
American Queen Steamboat Company>Launch
Client Team: American Queen Steamboat Company>Jeffrey D. Krida ceo; John Waggoner chairman;
Tim Rubacky senior vice president
Agency Team: Lou Hammond & Associates>Lou Hammond chairman/founder; Mike Hicks vice president
SITUATION: As the river cruise niche roared in Europe
fueled by retiring baby boomers, voyages on America’s
heartland waterways had been non-existent since 2008.
A grand re-launch of the American Queen steamboat to
usher in a new era of overnight cruising on the Mississippi,
Ohio and Tennessee Rivers was critical. With more
than 50 percent of Americans planning domestic travel
in 2012 and 42 percent of those travelers seeking cultural
heritage experiences, the market was ripe for a steamboat
With recent failed U.S.-flagged cruise projects and
a new-build armed competitor on the horizon, it was
important to develop confidence in this project and the
executive team behind it. The largest steamboat ever
built, the American Queen would offer an all-American
crew and the celebrated cuisine of culinary director Regina
Charboneau. The team sought to leverage its role in
a river renaissance by showcasing nostalgia, tradition and
positive economic impact.
• Showcase the vision of the American Queen Steamboat
Company to key stakeholders including consumers,
travel agents and the community.
• Generate a patriotic buzz around this start-up company
re-launching an iconic mode of travel.
• Reach cruisers seeking a truly all-American experience
celebrated by Mark Twain and others.
• Earned media value $14+ million; combined coverage
reach 333+ million; $20 million in bookings the first
120 days of business.
• Pre-launch exposure highlights: multiple stories in the
Commercial Appeal and Associated Press in addition to
AOL Jobs, Delta Sky and San Francisco Chronicle.
• Launch coverage included wire features through
Associated Press and McClatchy newspapers totaling
• New York Times travel section front-page feature:
$150,000 media value.
• Five-minute interview on CNN with Priscilla Presley:
$100,000 media value.
• USA Today travel section cover: $50,000 media value.
• American Way eight-page cover feature: $750,000 media
• Memphis television coverage on all network affiliates
with satellite generated hits in Orange County, Los
Angeles, San Diego, Houston, New Orleans, Kansas
City, Houston, Louisville, etc.
• Consumer and trade coverage included Miami Herald,
Chicago Tribune, Newsday, Seattle Times, Southern Living,
Travel Weekly, Travel Agent.
• Secured executive interviews building beat writer
• Planned and implemented cultural road show showcasing
American Queen to travel partners and media in
11 U.S. cities including New York, Chicago and Los
Angeles. Attended by 1800+ travel agents and 50+
outlets including the Wall Street Journal, San Francisco
Chronicle, Travel +Leisure and Food & Wine.
• Secured a desk-side with The New York Times travel
editor yielding an assignment for a staff writer and
• Promoted a Job Fair in Memphis, bringing 300+ new
jobs and an economic impact of $89 million to region.
• Hosted homeport newspaper Commercial Appeal for an
exclusive look into crew training.
• Secured a strategic alliance with Graceland leveraging
Priscilla Presley as Godmother.
• The Memphis christening ceremony and inaugural
season voyages hosted 60+ journalists including USA
Today, Condé Nast Traveler, American Way, Associated
Press, Chicago Tribune, Miami Herald, McClatchy newspapers,
Midwest Living and Foxnews.com.
Reach: 333+ Million
Ad Value: $14 Million
The team sought to leverage its role in a river renaissance by showcasing
nostalgia, tradition and positive economic impact.
28 HSMAI ADRIANAWARDS COMPETITION
The Beaches of Fort Myers & Sanibel>Seashell Hunters Paradise
Client Team: The Beaches of Fort Myers & Sanibel>Nancy Hamilton communications director, lee county vcb;
Tamara Pigott executive director, lee county vcb
Agency Team: MMGY Global PR> Chuck Mardiks managing director; Elisa Fershtadt senior vice president;
SuJin Oh media specialist
SITUATION: The Beaches of Fort Myers & Sanibel is
a warm weather destination offering more than a typical
sun and sea vacation. Its personality is quirky, fun
and relaxing, but it offers a serious and responsible side
as caretaker of its marine flora and fauna. Preservation
efforts and geography have allowed the destination’s Sanibel
Island to become known as the U.S. shelling capital.
More than 350 varieties of seashells wash up on shore
yearly. A “shell expert” from the Smithsonian Institution’s
National Museum of Natural History directs its Bailey
Matthews Shell Museum.
In 2012, Sanibel’s yearly Shell Fair marked its 75th
Anniversary. Named “Shellabration,” a series of events
was created to celebrate shelling’s importance. However,
there was low awareness of the destination and its unique
shelling offering. National media coverage would be
sought to build national awareness for the destination,
“Shellabration,” and its undisputed reputation as the U.S.
STRATEGY: Seek out the magazine-style CBS Sunday
Morning and reporter Bill Geist as the perfect outlet to
pitch shelling as an American summer pastime, the anniversary
event and local shelling personalities/experts.
RESULTS: CBS Sunday Morning aired a five-minute
segment on Sanibel as the “Shelling Mecca” in the U.S.
on Sunday, April 22, 2012 and Sunday, July 15, 2012.
Approximately 10 million viewers watched the segment
that had an advertising value of over $700,000 and ROI
The story portrayed the destination’s location;
promoted “Shellabration,” the 75th Anniversary of the
Shell Fair; visuals of the beach and ocean showcasing the
natural beauty and laid-back qualities of the destination;
as well as interviews with locals and extreme shellers.
• Position The Beaches of Fort Myers & Sanibel as the
“Shelling Mecca” of the U.S. using partners to differentiate
the destination from competitive sun and sand
• Build national awareness.
• Leverage signature destination events to generate
national media interest and coverage.
• Educate the target audience on the location of the
CBS Sunday Morning aired a five-minute segment on Sanibel as the
‘Shelling Mecca’ in the U.S., reaching approximately 10 million viewers.
HSMAI ADRIANAWARDS COMPETITION 29
Best Western International>USA Today ‘I Care Clean’ Placement
Client Team: Best Western International>Dorothy Dowling senior vice president, marketing & sales; Craig Smith
managing director, communications; Laura Cherry senior manager, public relations
Agency Team: Allison+Partners>Scott Allison ceo; Meghan Lee group account director; Marcus Gamo, group
SITUATION: “Hotel Germs Abound on TV Remote”…
“Bed Bugs Bite New York!” Rather than run
from headlines, Best Western International (BWI) tackled
the industry challenge head on. To take its commitment
to customer care and cleanliness to the next level, it
launched its new “I Care Clean” initiative in 2012.
The program takes a page from ultra-clean hospitals,
requiring all North American BWI Hotels to use innovative
new tools and technologies such as Ultra Violet
(UV) sterilization wands and UV inspection black lights
as part of their daily cleaning process in guest rooms and
common areas. This program is the first of its kind mandated
by any hotel brand, providing BWI with a unique
opportunity to promote this industry-leading program
and differentiate the brand from its competitors.
OBJECTIVES: Through the consumer introduction of
I Care Clean, BWI’s core objective was to stake its claim
to being the top midscale brand for hotel cleanliness.
Through a targeted media relations campaign to reach
consumers via USA Today, BWI’s additional core objectives
• Drive consumer awareness for the brand’s I Care
• Support the brand’s commitment to leading the industry
in customer care
• Drive business consideration for BWI hotels across
• Position BWI as the only mid-scale hotel brand going
above and beyond customer expectations for cleanliness.
BWI leveraged its relationship with reporter Barbara
DeLollis to meet with BWI CEO David Kong at the
ALIS hotel conference, where Kong exclusively shared
initial research and success metrics. De Lollis was then
provided the technology used by BWI staff to clean
rooms, B-roll and an exclusive conversation with BWI
executive Ron Pohl.
• The print version of USA Today reached more than
1.8 million readers.
• The average length of stay increased to 2.3 days vs. 1.6
• Guest satisfaction scores at properties trained to use
the new I Care Clean tools increased substantially, including
a 13.3 percent increase in “overall experience,”
a 12 percent increase in “cleanliness of room,” and a
12.4 percent jump in “intent to recommend.”
• A 15.1% increase in net room nights the week of May
27, and an additional 10.9% the week after.
• The print story spurred more than 380 broadcast stories
including CNN, LIVE! With Kelly, The New York
Times and more.
STRATEGY: BWI partnered with design firm IDEO
whose research identified a lack of consumer confidence
in cleanliness in midscale hotels. Additional research by
Booz & Company showed a clean hotel had become the
top guest priority surpassing customer service. On any
given night, more than 300,000 guests sleep at a BWI
hotel, providing the brand with a large pool of consumers
to share news about its I Care Clean program.
Through a strong placement, BWI sought to reach:
• Road-warrior business travelers, as more than 90% of
all guests arrive at a BWI hotel by car.
• Gen X and Gen Y leisure travelers.
• Families who are concerned about the cleanliness of
their hotel room and value the brand’s amenities.
• Other travel and media influencers.
Through the consumer introduction of ‘I Care Clean,’ BWI’s core objective
was to stake its claim to being the top midscale brand for hotel cleanliness.
30 HSMAI ADRIANAWARDS COMPETITION
Downsize Fitness>Downsizing the Obesity Epidemic
Agency Team: Zapwater Communications>Deanne Karen account supervisor; Stephanie Reay publicist
SITUATION: As a new gym in Chicago, Downsize Fitness
sought to increase awareness of its unique offerings
and differentiate itself in the cluttered fitness marketplace.
It would fill a void in the marketplace for overweight
individuals looking for a comfortable environment that
allows them to succeed in their weight loss endeavors.
The motivation for owner, Francis Wisniewski, to
open the gym was personal, as he was formerly obese
and lost 60 pounds. To achieve that, Wisniewski hired a
personal trainer to visit his home and provide fitness and
nutrition counseling since he did not feel comfortable
joining a gym as a “big” person. Realizing that not everyone
can afford this luxury, he conceptualized Downsize
Fitness, a gym where overweight individuals can pay an
affordable monthly fee to exercise in an intimate environment
and receive fitness and nutritional counseling
OBJECTIVES: Increase awareness to its target audience
• Conducting extensive media relations to reach local
• Communicating the key message that Downsize
Fitness is a gym that creates a comfortable setting
for overweight individuals while also providing all
resources needed to lose weight.
• Positioning the owner as a real life success story to appeal
to potential members looking to make a lifestyle
RESULTS: A two-page cover story in the Chicago Tribune
on Dec. 31, 2011 featured the owner’s own weight loss
experience and how it motivated him to open the gym
and its unique approach to weight loss; the new weight
loss challenge that Downsize Fitness was launching
in January 2012; and a client’s testimonial and photos.
Through the media exposure, the article received over
5,144,909 impressions. The Chicago Tribune tweeted a link
to the article reaching 72,197 followers.
The article was syndicated in over 120 different outlets
including the Los Angeles Times, Baltimore Sun, Chicago
RedEye, and The Huffington Post. The story was picked
up by national CBS news as well as a mention on The
Doctors, a nationally syndicated show. The overall value
from the article was over $1.3 million.
In terms of memberships:
• More than 40 people inquired about joining the
Chicago gym within 24 hours.
• The Chicago gym was at nearly full capacity five
weeks after the article ran.
• Consumers who viewed the article in different markets
have inquired about a Downsize Fitness opening
in their market.
December 30, 2011
STRATEGY: The target audiences who would be potential
members were identified as 50 lbs+ overweight and/
or obese individuals who were looking to lose weight
but feel intimidated in a traditional gym setting. Media
relations outreach announced the opening of the gym,
explaining the unique niche it fills in the market. It was
decided that mainstream news media should be targeted
and that the best vehicle was a feature in the Chicago
Tribune, the city’s largest daily newspaper.
Health and fitness editor, Julie Deardorff, was approached
to tour the new gym space and learn about its
concept from the owner. That was timed for December,
conducive to New Year’s weight loss stories. She
interviewed the owner and top Chicago trainer, as well as
Downsize’s first client who provided her insight into her
experience and success at the gym.
More than 40 people inquired about joining the gym within 24 hours;
it was at nearly full capacity five weeks after the article ran.
HSMAI ADRIANAWARDS COMPETITION 31
EL AL ISRAEL
El Al Israel Airlines>Wall Street Journal ‘Taking A Bite Out of Purim’
Client Team: El Al Israel Airlines>Danny Saadon vice president/general manager, north & central america;
Sheryl Stein manager, advertising and public relations
Agency Team: Quinn & Co. Public Relations> Florence Quinn president; Katie Coleman vice president
SITUATION: EL AL Israel Airlines wanted to increase
its awareness among a national and affluent demographic,
while maintaining its position as the first entrance point
• Communicate that EL AL, an airline known for its
high level of security, can also be light-hearted.
• Secure national coverage read by a broader and affluent
consumer travel audience.
• Position EL AL as an active member of the New York
City Jewish community.
RESULTS: Ralph Gardner of the Wall Street Journal
attended and wrote up the contest in a feature story.
“Taking a Bite Out of Purim” ran in print and online
(circulation: 2,096,169/UVM: 7,526,220) on Monday,
March 12. Gardner communicated the message that EL
AL was connecting in a fun, out-of-the-box way. Two
color photos ran: one depicting the professional eater,
Will “The Champ” Millender, and the other showcasing
the hamantaschen. The ad equivalency was $272,946.70.
STRATEGY: There was an opportunity to combine a
Jewish cultural pastime with competitive eating, a mainstream
American spectator event, by holding the firstever
national hamantaschen (a triangle-shaped cookie)
eating contest in honor of the Jewish holiday Purim.
A professional competitive eating organization, All Pro
Eating Promotions, was retained to run it and nationally
recognized professional-eater Will “The Champ” Millender
was brought in to serve as entertainment, a news
hook and the focal point for the contest. The four-time
and current New York stinky cheese eating champion
competed against the contest participants. Competitors
had six minutes to consume as many hamantaschen
as possible for the chance to win a flight to Tel Aviv.
The championship resulted in the first ever National
Hamanstaschen Eating Record, which was set by Will
“The Champ” Millender for 25 hamantaschen. The food
was provided by Borenstein Caterers, Inc., the company
that provides freshly prepared meals for all EL AL flights
departing JFK and Newark.
A strategic timeline was developed to ensure that all
logistics, preparation and media outreach were on track
and a press release was distributed including details of
the championship, rules and instructions for entering the
contest, and revealing the professional eater to the public.
The Wall Street Journal was targeted to reach a broader
consumer as well as the NYC Jewish community. Looking
outside the travel pages of the Wall Street Journal for
coverage, Ralph Gardner was pitched for his popular
feature, Urban Gardner.
To create awareness, a Jewish cultural pastime was combined with a mainstream
American spectator event with the first-ever national hamantaschen eating contest.
32 HSMAI ADRIANAWARDS COMPETITION
Hawaii Visitors & Convention Bureau>Hawaii’s Culinary Evolution
Client Team: Hawaii Visitors & Convention Bureau>Jay Talwar senior vice president of marketing;
Darlene Morikawa director of pr/communications
Agency Team: McNeil Wilson Communications>Nathan Kam vice president; Rebecca Pang account supervisor
SITUATION: The joke used to be “the best food served
in Hawaii was on the plane ride over.” That hit a nerve
with 12 Hawaii Regional Cuisine (HRC) chefs in 1991
who made it their mission to change that by utilizing
fresh, local ingredients and a fusion of influences from
east and west. HRC was the buzz for over a decade,
but began to fade as top food and travel editors across
the nation believed there was nothing new or exciting
happening in Hawaii’s food scene. While partly true, a
big shift occurred in 2010 as a new generation of chefs
sought to move beyond HRC and redefine the culinary
scene. New eateries fueled the excitement, along with a
renewed commitment to working with local suppliers to
serve cuisine honoring the ethnic diversity of Hawaii. In
2011, the Hawaii Visitors & Convention Bureau (HVCB)
and its PR agency used the opportunity to enhance its
messaging to communicate the culinary evolution taking
place in Hawaii.
• Print: Travel + Leisure: “Hawaii’s Next Wave,” communicated
the essence of Hawaii’s evolving food scene
with observations like: “Suddenly, out of the blue,
Hawaii is one of the most exciting places to eat in the
• Online: TravelandLeisure.com: “New Hawaiian Food
Revolution” (print version ran online).
• Additional online: Stories appeared on Mr. Lindberg’s
“Carry On” blog: - Hawaii, You Had Me At Aloha
- Hawaii’s Artisanal Cocktails - Farm-to-Table, Hawaiian
• Social Media: Travel + Leisure Facebook chat with
Lindberg where he talked about his Hawaii experience.
• Radio: National talk show The Splendid Table interviewed
Lindberg about developments in Hawaii’s food
OBJECTIVES: Reach influential media in North
America and position Hawaii as a serious culinary
• Changing the narrative on the Hawaiian Islands and
Hawaii food scene by generating prominent story
placements in the most influential national travel and
• Educating media on the concept of Aloha ‘Aina (a
respect for the land) and how Hawaii’s “sense of place”
— history, values and principals beyond the restaurant
— plays a strong role in the culinary experience.
• Exciting travelers visiting the Hawaiian Islands about
new and delicious culinary experiences awaiting them
through editorial, social media and word-of-mouth.
STRATEGY: The inaugural Hawaii Food & Wine Festival
was held on Oahu Sept. to Oct. 1, 2011. With Food &
Wine involved, the focus was on getting a culinary feature
placed in American Express Publications’ Travel + Leisure.
Jay Talwar, HVCB’s senior vice president of marketing,
met with Chris Quinlan, Food & Wine’s deputy editor, at
the festival and talked about Hawaii’s culinary evolution.
Quinlan recommended to Travel + Leisure research editor
Mario Mercado that Hawaii deserved consideration in
its May 2012 food issue. That led to editor-at-large Peter
Jon Lindberg being assigned the piece.
For his visit to Oahu and Hawaii Island, Lindberg was
provided contacts for chefs, restaurants, farms, ranches and
farmers markets, and the agency coordinated many of the
experiences featured in the story.
‘Hawaii’s Next Wave,’ communicated the essence of Hawaii’s evolving
HSMAI ADRIANAWARDS COMPETITION 33
Hilton Hotels & Resorts>Travel + Leisure Feature
Client Team: Hilton Hotels & Resorts>John Forrest Ales senior director, global brand public relations,
Murphy O’Brien Public Relations>Allyson Rener president; Lucy Zepp senior vice president
SITUATION: From its start as the first coast-to-coast
hotel chain in the U.S. to more recently becoming the
first major hotelier to surpass 50,000 fans on Facebook,
Hilton Hotels & Resorts has a proud 93-year history.
Although the name is iconic and synonymous with “hotel,”
research revealed that the flagship brand of Hilton
Worldwide needed to strengthen its identity among
consumers. Hilton must continue to evolve and innovate
across hospitality touch points ranging from design,
technology and wellness to food & beverage, products
and services. The Hilton brand underwent a year-long
process in which it analyzed every aspect of its business,
followed by the development and implementation of several
key innovations aimed at clearly defining the brand
and ensuring long-term relevance among contemporary
OBJECTIVES: Establish Hilton Hotels & Resorts as a
brand with a strong sense of style, focus on innovation,
and as an expert in service and product quality. The aim
was to clearly define the brand as a hospitality leader.
The key message intended for this piece was to showcase
Hilton Hotels & Resorts as a brand rich in history with
an energized focus on continued innovation.
STRATEGY: Media strategies were developed around
new innovations and staggered consumer-facing unveilings
to generate ongoing buzz. A feature story in a
consumer publication would offer a comprehensive
narrative highlighting the brand as a stylish, forwardthinking
industry leader. Travel + Leisure was identified as
the target publication to reach sophisticated, well-traveled
Hilton conducted extensive qualitative and quantitative
market research in 78 countries that touched all of its
key constituencies. That insight shaped the development
and implementation of the strategic innovations and
media hooks that helped shape a feature story, such as:
• Peter Thomas Roth, global brand of exclusive upscale
bath amenities in guest rooms.
• eforea: spa at Hilton, first global branded spa concept
created by Hilton.
• Hilton Huanying, authentic offering of hotel amenities
and services to welcome Chinese guests abroad.
• Hilton Lobby, relevant, engaging and unexpected environment
centered around comfort, food and connection.
• Hilton Resorts, position Hilton as the expert on
resorts in the mind of the consumer.
RESULTS: The three-page feature story, titled “Reinventing
the Hilton hotel,” positioned Hilton as a pioneer
for nearly a century and also highlighted the brand’s
approach to remaining relevant for contemporary travelers.
This coverage differentiates Hilton Hotels & Resorts,
as multi-page features on a stand-alone brand are not
commonly placed within the pages of Travel + Leisure.
For a brand widely known as a popular choice for business
travelers to be featured in the coveted pages of a
consumer travel publication geared towards savvy leisure
travelers was an achievement.
• Attention to the new line of products, “whose sleek,
minimalist packaging echoes the modern lines mandated
by the new Hilton design standards.”
• Inclusion of the new spa concept and robust development
• Emphasis on the lobby at Hilton McLean Tysons Corner
as raising the industry standard and serving as the
model from which Hilton lobbies around the world
will draw inspiration.
• The brand’s commitment to distinctly reflecting the
destinations and cultures of its properties through
• Closing sentiment: “The latest approach seems to be
revitalizing Conrad Hilton’s legacy for a new generation
• This three-page story has an advertising equivalency of
Hilton Hotels & Resorts was positioned as a brand with a strong sense of
style, focus on innovation, and as an expert in service and product quality.
34 HSMAI ADRIANAWARDS COMPETITION
Offer valid between January 23, 2012 and February 7, 2012 at participating Hilton Huanying properties. Bonus
Points do not count toward elite tier qualification. Please allow up to six weeks for Bonus Points to appear in your
Hilton HHonors® account. Hilton HHonors® membership, earning of Points & Miles TM and redemption of points
are subject to Hilton HHonors® Terms and Conditions.
Hilton Hotels & Resorts>Hilton Huanying
Client Team: Hilton Hotels & Resorts>John Forrest Ales senior director, global brand public relations;
Rachel Bornak manager, global brand public relations
Agency Teams: Murphy O’Brien Public Relations>Kimi Ozawa vice president;
Christie Stewart account supervisor; Mitchell Communications Group>Shea Davis vice president;
Covalent Logic>Stafford Kendall business ambassador
SITUATION: Over the past decade, the number of
Chinese citizens traveling abroad has grown from virtually
zero to 55 million. Hilton saw a business opportunity
to grow its presence, revenue and favorability among
Chinese travelers by providing hotel amenities and
services important to the Chinese traveler. Hilton Hotels
& Resorts launched Hilton Huanying (“welcome” in
Chinese), providing an authentic welcome for Chinese
guests at major market properties around the world. Individual
guests, tour operators and travel agents can book
participating properties with confidence, knowing the
hotels offer detailed amenities and services at the front
desk, in the guest room and at breakfast.
Hilton Huanying revolves around an arrival experience
with a front desk team member fluent in Chinese;
the guest room experience featuring tea kettles, Chinese
teas, slippers and a TV channel dedicated to Chinese programming;
and breakfast featuring traditional foods such
as congee, fried rice, noodles and dim sum.
OBJECTIVES: Position itself as the leading international
hotel brand for Chinese travelers. It focused on five
• Generate broad media coverage to insert Hilton into
the high volume discussion about China’s rise in
• Showcase a commitment to the China market, specifically
outbound Chinese travelers.
• Increase brand awareness and guest loyalty among
• Garner increased media attention to reach those who
have an invested interest in the brand, including current
and potential owners and Chinese government
• Further position Hilton as the global leader in catering
to the various cultures of the world.
STRATEGY: Hilton conducted interviews with Chinese
clients, tour operators and Hilton team members to identify
program elements and set service standards. Execution
• San Francisco and China launches with media, agents
and government officials including Chinese-American
Mayor Ed Lee and Chinese Deputy Consul General Yi
• Activated a Chinese version of the Hilton Global
• Commissioned University of London’s School of
Oriental and African Studies to write “How the Rise
of Chinese Tourism will Change the Face of the European
• Celebrated Chinese New Year with program additions,
a promotion and event in Washington, D.C. with an
authentic Chinese dragon.
• Unveiled “water dragon” slippers, exclusively designed
by Chinese fashion designer Vivienne Tam for the
• Launched brand channel on Sina Weibo, China’s leading
• Q1-Q2 bookings by Chinese guests increased 129%
at participating hotels over the same time last year.
Enrollment within China in the Hilton HHonors
program has increased 81%.
• Momentum encouraged others to offer the program,
increasing more than 30% to 69 properties in 23
countries since launch among all of Hilton Worldwide’s
• Chinese officials cited the program as the reason
China’s future president, Xi Jinping, chose Hilton
Istanbul for a state visit in early 2012.
• Key global media coverage spread awareness of the
brand and program with more than 500 stories
published reaching more than 655 million people and
garnering nearly 200 media requests.
• A limited supply of Vivienne Tam slippers on HiltontoHome.com,
the brand’s retail site, sold out in less
than 24 hours after the global launch announcement.
The Vivienne Tam partnership grew the brand’s Weibo
presence approximately 67% to 1,444 page fans since
the promotion’s announcement.
CELEBRATING THE YEAR OF THE DRAGON
We wish you all the best this year as we welcome the Year
of the Dragon. To celebrate this special time, we are giving
you 1,000 bonus Hilton HHonors® points. If you are already
a member, please provide your name and nine-digit Hilton
HHonors® number below and give it to a front desk team
member during your stay. If you are not currently a Hilton
HHonors® member, we invite you to complete the enclosed
enrollment information and leave it with one of our front desk
team members before you depart.
HAPPY NEW YEAR!
Hilton HHonors® #:
Hilton saw an opportunity to grow its revenue and favorability among
Chinese travelers by providing amenities and services important to them.
HSMAI ADRIANAWARDS COMPETITION 35
I LOVE NEW
Empire State Development, New York State’s Division of Tourism,
I LOVE NEW YORK>The New York Times ‘Next Stop, Modern Presidency’
Client Team: Empire State Development, New York State’s Division of Tourism, I LOVE NEW YORK>
Harvey Cohen senior vice president, empire state development; Mary Miller managing director of tourism, empire state
development; Khorshid Rahmaninejad director of marketing & public relations, empire state development
Agency Team: M. Silver Associates>Morris Silver ceo; Linda Ayares senior vice president;
Melanie Klausner account supervisor
SITUATION: New York State’s historic and cultural attractions
are important components in branding the state
as a historic destination with a major role in this country’s
history. The state has a wealth of colonial villages,
canal towns, covered bridges, battlefields, grand estates,
humble homesteads, halls of fame, presidential sites and
many other landmarks, museums and historic sites.
A key endeavor was to target top-tier publications
with travel and cultural journalists to showcase New
York State’s unique historic and educational experiences.
One program that exemplifies these experiences is the
new Roosevelt Ride in Poughkeepsie. The National Park
Service operates the free daily “Roosevelt Ride” shuttle
bus service from Poughkeepsie Metro-North Station and
takes visitors to their choice of Roosevelt sites and the
Vanderbilt Mansion in Hyde Park.
• Target discerning travelers/readers who are interested
in historic and cultural trips.
• Highlight New York State’s top historical attractions.
• Emphasize New York State’s strong year-round historical
and cultural sites and events.
• Interest was secured from The New York Times’ culture
critic-at-large to experience the Roosevelt Ride with
his photographer for a feature in the publication’s
“Weekend Arts” section. The agency arranged a special
itinerary for the journalist to review the exhibitions
in the individual locations in order to provide him
with full access and a well-rounded understanding of
the program. He was also given additional details and
helped to gain “insider knowledge” of the Roosevelt
RESULTS: The trip resulted in a full page spread in The
New York Times’ arts section featuring images and a detailed
description of the experience. The piece provided a
platform for people to become aware of the new service
as it was just being launched and encouraged travelers to
experience the Roosevelt Ride themselves. The coverage
increased awareness and emphasized New York State’s
reputation as a historic destination. The ad value for the
article was $538,722.
• The agency helped Dutchess County Tourism arrange
a group press trip for media to experience the service
before it opened to the public; the most influential
journalists were invited on the press trip.
Top-tier publications with travel and cultural journalists were targeted to
showcase New York State’s unique historic and educational experiences.
36 HSMAI ADRIANAWARDS COMPETITION
Omni Bedford Springs Resort>Martha Stewart Living Feature
Client Team: Omni Bedford Springs Resort>Scott Stuckey general manager (former); S. Lee Bowden general
Agency Team: Hawkins International Public Relations>Jennifer Hawkins president; Emily Easter account
director; Michelle Munick account director; Laura Lopez account executive
SITUATION: The Omni Bedford Springs Resort’s target
audience includes couples, families, spa-goers and weekend
getaway travelers both nationally and in the mid-
Atlantic region. Due to recent research citing women
as primary travel decision-makers and the draw of the
Springs Eternal Spa, affluent women were identified as
a key market. As a result, women’s lifestyle magazines
such as Martha Stewart Living were specifically identified
among primary target media for the resort.
OBJECTIVES: Mount a comprehensive public relations
campaign that would result in securing high-level media
to visit the resort first-hand.
STRATEGY: Among the journalists pitched was Yolanda
Edwards, a former travel editor for a high-end national
family magazine, who was freelancing at the time. As a
result of the pitch, a stay was arranged at the resort for
her and her family in 2009. In early 2011, she was named
editor-at-large for Martha Stewart Living, tasked with
producing travel features, a relatively new venture for the
magazine. The agency provided story angle ideas to her,
and as a result, she visited again in April. In June, Edwards
along with a photographer and photo assistant returned
for a three-day photo shoot. Interviews were arranged
with both the general manager and the resort’s historian.
In addition, an exclusive offer for Martha Stewart Living
readers was incorporated into the piece.
The primary messages conveyed to both the journalist
and photographer during their visits included:
• The Omni Bedford Springs respects the history of the
resort by incorporating original design details and furniture,
such as displaying James Buchanan’s desk, guest
books from the 1800s in the lobby, as well as photographs
from the resort’s heyday throughout, while also
adding modern amenities, such as Springs Eternal Spa.
• The destination of Bedford Springs offers several
historical sites for travelers.
• The resort is an ideal destination for couples and families,
as it provides a serene, relaxing and educational
setting for a getaway.
RESULTS: In the November 2011 issue of Martha
Stewart Living, the Omni Bedford Springs appeared in an
eight-page feature travel story, reaching more than 2 million
readers nationwide. It was the first resort to receive
such extensive coverage in the magazine. Several photos
of both the resort and the destination were included, as
well as quotes from local historian William Defibaugh.
The exclusive offer mentioned in the article resulted
in additional revenue of $8,400 for the resort (this only
counts those guests who redeemed the offer when
booking). The resort continues to receive inquiries and
comments from guests and prospective guests specifically
mentioning the Martha Stewart Living piece, and the
resort’s sales and marketing team utilizes the article as a
compelling sales tool.
The Omni Bedford Springs appeared in an 8-page story in Martha Stewart
Living, the first resort to receive such extensive coverage in the magazine.
HSMAI ADRIANAWARDS COMPETITION 37
Red Roof Inn>Rediscover America, Summer 2012
Client Team: Red Roof Inn>Marina MacDonald senior vice president, sales & marketing
Agency Team: Hill + Knowlton Strategies>Cori Rice president
SITUATION: Red Roof Inn, known for being a
forward-thinking brand that engages its audience with
intuitively designed rooms and offerings to make guests
feel at home (free breakfast, newspapers at your door,
etc.), wanted to create excitement around the popularity
of summer travel in the U.S.
• Create an imaginative and useful press kit that connects
with media and promotes Red Roof in the
minds of summer travelers in the U.S.
• Highlight Red Roof’s offering of a Summer Coupon
Book at all properties nationwide, which gives guests
even more savings at participating restaurants and
STRATEGY: A vivid print press kit was created that
highlighted the concept of “Rediscovering America” —
vacationing in the U.S. and driving to your destination.
It included tips for summer travel savings, mobile apps to
help travelers on the road and a list of American historical
monuments to visit while vacationing at specific Red
Roof properties. The key message intended for the press
kit was to communicate that Red Roof is the ultimate
authority in value and summer travel savings — the first
choice for consumers looking for an affordable summer
vacation while actually putting cash back in their pockets.
This primary message was supported by the Red Roof
Summer Coupon Book, and additional tips for saving
on summer travel, including using one’s smartphone to
locate the best gas prices and driving to vacation spots,
rather than flying.
National, regional and local newspapers in markets
within driving distance of Red Roof locations, as well
as popular online sites known for posting travel deals,
were approached to reach their audience. A target list
was compiled of 200 media in markets with the highest
concentration of Red Roof Inn properties.
The information included four fact sheets that
included relevant, valuable tips on how to save on summer
travel and other fun summer info and tips. Upon
completion of the press kit, the agency mailed hand written
notes to top-tier media in 200 markets and followed
up with media after the mailing to secure placements.
RESULTS: The effectiveness of the press kit was measured
by the creative design, which resonated with the
client, media and consumers. Success was measured by
the high number of media impressions and media value
in target markets that contained a high concentration of
Red Roof properties.
Distribution of the release over BusinessWire penetrated
some 380 media outlets including the Los Angeles
Times, Montreal Gazette, Orlando Sentinel, South-Florida
Sun-Sentinel, St. Louis Post Dispatch, Columbus Dispatch,
Calgary Herald, ABC Online, Boston Globe, CBS Moneywatch,
Daily Herald, Dallas Morning News, Houston
Chronicle, San Jose Mercury News, Yahoo! Finance among
To date, the news regarding Red Roof’s Summer
Coupon Book garnered more than 227.5 million impressions
with a media value of over $451,000.
The Red Roof Building • 605 South Front Street Columbus, Oh 43215 • P 614.744.2600
A press kit was created that highlighted the concept of ‘Rediscovering
America’ — vacationing in the U.S. and driving to your destination.
38 HSMAI ADRIANAWARDS COMPETITION
Restaurant Kelly Liken>Food & Wine ‘A Cowboy Cookout
at 10,000 Feet’
Client Team: Restaurant Kelly Liken>Kelly Liken owner/chef
Agency Team: Wagstaff Worldwide>Vanessa Kanegai vice president
SITUATION: Restaurant Kelly Liken is the go-to fine
dining destination owned by Kelly Liken, one of the nation’s
leading female chefs who features straight-forward
American cuisine with a Rocky Mountain flair as well
as hand-crafted seasonal cocktails. Located in Vail, CO, it
attracts locals as well as epicureans and the well-traveled
from throughout the country and the world. In addition
to the cuisine, Liken’s commitment to sourcing local,
sustainable food has established her as a leader in the
• Secure feature editorial coverage on chef/owner, Kelly
Liken, and Restaurant Kelly Liken in national food
publications such as Food & Wine.
• Promote Kelly Liken as the visionary and culinary
talent behind Restaurant Kelly Liken, highlighting her
dedication to using local, seasonal ingredients, her relationships
with the local farmers and people who make
up the quintessential Rocky Mountain experience,
lobbying for a best chef award, and inclusion in restaurant
issues of national magazines and other awards and
• Promote the lifestyle of the Rocky Mountain region
as well as Kelly Liken’s talents and interests outside of
the kitchen together with Colorado outfitter Bearcat
• Promote Kelly Liken’s cooking philosophy as showcased
in an equine and culinary outdoor adventure
translating the fine dining experience and high-quality
flavors and ingredients she is known for at her restaurant.
• Identify opportunities for Kelly Liken to participate in
national culinary events to gain exposure for Restaurant
Kelly Liken and her culinary talents.
• “The Cowboy Cookout at 10,000 Feet” was featured
in the Food & Wine August 2012 issue, with 12 pages
of images and text on the Vail to Aspen trek and
• Total reach: circulation of 925,000 in the U.S.
• Advertising equivalency: $948,150.
• Print coverage: A 12-page entertaining and recipe
spread and photo gallery on the Food & Wine iPad app.
The feature positioned the restaurant as a must visit
destination dining experience.
• Online: The Food & Wine website reached approximately
694,273 unique views during the month the
issue was on newsstands.
• National exposure for Kelly Liken resulted in partnerships
opportunities, event appearances and drove
customers through the doors. The agency further
leveraged the article by hosting a re-created “Cowboy
Cookout” at Restaurant Kelly Liken during the
month the issue was on newsstands so that locals and
visitors who were not able to attend the trek could
experience the meal firsthand.
The agency researched notable food issues of national
publications that would reach the broadest audience of
food lovers. A pitch was sent to former senior editor Jen
Murphy, at Food & Wine that focused on Kelly’s Vail to
Aspen equine and culinary trek with Colorado outfitter
Bearcat Stables. Upon acceptance, follow-up included
arrangements for the assigned writer, photo shoot, styling,
recipes and recipe testing.
National exposure for Kelly Liken resulted in partnerships opportunities,
event appearances and drove customers through the doors.
HSMAI ADRIANAWARDS COMPETITION 39
Royal Caribbean International>‘The Sea is Calling’ Global Brand
Client Team: Royal Caribbean International>Tracy Quan director brand communications;
Lyan Sierra-Caro senior account executive, brand communications; Harry Liu Manager, brand communications
Agency Team: Weber Shandwick>Alice Diaz executive vice president; Erin Burden senior vice president;
Ellen Wilson group manager
SITUATION: In December 2011, Royal Caribbean
International launched a new global brand campaign that
tapped into consumers’ emotional connection with the
very core of the cruise line’s offering — sailing on the
high seas. In a nod to the omnipresence of cellphones,
the campaign utilized playful imagery of a “Shellphone,”
a conch shell used as a phone, whereby those who
answered had a direct line to “the sea,” and who were
encouraged to come visit “her.” The final takeaway was
for people to enjoy all that a Royal Caribbean cruise
vacation could offer by illustrating its decree: “The Sea is
Calling. Answer it Royally.”
OBJECTIVES: To support and amplify the launch of the
new global campaign in an impactful and engaging way
while also helping to overcome consumer misconceptions
STRATEGY: The campaign message tapped into the
sea’s powerful, emotional force to challenge old perceptions
and reframe the context of cruising for consumers
who don’t understand what a Royal Caribbean cruise
vacation offers. “The Sea is Calling” was a global-scale
campaign intended to resonate with people no matter
where they lived, what language they spoke, or whether
or not they’ve cruised before. Royal Caribbean wanted
vacationers everywhere to know that its distinctive and
innovative ships, personal service and breadth of destination
experiences was how they “Answer it Royally.”
• Introducing the campaign via a New York Times exclusive
with advertising reporter, Stuart Elliott.
• The same day, news of the Shellphone and its “Sea G”
network (a spoof of 3G) were introduced on technology
website Gizmodo as a fake news story which
parodied the leak of the latest iPhone. The sponsored
content, authored by the PR team, included a second
post on Dec. 19 to inform consumers of the Shellphone’s
• A paid media integration with Jimmy Kimmel Live
was also incorporated into the launch period in which
Jimmy received a phone call from “the sea” on-air via
• Royal Caribbean brought the cruise vacation experience
to commuters aboard the Times Square shuttle
in New York via subway cars wrapped to look like
Royal ships and entertainment from the cruise line
during the morning commute. The experience was
completed with a flash mob of “vacationers” talking
• The campaign launch garnered more than 30 media
placements with an estimated audience reach of 20
• The New York Times exclusive alone reached an audience
of 15.2 million, while sponsored content with
Gizmodo and Jimmy Kimmel Live garnered an audience
of 2.9 million and 1.7 million, respectively. The
Kimmel segment cost $60,000 and had a publicity
value of $399,490.
• An in-depth interview on the campaign with Royal
Caribbean’s senior vice president of marketing resulted
in coverage in the “CMO Network” section of
Forbes.com as well as an exclusive with industry trade
• Feature coverage also appeared in Royal Caribbean’s
“hometown” daily newspapers: The Miami Herald and
South Florida Sun-Sentinel.
• The subway shuttle wrap and flash mob also generated
significant social media buzz and excitement from
consumers and media alike including a tweet touting
the effort from Condé Nast Traveler, the world’s authority
‘The Sea is Calling’ resonated with people no matter where they lived,
what language they spoke, or whether they’ve cruised before.
40 HSMAI ADRIANAWARDS COMPETITION
Simon Pearce Mill>Reopening of the Simon Pearce Mill
After Hurricane Irene Closure
Client Team: Simon Pearce Mill>Ross Evans director of marketing
Agency Team: Redpoint Marketing PR>Christina Miranda principal
SITUATION: The Simon Pearce Mill at Quechee is
among the top three tourist attractions in the state. It
welcomes 300,000+ visitors each year to its interactive
glassblowing facility, flagship retail store and Zagat-rated
destination restaurant. Hurricane Irene devastated The
Mill. Forced to close on the eve of foliage season, The
Mill was projected to take nine months to restore the
historic building and rebuild the glassblowing facility
from scratch. The Mill’s destruction quickly became the
favorite topic of post-crisis news media coverage.
Re-launch timing was a challenge: The Mill’s projected
reopening was long after Irene was off media radar,
and didn’t coincide with the inevitable August 2012
anniversary spotlight. The re-launch publicity would have
to stand on its own, with no “lift” from other post-Irene
recovery news. Because the glassblowing furnaces had
to be rebuilt from scratch by hand, there was no way to
know if May/June was a realistic projected opening date,
making advance PR risky.
RESULTS: The VPR interview was syndicated throughout
VT in print and online. AP picked up the interview,
garnering widespread online coverage leading up to the
June 2 opening date. The New York Times print exclusive
ran on May 27, and the Boston Globe feature from
writer Steve Jermanok’s sneak peek tour ran on June
3 as the cover story for the debut of the paper’s newly
revamped travel section.
The Weather Channel ran its segment six times, and
other broadcast coverage included key New England
stations WPTZ (NBC affiliate), NECN (New England
Cable News for the Boston area), and WCAX (VT’s state
TV network, also serving NH and northern NY).
Total media coverage just for the two-week period
exceeded 6 million print circulation, 5 million TV
viewership, and 100+ websites. The pre-launch PR
generated a packed house for the June 2 ribbon-cutting
and a syndicated Reuters story reported afterward on the
• Secure short-lead media coverage of the grand opening
in Vermont and key markets of NYC and Boston.
• Secure a national broadcast segment shot at The Mill
the week prior to opening.
• Secure an onsite interview at The Mill for Mr. Simon
Pearce with Vermont Public Radio (VPR), to feed
regional and national media sources.
STRATEGY: The key message was the debut of the fully
restored and reopened Mill, highlighting all the new
features and benefits. While select areas of The Mill were
reopened gradually during the nine-month period, for
maximum PR impact, they chose not to make news
out of these small wins, protecting the power of the announcement
to be made when the final, most important
portion of The Mill reopened in May/June 2012.
In March, two exclusives were secured: the grand
opening announcement in the New York Times and
an in-depth feature about the rebuilding in the Boston
Globe. In early May, once the June 2 opening date was
set and exclusives were not at risk, both VPR and The
Weather Channel were secured for interviews at The
Mill within the two weeks leading up to the opening.
A media alert invited all VT and regional New England
broadcast outlets to tour the facility within the three days
prior to opening.
The key message was the debut of the fully restored and reopened Mill,
highlighting all the new features and benefits.
HSMAI ADRIANAWARDS COMPETITION 41
American Express Loyalty Award
Earning and maintaining loyalty from customers is a fundamental building block of our business. Doing
that successfully means building a strong connection with customers. To identify the campaign that did
that successfully and excelled beyond all others, American Express evaluated entries in the loyalty category
based on the following criteria: clarity and simplicity of the entry; clarity of the outreach and the target
segments of the entry; creativity of the loyalty concept; and sustainability of the loyalty concept beyond
the duration of the advertised campaign.
Client: IHG >Enroll for Rewards, IHG Priority Club Rewards Summer
Mobile Campaign, Crack the Case
Client>IHG (InterContinental Hotel Group)
Enroll for Rewards: Continually add new members to
the Priority Club Rewards (PCR) loyalty program. The
front desk staff is continually educated about the program
and the importance of enrolling new members, making it
a way to keep PCR top of mind.
IHG Priority Club Rewards Summer Mobile Campaign:
Drive sales and participation in the Q2 promotion
during the June-August promotional period. Target and
engage the mobile Priority Club Rewards members and
non-Priority Club Rewards members. Drive mobile web
traffic and app downloads of all PCR mobile application.
Drive “Book Direct” bonus messaging encouraging
booking direct on owned media properties. Target media
efforts to key geographies in U.S., Canada and Latin
America with emphasis in specific key markets. Benchmark
key performance indicators for future mobile campaign
optimizations. Secure press coverage from utilizing
new innovative way of reaching mobile audiences.
Crack the Case: To turn the competitor‘s high value
loyalists into PCR‘s best customers, it needed to drive
them into the deepest level of engagement by putting
them through a “tour of duty.” Desired best customer
• Increasing spend with IHG
• More weekend leisure stays
• Trial of new brands or hotels.
Paid Media Buy Customized
(To be viewed on mobile at
• Unique landing pages for all 5 mobile media
channels were created to provide an
experience for both Priority Club Rewards
members and individuals that may not be
familiar with the program
• Creative highlights the 1,000 Points or 200
Miles promotion AND the bonus Book Direct
Enroll for Rewards: One of the original goals is for PCR
to remain the largest hotel loyalty program in the world,
which is the case each year. Annually, Enroll for Rewards
increases membership by approximately 5 million new
members. The Asian market has seen double digit increases
above last year’s enrollments due to testing a new
IHG Priority Club Rewards Summer Mobile Campaign:
Registrations for the PCR Summer campaign on mobile
devices accounted for over 95,000 users, or 15% of all
program participation, making it the 2nd largest channel
below email. The custom creative mobile landing pages
effectively communicated the promotional message and
the “book direct” incentive with over 100,000 visits during
the campaign period.
Crack the Case: 56% registered to participate, beating
the average 20% registration rate for a typical hurdle
campaign with similar tasks.
• $155M in revenue from those registered in the Crack
the Case promotion.
• $8.6M purely incremental revenue over and above the
influence of all other IHG promotions.
• 7.3% lift in room-nights resulted in over 83,600
• 94% lift in Saturday stays resulting in over 37,800
• 20% tried a different brand, 2x more than the
• 15% tried a different hotel, 4x more than the
• 39% completed the survey “lock,” versus the typical
8-18% completion average.
• 58% lift in e-mail opt-ins resulted in over 2,200
incremental guests opting in for emails.
• Current Priority Club Members have the option
to download the iOS app
• Non-Members are encouraged to enroll to take
advantage of the programs exclusive deals and
42 HSMAI ADRIANAWARDS COMPETITION
American Express honors the
enormous contributions of
marketing professionals to the
travel industry and
congratulates all winners of
the 2012 Adrian Awards.
© 2012 American Express Travel Related
Services Company, Inc.
HSMAI & NAT’L GEOGRAPHIC TRAVELER
National Geographic Traveler/HSMAI
Leader in Sustainable Tourism Award
Presented for the third year, this prestigious award recognizes a person, company or community for its
leadership and innovation in preserving and communicating an authentic sense of place through a wisely
managed tourism campaign. Nominees were judged for how their efforts preserve the environmental,
cultural and historic integrity of a destination, and how the program demonstrated leadership, innovation
and accomplished its goals.
PUNTACANA Resort & Club>The Dominican Republic
SITUATION: In 1969, Dominican businessman and hotelier
Frank R. Rainieri and Theodore W. Kheel, a prominent
New York attorney, conceptualized a resort and real
estate community that not only protects the country’s rich
culture and natural habitat of Punta Cana, but that embodies
the essence of their native treasures while offering a
world-class vacation experience.
OBJECTIVES: When the resort was founded, decisions
were made based on common sense, their resources and a
profound respect for the Dominican Republic, its people,
culture and natural resources. They are one of the original
leaders in establishing measureable, meaningful goals in
conservation, and have been doing it consistently ever
• One of its largest projects was taking a leadership role
in community health and education in the nearby
community of Veron, comprised largely of a working
class community holding jobs in the hotels or ancillary
development industries of Punta Cana. Just 15 years ago,
Veron had just over 100 homes. Today, the rapid growth
of jobs and economic opportunity has grown the population
to between 25,000-35,000. The resort reached
out to partners to form a multi-sector agreement to comanage
the Rural Clinic of Veron — the only primary
care health clinic within 50 miles of the Punta Cana
International Airport and the only service accessible to
the poorer communities in the area.
• In 2006, the resort initiated the most ambitious integrated
solid waste management program in the country,
which reduces to an absolute minimum waste sent to
the regional landfill and finds productive use for all
materials through recycling, composting and generation
of energy and fertilizers. The resort built the Punta
Cana recycling facility to segregate, compact and sell all
recyclable materials received in the Punta Cana International
Airport and the resort itself.
• In 2012, the resort launched a biomass project and installed
a boiler to heat the water of the resort’s industrial
• Their Ecological Foundation was founded in 1994 to
protect and restore the natural resources of the Punta
Cana region and contribute to the sustainable development
of the Dominican Republic. The Center for Sustainability
brings together academic experts to conduct
research and education programs related to the tourism
industry and design and implement solutions to the
environmental challenges the region faces. Among the
foundation’s ventures are:
• Initiatives are communicated through media coverage
and voluntourisum packages, and along with Columbia
University and the New York Times Foundation
a yearly “New York Times Foundation Institute on
Environment,” which brings journalists together with
researchers and scientists to learn about the world’s
most pressing environmental concerns.
• They bring together international leaders for the
“Biodiversity Conservation in Agriculture Symposium,”
and also sponsored the First Caribbean Conference
on Sustainable Tourism.
• When the resort first became involved in the Rural
Clinic of Veron, it was shut down. Now it receives
80-100 patients a day (over 35,000 to date). The clinic
has participated in the “Clinton Global Initiative” and
has also been involved in promoting preventative best
practices in hygiene and health in the community. Over
the past few years, the partnership has provided financial
and in-kind resources valued at approximately $200,000
to improve conditions at the clinic, providing a vastly
increased quality of medical care to the underserved
residents of Veron.
• Thanks to the solid waste management initiative of the
Ecological Foundation, the average monthly cost of
waste hauling has been reduced from $17,000 for all of
the resort to $4,000.
• PUNTACANA Resort & Club made an initial investment
of over $2.5 million into the biomass project, and
the resort’s current savings on fuel is 65%.
• For their solid waste management program, the Foundation
has held several national conferences on waste
management in the Dominican
Republic, two in
Punta Cana and one in the
capital of Santo Domingo.
• The resort was also the
first hotel in the region to
construct a water treatment
facility when it was introduced
• Through outreach to the
community that surrounds
the resort, the Foundation is
able to teach these practices
to the people in the area,
ultimately affecting the lives
of those who live and work
on the property as well
as those who live in the
Photo credit: PUNTACANA Resort & Club.
44 HSMAI ADRIANAWARDS COMPETITION
National Geographic Traveler
congratulates the winners of the
LEADER IN SUSTAINABLE TOURISM AWARD.
We salute your commitment to sustainable tourism—a commitment that we share, support, and communicate
every day through our magazine, books, website, geotourism maps, apps, and other resources. Like each of you,
we know that preservation and conservation are vital to making sure amazing places endure and flourish
for generations of travelers yet to come.
We are pleased to have worked with HSMAI on this distinctive award and
thank all of the entrants for their participation this past year.
The World is Your Oyster Award
Oyster.com, “the Hotel Tell-All,” prides itself on showing travelers the full picture. Created to provide a resource
for travelers to know what they’re getting when they book a hotel and to take the guesswork out of
hotel research, its mission is to deliver unbiased, expert information about hotels and make it easy to discover
the perfect destination. With that, the debut “World is your Oyster” award recognizes the marketing
program that best utilizes rich media to inspire travelers with authentic depictions of their unique beauty,
personality, style or culture. Entrants were judged on the visual representation communicated through the
Homewood Suites>‘Be at Home’ Campaign
SITUATION: Extended stay, residential-style hotels were
created to meet the needs of business travelers working
on the road for longer periods of time. As more of these
hotels entered the market, they became undifferentiated
in offerings and style. Homewood Suites saw this as an
opportunity to distinguish the brand through a higher
level of amenities and a positioning of doing everything
possible to help guests to “Be at Home” while on the
While the competition talked only about comfort and
productivity, Homewood Suites went further to understand
the needs of the longer-term traveler who wants
the convenience and familiarity of home. Those needs
were met with extra amenities, including fully stocked
kitchens with full-sized refrigerators, breakfast served
daily, free dinner and drinks almost every weeknight and
free Internet access.
OBJECTIVES: Building off of positive 2011 market
share gains, the campaign looked to generate greater
awareness of the Homewood Suites product offering
and drive bookings and revenue. With demand for hotel
rooms increasing and supply remaining flat, the opportunity
was to show the value associated with staying at an
upscale all-suite hotel where meals and recreation are just
part of what’s included free. Accomplishing that would
mean bringing life to their unique culture, personalized
service and differentiating amenities in an emotionally
compelling, but human and relatable way.
STRATEGY: Traveling for business usually takes people
away from what matters most to them — home. That
emotion is captured in the first line of the TV spot: “This
is not my home. There, I said it.” There’s no replacement
for home, but Homewood Suites believes that all the
little things they provide add up to a real difference. The
“Be at Home” campaign highlighted this deeper understanding
of longer-term travelers and presented a unique
value proposition in an interesting and engaging way.
TATICS: Based on the insight gained from research,
three campaigns were presented to focus groups of loyal
guests to understand how those business and leisure
travelers perceive Homewood Suites and interact with
the brand. Feedback on the creative revealed that the Be
at Home TV campaign aligned most with their Homewood
experience and reinforces the reasons they choose
Homewood Suites was positioned as the hotel where
you feel as comfortable and as much at home as possible
while on the road, with that showcased in the media
executions: full-sized fridge, sports court, pool, workout
room, free breakfast, dinner, drinks and extra space.
Guests are seen in real-life moments, enjoying what the
hotel provides, from relaxed
to fun to thoughtful
to invigorating. The campaign
end line sums it up:
“We think life on the road
should be more about life
and less about the road.” Home
The media buy was
also leveraged to include
integrated content: Food with Homewood Suites
Network vignette and
RESULTS: The TV, print
and digital campaign ran
from March to August
2012. Revenue per
Available Suite (RevPAS)
increased nearly 7% from
2011 due to both occupancy
and rate. Customer
Satisfaction (SALT) levels
remains near 70% favorable
(top 2 positive indicators
on scale from 1-10).
Extended stay occupancy
is nearly 50% of total
occupied rooms. Market
share as measured by STR
has grown from 123 (2011
year end) to 126 (through
July 2012). Hall & Partners
research showed a lift
in aided/unaided brand
awareness from 19% in Q2
2011 to 24% in Q2 2012.
Easy Asian Pork Chops
At Homewood Suites by Hilton, guests
can be at home. With a fully equipped
kitchen and a full-size fridge, you don’t
have to put your regular diet on hold
just because you are on the road.
Homewood will even do your grocery
shopping. So what are you waiting for?
Plan your next trip and get cooking!
1 lb. thin, boneless pork chops
2 tsp. olive oil
½ cup chicken broth
½ cup sesame ginger salad dressing
¼ cup teriyaki sauce
Salt and pepper to taste
In large skillet, heat oil on medium.
Salt and pepper both sides of pork chops
and cook in oil for 3 to 4 minutes per side
(or until golden). Remove chops from
skillet. Add chicken broth, salad dressing
and teriyaki sauce to skillet. Mix well.
Place pork chops back in the skillet and
cook each side for about 2½ minutes.
Remove pork chops from skillet and serve
immediately. Discard liquid.
46 HSMAI ADRIANAWARDS COMPETITION
YOU CAN’T RETURN
A BAD VACATION
We learned this the hard way.
Our solution? Oyster.com—
The Hotel Tell-All.
Our team of hotel investigators visits,
rates, reviews and photographs every
hotel on Oyster. Our expert reviews
cover every aspect of your hotel—your
uniqueness, your fine dining, your
fitness center, your minibar, etc.
10 million of your potential customers
check out hotels on Oyster because they
trust our expertise to research and find
the perfect hotel.
We’re a part of the Scripps Network –
home to the largest lifestyle brands in
the US: Travel Channel, Food Network
Oyster‘s readers will spend $4 billion
on hotels in 2013.
Is your hotel on Oyster? It’s simple. If
you’re not on Oyster when they are,
you’re missing out.
GET IN TOUCH WITH US. THEN GET
ON WITH YOUR EXPANSION PLANS.
Oyster.com salutes all the winners of the 2012 Adrian Awards and
the Oyster.com “World is Your Oyster” Award
TravelClick ® eMarketer of the Year
For 12 years, TravelClick has honored excellence in hospitality digital marketing with its eMarketer of the Year
Award. Recognizing the hotel that best demonstrates success in attracting and converting guests through
the web, contenders are evaluated on the strength of their web presence and booking performance driven
by world-class online marketing, including website design, search marketing, mobile marketing, emerging
channels and community development through social marketing. Applicants provide detailed data on their
emarketing strategies and campaigns, which are judged by an independent panel of digital marketing and
Best Western International
SITUATION: To support its newly rebranded properties
— BEST WESTERN®, BEST WESTERN PLUS®,
and BEST WESTERN PREMIER® — Best Western
International (BWI) integrated multiple digital
marketing platforms, launched a number of social,
mobile and online initiatives and also completely
re-launched its website and mobile site to drive
booking and brand engagement.
• Grow brand awareness and guest loyalty through
• Reach and convert consumers through a creative
combination of web, mobile, social and email marketing.
• Increase web traffic to grow direct web bookings.
• Drive incremental revenue by appealing to deal-seeking
guests with creative promotions.
STRATEGY: Best Western International (BWI) used
all the latest channels and technologies to transform
consumers into brand evangelists, and engagement
• They enhanced their customers’ booking experience
through a complete design and functionality refresh
of their website and mobile site which streamlined
booking steps incorporating reviews and trip planning
tools, plus a convenient way to manage Best Western
• BWI was the first major international chain to
allow travelers to book hotel rooms directly from
its Facebook page.
• They updated search marketing strategies to include
keyword brand terms with top destination markets
and used a combination of video and paid advertising
to educate consumers on the three brand types.
• The “Be a Travel Hero” campaign turned road
warriors into travel heroes. A custom Facebook
app let users select their ideal vacation destination
and invite Facebook friends to come along for a
chance to win their dream trip and other prizes.
• BWI was the first major international chain to enable
travelers to book hotel rooms directly from its Facebook
page, producing an increase in reservations in the first
few months, and it continues to drive nearly 10,000
unique visitors to bestwestern.com monthly. They
were also the first in their hotel category to reach
500,000 followers on Facebook.
• Best Western’s “Be a Travel Hero” campaign generated
a 20 percent increase in reservations revenue over the
previous year’s promotion, and more than 400 million
impressions in media shares and PR mentions.
• As a result of its integrated, digital marketing efforts,
BWI made it easy for guests to become brand
evangelists and to find and book reservations on a
myriad of online and social channels. Not only did
they utilize best ecommerce practices, but they took
an opportunistic approach to social media promotions
and other digital media campaigns, which has resulted
in significant growth of their overall online bookings.
48 HSMAI ADRIANAWARDS COMPETITION
For Hoteliers Across The Globe
TravelClick provides expert solutions
for hotels to optimize performance,
grow revenue, and create a stronger brand.
Our five lines of business work together to improve your performance.
Contact an industry expert today to find out how TravelClick can help you
increase bookings, revenues, and profits.
1 212 817 4800 | email@example.com | TravelClick.com
This is the quote size
© 2013 TravelClick. All rights reserved. TravelClick is a registered trademark of TravelClick Inc.
HSMAI ADRIANAWARDS COMPETITION 49
2012 HSMAI ADRIAN AWARDS
COMPETITION CASE STUDIES
HONORING EXCELLENCE IN TRAVEL MARKETING
advertising digital marketing public relations