Table of Contents 6 2012 OVATION Awards Winning Entries
6. 2012 OVATION Awards Winning Entries - IABC/Toronto
6. 2012 OVATION Awards Winning Entries - IABC/Toronto
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<strong>Table</strong> <strong>of</strong> <strong>Contents</strong><br />
4. A Message from the IABC/Toronto President<br />
5. A Message from the <strong>OVATION</strong>S <strong>Awards</strong> Organizers<br />
6. <strong>OVATION</strong> <strong>Awards</strong> Gala Sponsors<br />
7. <strong>2012</strong> IABC/Toronto <strong>Awards</strong> <strong>of</strong> Distinction<br />
21. IABC/Toronto <strong>Awards</strong> <strong>of</strong> Disctinction<br />
21. Bobbie Resnick Philantropy Award<br />
21. <strong>2012</strong> IABC/Toronto Student <strong>of</strong> the Year Award<br />
21. Corporate Communications Department <strong>of</strong> the Year<br />
6. <strong>2012</strong> <strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> <strong>Entries</strong><br />
Communications Management<br />
7. Community Relations<br />
7. Media Relations with a budget up to $50K<br />
9. Media Relations with budget greater than $50K up to $100K<br />
11. Media Relations with budget greater than $100K<br />
12. Marketing Communications greater than $50K up to $100k<br />
12. Marketing Communications with budget greather than $100K<br />
12. Special Events with budget up to $50K<br />
14. Special Events with budget greather than $50K up to $100K<br />
14. Special Events with budget greater than $100K<br />
14. Issues Management and Crisis Communications<br />
15. Employee, Member or HR Communication<br />
15. Strategic Management Process<br />
16. Brand Communications<br />
16. Social Responsibility Including Economic, Societal and Environmental Development<br />
17. Electroinc, Digitial and Interactive Communications<br />
18. Social Media<br />
Communication Skills<br />
19. Writing<br />
20. Publications<br />
20. Multimedia or Digital Content<br />
Communuication Creative<br />
20. Publication Design<br />
Other Graphic Design/ 3D<br />
21. 3D<br />
<strong>Awards</strong> <strong>of</strong> Distinction
21. Bobbie Resnick Philanthropy Award<br />
27. <strong>2012</strong> IABC/Toronto Student <strong>of</strong> the Year Award<br />
Behind the Scenes<br />
225. <strong>OVATION</strong> <strong>Awards</strong> Judges<br />
240. 2011/<strong>2012</strong> IABC/Toronto Board<br />
241. <strong>2012</strong> <strong>OVATION</strong> <strong>Awards</strong> Committee Members<br />
243. About Us
A Message from the IABC/Toronto President<br />
As new communications channels continue to appear and develop, communicators are required to work<br />
harder to deliver concise messages to audiences and make them stand out. This year’s <strong>OVATION</strong> <strong>Awards</strong><br />
theme “Show Your Colours!” reflects the challenge we face as communicators to be heard in a crowded<br />
media landscape.<br />
In a record‐breaking year for <strong>OVATION</strong> award submissions, these winners being recognized tonight<br />
delivered outstanding communication programs which met this challenge head‐on with strategic and<br />
innovative thinking. Each winning entry demonstrated to the judges the unique challenge <strong>of</strong> the project,<br />
the team’s meticulous thought process and the creativity <strong>of</strong> their solutions.<br />
Of course, this program would not be possible without all <strong>of</strong> the hard work <strong>of</strong> numerous volunteers. A<br />
huge debt <strong>of</strong> gratitude is due to the IABC/Toronto members who have spent hundreds <strong>of</strong> hours to put<br />
on the <strong>OVATION</strong> program, especially Katie O’Dell, VP <strong>of</strong> <strong>Awards</strong> and Cyrus Mavalwala ABC, VP <strong>of</strong><br />
Accreditation & Standards. Katie has been leading a large team <strong>of</strong> volunteers since September to ensure<br />
the program’s success. Cyrus organized a team <strong>of</strong> senior communication pr<strong>of</strong>essionals who <strong>of</strong>fered their<br />
weekends and evenings to carefully review and judge the entries. The efforts <strong>of</strong> all <strong>of</strong> these volunteers<br />
continue to strengthen and enrich the program.<br />
We also owe a big thank you to our sponsors: News Canada, The Canadian Press Images, CNW Group,<br />
Cision, and Fusion Design Group Inc. Your contributions and support are sincerely appreciated.<br />
On behalf <strong>of</strong> IABC/Toronto, I congratulate all the <strong>2012</strong> <strong>OVATION</strong> Award winners. We will all be cheering<br />
you on tonight as you Show Your Colours!<br />
Trell Huether<br />
President, IABC/Toronto
A Message from the <strong>OVATION</strong>S <strong>Awards</strong> Organizers<br />
The IABC/Toronto <strong>OVATION</strong> <strong>Awards</strong> recognize the high standard <strong>of</strong> excellence found in the Greater<br />
Toronto Area communications community. Each year we are amazed by the creativity and<br />
pr<strong>of</strong>essionalism demonstrated by the entries. This year’s theme – Show Your Colours! – is reflective <strong>of</strong><br />
some <strong>of</strong> the outstanding talent we’ve seen.<br />
Tonight, we celebrate <strong>OVATION</strong> Award winners, the Bobbie Resnick Philanthropy Award winner and the<br />
Student <strong>of</strong> the Year Award winner. We also celebrate the success <strong>of</strong> IABC/Toronto, the world’s largest<br />
IABC chapter. We can say with great confidence that the work being honoured tonight not only<br />
celebrates the best in our local area, but some <strong>of</strong> the finest creative communications in the world.<br />
This year, we saw a record number <strong>of</strong> <strong>OVATION</strong> entries. It is with sincere gratitude that we acknowledge<br />
all <strong>of</strong> the entrants, judges, advisors, sponsors and volunteers who were involved with the <strong>2012</strong><br />
IABC/Toronto <strong>OVATION</strong> <strong>Awards</strong>.<br />
We would especially like to thank our judges who spent countless hours poring over this year’s<br />
submissions, as well as Daniella Girgenti, Karen Madho and Sacha Vaz for all their help on the ground.<br />
We also owe thanks to an amazing team <strong>of</strong> <strong>Awards</strong> volunteers led by directors Kate Blackwell, Sheena<br />
Campbell, Suzanna Cohen, ABC, Aarathi Edward, Beverly Fairclough, Katherine Kolenchuk, Steven Mills,<br />
Jill Noble, Juliet Paul‐Kamanu and<br />
Elizabeth Pek. Your creativity, enthusiasm and hard work have gone a long way to make the entire<br />
<strong>OVATION</strong> <strong>Awards</strong> program a success.<br />
We’d also like to extend our gratitude to this year’s sponsors for their support: NewsCanada, The<br />
Canadian Press Images, CNW Group, Cision and Fusion Design Group. We invite you to sit back, raise<br />
your glass, and laugh at the comedic antics <strong>of</strong> Second City’s Lee Smart in celebration <strong>of</strong> the <strong>2012</strong><br />
IABC/Toronto <strong>OVATION</strong> <strong>Awards</strong>.<br />
Cyrus Mavalwala, ABC<br />
Katie O’Dell<br />
VP, Accreditation & Standards, IABC/Toronto<br />
VP, <strong>Awards</strong>, IABC/Toronto
<strong>2012</strong> <strong>OVATION</strong> <strong>Awards</strong> Gala Sponsors<br />
We would like to acknowledge our generous sponsors:
<strong>2012</strong> IABC/Toronto <strong>OVATION</strong> Award Winners<br />
COMMUNICATION MANAGEMENT<br />
This division includes projects, programs and campaigns defined by a communication plan. <strong>Entries</strong> in<br />
these categories:<br />
• might include a combination <strong>of</strong> communication materials, or<br />
• might focus on a single communication initiative within a larger campaign.<br />
Entrants must demonstrate how their project applied a full range <strong>of</strong> planning and management skills,<br />
while the Work Plan addresses how the entry relates to and affects the organization’s overall business<br />
strategies.<br />
Community Relations<br />
Programs targeted at community audiences, including not‐for‐pr<strong>of</strong>it and volunteer organizations.<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: A Historic Remembrance Day<br />
Entrants: Martine Levy, James L<strong>of</strong>tus, Greg Vallentin, Leah Walters, Erin Bodley<br />
Entrant Company: DDB Public Relations<br />
View Entry<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Get Volunteering<br />
Entrants: Manifest Communications: Andrea Donlan, Stephanie Mannone; Volunteer Canada: Ruth<br />
MacKenzie, Paula Speevak‐Sladowski, Wendy Mitchell, Graham Machacek, Phoebe Powell, Melanie<br />
Hientz, Shannon Harvey; Manulife Financial: Jeronimo DeMiguel; QMedia: Dorothy Engelman<br />
Entrant Company: Manifest Communications, Manulife Financial, Volunteer Canada, QMedia Solutions<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: The Creation <strong>of</strong> Koodonation ‐ Canada's First‐Ever Microvolunteering Community<br />
Entrants: Deborah Weinstein, Michael Shipticki<br />
Entrant Company: Strategic Objectives and Koodo Mobile<br />
Government Relations<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Kidney Cancer Canada‐Atlantic Campaign<br />
Entrants: Environics Communications and Kidney Cancer Canada<br />
Entrant Company: Environics Communications<br />
Media Relations<br />
Programs focusing on the news media as the main channel used to reach target audiences.<br />
4a Media Relations with budget up to $50K<br />
4b Media Relations with budget greater than $50K up to $100K<br />
4c Media Relations with budget greater than $100K<br />
View Entry
Media Relations with budget up to $50K<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Tenderflake declares 2011 the year <strong>of</strong> the pie<br />
Entrants: Tracey Bochner, Karen Williams, Kathleen Adams, Jessica Bouchard, Paradigm Public Relations;<br />
Cheryl Gill, Krissy Dziewior, Sylvia Sicuso, Maple Leaf Foods<br />
Entrant Company: Paradigm Public Relations<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Renter's Insurance 101<br />
Entrants: Michael Abbass, Diane Bellissimo, Liz Christiansen, Falan Hamilton, Jillian Turgeon, Paradigm<br />
Public Relations; Natalie Jikerjian, Samson Yuen, Tara Sirinyan, Fiona Hirst, TD<br />
Entrant Company: Paradigm Public Relations and TD<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: The Climb to Conquer: Destigmatizing mental health in the youth and adolescent<br />
community<br />
Entrants: Rob McEwan, Caroline De Silva, Kristina Rikunova, Daniel Tisch APR<br />
Entrant Company: Argyle Communications<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Building Canada’s Better Vibes‐one good deed at a time<br />
Entrants: Julie Rusciolelli, Natalia Smalyuk, Kirsten Walkom and Colin Nekolaichuk; Zulu Alpha Kilo:<br />
Zak Mroueh; Media Experts: Mark Sherman<br />
Entrant Company: MAVERICK PR<br />
View Entry<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Cold blast melts away irregular heartbeat ‐ Arctic Front® Media Launch<br />
Entrants: Xposure PR and Medtronic <strong>of</strong> Canada<br />
Entrant Company: Nancy White, Stuart Weinberg<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: TD brings e‐recycling to local communities<br />
Entrants: Tracey Bochner, Carolyn Abbass, Sinead Brown, Andrea Hanft, Paradigm Public Relations;<br />
Barbara Timmins, Tamar Nersesian, TD<br />
Entrant Company: Paradigm Public Relations and TD<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Rest Easy: The Launch <strong>of</strong> Sleep Country Canada Sleep Medicine Labs<br />
Entrants: Alison George, Kendra Dubyk, Daniel Tisch APR<br />
Entrant Company: Argyle Communications<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Franklin Templeton Investment Forum: Capitalize on a Changing World<br />
Entrants: Argyle Communications<br />
Entrant Company: Daniel Tisch APR, FCPRS, Keith Damsell, Sarah Kingdon, Debra Chan, Leily Shafaee,<br />
Sophie Garber, Winnie Kam
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Setting the Pace ‐‐ Advisa MRI Media Launch<br />
Entrants: Melicent Lavers‐Sailly, Medtronic <strong>of</strong> Canada, Jane Wilcox, ABC, Xposure PR,<br />
Terance Brouse, Xposure PR<br />
Entrant Company: Xposure PR and Medtronic <strong>of</strong> Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Prostate Cancer Canada: Prostate Cancer Awareness Week<br />
Entrants: Daniel Tisch APR, Rob McEwan, Caroline De Silva and Anna Campbell<br />
Entrant Company: Argyle Communications<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: G Adventures Career Break Campaign<br />
Entrants: Timothy Chan<br />
Entrant Company: G Adventures<br />
View Entry<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: The Launch <strong>of</strong> Grimbergen Beer<br />
Entrants: Deborah Weinstein, Michael Shipticki<br />
Entrant Company: Strategic Objectives and Carlsberg Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: TD Summer Reading Club<br />
Entrants: TD Bank Group: Megan Hooper; MSL Canada: Martha McKimm, Tuuli Hannula,<br />
Mary Attard, Natasha Newell‐Vieira<br />
Entrant Company: MSL Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Keith’s Green Initiative ‘Show Your Plaid’<br />
Entrants: Edelman Canada<br />
Entrant Company: Edelman Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: UPS Canada’s Peak Season<br />
Entrants: Erick Bauer, Ken Evans, Tanya Elliott‐Briden, Dan Ovsey<br />
Entrant Company: APEX Public Relations<br />
View Entry<br />
View Entry<br />
View Entry<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: The Lost Wallet Program<br />
Entrants: Shelley Pringle, Kathryn Boothby<br />
Entrant Company: Polaris PR Inc.<br />
Media Relations with budget greater than $50K up to $100K<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Magnum Ice Cream Bars Canadian Launch
Entrants: Judy Lewis, Tara McCarthy, Jordanna Shtal<br />
Entrant Company: Strategic Objectives and Unilever Canada<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: CNIB Eye Remember<br />
Entrants: Marsha Rosenberg, Marie‐Christine Garon, Mahafrine Petigara and Candice Bruton<br />
Entrant Company: Edelman Canada<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: McDonald's Canada McCafe Launch 2011<br />
Entrants: Adam Wall, GolinHarris Canada; Andrea Dart, GolinHarris Canada; Valerie Mendonca,<br />
GolinHarris Canada; Julie Owen, GolinHarris Canada; Jackie Elliott, GolinHarris Canada; Yolonda<br />
Abrahams, GolinHarris Canada; Janelle Gomes, GolinHarris Canada; Margaret Poole, GolinHarris Canada;<br />
Karin Campbell, McDonald's Restaurants <strong>of</strong> Canada Limited; Louis Payette, McDonald's Restaurants <strong>of</strong><br />
Canada Limited; Stephanie Sorensen, McDonald's Restaurants <strong>of</strong> Canada Limited; Jason Patuano,<br />
McDonald's Restaurants <strong>of</strong> Canada Limited; Chris Stannell, McDonald's Restaurants <strong>of</strong> Canada Limited<br />
Entrant Company: GolinHarris Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Starbucks 40th Anniversary<br />
Entrants: Alexis Redmond, Darren Roberts, Sarah Brandon, Angie Di Rezze, Melissa Goveas,<br />
Cynthia Innes, Camille Kowalewski, Matthew Hayles, Arinn Ryan<br />
Entrant Company: Edelman Canada<br />
View Entry<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Real Women <strong>of</strong> Philadelphia<br />
Entrants: Angie Di Rezze, Michelle Elmaleh, Emily Palley‐Samson, Robyn Adelson, Sandra D’Ambrosio<br />
Entrant Company: Edelman Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Make Your Face a Maynards<br />
Entrants: Robyn Adelson, Sarah Brandon, Melissa Legaspi, Kate Kernahan<br />
Entrant Company: Edelman Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Future Shop Holiday<br />
Entrants: Stephanie Nadalin, Nina Kalos, Tonisha Bath, Amber Murphy<br />
Entrant Company: Citizen Optimum<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Transat Holidays Vacationer for a Year<br />
Entrants: Judy Lewis, Adriana Lurz, Jennifer Buchalter, Ive Balins<br />
Entrant Company: Strategic Objectives and Transat Holidays<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Creating Eminence for Deloitte Canada by Leveraging Its Annual TMT Predictions<br />
Entrants: Andrea Lekush<strong>of</strong>f, Gwen McGuire, Heather McCulligh, Terance Brouse<br />
Entrant Company: Broad Reach Communications
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Sale <strong>of</strong> Maple Leaf Sports and Entertainment<br />
Entrants: Fleishman‐Hillard: Daniel Madge, Bill Walker, John Capobianco, Jay Armitage; Ontario<br />
Teachers' Pension Plan: Deborah Allan, Andrew Kondraski, Jane Rowe, Glen Silvestri, Ashvin Malkani<br />
Entrant Company: Fleishman‐Hillard Inc. and Ontario Teachers’ Pension Plan<br />
View Entry<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: The TOPSHOP TOPMAN Takeover<br />
Entrants: Deborah Weinstein, Michael Shipticki<br />
Entrant Company: Strategic Objectives and Hudson’s Bay Company<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Launch <strong>of</strong> the Nokia N8<br />
Entrants: Jennifer Atkinson, Ketchum; Laura Jeffrey, Ketchum; Linsey Flannery, Ketchum;<br />
Mila Mironova, Nokia Canada<br />
Entrant Company: Ketchum<br />
View Entry<br />
Media Relations with budget greater than $100K<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Elections Ontario Makes Voting Easy<br />
Entrants: Jo Langham, ABC; Terry Fallis; Jennifer Fox; Diane Bégin, APR; Andrea Smith and<br />
Erin McKay (Thornley Fallis Communications); Cheryl Clarke, Lalitha Flach, Alicia Fowlie<br />
and Julia Bennett (Elections Ontario)<br />
Entrant Company: Thornley Fallis Communications and Elections Ontario<br />
View Entry<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Best Conversation Ever<br />
Entrants: Amanda Alvaro, Lindsay Mattick Davidson, Sascha Von Nickisch‐Rosenegk,<br />
Amanda Buchanan, Shelley Thomas<br />
Entrant Company: Narrative<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: The White Cashmere Collection 2011: Fashion with Compassion<br />
Entrants: Deborah Weinstein. Catherine Heroux, Jennifer Buchalter, Sarah McConnell<br />
Entrant Company: Strategic Objectives and Kruger Products<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Best Buy Canada's Holiday & Mom: The Chief Gift‐Buyer Campaign<br />
Entrants: Danielle Jang, Robyn Adelson, Jason Kinnear, Michelle Elmaleh, Hilary Bassett,<br />
Ryley Murray, Michael Thomson , Brock Penner, Marie‐Pierre Longpre<br />
Entrant Company: Edelman Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Bring it on: Canadian Tire's Winter Driving Preparation Campaign<br />
Entrants: Canadian Tire Automotive Communications Team: Duncan Fulton, Liz Hamilton, David<br />
Gollom, Sebastien Bouchard, Jessica Culp, Stephanie Bonk. North Strategic: Justin Creally, Nicole Grant<br />
Entrant Company: Canadian Tire and North Strategic<br />
View Entry
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: McDonald's Canada McHappy Day 2011 Program<br />
Entrants: Chris Davies, Stephanie Sorensen, Jason Patuano, Chris Stannell, Louis Payette, Karin<br />
Campbell, McDonald's Restaurants <strong>of</strong> Canada Ltd.; Adam Wall, Andrea Dart, Valerie Mendonca,<br />
Julie Owen, Jackie Elliott, Yolonda Abrahams, Janelle Gomes, Margaret Poole, GolinHarris Canada<br />
Entrant Company: McDonald’s Restaurants <strong>of</strong> Canada Ltd. & GolinHarris Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Allstate Canada 2011 Media Relations Program<br />
Entrants: Jo Langham, ABC; Terry Fallis; Jennifer Gordon; Jennifer Fox; Diane Bégin, APR; Katie<br />
Charbonneau and Andrea Smith (Thornley Fallis Communications); Karyn Toon, Karen Benner and<br />
Kevin Wilson (Allstate Insurance Company <strong>of</strong> Canada)<br />
Entrant Company: Thornley Fallis Communications and Allstate Insurance Company <strong>of</strong> Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Holiday Moments with Indigo<br />
Entrants: Indigo Books & Music: Janet Eger, Lisa Huie, Jason Ip MSL Canada: Martha McKimm,<br />
Nadia Beale, Katie Noble, Mary Attard, Joshua Zarobiak<br />
Entrant Company: MSL Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: APCOR 'Real Cork Floors' Campaign<br />
Entrants: Martine Lévy, Keka DasGupta, Sharon Hayward, James L<strong>of</strong>tus, Erin Bodley<br />
Entrant Company: DDB Public Relations<br />
View Entry<br />
View Entry<br />
View Entry<br />
Marketing Communications<br />
Programs that include integrated strategies aimed at marketing products and/or services to an external<br />
audience.<br />
Examples include: campaigns that incorporate marketing, communications, social media and media<br />
relations.<br />
5a Marketing Communications with budget up to $50K<br />
5b Marketing Communications with budget greater than $50K up to $100K<br />
5c Marketing Communications with budget greater than $100K<br />
Marketing Communications with budget greater than $50K up to $100K<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Introducing Apothic Red<br />
Entrants: Paula Oreskovich, Liz Luzza, Michele Enhaynes, Brittany Siddall, Matt Juniper<br />
Entrant Company: PRAXIS<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Future Shop Back to School<br />
Entrants: Stephanie Nadalin, Nina Kalos, Tonisha Bath, Amber Murphy<br />
Entrant Company: Citizen Optimum
Marketing Communications with budget greater than $100K<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: APCOR 'Real Cork Floors' Campaign<br />
Entrants: Martine Lévy, Keka DasGupta, Sharon Hayward, James L<strong>of</strong>tus, Erin Bodley<br />
Entrant Company: DDB Public Relations<br />
View Entry<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: ‘Let the Saving Begin'<br />
Entrants: Jeff Marshal, VP Marketing and Brand Management, Scotiabank Krista Vriend, Director, View Entry<br />
Marketing Strategy & Planning, Scotiabank David Rosenberg, Chief Creative Officer, Bensimon Byrne<br />
Sandi Truffen, VP Group Account Director, Bensimon Byrne Lindsay Mattick Davidson, Director <strong>of</strong> Public<br />
Relations and Lead Creative Strategist, Narrative Tricia Soltys, Account Director, Narrative<br />
Entrant Company: Narrative<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Canadians are nuts for peanuts!<br />
Entrants: Alison George, Kyla Best, Mackenzie Keller, Janet Grdovich, Taryn Wismer, Misty Meeks,<br />
Daniel Tisch APR<br />
Entrant Company: Argyle Communications<br />
Special Events<br />
Any event marking a significant occasion that supports the goals <strong>of</strong> the organization, including entries<br />
developed and implemented using major events as the pivotal communications tool.<br />
Examples include: large fundraisers, cause‐related marketing events, an anniversary, <strong>of</strong>ficial opening,<br />
product launch, road show, conference, customer event, employee appreciation event and large<br />
marketing‐driven sponsorships.<br />
6a Special events with budget up to $50K<br />
6b Special events with budget greater than $50K up to $100K<br />
6c Special events with budget greater than $100K<br />
Special Events with budget up to $50K<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Official Opening <strong>of</strong> Mississauga Celebration Square<br />
Entrants: Sandra Desrochers, Mary Tomasi, Ivana Di Millo, Sonja Banic, Ben De Santis<br />
Entrant Company: City <strong>of</strong> Mississauga<br />
View Entry<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: YWCA Facility gets a Makeover care <strong>of</strong> Jergens Overnight Fix Nightly Restoring Moisturizer<br />
Entrants: Erin Hardy, Catherine Mitchell, Elyn Kirby Arscott, Dayna Pollard<br />
View Entry<br />
Entrant Company: APEX Public Relations Inc.<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Docs on Ice<br />
Entrants: Angela Sugden‐Praysner, Anna Larson,ABC, Al Navikevicius, Dr. David Palmer and the<br />
Doctors' Hockey Club, Trevor Clark and the Alzheimer Society <strong>of</strong> Hamilton, Halton<br />
Entrant Company: Halton Region<br />
View Entry
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Rimmel: A Bird's Eye View <strong>of</strong> London<br />
Entrants: Stephanie Engel, Heather Hopkins, Kylee Berensci, Lauren Baswick, Linda Andross,<br />
Pat McNamara<br />
Entrant Company: APEX Public Relations<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Whales Tohora Exhibition Ceremonial Launch<br />
Entrants: Anna Relyea, Christine Crosbie, Ellen Flowers<br />
Entrant Company: Ontario Science Centre<br />
Special Events with budget greater than $50K up to $100K<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Subaru Brings Sexy Back To The AutoShow<br />
Entrants: Martine Levy, James L<strong>of</strong>tus, Greg Vallentin<br />
Entrant Company: DDB Public Relations<br />
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Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Official “Ground Breaking” Launch for Ripley’s Aquarium <strong>of</strong> Canada<br />
Entrants: Daniel Tisch APR, Roanne Argyle, Debra Chan, Misty Meeks, Sarbjit Kaur, Caroline<br />
De Silva, Carmela Antolino<br />
Entrant Company: Argyle Communications<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: iDAPT: unveiling a new era in rehabilitation science<br />
Entrants: Todd Leach, Carolyn Lovas, Melissa McDermott, Nicole Bodnar, Ge<strong>of</strong>f Koehler, Erica<br />
DiMaio, Alex Radkewycz, Lea Zeltserman, Gehna Singh, Gillian Howard, Christian Cote<br />
Entrant Company: Toronto Rehab ‐ University Health Network<br />
Special Events with budget greater than $100K<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: 100 Years <strong>of</strong> Women's Health<br />
Entrants: Jodi Salem, Teresa Mostert, Jenny Cheadle, Sherri Appell, Janice Nathanson.<br />
Entrant <strong>of</strong> Company: Women's College Hospital<br />
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Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Norton Cyber Safety Expo<br />
Entrants: Julie Rusciolelli, Paula Morrison, Candi Jeronimo, Natasha Dos Santos, Nicole Cayer<br />
and Elana Ziluk<br />
Entrant <strong>of</strong> Company: MAVERICK PR<br />
Issues Management and Crisis Communications<br />
Programs whose objectives, strategies and tactics address trends, issues and/or stakeholder attitudes<br />
which may have a significant positive or negative impact on the organization.<br />
Examples: programs or projects surrounding such issues as labour relations, mergers/acquisitions,<br />
crises, change management, the environment or public policy.
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Creating Canada's Ultimate Authority in Sports: Canadian Tire Corp.'s Acquisition<br />
<strong>of</strong> The Forzani Gro<br />
Entrants: Canadian Tire Corporate Affairs Team; Fleishman‐Hillard Financial Communications Team<br />
Entrant Company: Canadian Tire Corp.<br />
Employee, Member or HR Communication<br />
Targeted primarily to internal employee or member audiences, entries in this category should be<br />
programs that create awareness and influence opinion and/or behavioural change, or focus on<br />
management communication, ethics, morale, internal culture or change management.<br />
Examples: any type <strong>of</strong> internal communications program, project or campaign (employee benefits, health<br />
and welfare, compensation), or member/employee recruitment or retention campaigns.<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Stick It To The Flu<br />
Entrants: Dave Bourne, Cindy Woods, Teresa McCormack<br />
Entrant Company: The Scarborough Hospital<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Meridian Announces Amalgamation with Desjardins Credit Union<br />
Entrants: Scott Windsor, Andra Chinapen, Tina Fera‐Parisi, Diane Medeiros, Elissa Smitten<br />
Entrant Company: Meridian<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Discover Barrick Lunchtime Information Sessions<br />
Entrants: Janet Wile, Henry Dang, Evelyn Yallen, Julie Winget<br />
Entrant Company: Barrick Gold Corporation<br />
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Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: The Revitalization <strong>of</strong> Pre‐Retirement Member Presentations<br />
Entrants: Diane Smith, Carlene Quildon, Jordan Simard, Robert Stuart, Brittney Ashley, Derek Dobson<br />
Entrant Company: CAAT Pension Plan<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Communicating a contribution increase to pension plan members<br />
Entrants: Diane Smith, Linda Wooding, Robert Stuart, Carlene Quildon, John Cappelletti ABC, Jordan<br />
Simard, Derek Dobson<br />
Entrant Company: CAAT Pension Plan<br />
Strategic Management Process<br />
Methodologies and process that enhance or determine effectiveness <strong>of</strong> an organization’s strategic<br />
direction, idea generation, business or service delivery processes, market position, communication<br />
audits and plans. This may include communication and/or brand and culture audits, employee and<br />
market research, competitive benchmarking and audience analysis. It can also include training programs<br />
that enhance communication within an organization or among key audiences.
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entrant: City <strong>of</strong> Mississauga: Communications Master Plan<br />
Entrants: Roanne Argyle, Sarbjit Kaur, Debra Chan, and Daniel Tisch APR, Argyle Communications;<br />
Ivana Di Millo and Sonja Banic, City <strong>of</strong> Mississauga<br />
Entrant Company: Argyle Communications<br />
Brand Communication<br />
This category includes strategies for new brands and for repositioning existing brands. Winners in this<br />
category demonstrate the research used to shape brand changes. Programs include brand architectures,<br />
changes to corporate identities and design solutions that address the challenges <strong>of</strong> brand<br />
communication.<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Ontario College <strong>of</strong> Social Workers and Social Service Workers: Building value through<br />
brand communication<br />
Entrants: Daniel Tisch, APR, Roanne Argyle, Leily Shafaee<br />
Entrant Company: Argyle Communications<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Lay's Farmers Campaign<br />
Entrants: Kim Saunders, Megan Johnson, Megan Stoudt, Jacob Porpossian, Stéphanie Panneton<br />
Entrant Company: Fleishman‐Hillard<br />
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Social Responsibility Including Economic, Societal and Environmental Development<br />
A social responsibility topic that demonstrate efforts by you, your client and/or your employer to build<br />
community, public awareness and potentially influence change in one or more areas <strong>of</strong>: health and<br />
welfare, sustainable environmental development, literacy, economic revitalization or cause‐related<br />
issues in areas such as education, cultural preservation, indigenous/ heritage protection, poverty<br />
reduction and/or other societal benefits. Programs should be designed to raise awareness and drive<br />
support where the primary objective is to address and enhance the long‐term well‐being <strong>of</strong> one or more<br />
communities.<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Penelope4Ontario<br />
Entrants: Rick Smith (Executive Director), Matt Price (Director <strong>of</strong> Campaigns), Shiloh Bouvette<br />
(Campaign Manager), Adam Scott (Campaign Manager), Stephanie Kohls (Director <strong>of</strong> Communications),<br />
Erin Charter (Communications Manager), Aviva Friedman (Communications Coordinator), Heidi<br />
Eisenhauer (Campaign Coordinator), Peter Dreimanis and Joshua Earl Warburton (Film Producers),<br />
Dominic Bortolussi, Oleg Khabarov and Hesham El‐nahas (Web Architect), Jeffrey Rae (Designer)<br />
Entrant Company: Environmental Defence<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: The Creation <strong>of</strong> Koodonation ‐ Canada's First‐Ever Microvolunteering Community<br />
Entrants: Deborah Weinstein, Michael Shipticki<br />
Entrant Company: Strategic Objectives and Koodo Mobile<br />
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Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: WSPA Canada: Collars Not Cruelty<br />
Entrants: Daniel Tisch APR, Misty Meeks, Alison George, Taryn Wismer, Carmela Antolino, Sarbjit Kaur<br />
Entrant Company: Argyle Communications<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Molson Canadian Introduces the Red Leaf Project<br />
Entrants: Michael Abbass, Diane Bellissimo, Gina Kohn, Liz McLeod, Paradigm Public Relations;<br />
Forest Kenny, Tonia Hammer, Molson Coors<br />
Entrant Company: Paradigm Public Relations<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: The Body Shop's “Stop Sex Trafficking <strong>of</strong> Children & Young People" Petition<br />
Entrants: Judy Lewis, Adriana Lurz, Ive Balins<br />
Entrant Company: Strategic Objectives and The Body Shop Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: A Farewell to Featherwagons<br />
Entrants: Beckie Jas, Brandon Koepke, Anna Larson, ABC, Halton Region Air Quality/Climate Change<br />
Picture Book Committee. Halton Region Creative Services<br />
Entrant Company: Halton Region<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Oakville Canopy Club<br />
Entrants: Town <strong>of</strong> Oakville<br />
Entrant Company: Janine Ivings, Jeff Smalley, Brett McNally<br />
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Electronic, Digital and Interactive Communications<br />
Includes computer‐based communication projects produced for internal or external audiences that use<br />
electronic production and/or delivery tools for one or two‐way communication. This may include<br />
electronic newsletters, electronic annual reports, websites, intranet/internet sites, and podcasts.<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: New Transit for Toronto: The Eglinton‐Scarborough Crosstown<br />
Entrants: Daniel Tisch APR, Roanne Argyle, Misty Meeks, Taryn Wismer<br />
Entrant Company: Argyle Communications<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Making it Click at ontarioshores.ca<br />
Entrants: Susan Nakhle, Maureen Patterson, Jennifer Bastarache, Krista Luxton<br />
Entrant Company: Ontario Shores Centre for Mental Health Sciences<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: myTVO 2.0: Transforming a static intranet into an engaging tool for two‐way<br />
communication<br />
Entrants: Christina Francisco, John Gallo, Maria Gonzalez, Sue Indrigo, Jill Javet, Mark McKay,<br />
Michael Palma, Jeff Rohrer, Todd Slivinskas<br />
Entrant Company: TVO
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: RECO Website Re‐Design<br />
Entrants: Sherri Haigh, Lisa Scianitti<br />
Entrant Company: Real Estate Council <strong>of</strong> Ontario<br />
View Entry<br />
Social Media<br />
These programs encompass a fast‐evolving range <strong>of</strong> social media tools and practices that allow<br />
individuals and groups to collaborate and share knowledge and experiences online. They can be<br />
distinguished by a heightened desire to engage a public (internal or external) in conversation, as<br />
opposed to one‐way broadcasting. Tools & techniques can include (but are not limited to):<br />
• Web 2.0 conversation‐enabled publishing platforms (blogs, webinars, etc.)<br />
• Social networks (Facebook, MySpace, etc.)<br />
• Democratized content networks (wikis, message boards, etc.)<br />
• Presence networks/microblogging (Twitter, Jaiku, Pownce, etc.)<br />
• Content‐sharing sites (YouTube, Flickr, Del.icio.us, etc.).<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: The Sales Experience Social Media Initiative<br />
Entrants: RBC Royal Bank <strong>of</strong> Canada<br />
Entrant Company: Dana Dean, APR, Jennifer Andres, Margaret Young<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Kraft Foods DessertCentre.ca Festive Blogger Program<br />
Entrants: Robyn Adelson, Sandra D’Ambrosio, Jennifer Brown, Jennifer Zed, Amanda Lazarovitz<br />
Entrant Company: Edelman Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: BrighterLife.ca<br />
Entrants: Sun Life Financial: Darin Diehl, AVP, Digital Communications Brenda Spiering, Manager/Editor,<br />
Sun Life Canada Wendi Phillips, Director, Digital Marketing Pauline Won, Director, Client Solutions<br />
Steven Gangbar, Director, Social Media and Intranet Bill Meikle, Director, E‐Business/Mobile Brooke<br />
Robinson, Sr. Specialist, Social Natasha MacFarlane, Digital Content Consultant Rosie Amio, Digital<br />
Technical Consultant High Road Communications: Katherine Fletcher, Senior Partner & Managing<br />
Director, Digital Brandy Fleming, SVP Kristy Pryma, Vice President Adrienne Connell, Account Director<br />
Sarah Long, Account Executive Jessey Bird, Senior Writer Amy Husser, Writer Steve Coppola, SVP User<br />
Experience Chrys Moll, Creative Director Chris Howell, SVP Technology Peter Tasker, Senior Developer<br />
Entrant Company: High Road Communications<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: The Creation <strong>of</strong> Koodonation ‐ Canada's First‐Ever Microvolunteering Community<br />
Entrants: Deborah Weinstein, Michael Shipticki<br />
Entrant Company: Strategic Objectives and Koodo Mobile<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: TD Social Customer Service<br />
Entrants: Wendy Arnott<br />
Entrant Company: TD
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Cold Stone Creamery Signature Creation Contest<br />
Entrants: Cold Stone Creamery Canada (Tim Hortons) David Morelli, Alexandra Cygal; MSL Canada:<br />
Paul Keable, Anne Yourt, Sara O'Reilly, Diane Sidik, Rainer Takahashi, Patricia Lariviere<br />
Entrant Company: MSL Canada<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: MaRSDD Social Media Revitalization<br />
Entrants: Cathy Bogaart, Chris Stevenson, Karen Schulman Dupuis, Kara Collins, Shenthuran<br />
Vijayananthan<br />
Entrant Company: MaRS Discovery District<br />
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COMMUNICATION SKILLS<br />
These categories look at communication products that highlight such technical skills and expertise as<br />
editing, writing, design and photography. They recognize:<br />
• Importance <strong>of</strong> project’s goals<br />
• Demonstration <strong>of</strong> measurable results<br />
• Alignment with the organization’s strategic business goals, and<br />
• Emphasis on the creative process <strong>of</strong> project execution.<br />
Writing<br />
Encompasses original material written for a particular communications project, such as:<br />
• Personality pr<strong>of</strong>iles, recurring features or columns<br />
• Other features, editorials and advertorials<br />
• Original writing <strong>of</strong> news stories, news article(s), news releases, or interpretive/expository articles<br />
• Marketing and sales promotion materials<br />
• Speeches, scripts<br />
• Writing for online distribution<br />
• Technical writing.<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Unplugged: Electric Vehicle Realities Versus Consumer Expectations<br />
Entrants: Broad Reach Communications: Andrea Lekush<strong>of</strong>f, Bruce Geddes, Heather McCulligh, Donna<br />
Dawson. Deloitte Touche Tohmatsu: Craig Giffi, Joe Vitale, Mimi Lee, Michelle Drew, Jennifer McHugh.<br />
Entrant Company: Broad Reach Communications<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Renter's Insurance 101<br />
Entrants: Diane Bellissimo, Liz Christiansen, Paradigm Public Relations; Natalie Jikerjian, Samson<br />
Yuen, TD<br />
Entrant Company: Paradigm Public Relations and TD<br />
Publications<br />
External or internal publications in all formats (except electronic): magazines, newspapers,<br />
magapapers/tabloids, corporate social responsibility reports, newsletters, annual reports and special<br />
purpose publications.
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Barrick Beyond Borders<br />
Entrants: Nancy White and Stuart Weinberg<br />
Entrant Company: Barrick Gold Corporation<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Barrick News Global Employee Newsletter<br />
Entrants: Janet Wile, Evelyn Yallen, Henry Dang, Julie Winget<br />
Entrant Company: Barrick Gold Corporation<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: For the RECOrd<br />
Entrants: Sherri Haigh, Amy Lewis, Adam Hawkins, Kristina Rikunova<br />
Entrant Company: Real Estate Council <strong>of</strong> Ontario<br />
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Multimedia or Digital Content<br />
Programs using sound, video, film slides, CDs or a combination <strong>of</strong> all or any <strong>of</strong> these elements. This<br />
includes such projects as video programs, webcasts, audio‐only programs, slide and sound programs,<br />
and films.<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Enhancing the Image <strong>of</strong> Realtors with Video<br />
Entrants: Jo Langham, ABC; Mike Edgell; Katie Charbonneau and Diane Bégin, APR (Thornley Fallis<br />
Communications); Bob McLean and Sandi Clark (Ontario Real Estate Association)<br />
Entrant Company: Thornley Fallis Communications and Ontario Real Estate Association<br />
View Entry<br />
COMMUNICATION CREATIVE<br />
Demonstrating effective communication that:<br />
• Includes innovation, creativity, strategic alignment with an organization’s business goals<br />
• Showcases creative talent and design.<br />
Publication Design<br />
Design <strong>of</strong> internal or external publications in all formats: magazines, newspapers, tabloids, newsletters,<br />
annual reports, brochures and leaflets.<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: Answering the Call<br />
Entrants: Susan Nakhle, Andrea Worrall, Jordan Leroux, John Upshaw<br />
Entrant Company: Ontario Shores Centre for Mental Health Sciences<br />
Award <strong>of</strong> Merit<br />
Title <strong>of</strong> Entry: RSA ‐ Large Commerical & Specialty<br />
Entrants: Ben Buckton, Dave Reachill<br />
Entrant Company: AIMIA
Other Graphic Design/3D<br />
This category is for projects that involve creating an organizational brand identity or graphic design<br />
project where the creative is the primary communication function, such as cartoons, drawings,<br />
paintings, collage, montages, posters, displays, illustrations, bulletin boards, mobiles, invitations, special<br />
signs, etc., that appear on:<br />
Book and magazine covers<br />
Logos for organizational identity<br />
Direct marketing materials (mailings, branded gifts, etc.) 3‐D materials (t‐shirts, etc.)<br />
Billboards, murals, sculpture, decorations, neon signs, awnings, street furniture, etc. intended<br />
for public audience<br />
Outdoor and transport posters (e.g. bus shelters, airport terminals, “wrapped” buildings, etc.).<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Oakville Canopy Club<br />
Entrants: Jeff Smalley, Janine Ivings<br />
Entrant Company: Town <strong>of</strong> Oakville<br />
Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: TORZEN: A New Global Nylon Brand<br />
Entrants: Tom Poldre, MAVERICK; Keith Burton, KB&I Services; Jodie Stutzman, INVISTA<br />
Entrant Company: MAVERICK Public Relations<br />
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Award <strong>of</strong> Excellence<br />
Title <strong>of</strong> Entry: Divorce Details<br />
Entrants: Diana Degan<br />
Entrant Company: Diana Degan & Associates<br />
IABC/Toronto <strong>Awards</strong> <strong>of</strong> Distinction<br />
Boutique Agency <strong>of</strong> The Year (Five or less employees)<br />
Diane Degan and Associates<br />
Small Agency <strong>of</strong> The Year (Six to 20 employees)<br />
MAVERICK PR<br />
Mid‐Size Agency <strong>of</strong> The Year (21 to 50 employees)<br />
Strategic Objectives<br />
Large Agency <strong>of</strong> The Year (51 to more employees)<br />
Edleman Canada<br />
Corporate Communications Department <strong>of</strong> The Year (Includes not‐for‐pr<strong>of</strong>it organizations)<br />
Barrick Gold Corporation<br />
Bobbie Resnick Philanthropy Award<br />
Winner: Friends for Life Foundation<br />
Roberta (Bobbie) Resnick, ABC, APR, MC, IABC Fellow, co‐founder <strong>of</strong> the Toronto chapter <strong>of</strong> the<br />
International Association <strong>of</strong> Business Communicators, is a trailblazer in public relations. Resnick holds
over fifty years <strong>of</strong> successes as a communicator, consultant, entrepreneur, educator, mentor, award<br />
winner and volunteer.<br />
This prestigious award in her name recognizes outstanding leadership and service to the community.<br />
IABC/Toronto is pleased to announce APEX Public Relations as this year's recipient for their ongoing<br />
work on behalf <strong>of</strong> the Friends for Life Foundation.<br />
An excerpt from the judges' comments: "The work being done by Erick Bauer and his team is truly<br />
inspiring. The Friends for Life Foundation has certainly made a positive impact and has raised the pr<strong>of</strong>ile<br />
and awareness <strong>of</strong> Cystic Fibrosis Canada and the Oncology Unit at Sick Kids."<br />
Bobbie Resnick Philanthropy Award<br />
Eric Bauer, APEX Public Relations Inc.<br />
THE OPPORTUNITY<br />
According to the statistics, Erick called cystic fibrosis (CF) which destroys the lungs, pancreas, and liver.<br />
When he was diagnosed at the age <strong>of</strong> six, doctors informed his parents that the average patient was not<br />
expected to live past the age <strong>of</strong> 25. The news devastated his family, who quickly came to grips with the<br />
demands associated with the illness. From the onset, Bauer was forced to endure hours <strong>of</strong> ongoing<br />
treatment to prevent infection including ingesting nearly 50 pills a day as well as regular hospital visits<br />
and medical appointments.<br />
The reality <strong>of</strong> living with a fatal disease was daunting, but Mr. and Mrs. Bauer refused to let their son’s<br />
diagnosis imbue his childhood with negativity. They encouraged him to raise awareness for cystic<br />
fibrosis and at the age <strong>of</strong> eight, Bauer became a spokesperson for the Canadian Cystic Fibrosis<br />
Foundation (now known as CF Canada), making regular appearances at community events, speaking<br />
opportunities, and cheque presentations. It was during this time that he began to realize why so few<br />
people had even a basic understanding <strong>of</strong> the disease that was effectively working to end his life.<br />
Despite the fact that the defective gene which causes cystic fibrosis is carried by one in every 25 people,<br />
it is estimated that only 3,800 Canadians suffer from the disease. As Bauer grew older, he came to an<br />
unfortunate understanding: the CF community represented such a small patient group that the general<br />
public knew very little about the devastating disease. Furthermore, the relatively small number <strong>of</strong><br />
sufferers meant that significant investment from the pharmaceutical industry was not warranted – a<br />
severe impediment to those working to cure CF.<br />
Raising awareness for CF became a life goal for Bauer, although it wasn’t until his junior year <strong>of</strong> high<br />
school that he truly realized the importance <strong>of</strong> his efforts. His longtime friend Steve Cameron was<br />
diagnosed with non‐Hodgkin’s Lymphoma and the teens spent countless hours sharing their experiences<br />
with illness. It was during this dark period that Bauer and Cameron formed a bond that eventually led to<br />
the creation <strong>of</strong> FFLF. Now 26, the co‐founders hold down day jobs as well as run one <strong>of</strong> Toronto’s most<br />
innovative young charitable organizations.<br />
ENTRANTS’ ROLES IN THE PROJECT<br />
Erick Bauer, a consultant with APEX Public Relations, conceptualized and created FFLF along with co‐
founder Steve Cameron. From day one, they have worked to develop the brand, establish relationships<br />
with vendors and other organizations, solicit corporate sponsorship, manage a team <strong>of</strong> up to 40<br />
volunteers, and drive extensive awareness through the use <strong>of</strong> social media, word <strong>of</strong> mouth marketing,<br />
and public relations.<br />
Bauer is lucky to be alive today. The 26‐year‐old suffers from a fatal genetic diseaseIn addition to his<br />
charitable work, Bauer graduated with honours from York University where he was recognized on the<br />
Dean’s List. Afterwards he completed a graduate certificate in corporate communications before joining<br />
APEX in 2009. Today, although he still battles CF, Bauer plays a pivotal role in APEX’s corporate practice.<br />
He has also recently returned to school part‐time to obtain his MBA.<br />
INTENDED AUDIENCE<br />
The Friends For Life Foundation has several target audiences:<br />
1. Those who are or who have been directly affected by cystic fibrosis or cancer (e.g. family<br />
members, friends, patients, medical staff)<br />
2. Those who have no direct personal experience with either disease but who are devoted to the<br />
core philosophy <strong>of</strong> The Friends For Life Foundation<br />
3. Media who can assist in raising awareness and attracting corporate sponsorship 4. Potential and<br />
existing corporate sponsors<br />
GOAL<br />
To successfully launch and maintain a not‐for‐pr<strong>of</strong>it initiative that would unite people in the fight against<br />
cystic fibrosis and cancer while at the same time demonstrating the importance <strong>of</strong> friendship and the<br />
power <strong>of</strong> knowledge when dealing with life threatening illnesses.<br />
OBJECTIVES<br />
1. Raise awareness and funds for the research and treatment <strong>of</strong> cystic fibrosis and cancer by<br />
hosting a variety <strong>of</strong> fundraising events in the GTA.<br />
O Host one main gala style event every summer<br />
O Host a variety <strong>of</strong> other events and encourage others to fundraise independently throughout the<br />
year<br />
2. Encourage community members to get involved through volunteer activities.<br />
O Develop a team <strong>of</strong> dedicated volunteers to help manage event logistics and execution<br />
3. Secure a major corporate sponsorship.<br />
O Secure a major corporate sponsor willing to donate a minimum <strong>of</strong> $10,000 on a yearly basis<br />
4. Create strong local and national media interest in The Friends For Life story by leveraging the<br />
personal experiences <strong>of</strong> Bauer and Cameron as well as their struggles with illness.<br />
O Use public relations and social media to generate pre‐event buzz and drive awareness for the<br />
cause<br />
O Secure at least one major print and one broadcast piece in tier one national media<br />
O Secure at least two broadcast pieces in regional GTA media<br />
O Secure at least two online pieces <strong>of</strong> coverage
5. Use social media as a conduit for word‐<strong>of</strong>‐mouth marketing to drive ticket sales for events.<br />
SOLUTION OVERVIEW<br />
Getting Started<br />
The Friends For Life Foundation held its first event (FFL 1) in August <strong>of</strong> 2005. The event took place at a<br />
local pub and was very much targeted to friends and family members. Approximately 100 guests<br />
attended, which generated nearly $2,000. Although modest, the inaugural event demonstrated the<br />
existing potential to raise more funds and awareness. Shortly after FFL 1, the Friends For Life Foundation<br />
approached several web developers to help with the construction and launch <strong>of</strong> a website<br />
(http://www.fflf.ca/). In doing so, a visual identity was created and a brand for the initiative was born.<br />
The website, which was designed and launched with a zero‐budget, allowed the organization to build<br />
awareness and kickstart the initiative while also providing a platform to sell tickets, post information,<br />
and link to other online properties.<br />
Once the website was complete, a full suite <strong>of</strong> social media properties were developed including<br />
Facebook, Twitter, Flickr, YouTube, and Vimeo. The properties were used to drive traffic to the website,<br />
generate ticket sales, and identify potential supporters. The social media strategy proved extremely<br />
effective as the Foundation quickly built a massive following <strong>of</strong> supporters in the GTA.<br />
FFL 2 was held in June 2006 and the event represented an important “next step” in the life <strong>of</strong> the<br />
Foundation. The charity gala, which was held at The Revival Bar, attracted nearly 450 guests and<br />
generated over $20,000. It was then that Bauer and Cameron realized that they had created something<br />
with real potential to change people’s lives. To date, the Foundation has grown its summer gala every<br />
year, hosting over 4,000 guests and generating nearly $300,000 for CF Canada and the Oncology Unit at<br />
SickKids.<br />
Strategic Communications<br />
Despite having access to tens <strong>of</strong> thousands <strong>of</strong> dollars in donated capital on an annual basis, the team<br />
refused to alter its underlying strategy: to donate as much as possible while keeping costs and overhead<br />
down. They made the decision to work effectively where ever possible with a zero‐budget. Bauer’s<br />
public relations career allowed him to leverage his existing media relationships to garner coverage that<br />
would enhance the Foundation’s reputation while raising awareness for the cause. The Foundation also<br />
put a continued focus on building its social media presence in an effort to grow its community <strong>of</strong><br />
supporters. The strategy and tactics proved effective as the Foundation was able to garner mainstream<br />
media coverage in the following outlets: CBC, CP24, City TV, The Globe and Mail, The National Post, The<br />
Toronto Sun, Inside Toronto, Canadian Business, and more.<br />
The Foundation also expanded its social media footprint by developing a Facebook group that includes<br />
over 900 members as well as a Twitter page. The Facebook group was used to keep supporters updated<br />
on news and events and to direct people to the website where they could purchase tickets. The team<br />
also developed a comprehensive database <strong>of</strong> names, contact information, and email addresses that has<br />
since been used to distribute information regarding news and upcoming activities. To date, Facebook is
still the Foundation’s most effective tool in terms <strong>of</strong> communicating with supporters as well as driving<br />
ticket sales.<br />
Corporate Sponsorship<br />
The team quickly learned that although ticket sales and monies acquired through fundraising activities<br />
like silent and live auctions were generating revenue, corporate donations were not abundant. To<br />
further develop its brand, keep costs low, and donate as much money as possible, the Foundation<br />
needed to entice corporate sponsors to get involved. The Foundation used its social network to reach<br />
out to supporters who might have relationships with large vendors and organizations. By implementing<br />
a word‐<strong>of</strong>‐mouth sponsorship search via social media, the team was able to set up several meetings with<br />
organizations who in turn donated product, services, and money. Most recently in 2011 the team was<br />
able to secure BMW Toronto as its major corporate sponsor. In total, the Foundation generated nearly<br />
$30,000 in corporate sponsorships in 2010 and 2011.<br />
Expanding the Team<br />
For the first two years the Friends For Life Foundation was managed and operated almost exclusively by<br />
Bauer, Cameron, and Bauer’s fiancée Stefanie Cali. As the three continued to develop their pr<strong>of</strong>essional<br />
careers outside <strong>of</strong> the Foundation there became an apparent need to develop a team <strong>of</strong> volunteers who<br />
could manage the day‐to‐day tasks associated with running the non‐for‐pr<strong>of</strong>it. Once again, the team<br />
turned to social media.<br />
Using Facebook, the team launched a word‐<strong>of</strong>‐mouth recruitment campaign to try and drive<br />
volunteerism and within two months a team <strong>of</strong> nearly 20 individuals had been recruited. The newly<br />
formed team consisted <strong>of</strong> an accountant, a lawyer and several marketers, as well as individuals from<br />
many other walks <strong>of</strong> life. Their collective experience as well as their common belief in the core<br />
philosophy <strong>of</strong> The Friends For Life Foundation allowed Bauer, Cameron, and Cali to focus their efforts on<br />
managing and growing the Foundation, while the team focused on organization, planning, and other<br />
logistics.<br />
The Future<br />
The Friends For Life Foundation has grown exponentially over the last seven years. The team has<br />
committed to reaching the $500,000 mark by its tenth anniversary in 2015. The Foundation has also<br />
recently secured the pro bono services <strong>of</strong> Osler, Hoskin & Harcourt LLP to manage the process <strong>of</strong><br />
applying for full charitable status. This designation will allow the Foundation to issue tax receipts<br />
independently <strong>of</strong> Cystic Fibrosis Canada and SickKids, while at the same time reinforcing its reputation<br />
as a legitimate and fiscally responsible cause.<br />
Budget<br />
As a non‐pr<strong>of</strong>it foundation, the Friends For Life Foundation strives to donate 60 per cent <strong>of</strong> its annual<br />
gross revenue to charity. This model was adopted based on the guidelines set out by Revenue Canada.<br />
MEASUREMENT / EVALUATION<br />
Objective: Raise awareness and funds for the research and treatment <strong>of</strong> cystic fibrosis and cancer by
hosting a variety <strong>of</strong> fundraising events in the GTA.<br />
Host one main gala style event every summer<br />
Host a variety <strong>of</strong> other events and encourage others to fundraise independently throughout the<br />
year<br />
Results:<br />
The Foundation has hosted over a dozen events, including its annual summer gala, since 2005. The<br />
Foundation has also generated nearly $25,000 in donations through independent fundraising initiatives<br />
hosted by FFLF supporters.<br />
Objective: Encourage community members to get involved through volunteer activities.<br />
Develop a team <strong>of</strong> dedicated volunteers to help manage event logistics and execution<br />
Results:<br />
The Foundation currently boasts a team <strong>of</strong> over 20 volunteers who play key roles in terms <strong>of</strong> managing<br />
the day‐to‐day logistics <strong>of</strong> the organizations. Each team member is in charge <strong>of</strong> specific tasks based on<br />
their areas <strong>of</strong> interest and abilities. These supporters play a key role in the overall success <strong>of</strong> the<br />
Foundation. Although the team has seen small changes over the last five years, the vast majority are<br />
committed members how have been with FFLF for nearly half a decade.<br />
Objective: Secure a major corporate sponsorship.<br />
Results:<br />
By implementing a word‐<strong>of</strong>‐mouth sponsorship search via social media, the team was able to set up<br />
several meetings with organizations who in turn donated product, services, and money. Most recently in<br />
2011 the team was able to secure BMW Toronto as its major corporate sponsor. In total, the Foundation<br />
generated nearly $30,000 in corporate sponsorships in 2010 and 2011. The Foundation is currently in<br />
negotiations with BMW Toronto to sign on as an ongoing corporate sponsor.<br />
Objective: Create strong local and national media interest in The Friends For Life story by leveraging the<br />
personal experiences <strong>of</strong> Bauer and Cameron as well as their struggles with illness.<br />
Results:<br />
Use public relations and social media to generate pre‐event buzz and drive awareness for the<br />
cause<br />
Secure at least one major print and one broadcast piece in tier one national media<br />
Secure at least two broadcast pieces in regional GTA media<br />
Secure at least two online pieces <strong>of</strong> coverage<br />
The Foundation has garnered mainstream media coverage in the following outlets: CBC, CP24, City TV,<br />
The Globe and Mail, The National Post, The Toronto Sun, Inside Toronto, Canadian Business, and more.<br />
These pieces include four tier‐one national print articles, one tier‐one broadcast segment, three regional<br />
broadcast segments, and a number <strong>of</strong> online pieces. In total, the coverage has resulted in a reach <strong>of</strong><br />
over 13 million. Key messaging, spokesperson quotes, and a call to action have been included in 100 per<br />
cent <strong>of</strong> the coverage to date, resulting in an MRP score <strong>of</strong> 100 per cent.<br />
Objective: Use social media as a conduit for word‐<strong>of</strong>‐mouth marketing to drive ticket sales for events<br />
Results:<br />
The Foundation has utilized social media extensively to drive awareness for its cause. By developing a<br />
Facebook group that includes over 900 as well as a Twitter page, the Foundation has been able to keep
supporters updated on news and events and to direct people to the website where they can purchase<br />
tickets. Facebook is the Foundation’s most effective tool in terms <strong>of</strong> communicating with supporters as<br />
well as driving ticket sales. The Foundation has also utilized social media to recruit volunteers and to<br />
proactively engage with media.<br />
<strong>2012</strong> IABC/Student <strong>of</strong> the Year Award<br />
Winner: Conestoga College’s Bethany Cawker<br />
IABC/Toronto is pleased to award Bethany Cawker as the <strong>2012</strong> IABC/Toronto Student <strong>of</strong> the Year! This<br />
award recognizes a student from an accredited institution who demonstrates excellence in<br />
communications and the greatest potential to be the best all‐round future pr<strong>of</strong>essional. Out <strong>of</strong> a<br />
number <strong>of</strong> strong entries, Bethany's strong writing and brand analysis skills impressed the IABC/Toronto<br />
judges.<br />
An excerpt from the judges' comments: Bethany "has a good mix <strong>of</strong> leadership, academic and volunteer<br />
experience...the work sample was extremely creative and a pleasure to read."<br />
Student <strong>of</strong> the Year Award<br />
Attention: Brand Managers, Marketing Specialists, Social Media Coordinators<br />
CONSISTENCY: THE KEY TO BRAND RESONANCE<br />
KITCHENER (March 31 <strong>2012</strong>) – The average consumer is swamped with hundreds <strong>of</strong> advertisements<br />
daily, and every business is striving to get its name in front <strong>of</strong> consumers’ eyes. Marketers estimate that<br />
it takes 6 or 7 impressions just for a brand name to “sink in.” Hooking your target market is hard enough<br />
– but once its attention is captured, how can a brand take the relationship a step further?<br />
Integrated Marketing Communications student Bethany Cawker has the answer – initially discovered in<br />
a textbook, and affirmed by instructors, mentors and experience with clients.<br />
“It’s called the Customer‐Based Brand Equity (CBBE) model,” says Cawker. “It’s represented as a<br />
pyramid‐shaped chart, and it has four distinct levels <strong>of</strong> brand recognition.”<br />
The bottom level <strong>of</strong> the pyramid is Salience – basic knowledge <strong>of</strong> a brand, unaccompanied by judgment<br />
or emotion. “At this level, consumers have been hit 6 or 7 times with your brand name,” Cawker<br />
explains. “They know the name – but that’s it. When companies make mistakes with their branding<br />
strategy, they can never climb higher than Salience.”<br />
Brands can then ascend through Performance, Imagery, Feelings and Judgments, before achieving the<br />
ultimately‐desired top level: Resonance.<br />
“Hitting Resonance is all about making the consumer feel that the brand is an integral part <strong>of</strong> their<br />
lifestyle,” Cawker says. “When a brand resonates with its target, it stakes out and occupies a space in<br />
the consumer’s mind.”<br />
Cawker acknowledges that few companies have reached this top level <strong>of</strong> brand recognition on an<br />
international scale – Nike, Coke, and McDonalds are <strong>of</strong>ten‐cited examples – but each <strong>of</strong> these<br />
companies did one thing extremely well: they kept their brand elements consistent.
“The world recognizes the Nike logo, Coke’s red can and McDonalds’ golden arches. These companies<br />
created simple, universally appealing visual elements and stuck with them. They remained consistent<br />
over decades. Logos are a type <strong>of</strong> visual communication to consumers ‐ when a consumer sees the same<br />
message repeatedly over time, he/she builds trust and emotional attachment toward the brand.”<br />
Consistency is just as important in non‐visual brand elements such as brand and sub‐brand names,<br />
taglines and all written content on consumer‐facing documentation, products and web media. In the<br />
process <strong>of</strong> compiling Integrated Marketing Communications plans for several clients in the Kitchener‐<br />
Waterloo area, Cawker has noticed a relationship between a company’s lack <strong>of</strong> brand consistency and a<br />
lack <strong>of</strong> traffic and interaction on its social media channels.<br />
“For some reason, companies think it’s permissible to use different titles for their social media channels<br />
– this is a seemingly minor issue, but it confuses consumers. I would not call my company B.E.Cawker<br />
Inc. on Facebook and then name my YouTube channel Cawker Solutions Inc.”<br />
Upon discussing these problems with her clients, Cawker discovered that most <strong>of</strong> them assumed their<br />
consumers would “care enough” to find them. “These types <strong>of</strong> assumptions are roadblocks to brand<br />
resonance,” says Cawker. “If no one can find your brand, no one will learn more about it, and no one will<br />
talk about it.”<br />
QUICK TIPS FOR ACHIEVING BRAND RESONANCE<br />
Don’t underestimate the amount <strong>of</strong> emotion people invest in brands. Attach a personality or<br />
emotion to your brand that your target can relate to.<br />
Keep visual brand elements simple and transferrable. Every single visual element should reflect<br />
your brand’s values.<br />
Respond – quickly—to comments, negative or positive, via social media and email. Formulate a<br />
social media contingency plan to deal with “crisis‐level” posts tactfully.<br />
Ask your consumers questions. Marketing is now consumer‐driven – your consumers want to<br />
have a hand in the makeup <strong>of</strong> your brand.<br />
Remember – consistency is key. Do what works, and do it <strong>of</strong>ten.<br />
With her newly‐acquired experience in the creation and implementation <strong>of</strong> customer‐oriented<br />
marketing communications plans, Cawker hopes to provide companies with fresh yet practical solutions<br />
to branding and customer retention issues. She is confident that accelerating a brand’s ascension to the<br />
Resonance level <strong>of</strong> the CBBE pyramid will result in its long‐term success and notoriety.<br />
About Bethany Cawker<br />
Bethany Cawker is an Integrated Marketing Communications post‐graduate student at Conestoga<br />
College. She also holds an Honours B.A. in English from York University.<br />
Cawker prizes her critical thinking and analytical skills, established in university and refined further in<br />
her marketing studies. While recognizing the importance <strong>of</strong> conciseness, she strives to maintain a<br />
persuasive and highly stylistic approach to her writing. By marrying her long‐term experience in<br />
analyzing literature and her newly‐learned practical approaches to marketing communications, she<br />
hopes to make a splash in the communications world and assist companies in the implementation <strong>of</strong><br />
branding strategies and programs.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Community Relations<br />
AWARD OF MERIT<br />
Entrant’s name: Martine Lévy<br />
Entrant’s organization: DDB Public Relations<br />
Client organization: Historica‐Dominion Institute<br />
Title <strong>of</strong> entry: A Historic Remembrance Day<br />
Division 1: Communication Management/Category1: Community Relations<br />
Time Period: October–November 2011<br />
Brief description: It was an opportunity that would literally only happen once in our lifetime ‐<br />
Remembrance Day, on the 11 th hour, <strong>of</strong> the 11 th day, <strong>of</strong> the 11 th month, <strong>of</strong> the 11 th year. This was a<br />
chance for Canadians to pay tribute to the thousands <strong>of</strong> war veterans who sacrificed their lives fighting<br />
for this country’s freedom. DDB Public Relations created a unique, symbolic campaign for this day on<br />
behalf <strong>of</strong> the Historica‐Dominion Institute, a non‐pr<strong>of</strong>it organization dedicated to building active and<br />
informed citizens, through a greater knowledge and appreciation <strong>of</strong> Canada’s history and heritage. A<br />
visual representation <strong>of</strong> the historic “11/11/11” date was created utilizing veterans to represent the<br />
numbers. This symbol, with its message <strong>of</strong> remembrance, honour, heritage appreciation and<br />
preservation was then seeded via a PR activation, advertisements and community outreach. As a result,<br />
not only did the campaign generate widespread public awareness via media and influencer accolades, it<br />
also increased website traffic by 233% and drove donations up by 343%.<br />
1. Need/opportunity: The Historica‐Dominion Institute is a not‐for‐pr<strong>of</strong>it organization dedicated to<br />
building active and informed citizens through a greater knowledge and appreciation <strong>of</strong> the history,<br />
heritage and stories <strong>of</strong> Canada.<br />
Since Canada’s confederation in 1867, more than 100,000 Canadians have sacrificed their lives to fight<br />
for this country’s freedom. To honour this immense sacrifice, and preserve Canada’s heritage, Canadians<br />
have designated November 11 th as Remembrance Day, and use the familiar term, “Lest we forget” as a<br />
reminder to be thankful to all <strong>of</strong> the men and women who have served, and continue to serve this<br />
country during times <strong>of</strong> war, conflict and peace.<br />
As time wears on, and the First and Second World Wars become a distant memory, Canada is challenged<br />
with helping many young and new Canadians (most <strong>of</strong> whom have never known war), come to<br />
understand and appreciate what armed conflict and peace stands for, and what veterans’ truly<br />
sacrificed for this country’s behalf. In order to help new generations remember, the Historica‐Dominion<br />
Institute launched “The Memory Project”, a nationwide project that <strong>of</strong>fers an unprecedented account <strong>of</strong><br />
Canada’s participation in wars, through thousands <strong>of</strong> first‐hand veteran testimonials. It features a digital<br />
archive <strong>of</strong> over 90 years <strong>of</strong> military oral history, artifacts and memorabilia, ranging from the First World<br />
War right through to the present day conflict in Afghanistan. Moreover, The Memory Project also<br />
connects veterans and Canadian Forces personnel with thousands <strong>of</strong> schools and community groups<br />
year round. This educational initiative gives Canadians a chance to be witnesses to Canada’s history.”<br />
As a non‐pr<strong>of</strong>it organization, finding exposure and creating awareness <strong>of</strong> veterans, and The Memory<br />
Project remained a challenge. When the Historica‐Dominion Institute approached DDB Canada and its<br />
PR division, DDB Public Relations, to take on this challenge, the agency immediately recognized a rare<br />
opportunity to draw attention to this initiative. In 2011, Remembrance Day fell on a date that essentially<br />
comes around only once in a lifetime. The insight lay in the numbers behind the date: the 11 th hour, <strong>of</strong><br />
the 11 th day, <strong>of</strong> the 11 th month, <strong>of</strong> the 11 th year. To commemorate this special date, the agency created<br />
an iconic “11/11/11” symbol featuring saluting veterans from the Canadian Navy, Army and Air Force. To
generate widespread awareness <strong>of</strong> the sacrifice <strong>of</strong> veterans, and The Memory Project in a compelling<br />
way, the agency created print and out‐<strong>of</strong>‐home advertisements, and digital banners featuring the iconic<br />
symbol. It also featured closed‐captioning for television and a live installation during the City <strong>of</strong><br />
Toronto’s <strong>of</strong>ficial Remembrance Day ceremony supported by national media relations outreach.<br />
Together, these communication efforts brought the “11/11/11” message to life.<br />
2. Intended audience(s):<br />
External audience: the Historia‐Dominion Institute’s mission to preserve Canada’s history calls for it to<br />
speak to a wide range <strong>of</strong> publics. While The Memory Project was designed to focus on young and new<br />
Canadians, the institute asked that the agency’s overall mandate on this campaign to reach a diverse,<br />
mainstream audience – across all demographics and psychographics. This request was made in<br />
accordance to the institute’s mandate to honour Remembrance Day with the general Canadian public.<br />
As such, DDB Canada and DDB PR deemed it necessary to share this iconic symbol with Canadians using<br />
a mix <strong>of</strong> both advertising and media relations.<br />
Because this project was being created and implemented on full pro‐bono basis, the agency leveraged<br />
its relationships with key media organizations and suppliers to effectively run this program with zero<br />
cost. As such, DDB secured buy‐in and solicited donations from a number <strong>of</strong> companies including: the<br />
Globe and Mail (print partner), History Channel (broadcast partner), and CBS Outdoor and Pattison<br />
Outdoor (out‐<strong>of</strong>‐home advertising partner). The printing and production partner for this campaign was:<br />
Clockwork Productions. The agency also worked closely with the City <strong>of</strong> Toronto to implement a live<br />
installation <strong>of</strong> the iconic symbol during the city’s live Remembrance Day programming at City Hall.<br />
Internal stakeholder audiences: to ensure the accuracy and appropriateness <strong>of</strong> this campaign’s<br />
communication, and to foster relationships and buy‐in from influencer groups connected to veterans,<br />
the following organizations were listed as important stakeholders in this campaign: the Royal Canadian<br />
Legion (Canada’s largest veterans, ex‐service persons, and community service organization), Veteran<br />
Affairs Canada (a Government <strong>of</strong> Canada department responsible for pensions/benefits and services for<br />
war veterans and law enforcement communities), and the Department <strong>of</strong> National Defense (the<br />
Canadian government department charged with the protection <strong>of</strong> Canada’s national security).<br />
In addition, core veteran audiences were also identified as current and ex‐service men and women from<br />
various military groups including: the Royal Canadian Air Force, the Canadian Army, and the Royal<br />
Canadian Military.<br />
The institute and agency outreached to and worked very closely with all <strong>of</strong> these media and print<br />
production partners, and internal audiences to bring this campaign to life.<br />
3. Goals and objectives: This project’s goal was to generate widespread awareness <strong>of</strong> the sacrifice<br />
Canadian veterans have made, and draw attention to The Memory Project in a memorable way. The<br />
campaign’s specific quantifiable communications objectives were identified at the onset <strong>of</strong> the program<br />
as follows (in priority order, using previous campaigns as a benchmark):<br />
Increase website traffic to www.historica‐dominion.ca by 50%<br />
Encourage donations to the Historica‐Dominion Institute, and increase year‐over‐year donations<br />
on November 11, 2011 by 25%<br />
Supplement the advertising effort with targeted media relations outreach, generating at least 10<br />
articles among the marketing media beat within trade publications, in order to raise further<br />
awareness from an editorial context among key public influencers
Using Canada’s standardized media relations measurement system, Media Relations Rating Points<br />
(MRPs), obtain an audience reach <strong>of</strong> 2 million via editorial features. Qualitative messaging criteria<br />
under the MRP system was set prior to the commencement <strong>of</strong> the campaign as: 1) mention <strong>of</strong> the<br />
Historica‐Dominica Institute and The Memory Project; 2) inclusion <strong>of</strong> the 11/11/11 image in<br />
colour; and 3) key messages. Due to the nature <strong>of</strong> this campaign’s messaging (honouring our<br />
veterans), the target MRP score was set at: 95% (even though the industry‐standard for success in<br />
Canada is set at 75%).<br />
Because this entire project was done on a pro‐bono basis by the agency and its media partners,<br />
the overall cost‐per‐contact would <strong>of</strong> course be $0.00 (the industry‐standard for success in<br />
Canada is set at: $0.03).<br />
4. Solution overview:<br />
Key services provided: DDB Canada and DDB PR’s role in this project included complete project<br />
development, messaging development and full project implementation. Services to the Historica‐<br />
Dominion Institute included: project management, strategic counsel, development <strong>of</strong> the<br />
advertisements showcasing the iconic symbol (including creative art direction, photography, copy<br />
writing, print production, video editing, and flash development), live installation event management,<br />
liaison with key stakeholders (identified in the intended audiences section above) as required, media<br />
materials development, media relations, and measurement and evaluation.<br />
Research: DDB Canada and DDB PR went through an exhaustive consultation and liaison process in<br />
order to secure insights and support from all <strong>of</strong> the internal audiences identified above under “Target<br />
Audiences.” This research included one‐on‐one telephone interviews, email liaison, and in‐person<br />
meetings. The agency had to make sure these audiences embraced the initiative in order to maintain<br />
credibility for the entire campaign – this was pivotal to the project’s success.<br />
In addition, the agency delved into Canadian military culture via interviews with Historica‐Dominion<br />
Institute staff. DDB Canada and DDB PR also reviewed excerpts from the digital archives <strong>of</strong> The Memory<br />
Project. Last but not least, the agency conducted an editorial media audit <strong>of</strong> previous coverage on the<br />
Historica‐Dominion Institute’s communications campaigns, and worked with the clients to establish this<br />
campaign’s criteria for success, using previous campaign measurement benchmarks.<br />
Creative advertisement development: the visual representation <strong>of</strong> the historic “11/11/11” date was<br />
created utilizing actual Canadian veterans to represent the numbers. Comprised <strong>of</strong> six Canadian<br />
veterans, consisting <strong>of</strong> three from World War II, and three from the Korean War, the image features<br />
each standing side by side in a salute position. From a distance, each individual forms the shape <strong>of</strong> a<br />
number “1”. With the addition <strong>of</strong> slashes separating the pairs <strong>of</strong> individuals, the six veterans form an<br />
image <strong>of</strong> the date “11/11/11”.<br />
This iconic image, coupled with the iconic image <strong>of</strong> the poppy pin, and the line, ‘Remember’ created a<br />
simple, respectful and memorable tribute to the soldiers that gave so much <strong>of</strong> themselves to Canada. In<br />
addition, the veterans are organized in pairs by military branch: the Royal Canadian Air Force, the<br />
Canadian Army, and the Royal Canadian Navy. The diversity <strong>of</strong> the Canadian Armed Forces was also<br />
represented across the six individuals, with one French‐Canadian veteran, one African‐Canadian veteran,<br />
and one female veteran.<br />
This complete visual relayed an impactful and emotional message that would be shown to the public<br />
across Canada on Remembrance Day. The addition <strong>of</strong> The Memory Project logo completed the<br />
messaging for the advertisement.
In addition to pre‐campaign consultations, final versions <strong>of</strong> the advertisements were shared with the<br />
Royal Canadian Legion, Veterans Affairs Canada and The Department <strong>of</strong> National Defence for approval.<br />
The live installation for Remembrance Day celebrations: the agency identified an opportunity to<br />
augment this campaign’s awareness in Canada’s largest urban centre, Toronto, by creating a live<br />
installation <strong>of</strong> the iconic symbol at the City <strong>of</strong> Toronto’s Civic Remembrance Day Service at Old City Hall.<br />
The entire municipal program kicked <strong>of</strong>f with this live visual interpretation. Showcasing a commanding<br />
white background with the historic ‘11/11/11’ date in the forefront, it featured six cadets standing sideby‐side<br />
in salute position just like the image <strong>of</strong> the veterans in the advertisement. Above the date, the<br />
Historica‐Dominion’s Memory Project logo was featured alongside the word ‘Remember’. DDB PR<br />
developed a media alert and a compelling media release to attract both broadcast media and<br />
newspaper photograhers to come out and capture the live installation. One A‐list televisions reporter<br />
and camera crew were live on‐location reporting on the installation as it happened. The agency also<br />
proactively distributed the media materials and image <strong>of</strong> the advertisement to target marketing media<br />
and bloggers prior to Remembrance Day for maximum editorial publicity.<br />
5. Implementation and challenges: through the generosity <strong>of</strong> the agency’s media partners, the tribute<br />
was featured on Remembrance Day in Canada’s top national newspaper, The Globe and Mail via a fullpage<br />
feature advertisement. Ten‐second tags were also featured throughout the week <strong>of</strong> Remembrance<br />
Day on the History Channel. Prominently featured out‐<strong>of</strong>‐home advertisements were also installed at<br />
select high‐traffic transit shelters in both Vancouver and Toronto, courtesy <strong>of</strong> CBS Outdoor and Pattison<br />
Outdoor.<br />
The agency took a very thorough approach to developing this campaign, ensuring all relevant<br />
stakeholders were in‐the‐know, and in support <strong>of</strong> this campaign. As a result, multiple perspectives and<br />
opinions needed to be heard, acknowledged and a common consensus among all parties had to be<br />
reached. This process required careful management <strong>of</strong> communications and strong liaison skills from the<br />
agency team.<br />
Two <strong>of</strong> the greatest challenges with this program, however, were extremely tight timing to put<br />
everything together, and the $0 budget the agency was working with. It had to solicit substantial<br />
donations from its suppliers, and under these tight time pressures, <strong>of</strong>ten had to find alternate solutions<br />
to preliminary plans.<br />
Working with several government bodies, especially during the City <strong>of</strong> Toronto’s Civic Remembrance<br />
Day ceremony, the agency had to work carefully through several layers <strong>of</strong> policies and procedures to<br />
ensure the live installation could be inserted into the city’s programming at the very last minute.<br />
Altogether, this entire campaign was conceived <strong>of</strong> and implemented within a one‐month period.<br />
6. Measurement/evaluation <strong>of</strong> outcomes: So did Canadians remember? Yes, they did. Measured<br />
against the quantifiable objectives as outlined in the Goals and Objectives section above, this campaign<br />
out‐performed expectations as follows:<br />
1. Raising public awareness, the campaign garnered a 233% increase in website traffic, when<br />
expectations were set to a 50% increase.<br />
2. The institute experienced an amazing 343% increase in donations through this campaign. These<br />
funds are now being used for The Memory Project, to continue preserving and sharing<br />
achievements and sacrifices <strong>of</strong> so many veterans, for generations to come.
3. Media relations for this one‐day campaign generated an unprecedented audience reach <strong>of</strong> 4.4<br />
million, comprised <strong>of</strong> 17 prominent editorial stories among both trade and national and local<br />
mainstream media (print, online and television), all <strong>of</strong> whom featured the iconic 11/11/11<br />
symbol, The Memory Project and the work <strong>of</strong> the Historica‐Dominion Institute.<br />
4. Under Canada’s standardized PR evaluation system, Media Relations Rating Points (MRP), the<br />
overall cost per contact for PR programming was: $0.00 as this was a pro‐bono project from the<br />
agency. The pre‐determined qualitative messaging criteria included: 1) mentions <strong>of</strong> the institute<br />
and the project; 2) inclusion <strong>of</strong> the 11/11/11 image in colour; and 3) key messages. Overall, it<br />
generated an MRP score <strong>of</strong> 100% (target was: 90%).
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Community Relations<br />
AWARD OF EXCELLENCE<br />
Entrants Name: Andrea Donlan<br />
Organizations Name: Volunteer Canada, Manulife Financial, Manifest Communications, q media<br />
solutions<br />
Division I: Communication Management Category 1: Community Relations<br />
Title <strong>of</strong> Entry: Get Volunteering<br />
Time Period: December 2010 – December 2011<br />
Description: Volunteer Canada, in partnership with Manulife Financial, set out to create a campaign that<br />
would inspire Canadians to get involved in volunteering.<br />
Business Need/Opportunity<br />
Canadians have always been passionate about giving back. The volunteer sector in Canada is the second<br />
largest in the world, with 12.5 million Canadians giving more than 2.1 billion hours every year. But the<br />
sector is at a critical crossroads. Core demographic groups who form the next generation are not<br />
necessarily following in the footsteps <strong>of</strong> Canada’s ‘uber volunteers,’ who are getting older. Canada’s<br />
volunteers are crucial to the health and vitality <strong>of</strong> communities across the country. And so, there is a<br />
need to create a new generation <strong>of</strong> volunteers to fill this looming gap. Leveraging the tenth anniversary<br />
<strong>of</strong> the global International Year <strong>of</strong> Volunteers (IYV+10) – a United Nations 2011 initiative designed to<br />
celebrate volunteerism – Volunteer Canada, and one <strong>of</strong> their leading corporate partners Manulife<br />
Financial, set out to create a campaign that would engage a new crop <strong>of</strong> volunteers by appealing to their<br />
unique skills, interests, and talents; ultimately, contributing to the health <strong>of</strong> a sector that is crucial to the<br />
vitality <strong>of</strong> Canadian communities.<br />
Intended audience(s)<br />
Primary Target: Past volunteers – people who have volunteered in the past but are not currently doing<br />
so. This group represents approximately 33% <strong>of</strong> Canadians. To better understand this group, landmark<br />
research was undertaken on current and potential volunteers. Bridging the Gap: Enriching the Volunteer<br />
Experience to Build a Better Future for Our Communities uncovered a critical new insight in the Canadian<br />
volunteering marketplace – that while today’s volunteers (both current and potential) want to give back,<br />
they also want to gain new skills, new networks, new opportunities, and more. The research also<br />
uncovered that depending on what life stage people are at, these needs and wants vary drastically. We<br />
then created audience personas (informed by the research) to highlight the “wants” <strong>of</strong> four specific<br />
potential volunteer groups.<br />
Secondary Target: Non‐pr<strong>of</strong>it and charitable organizations – those responsible for recruiting and<br />
retaining volunteers in the voluntary sector. The landmark research also investigated today’s charitable<br />
and non‐pr<strong>of</strong>it players. It revealed that organizations sometimes struggle with how to best engage and<br />
train volunteers, and how to use their skills in a meaningful way. It also revealed that many don’t have<br />
the time, skills, or resources to effectively manage their volunteer base.<br />
Goals/Objectives<br />
1. To inspire potential volunteers to “Get Volunteering” by visiting getvolunteering.ca, where they can<br />
find volunteer opportunities that match their abilities, skills and interests; inspirational stories <strong>of</strong><br />
Canadians who are actively involved in their communities; and useful tools and information on
volunteering. Specific measurables over a five‐week online campaign – March 7th 2011 to April 10th<br />
2011: • Target Impressions: 65 million impressions<br />
• Target Visits to Website: 65,000 unique visitors<br />
• Target Click Through Rate: Search 1% and Display Advertising 0.07% (industry standard rates)<br />
• Target Matching Tool Usage: 2,000 volunteer opportunities; 25,000 visits to matching tool<br />
• Target Facebook Likes: 5,000<br />
• Target media coverage: coverage <strong>of</strong> both launch event and web campaign launch in at least two<br />
national media outlets; and local, cross‐country coverage <strong>of</strong> workshops at campaign stops<br />
2. To support the charitable and non‐pr<strong>of</strong>it sector with tools and resources to help organizations better<br />
attract and retain today’s volunteers. • Target workshop attendance: 30 organizations represented at<br />
each regional event<br />
• Target voluntary sector partnerships: highlight the leadership <strong>of</strong> one non‐pr<strong>of</strong>it organization at each<br />
workshop, by partnering as co‐hosts<br />
• Target voluntary sector impressions: increase visibility <strong>of</strong> campaign by becoming a leading source <strong>of</strong><br />
expertise for volunteer‐involving organizations<br />
• Target tools outreach: raise awareness <strong>of</strong> new tools and resources by directing at least 1,000 nonpr<strong>of</strong>it<br />
pr<strong>of</strong>essionals to the Get Volunteering website after each tool launch<br />
Solutions Overview As discussed, the new research uncovered a pr<strong>of</strong>ound shift in today’s volunteers:<br />
while Canadians truly are motivated to make a difference and give back, they also want to gain<br />
something from their volunteer experiences. It is no longer<br />
enough for organizations to only promote what they need done. Rather, organizations need to take into<br />
account the skills, interests, and abilities <strong>of</strong> volunteers.<br />
Volunteer opportunities need to take this "two‐way" relationship into account to build truly lasting<br />
volunteer relationships. The research also uncovered that volunteers have different goals and desires<br />
depending on their life stage. Informed by the research, we created an overarching campaign strategy,<br />
called “Get Volunteering,” that would against each target group to consider volunteering by giving<br />
something and gaining something.<br />
• Youth: Give back and gain new skills, new friends, new perspectives, etc.<br />
• Families: Give back and gain an opportunity, pass on values, family time, etc.<br />
• Pr<strong>of</strong>essionals: Give back and gain more opportunities to network, new skills, etc.<br />
• Boomers: Give back and gain new networks, boost your health, reduce stress, share skills, etc.<br />
This strategy allowed for customized messaging for each target group, while also reinforcing that while<br />
giving back is a primary motivator, people also expect to receive personal benefits.<br />
First, we created the website, getvolunteering.ca, which asks users: “what do you want out <strong>of</strong> life?”<br />
Visitors are then able to see creative examples <strong>of</strong> the many ways volunteering can help fulfill their<br />
individual “wants” including: “I want a resume that gets noticed,” “I want to start a movement,” “I want<br />
my kids to learn early that it’s good to help,” and more. By clicking on each “want,” visitors see creative<br />
examples <strong>of</strong> the many ways Canadians are jumping on the volunteer spirit. The website also features a<br />
number <strong>of</strong> tools and resources to inspire prospects to “Get Volunteering.” Some <strong>of</strong> the innovative and<br />
exciting tools featured on the website include:<br />
• Matching Tool: The first‐<strong>of</strong>‐its‐kind national volunteer database that enables Canadians to find great<br />
volunteer opportunities that match individuals’ unique skills, abilities, and interests, with meaningful<br />
volunteer opportunities. The partners collaborated with q media solutions (founders <strong>of</strong> GetInvolved.ca),<br />
to enhance the volunteer matching capabilities that were already a part <strong>of</strong> the original GetInvolved.ca.
• Volunteer Quiz (What’s your VQ?): A customized volunteer quiz that helps people better understand<br />
what kind <strong>of</strong> volunteer they are based on personality traits, as well as helps identify specific volunteer<br />
opportunities that match their skills, abilities, and interests.<br />
With a limited budget, we also had to reach four target groups and drive them to the getvolunteering.ca<br />
website. As part <strong>of</strong> our media analysis, we discovered that a digital campaign would <strong>of</strong>fer the highest<br />
return on investment. Allowing us to customize our advertisement messaging and placement, we were<br />
able to reach the highest number <strong>of</strong> each target group in a targeted and affordable way. Given the direct<br />
targeting ability <strong>of</strong> the digital environment, we could target high traffic websites that our four target<br />
groups frequent and customize the advertising featured on each site. Specific media tactics included:<br />
• Online banner advertising: A series <strong>of</strong> online display banners to drive prospects to the website. Each<br />
ad tapped into the core "wants" <strong>of</strong> each cohort and appealed to their desire to give and gain through<br />
volunteering. The ads appeared on major portals such as Yahoo, MSN, and Sympatico, which dominate<br />
web traffic across all four target groups. These major portals reach up to 80% <strong>of</strong> the Canadian<br />
population regardless <strong>of</strong> the demographic. We also used Online Ad Networks for behavioural, contextual<br />
and demographic targeting to serve up appropriate ads with customized messaging to each <strong>of</strong> our four<br />
groups.<br />
• Facebook page/ Conversation Series: We created a Facebook page to honour IYV+10 that engaged<br />
Canadians in an ongoing conversation about volunteering. The page evolved to feature a 12‐week<br />
“conversation series” on volunteering, with input from high‐pr<strong>of</strong>ile Canadian stakeholders, volunteer<br />
champions, and supporters. The highly successful series led to a more than 500% increase in “likes” and<br />
fan activity on the page during its 12‐week run, and provided practical advice from industry experts to<br />
both volunteers and voluntary organizations. It also attracted national media attention as an innovative<br />
tool for engaging volunteers, organizations, and sector experts. Four articles featuring the conversation<br />
series ran in the National Post newspaper throughout the 12 weeks.<br />
• Facebook advertising: These ads were tailored to each <strong>of</strong> the four key target groups and through<br />
behavioural targeting, we ensured that specific users were served up the appropriate advertisements.<br />
• Keyword Search: Keyword search is an essential medium to reach target audiences in all age groups<br />
who are seeking information on volunteer programs. It was complementary to our rich media campaign.<br />
• Television: Manulife also sponsored a television spot to showcase the company’s commitment to<br />
volunteerism as part <strong>of</strong> IYV+10. The spot highlighted the insight that when you give, everyone gains. The<br />
spot added additional reach and frequency to the campaign during high pr<strong>of</strong>ile viewing periods, and<br />
ended with a strong call to action: to find your volunteer opportunity, visit getvolunteering.ca – <strong>of</strong>fering<br />
viewers a tangible way to participate.<br />
To support the charitable and non‐pr<strong>of</strong>it sector, we created a series <strong>of</strong> workshops intended to provide<br />
voluntary organizations with the knowledge and tools needed to better engage today’s volunteers.<br />
Workshops were hosted across the country, in key markets including: Halifax, Quebec City, Ottawa,<br />
Winnipeg, Saskatoon, Calgary, and Kelowna. Using the findings <strong>of</strong> the Bridging the Gap research study,<br />
the partners developed tools and resources<br />
specific to the four target demographic groups: youth, families, baby boomers, and employer‐supported<br />
volunteers. Resources were designed to bridge the gap between what today’s volunteers look for in<br />
volunteer experiences, and what organizations are currently <strong>of</strong>fering volunteers. Organizations and
volunteer centres have integrated these tools into their day‐to‐day operations, and have even<br />
repurposed tools for new audiences. For example, the Kitchener‐Waterloo Action Centre uses the Skills<br />
Plus tool, created for employer‐supported volunteers, as a resource for new Canadians seeking to gain<br />
employable experience through volunteering. As we worked together with these sector organizations to<br />
build their capacity to effectively engage and retain volunteers, we were able to leverage their<br />
networks, and as a result, expand our reach to our four target audiences. In some cases, we were even<br />
able to develop partnerships <strong>of</strong> mutual benefit to each party involved (e.g., we collaborated with<br />
Immigrant Settlement and Integration Services to develop a family volunteering video). We also<br />
undertook a targeted phone calling campaign to voluntary organizations with the aim <strong>of</strong> further driving<br />
traffic to our various online tools and web properties (most notably, the GetInvolved.ca matching tool).<br />
Roles and Responsibilities<br />
• Volunteer Canada: As one <strong>of</strong> Canada’s experts on 21st‐century volunteering, Volunteer Canada was<br />
the primary author <strong>of</strong> the campaign. Volunteer Canada oversaw the development <strong>of</strong> the strategy,<br />
creative, and production <strong>of</strong> the entire campaign. They were responsible for final content approval, and<br />
also oversaw the development and implementation <strong>of</strong> all sector tools and workshops.<br />
• Manulife Financial: A leading financial institution in Canada, Manulife Financial was the lead corporate<br />
supporter <strong>of</strong> the campaign, providing campaign insights and approvals. Manulife also rallied their<br />
internal network <strong>of</strong> employees and advisors to visit the “Get Volunteering” campaign website.<br />
• Manifest Communications Inc: As Canada’s leading social change agency, Manifest was responsible for<br />
the development, creative, and production <strong>of</strong> the entire campaign including the website, Facebook page<br />
and application, and online display advertising.<br />
• q media solutions: A leading communications and production agency with a strong interest in<br />
championing volunteerism, q media developed the matching tool, hosted on GetInvolved.ca, as well as<br />
other related tools and resources including the Volunteer Quiz.<br />
Implementation and Challenges<br />
Budget: Given that Volunteer Canada is a registered charity, we had to work as cost‐effectively and<br />
efficiently as possible. Examples included negotiating discounted supplier costs, securing charitable<br />
media buying rates, and ensuring media bonusing and added‐value wherever possible. By collaborating<br />
with local voluntary organizations and volunteer centres at each event and workshop, we were able to<br />
avoid incurring costs for venue rentals, while at the same time showcasing the leadership <strong>of</strong> local nonpr<strong>of</strong>it<br />
organizations. We also collaborated with the Office <strong>of</strong> the Secretary to the Governor General <strong>of</strong><br />
Canada at campaign launch, and for further campaign promotion at Volunteer Canada’s Annual General<br />
Meeting in June, 2010. Total budget for this campaign between December 2010 and December 2011<br />
was $1,045,000.00.<br />
Approval Process: The approval process was a two‐tier process and had to be completed within two<br />
months. The first layer was Volunteer Canada; the primary client. Secondly, lead sponsor Manulife<br />
Financial also had equal weight in the decision making process. This process had to be strictly managed<br />
to ensure quick turnaround among the entire team, leaving ample time to develop promotional<br />
materials for various events and uses.<br />
Timing: From project approval to program launch, there were 10 weeks to conceive, design, write,<br />
program, and test the campaign. A strict schedule had to be adhered to and could not accommodate
even a one‐day delay in the approval process. In addition, all materials had to be conceived and<br />
developed in both <strong>of</strong>ficial languages.<br />
Technology: The matching tool technology developed by q media solutions had to be integrated with<br />
the Facebook platform created by Manifest. We therefore had to have two different programmers work<br />
together to bring their technology together into a seamless experience for the user. This required<br />
extensive quality assurance testing to be sure that it worked – every time. At the last minute (6 weeks to<br />
launch), we were advised that Manulife operates on an IE6 platform and wanted to ensure that all<br />
employees had access to the tools. We were able to work with our digital suppliers to pull this <strong>of</strong>f on<br />
budget and on time – not an easy feat under tremendous last‐minute technological constraints.<br />
Cross‐Canada inclusion: As a nationally focused campaign, workshops and tools had to engage nonpr<strong>of</strong>it<br />
organizations across the country, but it was not possible to visit all markets given budgetary and<br />
time considerations. In order to engage a broad cross‐section <strong>of</strong> the voluntary sector, the campaign<br />
<strong>of</strong>fered live webinars and pre‐recorded video seminars explaining the tools and research.<br />
Measurement/Evaluation and Outcomes<br />
Objective 1: To inspire potential volunteers to “Get Volunteering” by visiting getvolunteering.ca where<br />
they could find engaging content and meaningful volunteer opportunities that match their abilities,<br />
skills, and interests.<br />
Evaluation method and metrics:<br />
Google Analytics was installed on both the website and on Facebook allowing us to track traffic data and<br />
performance daily. A projections document based on impressions and click through rates was prepared<br />
for the online banner ads, Facebook ads and key word search before the campaign.<br />
Results:<br />
• Impressions (Target 65 Million): Received 72 million impressions over the five‐week campaign,<br />
exceeding our goal by 7.2 million impressions and resulting in $53,000 in additional media value.<br />
• Website (Target 65,000 Unique Visitors): During the five‐week campaign, the website received close to<br />
100,000 unique visitors – far surpassing initial estimations. Average time on the site was three minutes,<br />
which is well above industry standards.<br />
• Matching Tool Usage (Target 25,000 Visitors): We also had spectacular success motivating people to<br />
engage with the matching tool. By the end <strong>of</strong> the five‐week digital ad campaign, there was a 400%<br />
increase in usage <strong>of</strong> the matching tool (42,395 visitors) demonstrating the success <strong>of</strong> the campaign in<br />
encouraging potential volunteers to find a meaningful volunteer opportunity. Now close to one year<br />
later, the matching tool is the largest volunteer database in the country. o Before campaign launch,<br />
there were 1,061 organizations listing volunteer opportunities via the online matching tool. By the end<br />
<strong>of</strong> December, that number grew to 1,876 (increase <strong>of</strong> 77%).<br />
o Before campaign launch, there were 1,100 volunteer opportunities listed in the matching tool<br />
database. By the end <strong>of</strong> December, that number had grown to 3,175 (increase <strong>of</strong> 189%).<br />
• Click Through Rate (Target for Search 1% and Display 0.07%): The search click through rate was<br />
excellent at 5.17% – performing well above industry standards, indicating that potential volunteers are
pro‐active and are out in the cyber world searching for relevant opportunities. The online advertising<br />
click through rate was 0.09%, which is above average for the charity category we occupied.<br />
• Facebook (Target 5,000 Likes): To date, more than 10,600 people have “liked” the Facebook page –<br />
out‐performing other charitable Facebook comparables that have been around much longer than the<br />
“Get Volunteering” page (e.g., Unicef created a page in January <strong>of</strong> 2008 and they have 8,634 likes; Boys<br />
and Girls Clubs <strong>of</strong> Canada started on Facebook in January 2010 and have 1,236 likes).<br />
• Media Coverage (Target 2 National Stories, cross‐Canada local coverage): The research launch event<br />
earned stories in three national newspapers and two national television news broadcasts; it also was<br />
covered by five regional radio stations and three regional newspapers. The cross‐Canada campaign<br />
received coverage in 14 online publications, six newspapers, one national magazine, nine radio stations,<br />
and two television broadcasts. The Volunteer Quiz was also featured on the Globeandmail.com website<br />
and received nearly 9,000 unique views in a two‐week period.<br />
Objective 2: To support the charitable and non‐pr<strong>of</strong>it sector with tools and resources to help them<br />
better engage and retain today’s volunteers.<br />
Evaluation method and metrics:<br />
Workshop attendance was measured at each campaign stop; a survey was undertaken at the end <strong>of</strong> the<br />
campaign to gauge how organizations are using the tools, and how they view the leadership <strong>of</strong> the<br />
campaign partners. Anecdotal feedback about the value <strong>of</strong> the tools created was also gathered through<br />
communication with organizations across the country.<br />
Results<br />
• Total Workshop Attendance (Target 210 Organizations): During the cross‐Canada workshop tour, the<br />
campaign engaged a total <strong>of</strong> nearly 500 organizations.<br />
• Voluntary Sector Partnerships (Target Seven): Each workshop featured collaboration with a local<br />
volunteer‐involving organization, for a total <strong>of</strong> 7 unique partnerships.<br />
• Tools Outreach (Target 1,000 Canadian Organizations): Through direct e‐mail marketing, we were able<br />
to send descriptions <strong>of</strong> all tools and resources to more than 1,600 voluntary sector contacts, including<br />
links to all tools on the Get Volunteering website. o To date, the two video resources geared toward<br />
organizations (“What does family volunteering look like?” and the employer‐supported volunteering<br />
videos) have received more than 800 views combined on YouTube<br />
• Anecdotal feedback: Many volunteer centres and organizations routinely use our tools (e.g., Centre<br />
d’action bénévole de Québec, Volunteer Action Centre <strong>of</strong> Kitchener‐Waterloo, and many more.) To<br />
date, the Volunteer Quiz has received more than 21,400 page views.
Measurement/Evaluation <strong>of</strong> Outcomes<br />
From a “What If?” concept, to a launch event that saw a mega battle between colleges and universities,<br />
to a story that captivated media across Canada, 2011 was the year Koodonation made history in the<br />
Canadian social responsibility community.<br />
Resonate with target consumer group<br />
• Nearly 2,000 volunteers have joined the site in two months<br />
• Close to 100 charities are participating in the site<br />
Easy, interactive<br />
• Typical sign‐up process takes less than five minutes<br />
Make it social, make it mobile<br />
• Koodonation microvolunteers connect with charities and each other. They discuss, give thumbs up,<br />
receive awards<br />
• Koodonation is optimized for iPads, iPhones, Blackberry, Android.<br />
Give those engaged a voice in change – they have the say in where donated time goes<br />
• Microvolunteers choose the charities they connect with, and the challenges<br />
• Charities can decide which challenges to post — they get the help they need the most<br />
Generate grassroots engagement across Canada<br />
• Volunteers and charities from BC to Nova Scotia have embraced Koodonation and more are joining<br />
every day!<br />
• Universities and colleges across Canada are proactively contacting Koodonation to request a team for<br />
their school<br />
Create excitement in the social media sphere for the Koodo brand<br />
• Significant blogger coverage for the launch <strong>of</strong> Koodonation<br />
• Embraced by social media phenomenon TEDx<br />
• Casie Stewart, one <strong>of</strong> Canada’s most popular bloggers, has approached us to say she would like to be<br />
Koodonation’s social media ambassador<br />
Drive positive coverage in traditional media outlets (WS#7, #8)<br />
• More than 27 million impressions and growing!<br />
• More than 100 print and online feature stories (WS#9)<br />
• Full‐length front page features in the National Post; Toronto Star; and Ottawa Citizen to name just a<br />
few<br />
• SO is planning the next phase <strong>of</strong> Koodonation for launch in early spring.<br />
We exceeded all expectations, but more importantly have set the stage for a fun, interactive, and easy<br />
to implement social good platform that will give back to Canadian communities for years to come.<br />
Stay tuned for more social good from Koodonation.com!
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget up to $50,000<br />
AWARD OF EXCELLENCE<br />
Entrant’s Name: Julie Rusciolelli, Natalia Smalyuk and Kirsten Walkom<br />
Organization: MAVERICK Public Relations and People for Good<br />
Division 1: Communications Management<br />
Category 4A: Media Relations with budget up to $50K (pro bono)<br />
Title <strong>of</strong> Entry: Promoting People for Good<br />
Time Period: July 1 – November 30, 2011<br />
Brief Description: MAVERICK designed and implemented this pro bono, strategically timed media<br />
relations campaign to guide public discourse and facilitate positive public perception <strong>of</strong> People for Good<br />
to encourage the generosity <strong>of</strong> spirit among Canadians.<br />
Business Need/Opportunity<br />
In Canada, 160000 non‐pr<strong>of</strong>it causes compete for donations. People for Good, a social movement<br />
encouraging generosity <strong>of</strong> spirit among Canadians, also asks for donations – but <strong>of</strong> a different kind.<br />
Formed by a team <strong>of</strong> marketing and advertising leaders, People for Good, a creative campaign<br />
harnessing the power <strong>of</strong> the media to make a social difference, asks for a donation <strong>of</strong> goodness, one<br />
good deed at a time. Despite its philanthropic intentions, from a media relations perspective, the<br />
question is: how does one “pitch” what is, quite literally, an ad campaign?<br />
Seeing the opportunity where others might have seen a challenge, MAVERICK felt it was a matter <strong>of</strong><br />
faith in the value and authenticity <strong>of</strong> the cause that might appear superficial or self‐interested to some.<br />
The brainchild <strong>of</strong> Zak Mroueh, president & creative director at Zulu Alpha Kilo, and Mark Sherman,<br />
chairman at Media Experts, People for Good was inspired by its founders’ intensely personal vision <strong>of</strong><br />
how the creative medium can become the message at the service <strong>of</strong> a good cause. Zak and Mark felt<br />
that Canadians – especially in large urban centers – were increasingly inattentive and even rude to each<br />
other. Believing the world can use more creativity, they were on a mission to spark a social movement<br />
to get Canadians be nicer to each other. As simple as that.<br />
Their solution? Touch every Canadian with a simple message – care about people around you, be nice to<br />
each other, do good. Small good deeds – even as basic as genuinely saying „„thank you’’ to someone –<br />
make a big difference in creating that social glue that holds us together as a community.<br />
This passionate and perhaps idealistic “reading” <strong>of</strong> the state <strong>of</strong> the world – far from a rational,<br />
sociologically solid claim based on hard evidence and facts – resulted in a bold and emotional coast‐tocoast<br />
creative campaign. Executed across major Canadian cities, including Toronto, Vancouver,<br />
Edmonton, Calgary, Montréal and Halifax, it ran between June 1 and November 30, 2011. Using a mix <strong>of</strong><br />
humorous and highly interactive multimedia messages, the campaign included outdoor advertising,<br />
interactive, print, experiential and online advertising, as well as social media platforms where anyone<br />
could share their own ideas for good. Multiple media partners donated their time and capabilities to<br />
bring this campaign to life.<br />
While People for Good had the potential for many interesting conversations, there was a risk that Zak<br />
and Mark’s idealism would not resonate with Canadians. The public and the media could interpret the<br />
campaign through a filter <strong>of</strong> cynicism and mistrust, despite the altruistic intentions <strong>of</strong> its creators.
Complicating the situation was the fact that, in advertising circles, Zulu Alpha Kilo is known for<br />
excellence in emotional branding on behalf <strong>of</strong> its paying clients, building social meaning, tapping into the<br />
emotion <strong>of</strong> optimism and making people care for commercial purposes. Suspicions <strong>of</strong> a commercial<br />
agenda behind People for Good’s motives could inflict irrevocable damage to the People for Good<br />
movement and what it was trying to accomplish. The opposite scenario, with the mainstream media<br />
completely ignoring the campaign, was also a possibility. Asking people to open the door for a stranger<br />
is not necessarily hard – or even s<strong>of</strong>t – news.<br />
Recognizing the complexity <strong>of</strong> the assignment, MAVERICK engaged to provide full media relations<br />
support to People for Good on a pro bono basis, assigning two senior team members to work on the<br />
campaign and guide Zak and Mark, who had no prior experience in PR, through potential media<br />
minefields.<br />
Intended Audience(s)<br />
Without sounding trivial, the media relations program in support <strong>of</strong> People for Good was targeted at all<br />
Canadians. The holistic nature <strong>of</strong> the movement and advertising campaign precluded a more traditional<br />
approach to narrow audience segmentation based on specific audience pr<strong>of</strong>iles and needs.<br />
Primary audiences<br />
All Canadians exposed, online and <strong>of</strong>fline, to People for Good messages, with a focus on urbanites in<br />
Toronto, Vancouver, Edmonton, Calgary, Montréal and Halifax – the markets where the creative<br />
campaign unfolded. The campaign was designed to drive broad‐scale behavioural change – get<br />
Canadians coast to coast to respond to the campaign by engaging in every‐day good deeds.<br />
Secondary audiences<br />
Mainstream news media across Canada, with a focus on major urban centres – Toronto, Vancouver,<br />
Edmonton, Calgary, Montréal and Halifax. Media relations efforts focused on the outlets that could<br />
significantly extend the reach <strong>of</strong> the campaign: major dailies, morning TV and radio shows, radio and TV<br />
news broadcasts.<br />
Community leaders and opinion influencers – people most likely to “take People for Good’s mantra<br />
home” and spark the People for Good movement in their communities.<br />
Goals/Objectives<br />
Communications goal:<br />
Facilitate broad‐scale behaviour change among Canadians exposed to People for Good messages by<br />
encouraging them to engage in specific every‐day good deeds.<br />
Communications objectives:<br />
Shape and guide the story <strong>of</strong> People for Good towards positive media and public reception by<br />
showcasing the identity, spirit and authenticity <strong>of</strong> People for Good, ensuring it is understood as a social<br />
movement rather than merely an ad campaign, and mitigating against any potential media and public<br />
misinterpretation and backlash.<br />
Achieve 15 million media impressions between July 1 and November 30, 2011 – during the operation <strong>of</strong><br />
the creative campaign in the market and in the weeks following its wrap‐up.
Achieve over 80 per cent <strong>of</strong> positive mentions measured based on the MRP system.<br />
Solution Overview<br />
Communications strategy<br />
To maximize the penetration and effectiveness <strong>of</strong> People for Good messaging, MAVERICK proposed a<br />
phased approach to media and social media outreach. The success <strong>of</strong> our strategy was predicated on<br />
timing each media relations element strategically to pique media interest in the story, leaving it wanting<br />
more, rather than “pushing” a full, “ready‐to‐use” story package early on.<br />
During the campaign’s first week in the market, MAVERICK sparked media conversations through a mini<br />
“whisper” campaign, reaching out to specific, carefully selected media personalities with the clout to<br />
influence the tone and direction <strong>of</strong> public discussion. The PR team delayed proactive media pitching<br />
until a week after the launch, giving the media and the public an opportunity to experience and interact<br />
with the campaign as it unfolded.<br />
A week later – after people started talking about the campaign – MAVERICK distributed a<br />
comprehensive news package, in the form <strong>of</strong> a social media release, leveraging the social media nature<br />
<strong>of</strong> the campaign. The media relations team then followed up with proactive efforts to “pull” media<br />
agenda‐setters into a broader discussion <strong>of</strong> who People for Good are, what they stand for, what they are<br />
trying to accomplish and why. The media relations team maintained a flexible narrative, quickly<br />
adjusting it to specific news and social media conversations.<br />
The People for Good story: communications positioning and messaging<br />
The People for Good campaign was positioned as a personal story and vision <strong>of</strong> Zak Mroueh and Mark<br />
Sherman rather than a rational research‐based claim based on empirical evidence, even though<br />
MAVERICK’s strategy was informed by extensive research (see Appendix B). It was the story <strong>of</strong> two guys<br />
who felt that, if people were nicer to each other, Canada would be a better place. MAVERICK worked<br />
with Zak and Mark to create compelling messages, capturing a personal story <strong>of</strong> each <strong>of</strong> them, while<br />
addressing any potential concerns over authenticity and misinterpretation <strong>of</strong> their motives.<br />
Key messages:<br />
Care about those around you, be nice to each other, do good.<br />
Each <strong>of</strong> us can change the world the moment we change our behaviour – being more sensitive to the<br />
needs <strong>of</strong> others, being more generous, and taking a few moments to help a stranger with a simple act <strong>of</strong><br />
generosity like opening the door for them.<br />
The power <strong>of</strong> the media and creativity can be put to serve a good cause.<br />
Communications tactics<br />
In brief, MAVERICK’s communications solution included the following tactical elements:<br />
Communications messaging:<br />
Develop a compelling narrative and “voice” for People for Good, with colour quotes and<br />
memorable sound bites.<br />
Proactively anticipate and address possible misinterpretation <strong>of</strong> the agenda <strong>of</strong> the People for<br />
Good creators.<br />
Media content development
Develop a comprehensive news package in the form <strong>of</strong> a social media release. Issued in both<br />
English and French, the package included the People for Good story and background, campaign<br />
creative overview, tips on suggested good deeds and a number <strong>of</strong> digital elements (pictures,<br />
video, website and social media links, etc.) (see Appendix A).<br />
Develop customized media pitches as MAVERICK “listened” to the conversations that unfolded<br />
during the campaign.<br />
Phased proactive media outreach<br />
Conduct a low‐key “whisper” campaign during the week <strong>of</strong> the launch (see Appendix D).<br />
Start a proactive “pull” campaign a week later once people got an opportunity to experience the<br />
campaign.<br />
Support social media components <strong>of</strong> the campaign by distributing and sharing content to<br />
encourage engagement and participation.<br />
Media training and ongoing media coaching support<br />
Develop comprehensive key messages and an extensive Q&A platform to support Zak Mroueh<br />
and Mark Sherman in communicating the People for Good story.<br />
Take Zak and Mark through challenging media scenarios and increase their comfort level to<br />
engage in debates around the philosophical issues surrounding the campaign.<br />
Budget<br />
All elements <strong>of</strong> the campaign were planned and executed on a pro bono basis. MAVERICK donated the<br />
time <strong>of</strong> two senior team members to ensure the success <strong>of</strong> the campaign. MAVERICK received no<br />
payment or promotion in return for its work.<br />
Implementation and Challenges<br />
As anticipated, there was some initial scepticism from the media during the early stages <strong>of</strong> the People<br />
for Good campaign. This scepticism evolved into enthusiastic acceptance as the People for Good story<br />
was rolled out.<br />
MAVERICK had to manage the emotional connection its creators had with the campaign to address<br />
potential misconceptions while effectively communicating People for Good’s message and authenticity.<br />
Levels <strong>of</strong> public and media participation were so high that some excellent media suggestions had to be<br />
turned down due to lack <strong>of</strong> time and resources.<br />
MAVERICK managed the dynamic between two powerful voices <strong>of</strong> the campaign creators, both senior<br />
executives leading two different organizations, each with their own vision for the campaign. Delivering a<br />
cohesive and compelling narrative was a unique PR challenge.<br />
Measurement/Evaluation<br />
Measurable Results<br />
The campaign garnered national media attention across all channels – newspapers, radio, television and<br />
online media:<br />
21,007,202 total media impressions; 51 media hits<br />
People for Good overcame initial scepticism, and the campaign was framed positively in the news.<br />
Media coverage was 92.31 per cent positive, according to MAVERICK’s MRP report (see Appendix C).<br />
Media Highlights: November 12, 2011: 16x9 The Bigger Picture on Global – Good News, June 29, 2011:<br />
Country FM – It’s People for Good, July 6, 2011: Breakfast TV Toronto ‐ People for Good; July 8, 2011:<br />
Globe and Mail – Building a better world, one c<strong>of</strong>fee at a time (both online and in print)
MAVERICK continued to receive media requests until late October, two months after the completion <strong>of</strong><br />
the campaign.<br />
Multiple media outlets amplified People for Good’s call to action (see Appendix C).<br />
Public Perception<br />
An IPSOS survey, commissioned by Media Experts, found that people who had seen People for<br />
Good ads were 50 per cent more likely to give up their seat and two times more likely to let<br />
someone ahead <strong>of</strong> them in line.<br />
The People for Good story reached community leaders who took the People for Good “mantra”<br />
and implemented and promoted it in their own communities<br />
Christopher Rouleau designed the Toronto Etiquette Project cards, to be downloaded and<br />
handed out. In his interview with the Toronto Star, Rouleau says he drew inspiration from<br />
People for Good.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget up to $50,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Timothy Chan<br />
Organization’s Name: G Adventures (formerly Gap Adventures)<br />
Division: 1) Communication Management<br />
Subcategory: 4a) Media Relations with budget up to $50K<br />
Title <strong>of</strong> Entry: G Adventures Career Break Campaign<br />
Time Period <strong>of</strong> Project: February – September 2011<br />
Brief Description: The Career Break campaign helped G Adventures break through the travel clutter and put an end to the<br />
media drought the tour operator was experiencing. It generated mass awareness and positive, brand‐building media coverage<br />
across Canada.<br />
Business Need/Opportunity<br />
G Adventures, formerly Gap Adventures, is a Canadian‐based adventure travel tour operator, <strong>of</strong>fering a wide<br />
selection <strong>of</strong> small‐group trips in more than 100 countries, to over 100,000 travellers annually. During its early years,<br />
the 21‐year‐old company enjoyed a considerable amount <strong>of</strong> media attention and generated substantial brand<br />
awareness as a recognized adventure travel leader. However, while G Adventures continued to carry a positive<br />
reputation with target consumers and key stakeholders, in recent years, in a heavily saturated and competitive<br />
market, the tour operator lost its media share <strong>of</strong> voice and strong position in the media landscape. Presence in the<br />
media was generally limited to mere mentions in travel roundups. Further, G Adventures had yet to proactively<br />
secure radio or TV coverage in its 21‐year history.<br />
A new and relevant story was required to break through the travel clutter and put an end to the media drought. G<br />
Adventures conceived a dynamic media relations program to generate national, brand‐building, positive media<br />
coverage. Moreover, the strategy created an opportunity to secure coverage outside traditional travel columns and<br />
trade publications to ultimately connect with new audiences that consume mainstream media. This was the first<br />
time G Adventures had invested this great amount <strong>of</strong> resources behind a PR‐driven initiative.<br />
Research formed the foundation to the strategy and revealed:<br />
<br />
<br />
<br />
<br />
<br />
<br />
G Adventures <strong>of</strong>fers a unique “product”, <strong>of</strong>ten described by its travellers as “life‐changing”<br />
According to a Harris/Decima poll conducted as part <strong>of</strong> the program and discussions with colleagues and peers,<br />
Canadians lack work/life balance and want to take career breaks<br />
Labour Day was created to promote work/life balance<br />
More employers now <strong>of</strong>fer sabbatical programs, demonstrating a growing interest in career breaks<br />
Limited discussion <strong>of</strong> career breaks in the media; especially in current economic climate<br />
No tour operator owned the topic <strong>of</strong> travel in the sabbatical conversation in the media, creating an opportunity<br />
for G Adventures to be the authority
Jeff Jung, founder <strong>of</strong> CareerBreakSecrets.com would be an ideal spokesperson to bring the sabbatical story to<br />
life<br />
Intended Audiences<br />
<br />
<br />
<br />
Key consumer target – Canadians considering a career break but have the following travel concerns: safety,<br />
loneliness and budget<br />
Travel media<br />
General mainstream media – lifestyle, career, business and general news<br />
Goals/Objectives<br />
Break through the travel clutter, put an end to the media drought and build mass awareness <strong>of</strong> G Adventures<br />
Position G Adventures as a solution to common travel concerns: safety, loneliness and budget<br />
Achieve an audience reach <strong>of</strong> 7.5 million<br />
Generate national media coverage and secure a minimum <strong>of</strong> 20 stories from late August onwards<br />
Achieve a MRRP score <strong>of</strong> at least 75%<br />
o MRRP Criteria<br />
Brand inclusion<br />
Key message inclusion<br />
Survey inclusion<br />
Spokersperson inclusion<br />
Exclusivity<br />
BONUS: image/b‐roll inclusion<br />
Achieve a cost per contact <strong>of</strong> $0.05<br />
Generate broadcast coverage – a first for G Adventures<br />
o 10 minutes <strong>of</strong> TV coverage<br />
o 10 minutes <strong>of</strong> radio coverage<br />
Drive traffic to DitchTheCubicle.ca – a website created to host blog posts and videos on career break travel tips<br />
Secure coverage beyond traditional travel sections – lifestyle and general news<br />
Solution Overview<br />
G Adventures developed a strategy featuring a controversial story around the concept <strong>of</strong> career breaks – a period <strong>of</strong><br />
time <strong>of</strong>f from work for travel and personal development. A media audit confirmed a lack <strong>of</strong> ownership <strong>of</strong> the limited<br />
career break dialogue by any tour operator. Furthermore, a sabbatical story would create a “door opener” to<br />
discuss G Adventures with media.<br />
A Harris/Decima survey was developed and executed to identify and confirm Canadians’ attitudes towards work/life<br />
balance and desire to take career breaks. The survey also revealed the top culprits for travel anxiety – safety,<br />
loneliness and budget, followed by the fear <strong>of</strong> getting lost, culture shock and the unknown. We promoted the idea<br />
<strong>of</strong> easing into first time, international or long‐term travel with an organized tour and positioned G Adventures as the<br />
solution to the concerns. Moreover, we discussed the similarities between the type <strong>of</strong> travel G Adventures <strong>of</strong>fers<br />
and the type <strong>of</strong> experiences career breakers look for. To increase timeliness and relevance, we released our story to<br />
coincide with Labour Day – a holiday instituted to promote work/life balance.
To resonate with the target audiences, we selected Jeff Jung, founder <strong>of</strong> CareerBreakSecrets.com and host <strong>of</strong> the<br />
Career Break Travel Show, as our spokesperson. Extensive media training rooted in key messaging allowed Jeff to<br />
effectively bring the story to life. We positioned him as the career break expert – a refugee <strong>of</strong> the corporate<br />
marketing world who escaped the rat race. On a cross‐country media tour, Jeff addressed the top culprits for travel<br />
anxiety identified in the poll, shared his successful sabbatical secrets, and promoted G Adventures. His<br />
endorsement added credibility to the story.<br />
Implementation and Challenges<br />
National Survey (WS#1)<br />
We polled Canadians in May on their work/life balance and attitudes towards career breaks. The results supported<br />
and formed the foundation <strong>of</strong> our story, and created a “harder” news angle that attracted media.<br />
Media Kit (WS#2)<br />
Our media kit included key materials for media to create their own stories: news release, biography, photography,<br />
and b‐roll.<br />
National Media Relations (WS#3)<br />
We developed a highly targeted list <strong>of</strong> key media our target demo consume. Proactive media relations was<br />
conducted nationwide in July to secure one‐on‐one interviews with our spokesperson.<br />
Spokesperson Media Tour<br />
Spokesperson Jeff Jung was media trained and positioned as a credible expert on career break travel. He toured<br />
Toronto, Edmonton, Calgary and Vancouver in late August/early September, shared his successful sabbatical secrets,<br />
addressed worries related to career break travel, positioned G Adventures as a solution to travel concerns, and<br />
encouraged audiences to visit DitchTheCubicle.ca for more information. Jung gave our brand a relatable and<br />
persuasive face, brought the story to life, and delivered our key messages.<br />
Video Series (WS#4 – URL included in online submission)<br />
G Adventures developed, filmed and edited a 10‐part video series. Set in the colourful backdrop <strong>of</strong> India, the videos<br />
featured Jeff’s travel tips and tricks.<br />
Website (WS#5 – URL included in online submission)<br />
A website – DitchTheCubicle.ca – was created to host the career break series and additional resources, tips and<br />
information, with a link to the G Adventures homepage.<br />
Budget: A budget <strong>of</strong> $30,000 covered: spokesperson fee, three‐city media tour, survey, PR salary, trip to India,<br />
monitoring tools and website.
Challenges<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
A lean and carefully managed budget <strong>of</strong> $30,000 that needed to cover the costs <strong>of</strong> a variety <strong>of</strong> initiatives<br />
Limited manpower – a one‐man team was responsible for strategy development, execution and evaluation<br />
A saturated and highly competitive marketplace driven by acquisitions and sales<br />
Limited retail presence; two concept stores in Canada<br />
Safety concerns associated with adventure travel<br />
Travel is an intangible product and as a tour operator, we’re not promoting a destination; we’re selling an<br />
experience, a lifestyle<br />
Need to develop new news and reinvent ourselves as a 21‐year‐old company to maintain relevance with media<br />
Measurement/Evaluation<br />
Measurable results for the media relations program exceeded our most optimistic expectations:<br />
Broke through the travel clutter, put an end to the media drought, and generated widespread, brand‐building,<br />
positive, national media coverage (WS#6)<br />
Effectively positioned G Adventures as a solution to common travel concerns: safety, loneliness and budget<br />
Coverage ran from late August onwards<br />
Achieved an audience reach exceeding 46 million versus 7.5 million<br />
Secured 173 stories versus 20 stories (WS#7)<br />
Achieved a MRRP score <strong>of</strong> 103.93% versus 75%<br />
Achieved a cost per contact <strong>of</strong> $0.0006<br />
Generated broadcast coverage – a first for G Adventures<br />
o 80 minutes <strong>of</strong> TV coverage versus 10 (WS#8 & #9 – URLs included in online submission)<br />
o 204 minutes <strong>of</strong> radio coverage versus 10 (WS#10)<br />
During the media tour, DitchTheCubicle.ca received more than 480 visitors and continues to enjoy visitors today<br />
In addition to travel columns, coverage was secured in the following sections: lifestyle, general news, business,<br />
careers/jobs/work and health
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget up to $50,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Martha McKimm<br />
Organization’s Name: TD Bank<br />
Division/Category: Division 1, Category 4a (Media Relations with budget up to 50k)<br />
Title <strong>of</strong> Entry: TD Summer Reading Club<br />
Time Period <strong>of</strong> Project: June 16, 2011 – July 31, 2011<br />
Brief Description<br />
According to Statistics Canada, 42% <strong>of</strong> Canadians do not have the day‐to‐day reading skills they need.<br />
Reading six books during the summer can help children maintain their reading skills, and reading even<br />
more books will help improve those skills.<br />
As Canada’s largest reading club, the TD Summer Reading Club helps kids improve their reading skills<br />
and reduce summer learning loss while having fun. For the past 16 years TD has supported the TD<br />
Summer Reading Club in partnership with Libraries and Archives Canada and the Toronto Public Library.<br />
The national program is designed to encourage kids, 12 and under, to participate in summer reading<br />
activities. Each year, the activities are designed around a unique theme (2011 theme was Splash) and<br />
are promoted in libraries across Canada. TD is passionate about maintaining interest and participation<br />
in this long‐standing community program and wanted to promote the 2011 Summer Reading Club as a<br />
smart summer activity for young Canadian minds.<br />
Business Need/ Opportunity<br />
TD invests in communities to make a positive impact where it does business and where its customers,<br />
clients and employees live and work. Community Giving in Canada is focused on Education and Financial<br />
Literacy, Creating Opportunities for Young People, and the Environment.<br />
TD’s long standing support <strong>of</strong> the TD Summer Reading Club is one <strong>of</strong> the many ways TD works to make a<br />
difference in its communities. TD’s objective is to continue to raise awareness <strong>of</strong>, and participation in,<br />
Canada’s largest reading club, creating a positive impact on children’s reading and keeping young minds<br />
stimulated over the summer months.<br />
Intended Audiences<br />
Primary:<br />
Secondary:<br />
Also:<br />
Parents with young children<br />
Children 11‐13 yrs<br />
Employees, customers, key stakeholders and the community at large<br />
The goal was to drive awareness <strong>of</strong> the program nationally, as well as in the community. Both print and<br />
online media influencers were targeted.
Goals/ Objectives<br />
OBJECTIVES<br />
1. Generate awareness <strong>of</strong> TD’s commitment to children’s literacy in the community.<br />
2. Increase the number <strong>of</strong> children participating in the TD Summer Reading Program.<br />
3. Increase consumer awareness <strong>of</strong> TD’s support for children’s literacy.<br />
GOALS<br />
Achieve 8 million media impressions<br />
Increase program participation by 5%<br />
Obtain quality coverage in key Canadian media outlets<br />
Solution Overview<br />
“TD Summer Reading Club Makes a Splash”<br />
The 2001 Splash thematic presented MSL Canada with the opportunity to leverage the program in a<br />
creative way to gain maximum exposure. Media engagement was targeted via five waves <strong>of</strong> outreach:<br />
Media Kick<strong>of</strong>f Event & National News Release Distribution<br />
Aimed at <strong>of</strong>ficially launching the 2011 program as well as announcing TD’s funding commitment<br />
and renewal support <strong>of</strong> the TD Summer Reading Club<br />
Event took place at a downtown Toronto library, and was attended by a local school class;<br />
library space was decorated with Splash‐themed props including beach towels, sand toys, etc.<br />
Event provided speaking and photo opportunities<br />
Distributed national news release and photo from event to media<br />
Both pr<strong>of</strong>iled Frank McKenna, TD Bank Group deputy chair and literacy champion<br />
Media Drops<br />
Created to engage media beyond a standard phone or email pitch<br />
Water‐themed media drops were sent; media received a sand bucket with kids’ goggles, rubber<br />
ducks, books and a themed pitch card<br />
Matte Stories<br />
Written to reach communities across Canada, with engaging tips for parents on how to keep<br />
their kids busy throughout the summer<br />
Mom Blogger Outreach<br />
MSL Canada developed targeted and customized communications with mom bloggers to<br />
participate in the program and blog about their experience<br />
MSL Canada conducted aggressive follow‐up to secure coverage across Canada, ensuring that TD’s<br />
Summer Reading Club made a Splash in Canada’s media outlets.<br />
Implementations and Challenges
Implementation: MSL Canada executed the program on time and on budget. A detailed critical path<br />
and weekly conference call ensured agency/client alignment. Short‐lead media, online and blogger<br />
outreach was executed from mid‐June through August 2011.<br />
Budget: Program budget was $30,000. Weekly budget reviews guaranteed that fees and expenses were<br />
tracked in near‐real time, allowing MSL Canada to ensure that the program was tracking well to budget<br />
parameters. Focusing on individual media relationships among the MSL Canada team ensured program<br />
success.<br />
Challenges: Media are becoming harder and harder to penetrate. And given the richness <strong>of</strong> the story,<br />
and strong summer thematic, MSL recommended a creative media drop to cut through the clutter. This<br />
was the first time this had been done for the TD Summer Reading Club – and the results speak for<br />
themselves.<br />
Measurement/Evaluation<br />
Goal<br />
Result<br />
Goal #1:<br />
21,051,000 million media impressions<br />
Meet or exceed 8 million media impressions,<br />
and 245 media placements<br />
with<br />
263% to goal<br />
Coverage landed in all targeted media<br />
spaces including national and regional<br />
newspapers, online media outlets,<br />
mom blogs and community papers<br />
Goal #2:<br />
Increase program participation by 5% In 2011, program participation by children<br />
was 576,784, up 6.2% from 2010 levels.<br />
Goal #3:<br />
<br />
Obtain quality coverage in key Canadian<br />
media outlets<br />
Media coverage secured was <strong>of</strong> a high quality,<br />
with superior photography, strong branding<br />
for the TD Summer Reading Program (100% <strong>of</strong><br />
coverage included TDSRC branding) resulting<br />
in a MRP Quality Scores <strong>of</strong> 57%
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget up to $50,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Ashley Audrain, Edelman Canada, Project Lead<br />
Organization Name: Edelman Canada<br />
Title: Keith’s Green Initiative ‘Show Your Plaid’<br />
Division and Category: Division 1: Communication Management<br />
Category 4a: Media Relations with budget up to $50,000<br />
Client Name: Alexander Keith’s – Labatt Breweries <strong>of</strong> Canada<br />
Timeframe: April 2011<br />
Brief Description: In April 2011, Alexander Keith’s launched a program to help consumers give back to their<br />
community during Earth Month and go green by giving them the chance to win up to $1,000 to donate to one <strong>of</strong><br />
four deserving eco‐charities. To cut through the clutter <strong>of</strong> Earth Month and generate media coverage, Edelman<br />
developed the ‘Show Your Plaid’ program by issuing a challenge to media across the country to wear the Keith’s<br />
kilt on‐air – a symbol <strong>of</strong> the brand and its Scottish heritage.<br />
Business Need/Opportunity<br />
Labatt Breweries <strong>of</strong> Canada’s Better World program strikes a balance between generating great business<br />
results and managing environmental and social responsibilities that contribute to public good and<br />
quality <strong>of</strong> life. The aim <strong>of</strong> Better World is to add value to the people, communities, and places where<br />
Labatt does business, and positively impact the world around them.<br />
As part <strong>of</strong> Better World, Labatt works with its brands to identify opportunities to tie in Better World<br />
initiatives to brand programming. The Keith's Green Initiative was the outcome <strong>of</strong> consumer research<br />
from the Cambridge Group that found Keith’s drinkers cared more about the environment than other<br />
beer consumers. With this in mind, the brand launched the Keith’s Green Initiative, a promotion to help<br />
consumers give back to their community during Earth Month by giving them the chance to win up to<br />
$1,000 to donate to one <strong>of</strong> four deserving eco‐charities <strong>of</strong> their choice including Waterkeepers Canada,<br />
Nature Canada, the NSLC Adopt‐A‐Stream or Trees Ontario (and its national partners across the<br />
country). Consumers were able to participate by entering PIN numbers found on specially‐marked packs<br />
onto Facebook or by becoming a Keith’s Facebook fan and sharing the Keith’s Green Initiative with<br />
friends on Facebook.<br />
Edelman was the sole discipline engaged to develop a media relations program that piqued media<br />
interest and directly involved media in the program in a fun and compelling way. It was critical that the<br />
program broke through the clutter during Earth Month – a time when several brands are competing to<br />
communicate green messaging. Additionally, the highly promotional nature <strong>of</strong> the program required a<br />
news hook that would stand out.<br />
Intended Audience<br />
Edelman focused on reaching out to news, lifestyle and sports media as a way to communicate the<br />
‘Show Your Plaid’ challenge to the target audience. Alexander Keith’s consumer pr<strong>of</strong>ile is referred to as<br />
‘Matt,’ a young male, in his mid to late 20’s who is very social, prioritizes his friends and prefers to drink<br />
Canadian beer. Knowing that ‘Matt’ cares more for the environment than other drinkers – and cares
generally about current events and issues – it was important to reach him through the media that<br />
matters to him.<br />
Goals and Objectives<br />
The overall program goal was to generate awareness <strong>of</strong> the Keith’s Green Initiative through traditional<br />
media coverage. The following measureable objectives were developed based on the given budget and<br />
the singular role <strong>of</strong> PR in the program.<br />
Garner 10 pieces <strong>of</strong> top‐tier media coverage nationwide<br />
Generate 1.5 million earned media impressions by end <strong>of</strong> April<br />
Secure eight media to show their plaid on‐air by wearing the Keith’s kilt<br />
Secure a cost per contact <strong>of</strong> less than $0.03<br />
Generate five pieces <strong>of</strong> social media coverage from those outlets that showed their plaid<br />
Solution Overview<br />
To get media interested in the Keith’s Green Initiative, Edelman created the ‘Show Your Plaid’ program –<br />
a national challenge to media personalities across the country to wear the Keith’s kilt on‐air. In return,<br />
Keith’s <strong>of</strong>fered to make a donation on behalf <strong>of</strong> the media to one (or all!) <strong>of</strong> the participating ecocharities.<br />
The donation amount was increased if they posted a photo <strong>of</strong> themselves in the kilt on<br />
Twitter, Facebook or a blog.<br />
Show Your Plaid provided media with an experience worth talking about and sharing through their social<br />
platforms. In order to effectively target media in a personalized way, we did background research on<br />
personalities in each key market before we pitched them to tailor our approach to either their Scottish<br />
heritage and/or their passion for environmental causes.<br />
Tactics:<br />
Pre‐promotion and media relations:<br />
A creative call‐to‐action was developed and distributed to key news, lifestyle and sports media and<br />
challenged them to wear the Alexander Keith’s kilt on air. The team then followed up diligently to secure<br />
interest in participating and share more program details. We also worked with the charity partners to<br />
develop a media release announcing the program to encourage consumers to participate, while<br />
underscoring the brand’s commitment to the environment.<br />
Media tour: Throughout a one week period, kilts were couriered across the country for media to wear<br />
on‐air. A chatter sheet was also provided to ensure reporters had the correct messaging and were able<br />
to properly brand the segment.<br />
Fan page awareness: The Keith’s Facebook page has a high level <strong>of</strong> engagement and large number <strong>of</strong><br />
fans. To keep them updated on the success <strong>of</strong> the program, Edelman developed posts and worked<br />
closely with the community manager to ensure updates were shared with the community.<br />
Implementation and Challenges:<br />
The program budget was under $50,000. The Edelman team provided everything from strategic<br />
oversight and planning to event management and execution support. The program was very successful<br />
and faced a few challenges that were overcome by flexibility, quick thinking and safety pins:<br />
‐size fits all – we had only a small selection <strong>of</strong> sizes that did not fit all media<br />
Charity partners were not relevant to all major markets<br />
Updates were not immediately reflected on the Facebook page, affecting the momentum <strong>of</strong> the<br />
program amongst fans
Budget: The program budget was $40,000 – including all media relations, fees and expenses – with<br />
$13,548 <strong>of</strong> the total donated to the four partner charities. As PR was the sole discipline tasked with<br />
driving awareness, the brand team was very pleased with Edelman’s ability to create national media<br />
coverage on a limited budget. Media relations generated 18 pieces <strong>of</strong> coverage totaling a reach <strong>of</strong><br />
2,036,639 with a cost per contact <strong>of</strong> $0.03 (MRP data).<br />
Restraints:<br />
Timing – Edelman worked with tight timelines <strong>of</strong> only three weeks to develop and execute the program<br />
to coincide with the Keith’s Green Initiative launch and Earth Month. In addition, because Earth Month<br />
is a crowded time for brands to communicate green messages, the program had to cut through the<br />
clutter and resonate with media on a personal, as well as playful level to secure coverage.<br />
Promotional nature <strong>of</strong> program – Media don’t normally have an appetite for promotions and there are<br />
<strong>of</strong>ten sensitivities to promoting a beer brand on mainstream media outlets. However, the fun and<br />
engaging challenge coupled with the meaningful charity angle, helped to secure media interest and<br />
participation.<br />
Measurement/Evaluation:<br />
The Keith’s Green Initiative ‘Show Your Plaid’ program was a great success that got media interested and<br />
engaged in a fun way with the brand. The challenge to get them to ‘bare their legs for charity’ was done<br />
in a tone that reflected the playful nature <strong>of</strong> the brand, while also delivering media coverage and raising<br />
funds for partner charities.<br />
Objective: Garner 10 pieces <strong>of</strong> media coverage nationwide<br />
Results: Local media coverage was secured in several key Keith’s markets – including Toronto,<br />
Ottawa and Halifax – and with national media, resulting in a truly national campaign. Through the<br />
‘Show Your Plaid’ program, PR alone secured 18 pieces <strong>of</strong> media coverage nationwide, surpassing<br />
our goal by 8 pieces <strong>of</strong> coverage. Top tier coverage included a segment on Canada AM, where host<br />
(and Maritimer) Jeff Hutcheson wore the Keith’s kilt on air for an entire hour, referencing the<br />
program several times and posting tweets<br />
Objective: Generate 1.5 million earned media impressions by end <strong>of</strong> April<br />
Results: Media showed their plaid, resulting in 2,036,639 media impressions nationwide<br />
Objective: Secure eight media to show their plaid on‐air by wearing the Keith’s kilt<br />
Results: 12 different media personalities wore the Keith’s kilt on‐air and mentioned the Green<br />
Initiative<br />
Objective three: Secure a cost per contact <strong>of</strong> less than $0.03<br />
Results: The Keith’s Green Initiative ‘Show Your Plaid’ PR program secured a cost per contact <strong>of</strong><br />
$0.019<br />
Objective: Generate five pieces <strong>of</strong> social media coverage from those outlets that showed their plaid<br />
Results: Media that showed their plaid were incented to carry the conversation online via their<br />
social media channels to secure additional funds to their charity <strong>of</strong> choice. In total, eight pieces <strong>of</strong><br />
social media coverage were secured on Twitter and Facebook to extend the conversation.<br />
Evaluation: Asking media to bare their legs for charity was a surefire, engaging way to get them to<br />
participate in the Keith’s Green Initiative’s ‘Show Your Plaid’ program. The program caught the attention<br />
<strong>of</strong> Canadian media to generate awareness <strong>of</strong> the brand’s eco‐charity partnerships and highlight its<br />
strong ties to the East Coast. While beer brand promotions typically focus on rewarding the consumer,<br />
in this case we were able to take a fresh, new approach by executing a promotion that gave back to<br />
causes the target cares about. Through the ‘Show Your Plaid’ program, we were able to capture media
and consumer attention in an authentic way that earned their respect while staying true to the essence<br />
<strong>of</strong> the Alexander Keith’s brand. It also helped raise more than $13,000 for key charities and underscored<br />
Alexander Keith’s – and Labatt’s – commitment to giving back to Canadian communities.<br />
The program attracted attention from targeted lifestyle, sports and news media – including Canada<br />
AM’s Jeff Hutcheson – to build a national story and ensure key messages were communicated. In<br />
addition, the incentive for media to leverage their social media channels to create added buzz extended<br />
coverage and conversation. We were very pleased with the results, exceeding target goals and<br />
objectives in every category. The simplicity and creativity <strong>of</strong> the ‘Show Your Plaid’ PR program ensured<br />
consumers knew about the Keith’s Green initiative during a very competitive time for space during Earth<br />
Month.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget up to $50,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Erick Bauer<br />
Team Members: Ken Evans, Tanya Elliott‐Briden, Dan Ovsey, Erick Bauer: APEX Public Relations Inc.<br />
Organization’s Name: APEX Public Relations Inc. / UPS Canada<br />
Division / Category: Division 1; Category 4a (Media Relations with a budget up to $50k)<br />
Title <strong>of</strong> Entry: UPS Canada’s Peak Season<br />
Time Period <strong>of</strong> Project: November – December, 2011<br />
Brief Description: The holidays are a busy time for all <strong>of</strong> us. Nowhere is this hustle and bustle more evident than in<br />
the world <strong>of</strong> transportation and logistics. In the month leading up to Christmas, UPS saw an increase <strong>of</strong><br />
approximately 60 per cent over its normal daily delivery volume. In order to maximize business efficiency and<br />
provide stellar customer service during this demanding period, UPS knew that it would have to develop an<br />
effective communications strategy to inform customers about peak season forecasts, packing tips and pertinent<br />
shipping deadlines.<br />
To accomplish this, APEX developed and executed a public relations campaign to inform the target audience about<br />
the many potential hazards associated with shipping during the holiday season.<br />
BUSINESS NEED / OPPORTUNITY<br />
How would your business respond to a sudden 60 per cent surge in demand? While such a tsunami <strong>of</strong><br />
volume has the potential to cripple a brand`s reputation, UPS has learned to harness the opportunity. In<br />
the month leading up to Christmas, UPS delivered approximately 430 million packages around the<br />
world. On the busiest day <strong>of</strong> the year for UPS – Wednesday, December 22, 2011 – the company<br />
delivered 24 million packages worldwide, a nearly 60 per cent increase over its normal daily delivery<br />
volume <strong>of</strong> 15.1 million packages and documents. To handle this surge, the company hired roughly<br />
55,000 seasonal workers globally.<br />
UPS knew that in order to maximize efficiency and provide stellar customer service during this<br />
demanding period it would have to develop an effective communications strategy to inform customers<br />
about peak season forecasts, packaging tips and pertinent shipping deadlines. To achieve this, UPS<br />
Canada turned to APEX to develop a media relations/new media strategy that would garner coverage in<br />
top‐tier outlets across the country. In turn, UPS would be able to educate its target about the potential<br />
complications associated with shipping during the holidays, thereby increasing its efficiency and<br />
preventing a customer service crisis.<br />
INTENDED AUDIENCE<br />
The target audience for this project were men and women aged 25‐50 who have friends and relatives in<br />
other parts <strong>of</strong> Canada and abroad. The target identified by UPS was segmented into two distinct<br />
geographical areas:<br />
1) Major urban centres across Canada ‐ These individuals are busy pr<strong>of</strong>essionals with families. The<br />
holiday season <strong>of</strong>ten imposes time constraints on these already over‐committed individuals, which leads<br />
to procrastination, last‐minute shopping, and a failure to consider the potential complications<br />
associated with shipping during the holidays (e.g. improper packaging and/or missing key deadlines).<br />
2) Smaller Municipalities across Canada – These individuals are less influenced by mainstream media<br />
and tend to seek out information from local sources (e.g. community newspapers and local radio
stations). UPS wanted to reach both <strong>of</strong> these targets to inform them about packaging tips and pertinent<br />
shipping deadlines so that customer service complications could be avoided. By educating the target on<br />
the holiday rush, UPS would be able to ensure that more packages would be delivered on time for the<br />
holidays.<br />
GOALS / OBJECTIVES<br />
1. Secure a minimum <strong>of</strong> two media ride‐alongs with a UPS Driver between Dec. 1 – 22 (Driver ridealongs<br />
were a primary tactic and are clarified under Plans & Tactics)<br />
2. Generate an overall media reach <strong>of</strong> 30 million between Nov. 25 – Dec. 22<br />
3. Secure placement <strong>of</strong> the VNR in a minimum <strong>of</strong> three top‐tier consumer websites and generate an<br />
overall online reach <strong>of</strong> four million between Dec. 1 – 22<br />
4. Secure placement <strong>of</strong> ANR and matte stories in at least 10 community newspapers and 5 radio stations<br />
5. Leverage Black Friday survey to secure a minimum <strong>of</strong> two tier‐one pieces <strong>of</strong> print coverage in either<br />
the Globe and Mail or Postmedia<br />
6. Achieve an MRP rating score <strong>of</strong> 75 per cent (Canadian industry standard) and a cost‐per‐contact <strong>of</strong><br />
less than $0.03<br />
7. Keep customer call centre volumes down year‐over‐year<br />
SOLUTION OVERVIEW<br />
To get a pulse on media sentiment, APEX took a sampling <strong>of</strong> mainstream media and local coverage from<br />
Nov. to Dec. 2010, which revealed that the media landscape was saturated with stories focusing on gift<br />
giving during the holiday season. Additionally, the research revealed that more and more Canadians<br />
were gravitating to the internet and social media for holiday‐related consumer advice ‐ a market UPS<br />
wanted to influence. APEX also conducted research into the recent popularity <strong>of</strong> Black Friday vis‐à‐vis<br />
consumers in Canada. The conclusion was that a strong loonie, coupled with a weak economy south <strong>of</strong><br />
the border, and the growing prevalence <strong>of</strong> ecommerce had combined to create a news angle that would<br />
resonate strongly with media. The research also confirmed that small‐town Canadians were relying on<br />
local media for information and advice. Meanwhile, those who maintained a preference for<br />
conventional media tended to gravitate to news programs, which were conveniently timed around their<br />
busy workdays. However, APEX knew that UPS would have to <strong>of</strong>fer a unique, timely, relevant narrative if<br />
it were to capture the interest <strong>of</strong> these key media targets.<br />
Given the research findings, APEX knew it would have to <strong>of</strong>fer a different kind <strong>of</strong> holiday story — one<br />
less focused on what to give and more focused on how to give it — in order to cut through the holiday<br />
media clutter. This included focusing on key UPS messaging as well as recent trends such as ecommerce.<br />
It also meant providing visuals <strong>of</strong> packaging tips and damaged boxes to complement bulleted lists <strong>of</strong><br />
shipping deadlines. Given the visual nature <strong>of</strong> the packaging tips, the campaign would focus on top‐tier<br />
television news outlets in major urban centres with high concentrations <strong>of</strong> target audience members.<br />
There was also a strong focus on reaching small market tier‐two media in rural Canada. The strategy<br />
included:<br />
A Black Friday survey to initiate the holiday shipping dialogue<br />
The re‐purposing <strong>of</strong> a video news release (VNR)<br />
The development <strong>of</strong> an audio news release (ANR)<br />
The development <strong>of</strong> matte stories<br />
Targeted local media relations around driver ride‐alongs
A national media relations campaign<br />
In order to meet the target objectives and ensure that UPS’s messaging around the peak holiday season<br />
rang loud and clear, APEX’s multi‐angled strategy leveraged several distinct tactics:<br />
1. Black Friday Survey – In order to get a leg up on the competition, UPS had to initiate peak season<br />
dialogue as early as possible. To do so, APEX worked with Angus Reid to design and execute a survey<br />
focusing on the habits <strong>of</strong> Canadian consumers during the holiday season. The results were strategically<br />
distributed on Black Friday – one <strong>of</strong> the largest shopping days <strong>of</strong> the year and the <strong>of</strong>ficial kick‐<strong>of</strong>f to the<br />
holiday shopping season. APEX distributed the results through strategic media relations with tier‐one<br />
media.<br />
2. VNR – APEX knew the broadcast media would need images for their stories and want access to UPS’<br />
distribution centres to get the best footage. But with limited access and the most compelling footage<br />
available only in the early morning hours, APEX had to take a pre‐emptive approach. In 2010 APEX had<br />
recommended working with News Canada to create a short VNR focusing on the peak season. The VNR<br />
proved to be the perfect complement to media relations efforts; providing media with b‐roll that could<br />
then be incorporated into broadcast coverage. APEX recommended re‐recording specific segments <strong>of</strong><br />
the VNR with updated information pertaining to the 2011 peak season. In addition, the VNR would be<br />
distributed to News Canada’s vast online media network, which would allow consumers online to be<br />
exposed to UPS’ messaging and garner UPS its much‐desired online coverage. APEX developed a<br />
compelling script that included the key messages and coordinated production and editing.<br />
3. ANR and Matte Stories – In an effort to reach the identified rural target audience, APEX had to take a<br />
strategic yet resourceful approach. After careful consideration, APEX recommended creating and<br />
distributing an ANR as well as a series <strong>of</strong> three matte stories. Since most small town media outlets rely<br />
heavily on News Canada for daily content, the ANR and matte stories allowed APEX to reach a large<br />
number <strong>of</strong> target media without having to undertake the daunting task <strong>of</strong> a full‐fledged media relations<br />
campaign. This tactic ensured the results needed to meet client’s expectations, while at the same time<br />
saving APEX time and UPS money.<br />
4. Driver Ride‐Alongs – Determined to tell a different kind <strong>of</strong> holiday story, APEX recommended <strong>of</strong>fering<br />
key media in select markets the opportunity to take part in a driver ride‐along. The opportunity allowed<br />
the media to learn about UPS’ peak season activities first‐hand by spending some time on the road with<br />
a UPS driver. APEX worked with UPS to identify key markets based on driver availability, including:<br />
Winnipeg, Vancouver and Calgary. These markets were selected because they were mid‐sized cities<br />
where the population was substantial but where the media culture was still very oriented toward feelgood<br />
human‐interest stories. APEX worked to media train drivers who would act as spokespeople during<br />
ride‐along interviews, and armed them with key messages and Q&A documents. APEX then developed a<br />
media invite that was distributed to a list <strong>of</strong> tier‐one broadcast media targets that had covered similar<br />
holiday stories in the past year. Follow‐up calls and e‐mails were executed in an attempt to confirm<br />
media participation.<br />
5. National Media Relations – Complementing the aforementioned tactics was a national media<br />
relations campaign. APEX distributed a press release to announce UPS’s peak season activities, as well as<br />
its volume predictions, seasonal hiring numbers and key deadlines. The release was distributed<br />
nationally via CNW in November. APEX continued to execute follow‐up calls and e‐mails to broadcast,<br />
print and online media to help garner coverage <strong>of</strong> UPS’s peak season activities and to secure interviews<br />
for UPS spokespeople. APEX then distributed a reminder release via CNW and targeted e‐mail the week
leading up to UPS’s peak day ‐ December 22 and, finally, leveraged the VNR by providing it to key media<br />
as a way to <strong>of</strong>fer insight into how the final story might look.<br />
BUDGET<br />
APEX was given a budget <strong>of</strong> $47,000, <strong>of</strong> which $22,000 was for expenses (VNR, ANR, Matte stories and<br />
survey) and $25,000 was for fees.<br />
IMPLEMENTATION AND CHALLENGES<br />
APEX was faced with three distinct challenges in managing media relations:<br />
The first was the fact that access to distribution centres for media interviews was extremely limited due<br />
to security regulations and procedural constraints. Access to these centres was important because it was<br />
the place where broadcast media could acquire the best “action” shots for their news segments.<br />
Second, to capture the most interesting footage for interviews, media would be forced to visit the hub<br />
during its busiest time (between 3:00 a.m. and 7:00 a.m.) — a timeframe that was not amenable to the<br />
editorial cycle.<br />
Third, the smaller community targets identified were difficult to reach. Community newspapers and<br />
radio stations tend to have small editorial teams and limited resources, which makes securing<br />
placement difficult. Adding to this was the fact that the budget could not support a full‐fledged media<br />
relations campaign focusing on the hundreds <strong>of</strong> small market outlets necessary to reach the target.<br />
MEASUREMENT / EVALUATION<br />
The results <strong>of</strong> the campaign exceeded all <strong>of</strong> its goals:<br />
1. Objective: Secure a minimum <strong>of</strong> two ride‐alongs<br />
o Results: Two ride‐alongs were secured featuring UPS drivers in Winnipeg (CTV) and Vancouver (CTV)<br />
o Coverage included footage from VNR<br />
2. Objective: Generate an overall program reach <strong>of</strong> 30 million<br />
o Results: The project garnered 137 stories with a total reach <strong>of</strong> more than 38 million<br />
3. Objective: Generate an online program reach <strong>of</strong> four million<br />
o Results: The VNR was picked up 20 times online and garnered a total reach <strong>of</strong> 9,544,876<br />
o The VNR was featured on high‐pr<strong>of</strong>ile websites including, MSN, YouTube, Sympatico, Yahoo, Google<br />
and AOL<br />
4. Objective: Secure placement <strong>of</strong> ANR and matte stories in at least 10 community newspapers and 5<br />
radio stations<br />
o Results: The ANR was picked up by 60 radio stations while the matte stories were picked up 26 times<br />
5. Objective: Leverage Black Friday survey to secure a minimum <strong>of</strong> two tier‐one pieces <strong>of</strong> print coverage<br />
o Results: The survey was covered in two separate articles by The Globe and Mail, Toronto Star,<br />
Moneyville.ca, CBC, Canada.com, Calgary Herald, Winnipeg Free Press, and Vancouver Sun<br />
6. Objective: Achieve an MRP rating score <strong>of</strong> 75 per cent (Canadian industry standard rating system) and<br />
a cost‐per‐contact <strong>of</strong> less than $0.03<br />
o Results: Achieved an MRP rating score <strong>of</strong> 93.80 per cent and a cost‐per‐contact <strong>of</strong> $0.001<br />
7. Objective: Keep customer call centre volumes down year‐over‐year<br />
o Result: Although precise metrics are not available for public disclosure, the client did articulate that<br />
they had one <strong>of</strong> the lowest volumes in 5 years
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget greater than $50,000 up to $100,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Cynthia Innes, Edelman Public Relations<br />
Organization’s Name: Starbucks C<strong>of</strong>fee Company & Edelman Public Relations<br />
Division and Category: Division 1: Communication Management Category 4b: Media Relations with a budget<br />
greater than 50K up to 100K<br />
Title: Starbucks 40th Anniversary<br />
Time Period <strong>of</strong> Project: March – May, 2011 from inception to execution<br />
Brief Description In March 2011, Starbucks C<strong>of</strong>fee Company celebrated its 40‐year anniversary. As part <strong>of</strong> a<br />
larger global program, Edelman Public Relations (Edelman) was tasked to bring several (global) 40th<br />
Anniversary initiatives to life in the Canadian market. The team developed and executed a multi‐phase,<br />
Canadian‐relevant program designed to celebrate this monumental event.<br />
Business Need/Opportunity:<br />
In March 2011, Starbucks globally celebrated 40 years <strong>of</strong> providing great c<strong>of</strong>fee and great experiences to<br />
its customers. An innovative leader in the c<strong>of</strong>fee industry, 40 years <strong>of</strong> success meant time to celebrate!<br />
In conjunction with the celebration, this anniversary also marked an opportunity to enhance brand,<br />
customer and partner (employee) loyalty. As part <strong>of</strong> a larger global program, the Edelman Canada team<br />
was tasked to bring several (global) 40th Anniversary initiatives to life in the Canadian market. The team<br />
developed and executed a multi‐phase, Canadian‐relevant program including a localized 40th<br />
Anniversary announcement, the promotion <strong>of</strong> new spring products, the launch <strong>of</strong> the Global Month <strong>of</strong><br />
Service initiative supported by two, large‐scale regional marquee events and Howard Schultz’s Onward<br />
book tour.<br />
Intended audiences:<br />
National and local media were the primary audiences for this campaign. With the number <strong>of</strong> supporting<br />
40th Anniversary initiatives, Edelman reached out to a variety <strong>of</strong> beat reporters including business,<br />
lifestyle and consumer, marketing and local news. The goal was to leverage media as a conduit to raise<br />
awareness <strong>of</strong> a) the global 40th Anniversary; b) the new spring products; c) the Global Month <strong>of</strong> Service<br />
and marquee events; and d) the launch <strong>of</strong> Howard Schultz’s book, Onward. Starbucks partners<br />
(employees) were also identified as a secondary audience for the Global Month <strong>of</strong> Service marquee<br />
events.
3. Goals and Objectives:<br />
The program communication goals were based on generating coverage in traditional media. The<br />
campaign’s primary focus was to generate awareness <strong>of</strong> Starbucks 40th Anniversary and supporting<br />
activities. The program objectives were as follows:<br />
I. Generate branded, earned media coverage <strong>of</strong> Starbucks 40th Anniversary and new spring product<br />
<strong>of</strong>ferings<br />
a. Measureable Objectives: Secure 20‐million media impressions, 35 stories and a total program cost<br />
per contact <strong>of</strong> $0.005<br />
II. Introduce Howard Schultz’s new book ‘Onward’ in Canada and secure earned media coverage to<br />
maintain momentum <strong>of</strong> 40th celebrations<br />
a. Measureable Objectives: Secure a total <strong>of</strong> 3‐5 high‐level, business‐focused interviews for Mr. Schultz<br />
with top‐tier media across the country<br />
III. Increase awareness <strong>of</strong> the global month <strong>of</strong> service events in local media<br />
a. Measurable Objectives: Secure 3‐5 local news stories<br />
4. Solution Overview:<br />
With a number <strong>of</strong> executions supporting the 40th Anniversary in a short timeframe, it was important to<br />
ensure the right media targets would be reached with the right story angles to increase coverage<br />
opportunities. The team conducted a media audit with key targets in March to determine which<br />
upcoming Starbucks initiatives were <strong>of</strong> most interest to them. The research revealed that the majority <strong>of</strong><br />
media would cover the 40th Anniversary announcement and the new products, while the Global Month<br />
<strong>of</strong> Service marquee events were <strong>of</strong> most interest to very localized media, despite the larger global<br />
emphasis and week‐long global event support. This research emphasized the need to create an<br />
individualized, tailored outreach approach for each activity and was the catalyst to securing great<br />
results.<br />
Starbucks 40th Anniversary was supported by a number <strong>of</strong> initiatives rolled out between March and<br />
May 2011. Edelman and Starbucks developed a comprehensive communications plan that would appeal<br />
to the target audiences by creating a communal sense <strong>of</strong> celebration. Because the program was<br />
executed over a 6‐8 week timeframe, implementing a tailored, phased approach was essential to<br />
prevent media fatigue with the brand. To generate awareness, the team leveraged the 40th Anniversary<br />
to highlight Starbucks continued commitment to its partners (employees) and the local communities<br />
where it does business, demonstrating its evolution as a company in the Canadian marketplace and<br />
introducing the new spring product <strong>of</strong>ferings that consumers would love. Key program elements<br />
included:<br />
40th Anniversary Announcement (Timing: March 8, 2011)<br />
To kick <strong>of</strong>f Starbucks 40th Anniversary activities, a global announcement was made on March 8th<br />
unveiling a new brand logo and the Global Month <strong>of</strong> Service initiative. In Canada, the program was<br />
supported with national media outreach, including providing media access to b‐roll footage. An<br />
exclusive Canadian media opportunity was also secured for a satellite interview with Howard Schultz on<br />
March 8th with top‐tier national morning show program, Canada AM.<br />
See: Work Sample 1 ‐ SBUX40 ‐ 40th Anniversary Announcement ‐ National B‐Roll Advisory; Work Sample<br />
2 ‐ SBUX40 ‐ 40th Anniversary Announcement ‐ National News Release;<br />
Work Sample 10 ‐ SBUX40 ‐ Select Campaign Media Coverage Results
New Spring Products (Timing: March 8, 2011)<br />
To build awareness and encourage trial <strong>of</strong> Starbucks newest spring products with media and consumers,<br />
Edelman developed and implemented a comprehensive outreach program targeted at food, beverage<br />
and lifestyle media. Outreach focused on the newest spring <strong>of</strong>ferings including Cake Pops, the line <strong>of</strong><br />
Petites pastries, the new Cocoa Cappuccino and a 40th Anniversary Tribute Blend c<strong>of</strong>fee. A tailored e‐<br />
mail highlighting the products and including other relevant 40th information was developed and sent to<br />
key contacts. For top‐tier contacts, Edelman conducted celebration product drops which included a<br />
personalized delivery <strong>of</strong> an afternoon snack, featuring an assortment <strong>of</strong> the new products and<br />
beverages. The team reached out to these media targets in advance with an embargoed pitch <strong>of</strong>fering a<br />
taste <strong>of</strong> Starbucks new spring treats. As a result <strong>of</strong> these drops, coverage was generated in national<br />
outlets including Chatelaine and Canoe.ca and in the country’s most widely‐read regional paper, The<br />
Toronto Star.<br />
See: Work Sample 3 ‐ SBUX40 ‐ New Spring Products ‐ National QA and Key Messages;<br />
Work Sample 4 ‐ SBUX40 ‐ New Spring Products ‐ National Promo Items Fact Sheet;<br />
Work Sample 5 ‐ SBUX40 ‐ New Spring Product Media Drop Pitch<br />
Work Sample 10 ‐ SBUX40 ‐ Select Campaign Media Coverage Results<br />
Global Month <strong>of</strong> Service Marquee Events (Timing: Toronto: April 16, 2011/ Vancouver: April 30, 2011)<br />
Throughout the month <strong>of</strong> April, partners (employees) and customers worldwide joined together for<br />
Starbucks first‐ever Global Month <strong>of</strong> Service. This initiative was designed to encourage individuals to act<br />
as change‐makers ‐‐ effecting positive action in the communities where they live and work. A global goal<br />
was set <strong>of</strong> 200,000 hours <strong>of</strong> community service performed throughout the month. In Canada, over 1,000<br />
partners (employees) and community members from Toronto, Vancouver and surrounding areas came<br />
together in two beautification efforts to transform a local community and family centre in one <strong>of</strong> each<br />
city’s high‐need neighbourhoods. The revitalization projects were part <strong>of</strong> a collaborative “green” plan to<br />
create sustainable community gardens designed to help give residents a sense <strong>of</strong> pride for their home.<br />
In addition to local media outreach to generate interest and awareness <strong>of</strong> the events, the Edelman team<br />
was also responsible for message development and training <strong>of</strong> key spokespeople. Nearly 4,000 hours <strong>of</strong><br />
community service were completed in Canada and the events were executed flawlessly. Local Toronto<br />
media including CP24 and Global News attended and covered the event during their evening and<br />
weekend newscasts.<br />
See: Work Sample 6 ‐ SBUX40 ‐ Global Month <strong>of</strong> Service Marquee Events ‐ National News Release;<br />
Work Sample 7 ‐ SBUX40 ‐ Global Month <strong>of</strong> Service Marquee Events ‐ Toronto Event Talk Track;<br />
Work Sample 10 ‐ SBUX40 ‐ Select Campaign Media Coverage Results<br />
Onward Book Tour (Timing: Toronto: April 13/Vancouver: May 21, 2011)<br />
Howard Schultz’s visit to Canada to mark the 40th Anniversary celebrations also provided an<br />
opportunity to create awareness for the Starbucks story with his new book, Onward. Edelman<br />
supported this initiative in Toronto and Vancouver through media outreach to secure 1:1 interviews for<br />
Mr. Schultz with top‐tier targets. The team also developed market‐specific briefing materials, prepared<br />
and distributed media materials to business media and provided on‐site support for book tour events. In<br />
Toronto, the team coordinated a breakfast event for Mr. Schultz where he participated in a sit‐down<br />
interview with the business retail reporter from Canada’s largest national newspaper, Globe and Mail.<br />
Mr. Schultz discussed the key themes in Onward, and also focused on 40th Anniversary program<br />
messaging throughout, including Canada as the first expansion market for Starbucks. Several interviews<br />
with additional national media outlets were also conducted. In Vancouver, Mr. Schultz spoke with key<br />
regional newspaper the Vancouver Sun, where he addressed the importance <strong>of</strong> companies giving back<br />
to the communities they serve.
See: Work Sample 8 ‐ SBUX40 ‐ Onward Book Tour ‐ National News Release and Bio;<br />
Work Sample 9 ‐ SBUX40 ‐ Onward Book Tour ‐ Starbucks Canada Media Backgrounder;<br />
Work Sample 10 ‐ SBUX40 ‐ Select Campaign Media Coverage Results<br />
5. Implementation and Challenges:<br />
The program budget was under $100,000. The team provided everything from strategic oversight and<br />
planning to event management and execution support. The program was very successful and faced just<br />
one notable challenge:<br />
Vancouver Marquee Event Coverage: Media coverage <strong>of</strong> the Vancouver Marquee event day was limited<br />
because <strong>of</strong> a very busy news cycle dominated by the Royal Wedding, an unexpected local election<br />
announcement and breaking news <strong>of</strong> Osama Bin Laden’s death.<br />
6. Measurement/Evaluation:<br />
The Starbucks 40th Anniversary campaign was extremely successful in meeting program objectives and<br />
goals. The tailored, personalized outreach approach was effective in piquing and sustaining Canadian<br />
media interest and coverage throughout the duration <strong>of</strong> the program. The exciting new products,<br />
emphasis on community and celebration each succeeded in reinforcing program messages, ultimately<br />
bringing them to life in a variety <strong>of</strong> ways. Coverage appeared on a variety <strong>of</strong> major mainstream news<br />
outlets including national, regional and local publications.<br />
OBJECTIVE: Generate branded, earned media coverage <strong>of</strong> Starbucks 40th Anniversary initiatives resulting<br />
in a total <strong>of</strong> 20,000,000 media impressions, 30 stories and a cost per contact <strong>of</strong> $0.005<br />
A successful media strategy with a phased and tailored outreach approach generated a total <strong>of</strong> 58<br />
pieces <strong>of</strong> media coverage and 35,456,258 million media impressions, representing a 77% increase<br />
over the original program goal. Added touch points <strong>of</strong> media mail packages and product drops,<br />
bringing the 40th celebration directly to the media, also helped drive branded stories.<br />
A full program total cost per contact <strong>of</strong> $0.003 was achieved, surpassing the originally established<br />
goal <strong>of</strong> $0.005.<br />
OBJECTIVE: Introduce Howard Schultz’s new book ‘Onward’ in Canada and secure earned media<br />
coverage with 3‐5 high level business media, to maintain momentum <strong>of</strong> 40th celebrations<br />
The team secured a total <strong>of</strong> seven business interviews for Mr. Schultz with top‐tier national<br />
Canadian business media. The additional media outreach conducted by the team in support <strong>of</strong><br />
Onward resulted in continued coverage <strong>of</strong> the 40th Anniversary and 13 additional pieces <strong>of</strong><br />
coverage for the book launch.<br />
OBJECTIVE: Increase awareness <strong>of</strong> the global month <strong>of</strong> service events using media relations to generate<br />
3‐5 local market stories and encourage event participation<br />
Local media coverage in Toronto and Vancouver resulted in eight stories about the Global<br />
Month <strong>of</strong> Service Marquee Events and contributed to the over 1,000 Canadian participants<br />
nationally.<br />
Conclusion – The Starbucks 40th Anniversary program was truly a milestone to celebrate. With<br />
numerous elements to execute, the team kept 40th celebrations brewing in Canada from March until<br />
the end <strong>of</strong> May. By creating and executing a tailored, cross‐country media outreach program, the team<br />
secured multiple stories that covered several programming efforts and key messages. In the end,<br />
through various outreach initiatives, community connections were established through the Month <strong>of</strong><br />
Service events, Starbucks partners (employees) were reinvigorated and media and consumers got<br />
excited for the new spring product <strong>of</strong>ferings. Leveraging Howard Schultz’s visits to Toronto and<br />
Vancouver created an added level <strong>of</strong> pride that was felt by many and that resonated through each
celebratory program element. Through a well‐planned media relations strategy and providing marquee<br />
event support, Edelman Canada was able to surpass the original program metrics goals with an<br />
additional 23 pieces <strong>of</strong> coverage and more than 15‐million media impressions – a fitting 40th<br />
Anniversary accomplishment<br />
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget greater than $50,000 up to $100,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Deborah Allan, Director, Communications and Media Relations and Daniel Madge, Account<br />
Director<br />
Organization’s Name: Ontario Teachers’ Pension Plan and Fleishman‐Hillard Inc.<br />
Division/Category: Media Relations (between $50K and $100K)<br />
Title <strong>of</strong> Entry: Sale <strong>of</strong> Maple Leaf Sports and Entertainment<br />
Time Period <strong>of</strong> Project: March 2011 – December 2011<br />
1. Business Need/Opportunity:<br />
The Ontario Teachers’ Pension Plan (Teachers’) is the largest single‐pr<strong>of</strong>ession pension plan in Canada.<br />
With $107.5 billion in net assets at December 31, 2010, Teachers’, an independent organization, invests<br />
the pension fund’s assets and administers the pensions <strong>of</strong> 295,000 active and retired teachers in<br />
Ontario.<br />
One <strong>of</strong> Teachers’ highest pr<strong>of</strong>ile investments is its majority ownership <strong>of</strong> Maple Leaf Sports and<br />
Entertainment (MLSE), which it has owned in part since 1994. MLSE is likely the most iconic sports<br />
property in Canada. It owns and operates four pr<strong>of</strong>essional sports franchises (Toronto Maple Leafs<br />
National Hockey League team; Toronto Raptors National Basketball Association team; Toronto FC Major<br />
League Soccer team; and Toronto Marlies American Hockey League team) and the Air Canada Centre (a<br />
sports and entertainment venue). The company also owns broadcasting operations, and retail and real<br />
estate developments.<br />
Based on a number <strong>of</strong> unsolicited approaches during 2010 and early 2011 by potential buyers, Teachers’<br />
began a confidential process to review their ownership in MLSE. The culmination <strong>of</strong> this review was<br />
Teachers’ decision to sell its stake in MLSE to Rogers Communications (Rogers) and Bell Canada<br />
Enterprises (Bell) for C$1.32 billion, which was announced at a joint press conference on December 9,<br />
2011.<br />
Teachers’, which holds positions in a vast number <strong>of</strong> fixed income, equity, commodity and real asset<br />
investments, for the most part flies under the radar as an investor. The major exception to this rule was<br />
MLSE, where Teachers’ ownership position is well‐known. Because the sports franchises are so beloved<br />
by their fans, Teachers’ performance as owners has been chronicled and scrutinized by the sports media<br />
and in the blogosphere.<br />
Teachers’ reputation was, for some, inexorably tied to MLSE’s sports franchises. By considering the sale<br />
<strong>of</strong> MLSE, Teachers’ was putting several revered Toronto sports teams up for auction. The sale was<br />
bound to produce strong reactions from media and fans, and how the communications were handled
would influence the target, tone and intensity <strong>of</strong> that attention. A badly received sale would have been<br />
detrimental to the overall reputation <strong>of</strong> Teachers’.<br />
Because <strong>of</strong> the high‐pr<strong>of</strong>ile nature <strong>of</strong> the asset, widespread speculation and negative media and public<br />
sentiment toward the pension plan as owners <strong>of</strong> MLSE, Teachers’ determined early that it was<br />
important to maintain tight control <strong>of</strong> the messaging and media coverage throughout the sales process.<br />
Fleishman‐Hillard Canada (FH) was retained by Teachers’ to support all communications aspects <strong>of</strong> the<br />
sale process. FH was engaged in March 2011, and worked as an integrated team up until the<br />
announcement.<br />
At the beginning <strong>of</strong> the project we identified a number <strong>of</strong> scenarios that could occur as the process<br />
proceeded (sale, no sale, a leak, etc.), and developed a plan for each. To develop a situational analysis<br />
and our communication strategy we:<br />
Analyzed past sports media coverage <strong>of</strong> Teachers’ ownership <strong>of</strong> MLSE.<br />
Reviewed business media coverage <strong>of</strong> high pr<strong>of</strong>ile mergers and acquisitions <strong>of</strong> Canadian<br />
companies.<br />
The research uncovered three major issues that posed a threat to Teachers’ reputation:<br />
Sports journalists and fans were overwhelmingly negative about Teachers’ performance as<br />
owners (Teachers’ was caricatured as greedy owners who were ambivalent to the sports<br />
franchises).<br />
Identity <strong>of</strong> buyer could create sizeable public backlash (especially if the buyer was foreign) and<br />
potentially jeopardize transaction if leaked.<br />
A complex shareholders’ agreement (including deal restrictions) made it essential that Teachers’<br />
communicate the sale process accurately, strategically and transparently.<br />
2. Intended Audience(s):<br />
The primary audience that Teachers’ was trying to communicate with was the pension plan’s members<br />
– the 178,000 Ontario elementary and secondary school teachers and the 117,000 pensioners (including<br />
survivor pensions). At the end <strong>of</strong> the day, Teachers’ mandate is to secure and administer the retirements<br />
<strong>of</strong> plan members. It was essential that the sale be communicated as a financial victory for the active and<br />
retired teachers <strong>of</strong> Ontario. In order to better understand the media habits <strong>of</strong> Teachers’ active members<br />
and pensioners to develop an effective communications strategy, Teachers’ commissioned Pollara to<br />
conduct a telephone survey <strong>of</strong> 605 active members and 400 pensioners. The overall results indicated<br />
that members consult traditional media sources, including <strong>of</strong>ficial websites, far more frequently than<br />
social media channels. Supported by these findings, the communications strategy focused on traditional<br />
forms <strong>of</strong> media to ensure that it would connect with their membership.<br />
In addition to plan members, it was important for Teachers’ to position themselves as honest,<br />
transparent and fair investors to potential and existing investment partners. To fulfill its mandate <strong>of</strong><br />
securing and administering the pensions <strong>of</strong> its plan members, Teachers’ constantly looks for<br />
opportunities to buy or invest in companies where they can make strong risk‐adjusted returns. Teachers’<br />
already possesses a reputation in the industry as an honest broker and it was considered vital to protect<br />
or even enhance this reputation during the sales process.<br />
It was determined that the most effective medium to reach both plan members and investment<br />
partners was through the business media. Despite the nature <strong>of</strong> the company being sold, Teachers’ was
persuaded to consider and ultimately sell MLSE because it was <strong>of</strong>fered what it believed to be a fair<br />
return on investment for Ontario’s teachers. The goal was to position this as the sale <strong>of</strong> a company that<br />
happened to own sports franchises, rather than the other way around. Teachers’ communications<br />
approach emphasized getting the right information to the right business journalists.<br />
3. Goals and Objectives<br />
There were two overarching goals for this communications program: to increase awareness <strong>of</strong> Teachers<br />
as a savvy and honest investor and partner; and to protect the reputation <strong>of</strong> Teachers’.<br />
Goal 1: Increase awareness <strong>of</strong> Teachers as a savvy and honest investor and partner<br />
The sale <strong>of</strong> MLSE was a significant milestone for Teachers’. MLSE was one <strong>of</strong> the pension plan’s biggest<br />
holdings (close to one per cent <strong>of</strong> total pension fund), and far and away its most public one. As a large<br />
asset manager, it was paramount for the future successful operation <strong>of</strong> the pension fund that Teachers’<br />
be perceived as the type <strong>of</strong> investor that other companies want to partner and do business with.<br />
The objectives <strong>of</strong> this goal were to:<br />
<br />
<br />
<br />
Generate over 50 million MRP impressions in the week following the press conference.<br />
Ensure the story was seen as more than just a sports story, securing at least 25 million MRP<br />
impressions outside <strong>of</strong> the business section in the week following the press conference.<br />
Ensure at least 30 members <strong>of</strong> the media attend the press conference.<br />
Goal 2: Protect the reputation <strong>of</strong> Teachers’<br />
The second goal for this communications program was to proactively protect Teachers’ reputation. This<br />
was a tall order given that the pension plan had been derided for years as an indifferent and selfinterested<br />
owner <strong>of</strong> Toronto’s sports franchises. Additionally, it was important that the 295,000 active<br />
and retired teachers support the sale, and perceive the pension plan as an organization that will make<br />
decisions, even unpopular ones, to secure the retirement income <strong>of</strong> its members.<br />
The objectives <strong>of</strong> this goal were to:<br />
<br />
<br />
Ensure that less than 10 per cent <strong>of</strong> the coverage had a negative tone (as judged by FP<br />
Infomart).<br />
Maintain control over and play prominent roles in the sale press conference.<br />
4. Solution Overview:<br />
The communications strategy to support Teachers’ sale <strong>of</strong> MLSE was multifaceted and aimed to reach its<br />
target audiences. Tactics included:<br />
Media relations throughout the campaign<br />
Monitored media coverage during the course <strong>of</strong> the campaign and used key learnings to<br />
determine future strategies.<br />
Prepared contingency media strategies to counteract potential leaks and intervention from<br />
other parties.<br />
Developed key messages to position Teachers’ as an honest negotiator and a savvy investor.
Issued four press releases at key inflection points during the sales process to keep the media<br />
and public informed and ensure Teachers’ messaging was prominent in reporting (and distinct<br />
from Rogers and Bell).<br />
Identified and reached out to media influencers in national and regional publications with<br />
greatest ability to communicate to Teachers’ key audiences.<br />
Performed a coverage audit to monitor print and broadcast coverage <strong>of</strong> the sale issue for the<br />
week period following the sale announcement to determine the volume and tone <strong>of</strong> coverage.<br />
Leverage close media relationships<br />
Reached out to key business media contacts at The Globe and Mail and the Toronto Star at several<br />
points during the campaign to ensure Teachers’ messaging was prominent and to provide key<br />
information before announcements were put on the wire.<br />
Organized and moderated press conference<br />
Worked with contacts at MLSE to plan and implement a press conference.<br />
Coordinated closely with media relations contacts at Rogers and Bell to ensure consistency <strong>of</strong><br />
messaging from all parties.<br />
Facilitated several message‐training sessions to prepare Jane Rowe, SVP at Teachers’ Private Capital,<br />
for her remarks and any questions she may have received during the press conference.<br />
Teachers’ used the following key messages to guide all communications activities for the sale<br />
announcement:<br />
On March 12th, based on unsolicited expressions <strong>of</strong> interest, Teachers’ hired advisors and disclosed<br />
that a comprehensive review process <strong>of</strong> its investment in MLSE had been initiated.<br />
Teachers’ approached the potential sale <strong>of</strong> MLSE with the same discipline, rigour and good faith that<br />
characterizes negotiations around all <strong>of</strong> its investments.<br />
During this process Teachers’ explored all avenues for the divestiture <strong>of</strong> this asset, but received no<br />
<strong>of</strong>fers that met its requirements for sale. On November 25th Teachers’ announced the conclusion <strong>of</strong><br />
this process with the full intention <strong>of</strong> retaining enhanced ownership in MLSE.<br />
Less than a week after closing the process, Teachers’ was unexpectedly approached by Bell and<br />
Rogers with an unsolicited <strong>of</strong>fer which met all <strong>of</strong> its original terms and conditions.<br />
Teachers’ mandate is to invest the pension fund’s $107.5 billion in assets and to administer the<br />
pensions <strong>of</strong> 295,000 active and retired teachers in Ontario.<br />
5. Implementation and Challenges:<br />
The budget for this project was $56,000 for agency fees.<br />
To make efficient use <strong>of</strong> this budget, a significant amount <strong>of</strong> work was done in house. Additionally,<br />
partners at MLSE were integral in the organization and planning <strong>of</strong> the press conference.<br />
The sales process had many inflection points, each <strong>of</strong> which had its own unique challenges. Every time<br />
one <strong>of</strong> these milestones was met, the communications strategy evolved to reflect the new<br />
circumstances. Inflection points included:<br />
December 1, 2010 – The Toronto Star reports that Rogers Communications is in talks to buy a<br />
majority stake in MLSE for $1.3 billion. Teachers’ does not comment on the rumour.<br />
March 12, 2011 – For the first time, Teachers’ confirms publicly that it will explore the possibility <strong>of</strong><br />
selling its 66 per cent majority share <strong>of</strong> MLSE.
May 10, 2011 – Teachers’ announces that it has an reached an agreement to purchase the shares <strong>of</strong><br />
its minority partner, TD Capital, bringing its ownership stake up to 79.53 per cent. This purchase is<br />
made with the intent <strong>of</strong> making the asset more attractive to potential buyers and streamlining the<br />
sales process.<br />
November 25, 2011 – Teachers’ announces that it will retain its majority stake <strong>of</strong> MLSE after failing<br />
to reach an acceptable agreement. They immediately turn their attention to the administration <strong>of</strong><br />
MLSE and start putting plans into place that reflect their enhanced ownership position.<br />
December 9, 2011 – Teachers’ announces that it will sell its share <strong>of</strong> MLSE to Rogers and Bell for<br />
$1.32 billion at a joint press conference at the Air Canada Centre.<br />
There were a number <strong>of</strong> challenges that surfaced. Throughout the sales process Teachers’ had to be<br />
prepared for the leak <strong>of</strong> information to the media from one <strong>of</strong> the multiple parties involved inside and<br />
outside <strong>of</strong> MLSE. The initial Toronto Star article was the result <strong>of</strong> a leak, and Teachers’ had to include a<br />
strategy for dealing with a leak in every scenario.<br />
Additionally, the intense interest that the sports media and fans have in MLSE’s teams made it difficult<br />
to present this transaction as a business story.<br />
Finally, there were multiple actors involved in the sales process (other shareholders, buyers, MLSE),<br />
each <strong>of</strong> whom had divergent interests. This made it difficult to ensure that Teachers’ messages<br />
penetrated and resonated with key audiences.<br />
In a campaign that featured a number <strong>of</strong> challenges, perhaps the stickiest situation Teachers’ had to<br />
negotiate was the last minute decision to sell, which reversed an announcement made just two weeks<br />
earlier. In late November, Teachers’ in good faith announced that it was going to hold on to MLSE. In<br />
fact, it started putting concrete plans into place for the administration <strong>of</strong> the company based on its<br />
enhanced ownership position. Teachers’ had even set a date to announce some <strong>of</strong> the planned changes.<br />
But everything changed when Rogers and Bell unexpectedly came back to the table with a new,<br />
unsolicited <strong>of</strong>fer. The <strong>of</strong>fer met all <strong>of</strong> the terms and conditions that Teachers’ considered necessary to<br />
complete the sale. As fiduciaries to the pensions <strong>of</strong> Ontario teachers, it was Teachers’ duty to accept the<br />
<strong>of</strong>fer, despite the reversal on their previously stated position.<br />
Carefully crafted messages that focused on the positive aspects <strong>of</strong> the deal, especially for members <strong>of</strong><br />
the pension plan, were utilized to minimize attention on the apparent flip‐flop. To Teachers’ relief, this<br />
theme was not found in coverage <strong>of</strong> the deal.<br />
6. Measurement/Evaluation:<br />
The outcomes <strong>of</strong> the sale – the terms <strong>of</strong> the deal and the media coverage – were an unabashed success<br />
for Teachers’. The sale was a front page story in every Toronto newspaper and was the lead story on The<br />
National, CTV National News and Global News. There were almost 150 stories on the sale within a week<br />
<strong>of</strong> the announcement (December 9 to December 15, 2011). Much <strong>of</strong> the coverage was positive and<br />
complimentary <strong>of</strong> Teachers’ role in the sale. Perhaps the best example is the Forbes Magazine article<br />
entitled Ontario Teachers’ Ink the Greatest Sports Deal in History, which states that “Other sports<br />
owners have done well owning sports teams, but none have realized the massive‐sized gain Ontario<br />
Teachers’ is now achieving. The big winners here: 295,000 teachers in Ontario, both active and retired.”<br />
[http://www.forbes.com/sites/nathanvardi/2011/12/09/the‐greatest‐sports‐deal‐in‐history/]
For the media relations component <strong>of</strong> this campaign, Teachers’ used the Media Relations Rating Points<br />
(MRP) program to calculate impression numbers. Tone <strong>of</strong> this coverage was judged based on FP<br />
Infomart’s rating system. Additionally, a media analysis prepared by Cormex Research was utilized.<br />
Results included:<br />
1. GOAL 1: Increase awareness <strong>of</strong> Teachers as a savvy and honest investor and partner<br />
o Generated over 91 million MRP impressions for the announcement <strong>of</strong> the sale <strong>of</strong> MLSE to Rogers and<br />
Bell between December 9 and December 15, 2011. Additional MRP statistics include:<br />
o Total number <strong>of</strong> print, online and broadcast hits: 146<br />
o Total number <strong>of</strong> stories outside the sports section: 87 (60 per cent <strong>of</strong> total)<br />
o Cost per contact: $0.001<br />
o Generated over 31 million MRP impressions outside <strong>of</strong> the sports sections in the same time span.<br />
o The coverage described MLSE as highly valuable and pr<strong>of</strong>itable, important key messages aimed at the<br />
business community.<br />
o The transaction received international coverage as well, including articles in the Wall Street Journal,<br />
Forbes, New York Times, Boston Globe and the Houston Chronicle, among others.<br />
o More than 50 members <strong>of</strong> the media, including a dozen video cameras, attended the packed press<br />
conference.<br />
2. GOAL 2: Protect the reputation <strong>of</strong> Teachers’<br />
o Minimized negative articles, with only 4% <strong>of</strong> the MLSE‐related coverage being negative in tone (FP<br />
Infomart).<br />
o Teachers’ experienced a highly favourable quarter in Q4‐2011 with its largest volume and share <strong>of</strong><br />
positive coverage on record (Cormex Research). Positive coverage <strong>of</strong> Teachers’ comprised 36% <strong>of</strong> total<br />
exposure, up from 19% the last quarter. The volume <strong>of</strong> positive media was double the next‐highest<br />
quarter (Q2‐2006).<br />
o Tony Van Alphen <strong>of</strong> the Toronto Star (who was targeted by Teachers’ throughout the sales process as<br />
a key media ally) was the quarter’s largest source <strong>of</strong> positive attention, stemming in large part from his<br />
characterizations <strong>of</strong> MLSE as a valuable and pr<strong>of</strong>itable asset for Teachers’.<br />
o Additionally, negative coverage comprised just 3% <strong>of</strong> Teachers’ overall media pr<strong>of</strong>ile in Q4‐2011.<br />
o Maintained primary control over the press conference, with Teachers’ SVP Jane Rowe speaking first<br />
and FH SVP and General Manager Bill Walker acting as the moderator.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget greater than $50,000 up to $100,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Laura Jeffery<br />
Organization: Nokia Canada and Ketchum Public Relations Canada<br />
Division and Category: Division 1, Category 4b: Media Relations with a budget greater than $50K up to $100k<br />
Title <strong>of</strong> Entry: Launch <strong>of</strong> the Nokia N8 smartphone in Canada<br />
Time Period <strong>of</strong> Project: September 2010 – December 2010<br />
Brief Description: In November 2010, Ketchum created and managed a launch program on behalf <strong>of</strong> Nokia Canada<br />
to introduce the Nokia N8 smartphone to the Canadian market. The program consisted <strong>of</strong> a national media<br />
relations strategy and a launch event, strategically targeting technology and lifestyle media, bloggers and social<br />
media influencers and achieving more than 23,000,000 impressions within a two month period.<br />
1. Business Need or Opportunity:<br />
In November <strong>of</strong> 2010, Nokia was planning to launch the Nokia N8 smartphone. Globally, the Nokia N8<br />
was being labeled as the company’s flagship mobile device. The Nokia N8 was positioned as an<br />
entertainment device that boasted the best still camera (12 megapixels) and video camera (HD)<br />
available in the market. The Nokia N8 was similar to many other smartphones in the market, but what<br />
made it stand out was its sleek and stylish hardware, camera and video functionality as well as Nokia’s<br />
proprietary navigation service, Ovi Maps.<br />
While the Nokia N8 was the most anticipated phone to come out <strong>of</strong> the company in recent years, the<br />
Nokia brand faced a struggle in the North American market. With Apple iPhone products gaining mass<br />
appeal and the surging popularity <strong>of</strong> Android‐based mobile phones, Nokia’s once stable position as the<br />
world’s leading mobile phone manufacturer was faltering. This decline in popularity was not unnoticed<br />
by the Canadian technology media who had become increasingly skeptical about Nokia’s operating<br />
system, Symbian. Although Nokia did not expect to change perception with the launch <strong>of</strong> the Nokia N8,<br />
the company did want to use the launch to demonstrate its innovation and leadership in developing<br />
hardware, imaging and navigation technology.<br />
Ketchum leveraged consumer market research conducted by Nokia, which indicated that consumers still<br />
viewed Nokia as an innovator in developing beautiful phones. While consumers had a negative view <strong>of</strong><br />
Nokia’s operating system, they still considered Nokia as the leader in developing hardware. Factoring<br />
these insights into the program, Ketchum developed a media relations strategy that focused on the<br />
phones differentiators: its sleek design, the 12 megapixel camera and HD video capabilities. The<br />
program included a launch event and a national media relations campaign targeting national technology<br />
and lifestyle media, bloggers and social media influencers.<br />
The Nokia N8 launch program had a budget <strong>of</strong> $58,000 in fees and $39,250 in out <strong>of</strong> pocket expenses,<br />
for a total budget <strong>of</strong> $97,250.<br />
2. Intended Audiences:<br />
Ketchum leveraged Nokia’s global segmentation research, which provides insight into Nokia’s 13 distinct<br />
customer segments. Based on this consumer research, the Nokia N8 was targeted at technology stylists<br />
and technology leaders. The research pointed to some common themes among both groups:
Excited by fashions and news trends.<br />
Their mobile phone is part <strong>of</strong> the image they want to project <strong>of</strong> themselves and they care about<br />
how a brand reflects their personality.<br />
These are fashion trend setters whose mobile device reflects their position in society.<br />
Technology and services are important to them to share experiences, express their creativity<br />
and grow as a person.<br />
They show high levels <strong>of</strong> enthusiasm for mobile technology with increasing but still slightly<br />
lower levels <strong>of</strong> actual usage.<br />
Sensitive to celebrity endorsement, read a large variety <strong>of</strong> magazines on youth culture, music,<br />
sports and fashion.<br />
In the past, Nokia’s product launch media relations targeted only technology media and bloggers. Given<br />
the skepticism among the technology media about Nokia’s operating system, and the insights learned<br />
from the segmentation research, Ketchum expanded the media targets to include lifestyle media and<br />
bloggers who would be much more interested in the design, entertainment features and hardware<br />
capabilities <strong>of</strong> the phone.<br />
3. Goals and Objectives:<br />
Ketchum had three objectives related to the Nokia N8 launch campaign. The first was to create<br />
excitement and awareness <strong>of</strong> the Nokia N8 launch in Canada among its target audience. The second<br />
was to highlight the Nokia N8’s hi‐definition and video capabilities as a competitive differentiator.<br />
Lastly, Ketchum’s objective was to drive consumers to Rogers to purchase the Nokia N8 by generating<br />
positive commentary in both traditional and social media as well as to generate buzz and excitement<br />
around the phone by showcasing the product with key influencers and Canadian celebrities.<br />
Media relations goals were as follows:<br />
Share <strong>of</strong> Voice <strong>of</strong> 20‐25% in November and December 2010<br />
Tonality <strong>of</strong> 75% positive or neutral in November and December 2010<br />
Media Impressions <strong>of</strong>:<br />
o Online Video – 6,000,000<br />
o Advance Media Seeding – 500,000<br />
o Celebrity Seeding – n/a (buzz tactic only)<br />
o Influencer Event – 3,000,000<br />
o Media Outreach Program and Loaner Program – 5,000,000<br />
4. Solution Overview:<br />
The Nokia N8 media relations strategy was designed to secure as much coverage as possible for the<br />
mobile phone launch in relevant daily newspapers, lifestyle publications and blogs. Ketchum’s goal was<br />
to communicate the differentiating features <strong>of</strong> the Nokia N8 in comparison to its competitors and<br />
convince its target audience that the Nokia N8 was the best entertainment device in the Canadian<br />
market.
Advance media seeding: Ketchum provided Canada’s top lifestyle and consumer technology media with<br />
Nokia N8 phones the week leading up to the launch, giving them exclusive access to the phone before<br />
its <strong>of</strong>ficial release date. This tactic also gave media time to write a more detailed review <strong>of</strong> the phone to<br />
coincide with the day <strong>of</strong> the launch. The product was delivered to media in antique film canisters as a<br />
way to highlight the phone’s unique video capabilities.<br />
Influencer and celebrity seeding: In addition to seeding the top media with the Nokia N8 phone in<br />
advance <strong>of</strong> its Canadian launch, Ketchum also seeded the phone with other influential Canadians.<br />
Influencers were selected from a number <strong>of</strong> different groups – design, fashion and high pr<strong>of</strong>ile media.<br />
Influencers were sent an invitation to an event where they would receive a one‐on‐one demonstration<br />
<strong>of</strong> the phone with a Nokia spokesperson. Sample influencers included:<br />
Celebrity chef, Jamie Kennedy<br />
Toronto society columnist and author, Shinan Govani<br />
CBC television and radio host, George Stroumboulopoulos<br />
MTV Canada host, Dan Levy<br />
Influencer event: It was critical to position the Nokia N8 as a leading entertainment phone given the<br />
device’s impressive imaging capabilities. Nokia partnered with Bang & Olufsen, the world’s leading AV<br />
provider, and hosted an exclusive influencer event at the company’s recently renovated flagship store in<br />
Toronto. Partnering with Bang & Olufsen helped position Nokia alongside the Canadian leader in audiovisual<br />
systems, creating an association between high end entertainment and the Nokia brand.<br />
At the event, guests viewed an HD preview <strong>of</strong> Disney’s TRON: Legacy which was played <strong>of</strong>f the Nokia N8<br />
phone and onto a 103” television screen, one <strong>of</strong> the biggest consumer HD screens in the world. Guests<br />
were also invited to trial the Nokia N8 phone at mapping, gaming, social networking and entertainment<br />
stations.<br />
Throughout the event, media, bloggers and social media influencers were invited to participate in oneon‐one<br />
demonstrations <strong>of</strong> the phone and speak with Nokia spokespeople in an exclusive media lounge.<br />
Online video: According to Statistics Canada, Canadians watch an average <strong>of</strong> 10 hours <strong>of</strong> online video<br />
per month. It was clear that Canadians look to online sources for information, so Ketchum<br />
commissioned News Canada and respected technology journalist, Marc Saltzman, to produce and<br />
distribute an ‘unboxing’ video <strong>of</strong> the Nokia N8 phone. An “unboxing,” video is shot as a blogger or<br />
journalist opening the mobile phone box and <strong>of</strong>fers their first impressions <strong>of</strong> the phone starting with<br />
removing it from the box and testing out its features. The video was distributed to news websites and<br />
blogs across Canada the week <strong>of</strong> launch, as well as posted to YouTube. Given this was a prepackaged<br />
story; there was the additional benefit <strong>of</strong> controlling the Nokia message about the phone and<br />
highlighting the different features to viewers.<br />
National media outreach and loaner program: This tactic involved developing launch media materials<br />
and background documents, drafting targeted pitches for outreach to reporters, distributing media<br />
materials via email with an aggressive follow‐up strategy to secure coverage, and the development and<br />
distribution <strong>of</strong> a social media release on CNW. Interested media were also provided with review units <strong>of</strong><br />
the Nokia N8 so they could get a personal and hands‐on experience.
5. Implementation and Challenges:<br />
While communications plans to launch the Nokia N8 were in development for several months, <strong>of</strong>ficial<br />
sign <strong>of</strong>f on the media relations strategy and event concept came only two weeks before the phone was<br />
set to be released in Canada. Part <strong>of</strong> the challenge was that Nokia was unsure <strong>of</strong> when it could deliver<br />
Nokia N8 shipments to Rogers and could not start the campaign until the phones were in stores and<br />
available to customers.<br />
Also, the phones were seeded with influencers only three days prior to the event. The phones were well<br />
received and generated a good amount <strong>of</strong> social media buzz as many influencers attended the Nokia N8<br />
event.<br />
Lastly, Nokia mobile phones typically launch in the Canadian marketplace after launching in the US<br />
market, taking away some <strong>of</strong> the newsworthiness <strong>of</strong> the phone. By the time <strong>of</strong> the Canadian launch,<br />
local and national media had already heard <strong>of</strong> the phone and were influenced by other media reviews.<br />
6. Measurement and Evaluation <strong>of</strong> Outcomes:<br />
The Nokia N8 media relations strategy was an overwhelming success. Media outreach was to be<br />
measured on share <strong>of</strong> voice <strong>of</strong> Nokia versus its competitors, tonality <strong>of</strong> coverage and impression<br />
numbers <strong>of</strong> coverage secured within the first two months <strong>of</strong> the Nokia N8 launching in Canada. The<br />
majority <strong>of</strong> the coverage focused on the N8’s imaging capabilities and included extremely positive<br />
reviews <strong>of</strong> the camera. The strategy successfully resulted in raising awareness <strong>of</strong> the Nokia N8’s key<br />
differentiators in an extremely competitive and skeptical industry.<br />
Between the months <strong>of</strong> November and December 2010, results were as follows:<br />
Tactic Result Achieved Goal<br />
Share <strong>of</strong> voice<br />
Tonality<br />
Impressions:<br />
‐ Online video<br />
Impressions:<br />
‐ Advance media seeding<br />
‐ Influencer outreach<br />
‐ Media outreach and loaner program<br />
TOTAL<br />
13% in November 20‐25%<br />
11% in December<br />
98% in November 75% positive or neutral<br />
94% in December<br />
8, 694,884 6,000,000<br />
14,527,958 8,500,000<br />
23,222,842 14,500,000
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget greater than $100,000<br />
AWARD OF EXCELLENCE<br />
Entrant’s name: Jo Langham, ABC<br />
Entrant’s organization: Thornley Fallis Communications<br />
Client organization: Elections Ontario<br />
Title <strong>of</strong> entry: Elections Ontario Makes Voting Easy<br />
Division and category: Division 1, Communication Management, Category 4c, Media Relations<br />
Time period <strong>of</strong> project: July 2011–October 2011<br />
BRIEF DESCRIPTION<br />
Elections Ontario tasked Thornley Fallis Communications with creating a proactive media relations<br />
campaign that would inform Ontario’s 8.5 million electors about new voting processes in the province.<br />
During past elections, coverage about Elections Ontario had been almost entirely negative as a result <strong>of</strong><br />
reactive‐only outreach. TFC developed a media relations strategy that timed the majority <strong>of</strong> outreach<br />
during the pre‐writ period (i.e. before the election <strong>of</strong>ficially began) in order to build the goodwill <strong>of</strong><br />
journalists before potential issues about the mechanics <strong>of</strong> voting could arise. By the end <strong>of</strong> the threemonth<br />
campaign, TFC had earned 206 pieces <strong>of</strong> coverage for Elections Ontario with a potential reach <strong>of</strong><br />
over 29 million. As well, the tone <strong>of</strong> all coverage about Elections Ontario including during the election<br />
was 83% positive or balanced, exceeding the program goal by 33%.<br />
NEED/OPPORTUNITY<br />
Elections Ontario, the non‐partisan agency responsible for running Ontario’s provincial general and byelections,<br />
had always been a silent partner in the electoral process. Politicians, stakeholders and interest<br />
groups were the voices heard during an election while Elections Ontario only spoke up when issuing<br />
mandated media releases about the mechanics <strong>of</strong> voting (e.g. opening <strong>of</strong> the advance polls or extending<br />
voting hours) or when something went wrong (e.g. missing names from the Voters List or inaccessible<br />
poll locations). Because the majority <strong>of</strong> Elections Ontario’s outreach was reactive to complaints when<br />
people were unhappy, it meant that the coverage was almost always negative. As well, the organization<br />
had focused its local outreach to media through its 107 Returning Officers (RO), which had led to<br />
inconsistent messaging and confusion.<br />
Following the 2007 Provincial General Election, Elections Ontario was directed by the Legislative<br />
Assembly to make changes to the electoral process in order to make voting more accessible. Previously<br />
the Ontario government could call an election at any time up to five years after it had been elected.<br />
Now, Ontario’s provincial elections were on a fixed 4‐year cycle, enabling Elections Ontario to spend<br />
guaranteed time leading up to the 2011 election researching and implementing new voting processes.<br />
These changes included providing “More Ways and More Days” to vote:10 days <strong>of</strong> advance polls, the<br />
province’s first mail‐in Special ballot and poll locations that met the province’s accessibility standards.<br />
In late June 2011, with only three months until the provincial election, Elections Ontario engaged<br />
Thornley Fallis Communications (TFC) to support its mandate to conduct public education on the new<br />
electoral process. In response TFC developed a proactive regional media relations campaign to inform<br />
Ontario’s 8.5 million voters on all the ways and days they could vote in the upcoming provincial general<br />
election.
INTENDED AUDIENCE/STAKEHOLDERS<br />
The general audience was the 8.5 million eligible electors for Ontario’s 2011 Provincial General Election<br />
(18 years <strong>of</strong> age or older, a Canadian citizen and reside in one <strong>of</strong> Ontario’s 107 electoral districts).<br />
TFC also identified specific audience groups who would be most affected by the changes Elections<br />
Ontario made to the voting process:<br />
• University or college students who attend school at an Ontario post‐secondary institution as they<br />
could now either vote for a candidate in the electoral district in which they live while attending school or<br />
for a candidate in the electoral district in which they live when not attending school.<br />
• New Canadians who were voting in their first Ontario provincial election and would be unfamiliar with<br />
the process/requirements.<br />
• Voters who required assistance with voting because <strong>of</strong> a disability.<br />
• As well, there a number <strong>of</strong> stakeholder groups for these audiences for the program, including College<br />
Student Alliance <strong>of</strong> Ontario; Ontario Undergraduate Student Alliance; Canadian Paraplegic Association;<br />
Bob Rumball Centre for the Deaf; Alliance for Equality <strong>of</strong> Blind Canadians; Canadian Mental Health<br />
Association, Ontario.<br />
GOALS AND OBJECTIVES<br />
Business Goal<br />
Voter turnout is not Elections Ontario’s business goal. Rather Election Ontario’s goal is to ensure that<br />
any Ontario elector who chooses to vote knows how, where and when to vote and can do so in a way<br />
that is accessible to them. The “Elections Ontario Makes Voting Easy” communications program met the<br />
need <strong>of</strong> the organization because it aimed to educate the public about opportunities to vote in the 2011<br />
Provincial General Election that changes to the electoral process created.<br />
Communication Objectives<br />
1) Inform Ontario’s voters about how, where and when to vote as measured by: a) Receive a ROI <strong>of</strong><br />
$0.02 or less per contact<br />
b) Earn a MRP (Media Relations Rating Points) score <strong>of</strong> 75% based on the following criteria: i)<br />
spokesperson quote<br />
ii) call to action: inclusion <strong>of</strong> 1‐800 number or wemakevotingeasy.ca,<br />
iii) key messages : “Elections Ontario makes voting easy” or “More days, more ways to vote”<br />
2) Improve the overall tone <strong>of</strong> coverage about Elections Ontario as compared to coverage in 2007 (all<br />
negative): a) Tone score greater than 50% positive or balanced.<br />
SOLUTION OVERVIEW<br />
Research<br />
TFC undertook extensive research in order to understand Elections Ontario’s needs and challenges.<br />
Research included meetings with Elections Ontario’s Chief Electoral Officer (CEO), Director <strong>of</strong> Election<br />
Finances and General Counsel and Director <strong>of</strong> Communications to review and assess past and potential<br />
issues. TFC reviewed Elections Ontario’s marketing plan to promote the organization’s new branding,<br />
the communication messaging matrix in response to key issues that could arise, the Returning Officer<br />
Calendar when the CEO would visit the ROs in their electoral districts and the outreach team’s schedule<br />
<strong>of</strong> events. TFC also reviewed past media coverage <strong>of</strong> Elections Ontario’s role in the 2007 provincial<br />
election, as well as the critical coverage about Elections Canada’s lack <strong>of</strong> social media presence in the<br />
2011 federal election.
Strategy<br />
Based on the above research, TFC developed the following strategy:<br />
• Use the pre‐writ period to inform and educate Ontario’s electors about the changes in electoral<br />
process. Once the writ dropped (September 7, 2011) the media’s focus would shift to the candidates<br />
and their election promises. As well, the CEO, DCEO (Deputy Chief Electoral Officer) and Elections<br />
Ontario’s communication staff would all be too busy after September 7 for proactive media activities.<br />
• Build goodwill with the media during the pre‐writ period to improve the tone <strong>of</strong> Elections Ontario<br />
coverage from negative to balanced or positive once the writ drops and Elections Ontario begins to<br />
respond to inevitable issues with voting mechanics.<br />
• Centralise outreach to CEO, DCEO and Directors and remove all but most local news from ROs.<br />
• Use social media to engage with voters and respond to potential issues before covered by the media.<br />
Approach<br />
TFC developed a six‐part approach to meet Elections Ontario’s business goals and communication<br />
objectives:<br />
1) Proactive pitches to community media<br />
2) Road tour with Chief Electoral Office Greg Essensa and Deputy Chief Electoral Officer Loren Wells to<br />
five key Ontario markets (Windsor, Sudbury, Thunder Bay, Ottawa and Toronto)<br />
3) We Make Voting Easy Media Event a week prior to the dropping <strong>of</strong> the writ<br />
4) Issues Management<br />
5) Media relations training with key spokespeople from Elections Ontario<br />
6) Social media strategy<br />
IMPLEMENTATION & CHALLENGES<br />
Proactive Pitches<br />
TFC developed a topic list <strong>of</strong> six pitches, some aimed at the general voter audience (More Days, More<br />
Ways) while others targeted specific voter audiences (college and university students, new Canadians).<br />
In mid‐July, TFC crafted the first email pitch informing media about the changes to the voting process,<br />
focusing specifically on “more days and more ways” to vote than ever before. On July 25, 2011, TFC sent<br />
this pitch to more than 300 reporters and editors throughout Ontario and followed up with key media.<br />
The coverage from this pitch was <strong>of</strong>ten the first piece by a news outlet about the new voting process for<br />
the upcoming election.<br />
A second pitch was targeted to “ethnic” media to inform new Canadians about how to vote in the<br />
upcoming provincial election. A third pitch was slated for campus media about voting options for<br />
students. Ultimately this was cancelled due to a campus strike (see Challenges). And as the election<br />
drew close and Elections Ontario was still looking for people to work at polling stations on election day,<br />
TFC created a pitch for selected community radio stations highlighting vacant positions.<br />
While TFC and Elections Ontario had planned on six email pitches to the media, only three were<br />
ultimately developed and distributed as the client felt that since so many outlets had picked up “More<br />
Days, More Ways” they didn’t wish to go out again only a few weeks later.<br />
CEO Road Tour<br />
Based on the CEO’s schedule to visit ROs, TFC and Elections Ontario identified five key cities for the CEO<br />
or DCEO to visit during a media road tour: Windsor, Sudbury, Thunder Bay, Ottawa and Toronto. These<br />
communities were also important media centres for different regions <strong>of</strong> the province, e.g. an interview<br />
from a Thunder Bay television station would be re‐broadcast throughout Northern Ontario.
TFC identified key major English print publications and where applicable French in each market and<br />
spoke to editors in order to arrange an editorial board visit with the CEO or DCEO. Editorial boards were<br />
chosen as the lynchpin <strong>of</strong> the tour because these writers and editors would set the tone for future<br />
coverage about the execution <strong>of</strong> the election. TFC also reached out to other media outlets (local<br />
broadcast and community newspapers) in the five markets and scheduled meetings for the CEO or DCEO<br />
around the editorial boards. Staff from TFC accompanied the CEO and DCEO on the road tour in order to<br />
manage any issues that came up and to make sure the spokespeople were prepared to meet each<br />
journalist. During the Ottawa meetings, a bilingual TFC senior consultant accompanied the DCEO to her<br />
meetings with French language media. The road tour took place on August 23, 25, 29, 31 and September<br />
1.<br />
We Make Voting Easy Media Briefing<br />
In order to emphasize the positive changes made by Elections Ontario to the electoral process, TFC<br />
planned a media briefing event in Ontario’s major media outlet market (Toronto) one week prior to the<br />
dropping <strong>of</strong> the writ. During the event, CEO Essensa introduced all the new ways and days a person<br />
could vote, the new wemakevotingeasy.ca website and the Twitter, Facebook and YouTube<br />
opportunities electors (and media) had for engagement with Elections Ontario. As well, CEO Essensa<br />
explained the new Assistive Voting Technology, which allowed voters with disabilities to vote<br />
independently. This technology was also demonstrated at the close <strong>of</strong> the briefing.<br />
TFC thoroughly researched venues and selected the Appel Salon in the Toronto Reference Library as it<br />
met the accessibility requirements. The briefing was also available by webcast (one English, one French)<br />
in order to be available to all media outlets in the province, particularly communities that CEO Essensa<br />
was not able to visit during the media tour, and to enable those media to pose questions live. The<br />
webcast would also help to meet Election Ontario’s mandate that the organization inform all Ontarians<br />
about the voting process. A French translator and an ASL interpreter were also present and visible on<br />
the webcast screen. TFC distributed a media advisory inviting media to either attend or participate<br />
through the webcast. A media release recap and photo was posted on the newswire a few hours after<br />
the event.<br />
Issues Management & Social Media Strategy<br />
As with all elections, it was inevitable that something would go wrong. TFC took this into account and<br />
added an issues management component to the communications plan. During the event and post‐event<br />
periods, TFC provided issues management advice and counsel to Elections Ontario on topics that arose,<br />
such as changes to poll locations and removing college campus polls due to striking college staff (see<br />
below). Other issues that required TFC to respond included election finance questions, voters who were<br />
unhappy when their polls were relocated in order to meet the new accessibility standards and third<br />
parties demanding that Elections Ontario inform voters that they could decline their ballot at the poll in<br />
protest. In all cases, TFC developed a media response strategy and worked with Elections Ontario to<br />
ensure the reported coverage was balanced and explained the organization’s position.<br />
TFC also recommended that Elections Ontario use social media channels like Facebook and Twitter in<br />
order to engage with voters and respond to potential issues before covered by the media. The client<br />
agreed and TFC conducted a social media audit, developed a social media strategy and helped build<br />
Elections Ontario’s Twitter and Facebook pages. That program is not outlined as part <strong>of</strong> this media<br />
relations entry but the client noted on a number <strong>of</strong> occasions that issues had indeed been raised and<br />
settled through social media and never reached the media.
Media training<br />
Prior to the start <strong>of</strong> the media relations program, TFC led two extensive media training sessions with<br />
CEO Greg Essensa, DECO Loren Wells and Chief Operating Officer Michael Stockfish to prepare them for<br />
media interviews. These sessions included a review <strong>of</strong> Elections Ontario’s messaging matrix and<br />
interview best practices. TFC’s Vice Chair, Terry Fallis, led the sessions and conducted a number <strong>of</strong> mock<br />
interviews with each spokesperson that ranged from “friendly” to “hostile” in order to prepare them for<br />
potential issues during interviews. TFC also trained Elections Ontario communication staff members in<br />
two additional sessions to prepare them for media‐line inquires and to act as substitute spokespeople<br />
when necessary.<br />
Challenges<br />
As previously mentioned, TFC had created and intended to distribute a pitch to campus media<br />
identifying voting options for Ontario’s college and university students. Elections Ontario had worked<br />
with university and college student union associations throughout the four years following the 2007<br />
election to place polls for the 2011 election on all college and university campuses where there was oncampus<br />
student housing. The day after the writ dropped, a strike was called by college support staff.<br />
Elections Ontario and TFC discussed different contingencies — polls are pulled from campuses or polls<br />
remain on campuses — and TFC prepared a media strategy document and then created a media<br />
advisory announcing that for safety reasons Elections Ontario would not have polls on college campuses<br />
as originally planned. TFC scrapped the planned campus media pitch and sent the media advisory out to<br />
key college campus media instead.<br />
Budget<br />
The budget for the Elections Ontario Makes Voting Easy proactive media relations campaign was<br />
$162,000. The proactive media relations, including planning, four media training sessions with Elections<br />
Ontario spokespeople and the proactive pitches were budgeted at $63,220. The road tour budget was<br />
$27,900 including travel. The We Make Voting Easy media briefing was $71,000, including all expenses<br />
(webcasts in French and English, ASL interpreter, French translator, venue rental, etc.). The TFC team on<br />
the project included a Vice Chair, SVP, Senior Consultant, Consultant two Coordinators and an Associate.<br />
In the end, TFC was able to deliver the program for $121,000 given the reduction in the number <strong>of</strong><br />
pitches conducted and fewer than expected issues.<br />
MEASUREMENT/EVALUATION OF OUTCOMES<br />
The We Make Voting Easy campaign met all three <strong>of</strong> Elections Ontario’s communication objectives and<br />
helped to position Elections Ontario as an organization that makes voting easy and accessible for<br />
Ontario’s voters.<br />
Inform Ontario’s voters about how, where and when to vote during the pre‐writ period as measured by:<br />
• ROI <strong>of</strong> 2 cents or less per contact • ROI less than one cent ($0.005/contact). Exceeded goal by 75%. •<br />
Number <strong>of</strong> media mentions: 206<br />
• Total Possible Audience Reach: 29,870,920<br />
• Coverage in 41 Ontario communities<br />
• Earn a MRP (Media Relations Rating Points) score <strong>of</strong> 75%<br />
• 78.4% MRP quality score. Exceeded goal by 3%.<br />
• More Days, More Ways pitch: TFC secured 19 interviews for the CEO, DCEO and Elections Ontario<br />
communication staff and earned 113 pieces <strong>of</strong> media coverage.
• CEO Road Tour: TFC secured 26 meetings for the CEO or DCEO, which resulted in 58 pieces <strong>of</strong><br />
coverage.<br />
• We Make Voting Easy Media Briefing: 35 pieces <strong>of</strong> coverage from media outlets in 11 different<br />
communities in the province. One news station, CP24, had live coverage from the briefing and repeated<br />
clips throughout the day.<br />
As further evidence <strong>of</strong> meeting this objective, by October 1, 2011, (5 days before election day) 624,958<br />
electors had voted through an advanced voting option (advanced polls, Special ballot or home visit)<br />
representing a 38% increase in the number <strong>of</strong> voters who voted at an advanced poll compared to the<br />
2007 election (451,949 votes).<br />
Improve the overall tone <strong>of</strong> coverage about Elections Ontario as compared to coverage in 2007 (all<br />
negative):<br />
• Tone score greater than 50% positive or balanced. • 83% positive or balanced. Exceeded goal by 33%
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget greater than $100,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Nicole Grant, Account Manager, North Strategic (for Canadian Tire)<br />
Organization’s Name: Canadian Tire Corporation and North Strategic (agency)<br />
Division/Category: Division 1 ‐ Communication Management (4c: Media Relations with budget greater than $100k)<br />
Title <strong>of</strong> Entry: Bring it on: Canadian Tire’s Winter Driving Preparation Campaign Time Period <strong>of</strong> Project: September<br />
1, 2011 – December 31, 2011<br />
Brief Description: Canadian Tire created a comprehensive media relations campaign to raise awareness around the<br />
importance <strong>of</strong> full vehicle preparation for winter driving, and position Canadian Tire as the automotive authority to<br />
help Canadians stay safe on roads this winter. Built on Canadian survey data highlighting winter driving<br />
misconceptions, Canadian Tire Roadside Assistance data showcasing emergency correlations to severe cold<br />
weather, on‐ice winter tire arena media demonstrations, community hero winter vehicle makeovers and a<br />
proactive winter weather expert‐on‐call strategy, the campaign generated over 82 million impressions and<br />
successfully increased share‐<strong>of</strong>‐mind and awareness around Canadian Tire automotive parts and accessories<br />
versus primary competition.<br />
1. Business Need / Opportunity<br />
With a broad range <strong>of</strong> products – from winter tires to snowbrushes, batteries, wiper blades and more ‐<br />
and automotive service capabilities, Canadian Tire is uniquely positioned to be the destination for winter<br />
driving preparation in Canada. With a number <strong>of</strong> retail competitors aggressively pursuing the<br />
automotive category and widespread misconceptions, Canadian Tire needed to be positioned as the<br />
authority and expert source on winter driving preparation.<br />
Each year, a startling number <strong>of</strong> Canadian drivers head into the winter driving season unprepared. The<br />
majority <strong>of</strong> cars on the road in Canada do not switch to winter tires during the winter, despite the fact<br />
that safety is a major concern. In a recent study, Aviva Insurance noted a 38% increase in Canadian auto<br />
collision claims during winter months; and according to the Quebec Ministry <strong>of</strong> Transport, prior to<br />
mandatory tire legislation in Quebec, 10% <strong>of</strong> vehicles without winter tires were involved in 38% <strong>of</strong> the<br />
seasonal accidents.<br />
A number <strong>of</strong> deep rooted winter driving misconceptions could still be found across the country:<br />
Many drivers still believed that all‐season tires are a true four season solution for driving in Canada<br />
Lack <strong>of</strong> awareness that winter tires should be installed when temperatures drop consistently below<br />
7 degrees Celsius<br />
Belief that two winter tires instead <strong>of</strong> all four will suffice<br />
Myth that adjusting driving habits can provide enough safety benefit to negate a need for winter<br />
tires<br />
Misconception that urban and city drivers do not need winter‐rated tires<br />
And many more<br />
Winter tire purchases can be an overwhelming process, complicated by the difficulty in assessing which<br />
are the best to suit driver’s needs and how to determine which models will be the right fit for their<br />
vehicle; a relatively new winter‐rated tire category, ‘all‐weather tires’, have further added to the<br />
confusion.
In Quebec, a lack <strong>of</strong> education exists about which type <strong>of</strong> winter tires should be purchased and when<br />
they should really be installed based on weather conditions versus the mandated December 15<br />
deadline. Intended Audience(s)<br />
Canadian Tire targeted three types <strong>of</strong> drivers with this campaign, aiming to increase awareness about<br />
the importance <strong>of</strong> winter driving preparation, debunking common myths and misconceptions and<br />
highlighting Canadian Tire’s broad product and service <strong>of</strong>fering to help drivers get ready for the season:<br />
o Drivers with a proactive approach to preparing for winter – sending a strong message that Canadian<br />
Tire is the authority and one‐stop shop for all things winter driving<br />
o Drivers who erroneously believe adjusting their driving habits in the winter is sufficient enough to<br />
keep them safe on the roads in winter conditions – highlighting that can be extremely dangerous<br />
o Urban and city drivers (GTA, Vancouver, etc.), where there is typically less sustained snow and lower<br />
winter tire use. These drivers, usually all season tire users, felt that an investment in a second set <strong>of</strong> tires<br />
just wasn’t worth it for the few days a year that they’d really need them.<br />
mainstream consumer media and core automotive media and bloggers. The urban cores <strong>of</strong> Toronto,<br />
Montreal, Vancouver and Calgary were targeted, along with smaller regional markets across the<br />
country.<br />
3. Goals/Objectives:<br />
The business objective overall was to position Canadian Tire as a leader and automotive authority in<br />
winter driving safety and preparation – simply the best place to shop for all your winter driving product<br />
and service needs. Several communications goals were outlined for campaign:<br />
Using the Media Relations Rating Points (MRP) evaluation system, target 64,000,000 impressions<br />
and obtain a cost‐per‐contact <strong>of</strong> $0.01 (vs. the industry standard <strong>of</strong> $0.03)<br />
Dominate winter driving editorial coverage for 2011/<strong>2012</strong>; increase awareness for winter driving<br />
preparation and Canadian Tire’s product <strong>of</strong>fering in the category at the consumer level<br />
Importance <strong>of</strong> winter tires is central focus <strong>of</strong> the campaign, but an additional goal was to showcase<br />
the full complement <strong>of</strong> winter driving preparation products and services <strong>of</strong>fered by Canadian Tire<br />
including: wiper blades, batteries / battery checks, accessories such as snowbrushes and roadside<br />
emergency kits and Canadian Tire Roadside Assistance services<br />
4. Solution Overview:<br />
Research shows Canadian driver’s lack <strong>of</strong> knowledge and preparation for winter driving: In order to<br />
shed light on Canadian winter driving habits, vehicle preparation and common misconceptions,<br />
Canadian Tire began the campaign by commissioning a study through Angus Reid. Internally, Canadian<br />
Tire’s own Roadside Assistance service was also used to uncover startling statistics about the correlation<br />
between severe winter weather and dramatic spikes in emergency responses. This research was used to<br />
back key message development and campaign strategies to position Canadian Tire as the automotive<br />
authority on winter driving preparation<br />
Canadian Tire’s winter driving campaign ran throughout the fall and winter, and included the following:<br />
Phase 1 – Fall (September‐October)<br />
o Address myths and key differences between all‐season, all‐weather and winter tire <strong>of</strong>ferings with the<br />
launch <strong>of</strong> a new tire e‐commerce site and the new all‐weather Hankook Optimo 4S, which was newly<br />
exclusive to Canadian Tire – press release with key data from survey, supporting Canadian driver’s<br />
misconceptions and lack <strong>of</strong> understating about the benefits <strong>of</strong> each type <strong>of</strong> tire category.<br />
Phase 2 – Early winter (November‐December)
o Creation <strong>of</strong> hands‐on, visual media events on arena ice in Toronto, Calgary and Vancouver that would<br />
allow participants to feel and see the safety importance <strong>of</strong> winter tires, plus demonstrate the benefits <strong>of</strong><br />
new wiper blades, battery checks and replacements, and emergency roadside safety kits. Supported by<br />
data gleaned from survey about Canadian winter driving misconceptions, as well as key statistics from<br />
Canadian Tire’s Roadside Assistance, showing increases in emergency responses during severe cold<br />
weather incidents.<br />
Phase 3 – Late winter (December)<br />
o Community program designed to spotlight local ‘heroes’ who regularly braved harsh winter weather<br />
driving conditions to continue volunteering or donating their time to others; Canadian Tire and local<br />
dealers surprised them with a full winter vehicle ‘makeover’.<br />
o Proactive winter weather ‘expert‐on‐call’ pitch to major Canadian cities – monitoring inclement<br />
weather alerts and providing a local Canadian Tire expert to advise on how to prepare your vehicle for<br />
safe winter weather driving, all supported by survey statistics and Canadian Tire Roadside Assistance<br />
data.<br />
Messages Key Message<br />
Many Canadians will wait until the first snowfall to<br />
start thinking about winter vehicle preparation…<br />
which is too late.<br />
According to Canadian Tire Roadside Assistance<br />
data, emergency calls skyrocket 529% during days<br />
<strong>of</strong> extreme winter weather (those <strong>of</strong> minus 10<br />
degrees Celsius or below). Drivers should begin<br />
preparing their vehicle when the temperature hits<br />
a consistent 7 degree Celsius or below.<br />
While winter tires are the most important thing<br />
Canadian drivers can do to prepare their vehicle<br />
for winter driving, a few simple additional steps<br />
including a quick battery test and a suitable set <strong>of</strong><br />
wipers can make all the difference in tough driving<br />
conditions.<br />
Until the end <strong>of</strong> 2011, Canadian Tire is <strong>of</strong>fering<br />
drivers free battery checks at all stores.<br />
Supporting Points<br />
At 7 degrees Celsius, all‐season tires begin to<br />
harden and lose their grip while winter tires<br />
are designed to stay s<strong>of</strong>t as the temperature<br />
drops<br />
Based on a recent Canadian Tire winter driving<br />
survey, less than 20% <strong>of</strong> respondents were<br />
aware that winter tires should be installed<br />
when the temperature is consistently below 7<br />
degrees<br />
Winter tire compounds retains elasticity which<br />
gives you better control and traction; modern<br />
winter tire rubber compounds keep their<br />
elasticity even at temperatures <strong>of</strong> minus 30˚C<br />
and lower (Rubber Association <strong>of</strong> Canada)<br />
From winter rated tires, to battery checks and<br />
replacement services, to full roadside safety<br />
kits available (complete with 1 year<br />
membership in Canadian Tire’s Roadside<br />
Assistance program)<br />
Visibility is crucial to safe winter driving – 90%<br />
<strong>of</strong> driving decisions are made with your vision.<br />
Wiper blades deteriorate over time from use<br />
and environmental factors. Worn out wiper<br />
blades reduce visibility and can lead to slower<br />
reaction times<br />
The average life <strong>of</strong> a car battery is just under<br />
five years. If your battery is older than three<br />
years then it should be tested annually
According to a recent survey commissioned by<br />
Canadian Tire, Canadian drivers are not taking<br />
necessary measures to ensure safe winter driving.<br />
Only 43% <strong>of</strong> Canadian drivers in areas not<br />
mandated by law plan to install winter tires.<br />
<br />
<br />
<br />
<br />
Winter tires are constructed with a special<br />
compound that allows them to retain more<br />
elasticity in cold temperatures.<br />
Technologically engineered tread designs<br />
prevent snow build‐up and improve ice and<br />
snow traction more than ever before.<br />
Though 78% <strong>of</strong> Canadians are unaware the<br />
symbol exists, tires marked with the Rubber<br />
Association <strong>of</strong> Canada’s<br />
“mountain/snowflake” symbol meet or exceed<br />
industry established snow traction<br />
performance requirements, and have been<br />
designed specifically for use in cold weather<br />
and severe snow conditions<br />
Modern winter tires <strong>of</strong>fer up to 50% ‐ or even<br />
more ‐ winter traction than all‐season tires.<br />
Make sure to install 4 winter rated tires ‐ not<br />
just 2; failing to do so can cause you to lose<br />
control <strong>of</strong> your vehicle and lead to a higher<br />
chance <strong>of</strong> causing an accident.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget greater than $100,000<br />
AWARD OF MERIT<br />
Entrant’s name: Jo Langham, ABC<br />
Entrant’s organization: Thornley Fallis Communications<br />
Client organization: Allstate Insurance Company <strong>of</strong> Canada<br />
Title <strong>of</strong> entry: Allstate Canada 2011 Media Relations Program<br />
Division and category: Division 1, Communication Management, Category 4c, Media Relations over $100K<br />
Time period <strong>of</strong> project: January 2011–December 2011<br />
BRIEF DESCRIPTION<br />
Allstate Canada’s 2011 Media Relations Program aimed to drive presence in all Allstate Canada markets in order to<br />
maintain purchase consideration by those buying insurance. The program combined proactive media relations,<br />
matte articles, events, market research and Allstate Canada claims analysis and earned Allstate Canada 739 pieces<br />
<strong>of</strong> coverage, an MRP score <strong>of</strong> 77% and a total reach <strong>of</strong> 109,287,336, a 29% increase over 2010.<br />
BUSINESS NEED/OPPORTUNITY<br />
You can’t get a mortgage without home insurance. You can’t (or shouldn’t) drive a car without auto<br />
insurance. You’re even required by some landlords to buy tenant insurance before they’ll rent to you.<br />
Not surprising therefore that many Canadians view insurance as a necessary evil, something they buy<br />
and then forget about until it is time for renewal or there is a significant life‐affecting change for them or<br />
a change in competitive strategy from the insurer. Allstate Canada estimates that 90 per cent <strong>of</strong> home<br />
owners already have insurance, and since auto insurance is mandatory, any increase in Allstate Canada<br />
customers must come primarily from attracting clients from other providers. Furthermore, research<br />
done by Allstate Canada shows that 50 per cent <strong>of</strong> people shopping for insurance purchase their policy<br />
from the first company they call. High awareness <strong>of</strong> an insurance provider therefore means high<br />
consideration by customers, which drives sales.<br />
While Allstate Insurance is the second largest insurance company in the United States, in 2009 Allstate<br />
Insurance Company <strong>of</strong> Canada had a much lower pr<strong>of</strong>ile rooted in the idea that Allstate is safe, slow and<br />
reliable — a long way from the desired perception <strong>of</strong> a forward‐thinking, approachable, confident and<br />
authentic organization. To help meet Allstate Canada’s business goal <strong>of</strong> growth based on existing client<br />
retention and increased consideration during the purchase process among potential clients, in 2009<br />
Allstate Canada hired Thornley Fallis Communications (TFC) to help strengthen and modernize Allstate<br />
Canada’s brand reputation with a focus on demonstrating Allstate Canada’s values and building brand<br />
presence in all <strong>of</strong> its markets. In 2011, despite a higher Canadian pr<strong>of</strong>ile for Allstate Canada and strides<br />
made in modernizing the brand reputation, in order to maintain purchase consideration levels, it<br />
remained necessary to drive brand presence in all Allstate Canada markets.<br />
INTENDED AUDIENCE(S)<br />
Allstate Canada has insurance agents in five Canadian provinces — Ontario, Quebec, Alberta, Nova<br />
Scotia and New Brunswick. The majority <strong>of</strong> its business is in auto insurance policies purchased by<br />
Ontario residents. Alberta and Quebec have the largest growth potential for new policyholders, but the<br />
company has lower brand recognition than its competitors in these markets.<br />
Allstate Canada identifies the following target customer audiences:
• Car owners, homeowners and renters in its five provincial markets. Allstate Canada identifies its<br />
potential clients as between the ages <strong>of</strong> 25–45 years old, financially stable, above‐average income and<br />
educated.<br />
• Newly licensed drivers, 16–24 years old, who will be potential policyholders in a few years when they<br />
move from driving their parents’ car to owning their own vehicle, as well as their parents.<br />
• Customers and potential customers reaching life milestones that trigger important insurance decisions<br />
such as parents letting their children drive their car, young adults moving out on their own for the first<br />
time, those buying their first home (25‐35 years old) and older Canadians leading up to retirement.<br />
A final audience is Allstate Canada employees. Allstate Canada has 93 insurance agencies (AIAs) based<br />
throughout the five provincial markets. Many <strong>of</strong> the AIAs are run by agency managers (AM), who act as<br />
regional spokespeople for communication programs. Allstate Canada wants its agents to be engaged in<br />
its communication programs so the agents can then go out into their community and share company<br />
messages.<br />
GOALS/OBJECTIVES<br />
Business Goal<br />
Growth based on existing client retention and increased consideration during the purchase process<br />
among potential Allstate Canada customers in the company’s five markets: Alberta, Ontario, Quebec,<br />
New Brunswick and Nova Scotia.<br />
Communication Objectives<br />
Drive increased awareness <strong>of</strong> Allstate Canada’s brand as authentic, confident, forward‐thinking,<br />
approachable and worthy <strong>of</strong> purchase consideration as measured by:<br />
• MRP rating <strong>of</strong> 75% or more based on corporate and program specific key messages<br />
• Exceed reach <strong>of</strong> Allstate Canada’s 2010 media relations programs by 10% (84,595,057 total reach in<br />
2010)<br />
• Tone score <strong>of</strong> 80% positive or balanced<br />
• ROI <strong>of</strong> 4 cents or less per contact<br />
• Increase by 10% in 2011 policies over 2010<br />
Increased engagement with Allstate Canada employees as measured by:<br />
• Increase number <strong>of</strong> Allstate agency managers (who have been media trained) who participate in<br />
media interviews or communication programs (12 agency mangers, 4 corporate spokespeople<br />
interviewed in 2010)<br />
SOLUTION OVERVIEW<br />
In order to create an effective communications plan, TFC reviewed and analyzed Allstate Canada’s<br />
ongoing market research, spoke with a number <strong>of</strong> Allstate Canada agency managers to gain insights<br />
about customer behaviour and reviewed Allstate Canada claims data to determine insurance trends that<br />
might provide newsworthy topics. An audit <strong>of</strong> insurance industry‐based media relations coverage over<br />
the previous year was conducted to both identify platforms that were being used by Allstate<br />
competitors and the range <strong>of</strong> topics that had proved <strong>of</strong> interest to media. TFC also reviewed industry<br />
news about changes to legislation (such as distracted driving laws) in Allstate Canada’s five markets.<br />
Based on this research, TFC and Allstate Canada developed a communications strategy:<br />
• Leverage Allstate Canada’s exclusive claims data and the knowledge expertise <strong>of</strong> Allstate Canada<br />
agency managers to provide media with compelling statistics and trends
• Ensure an ongoing stream <strong>of</strong> newsworthy Allstate Canada angles by developing a program that mixes<br />
low cost news release options with higher impact, key target‐focused campaigns at strategic periods <strong>of</strong><br />
the year<br />
• Make customers happy to buy from Allstate Canada by being the insurance company that encourages<br />
Canadians to better understand their insurance in order to both reduce frustration/dissatisfaction when<br />
it is time to make a claim and make them more aware <strong>of</strong> their claims options<br />
The 2011 Allstate Media Relations campaign was thus created to include an ongoing News Bureau <strong>of</strong><br />
releases and pitches that would each discuss a particular insurance need and thus a particular target<br />
audience, a Get to Know Your Insurance education program focusing on life milestones, an Action<br />
Against Distraction campaign to target younger drivers and the Ontario Safe Driving Study that would<br />
utilize Allstate Canada claims data and encourage discussion <strong>of</strong> driving safety in key Ontario markets<br />
with AIAs and where the majority <strong>of</strong> Allstate Canada auto policies are held.<br />
The total budget for the Allstate Canada media relations campaign was $232,800 for all programs,<br />
including wire distribution for nine release, two half pages for matte stories in News Canada, all Action<br />
Against Distraction events (including team member travel), an Ontario Safe Driving event in Brockville<br />
and survey costs for Get to Know Your Insurance.<br />
IMPLEMENTATION & CHALLENGES<br />
News Bureau<br />
The News Bureau campaign began in February 2011 and continued until December 2011. It included<br />
both a “story bank” <strong>of</strong> media releases to proactively pitch to journalists who wouldn’t typically cover<br />
insurance topics such as auto, home and lifestyle reporters and two sets <strong>of</strong> matte articles published in<br />
the English and French editions <strong>of</strong> News Canada. To identify newsworthy topics, TFC reviewed successful<br />
2010 pitches and Allstate claims data and compared these with earlier research identifying trends <strong>of</strong><br />
interest to the media. As a result, over the course <strong>of</strong> the year we created and pitched (where applicable)<br />
a total <strong>of</strong> nine releases including one discussing home renovations and the need to ensure insurance<br />
covered expensive new updates, one highlighting the need to review and potentially combine insurance<br />
policies upon marriage and another specifically targeting protection against flooding in Quebec, a major<br />
growth market for Allstate Canada.<br />
At Allstate’s request TFC also created and pitched 12 media advisories about local Allstate Canada<br />
community events.<br />
In total nine matte stories researched, written and distributed through News Canada on such topics as<br />
how to save on insurance when buying a new car, how to make an insurance claim and how a home<br />
insurance policy <strong>of</strong>ten covers many summer travel needs.<br />
Get to Know Your Insurance Education Program<br />
Allstate Canada wanted its current and potential customers to better understand their insurance and<br />
their coverage needs. Too <strong>of</strong>ten Canadians would complain <strong>of</strong> their insurance coverage after they tried<br />
to make a claim, or in some way invalidate their claim because they did not understand their policy<br />
before they actually needed it. On the flip side, many Canadians do not make a claim they could make<br />
because they are unaware <strong>of</strong> what their home and auto policies include. In response, TFC created a<br />
program that would help Canadians better understand their insurance and help to eliminate insurance<br />
confusion.<br />
TFC conducted market research with Leger Marketing to determine Canadians’ understanding <strong>of</strong> their<br />
home/tenant and auto insurance. Surprising findings included that 13 per cent <strong>of</strong> Canadians were<br />
unaware that their home/tenant insurance covered them for loss due to fire and 54 per cent didn’t
know that they were covered by their Canadian policy if they had an accident while driving in the U.S.<br />
TFC used these findings to create a media release clarifying both home and insurance policies, posted it<br />
to the on August 9, 2011, and sent an email pitch with the results to a list <strong>of</strong> home, auto and lifestyle<br />
media.<br />
Action Against Distraction<br />
Building on a successful 2010 program, TFC worked with Allstate Canada to create media events in<br />
Toronto, Montreal and Moncton where students from high schools would help “Blow the Whistle” on<br />
distracted driving by counting how many drivers were distracted (talking on phone, texting, eating, etc.)<br />
in a one‐hour period when driving through an intersection near their school. TFC also partnered with<br />
police in the three cities to participate in the count and be available, with an Allstate representative, for<br />
interviews. Media advisories were distributed to media in each <strong>of</strong> these markets. In six other markets<br />
with Allstate Insurance Agencies (Windsor, Sudbury, Calgary, Edmonton, Halifax and Ottawa), agency<br />
managers conducted similar tallies in the same one‐hour window and supplied all results to TFC.<br />
Immediately after the Blow the Whistle events, TFC tallied all results and distributed a media release<br />
with the results from the tally and made photographs from the events available on Flickr. The release<br />
highlighted the fact that despite legislation in all provinces banning texting/emailing and driving,<br />
distracted driving remained a dangerous behaviour in many markets. We then coordinated media<br />
interviews with Agency Managers in all markets.<br />
Ontario Safe Driving Study<br />
Ontario is Allstate Canada’s largest market and since 2009 TFC has conducted the Ontario Safe Driving<br />
Study, which looks at Allstate Canada customer data and ranks communities and regions in Ontario by<br />
the frequency <strong>of</strong> car collisions per 100 cars insured by Allstate Canada. The study’s aim is to encourage<br />
discussion on the importance <strong>of</strong> safe driving in Ontario communities, particularly those with Allstate<br />
Insurance Agencies.<br />
In 2011, TFC examined the data <strong>of</strong> 45 Ontario communities and five regions and with the help <strong>of</strong> Allstate<br />
Canada ranked the communities. We developed a provincial release, a table <strong>of</strong> results plus 12 regional<br />
pitches focusing on larger markets in Ontario. We also liaised with local police to ensure they were<br />
aware <strong>of</strong> the imminent release <strong>of</strong> data and were included as potential interviewees where possible. The<br />
Safe Driving Study was launched on November 29, 2011, when TFC also organized a congratulatory<br />
media event in Brockville, the top‐ranked city, with the town’s mayor and police chief. We also arranged<br />
for the local Allstate agency manager to give out Allstate Canada branded car safety kits at a Brockville<br />
hockey game.<br />
Challenges<br />
TFC faced two notable challenges while executing the 2011 Allstate Canada media relations plan.<br />
Action Against Distraction<br />
While TFC had conducted distracted driving programs for Allstate in the previous two years, the idea for<br />
the distracted driver tallies came from an American Allstate program where students at a Texas school<br />
dressed up as lifeguards and complete with lifeguard chairs and whistles tallied distracted drivers one<br />
afternoon. Because the event had not been tried before by Allstate Canada and we were uncertain<br />
therefore whether enough distractions were happening to warrant street corner tally, staff from Allstate<br />
Canada and TFC went to a Toronto intersection to test the idea. Within a half hour, the team counted all<br />
types <strong>of</strong> distractions, but another startling distraction was also observed: drivers were distracted by the<br />
tally takers on the side <strong>of</strong> the road! Given that we had proved that tallies would work for our campaign<br />
but didn’t want to be a cause <strong>of</strong> distraction, we revised the events by removing elements that would
take away attention from the road (students dressed up as lifeguards with whistles, a giant tally board<br />
and a lifeguard chair) and the number <strong>of</strong> observers per corner <strong>of</strong> the intersection was reduced to two in<br />
order to remain safe and unobtrusive.<br />
Safe Driving Study<br />
It had been noted in a few markets during the 2010 Ontario Safe Driving Study that some local police<br />
forces, whe approached by the media to comment on the results <strong>of</strong> the study, contradicted Allstate<br />
Canada findings by stating that they had in fact seen a decrease in collisions while the study had shown<br />
an increase in collisions. TFC pre‐empted similar occurrences in 2011 by meeting with the Ontario<br />
Association <strong>of</strong> Chiefs <strong>of</strong> Police and reviewing the program and results with them. They in turn put us in<br />
touch with relevant spokespeople in key markets so we were able to explain the goal and methodology<br />
<strong>of</strong> the study if contacted by the media. As a result no similar negative coverage was identified in 2011.<br />
MEASUREMENT/EVALUATION<br />
Drive increased awareness <strong>of</strong> Allstate Canada’s brand as authentic, confident, forward‐thinking,<br />
approachable and worthy <strong>of</strong> purchase consideration as measured by:<br />
• MRP rating <strong>of</strong> 75% or more based on corporate and program specific key messages o MRP score 77%.<br />
Get to Know Your Insurance: 45 pieces <strong>of</strong> coverage<br />
Action Against Distraction: 85 pieces <strong>of</strong> coverage<br />
Ontario Safe Driving Study: 238 pieces <strong>of</strong> coverage<br />
Total: 739 pieces <strong>of</strong> coverage<br />
• Exceed reach <strong>of</strong> Allstate Canada’s 2010 media relations programs by 10% (84,595,057 total reach in<br />
2010) o 109,287,336 total reach for 2011, a 29% increase <strong>of</strong> total reach earned in 2010. Exceeded goal<br />
by 17.4%<br />
• Tone score <strong>of</strong> 80% positive or balanced o 100% positive or balanced. Exceeded goal by 20%<br />
• ROI <strong>of</strong> 4 cents or less per contact o Less than one cent per contact ($0.003/contact). Exceeded goal by<br />
92.5%.<br />
• Increase by 10% in 2011 policies over 2010 o For proprietary reasons Allstate Canada does not release<br />
details <strong>of</strong> the number <strong>of</strong> auto and home insurance policies it holds. However, we can confirm that<br />
Allstate Canada had a 15.4% increase in the number <strong>of</strong> auto insurance policies between the period <strong>of</strong><br />
July 2009 to June 2010 and July 2010 to June 2011.<br />
Increased engagement with Allstate Canada employees as measured by:<br />
• Improve number <strong>of</strong> Allstate agency managers (who have been media trained) who participate in<br />
media interviews or programs (12 agency mangers, 4 corporate spokespeople interviewed in 2010) o 15<br />
agency managers, 3 corporate spokespeople interviewed in 2011 and an additional 5 agents who helped<br />
with communication programs. Met goal with 66% increase in Allstate agency manager involvement in<br />
programs.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget greater than $100,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Nadia Beale<br />
Organization’s Name: Indigo Books & Music Inc. and MSL Canada<br />
Division/Category: Division 1/Category 4c<br />
Title <strong>of</strong> Entry: Holiday Moments with Indigo – making Indigo the ‘go to’ destination for holiday gifting<br />
Time Period <strong>of</strong> Project: August 1, 2011 – December 31, 2011 (inclusive)<br />
Brief Description: As Indigo Books & Music Inc. (Indigo), Canada’s largest bookseller, transitions to being top <strong>of</strong><br />
mind as an “enrich your life” destination, the importance <strong>of</strong> positioning Indigo as the one stop destination for<br />
books, inspirational gifts, entertaining essentials, and toys has become increasingly important. The Holiday<br />
Moments with Indigo campaign was designed to blanket the Canadian media landscape with an array <strong>of</strong> <strong>of</strong>ferings<br />
that would meet the needs <strong>of</strong> every holiday gift‐giver while reinforcing Indigo’s positioning as the country’s best<br />
one‐stop Holiday shop both online and in stores.<br />
____________________________________________________________________________________<br />
1. Business Need/Opportunity:<br />
Christmas is the busiest retail season with retailers from coast‐to‐coast vying for the spotlight in the<br />
country’s top print, broadcast and online media. Delivering 35% <strong>of</strong> the company’s annual revenue,<br />
Indigo’s key Holiday business objective was to reinforce its growing position as a one‐stop destination<br />
for gifts to touch the heart, mind and soul. As Indigo has begun the transition to become the leading<br />
cultural department store, the holidays provided a key opportunity to assert the brand’s revitalized<br />
position and showcase Indigo’s breadth and depth <strong>of</strong> product <strong>of</strong>ferings. A comprehensive media<br />
relations program was required to engage Canadian media leaders during this period. Short‐lead, longlead,<br />
online publications, and broadcast outlets would be exposed to the new <strong>of</strong>ferings resulting in<br />
Indigo and their assortment being featured widely, thus educating Canadian consumers nationally on<br />
Indigo’s product evolution.<br />
The success <strong>of</strong> this program would provide Indigo with both short and long‐term benefits, including<br />
incremental sales during the holiday period and an opportunity to position Indigo as a premier gift<br />
destination and resource for life‐enriching products.<br />
2. Intended Audience(s):<br />
The intended audience was the premier gift purchaser in most Canadian households ‐ women aged 35<br />
plus. As Indigo has appeal across the Canadian population, the secondary audience was established as<br />
all potential gift givers ‐ men and women over 18 years <strong>of</strong> age.<br />
The aim was to reach these audiences via targeted influential media, primarily by being present in every<br />
media vehicle that provided editorial coverage on gifting solutions. The primary goal was to be included<br />
in all major gift guides in national daily newspapers, long‐lead magazines and inclusion in broadcast<br />
segments and news stories. Online media and lifestyle bloggers were identified as secondary media<br />
targets.<br />
Indigo’s national footprint demanded inclusion in national print publications and broadcast outlets along<br />
with targeted features in key markets including Vancouver, Calgary, Edmonton, Winnipeg, Toronto,<br />
Montreal, Ottawa and Halifax.
3. Goals/Objectives:<br />
OBJECTIVES<br />
1. Drive awareness <strong>of</strong> Indigo as the ideal destination over the Holidays for unique and affordable gifts<br />
that touch the heart, mind and soul<br />
a. A continuation <strong>of</strong> Indigo’s transformatiointo a cultural department store<br />
2. Highlight Indigo’s Holiday <strong>of</strong>ferings in the key areas <strong>of</strong> online shopping, kids and toys, specialty gifts<br />
and e‐reading while reinforcing Indigo as Canada’s premier book retailer<br />
a. Showcase depth and breadth <strong>of</strong> product <strong>of</strong>fering including books and beyond<br />
3. Emphasize Indigo both online and in‐store as a one‐stop shopping destination, with gifts for all age<br />
groups and demographics<br />
GOALS<br />
Quantitative:<br />
1. 958 articles/posts/broadcast pieces<br />
2. 450 million impressions overall<br />
Traditional: 376 million<br />
Kid & Toys: 34 million<br />
Quebec media: 20 million<br />
Short‐lead and Blogger: 20 million<br />
Qualitative:<br />
3. MRP Score: 85%<br />
Key Metrics Included:<br />
Brand mention<br />
Photo<br />
Multiple product inclusions (showcase depth/breadth)<br />
4. Solution Overview:<br />
“Share Two Special Holiday Moments with Indigo”<br />
In August, Indigo’s Toronto <strong>of</strong>fice and Montreal flagship store were transformed into winter<br />
wonderlands. Vignettes around the rooms were designed to reflect Indigo’s new categorization as<br />
Canada’s leading cultural department store, featuring a selection <strong>of</strong> products from across such<br />
categories as Kids and Toys, Gift Wrap and Paper, Entertaining, Candy and Chocolate, and Books You’ll<br />
Never Forget.<br />
Separate preview events were held for long‐lead media, Kids & Toys, Montreal long‐lead, short‐lead<br />
media, bloggers and design influencers, tailoring our message to each audience.<br />
During the “Holiday Moments” themed product previews media and influencers anticipate trends,<br />
receive advanced notice <strong>of</strong> hot, new products and fuel inspiration for Holiday stories and gift guides.<br />
Indigo was positioned as the source for a positive Holiday shopping experience and unique, thoughtful<br />
gifts. It also presented MSL Canada with the opportunity to gain insight into short‐lead media’s interests<br />
and thought process for stories during the upcoming Holiday season to best mesh their and Indigo’s<br />
needs.
Indigo’s public relations team provided an overview <strong>of</strong> Indigo’s expanded gift categories, with special<br />
emphasis on toys. They <strong>of</strong>fered insight into gift trends, popular product lines and new items, to ensure<br />
guests had a strong platform from which to build their Holiday features. This messaging was reinforced<br />
by providing a detailed media kit and a package <strong>of</strong> featured products. The same kit was issued to key<br />
media across the country that had been unable to attend the Toronto and Montreal events.<br />
MSL Canada reconnected with all attending media post event to ensure Indigo and the gift <strong>of</strong>ferings<br />
featured during the previews were top <strong>of</strong> mind during their planning for Holiday issues. MSL Canada<br />
answered supplemental product questions, provided additional information and images for their fast<br />
approaching deadlines on their individual features. One hundred and twenty media and bloggers had<br />
attended the event and many more were reached proactively post event.<br />
Short‐Lead Media Engagement<br />
As the countdown to the Holiday season continued, MSL Canada reached out to short‐lead media across<br />
Canada to engage them in Indigo’s holiday line‐up, building on the product insights garnered from the<br />
long lead preview events. The effort built on the company’s overall Holiday Moment call to action and<br />
Media Tour<br />
To further drive awareness <strong>of</strong> Indigo’s unique retail experience, and to specifically promote Indigo’s<br />
online shopping experience, MSL Canada conducted a targeted media tour with Ceri Marsh, editor in<br />
chief <strong>of</strong> the blog sweetpotatochronicles. Her role was to reinforce indigo.ca as an ideal way for the<br />
time‐crunched mom to get her Holiday shopping done in one‐stop.<br />
4. Implementation and Challenges:<br />
Implementation: MSL Canada executed the program on time and on budget. A detailed critical path, a<br />
system to deliver on individual image and product requests and a weekly conference call ensured all<br />
team members were aligned. Maintaining a strict critical path, the Holiday previews took place on<br />
August 4 /9 in Toronto and on August 11 in Montreal. Long‐lead media liaison took place throughout<br />
August. Short‐lead media, online and blogger Holiday preview took place on October 18 with outreach<br />
executed from mid‐October to mid December 2011.<br />
Budget: The program budget was $105,000. Weekly budget reviews guaranteed that fees and expenses<br />
were tracked in near‐real time, allowing MSL Canada to ensure that the program was tracking well to<br />
pre‐defined budgetary parameters. Focusing on individual media relationships among the MSL Canada<br />
team allowed expedited feedback and requests from targeted outlets, and simple processes for image<br />
and product delivery, when requested, ensured savings in time and budget by utilizing Indigo’s existing<br />
image retrieval system and regional media ambassadors to provide products.<br />
Challenges: With a new focus on the kids/toys category, MSL Canada was charged with ensuring Indigo’s<br />
presence in all gift guides featuring toys. Indigo was not yet top <strong>of</strong> mind in the toy category and faced<br />
heavy competition for media placement from the traditional toy retailers. The PR program called for<br />
some education with media and targeted outreach to ensure Indigo was a top <strong>of</strong> the list when<br />
developing gift guides. A separate preview was set‐up to showcase the breadth <strong>of</strong> the kids/toys<br />
category and a targeted fact sheet was developed and sent to all lifestyle editors with intense follow‐up<br />
with the parenting/lifestyle media and bloggers. In the results section we outline how this media<br />
coverage for toys helped spur the double digit increase in sales in the toys/kids category.
6. Measurement/Evaluation:<br />
MSL Canada measured results as they related to the established program objectives:<br />
Results<br />
As a result <strong>of</strong> targeted media outreach MSL Canada<br />
secured media features and placements for Indigo as<br />
the Holiday shopping destination across all media<br />
including: national lifestyle magazines, national and<br />
regional newspapers, national lifestyle television<br />
programming, blogger and online sites. Articles and<br />
features appeared throughout the key Holiday<br />
shopping period showcasing the breadth and depth <strong>of</strong><br />
Indigo’s Holiday <strong>of</strong>ferings generating 665,384,139<br />
impressions through 1,053 placements.<br />
Goals/Objectives Met<br />
Goal #1: To meet or exceed the 958 gift guide<br />
placements Indigo secured in 2010, including<br />
multiple placements in national print<br />
publications as well as Kids/Toy gift guides,<br />
was surpassed with 1,054 placements, 110%<br />
<strong>of</strong> our goal.<br />
Goal #2: Expand on the 450MM media<br />
impressions from the Holiday 2010 campaign,<br />
was reached and surpassed with +665MM<br />
media impressions, 148% <strong>of</strong> our goal.<br />
Media coverage secured was <strong>of</strong> a high quality, with<br />
superior photography, strong branding for Indigo<br />
(100% <strong>of</strong> coverage includes Indigo branding) resulting<br />
in a MRP Quality Scores <strong>of</strong> 88.11%.<br />
Goal #3: Ideal features would include product<br />
photos and brand mentions, resulting in a<br />
Quality Score <strong>of</strong> 85%, was reach and surpassed<br />
with a Score <strong>of</strong> 88.11%<br />
Indigo’s Holiday 2011 sales saw double digit increase in<br />
the toys and gifts categories.<br />
Driving Sales: As the lead marketing initiative<br />
to support the Holiday 2011 season, the<br />
Holiday Moments with Indigo public relations<br />
program can be attributed to helping generate<br />
this incremental sales result.<br />
In total 303 different/unique products from Indigo<br />
were featured in Holiday 2011 coverage. The total<br />
number <strong>of</strong> products featured by category include:<br />
Gifts/Lifestyle: 138<br />
Kids and Toys: 53<br />
Books/eReading: 112<br />
Coverage Supports Business Strategy:<br />
The volume <strong>of</strong> product featured outside <strong>of</strong> the<br />
books category clearly showcases Indigo’s<br />
breadth and depth <strong>of</strong> lifestyle product<br />
<strong>of</strong>fering.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Media Relations with budget greater than $100,000<br />
AWARD OF MERIT<br />
Entrant’s name: Martine Lévy, Managing Director, DDB Public Relations<br />
Organization’s name: APCOR (The Portuguese Cork Association)<br />
Division & category: Division 1: Communication Management; Category 4c: Media Relations with budget greater<br />
than $100K<br />
Title <strong>of</strong> entry: APCOR ‘Real Cork Floors’ Campaign<br />
Time period <strong>of</strong> project: June 2010 ‐ November 2011<br />
Brief description: An 18‐month integrated communications campaign designed to raise awareness <strong>of</strong> the benefits<br />
and beauty <strong>of</strong> Portuguese cork flooring across North America, utilizing media relations as a communications tool to<br />
reach consumers, stakeholders and influencers, and stimulate year‐over‐year sales by 5%.<br />
BUSINESS NEED/OPPORTUNITY:<br />
The Portuguese Cork Association (APCOR) represents and promotes the Portuguese cork industry and<br />
all cork‐based products including cork flooring. Hardwood, ceramic, and tiles have long dominated North<br />
American homes; however in recent years the public demand for stylish, eco‐friendly flooring has<br />
increased. Since 2000, cork flooring, a staple in many European homes, had been gaining interest in<br />
North America due to its exquisite design, durability and environmental features. However, overall<br />
consumer awareness, design influencer and retailer knowledge levels and cork flooring sales remained<br />
low. In 2010, APCOR asked DDB Public Relations (DDB PR) to create an integrated communications<br />
campaign that would raise North American awareness <strong>of</strong> Portuguese cork flooring and stimulate yearover‐year<br />
sales by 5%.<br />
Utilizing DDB’s strategic planning process, proprietary flooring market research from APCOR and its<br />
affiliate companies, and insights gained through focus groups/surveys, DDB PR devised a strategy that<br />
effectively communicated APCOR’s key cork flooring messages to its target audiences. DDB PR also<br />
conducted one‐onone assessments with home décor/design influencers and media outlets, such as<br />
Traditional Home (USA) and Style at Home (Canada) magazines, and deduced that while their awareness<br />
<strong>of</strong> cork flooring was high, most considered cork flooring a re‐emerging design trend. The research<br />
confirmed that this was the right time to educate North American consumers about cork flooring’s<br />
unique qualities. By examining North American‐specific category and market nuances as well as<br />
consumer, stakeholder and media awareness prior to the development <strong>of</strong> the APCOR ‘Real Cork Floors’<br />
Campaign, DDB PR determined that the campaign strategy needed to effectively stand out within a very<br />
cluttered flooring market, differentiate the product from its competitors, and be both timely and<br />
engaging to successfully influence public opinion.<br />
The agency developed an 18‐month, integrated campaign that consisted <strong>of</strong> a creative media, consumer,<br />
stakeholder and influencer tour, a variety <strong>of</strong> media relations activities, strategic partnerships with third<br />
party spokespersons, product placements and makeovers to drive media coverage and a retailer<br />
education program, all augmented by a dedicated campaign website, a social media program and trade<br />
print advertising. The APCOR ‘Real Cork Floors’ Campaign effectively engaged multiple audiences, built<br />
product awareness, and ultimately stimulated sales.
INTENDED AUDIENCE(S):<br />
APCOR, its North American affiliate companies (cork flooring distributors and manufacturer based in the<br />
United States and Canada), and the agency worked together to identify key target audiences including<br />
home décor, style, design, lifestyle and eco‐conscious media; trade‐specific and designoriented opinion<br />
makers such as designers, interior decorators and architects; flooring retailers and distributors; and<br />
active social networkers with an interest in design and/or eco‐sensibility, with the goal <strong>of</strong> influencing the<br />
target end consumer. Further research, including consumer focus groups and market analysis, indicated<br />
that the core consumer target for cork flooring was a ‘psychographic’ segment identified as ‘The Bright<br />
Greens’.<br />
Accounting for 27% <strong>of</strong> all households in the United States (slightly more in Canada), they are ec<strong>of</strong>riendly,<br />
design enthusiasts. Family oriented, they want natural, comfortable yet aesthetically pleasing<br />
home environments. They are well educated and highly resourceful – looking to newspapers, magazines,<br />
online communities, key influencers (designers, design experts), and their family and friends for advice<br />
on the latest in home décor trends.<br />
GOALS/OBJECTIVES:<br />
The primary communications objectives for the 18‐month North American campaign were to increase<br />
consumer awareness <strong>of</strong> the benefits and beauty <strong>of</strong> cork flooring; heighten consumer desire for cork<br />
flooring via their design sensibilities; increase technical knowledge <strong>of</strong> cork flooring among retail sales<br />
staff and design influencers – in order to enhance their desire and confidence to recommend cork<br />
flooring to end users. A number <strong>of</strong> quantifiable objectives were confirmed during the campaign’s<br />
planning process:<br />
From a media relations standpoint:<br />
1. Generate positive publicity for cork flooring; achieve a minimum audience reach <strong>of</strong> 67 million (based<br />
on a cost per contact <strong>of</strong> $0.03 or less). APCOR mandated DDB PR to use a specific evaluation system,<br />
similar to MRPs (Media Relations Rating Points), applying it to both US and Canadian media coverage.<br />
The target qualitative score was set at: 80% and mandated that messaging showcase specific cork<br />
flooring features including its: versatility, rich tradition, ecological advantages, design appeal, comfort<br />
and durability<br />
From an audience awareness standpoint:<br />
1. Reach a minimum <strong>of</strong> 240,000 home décor/design media, influencers and target consumers through<br />
influencer seeding and events<br />
2. Obtain at least 60,000 unique visitors to the website and maintain average time spent <strong>of</strong> two minutes<br />
3. Obtain 3,000+ Twitter followers, 20,000+ views <strong>of</strong> cork flooring videos and photos on YouTube, Vimeo<br />
and Flickr<br />
4. Generate a 10% increase in positive consumer sentiment via social media seeding<br />
From a business‐driver standpoint:<br />
1. Grow cork flooring consumption in North America by 5%+ for fiscal year 2010/2011<br />
SOLUTION OVERVIEW: To build awareness and demand, DDB PR, with peripheral support from the<br />
agency’s integrated partners (digital and print advertising), developed a communications campaign<br />
focused on educating and inspiring ‘The Bright Green’ consumers, propelled by endorsements from<br />
target media; key design influencers; retailers and distributors; and active social networkers with<br />
relevant interests. To stand out in the highly saturated flooring market, this campaign positioned<br />
Portuguese cork as different and better, focusing on a number <strong>of</strong> benefits that set it apart from other<br />
flooring options – ecological advantages, wide design appeal, versatility, rich tradition, comfort and
durability. Because cork flooring <strong>of</strong>fers both infinite design possibilities and environmental superiority,<br />
the agency created an overarching ‘Eco‐Chic’ theme – representing the possibility <strong>of</strong> living a greener<br />
lifestyle while still displaying a wonderful sense <strong>of</strong> style. The agency utilized both online and <strong>of</strong>fline<br />
channels to drive consumer consideration for cork flooring, to create talk value and buy‐in among key<br />
purchase influencers, and to educate and inspire retailers to validate consumer interest in cork flooring.<br />
The campaign strategy included first and foremost, launching the ‘Real Cork Floors’ campaign to media<br />
via an inspirational and educational mobile ‘cork flooring showroom’ – The Décor(k) Tour – where they<br />
could learn the rich history <strong>of</strong> Portuguese cork as well as touch, feel and see cork flooring in action. To<br />
enhance design credibility, Candice Olson, celebrity designer and host <strong>of</strong> HGTV’s Divine Design and<br />
Candice Tells All, was commissioned to design and build six unique rooms that were integral to the<br />
mobile space. For consistent and continuous messaging, this mobile showroom also targeted design<br />
influencers and retailers via stops at home decor, and eco‐focused consumer and trade shows, and<br />
flooring retailers across North America. Other core media relations program elements included: a media<br />
familiarization trip to Portugal during the cork harvest season, ongoing cork flooring press <strong>of</strong>fice, and<br />
product seeding, makeovers and placements at high‐pr<strong>of</strong>ile events. These particular media relations<br />
activities all helped to drive key messaging, encourage buzz and discussion on cork flooring among<br />
target audiences. Social media seeding, a comprehensive retailer training program, a dedicated ‘Real<br />
Cork Floors’ campaign website and print advertising placed in top North American flooring trade<br />
publications during key buying periods rounded out the integrated communications campaign.<br />
The 2010/2011 APCOR ‘Real Cork Floors’ Campaign consisted <strong>of</strong> the following tactical elements:<br />
1) The Décor(k) Tour: An awe‐inspiring, interactive 53‐foot mobile exhibit that showcased the history<br />
and beauty <strong>of</strong> Portuguese cork flooring as envisioned by celebrity designer, Candice Olson. Debuting at a<br />
media launch event in New York City in September 2010, the Décor(k) mobile showroom travelled<br />
across North America, stopping in 13 key cities including Atlanta, Boston, Las Vegas, Los Angeles and<br />
Toronto, inspiring and educating home décor/design media as well as consumers, influencers and<br />
stakeholders.<br />
2) Media Relations: Kicking <strong>of</strong>f with a Media Fam Trip to Portugal during the summer cork harvest<br />
season, the media relations program also included a Satellite Media Tour with design expert Stephen<br />
Whittle and community releases focusing on a variety <strong>of</strong> strategic story angles, such as ‘On the Floor<br />
Living’, which highlighted the importance <strong>of</strong> flooring choice due to the amount <strong>of</strong> time families spend<br />
‘living’ on their floors. Ongoing story angles highlighted the ‘eco‐chic’ qualities <strong>of</strong> cork flooring, helping<br />
to further educate design media and influencers and ultimately the end consumer.<br />
3) Product Placements & Makeovers: The APCOR News Bureau pursued a variety <strong>of</strong> projects to promote<br />
cork flooring among multiple audiences including key product placement opportunities with high pr<strong>of</strong>ile<br />
media designers and influencers such as California‐based interior designer Zem Joaquin and design<br />
media expert, Courtney Cachet. Cork flooring was also featured in the Destination: Portugal Exhibition at<br />
the Museum <strong>of</strong> Modern Art (MoMA) in New York, Diego Binetti Fall/Winter 2011 Show at New York<br />
Fashion Week and the Cork Design Innovators Exhibit at New York Design Week and the Modern Living<br />
Showhouse at Dwell on Design. Television shows such as HGTV’s For Rent and DIY Network’s MEGA<br />
DENS signed up to feature cork flooring as a viable design option for filmed makeovers.<br />
In total, over 15 individual product placement or media makeover opportunities were secured.<br />
Stakeholder relations activities focused on inspiration, education and validation, and included a<br />
comprehensive Retailer Training Program consisting <strong>of</strong> online and <strong>of</strong>fline eLearning tools such as videos,<br />
worksheets, presentations and a series <strong>of</strong> training webinars designed for affiliate company sales forces
and cork flooring retailers. Additional elements included trade print advertising, a highly visual,<br />
informative website (realcorkfloors.com) and cultivation on social community sites, Twitter<br />
(@RealCorkFloors), YouTube, Vimeo and Flickr.<br />
IMPLEMENTATION AND CHALLENGES:<br />
The gross campaign budget was €2.2 million (including advertising creative, media buys, PR, social<br />
media, retail training, and website programming). Within this framework, the North American PR budget<br />
(fees and disbursements) was €1.5 million for all PR planning and program development, program<br />
management, measurement and evaluation, reporting and all individual activities included in the<br />
program for both fees and disbursements. The agency was constantly challenged by APCOR to justify<br />
utilization <strong>of</strong> the budget to ensure strategic and effective touch points with multiple audiences within<br />
the campaign time frame. The agency was also challenged to work under the direction and supervision<br />
<strong>of</strong> both APCOR, the governing association based in Portugal and reporting to the Portuguese<br />
government, as well as the North American‐based Board and Marketing Committee, consisting <strong>of</strong> CEO’s<br />
and marketing executives from eight cork flooring manufacturers and distributors in the United States<br />
and Canada. The agency was required to effectively deliver a campaign that addressed the objectives<br />
and goals <strong>of</strong> both contingents and reported to both parties on a monthly basis for the duration <strong>of</strong> the<br />
18‐month campaign.<br />
MEASUREMENT/EVALUATION:<br />
Through impactful and innovative touch points, APCOR was effectively able to interact with its target<br />
audiences, providing clear and consistent messaging that made a measurable impact on media,<br />
consumer, stakeholder and influencer awareness, knowledge and desire levels. Measured against the<br />
quantifiable objectives as outlined in the GOALS/OBJECTIVES section, the campaign far exceeded media<br />
relations, awareness and sales expectations.<br />
Key campaign results were as follows:<br />
1. Garnered over 520 million media impressions; over 5,000 editorial hits; a qualitative score <strong>of</strong> 87%<br />
and a total cost‐per‐contact <strong>of</strong> $0.003 (measured against the PR budget). APCOR mandated DDB PR to<br />
use a specific evaluation system that is similar to MRPs (Media Relations Rating Points), applying it to<br />
both US and Canadian media coverage.<br />
2. More than 360,000 home décor and design influencers, retailers and target consumers toured<br />
Décor(k) or were exposed to cork flooring first hand through influencer seeding opportunities, product<br />
placements and events<br />
3. Over 80,000 unique visitors, with an average time spent <strong>of</strong> 2:52 minutes on www.realcorkfloors.com<br />
4. Over 10,000 Twitter followers, 93,000 views on Flickr and 16,000 views on YouTube and Vimeo<br />
5. Measured through social monitoring s<strong>of</strong>tware, a 12 per cent increase in positive consumer sentiment,<br />
product awareness and desire for cork flooring in relation to ‘Eco‐Chic’ design conversations was found<br />
across the majority <strong>of</strong> social media networks<br />
6. Achieved a 10 per cent increase in cork flooring consumption for fiscal year 2010/2011 (based on<br />
confidentially submitted sales data from APCOR North American affiliate companies)
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Marketing Communications with budget greater than $100,000<br />
AWARD OF EXCELLENCE<br />
Entrant’s name: Martine Lévy, Managing Director, DDB Public Relations<br />
Organization’s name: APCOR (The Portuguese Cork Association)<br />
Division & category: Division 1: Communication Management; Category 4c: Media Relations with budget greater<br />
than $100K<br />
Title <strong>of</strong> entry: APCOR ‘Real Cork Floors’ Campaign<br />
Time period <strong>of</strong> project: June 2010 ‐ November 2011<br />
Brief description: An 18‐month integrated communications campaign designed to raise awareness <strong>of</strong> the benefits<br />
and beauty <strong>of</strong> Portuguese cork flooring across North America, utilizing media relations as a communications tool to<br />
reach consumers, stakeholders and influencers, and stimulate year‐over‐year sales by 5%.<br />
BUSINESS NEED/OPPORTUNITY:<br />
The Portuguese Cork Association (APCOR) represents and promotes the Portuguese cork industry and all<br />
cork‐based products including cork flooring. Hardwood, ceramic, and tiles have long dominated North<br />
American homes; however in recent years the public demand for stylish, eco‐friendly flooring has<br />
increased. Since 2000, cork flooring, a staple in many European homes, had been gaining interest in<br />
North America due to its exquisite design, durability and environmental features. However, overall<br />
consumer awareness, design influencer and retailer knowledge levels and cork flooring sales remained<br />
low. In 2010, APCOR asked DDB Public Relations (DDB PR) to create an integrated communications<br />
campaign that would raise North American awareness <strong>of</strong> Portuguese cork flooring and stimulate yearover‐year<br />
sales by 5%.<br />
Utilizing DDB’s strategic planning process, proprietary flooring market research from APCOR and its<br />
affiliate companies, and insights gained through focus groups/surveys, DDB PR devised a strategy that<br />
effectively communicated APCOR’s key cork flooring messages to its target audiences. DDB PR also<br />
conducted one‐onone assessments with home décor/design influencers and media outlets, such as<br />
Traditional Home (USA) and Style at Home (Canada) magazines, and deduced that while their awareness<br />
<strong>of</strong> cork flooring was high, most considered cork flooring a re‐emerging design trend. The research<br />
confirmed that this was the right time to educate North American consumers about cork flooring’s<br />
unique qualities. By examining North American‐specific category and market nuances as well as<br />
consumer, stakeholder and media awareness prior to the development <strong>of</strong> the APCOR ‘Real Cork Floors’<br />
Campaign, DDB PR determined that the campaign strategy needed to effectively stand out within a very<br />
cluttered flooring market, differentiate the product from its competitors, and be both timely and<br />
engaging to successfully influence public opinion.<br />
The agency developed an 18‐month, integrated campaign that consisted <strong>of</strong> a creative media, consumer,<br />
stakeholder and influencer tour, media relations activities, strategic partnerships with third‐party<br />
spokespersons, product placements and makeovers and a retailer education program, all augmented by<br />
a dedicated campaign website, a social media program and trade print advertising. The APCOR ‘Real<br />
Cork Floors’ Campaign effectively engaged multiple audiences, built product awareness, and ultimately<br />
stimulated sales.
INTENDED AUDIENCE(S):<br />
APCOR, its North American affiliate companies (cork flooring distributors and manufacturer based in the<br />
United States and Canada), and the agency worked together to identify key target audiences including<br />
home décor, style, design, lifestyle and eco‐conscious media; trade‐specific and designoriented opinion<br />
makers such as designers, interior decorators and architects; flooring retailers and distributors; and<br />
active social networkers with an interest in design and/or eco‐sensibility, with the goal <strong>of</strong> influencing the<br />
target end consumer. Further research, including consumer focus groups and market analysis, indicated<br />
that the core consumer target for cork flooring was a ‘psychographic’ segment identified as ‘The Bright<br />
Greens’.<br />
Accounting for 27% <strong>of</strong> all households in the United States (slightly more in Canada), they are ec<strong>of</strong>riendly,<br />
design enthusiasts. Family oriented, they want natural, comfortable yet aesthetically pleasing<br />
home environments. They are well educated and highly resourceful – looking to newspapers, magazines,<br />
online communities, key influencers (designers, design experts), and their family and friends for advice<br />
on the latest in home décor trends.<br />
GOALS/OBJECTIVES:<br />
The primary communications objectives for the 18‐month North American campaign were to increase<br />
consumer awareness <strong>of</strong> the benefits and beauty <strong>of</strong> cork flooring; heighten consumer desire for cork<br />
flooring via their design sensibilities; increase technical knowledge <strong>of</strong> cork flooring among retail sales<br />
staff and design influencers – in order to enhance their desire and confidence to recommend cork<br />
flooring to end users. A number <strong>of</strong> quantifiable objectives were confirmed during the campaign’s<br />
planning process:<br />
1. Grow cork flooring consumption in North America by 5%+ for fiscal year 2010/2011<br />
2. Generate positive publicity for cork flooring; achieve a minimum audience reach <strong>of</strong> 67 million (based<br />
on a cost per contact <strong>of</strong> $0.03 or less). APCOR mandated DDB PR to use a specific evaluation system,<br />
similar to MRPs (Media Relations Rating Points), applying it to both US and Canadian media coverage.<br />
The target qualitative score was set at: 80% and mandated that messaging showcase specific cork<br />
flooring features including its: versatility, rich tradition, ecological advantages, design appeal, comfort<br />
and durability<br />
3. Reach a minimum <strong>of</strong> 240,000 home décor/design media, influencers and target consumers through<br />
influencer seeding and events<br />
4. Obtain at least 60,000 unique visitors to the website and maintain average time spent <strong>of</strong> two minutes<br />
5. Obtain 3,000+ Twitter followers, 20,000+ views <strong>of</strong> cork flooring videos and photos on YouTube, Vimeo<br />
and Flickr<br />
6. Generate a 10% increase in positive consumer sentiment via social media seeding<br />
SOLUTION OVERVIEW:<br />
To build awareness and demand, DDB PR, with peripheral support from the agency’s integrated partners<br />
(digital and print advertising), developed a communications campaign focused on educating and<br />
inspiring ‘The Bright Green’ consumers, propelled by endorsements from target media; key design<br />
influencers; retailers and distributors; and active social networkers with relevant interests. To stand out<br />
in the highly saturated flooring market, this campaign positioned Portuguese cork as different and<br />
better, focusing on a number <strong>of</strong> benefits that set it apart from other flooring options – ecological<br />
advantages, wide design appeal, versatility, rich tradition, comfort and durability. Because cork flooring
<strong>of</strong>fers both infinite design possibilities and environmental superiority, the agency created an<br />
overarching ‘Eco‐Chic’ theme – representing the possibility <strong>of</strong> living a greener lifestyle while still<br />
displaying a wonderful sense <strong>of</strong> style.<br />
The agency utilized both online and <strong>of</strong>fline channels to drive consumer consideration for cork flooring,<br />
to create talk value and buy‐in among key purchase influencers, and to educate and inspire retailers to<br />
validate consumer interest in cork flooring. The campaign strategy included first and foremost,<br />
launching the ‘Real Cork Floors’ campaign to media via an inspirational and educational mobile ‘cork<br />
flooring showroom’ – The Décor(k) Tour – where they could learn the rich history <strong>of</strong> Portuguese cork as<br />
well as touch, feel and see cork flooring in action. To enhance design credibility, Candice Olson, celebrity<br />
designer and host <strong>of</strong> HGTV’s Divine Design and Candice Tells All, was commissioned to design and build<br />
six unique rooms that were integral to the mobile space. For consistent and continuous messaging, this<br />
mobile showroom also targeted design influencers and retailers via stops at home decor, and ec<strong>of</strong>ocused<br />
consumer and trade shows, and flooring retailers across North America. Other core media<br />
relations program elements included: a media familiarization trip to Portugal during the cork harvest<br />
season, ongoing cork flooring press <strong>of</strong>fice, and product seeding, makeovers and placements at highpr<strong>of</strong>ile<br />
events. These particular media relations activities all helped to drive key messaging, encourage<br />
buzz and discussion on cork flooring among target audiences. Social media seeding, a comprehensive<br />
retailer training program, a dedicated ‘Real Cork Floors’ campaign website and print advertising placed<br />
in top North American flooring trade publications during key buying periods rounded out the integrated<br />
communications campaign.<br />
The 2010/2011 APCOR ‘Real Cork Floors’ Campaign consisted <strong>of</strong> the following tactical elements:<br />
1) The Décor(k) Tour: An awe‐inspiring, interactive 53‐foot mobile exhibit that showcased the history<br />
and beauty <strong>of</strong> Portuguese cork flooring as envisioned by celebrity designer, Candice Olson. Debuting at a<br />
media launch event in New York City in September 2010, the Décor(k) mobile showroom travelled<br />
across Nort America, stopping in 13 key cities including Atlanta, Boston, Las Vegas, Los Angeles and<br />
Toronto, inspiring and educating home décor/design media as well as consumers, influencers and<br />
stakeholders.<br />
2) Media Relations: Kicking <strong>of</strong>f with a Media Fam Trip to Portugal during the summer cork harvest<br />
season, the media relations program also included a Satellite Media Tour with design expert Stephen<br />
Whittle and community releases focusing on a variety <strong>of</strong> strategic story angles, such as ‘On the Floor<br />
Living’, which highlighted the importance <strong>of</strong> flooring choice due to the amount <strong>of</strong> time families spend<br />
‘living’ on their floors. Ongoing story angles highlighted the ‘eco‐chic’ qualities <strong>of</strong> cork flooring, helping<br />
to further educate design media and influencers and ultimately the end consumer.<br />
3) Product Placements & Makeovers: The APCOR News Bureau pursued a variety <strong>of</strong> projects to promote<br />
cork flooring among multiple audiences including key product placement opportunities with high pr<strong>of</strong>ile<br />
media designers and influencers such as California‐based interior designer Zem Joaquin and design<br />
media expert, Courtney Cachet. Cork flooring was also featured in the Destination: Portugal Exhibition at<br />
the Museum <strong>of</strong> Modern Art (MoMA) in New York, Diego Binetti Fall/Winter 2011 Show at New York<br />
Fashion Week and the Cork Design Innovators Exhibit at New York Design Week and the Modern Living<br />
Showhouse at Dwell on Design. Television shows such as HGTV’s For Rent and DIY Network’s MEGA<br />
DENS signed up to feature cork flooring as a viable design option for filmed makeovers. In total, over 15<br />
individual product placement or media makeover opportunities were secured.<br />
4) Stakeholder relations: Focused on inspiration, education and validation, and included a<br />
comprehensive Retailer Training Program consisting <strong>of</strong> online and <strong>of</strong>fline eLearning tools such as videos,<br />
worksheets, presentations and a series <strong>of</strong> training webinars designed for affiliate company sales forces<br />
and cork flooring retailers. Additional elements included trade print advertising, a highly visual,
informative website (realcorkfloors.com) and cultivation on social community sites, Twitter<br />
(@RealCorkFloors), YouTube, Vimeo and Flickr.<br />
IMPLEMENTATION AND CHALLENGES:<br />
The gross campaign budget was €2.2 million (including advertising creative, media buys, PR, social<br />
media, retail training, and website programming). Within this framework, the North American PR budget<br />
(fees and disbursements) was €1.5 million for all PR planning and program development, program<br />
management, measurement and evaluation, reporting and all individual activities included in the<br />
program for both fees and disbursements. The agency was constantly challenged by APCOR to justify<br />
utilization <strong>of</strong> the budget to ensure strategic and effective touch points with multiple audiences within<br />
the campaign time frame. The agency was also challenged to work under the direction and supervision<br />
<strong>of</strong> both APCOR, the governing association based in Portugal and reporting to the Portuguese<br />
government, as well as the North American‐based Board and Marketing Committee, consisting <strong>of</strong> CEO’s<br />
and marketing executives from eight cork flooring manufacturers and distributors in the United States<br />
and Canada. The agency was required to effectively deliver a campaign that addressed the objectives<br />
and goals <strong>of</strong> both contingents and reported to both parties on a monthly basis for the duration <strong>of</strong> the<br />
18‐month campaign.<br />
MEASUREMENT/EVALUATION:<br />
Through impactful and innovative touch points, APCOR was effectively able to interact with its target<br />
audiences, providing clear and consistent messaging that made a measurable impact on media,<br />
consumer, stakeholder and influencer awareness, knowledge and desire levels. Measured against the<br />
quantifiable objectives as outlined in the GOALS/OBJECTIVES section, the campaign far exceeded media<br />
relations, awareness and sales expectations.<br />
Key campaign results were as follows:<br />
1. Achieved a 10 per cent increase in cork flooring consumption for fiscal year 2010/2011 (based on<br />
confidentially submitted sales data from APCOR North American affiliate companies)<br />
2. Garnered over 520 million media impressions; over 5,000 editorial hits; a qualitative score <strong>of</strong> 87%<br />
and a total cost‐per‐contact <strong>of</strong> $0.003 (measured against the PR budget). APCOR mandated DDB PR to<br />
use a specific evaluation system that is similar to MRPs (Media Relations Rating Points), applying it to<br />
both US and Canadian media coverage.<br />
3. More than 360,000 home décor and design influencers, retailers and target consumers toured<br />
Décor(k) or were exposed to cork flooring first hand through influencer seeding opportunities, product<br />
placements and events<br />
4. Over 80,000 unique visitors, with an average time spent <strong>of</strong> 2:52 minutes on www.realcorkfloors.com<br />
5. Over 10,000 Twitter followers, 93,000 views on Flickr and 16,000 views on YouTube and Vimeo<br />
6. Measured through social monitoring s<strong>of</strong>tware, a 12 per cent increase in positive consumer sentiment,<br />
product awareness and desire for cork flooring in relation to ‘Eco‐Chic’ design conversations was found<br />
across the majority <strong>of</strong> social media networks
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Marketing Communications with budget greater than $100,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Lindsay Mattick Davidson (Director <strong>of</strong> Public Relations, Narrative) and Tricia Soltys (Account<br />
Director, Narrative)<br />
Organization’s Name: Narrative (a division <strong>of</strong> Bensimon Byrne) and Scotiabank<br />
Division/Category: Communication Management – 5c Marketing Communications with budget greater than $100K<br />
Title <strong>of</strong> Entry: ‘Let the Saving Begin’<br />
Time Period <strong>of</strong> Project: July 2010 – August 2011 1 year (three banking seasons)<br />
Description: Scotiabank launched a national program to initiate a saving movement in Canada and ultimately<br />
inspire Canadians to talk about and learn how they can improve their financial health.<br />
Business Need/Opportunity<br />
Coming out <strong>of</strong> the 2008 financial downturn there was a new consumer reality. Canadians were awash in<br />
a sea <strong>of</strong> debt. For every dollar they earned, they owed $1.45. National saving levels were at record lows<br />
and there was widespread sense that Canadians needed to get back on track and make saving a priority.<br />
Consumer confidence was at an all time low. The Government <strong>of</strong> Canada similarly acknowledged that<br />
financial literacy was an increasingly important issue with the appointment <strong>of</strong> a Task Force on Financial<br />
Literacy in 2009. Canadians needed to start saving. Scotiabank, one <strong>of</strong> Canada’s biggest banks, knew it<br />
needed to take a leadership stance and show Canadians how to make a real change to their financial<br />
fundamentals and facilitate more savings. Scotiabank’s opportunity was to rise above any <strong>of</strong> the quick<br />
hit ‘switch for $100’ <strong>of</strong>fers other banks were <strong>of</strong>fering to attract new clients to the bank and deliver on<br />
their tagline promise to Canadians that they are in fact richer than they think – emotionally and<br />
financially.<br />
In June 2010, Scotia launched a new platform for their retail banking called ‘Let the Saving Begin’ as a<br />
response to what Scotiabank heard from clients and Canadians about their saving habits. Scotiabank’s<br />
goal was to mobilize Canadians to do just that. It was a fully integrated multi‐component marketing<br />
campaign tailored to break old habits and enable Canadians to form new, financially “healthier”<br />
behaviours by engaging Canadians in a conversation around savings, and encouraging and rewarding<br />
savings. The Let the Saving Begin program was designed to spark a saving movement by inspiring and<br />
empowering Canadians to get on track with their saving, investing and borrowing habits.<br />
Let the Saving Begin was built on three simple principles that comprised a call to action to Canadians:<br />
• Save automatically, because it works<br />
• Invest for your future, because no one else will<br />
• Borrow to get ahead, not fall behind<br />
Intended Audience(s)<br />
Let the Saving Begin aimed to genuinely engage Canadians in a dialogue around saving. The target<br />
market for this program included Scotiabank employees, Scotiabank customers and non‐customers,<br />
government, and business and consumer media. The campaign was appropriate for our target groups as<br />
we are all impacted by saving and financial health, regardless <strong>of</strong> economic status or demographic.<br />
Canadians felt empowered simply by talking and Scotiabank employees walked away with insights to<br />
better help them.
Goals/Objectives<br />
The goal for this campaign was to bring the issue <strong>of</strong> saving front and centre by starting a national<br />
movement around the cause <strong>of</strong> financial literacy.<br />
Our objectives were:<br />
• Position Scotiabank as a leader on the issue <strong>of</strong> financial health in Canada<br />
• Generate earned national/regional media opportunities, achieving an average MRP score <strong>of</strong> over 80%,<br />
with a cost per contact <strong>of</strong> less than 0.05<br />
• Launch the new Facebook page for Scotiabank and drive page views/likes for the new page, as well as<br />
the LettheSavingBegin.com microsite<br />
• Support business targets which included an increase in day‐to‐day chequing accounts and an uptake <strong>of</strong><br />
existing account holders to the Scotiabank Saving Bundle<br />
Solution Overview<br />
The challenge we faced was complex and multifaceted ‐ how could we break through the inertia around<br />
saving, inspire a national 'saving movement' and generate earned media opportunities, all at the same<br />
time? We started with the Scotiabank Saving Poll, conducted by Harris/Decima, which showed that 94<br />
per cent <strong>of</strong> Canadians said they feel better when they have a safety net <strong>of</strong> savings, but nearly one‐third<br />
<strong>of</strong> Canadians did not have a plan in place to achieve their saving goals. Research revealed putting aside<br />
savings at the end <strong>of</strong> the month was a real challenge for Canadians. It wasn’t something that felt<br />
achievable and they needed to be empowered, not scolded, to build their savings. The Let the Saving<br />
Begin tour was an answer to this problem – a call to arms to get them engaged.<br />
Scotiabank has an optimistic, welcoming and authentic approach to its marketing. Banking is serious<br />
business; it can be intimidating for most. In the context <strong>of</strong> a lot <strong>of</strong> negativity around debt and savings, it<br />
was more important to let that optimism shine through. To demonstrate this optimism and encourage<br />
Canadians to share their views, Narrative developed the concept <strong>of</strong> a Saving Ambassador to be at the<br />
forefront <strong>of</strong> the movement, and Scotiabank appointed former host <strong>of</strong> Canada AM, Valerie Pringle. As<br />
Saving Ambassador, Pringle would travel the country to speak with Canadians about their financial<br />
health. As a journalist, Pringle spoke to Canadians about everything from mental health to religion to<br />
their antiques, so she was an ideal choice for this role because <strong>of</strong> her ability to get people to open up.<br />
Valerie helped kick‐<strong>of</strong>f a social movement by sparking conversations, listening to Canadians’ saving<br />
challenges and encouraging people to share with others.<br />
Social media provided a channel to connect with Canadians and played a central role in the public<br />
relations strategy. All tour stops and discussions were captured on video and the Facebook community<br />
was included as virtual participants along the way. All <strong>of</strong> the insights gathered on the tour were<br />
compiled into a final report from Valerie, which will ultimately help shape future programs from<br />
Scotiabank. It was not common for a bank to just listen and learn. The Let the Saving Begin campaign<br />
truly differentiated Scotiabank from the other major banks who continued to focus on product<br />
messages post‐recession.<br />
Implementation and Challenges<br />
Scotiabank launched the Let the Saving Begin movement with an employee rally at Scotia Plaza. In July<br />
2010, more than 100 Scotiabank employees took to the streets <strong>of</strong> Toronto to hand out $25,000 worth <strong>of</strong><br />
gift cards for everyday purchases such as c<strong>of</strong>fee, lunch and gas – all with the message <strong>of</strong> ‘take the<br />
money you would have spent and save it’. The goal was to kick start the program and get Canadians<br />
talking and thinking about saving.
In August 2010, Valerie Pringle traveled to Halifax, Ottawa, Winnipeg, Calgary and Vancouver. This crosscountry<br />
tour focused on all three pillars <strong>of</strong> the program: saving, investing and borrowing. She met with<br />
groups in each <strong>of</strong> these communities and held what was referred to as ‘kitchen table’ discussions with<br />
participants in each <strong>of</strong> these regions. These conversations were meant to inspire discussions about<br />
saving and finances around the kitchen tables <strong>of</strong> Canadians across the country. Valerie also made<br />
appearances at branches in every region which <strong>of</strong>fered a meaningful employees engagement<br />
opportunity coast‐to‐coast.<br />
The second leg <strong>of</strong> Valerie’s national tour took place in January 2011 and she visited St. John’s, Windsor,<br />
Cambridge, Saskatoon, Victoria, and finished up back in Toronto. This tour took place during RSP season,<br />
so we chose to focus the discussion on investing and retirement planning. Scotiabank had recently<br />
released research findings in January 2011 from their annual Investor Behaviour Poll conducted by<br />
Harris/Decima, which showed that retirement is changing. Of those Canadians surveyed who planned to<br />
retire, more than two‐thirds (69 per cent) plan to work during retirement. We spoke to people on this<br />
leg <strong>of</strong> the tour where they lived, worked and played – from curlers in St. John’s and farmers in Saskatoon<br />
to auto parts workers in Windsor, retirees in Victoria and recreational hockey players in the GTA.<br />
Speaking with groups that had common interests allowed us to delve deeper into their experiences,<br />
challenges, successes and regional influences.<br />
Both tours were documented on film and highlights were shared on Scotiabank’s Facebook page.<br />
Canadians are able to not only watch the videos, but also engage with them directly. By commenting on<br />
the videos and answering questions posed by Scotiabank and other Canadians, the whole country<br />
participated in the movement and was able to join the conversation. Social media and public relations<br />
allowed Scotiabank to engage the nation to participate in a two‐way dialogue. This provided both a<br />
central page for all conversation and content, as well as a medium to distribute it through news feeds,<br />
posts and advertising. It allowed us to scale the conversation from the tour and grow a community <strong>of</strong><br />
savers. Canadians were able to engage by viewing videos <strong>of</strong> the round tables, street interviews, event<br />
pictures and Scotia poll results. They posted responses to videos, to Scotiabank questions and Valerie’s<br />
thoughts. Finally, they were able to ‘like’ the group making them an advocate <strong>of</strong> the program, like videos<br />
and comments and stimulate interaction through their newsfeeds and social networks.<br />
The second tour also produced Scotiabank’s first‐ever live digital event on Facebook. Valerie was the<br />
moderator to a panel <strong>of</strong> experts including ZoomerMedia’s Moses Znaimer, urban theorist Richard<br />
Florida and ScotiaMcLeod’s Bev Moir. Canadians across the country watched and were able to have<br />
their questions answered live by this impressive panel. It allowed all Canadians to engage in a dynamic<br />
way with the program and <strong>of</strong>fered thoughtful and diverse insights into the topics <strong>of</strong> retirement planning<br />
and investing.<br />
At the conclusion <strong>of</strong> the tour, all <strong>of</strong> Valerie’s findings were compiled for a final report, released publically<br />
in June 2011, which will ultimately help shape future programs from Scotiabank. The entire campaign<br />
was supported with media relations and Valerie was booked regionally in every tour stop along the way.<br />
Measurement/Evaluation<br />
We always hear that money is a taboo subject. But everyone involved was pleasantly surprised at how<br />
readily Canadians engaged in conversations about money. It was as though they understood that we<br />
were at a critical juncture, post‐2008, when we all had to look bluntly at this issue and realize that not<br />
talking about it would not help.
The Let the Saving Begin tour covered 16 communities across Canada and earned a wealth <strong>of</strong> media<br />
coverage. A total <strong>of</strong> 353 stories were recorded over the course <strong>of</strong> the campaign and reached over 122<br />
million Canadians. The Media Relations Rating Points quality score was 97.54 per cent, based on brand<br />
mention, spokesperson quote and key messages. This far surpassed our goal <strong>of</strong> a score <strong>of</strong> 80 per cent.<br />
The microsite, letthesavingbegin.com, which was designed to support the mass and PR activities,<br />
received over 490,000 unique visitors and over 1 million page views in just under a year.<br />
Scotia’s first corporate Facebook page was a success as well by being the first Canadian bank to do a<br />
Facebook Contest, <strong>of</strong>fering highly targeted ads and daily updates helped drive activity. In six months, the<br />
Scotiabank Facebook group grew from zero to 10,000 ‘likes’ with 25,000 unique visitors a month and<br />
700,000 total views – in comparison, TD Canada Trust took 3.5 years to build their fan base to 22,000.<br />
To date, Scotiabank’s Facebook page has nearly 18,000 ‘likes’. The Facebook live event exceeded all<br />
expectations. In a single hour, the event had over 32,000 viewers – the most by any financial institution<br />
ever in North America, and the biggest Ustream event ever in Canada.<br />
Business targets were met as the goal <strong>of</strong> the existing chequing customers drove 85 to 90 per cent <strong>of</strong><br />
Saving Bonus Offer uptake, with Pre‐Authorized Contribution being a dominant component <strong>of</strong> the<br />
Bundle. Totals included 95,795 new Chequing accounts opened from June 2010 – July 2011; 24,148<br />
switches to Chequing accounts from June 2010 – July 2011; and half <strong>of</strong> the new Day to Day accounts<br />
were from net‐new customers to the bank. The bank retained their 12 per cent share <strong>of</strong> voice amongst<br />
Financial Institutions (FI) in the wake <strong>of</strong> an eight per cent media budget decrease.<br />
Never before has any organization taken such an active interest in the financial health <strong>of</strong> Canadians and<br />
done it so innovatively. The Let the Saving Begin campaign showed Canadians that Scotiabank was not a<br />
faceless financial institution by giving them a voice and allowing them to speak directly to Canadians.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Special Events with budget up to $50,000<br />
AWARD OF EXCELLENCE<br />
Entrant’s Name: Sandra Desrochers<br />
Organization: City <strong>of</strong> Mississauga<br />
Division 1: Communications Management/Category 6a ‐ Special Events with budget under $50K<br />
Title <strong>of</strong> Entry: Official Opening <strong>of</strong> Mississauga Celebration Square<br />
Time Period: Planning: February – June 2011; Event Date: June 22, 2011<br />
Brief Description: A special event in the form <strong>of</strong> a unique outdoor City Council Meeting, complete with <strong>of</strong>ficial<br />
ceremony and stakeholder celebration, <strong>of</strong>ficially opened the City <strong>of</strong> Mississauga’s new public square: Mississauga<br />
Celebration Square, a state‐<strong>of</strong>‐the‐art, versatile outdoor event destination.<br />
Business Need/Opportunity<br />
The Civic Square, adjacent to City Hall in downtown Mississauga, had been the premiere location for City<br />
events, but its existing physical and mechanical infrastructure was at life expectancy and the venue<br />
wasn’t capable <strong>of</strong> supporting major events. The City hoped to create a vibrant public square where<br />
people <strong>of</strong> all cultures, ages and backgrounds could come together to celebrate through participation in<br />
free year‐round events and festivals. Extensive public engagement and research by consultants Projects<br />
for Public Spaces (PPS) supported the City’s decision to proceed with redevelopment <strong>of</strong> the existing<br />
square. The renamed Mississauga Celebration Square (MCS) was approved as the City’s largest<br />
Infrastructure Stimulus Fund (ISF) project, which is a joint funding program between the municipal,<br />
provincial and federal governments.<br />
The <strong>of</strong>ficial opening <strong>of</strong> Mississauga Celebration Square was our opportunity to unveil this new GTA<br />
event destination. A one‐<strong>of</strong>‐kind protocol event would congratulate the project’s workers and<br />
acknowledge the project’s leaders/funders from the three levels <strong>of</strong> government. A post‐ceremony event<br />
would thank employees (who were without access to the area for the 21‐month construction period) for<br />
their patience.<br />
Intended Audience<br />
To celebrate the completion <strong>of</strong> MCS, the audience for the <strong>of</strong>ficial opening event included: (1) decisionmaking<br />
politicians from the federal government, provincial government and members <strong>of</strong> City Council<br />
who all funded the project, (2) GTA media, who could spread the word and develop a buzz around this<br />
new event destination, (3) key stakeholders, including project consultants, planners, designers, workers,<br />
and the City employees seconded to the project under difficult circumstances (due to strict ISF criteria),<br />
and (4) general City employees who could not access their City Hall “backyard” for the 21‐ month<br />
construction period.
Communications Goals/Objectives<br />
To unveil and showcase the Square, it was necessary to develop an <strong>of</strong>ficial opening event which would<br />
resonate with each <strong>of</strong> our target audiences and establish MCS as a vibrant public square with great<br />
potential. The City has conducted many traditional <strong>of</strong>ficial openings over the years, but organizers<br />
wanted this one to be different – much like the venue being celebrated. Our objectives were to design<br />
an event that would:<br />
(1) Receive positive local media coverage, and attract at least one national and one GTA media<br />
outlet to attend and cover the event;<br />
(2) Attract 70 stakeholders to a special pre‐ceremony VIP breakfast to congratulate the<br />
consultants/contractors/suppliers who worked on the project;<br />
(3) Attract at least 500 City employees to the celebration portion <strong>of</strong> the event to thank staff for<br />
their patience.<br />
Solution Overview<br />
An <strong>of</strong>ficial opening event in the form <strong>of</strong> an outdoor City Council Meeting, followed by a staff celebration<br />
was developed to meet our communications objectives. An open‐air Council Meeting (Council Meetings<br />
are normally held indoors in the Council Chamber.) would showcase the new venue and demonstrate<br />
how the Square could be used to achieve the City’s goal <strong>of</strong> establishing Mississauga Celebration Square<br />
as a vibrant, multi‐use, public outdoor gathering place.<br />
Introducing Mississauga Celebration Square via a televised special event was a cost‐effective way to<br />
reach our audiences: It would provide a forum to congratulate the project’s decision‐makers,<br />
acknowledge funding partners, celebrate the project’s completion, and generate “good news” stories<br />
through promotions and media relations. The buzz created through this launch event was expected to<br />
create interest in the Square’s first summer season.<br />
An outdoor Council Meeting was our creative approach to the solution: According to our research, no<br />
other Canadian municipality had held an open‐air Council Meeting. The formal meeting would include<br />
the protocols necessary for an <strong>of</strong>ficial ceremony, and the celebration afterwards could provide a festive<br />
atmosphere in keeping with a special event venue.<br />
As Mississauga Celebration Square’s grand opening for the general public was scheduled for Canada Day<br />
on July 1, the <strong>of</strong>ficial protocol event was scheduled for the week prior. A regular Council Meeting date,<br />
June 22, 2011 at 9 a.m. was considered ideal timing for attendance by politicians, stakeholders and<br />
media. The celebratory portion <strong>of</strong> the event to thank City employees was scheduled during the lunch<br />
period. This timing would satisfy all our target audiences.<br />
Politicians, project employees, suppliers, consultants, stakeholders were invited by evite. Internal<br />
messaging via posters, pay‐stubs and the corporate Intranet provided City employees with event<br />
information. External posters, facility message boards, portable signs and the ISF website provided<br />
additional information for those interested in the redevelopment project. An ad in the local newspaper,<br />
editorial in various publications, media advisories, the City’s website, announcements at televised
Council Meetings and social media announced this special event. Key messages in promotional material<br />
invited guests to the two‐part event: Council on the Square and a lunch‐time celebration. All messaging<br />
reinforced that MCS is “Mississauga’s newest state‐<strong>of</strong>‐the‐art multi‐media event destination for special<br />
events, festivals, activities and unique programming.”<br />
The <strong>of</strong>ficial opening was designed to showcase the many features <strong>of</strong> the multi‐faceted venue and put<br />
Mississauga Celebration Square in the limelight. An invitation‐only breakfast to gather participants and<br />
stakeholders prior to the Council Meeting showcased the Square’s new Glass Pavilion. To showcase the<br />
large permanent stage and to place City councillors in the spotlight, the Council Chamber dais was recreated<br />
on the main outdoor stage. Each level <strong>of</strong> government provided a representative to speak. Staff<br />
presentations included an audio‐visual presentation focused on the project’s background from idea to<br />
inception and an overview <strong>of</strong> the Square’s impressive features. To visualize the Square’s transformation,<br />
a time‐lapse video <strong>of</strong> the Civic Square’s destruction and Mississauga Celebration Square’s construction<br />
was produced with images that were captured on Web‐cam during a 20‐month period, which was then<br />
premiered on the large digital screens. To generate excitement about future plans for the Square, an<br />
overview <strong>of</strong> upcoming events, including the Canada Day/grand opening celebration, was geared to<br />
media. The entire ceremony was live‐streamed by Rogers TV for local residents and general City staff.<br />
“Youth,” “heritage,” “City pride” and “community” were integrated into the ceremony via participation<br />
by children, first nation leaders, and international sports champions from Mississauga. A unique Water<br />
Ceremony, incorporating water from the city’s three surrounding water bodies, was developed to<br />
showcase the Square’s significant water feature and to symbolize the bringing together <strong>of</strong> Mississauga’s<br />
communities to the City’s new “focal point,” as the waters were poured together into the Square’s<br />
fountain.<br />
As it is challenging for Mississauga to get media attention outside <strong>of</strong> the city due to the city’s proximity<br />
to the larger, higher‐pr<strong>of</strong>ile City <strong>of</strong> Toronto, it was important to contact GTA news reporters directly to<br />
advise them <strong>of</strong> this unique opportunity to preview the Square and <strong>of</strong>fer interviews, guided media tours<br />
and a selection <strong>of</strong> photo ops. Media were given direct access to the Mayor and key spokespeople. As<br />
well, information regarding the new venue was released to the public and media via Web and print<br />
publications in the months leading up to the <strong>of</strong>ficial opening.<br />
To thank employees and showcase the upper Square’s smaller outdoor stage, a lunch‐time special event<br />
was planned with a complimentary lunch, roving entertainment, souvenir photo booth and a concert by<br />
local musicians in the new Amphitheatre. To salute participants and guests, MCS‐branded umbrellas,<br />
which could be used for protection from rain or shine at an outdoor event, were given out as souvenirs<br />
to commemorate this special occasion.<br />
The event budget was $17,000. The entire budget was required to rent the audio equipment necessary<br />
to stage a Council Meeting outdoors; breakfast and lunch catering; flowers/décor; equipment rentals;<br />
technical production; live entertainment; honorariums; photographer; souvenirs; print/promotional<br />
material; and miscellaneous supplies.
Implementation/Challenges<br />
This project faced four major challenges …<br />
Weather: An outdoor event planner’s greatest fear materialized with a rain forecast for the event date.<br />
With a 50 per cent chance <strong>of</strong> rain, an emergency meeting was called the day before to discuss a<br />
notification process for making the rain call – which would have every component moved indoors. At 6<br />
a.m., a bold decision was made to proceed outdoors despite the drizzle. The main stage is covered and it<br />
was very important for us to showcase as much <strong>of</strong> the new venue as possible. Fortunately, the MSCbranded<br />
umbrellas, which were produced as swag for our guests, could be put into action for the<br />
audience and participants. Rain ponchos were also provided and canopies were erected over the<br />
speakers’ podium and key areas. Participants and attendees took the weather in stride for the opening<br />
ceremony, but the lunch‐time celebration had to be moved indoors when the rain persisted.<br />
Logistics and Timing: Scheduling representatives from all levels <strong>of</strong> government was logistically<br />
challenging and time‐consuming due to conflicting schedules, plus a federal and provincial election in<br />
the project time period. Four months before the event, the original date had to be changed due to<br />
unavailability <strong>of</strong> a key participant. Those impacted by the date change had to be replaced. In the end, a<br />
regular Council day suited City councillors and the majority <strong>of</strong> stakeholders; a special pardon from<br />
Caucus was arranged for federal MP representation; and the province appointed a provincial Minister to<br />
replace an absent MPP.<br />
Resources: The event was co‐ordinated and managed by the same two staff responsible for 12 other<br />
<strong>of</strong>ficial openings <strong>of</strong> City infrastructure projects within a four month period. This required a juggling <strong>of</strong><br />
projects and priorities as two new indoor pools were <strong>of</strong>ficially opened four days before the MCS event<br />
and six more outdoor pools were opened two weeks following. The other events were streamlined as<br />
much as possible, and organizers worked the required overtime and called in volunteer resources to get<br />
the job done.<br />
Untried Venue: Construction on the new stage had just been completed and it had never been utilized<br />
before. Furniture for locations throughout the Square was still being delivered the day before the<br />
opening and a brand new sound and lighting system had to be tested and synched with Rogers TV. It<br />
was important to stay calm and put in extra hours until the site was physically and technically ready to<br />
stage this special event.<br />
All these challenges were overcome with trust between team members, commitment to their roles and<br />
support from the City’s senior leadership team. In the end, all program elements, including live<br />
streaming, were executed with precision.<br />
The event budget was sufficient and used effectively. The City saved money on printing and postage by<br />
using evites instead <strong>of</strong> formal printed invitations traditionally used by municipalities. Use <strong>of</strong> a corporate<br />
sponsor for food and beverage components, saved the City at least $25,000 in overall ISF <strong>of</strong>ficial<br />
opening catering costs.
Measurement/Evaluation<br />
We relied heavily on attendance numbers, feedback and the effectiveness <strong>of</strong> event elements, to<br />
evaluate the outcomes and success <strong>of</strong> this special opening event.<br />
Objective<br />
Result<br />
Receive positive local media<br />
coverage, plus attract at least one<br />
national and one GTA media outlet<br />
to attend and cover the event.<br />
Attract 70 (room capacity)<br />
stakeholders to a special preceremony<br />
VIP breakfast to<br />
congratulate the politicians,<br />
workers, suppliers, contractors who<br />
directed/worked on the project.<br />
The media advisory and news release promoting the<br />
<strong>of</strong>ficial opening generated approximately 2,650,450<br />
media impressions. The event received national media<br />
attention, via local and Toronto print (incl. Globe &<br />
Mail, Tor. Star, National Post) and broadcast media<br />
attending the event. All coverage was positive,<br />
including a video review from one <strong>of</strong> Toronto’s wellknown<br />
urban design columnists. In turn, Canada Day,<br />
the new venue’s first public event, attracted<br />
approximately 120,000 to the new venue – a 25 per<br />
cent increase from the City’s 2010 Canada Day event.<br />
68 politicians including all City councillors,<br />
representatives from the province and government <strong>of</strong><br />
Canada, the project leaders, planners, architects,<br />
contractors and suppliers attended the breakfast. All<br />
were acknowledged during the ceremony or had a key<br />
speaking role.<br />
Attract at least 500 City employees<br />
to the celebration portion <strong>of</strong> the<br />
event to thank them for their<br />
patience.<br />
Attendance to the indoor celebration on a rainy<br />
Wednesday afternoon was 610. Once the 500 preordered<br />
lunches were handed out, lunches could be<br />
purchased at a special price. The lunch and<br />
entertainment were very well‐received based on<br />
positive feedback.<br />
The <strong>of</strong>ficial opening <strong>of</strong> Mississauga Celebration Square was successful in achieving our objectives. This<br />
special event introduced Mississauga Celebration Square to stakeholders as a vibrant event destination.<br />
Testimonials indicate that participants and guests were extremely impressed with the handling <strong>of</strong> the<br />
event in the pouring rain. Building on recognition <strong>of</strong> Mississauga Celebration Square through this launch<br />
event, the Square’s first season was an overwhelming success with 416,000 attendees (not including<br />
passive customers) attending 72 eclectic events.<br />
The City’s senior management was so impressed with the outcome <strong>of</strong> this event, that the organizing<br />
team was nominated for an internal award <strong>of</strong> excellence.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Special Events with budget up to $50,000<br />
AWARD OF EXCELLENCE<br />
Entrants’ Names: Cathy Mitchell<br />
Organization’s Name: APEX Public Relations Inc.<br />
Division/Category: Division 1, Category 6a: Special Event with budget up to 50K<br />
Title: YWCA Facility gets a Makeover care <strong>of</strong> Jergens Overnight Fix Nightly Restoring Moisturizer<br />
Time Period: May – November 2011<br />
Description: A new lotion’s name, Jergens Overnight Fix, inspired the teams at APEX and Jergens to do an<br />
“overnight fix” <strong>of</strong> their own. The result? A 24‐hour makeover <strong>of</strong> a downtown Toronto shelter in lieu <strong>of</strong> a<br />
traditional media relations product launch.<br />
1. BUSINESS NEED/OPPORTUNITY<br />
The skincare company Jergens has been making personal care products since its inception in 1882. Its<br />
two stronghold categories, soap and lotion, have established Jergens as a household brand name. With<br />
over a century <strong>of</strong> product development and launches under its belt, a constant business need and<br />
opportunity for the brand is to continually introduce products that meet consumer needs and<br />
preferences and that will drive continued business growth within the value channel.<br />
In 2011, Jergens identified the opportunity to increase night‐time lotion use. As a result, they developed<br />
Jergens Overnight Fix Nightly Restoring Moisturizer, a lotion that promised to alleviate a week’s worth <strong>of</strong><br />
dryness overnight for visibly smoother skin. The product was firmly positioned within the value<br />
category, at a price point <strong>of</strong> $7 CAD. As agency <strong>of</strong> record for all Kao Canada (Kao Canada is the parent<br />
company <strong>of</strong> the Jergens Brand), APEX Public Relations was briefed on the project and given the PR<br />
objective to “drive beauty press coverage”. The consumer team at APEX is accustomed to clients’ desire<br />
to gain coverage among the beauty press. And with this specific product launch, there were two key<br />
factors at play that made this an uphill battle. First: the budget. The total budget for the program was<br />
initially $40,000 with an incremental addition <strong>of</strong> $10,000. APEX has conducted a high volume <strong>of</strong><br />
successful beauty product launches, and many were in the $80,000+ range. Second: the product would<br />
not be the first <strong>of</strong> its kind and was not first to market. There are other general challenges with driving<br />
beauty press coverage. The beauty pages <strong>of</strong> Canada’s foremost fashion and beauty magazines are<br />
brimming with the latest innovations to make us more beautiful, as well as opinions editorializing what<br />
defines beauty this particular season. The competition among brands to obtain a small slice <strong>of</strong> these<br />
pages is fierce. A common tactic <strong>of</strong> global beauty brands with deep pockets is to host high impact launch<br />
events that deliver memorable experiences for the beauty media. Event elements <strong>of</strong>ten include<br />
celebrity appearances, high‐end venues and lavish gifts. With a $50,000 budget, and a not‐sonewsworthy<br />
product (not first to market or unique to category), how would APEX meet its client’s<br />
coverage objectives? The team at APEX used the product name (Overnight Fix) as inspiration to create a<br />
paradigm shift in beauty launches. This launch would not involve a lavish special event; quite the<br />
opposite. Asking themselves the fundamental question: “what can we FIX overnight?” the team<br />
ultimately developed a strategy that would throw out the traditional approach for beauty launches. In
lieu <strong>of</strong> a conventional media launch, APEX and Jergens would execute a low‐key, 24‐hour makeover <strong>of</strong> a<br />
women’s shelter.<br />
2. INTENDED AUDIENCE<br />
Consumer Audience:<br />
Canadian women aged 18‐45 who are “committed to beauty” and shop within the value channel at mass<br />
drug (e.g. Shoppers Drug Mart), grocery (e.g. Loblaws) and department stores (e.g. Walmart).<br />
Media Audience:<br />
Canadian beauty media and bloggers.<br />
3. PR OBJECTIVES (as per client brief):<br />
a) Drive beauty press coverage. Specifically (as included in the client‐approved PR plan):<br />
Achieve a goal <strong>of</strong> 8 million in reach<br />
Generate coverage in 35% <strong>of</strong> targeted outlets<br />
Total <strong>of</strong> 25 stories<br />
b) Deliver a plan within a budget <strong>of</strong> $50,000<br />
4. SOLUTION OVERVIEW<br />
Research & Planning<br />
Media Coverage Audit<br />
APEX conducted an extensive review <strong>of</strong> beauty coverage to determine which brands had already<br />
launched night‐time lotions. The research uncovered that a number <strong>of</strong> brands had previously launched<br />
night‐time lotions, including, Avon, Aveeno, Bath & Body Works and Johnson & Johnson.<br />
Intelligence Gathering re: Beauty Launch Events (specifically for media)<br />
APEX reached out to key influential media to gather intelligence on recent beauty launch events by<br />
industry competitors. The team learned that the stakes were higher than ever. Press trips to exotic and<br />
sophisticated destinations were becoming increasingly popular with locals such as Costa Rica, Paris and<br />
Sumatra. Estimating that a trip <strong>of</strong> this calibre would require a budget <strong>of</strong> at least $100,000, APEX quickly<br />
realized that the team had to shatter the existing formula for a beauty launch and come up with a fresh<br />
approach that met coverage expectations within the given budget.<br />
Brainstorming Session<br />
The most pivotal tactic in APEX’s planning process was a highly successful brainstorming session with<br />
eight <strong>of</strong> the team’s most creative minds. Instead <strong>of</strong> simply asking “How can we launch a new night‐time<br />
beauty cream?” APEX’s creative thinking lead to a broader approach to beauty and women’s real needs<br />
and wants. The team was inspired by the idea: “What can WE fix?” and ultimately, “What can we fix<br />
OVERNIGHT?” The ideas generated during the session were broad, innovative and fun. In the end, the
most appealing “nugget” <strong>of</strong> an idea was to conduct an “overnight fix” on a community venue such as a<br />
women’s shelter.<br />
Solution<br />
<br />
<br />
<br />
Create a philanthropic project as the backdrop to launch Jergens Overnight Fix Nightly Restoring<br />
Moisturizer to media: conduct an all‐night renovation at a local women’s shelter = an “overnight fix”<br />
Communicate to media that rather than putting our marketing funds towards a lavish launch event,<br />
Jergens focused resources and efforts towards “fixing” something in our community, and effecting<br />
the lives <strong>of</strong> a deserving group <strong>of</strong> women<br />
Use philanthropic angle to secure in‐kind partners to help execute the program within the budget<br />
Rationale<br />
Demonstrates community and industry leadership<br />
Improving the lives <strong>of</strong> women through beauty is the mission statement <strong>of</strong> Kao Brands<br />
Supports the key product benefit <strong>of</strong> visible improvement overnight<br />
APEX had a strong conviction that beauty media would respond positively to a ‘feel good’ program<br />
that supported women in their community<br />
The philanthropic angle would give the APEX team leverage to secure program elements in‐kind and<br />
as a result, deliver more “bang for our buck”<br />
Program Implementation<br />
Shelter Research and Outreach<br />
APEX conducted extensive research and outreach to Toronto shelters to evaluate the best partner.<br />
Research and outreach included determining which shelters had existing relationships with competitive<br />
brands, discussions with executive staff at shelters to gage interest in a possible 24‐hour makeover, and<br />
considering which shelters were centrally located in order to facilitate volunteer and media engagement<br />
for the makeover. The shortlist <strong>of</strong> shelters included: Nellie’s Place, Red Door, Interval House and YWCA.<br />
Ultimately, the YWCA was selected as the benefactor/partner. In our preliminary conversations with the<br />
YWCA, APEX identified that the Pape Street YWCA women’s shelter had a community room for the<br />
residents that was being underutilized because <strong>of</strong> its condition. Activities such as meditation, parenting<br />
classes and food banks took place in the space, which for all intents and purposes was really functioning<br />
(and appeared to look like) a storage room. On a site visit, APEX and Jergens recognized that the space<br />
would be able to truly transform in the “Overnight Fix” and the YWCA staff were receptive to the idea <strong>of</strong><br />
having a branded overnight event take place in their facility.<br />
Interior Designer and Building Contractor Research<br />
In order to pull the makeover <strong>of</strong>f within the given budget, APEX had to secure an interior designer and<br />
contractor to work for free to design the space and lead the makeover from a design and build<br />
perspective. APEX’s goal was to secure a notable designer that would help add cache to the project<br />
from a media perspective. APEX conducted extensive research to determine possible partners.<br />
Extensive pitching, negotiating and convincing ensued in order to secure a designer. APEX successfully
secured notable interior design expert, Arren Williams, free <strong>of</strong> charge. Due to a scheduling conflict,<br />
Arren was replaced with designer and home décor maven, Lisa Canning. For a contractor, APEX secured<br />
Christian Pavey, guest star <strong>of</strong> HGTV’s Pure Design.<br />
Major Program Tactics<br />
Un‐Save the Date & Product Mailing<br />
In order to deliver on Jergen’s goal <strong>of</strong> delivering “beauty press coverage”, APEX needed to communicate<br />
news about the new product, its benefits and the rationale behind the un‐traditional launch to key<br />
beauty media. In order to allocate the majority <strong>of</strong> funds for the “Overnight Fix”, this communication<br />
had to be as cost efficient as possible, adding credibility to the cause, but still maintain the high standard<br />
<strong>of</strong> quality that beauty press have come to expect from a big brand like Jergens.<br />
APEX decided to communicate to the core group <strong>of</strong> beauty media through a tailored and “cheeky”<br />
mailing where media were essentially “un‐invited” to an event because <strong>of</strong> the charitable donation to the<br />
YWCA. For most media events, APEX will typically send a “Save the Date” alerting the journalist about<br />
the event weeks in advance. In this instance, APEX packaged a hard copy “Un‐Save the Date Invitation”<br />
letting media know that in lieu <strong>of</strong> a typical, luxurious launch event or media gifts, Jergens has decided to<br />
channel the funds towards a charitable initiative – the Overnight Fix. Within the package, APEX also sent<br />
the product sample, a fact sheet containing all <strong>of</strong> the product benefits as well as instructions on how<br />
media could get involved in the cause themselves. To ensure that media were engaged, APEX included a<br />
label for the YWCA and encouraged media to re‐use the box by filling it with personal care products<br />
from their publication’s “beauty closets”. If the journalist was interested in participating, APEX would<br />
simply arrange the courier directly from the outlet to the YWCA.<br />
Through follow‐up with our media contacts, APEX received positive feedback from almost all <strong>of</strong> the<br />
recipients including: “Dear @apexpr, your @JergensCanada mailout is GENIUS: no beauty event &<br />
instead donate items to @YMCAGTA's woman's shelter. #PRWIN” by Lesa Hannah from Fashion<br />
Magazine – one <strong>of</strong> the most influential journalists covering the beauty beat. We were happily surprised<br />
by the resulting participation with four <strong>of</strong> the major outlets on our target list ultimately donating<br />
personal care items to the shelter.<br />
Shelter Makeover<br />
Several meetings were organized by APEX at the YWCA with YWCA representatives, Jergens, APEX,<br />
designer Lisa Canning and contractor Christian Pavey. The agenda at each meeting varied, however the<br />
key items <strong>of</strong> discussion included: ascertaining the needs <strong>of</strong> the residents (what is the space used for and<br />
how could it be used in the future), outlining the product specifications for the design (fire retardant<br />
materials, collapsible/stackable furniture for mobility, low VOC paint, storage requirements) and general<br />
logistics about the “overnight fix” event itself. Through collaboration with Lisa Canning and Christian<br />
Pavey, APEX was able to obtain approval from the YWCA and Jergens for a design plan that was within<br />
budget and met all <strong>of</strong> the criteria outlined above. Following this approval a work‐back plan was agreed<br />
to by the group that included purchasing <strong>of</strong> items by Lisa, delivery <strong>of</strong> items by APEX and Christian and<br />
on‐site assembly/renovation the day <strong>of</strong> with a group <strong>of</strong> volunteers. A volunteer chart was created by<br />
APEX which asked employees <strong>of</strong> Jergens and APEX to sign‐up for one <strong>of</strong> three shifts that would ensure<br />
there was enough manpower to truly complete the renovation in one night. The day <strong>of</strong> the “Overnight<br />
Fix”, Christian Pavey arrived in the morning to begin laying the floor with a group <strong>of</strong> volunteers. From<br />
3pm onwards, the groups <strong>of</strong> volunteers arrived for their shifts and were delegated tasks such as
painting, assembling furniture, cleaning, etc., by Christian. The teams worked well into the morning,<br />
completing the work just in‐time for the formal “media” portion <strong>of</strong> the event at 9am.<br />
Media Communication<br />
For the media portion <strong>of</strong> the event, APEX extended the media target beyond beauty media to include<br />
broadcast/news media and design media as well. Prior to the makeover, APEX sent in a photographer to<br />
the YWCA to take pr<strong>of</strong>essional “before” shots <strong>of</strong> the space. APEX used these images to communicate to<br />
media, piquing their interest by demonstrating how the space was in need <strong>of</strong> a makeover and enforcing<br />
that the reveal would be transformational with the help <strong>of</strong> our “celebrity” partners Lisa Canning and<br />
Christian Pavey. Because we enlisted the support <strong>of</strong> beauty media in the early stages <strong>of</strong> the campaign,<br />
APEX kept in regular contact and updated them along the way with pertinent information such as<br />
enlisting Lisa Canning, design plans, and most importantly inviting them individually to witness the<br />
“Overnight Fix” transformation itself. The beauty media list included Toronto‐based magazines as well as<br />
short lead print and online writers and bloggers. One <strong>of</strong> the major internal goals set by the team was to<br />
secure two broadcast outlets to cover the event, including one live‐eye. APEX pitched the live‐eye as an<br />
exclusive opportunity and was able to confirm CP24 Breakfast to cover the event. CBC News also sent a<br />
camera to capture the reveal. In addition to this customized outreach, APEX issued a media alert on the<br />
CNW wire to invite all assignment desks. Beauty media in attendance included FASHION, Flare and<br />
Chatelaine. At the event, media were escorted into the room where the “before” shots had been blown<br />
up so they could see the transformation. A Jergens spokesperson provided attendees with an overview<br />
<strong>of</strong> the rationale for the “Overnight Fix” which naturally segued into a description <strong>of</strong> the product itself.<br />
To compliment this, a representative from the YWCA provided commentary on how the makeover<br />
would affect the residents and Lisa and Christian ended the presentation with an informal walk‐through<br />
<strong>of</strong> the space. Following the formal remarks, the door was opened for the residents to experience the<br />
space for themselves and one‐on‐one interviews were <strong>of</strong>fered to media with the YWCA and Jergens. In<br />
addition to traditional media outreach, APEX also sent media and partners (YWCA, Lisa Canning, etc.) a<br />
Twitter hashtag (#JergensOvernightFix), which generated a significant amount <strong>of</strong> traction on the first<br />
day <strong>of</strong> the “Overnight Fix” and reveal day. Following the event, APEX issued a press release with before<br />
and after photos on the CNW wire as well as individually to our beauty, news and design media lists.<br />
The APEX team follow‐up extensively over the following weeks to secure coverage and fact‐check<br />
stories.<br />
5. IMPLEMENTATION AND CHALLENGES<br />
Budget<br />
APEX was initially given a budget <strong>of</strong> $40,000, which was increased to $50,000. After reviewing the<br />
amount <strong>of</strong> work to be done at the YWCA, APEX, Jergens. Lisa Canning and Christian Pavey met to discuss<br />
the amount <strong>of</strong> money needed to properly renovate the space and Jergens agreed to increase the<br />
expense fund by $10,000.<br />
The $50,000 budget covered the following:<br />
<br />
<br />
<br />
Long Lead Beauty Magazine “Un Save the Date Mailing” ‐ $11,000 (fees and expenses)<br />
Short Lead Media Relations ‐ $8,287 (fees and expenses)<br />
“Overnight Fix” event ‐ $30,713 (fees and expenses)
Challenges<br />
Budget<br />
The budget presented a challenge for APEX as we needed to include a very large scale event including a<br />
complete renovation <strong>of</strong> a space, partner with a designer and contractor and conduct short and long lead<br />
media relations for $40,000. As explained above, Jergens increased the budget to $50,000 after<br />
negotiations with APEX to ensure the quality <strong>of</strong> the “Overnight Fix” was at a high standard. However in<br />
addition to this, APEX was able to make the following cost‐efficiencies:<br />
Partner with two well‐known design personalities at no cost. APEX ensured that they would<br />
receive media pr<strong>of</strong>ile for their participation in the initiative, so they agreed to waive their fees.<br />
Deliver a cost‐effective beauty media mailing. Since delivering beauty media coverage was a key<br />
goal for our client, APEX packaged and delivered the product to beauty media and engaged<br />
them in a cost‐effective manner (i.e. using a re‐usable box for the product donations)<br />
Shelter Limitations/Realities<br />
While APEX was able to work very effectively with the YWCA team, there were certain challenges that<br />
needed to be addressed. The main concern among the YWCA staff was ensuring the privacy and nondisruption<br />
<strong>of</strong> the residents during the “Overnight Fix” and media event the following day. To ensure<br />
this, APEX recommended renovating the community room which would be the least invasive for the<br />
residents and all the work was conducted within that space and in the hallway directly outside. No<br />
volunteers ventured past this space and near the apartments. All volunteers also wore clearly marked<br />
lanyards and t‐shirts so they were easily identifiable by the residents. Lastly, all media that attended<br />
were asked to strictly tape/record within the area. It was only when some residents asked to participate<br />
(in the reveal) that we permitted cameras to capture them on film.<br />
Designer<br />
As mentioned earlier, one <strong>of</strong> the main challenges for APEX was the budget, which meant that we would<br />
need to secure a designer and contractor to participate for free. After researching several options and<br />
passing on those that had competitive conflicts, APEX approached Arren Willams and Christian Pavey.<br />
By ensuring editorial pr<strong>of</strong>ile, we were able sign them both onto the project. After accepting a new<br />
fulltime job, Arren was no longer able to participate, but fortunately he did recommend his friend Lisa<br />
Canning. After approaching Lisa, APEX secured her as the main designer for the project and moved<br />
ahead as planned.<br />
Product Coverage<br />
As referenced in the Business Need/Opportunity section, the concept <strong>of</strong> an overnight lotion was not<br />
new to the beauty industry and the product itself was really a line extension for the brand. In order to<br />
make it newsworthy, APEX incorporated a charitable angle, however our main goal really was product<br />
coverage. In all <strong>of</strong> our media relations efforts, APEX made it explicitly clear that the “Overnight Fix” was<br />
inspired by the product launch to ensure messaging was weaved into the coverage. In the case <strong>of</strong><br />
beauty media, we focused more heavily on the product benefits and <strong>of</strong>fered interviews on :beauty sleep<br />
tips” with Kao Brands spokesperson, dermatologist Dr. Skotnicki.
6. MEASURMENT/EVALUATION<br />
The campaign met or exceeded goals, most notably the results exceeded the reach goal by 100% and<br />
the total story goal by 16%.<br />
Goal: Drive beauty press coverage.<br />
Specifically:<br />
Secure 8 million in reach. RESULT: 15,933,323.<br />
Secure 25 stories. RESULT: 29<br />
Generate coverage in 35% <strong>of</strong> targeted outlets. RESULT: 35.6%<br />
Coverage highlights (as measured by MRP criteria):<br />
<br />
<br />
<br />
<br />
<br />
100% <strong>of</strong> coverage included a company or brand mention<br />
86% <strong>of</strong> coverage included the product message (the primary campaign message): Replenishes skin’s<br />
moisture as you sleep<br />
62% included a photo<br />
55% <strong>of</strong> coverage included the charitable initiative (the secondary campaign message)<br />
Noteable outlets: CP24 Breakfast (Live Eye), Globe and Mail Beauty Pages (Print and Online),<br />
Chatelaine beauty pages (Print and Online), Lououmagazine.com, Flare beauty pages (Print and<br />
Online), Best Health Magazine beauty pages<br />
Deliver a plan within a budget <strong>of</strong> $50,000<br />
<br />
<br />
<br />
<br />
Secured designer and contractor services free <strong>of</strong> charge<br />
To save on fees, volunteers from both APEX and Jergens were enlisted to help during the<br />
“Overnight Fix”<br />
Long lead beauty media were communicated to via a cost‐effective mailing instead <strong>of</strong> a typical<br />
beauty event<br />
APEX worked with Lisa Canning and Christian Pavey to ensure the design plan including décor and<br />
furniture came in on budget<br />
<br />
In summary, APEX won the client and the media over with their fresh approach.<br />
Post event client email from Heather Carney at Kao Brands (Jergens): A big thank you to the entire APEX<br />
team – and our two inspired and amazing pr<strong>of</strong>essional volunteers – for a successful makeover this<br />
morning! From a business perspective, the creative concept delivered on securing the ever‐elusive<br />
broadcast coverage that we rarely achieve to a high level – well done! From a non‐business<br />
perspective, the entire team absolutely over‐delivered. The residents were clearly delighted with the<br />
results, which made the effort all the more worthwhile. When the end result makes such an impact, it<br />
is definitely a rewarding experience.<br />
Tweets from editors such as FASHION Beauty Director, Lesa Hannah, sum it up: “Dear @apexpr, your<br />
@JergensCanada mailout is GENIUS: no beauty event & instead donate items to @YMCAGTA's<br />
woman's shelter. #PRWIN”
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Special Events with budget up to $50,000<br />
AWARD OF MERIT<br />
Entrant’s name: Anna Larson<br />
Organization’s name: The Regional Municipality <strong>of</strong> Halton<br />
Division / Category: Division 1: Communication Management; Category 6: Special Events, 6a with a budget up to<br />
$50K<br />
Title <strong>of</strong> Entry: Docs on Ice<br />
Time Period <strong>of</strong> Project: 2010‐2011<br />
Brief Description: As a gesture <strong>of</strong> appreciation to Halton’s physicians, through its Physician Recruitment program,<br />
Halton Region partnered with the Doctors’ Hockey Club and the Alzheimer Society <strong>of</strong> Hamilton Halton to sponsor<br />
the Docs On Ice Charitable Hockey tournament in Oakville, April 7 to 9, 2011. The tournament raised $150,000 for<br />
the Alzheimer’s Society, an all‐time record, and showcased Halton as a perfect place to practice (hockey and<br />
medicine).<br />
1. Business Need/Opportunity<br />
The Regional Municipality <strong>of</strong> Halton serves more than 500,000 residents in the City <strong>of</strong> Burlington, and<br />
the Towns <strong>of</strong> Halton Hills, Milton and Oakville. Halton Region’s Physician Recruitment Program works to<br />
build partnerships in the medical pr<strong>of</strong>ession, enhance community involvement, facilitate practice<br />
opportunities and co‐ordinate provincial and local incentive programs. Halton’s physician recruitment<br />
marketing and promotion strategy is based on an understanding <strong>of</strong> the needs <strong>of</strong> local hospitals, local<br />
practices and clinics and on cultivating relationships with family medicine residents over a two‐to‐four<br />
year period so they might consider Halton as their choice <strong>of</strong> location when the time is right. The<br />
program has been in place since 2002. A key communications strategy has been to formally<br />
acknowledge the local physician community at least once annually, usually through an evening<br />
networking event. In 2011, plans included a second event, Docs On Ice, an annual fundraising doctors’<br />
hockey tournament that began in 1983. The tournament was inspired by the memory <strong>of</strong> hockey player<br />
and urologist, Dr. Peter Howes from Peterborough, who was killed in a motor vehicle accident in 1981.<br />
Each year, Docs on Ice is hosted by a different city to raise funds for a local charity in the host<br />
community. In 2011, the tournament was held in Oakville, April 7‐9. Run by physicians and volunteers,<br />
the tournament raises money through donations, sponsorship, registration fees, and special<br />
events. From the first tournament held in Peterborough with eight teams, 29 years ago, Docs on Ice has<br />
grown to include more than 800 physicians and 100 Medical Students, with over 50 teams from across<br />
Ontario. High pr<strong>of</strong>ile celebrities, including NHL players and alumni, media personnel, and television<br />
personalities generally attend the event. To date, Docs on Ice has raised over $1 million dollars for<br />
charity. Funds raised through Docs on Ice Oakville 2011 supported the Alzheimer Society <strong>of</strong> Hamilton<br />
Halton. The goal was to raise money to build the “Docs on Ice Resource Centre” in Oakville to provide<br />
resources to Halton residents living with Dementia.
The issue:<br />
The Ministry <strong>of</strong> Health and Long‐Term Care, HealthForce Ontario division document, “Ontario<br />
Population Needs‐Based Physician Simulation Model” (October 2010) 1 along with local analysis indicate<br />
that an increased patient demand, a proportionately high immigrant population, an ageing population,<br />
physician retirement, changing physician practice patterns and a projected population growth in Halton<br />
<strong>of</strong> 25 per cent by 2019, will mean that the need for new physicians will continue in Halton. In 2011,<br />
Halton added a special project to its physician recruitment and retention program. Working together<br />
with the local “Doctor’s Hockey Club”, a 52 person hockey team made up <strong>of</strong> hockey playing physicians<br />
from across Halton and Mississauga, Halton supported the 2011 Docs on Ice charitable hockey<br />
tournament.<br />
Links to: Citizen’s Priorities/Halton Region's 2011‐2014 Action Plan: Attracting and Retaining Jobs ‐<br />
Information and services to assist in establishing or expanding businesses in Halton. Protecting Public<br />
Health ‐ Attract new physicians to establish medical practices in Halton.<br />
Impact: The Halton Physician Recruitment program addresses current physician shortages and the needs<br />
<strong>of</strong> the future.<br />
Research:<br />
Social media: More health care groups are turning to online social media tools such as Facebook and<br />
Twitter to recruit physicians to their practice. 2<br />
Networks are important: Recruitment <strong>of</strong> new businesses, including physicians may be facilitated<br />
through connections and word‐<strong>of</strong>‐mouth endorsements from other pr<strong>of</strong>essionals. 3<br />
Work‐life balance and family friendly communities: Physicians are reducing scope <strong>of</strong> practice and<br />
workload activity in order to decrease workload burden, improve work/life balance, pursue other<br />
medical interests and/or in response to perceived inadequate remuneration. Spousal job opportunities<br />
and family friendly communities are also important factors in physician career planning.<br />
2. Intended Audience(s).<br />
Audience/Stakeholders Rationale/Approach Key Messages<br />
Primary<br />
Medical residents and<br />
medical students in<br />
Ontario<br />
Physicians are wired – use Web<br />
site/social media<br />
An event like no other in support<br />
<strong>of</strong> the Alzheimer’s Society<br />
Bring your A game to Oakville<br />
Physicians already Physicians are wired – use Web An event like no other in support<br />
1<br />
http://sirepub.halton.ca/councildocs/pm/11/Dec%2015%202010%20Administration%20and%20Finance%20LPS0611%20%20Physi<br />
cian%20Recruitment%20Initiative%20Update%20%20LPS0611%20Physician%20Recruitment%20Initiative%20Update%20FINALd<br />
oc%<strong>2012</strong>7006.pdf<br />
2 http://www.ihealthbeat.org/articles/2009/9/24/health-care-groups-eye-social-media-tools-for-physician-recruitment.aspx<br />
3 http://www.easternontarioknowledge.ca/dmdocuments/gordon%20hunter%20report%20april%202008.pdf
practicing in Halton,<br />
Ontario and across<br />
Canada<br />
site/social media<br />
<strong>of</strong> the Alzheimer’s Society<br />
Bring your A game to Oakville<br />
Check us out www.docsonice.ca<br />
Area hospitals Reach through administration Coming to your neighbourhood in<br />
April 2011. Don’t miss it!<br />
Check us out www.docsonice.ca<br />
Local companies Use media, Economic<br />
Development, local chamber<br />
contacts<br />
Media Announce event; generate<br />
excitement/awareness with<br />
local audiences<br />
<br />
Halton high school<br />
students<br />
Use media; school board<br />
contacts<br />
Your chance to shine. Show your<br />
support for an event like no other<br />
in support <strong>of</strong> the Alzheimer’s<br />
Society. Learn more at<br />
www.docsonice.ca<br />
Halton Region and its community<br />
partners are hosting Docs on Ice, a<br />
charity tournament in support <strong>of</strong><br />
the Alzheimer’s Society. Coming to<br />
Oakville, April 7‐9, 2011. Find out<br />
more at www.docsonice.ca<br />
Need community hours? Want a<br />
chance to meet some hockey<br />
greats! Volunteer with Docs on Ice,<br />
April 2011. Find out more at<br />
www.docsonice.ca<br />
Secondary<br />
Regional Council Use Report to Council As part <strong>of</strong> our Physician<br />
Recruitment initiative, Halton<br />
Region is working with community<br />
partners to host a charity<br />
tournament in support <strong>of</strong> the<br />
Alzheimer’s Society in Oakville,<br />
April 7‐9, 2011. Find out more at<br />
www.docsonice.ca<br />
Local municipalities Use media, Report to Council;<br />
encourage municipalities to<br />
welcome over 600‐800<br />
physicians to Halton – chance<br />
for them to showcase their<br />
municipalities (and boost<br />
Halton’s Phys. Rec. efforts)<br />
<br />
Halton residents,<br />
(including staff)<br />
Use media/internal publications<br />
to remind residents/staff about<br />
our physician recruitment<br />
efforts, generate interest in the<br />
tournament (encourage<br />
attendance, sponsorship)<br />
As part <strong>of</strong> our Physician<br />
Recruitment initiative, Halton<br />
Region is working with community<br />
partners to host a charity<br />
tournament in support <strong>of</strong> the<br />
Alzheimer’s Society in Oakville,<br />
April 7‐9, 2011. Find out more at<br />
www.docsonice.ca<br />
As part <strong>of</strong> our Physician<br />
Recruitment initiative, Halton<br />
Region is working with community<br />
partners to host a charity<br />
tournament in support <strong>of</strong> the<br />
Alzheimer’s Society in Oakville,<br />
April 7‐9, 2011. Find out more at<br />
www.docsonice.ca
3. Goals / Objectives.<br />
Halton Region’s Physician Recruitment program aims to develop and implement a region‐wide<br />
coordinated strategy to address the physician shortage in Halton by working co‐operatively with all the<br />
partners to bring and retain at least 10 new family physicians into the region each year.<br />
Communications Objectives<br />
1. Support the Docs on Ice hockey tournament in Halton in 2011 to help market Halton’s attributes and<br />
attract more than 500 family physicians from across Ontario to participate in the tournament.<br />
2. Work in partnership with the Doctors’ Hockey Club and the Alzheimer Society <strong>of</strong> Hamilton and Halton<br />
to develop and implement a marketing communications, media relations and event plan for the event<br />
that results in:<br />
<br />
<br />
<br />
<br />
<br />
sponsorship from at least four local companies through donation <strong>of</strong> silent auction items<br />
recruitment <strong>of</strong> at least 20 high school students as volunteers<br />
a well attended tournament event (at least 50 teams registered)<br />
at least four articles in the local media and one TV spot<br />
achievement <strong>of</strong> fundraising goals for the Alzheimer Society <strong>of</strong> Hamilton Halton (more than<br />
$100,000).<br />
4. Solution Overview.<br />
Strategy Audience Tactic/Action<br />
1. Bolster Docs on Ice<br />
efforts to reach potential<br />
sponsors through media<br />
relations, social media<br />
and communications<br />
marketing.<br />
2. Inform Oakville and<br />
Burlington youth about a<br />
potential volunteer<br />
opportunity<br />
3. Showcase Halton as a<br />
perfect place to practice.<br />
Halton<br />
businesses,<br />
especially<br />
Oakville and<br />
Burlington<br />
Youth<br />
Potential<br />
recruits/medical<br />
students<br />
Launch initiative through a media release<br />
Tweet release through Economic Development Twitter<br />
account<br />
Letters to potential sponsors<br />
Acknowledge sponsors through banners/on website and<br />
promotional pieces<br />
Launch initiative through a media release<br />
Poster to schools and arenas<br />
Post on: http://www.volunteerhalton.ca/ and related sites<br />
Tweet through Halton Parents Twitter account<br />
Website<br />
Develop print materials/banners/program to be used at<br />
banquet/tournament<br />
Support banquet efforts (top quality entertainment, sound<br />
system, seating plans, menus, agendas)<br />
Encourage local municipalities to “showcase” their best<br />
features at practice locations
4. Use website and social<br />
media to generate<br />
excitement and<br />
encourage team<br />
registration<br />
5. Ensure local hospital<br />
administrators are aware<br />
<strong>of</strong> the event and<br />
promote locally.<br />
6. Raise awareness <strong>of</strong> the<br />
event with local<br />
community (including<br />
staff) through media and<br />
free space<br />
Potential team<br />
players – Ontario<br />
physicians and<br />
medical students<br />
Local hospital<br />
administrators<br />
Media<br />
Local community<br />
Municipalities<br />
Regional Council<br />
Inform stakeholders <strong>of</strong> website through release<br />
Add link to www.docsonice.ca to Halton and partner sites<br />
Post video on YouTube; Register #docsoniceOakville and<br />
promote<br />
Letter to Hospital Administrators<br />
Article in Hospital news<br />
Mention event in Report to Council<br />
Issue a media release in December to “<strong>of</strong>ficially launch” and<br />
announce participation; explain how community can get<br />
involved; issue a second release in April (A4)<br />
Invite Chair Carr to drop puck at first game ‐ issue a photo<br />
op notice mid March<br />
Explore use <strong>of</strong> “free space” in local media to promote event<br />
Poster in Region’s display cabinet – March; poster for<br />
physician <strong>of</strong>fices (A5)<br />
Item in E‐news in Jan and April; Halton classifieds in March<br />
Tie in to physician appreciation week and recruiting efforts<br />
5. Implementation and Challenges:<br />
Halton’s Physician Recruitment Co‐ordinator acted as event co‐ordinator, working together with the<br />
Communications Specialist to ensure lines <strong>of</strong> communication were open between the many parties<br />
involved and deadlines met. The well‐designed program guide (A1) allowed the Region to showcase<br />
Halton and the program and promote local sponsors who funded much <strong>of</strong> the tournament. A local film<br />
student volunteer videotaped the banquet and created a keepsake video (Link 2) for organizers and<br />
sponsors at no cost. One snag encountered was that a last minute change in schedule meant that the<br />
Regional Chair was unable to attend the puck drop; the Oakville Mayor was quickly recruited to take his<br />
place.<br />
Budget: The effort was a partnership between Halton Region, the Doctors' Hockey Club and the<br />
Alzheimer Society <strong>of</strong> Hamilton Halton. Funding was shared by the partners. Each partner contributed<br />
according to their area <strong>of</strong> strength:<br />
Region: Regional Chair, a former hockey play, was a vocal supporter (A7). Halton Region paid for the<br />
speaker (Jessica Holmes) and sound system ($15K), printing costs ($2K) and provided services in kind<br />
(dinner reception logistics, printed material, Twitter, sponsors, media relations ($3K) (Halton Region’s<br />
budget: $20K) Staff time: (Creative/Strategic Communications ‐ 15 days; Recruitment Coordinator ‐ 30<br />
days).<br />
Doctors' Hockey Club: hockey logistics, website, sponsors, Silent Auction, giveaways.
Alzheimer Society <strong>of</strong> Hamilton Halton: volunteers. Volunteers played an important role in ensuring the<br />
overall success <strong>of</strong> the event. They assembled player gift bags, kept time at games and managed onsite<br />
registration and other logistical tasks during the tournament and banquets.<br />
This was very much a team effort – making use <strong>of</strong> everyone’s contacts, resources and volunteers<br />
allowed us to keep costs low, provide top notch facilities and entertainment (e.g., comedian Jessica<br />
Holmes, sports broadcaster Joe Bowen, and whole slate <strong>of</strong> celebrity NHL alumni).<br />
6. Measurement / Evaluation<br />
Docs on Ice helped establish new and enhanced existing physician networks, community liaisons and<br />
Objective<br />
Sponsorship from at least<br />
four local companies<br />
Measurement<br />
36 sponsors covered half <strong>of</strong> the total cost <strong>of</strong> the tournament<br />
A well attended tournament<br />
(at least 50 teams registered<br />
‐ 500 physicians)<br />
Recruitment <strong>of</strong> at least 20<br />
high school students as<br />
volunteers<br />
<br />
<br />
<br />
Over 900 doctors and interns from across Ontario participated<br />
Over 40 volunteers<br />
More than 13 articles in the local media, one TV and radio spot, mention on<br />
Hockey Night in Canada (A2)<br />
At least four articles in the<br />
local media and one TV spot<br />
Achievement <strong>of</strong> fund raising<br />
goals for the Alzheimer<br />
Society <strong>of</strong> Hamilton Halton.<br />
Other:<br />
overall good will.<br />
A record $150,000 raised; the resource centre opened Jan 25, <strong>2012</strong> (Link 1)<br />
94% ranked the event and program guide “good” or “fantastic”. “An amazing<br />
event. Excellent organization. The best Docs on Ice <strong>of</strong> all‐time.” (A3) (A6)<br />
In Halton Region’s Service Optimization Tracking Survey <strong>2012</strong> (IPSOS Reid)<br />
satisfaction with Halton’s Physician Recruitment program among Halton<br />
residents increased to 74 per cent in 2011 from 68 per cent in 2010<br />
23 full time permanent family physicians were recruited to Halton in 2011<br />
There are two sides to physician recruitment – recruitment <strong>of</strong> new physicians and retention <strong>of</strong><br />
physicians already practising in Halton. The tournament addressed both. Visiting teams were definitely<br />
impressed with all Halton had to <strong>of</strong>fer. Halton’s own physician teams, and the community as a whole,<br />
were able to take pride in the knowledge that Docs on Ice Oakville 2011 set a new standard <strong>of</strong><br />
excellence for the tournament. Participating doctors and medical students had only good things to say.<br />
Our hope is they remain ambassadors, continuing to spread the world about all Halton has to <strong>of</strong>fer.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Special Events with budget up to $50,000<br />
AWARD OF MERIT<br />
Entrant’s Name: Anna Relyea<br />
Organization: Ontario Science Centre<br />
Division/Category: Division 1, Communication Management | Category 6a Special Events<br />
Title <strong>of</strong> Entry: Whales|Tohorā Exhibition Ceremonial Launch<br />
Time Period: September 2010 – April 2011<br />
Description: For the special media and VIP preview <strong>of</strong> the new temporary exhibition, Whales|Tohorā, the Ontario<br />
Science Centre staged a unique ceremony that included a special blessing by the Kaumātua (Māori Elders). The<br />
artifacts on display at the exhibition cannot travel without the permission <strong>of</strong> the elders and the blessing was<br />
followed by ancient Māori traditions.<br />
1. BUSINESS NEED/OPPORTUNITY<br />
The Ontario Science Centre is one <strong>of</strong> Canada’s most visited attractions. For the past 40 years, it has been<br />
daring visitors to ask ‘why’, seek answers and secure knowledge through engaging and thoughtprovoking<br />
experiences in science and technology.<br />
The Science Centre faces an ongoing challenge to deliver experiences that engage, thrill and touch the<br />
hearts and minds <strong>of</strong> visitors. To address this situation, the Science Centre must continuously present<br />
new and innovative activities and exhibitions in a way that breaks through the clutter <strong>of</strong> Toronto’s many<br />
cultural attractions, to capture media attention that will result in positive and branded coverage.<br />
The Science Centre identified a unique opportunity to pique imaginations and stir curiosity with an<br />
exceptionally poignant opening ceremony for one <strong>of</strong> its newest exhibitions, Whales/Tohorā.<br />
This exhibition brings the world <strong>of</strong> whales to life through a blend <strong>of</strong> science and storytelling and draws<br />
on one <strong>of</strong> the largest whale collections in the world from the Museum <strong>of</strong> New Zealand Te Papa<br />
Tongarewa’s whale collection.<br />
Whales|Tohorā is a highly interactive exhibition that provides visitors with a memorable experience. It<br />
presents a rich assortment <strong>of</strong> artifacts including skeletons up to 18 metres long, fossils, models and<br />
specimens from whale species. Beautiful taonga (cultural treasures) made from highly‐prized whale<br />
bone and teeth are also featured in the exhibition and give evidence <strong>of</strong> the revered status <strong>of</strong> these<br />
animals.<br />
The Māori, New Zealand’s indigenous population, are the guardians <strong>of</strong> the whales and whale artifacts.<br />
Te Papa always seeks permission from all tribes who have associations with the objects to get their<br />
support for taking them on tour. During the dawn ceremony, the Māori Elders acknowledge the<br />
relationship <strong>of</strong> the iwi (tribes) who have supported the exhibition and <strong>of</strong>fer prayers for guardianship.<br />
The Māori Elders join with the local First Nations representatives in this blessing.
On November 3, 2010, media, select guests and key influencers were invited by the Science Centre to<br />
attend a traditional Māori dawn ceremony led by Elders from New Zealand. Chief Bryan LaForme from<br />
the Mississaugas <strong>of</strong> the New Credit First Nation, Felicity Buchanan, New Zealand Deputy High<br />
Commissioner, Michelle Hippolite, Kaihautu (co‐leader), Museum <strong>of</strong> New Zealand Te Papa Tongarewa<br />
and Lesley Lewis, CEO, Ontario Science Centre were on‐site to take part in and contribute to the<br />
ceremony and blessing. Special guests from Toronto’s New Zealand community were invited to<br />
participate in this celebration <strong>of</strong> their culture. Mark Cohon, Chair <strong>of</strong> the Board <strong>of</strong> Trustees <strong>of</strong> the Ontario<br />
Science Centre, Laura Albanese, MPP and Parliamentary Assistant to the Ministry <strong>of</strong> Culture also<br />
participated.<br />
In keeping with the tradition <strong>of</strong> the blessing <strong>of</strong> the exhibition, we needed to re‐create a symbolic handover<br />
<strong>of</strong> the exhibition and its artifacts from the Māori people to the Chief <strong>of</strong> the Mississaugas <strong>of</strong> the New<br />
Credit First Nation, in essence, a coming together <strong>of</strong> two cultures. To create a dignified atmosphere, the<br />
communications team directed the Canadian representatives to enter the Science Centre at the back <strong>of</strong><br />
the building and wait just outside <strong>of</strong> the exhibition hall to greet the New Zealand delegation. The New<br />
Zealand guests entered through the front <strong>of</strong> the building and were led down through the Science Centre<br />
to meet Chief LaForme and the Canadian delegation. This served two purposes. First, it enabled us to<br />
create an atmosphere <strong>of</strong> anticipation and welcome. Second, the procession from the front <strong>of</strong> the<br />
Science Centre, down into the exhibition hall afforded enough time for the Kaumātua to prepare<br />
themselves spiritually for the blessing and the ceremony that was about to take place.<br />
Once the New Zealanders arrived in the exhibition hall, they were greeted by the Canadian delegation<br />
and the formal rituals began. In all, over 150 people representing Canada and New Zealand participated.<br />
To underline the significance <strong>of</strong> Māori traditions relating to whales, the Elders and Chief LaForme then<br />
led the participants into the exhibition, passing under a reproduction <strong>of</strong> a Māori wharenui (meeting<br />
house). The Elders were clothed in traditional cloaks – helping to further illustrate the strong spiritual<br />
and traditional ties the Māori have with whales and whale artifacts.<br />
As the group made its way through the exhibition, prayers and blessings were recited – this infused the<br />
importance <strong>of</strong> the tradition and the significance <strong>of</strong> the entire ceremony into the atmosphere, creating a<br />
serene mood. Singing plays an important role in Māori culture. In respect <strong>of</strong> that tradition, a hymn<br />
(Morning Has Broken) was sung by a Science Centre host to end the ritual.<br />
The presentation was concluded with speeches and, most noteworthy, hongi (pressing <strong>of</strong> noses),<br />
between the Elders and Chief LaForme and other special guests. The hongi is a customary Māori<br />
greeting in New Zealand, comparable to a formal handshake in Western culture. It is performed at major<br />
ceremonies and helps set the tone for a positive encounter. Through the exchange <strong>of</strong> this special<br />
greeting, one is no longer deemed a visitor, but rather one <strong>of</strong> the people <strong>of</strong> the land.<br />
Following the formal remarks, the entire proceedings were brought to a close with the sharing <strong>of</strong> a<br />
meal, Parakuihi, in this case a breakfast <strong>of</strong> fresh fruit, pastries and pikelets, a traditional New Zealand<br />
pancake. By partaking in this informal process, the sacredness <strong>of</strong> the morning was concluded. Guests<br />
were then treated to a performance by the Mississaugas <strong>of</strong> the New Credit Manitou Singers.
The occasion <strong>of</strong>fered attendees the rare opportunity to witness an extraordinary ritual that merged<br />
traditions <strong>of</strong> the past, knowledge <strong>of</strong> the present and desires for the future; it also left a lasting<br />
impression amongst all guests and brought to light the importance <strong>of</strong> respecting ancient traditions in<br />
our modern society.<br />
INTENDED AUDIENCE/STAKEHOLDERS<br />
The special opening event was targeted towards several different key audiences:<br />
<br />
<br />
<br />
<br />
Media in the Greater Toronto Area (print, online, broadcast, community and multicultural)<br />
Many <strong>of</strong> the media invited have attended at least one preview event at the Science Centre in<br />
the past. Each time the team approaches the media, the challenge is to make every trip to the<br />
Science Centre newsworthy.<br />
Representatives <strong>of</strong> the Mississaugas <strong>of</strong> the New Credit First Nation and Ontario Minister <strong>of</strong><br />
Culture and Tourism<br />
First Nations leaders have special protocol to follow as with all government representatives<br />
New Zealand expatriates and government <strong>of</strong>ficials<br />
The local NZ population is small and difficult to reach with few cultural organizations; those who<br />
attended were delighted to see a colourful yet respectful display <strong>of</strong> Māori culture<br />
Science Centre staff<br />
We invite staff to attend all <strong>of</strong> our exhibition previews; they were interested in coming because<br />
<strong>of</strong> the exceptional nature <strong>of</strong> the ceremony<br />
In addition, media coverage reached our core visitor targets:<br />
<br />
<br />
Families with children ‐ The exhibition <strong>of</strong>fers a range <strong>of</strong> artifacts and models with crossgenerational<br />
appeal<br />
Potential members ‐ This exhibition provided added value to memberships purchased during<br />
the fall/winter season<br />
GOALS/OBJECTIVES<br />
a) Create and execute an out‐<strong>of</strong>‐the‐ordinary experience during the preview event that<br />
reached beyond the Science Centre’s traditional audience and stakeholders<br />
Position the Ontario Science Centre as a place where there is always something new going<br />
on and where culture, art and science intersect.<br />
There are many attractions for families and visitors to visit when in the Toronto area. The<br />
Science Centre distinguishes itself by <strong>of</strong>fering a large variety <strong>of</strong> programs and exhibitions<br />
that cannot be experienced elsewhere.<br />
Media coverage and tone would be monitored to judge whether these key messages are<br />
relayed.
) Generate positive media coverage that reflects the multicultural and multi‐generational<br />
appeal <strong>of</strong> this new exhibition<br />
Grow membership sales during the run <strong>of</strong> the exhibition and increase attendance during<br />
winter season by demonstrating that the Ontario Science Centre is a good value for families,<br />
tourists and visitors <strong>of</strong> all ages.<br />
SOLUTION OVERVIEW<br />
Families have limited budgets for leisure activities. When they feel the science centre’s<br />
<strong>of</strong>ferings are suitable for all members they are more motivated to buy membership. Our<br />
members are our best brand ambassadors.<br />
Measurement would consist <strong>of</strong> tracking new memberships and attendance figures during<br />
the fall/winter period.<br />
Given the time <strong>of</strong> year, the team anticipated that media would be preoccupied with holiday and<br />
weather‐themed stories. In order to secure media interest and attendance, the team decided that the<br />
event would have to <strong>of</strong>fer more than just the opportunity to see the exhibition before the public<br />
opening. It would need to provide media a new, rare and emotional experience that opened their eyes,<br />
stimulated their minds and touched their hearts.<br />
The event began at dawn (7:45 a.m.) as per tradition for an opening ceremony and blessing. With this in<br />
mind, the team decided that the tradition and uniqueness <strong>of</strong> the rituals were effective <strong>of</strong>ferings that<br />
would pique interest and capture media attention.<br />
The special opening ceremony was leveraged as a hook to encourage media to attend and preview the<br />
exhibition and to secure branded editorial coverage for it. By capturing media’s attention and<br />
attendance with the ceremony, the team was able to deliver key messages about Whales|Tohorā.<br />
Among the key messages:<br />
This is a rare opportunity to see whale specimens, life‐sized models and cultural artifacts from<br />
New Zealand<br />
This 750‐square metre exhibition includes two enormous articulated sperm whale skeletons<br />
Videos and interactive exhibits are fun and engaging for younger children<br />
The exhibition has a connection to the South Pacific and Māori culture that is not <strong>of</strong>ten<br />
presented outside <strong>of</strong> New Zealand<br />
The exhibition includes the very latest scientific findings about whales<br />
Whales|Tohorā is on display at the Ontario Science Centre from Nov. 4, 2010 to Mar. 20, 2011<br />
Media received special e‐mail invitations inviting them to witness the opening ceremony and blessing<br />
and to preview the exhibition. In order to spread the word about the event to all media and to ensure<br />
that all outlets had it top <strong>of</strong> mind, a media advisory was also distributed across Canada News Wire one<br />
week in advance.
IMPLEMENTATION AND CHALLENGES<br />
The overall program budget was $25,000, which included media outreach, communications materials<br />
and photography. Event planning began in early September 2010 and was handled entirely by the<br />
communications team. The majority <strong>of</strong> print materials and signage were produced in‐house. An<br />
additional $5,000 was set aside for the special breakfast and catering, which was much less than we<br />
would have spent on a luncheon if the event had happened later in the day.<br />
We oversaw all event details including set‐up, scheduling, securing and briefing spokespeople and<br />
special guest liaison. We developed all <strong>of</strong> the media materials, speaking notes and photography<br />
coordination.<br />
Our contracted PR agency, Narrative Advocacy Media, provided media outreach. This included the<br />
creation <strong>of</strong> a “sizzle video” <strong>of</strong> the ceremony for dissemination on the Social Media Release and via the<br />
Science Centre’s social media channels and website. It obtained close to 5000 views on YouTube.<br />
Narrative also provided media outreach and on‐site support during the event, and sustaining media<br />
outreach after the event.<br />
The team faced some challenges during the planning and execution <strong>of</strong> the event, including:<br />
<br />
<br />
<br />
<br />
<br />
<br />
Short deadlines: Work began in early September, leaving only a little over two months to engage<br />
all stakeholders and prepare for the execution <strong>of</strong> the event<br />
Competing priorities: Planning for the event started only a month after previous large‐scale<br />
exhibition launch<br />
Cultural sensitivities: The entire team had to be sure to follow proper protocol for rituals and<br />
ceremonies, including sharing <strong>of</strong> meals and entrusting the exhibition to our own First Nations<br />
leader<br />
Sensitivity <strong>of</strong> artifacts (ceremonial treasures) which limited use <strong>of</strong> photography in some areas<br />
Last minute approvals/changes: Much <strong>of</strong> the ceremony was determined the night before when<br />
Māori elders and Te Papa <strong>of</strong>ficials arrived in Toronto for the event run‐through<br />
Timing <strong>of</strong> event: The early start time posed an obstacle when liaising with media, but could not<br />
be avoided due to the protocol dictated by the ceremony/blessing<br />
MEASUREMENT/EVALUATION<br />
Success <strong>of</strong> the event was measured in part by earned media coverage, attendance <strong>of</strong> the event by<br />
stakeholders and key influencers, and visitor attendance <strong>of</strong> the exhibition through its duration.<br />
As a result <strong>of</strong> the event, the following was output was measured:<br />
50+ members <strong>of</strong> the New Zealand expatriate community and government <strong>of</strong>ficials attended the<br />
event<br />
90+ Science Centre stakeholders and guests attended<br />
Branded print, online and broadcast coverage <strong>of</strong> the event and/or exhibition yielded 11,463,567<br />
impressions
27 media hits in total<br />
Coverage in top‐tier outlets including CTV News at Noon Toronto, National Post, 24Hours<br />
Toronto, Daily Planet, DiscoveryChannel.ca, APTN broadcast and Toronto Life<br />
Outcome:<br />
<br />
<br />
<br />
10% increase in membership sales over the same period <strong>of</strong> the previous year<br />
70% <strong>of</strong> Science Centre visitors entered the exhibition (as this was not a separately‐ticketed<br />
exhibition, there are no attendance numbers to compare to similar past exhibitions)<br />
We anticipated 50 participants to the ceremony, 25 from each country. Some 150 attended. All<br />
were impressed by the richness <strong>of</strong> the ceremony and were pleased to have participated.<br />
The following are examples <strong>of</strong> feedback received from top‐tier media:<br />
“We’re learning so much here at this [exhibition] . . . an amazing opportunity to learn about these<br />
magnificent mammals.”<br />
‐Anwar Knight, CTV News<br />
“When you are given the chance to visit the treasures <strong>of</strong> one <strong>of</strong> the world’s largest and most important<br />
whale collections, you should take it . . . Whales|Tohorā is an impressive display <strong>of</strong> science and<br />
discovery.”<br />
‐Kris Abel, CTV.ca
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Special Events with budget greater than $50,000 up to $100,000<br />
AWARD OF EXCELLENCE<br />
ENTRANT’S NAME: Martine Lévy<br />
ENTRANT’S ORGANIZATION: DDB Public Relations<br />
CLIENT ORGANIZATION: Subaru Canada<br />
TITLE OF ENTRY: Subaru Brings Sexy Back To The AutoShow<br />
CATEGORY & SUBCATEGORY: Division 1: Communication Management; Category 6b: Special Events with budget<br />
greater than $50k up to $100k<br />
TIME PERIOD OF PROJECT: January 2011 ‐ March 2011<br />
BRIEF DESCRIPTION: Acting as an extension <strong>of</strong> the 2011 “Sexy Comes Standard” advertising campaign, this<br />
activation at the Canadian International AutoShow was conceived to generate buzz and awareness around Subaru<br />
at the cluttered tradeshow, and ultimately to help stimulate unit sales for the 2011 Forester.<br />
BUSINESS NEED/OPPORTUNITY:<br />
Since the highly successful launch <strong>of</strong> the 2009 Forester featuring “sexy<br />
sumos,” sales in Canada – once strong – began to flatten. It also didn’t help that 2010 was a year with no<br />
new model changes, but that was only the tip <strong>of</strong> the iceberg. When the 2011 Forester model launched,<br />
it wasn’t a complete re‐design. In fact, the aestethic changes from the 2009 model to the 2011 model<br />
were minimal at best. Recognizing the challenges ahead, Subaru Canada engaged DDB PR to create a<br />
memorable activation, as part <strong>of</strong> a larger integrated program, that would attract the attention <strong>of</strong> small<br />
SUV intenders in a cluttered market dominated by behemoths, Honda CRV and Toyota Rav4. Given that<br />
Subaru has a relatively small share‐<strong>of</strong>‐voice (1 per cent), and was faced with a lack <strong>of</strong> true “news value”<br />
in terms <strong>of</strong> a re‐design, the agency set its sights on leaving a big, bold, lasting impression on consumers ‐<br />
one that would act as an extension <strong>of</strong> the 2011 advertising campaign. It was time to bring sexy back to<br />
the Canadian International Autoshow (AutoShow) in the form <strong>of</strong> a 300‐pound, world champion sumo<br />
wrestler named, Byamba.<br />
INTENDED AUDIENCE/STAKEHOLDERS:<br />
Subaru identifies its target demographic as small, Japanese SUV intenders between 30‐40 years old,<br />
with families ‐ which corresponds with the demographic found at the AutoShow. They are consumers<br />
who require the practicality <strong>of</strong> a mini‐van, but desire a vehicle with style. Welleducated and resourceful,<br />
Subaru’s consumer craves performance, quality and safety in their vehicles – three words that define<br />
the brand. This family‐orientated group regularly browses through automotive publications to compare<br />
pricing and product ratings and is bombarded with advertising by over 70 manufacturers, spanning 100s<br />
<strong>of</strong> vehicle models, many <strong>of</strong> which appear at the AutoShow. For this audience, getting Subaru noticed ‐<br />
specifically the Forester model ‐ among a cluttered AutoShow floor space would be a challenge to say<br />
the least.<br />
GOALS/OBJECTIVES:<br />
The primary event goals, which were determined based on results from the agency’s benchmark<br />
activation at the 2009 AutoShow, were set out as part <strong>of</strong> the planning process for this event. DDB PR<br />
determined that elevating awareness <strong>of</strong> the new 2011 Forester model would be best achieved through a
meaningful brand experience with consumers at the trade show. The following quantifiable objectives<br />
were established:<br />
• Generate a minimum <strong>of</strong> 19,000 consumer interactions<br />
• Distribute 4,500 branded photo prints to consumers and 1,000 digital prints via email<br />
• Obtain a minimum <strong>of</strong> 1,800,000 media impressions<br />
• Assist Subaru Canada in realizing an overall increase in sales target for the 2011 fiscal year by helping<br />
to deliver a minimum <strong>of</strong> 900 customer leads at the show<br />
SOLUTION OVERVIEW:<br />
With no vehicle re‐design, the agency took to the books to see what key consumer insights would be<br />
uncovered to help craft a memorable activation. After a total <strong>of</strong> 12 in‐depth qualitative research<br />
sessions across the country, the surprising results were in. The agency found that most Japanese small<br />
SUV intenders in Canada were not aware <strong>of</strong> Forester’s new styling, many did not know <strong>of</strong> Subaru’s<br />
Japanese origin, and most considered styling the primary purchase motivator when shopping in the<br />
category. Armed with these insights and knowing that Subaru has a 1 per cent share‐<strong>of</strong>‐voice in the<br />
Canadian automotive market (compared to competitors Honda at 7.9 per cent and Toyota at 6.7 per<br />
cent), it became clear that in order to continue influencing and changing perceptions <strong>of</strong> the Forester<br />
model and the Subaru brand, the agency needed to develop a strategic platform that would generate<br />
another attention‐grabbing campaign. In addition, research confirmed that consumers not only<br />
remembered the sexy sumos from the 2009 Forester launch, they were still talking about them two<br />
years later.<br />
The agency’s extensive research helped to shape the team’s integrated campaign, featuring TV, print,<br />
POS, PR and social media. 2009’s sumo car wash was substituted for a nod to the classic “hot‐rod” girls<br />
found in car magazines. The fan‐favourite sumos appeared on car hoods seductively eating ice cream,<br />
sandwiched between two children in the back <strong>of</strong> a Forester, cooling <strong>of</strong>f by pouring a bottle <strong>of</strong> water on<br />
their bodies – in slow‐motion no less – and many other humourous scenes. Each spot closed by<br />
announcing that with the 2011 Subaru Forester, “Sexy Comes Standard.” With a convention centre<br />
featuring thousands <strong>of</strong> vehicles, the agency’s activation needed to drive traffic, generate buzz and stand<br />
out above the crowd. The activation had to create enough word<strong>of</strong>‐ mouth that media and consumers<br />
alike would simply have to stop by to see what Subaru was up to.<br />
DDB PR’s approach was to amplify the “Sexy Comes Standard” message by bringing the advertising to<br />
life – all 300 pounds <strong>of</strong> it. Armed with some creative thinking and insights gained through campaign<br />
research and previous benchmarks, the sexy sumo photo shoot was born. Designed to amplify the<br />
overall campaign and to provide an emotional experience for Subaru’s target consumer, DDB PR created<br />
an interactive section within the Subaru booth at the AutoShow. The area featured none other than<br />
Byamba, the sumo‐sized star <strong>of</strong> the 2011 Forester campaign and current world sumo champion. The<br />
event saw Byamba demonstrate a “sexy” pose with consumers while having their photo taken. Each<br />
shot was positioned in front <strong>of</strong> a Forester and featured outdoor backdrops taken directly from the print<br />
campaign. Consumers were given their photo in a branded frame, featuring the message: “Sexy Comes<br />
Standard.” Likewise, the photo was sent digitally to consumers in order to encourage sharing among<br />
social media channels.<br />
Creative POS in the activation zone featured life‐size cut outs <strong>of</strong> Byamba encouraging consumers to<br />
“step into the sexiest photo shoot at the AutoShow.” The TV spot was looped and the event soundtrack<br />
featured the spot’s theme song, “Peaches,” and related music such as, “Do Ya Think I’m Sexy” and “I’m
too Sexy,” further driving traffic to the booth. In addition, to help build buzz among media and<br />
consumers around Byamba’s appearance at the show, a celebrity‐style, red carpet arrival was<br />
orchestrated by the agency. A swarm <strong>of</strong> Byamba “fans” were positioned on the street and throughout<br />
the interior <strong>of</strong> the building. Byamba arrived at the show in a limousine, wearing nothing but sunglasses<br />
and a kimono. Fans screamed and chased Byamba for his autograph as he made his way to the Subaru<br />
booth. Media and consumers alike stopped what they were doing and made their way to the Subaru<br />
section to take part in the excitement.<br />
Tactical program elements that helped the agency exceed its goals, included:<br />
1) Booth Activation<br />
‐ World sumo champion and star <strong>of</strong> the ‘Sexy Comes Standard’ commercials, Byamba, featured in a<br />
hollywood‐style photoshoot with attendees<br />
‐ The set featured a 2011 Forester that was positioned in front <strong>of</strong> an outdoor backdrop, <strong>of</strong> which the<br />
image was taken directly from the advertising print campaign<br />
‐ Attendees received a branded, framed photo for free as a takeaway<br />
2) Guerrilla Activation<br />
‐ On the first day <strong>of</strong> the show, Byamba arrived in a limousie wearing only his kimono, and was welcomed<br />
by a red carpet<br />
‐ Screaming sumo fans were positioned strategically throughout the convention centre and followed him<br />
onto the show floor and asking for autographs<br />
‐ The sexy photoshoot team played ‘Boys Wanna Be Her’ by Peaches – featured in the ‘Sexy Comes<br />
Standard’ TV spot – signalling the sexy sumo’s arrival<br />
‐ Inititative was filmed and cut into a pr<strong>of</strong>essional video used for social media seeding<br />
3) Media Relations Outreach<br />
‐ Drafted and disseminated an alert to GTA‐based media announcing Byamba’s red carpet arrival at the<br />
AutoShow<br />
‐ Prepared and distributed a marketing release, highlighting Byamba’s appearance and the various<br />
integrated campaign elements<br />
4) Contesting<br />
‐ Multiple touch‐screen kiosks were positioned within the activation area whereby attendees could<br />
enter to win a $1,000 SportChek gift card, aligning with Subaru’s outdoor enthusiast culture<br />
5) Social Media<br />
‐ Along with the hardcopy prints, consumers could opt to receive a digital copy <strong>of</strong> their photo<br />
‐ Digital copies were disseminated to thousands <strong>of</strong> booth visitors, influencers and media with a message<br />
from Subaru Canada encouraging social sharing<br />
‐ Images and content were regularly shared through Subaru Canada and the AutoShow’s Twitter and<br />
Facebook pages<br />
‐ Byamba’s red carpet arrival was shared on the Subaru Canada Facebook page<br />
IMPLEMENTATION & CHALLENGES:<br />
The total event budget was $100,000, which covered the costs <strong>of</strong> creative planning, installation, on‐site<br />
execution, PR outreach and a very hungry sumo wrestler. DDB PR’s greatest challenge, however, wasn’t<br />
working within a limited budget, it was executing an activation that would position Subaru above the<br />
cluttered hallways <strong>of</strong> the Toronto AutoShow. With over 20 automotive brands vying for the coveted<br />
consumer eye, the agency had its work cut out for it.<br />
Meanwhile, the previous activations at both the 2009 and 2010 AutoShows were an enormous success;<br />
therefore the agency once again had to out‐do itself and deliver a fresh, creative experience for
consumers that they would remember for years to come. The pressure to deliver, especially from the<br />
client, was palpable.<br />
MEASUREMENT/EVALUATION:<br />
The 2011 Forester special event at the AutoShow was a resounding success by all measures, exceeding<br />
client expectations and all projections, turning Subaru into …”the most talked about brand at the show,”<br />
according to David McLean, the show’s director <strong>of</strong> marketing and promotions. Key results include:<br />
• 5,904 prints were taken and handed out to consumers (+24% vs. target)<br />
• 1,923 digital prints were sent via email (+92% vs. target)<br />
• Each photo contained an average <strong>of</strong> four people, translating to 24,000 consumer interactions (+27%<br />
vs. target), not including the thousands <strong>of</strong> consumers who visited the activation area to catch a glimpse<br />
<strong>of</strong> the action<br />
• Media coverage, including segments on CTV, in The National Post and The Toronto Sun, resulted in<br />
over 3,000,000 earned impressions (+67% vs. target)<br />
• 1,020 customer leads were sent directly to dealers (+24% vs. target)<br />
• Sales results were astounding. In February 2011, as the TV spot hit in line with the AutoShow<br />
promotion, sales figures rose from only 757 units in the six weeks prior to 1,182 units (+56%)<br />
• Following lead generation at the AutoShow, Subaru’s March monthly sales target was overcome by<br />
(+20%).<br />
• Bonus: representatives from Honda, Chrysler and Ford all visited the booth to get their photos taken<br />
with Subaru’s sexy sumo!<br />
In the end, “sexy” came back to not only the Toronto AutoShow but the Vancouver AutoShow as well.<br />
Due to the overwhelming success <strong>of</strong> the event, Subaru Canada requested that the agency replicate the<br />
sexy photo shoot at the Vancouver AutoShow, resulting in an additional 18,000 consumer interactions,<br />
12,500 photos distributed and a 300 pound, sexy front page media spread in the auto section <strong>of</strong> the<br />
Vancouver Province.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Special Events with budget greater than $100,000<br />
AWARD OF EXCELLENCE<br />
Entrant’s Name: Jodi Salem, Director <strong>of</strong> Strategic Communications<br />
Organization’s Name: Women’s College Hospital<br />
Division/Category: Division 1: Communication Management; Category 6c: Special Events<br />
Title <strong>of</strong> Entry: 100 Years <strong>of</strong> Women’s Health<br />
Time Period <strong>of</strong> Project: A yearlong celebration throughout 2011<br />
Description: A series <strong>of</strong> spectacular events to celebrate Women’s College Hospital’s 100th anniversary.<br />
Business Need/Opportunity:<br />
In 2006, Women’s College Hospital (WCH) was de‐amalgamated from Sunnybrook Health Sciences<br />
Centre (SB) and handed a new mandate: to become Ontario’s first ambulatory hospital dedicated to<br />
women’s health. However, it would also give up its 100‐year legacy in delivering babies. WCH would<br />
evolve from Canada’s pre‐eminent facility for moms and babies to North America’s most significant<br />
health‐care centre dedicated to preventing and managing the diseases that affect women throughout<br />
their lives.<br />
Though the split from SB was well documented in the media, WCH research showed that stakeholders<br />
and the general public were not well aware <strong>of</strong> WCH’s new independence, new role and new services. A<br />
survey <strong>of</strong> donors and members <strong>of</strong> the general public uncovered perceptions <strong>of</strong> an institution focused<br />
primarily on women’s reproductive health – and not much else. Interviews with community groups<br />
revealed cynicism about WCH’s capacity to respond to the needs <strong>of</strong> diverse women. And one‐on‐one<br />
discussions with key health‐care stakeholders showed confusion about WCH’s mandate.<br />
WCH needed to boldly re‐establish its position as a leading centre for women’s health.<br />
The good news was that 2011 marked WCH’s 100th anniversary – an opportunity to demonstrate WCH’s<br />
ongoing leadership in women’s health, clarify misperceptions, revitalize relationships, and showcase<br />
WCH’s new role by illustrating its remarkable history.<br />
Intended Audiences: Primary:<br />
1) WCH staff, physicians, volunteers who expressed disappointment with the hospital’s waning focus on<br />
women’s needs during the SB years and were feeling disengaged. 2) Donors, patients, community<br />
groups and Toronto women including those in marginalized communities who need to understand the<br />
vital role WCH plays in their health care. Secondary: 1) The Province <strong>of</strong> Ontario, specifically the Ministry<br />
<strong>of</strong> Health (MOH) which funds WCH and creates policy to support its mission. 2) The medical and health<br />
communities such as hospital CEOs, University <strong>of</strong> Toronto (U<strong>of</strong>T), and researchers and physicians<br />
invested in women’s health. The support <strong>of</strong> these audiences is essential to WCH’s capacity to build<br />
credibility, further its academic agenda and achieve financial stability.
Goals and Objectives:<br />
A. Generate awareness about WCH’s remarkable history and its pivotal role in enhancing health care<br />
for women. While media were invited to cover WCH’s 100 year legacy <strong>of</strong> medical breakthroughs in<br />
women’s health, a secondary objective was for the media to acknowledge the hospital’s exciting future.<br />
Goal: 50 articles throughout the year discussing WCH’s 100th anniversary with at least 50 per cent<br />
discussing the hospital’s history, 15 per cent touching on its future and mandate, and 30 per cent <strong>of</strong><br />
articles appearing in community outlets (ie. youth, cultural, LGBTQ etc.), reaching new audiences.<br />
B. Reengage internal audiences (staff, physicians and volunteers). Morale was low, staff felt WCH was<br />
losing its historical roots and many were unsure about the future <strong>of</strong> the hospital.<br />
C. Revitalize relationships with stakeholders. Specifically, establish three new partnerships to deliver<br />
quality health services and enhance WCH’s academic agenda.<br />
Solution Overview:<br />
WCH brought together a volunteer committee <strong>of</strong> 34 high‐pr<strong>of</strong>ile women from diverse backgrounds who<br />
represent key stakeholder groups and many <strong>of</strong> whom are recognized as Canada’s top women leaders.<br />
Led by Frances Lankin (then CEO <strong>of</strong> United Way <strong>of</strong> Greater Toronto), the trailblazing group included<br />
Paulette Senior, CEO <strong>of</strong> YWCA Canada; Sheila Block, recognized as one <strong>of</strong> Canada’s 50 most influential<br />
women; Michele Landsberg, social justice activist and journalist; and Ratna Omidvar, president <strong>of</strong><br />
Maytree, amongst others.<br />
With the group’s input, WCH identified a series <strong>of</strong> 100th anniversary initiatives to pay homage to the<br />
hospital’s history while also showcasing how it is revolutionizing health care for women today. The<br />
projects included:<br />
a) 100 Years <strong>of</strong> WCH: A Photography Exhibition. A two‐week exhibition in the main lobby <strong>of</strong> Toronto’s<br />
Brookfield Place <strong>of</strong> some <strong>of</strong> the most compelling images in women’s health over the past century,<br />
enabling thousands <strong>of</strong> passersby to become acquainted with WCH’s remarkable history. The exhibit also<br />
displayed photos <strong>of</strong> WCH today – the physicians and scientists who are taking women’s health into the<br />
next century. To launch the exhibit, WCH hosted a gala reception with 300 <strong>of</strong> its most important<br />
stakeholders – government <strong>of</strong>ficials, WCH School <strong>of</strong> Nursing Alumni, descendants <strong>of</strong> the hospital’s<br />
founders, staff, physicians, volunteers, donors and patients. Juno‐Award winner Dan Hill gave a powerful<br />
performance and recounted memories <strong>of</strong> playing in the piano room at WCH as a child, when his mother<br />
was a patient there. And Ontario Premier Dalton McGuinty spoke (via video) about the importance <strong>of</strong><br />
women’s health and WCH’s pioneering role in it.<br />
b) Hooking Up with Health: A Conference for Girls. Reaching out to a new audience, WCH invited 175<br />
girls, Grades 7 and 8, from low‐income schools to address the health issues that affect them most: body<br />
image, bullying, sexuality and healthy relationships. The innovative program captured the government’s<br />
interest and the Honourable Deb Matthews, Minister <strong>of</strong> Health and Long‐Term Care spoke, and<br />
celebrated WCH for committing to the next generation <strong>of</strong> women leaders. Other speakers included<br />
reporters Anne‐Marie Mediwake and Xania Khan, as well as Jessica Ye, social justice activist and<br />
executive director <strong>of</strong> Native Youth Sexual Health Network.<br />
c) The Spirit <strong>of</strong> Discovery in Women’s Health Research Day. More than 200 members <strong>of</strong> the general<br />
public discovered how scientists at WCH are leading women’s health research in critical areas such as<br />
cancers common in women, heart disease, arthritis, mental health, HIV and violence. The program also<br />
featured keynote speakers Melissa Fung, CBC reporter who told her courageous story <strong>of</strong> being<br />
kidnapped in Afghanistan, and Ilana Landsberg‐Lewis, executive director <strong>of</strong> the Stephen Lewis<br />
Foundation.
d) Being She: The Culture <strong>of</strong> Women’s Health and Health Care Through the Lens <strong>of</strong> Wholeness. Hosted by<br />
volunteer committee member Christina Zeidler at her hotel (Gladstone), WCH displayed photos from an<br />
open competition asking the public to explore issues <strong>of</strong> women’s empowerment, diversity, identity and<br />
embodiment as they relate to women’s health. Thousands <strong>of</strong> people visited the exhibit while it<br />
remained on display throughout the summer months.<br />
e) 100th Birthday Party. With a committee <strong>of</strong> hospital staff and volunteers at the helm, a birthday party<br />
was planned for internal audiences including the presentation <strong>of</strong> a series <strong>of</strong> one‐time‐only staff awards –<br />
The Century Tributes; Women’s Got Talent, a staff talent show; and limited edition gifts including a WCH<br />
100th lapel pin and calendar commemorating 100 years <strong>of</strong> WCH.<br />
To promote these events, WCH created a 100th anniversary brand which was applied to all materials<br />
throughout the year. Toronto city buses were adorned with WCH 100th branding, as were street<br />
banners around Queen’s Park and throughout downtown Toronto. A riveting and emotional 100th<br />
„centrepiece’ booklet traced the evolution <strong>of</strong> WCH and was incredibly well received (we received<br />
requests to purchase copies!). A dedicated 100th Calendar <strong>of</strong> Events was distributed through the Globe<br />
and Mail and Toronto Star. And WCH’s 100th anniversary was highlighted in all corporate publications<br />
including the hospital’s annual report, bi‐annual publication, Connect, and its bi‐weekly e‐newsletter, e‐<br />
Connect.<br />
A digital marketing campaign included a 100 Years <strong>of</strong> Women’s Health website to promote events, drive<br />
attendance and engage audiences. The extensive site also hosted the open call for Being She, held<br />
contests, and invited women to participate in a dialogue about women’s health.<br />
Implementation and Challenges:<br />
The primary challenge was funding. Consultations with advertising/media buy agencies revealed that an<br />
awareness campaign to achieve objectives as outlined above would cost upwards <strong>of</strong> $2‐million over a 1‐<br />
year period. However, hospitals are not permitted to spend substantial operating dollars on advertising.<br />
So WCH had to think outside the box. WCH decided to build a strategy based on events that could: a)<br />
Generate media coverage b) Use vehicles such as speeches, event programs, and other communications<br />
materials to clarify misconceptions c) Connect with audiences in a deeper, more meaningful way d)<br />
serve as a basis for a two‐way digital media program and, e) <strong>of</strong>fset costs through in‐kind donations.<br />
Budget: The budget broke down as follows: 1) Events – including all venues, food, speakers, event<br />
planners etc. for all five events – $100,000. 2) Promotion – street banners, bus ads, website, posters,<br />
brochures, branding, agencies, design and printing etc. – $100,000. In order to stay within this tight<br />
budget, WCH relied on its volunteers to help plan and execute events, and in‐kind donations were<br />
sought at every opportunity. Donations included venues (Brookfield Place; Macdonald Block, Queen’s<br />
Park; Gladstone Hotel); beverages at the launch; curators from the AGO for Being She; entertainers and<br />
hosts including Juno‐Award winner Dan Hill, comedian Sandra Shamas, Ilana Landsberg‐Lewis, and<br />
reporters Melissa Fung and Anne‐Marie Mediwake. Sponsorship dollars were provided by Shopper’s<br />
Drug Mart for the Spirit <strong>of</strong> Discovery conference (amount remains confidential due to agreements).<br />
Human resources: Resources were tight, but a highly skilled team <strong>of</strong> just four staff members in the<br />
Strategic Communications Department, WCH’s archivist and the hospital’s director <strong>of</strong> community<br />
engagement, along with volunteers executed all initiatives, including all writing and media relations.<br />
Timeline: All dedicated anniversary events took place between January – November 2011, with only two<br />
months between each initiative. Added to that were the annual hospital events, which WCH<br />
incorporated under the anniversary umbrella (International Women’s Day event, a summer staff BBQ, a<br />
commemoration event marking the anniversary <strong>of</strong> the Montreal Massacre, etc) – in all, 10 events in just
12 months. With such a compressed timeline, careful planning was essential. WCH started preparing for<br />
its 100th anniversary two years in advance, and arranged dedicated volunteer teams for each event to<br />
avoid burnout and fatigue.<br />
Measurement/Evaluation:<br />
Objective A: In lieu <strong>of</strong> MRP (due to budget constraints), WCH conducted a thorough media analysis <strong>of</strong><br />
coverage related to its 100th anniversary. Of the 75 print, online and broadcast stories about WCH’s<br />
milestone anniversary, more than half were features; 45 per cent appeared in community publications<br />
including youth magazines, LGBTQ publications and cultural, special‐interest outlets; 73 per cent<br />
indicated a positive tone (the rest were neutral); 81 per cent discussed the hospital’s remarkable history<br />
while 28 per cent discussed its new mandate and 20 per cent talked about WCH’s exciting future. In<br />
terms <strong>of</strong> GRPs, the distribution <strong>of</strong> WCH’s calendar <strong>of</strong> events in the Globe and Mail and Toronto Star<br />
generated 715,700+ impressions, the hospital’s 100th bus ads generated 66,350,000 impressions and<br />
street banners generated 18,000,000 impressions.<br />
What’s more, WCH engaged in a dialogue with the general public on its dedicated 100th website, asking<br />
site visitors to answer this question: What does women’s health mean to you? Here is a small sample <strong>of</strong><br />
responses:<br />
“Women’s health means being given a choice between seeing a male and a female gynecologist. It<br />
’s health means being the best<br />
’s health means therapy that<br />
’s health means the birth control<br />
’s health means having<br />
confidence.” Erika, Mississauga “Women’s health means successful knee replacement surgeries that<br />
have allowed both my mom (77) and my sister (57) to be able to walk without pain.” Denise, Mount<br />
Forest<br />
Objective B: The events resulted in new perceptions <strong>of</strong> and attitudes toward WCH among staff,<br />
physicians and volunteers. An internal survey <strong>of</strong> a cross‐section <strong>of</strong> departments conducted at the<br />
completion <strong>of</strong> WCH’s yearlong celebration revealed that 93 per cent agree or strongly agree that the<br />
events paid appropriate tribute to WCH’s history, and 92 per cent agree or strongly agree that the<br />
celebration got them excited/energized about the future <strong>of</strong> WCH. Here’s what a few had to say:<br />
‐ exciting and fun<br />
times will grow in our future.<br />
proud <strong>of</strong> our past and thrilled to be a part <strong>of</strong> our innovative, inclusive and exp<br />
“There was excitement about the future <strong>of</strong> the hospital and I am thrilled I was a part <strong>of</strong> it.”<br />
Objective C: Re‐establishing and deepening WCH’s relationships with stakeholders through its 100th<br />
anniversary year was extremely beneficial to the hospital and easily met objectives, as stated. While all<br />
examples are too numerous to site, here are a few. 1) YWCA Canada has become an important WCH<br />
partner and is participating in its next Conference for Girls, which is currently in development. Paulette<br />
Senior, CEO <strong>of</strong> YWCA Canada has since joined the hospital’s Board <strong>of</strong> Directors. 2) Relationships with the<br />
Provincial Government have strengthened as evidenced by Premier Dalton McGuinty’s remarks at an<br />
event the government hosted at WCH: “WCH is a testament to the love we have for our mothers, our<br />
sisters, our nieces, our aunts, our grandmothers and all women in Ontario. We are making progress for<br />
women by committing ourselves to the best care and research anywhere.” In addition, the Honourable<br />
Deb Matthews, Minister <strong>of</strong> Health and Long‐Term Care expressed her dedication to WCH by attending
two additional WCH events in the latter half <strong>of</strong> its 100th year – the WCH Foundation’s inaugural Women<br />
for Women’s fundraiser and the hospital’s annual commemoration marking the anniversary <strong>of</strong> the<br />
Montreal Massacre. 3) New partnerships were established including: a) The creation <strong>of</strong> an Under/Never<br />
Screened Program in partnership with St. Michael’s Hospital, Immigrant Women’s Health Centre,<br />
Women’s Health in Women’s Hands as well as eight other community organizations. b) The creation <strong>of</strong> a<br />
Crossroads Clinic developed with the help <strong>of</strong> 20 community organizations. The clinic provides access to<br />
primary care services to refugees during their first two years in Canada. 4) Relations with U<strong>of</strong>T were<br />
enhanced as demonstrated by the renewal <strong>of</strong> WCH’s affiliation agreement and the finalization <strong>of</strong> a<br />
memorandum <strong>of</strong> understanding regarding the Centre for Ambulatory Care Extra Departmental Unit – a<br />
partnership between WCH and U<strong>of</strong>T.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Employee, Member or HR Communication<br />
AWARD OF EXCELLENCE<br />
Entrant’s Name: Dave Bourne<br />
Organization’s Name: The Scarborough Hospital<br />
Division/Category: Division One: Communication Management Category 8: Employee, Member or HR Communication<br />
Title <strong>of</strong> Entry: Stick It To The Flu<br />
Time Period <strong>of</strong> Project: October 2010‐November 2011<br />
Brief Description: The Stick It To The Flu project was conceived to improve historically poor influenza vaccination rates for<br />
hospital staff and physicians, by providing a highly visible education and awareness campaign that focused on the most<br />
commonly cited barriers to inoculation.<br />
Business Need/Opportunity<br />
Each year in October, influenza vaccine is <strong>of</strong>fered free <strong>of</strong> charge to all staff, physicians, volunteers and students at<br />
The Scarborough Hospital. Vaccination is the best way to prevent the onset and spread <strong>of</strong> the flu virus 4 , so ensuring<br />
a high rate <strong>of</strong> compliance helps protect both employees and patients.<br />
Surprisingly, healthcare workers have among the lowest flu shot compliance rates within the total population—in<br />
Ontario, similar to other Western‐world jurisdictions, the rate averages about 40%.<br />
In Ontario, hospital flu vaccination rates are now publicly reportable, and poor showings historically have a negative<br />
impact on employee morale and on the organization’s reputation. A number <strong>of</strong> below average reports in other<br />
patient safety indicators, such as C. difficile, MRSA and VRE in recent years took a major toll on morale, and led to<br />
news stories about the hospital’s safety record. It was therefore even more important to ensure a strong result in<br />
the flu compliance report.<br />
In 2010, The Scarborough Hospital was faced with a unique challenge. The 2009 appearance <strong>of</strong> H1N1 had prompted<br />
an unusually high number <strong>of</strong> staff members to get inoculated against the strain—about 60%—but the need to also<br />
get the regular seasonal flu shot was largely ignored, and fewer than 30% at each campus were vaccinated. Some<br />
felt the first inoculation would <strong>of</strong>fer enough protection, and others simply did not bother to get the second shot.<br />
Still, seasonal flu impacts far more people than H1N1 ever did. The World Health Organization estimates that<br />
between 250,000 and 500,000 people will die <strong>of</strong> the seasonal flu each year, while as many as five million will suffer<br />
severe illness. For this reason, it is critical that healthcare workers protect themselves, their patients and their<br />
families from the spread <strong>of</strong> the virus.<br />
We undertook the Stick It To The Flu campaign in 2010 and 2011 in an effort to boost our historically low influenza<br />
vaccination, aiming for a corporate compliance rate <strong>of</strong> 50%. Although this seemed like a l<strong>of</strong>ty goal, we felt such a<br />
4 According to several leading public health agencies, including the Public Health Agency <strong>of</strong> Canada, Centers for Disease Control and<br />
Prevention, the World Heatlh Organization, Toronto Public Health and the Ontario Ministry <strong>of</strong> Health and Long‐Term Care.
esult would be necessary to become one <strong>of</strong> the top performing Toronto hospitals for flu shot compliance, and to<br />
demonstrate that our campaign had truly impacted the organization’s culture.<br />
Intended Audience(s):<br />
For the purposes <strong>of</strong> this campaign, it was vital to target all healthcare workers, support staff and volunteers within<br />
the hospital. This group comprises approximately 3,800 individuals, including 1,500 registered nurses, nearly 500<br />
allied healthcare workers, 500 support staff and administrators, 700 physicians and 600 volunteers. These<br />
stakeholders are a highly educated group, with about three‐quarters holding a minimum <strong>of</strong> a Bachelor’s degree—<br />
many <strong>of</strong> these hold additional pr<strong>of</strong>essional designations as well, including MDs and RNs. Still, for a workforce with<br />
such a proliferation <strong>of</strong> educational credentials, the apparent lack <strong>of</strong> understanding about the importance <strong>of</strong><br />
vaccinations posed a particular problem. Many have told us they do not need flu vaccinations because they wear<br />
personal protective equipment when caring for patients with known contagions; others felt they had developed<br />
built‐in immunities to the flu because <strong>of</strong> their constant exposure. Neither <strong>of</strong> these reasons for avoiding vaccination<br />
is medically valid, yet our intended audience commonly cites these excuses. The other key excuse for avoiding the<br />
flu shot is a lack <strong>of</strong> time, attributed to hectic schedules and a shortage <strong>of</strong> resources that allow front‐line staff to<br />
leave their units long enough to get their vaccination.<br />
The nature <strong>of</strong> healthcare also precludes the extensive use <strong>of</strong> computer‐based communication tactics, since only<br />
about one‐third <strong>of</strong> staff has dedicated access to a computer. Most front‐line healthcare pr<strong>of</strong>essionals are part <strong>of</strong><br />
large units that have shared computer access. Therefore, a range <strong>of</strong> traditional print and face‐to‐face tactics are<br />
critical for achieving success with this target audience.<br />
Goals and Objectives:<br />
1. To achieve a 50% corporate flu vaccination compliance rate by November 15, 2011.<br />
2. To become one <strong>of</strong> Toronto’s top five hospitals for flu compliance, as identified by Toronto Public Health<br />
reports.<br />
3. To implement a successful campaign that achieves the above goals and objectives, on time and on budget.<br />
Solution Overview:<br />
To combat the low 2009 compliance rate <strong>of</strong>
With a goal <strong>of</strong> increasing compliance even further in 2011, a targeted educational and awareness campaign was<br />
proposed that addressed the primary reasons staff do not get vaccinated—lack <strong>of</strong> time, lack <strong>of</strong> convenience, fear <strong>of</strong><br />
the vaccine, or a belief that everyday personal hygiene or protective gear will prevent them from getting sick. The<br />
campaign included highly visible reminders such as posters, as well as a central repository <strong>of</strong> educational material<br />
that could be easily accessed by all employees on the corporate intranet. Face‐to‐face education took place at staff<br />
meetings, and senior team champions encouraged compliance in a variety <strong>of</strong> staff forums.<br />
Additionally, the campaign’s branding was extended to select external communications including the website, blog<br />
and social media channels. While the hospital does not provide flu shots to community members, we did opt to<br />
capitalize on existing campaign and information materials to promote the importance <strong>of</strong> the vaccine. This<br />
supported our efforts to build TSH’s reputation, and to position our hospital as a leader in providing proactive<br />
health information to our community.<br />
Key messages:<br />
1. Vaccinations are your first line <strong>of</strong> defense against the flu.<br />
2. Healthcare workers have an obligation to protect themselves and their patients from the flu.<br />
3. The flu vaccine is safe and effective.<br />
4. TSH is making every effort to provide the flu shots to staff, physicians, volunteers and students in a way that is<br />
timely and convenient.<br />
Implementation and Challenges:<br />
A highly visible campaign that carried succinct key messages designed to appeal to our target audiences was<br />
considered the best strategic approach, combined with an educational component that addressed fears and<br />
common excuses for not getting vaccinated. While several new tactics were created, such as ID badge stickers,<br />
outdoor signage, posters and digital screen messages, the campaign relied heavily on existing corporate<br />
communication vehicles including newsletters and the intranet. The importance <strong>of</strong> face‐to‐face communication and<br />
educational opportunities was learned in an earlier successful campaign to boost hand hygiene rates, and some <strong>of</strong><br />
those tactics were employed in this project. Key messages for managers and directors at staff meetings, along with<br />
handouts and support materials, helped spread the word to our target audiences—while also providing a<br />
mechanism for gathering real‐time feedback. It was this ability to take the pulse <strong>of</strong> the organization that helped us<br />
recognize a need to address fears and excuses head‐on in the second year <strong>of</strong> our campaign.<br />
One <strong>of</strong> our greatest challenges with this campaign revolved around budget. We simply did not have the financial<br />
resources to launch an elaborate campaign requiring expensive collateral materials or outside creative consulting.<br />
As a result, we tried to leverage existing vehicles and to create innovative, cost‐effective ways <strong>of</strong> reaching our<br />
intended audiences. To finance the campaign, Corporate Communications committed to a total budget <strong>of</strong> $5,000 to<br />
cover all required materials.<br />
The entire campaign was branded with a simple graphic identity that lends itself well to a variety <strong>of</strong> print and<br />
electronic applications. The use <strong>of</strong> the “flu bug” was an at‐a‐glance reminder for staff (and the general public) about<br />
the importance <strong>of</strong> getting vaccinated. To save on creative costs, the graphic identity was developed in‐house using
oyalty‐free stock art. The central theme was designed to suit a variety <strong>of</strong> formats that did not require expensive<br />
printing or production processes.<br />
While we had the benefit <strong>of</strong> an entire year to prepare for the 2011 campaign, we pulled together the creative and<br />
overall communications plan in just six weeks before the 2010 launch. Managing the project entirely in‐house<br />
helped, as we had the flexibility to repurpose elements <strong>of</strong> the graphic identity for communications opportunities as<br />
they arose.<br />
Tactics and Budget:<br />
The following tactics contributed to the success <strong>of</strong> the campaign, most capitalizing on the graphic identity created<br />
by our Corporate Communications department:<br />
Posters (in a variety <strong>of</strong> sizes to suit multiple locations through the organization) $500<br />
Outdoor signage at each campus $940<br />
Stickers for ID badges (handed out when staff were vaccinated) $700<br />
Digital Screen messaging throughout hospital $0<br />
Screensavers on all corporate PCs $0<br />
Articles in Vital Signs (staff newsletter) and The Practice (physician newsletter) $0<br />
Handouts (Fact Sheets, Q&A) $450<br />
Intranet section to serve as central repository for information $0<br />
C<strong>of</strong>fee coupons and chocolate for staff (upon vaccination) $2,000<br />
Total: $4,590<br />
Measurement/Evaluation:<br />
The campaign resulted in a dramatic increase in compliance in 2010 that far exceeded expectations, with The<br />
Scarborough Hospital posting a 45% rate at the General campus and 46% at the Birchmount campus—giving TSH<br />
the second best corporate rate in all <strong>of</strong> the Greater Toronto Area, as reported by Toronto Public Health. In the<br />
second year <strong>of</strong> the campaign, we posted a further remarkable increase, bringing our total to 52% at the General<br />
campus and 62% at the Birchmount (see Chart below). The fact that these rates are publicly reportable through<br />
Toronto Public Health makes the achievement even more significant, as it showed our improvement from one <strong>of</strong><br />
the worst hospitals in the GTA to among the very best in just two years. While the 2011 rates for all Toronto<br />
hospitals are not available, it is clear that our improvement is likely to maintain our top five standing achieved in<br />
2010.<br />
These two metrics demonstrate that we successfully achieved—and exceeded—our primary objectives.
We attribute a large portion <strong>of</strong> the success <strong>of</strong> this campaign to the strategy <strong>of</strong> providing targeted education to each<br />
<strong>of</strong> our identified audiences, and to the constant repetition <strong>of</strong> key messages in all <strong>of</strong> our available communication<br />
vehicles.<br />
A: Flu Vaccination Compliance Rates<br />
2009 2010 2011<br />
Increase<br />
(2009‐2011)<br />
General campus 24% 45% 52% +116.7%<br />
Birchmount campus 29% 46% 62% +113.8%
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Employee, Member or HR Communication<br />
AWARD OF EXCELLENCE<br />
Entrant’s Name: Scott Windsor, Vice President, Corporate Communications<br />
Organization’s Name: Meridian Credit Union<br />
Title: Meridian Announces Amalgamation with Desjardins Credit Union: Internal Communications<br />
Division/Category: 1 – Communication Management/ 8‐ Employee, Member or HR Communication<br />
Time Period <strong>of</strong> Project: March 1, 2011 – December 31, 2011<br />
Brief Description: A multi‐phased communication program designed to effectively communicate to employees<br />
Meridian intentions to amalgamate with Desjardins Credit Union.<br />
Business Need/Opportunity:<br />
With more than 220,000 customers (Members), 1,000 employees, 44 Branches and eight Commercial<br />
Business Centres in the Niagara Region and across Central Ontario, Meridian Credit Union is the largest<br />
Ontario credit union. On March 1, 2011, Meridian announced that, subject to the vote approval <strong>of</strong> their<br />
respective Memberships, Desjardins Credit Union (DCU) would be joining Meridian and operating under<br />
the Meridian banner. This proposed amalgamation would expand Meridian’s operating network by<br />
43,000 new Members, 19 new branches and 180 new employees.<br />
Employee communications would play a key factor through the entire amalgamation process. First, as<br />
Meridian employees are Members too, they would have a vote in determining if the amalgamation would<br />
be approved. Plus, as front‐line staff, branch employees played a key role in communicating the benefits<br />
<strong>of</strong> amalgamation with other Members and answer any questions they may have.<br />
Upon the amalgamation vote approval (in late April <strong>2012</strong>), internal communications played a key role in<br />
creating a cultural integration plan for the former DCU employees to introduce them to Meridian and<br />
helping them understand Meridian’s approach to superior, personalized service. More importantly, as the<br />
full system conversion (integration <strong>of</strong> technologies, products, processes and culture) from DCU to<br />
Meridian was expected to take nearly a year to complete, corporate communications would play a vital<br />
role in helping streamline information and ensure new staff members are not overwhelmed with constant<br />
change and information.<br />
To ensure a successful amalgamation <strong>of</strong> both credit unions, Meridian created a two‐phased approach to<br />
effectively communicate the news to its current 1,000 employees while ensuring the new 180 former DCU<br />
employees felt welcomed at Meridian.<br />
Intended Audiences:<br />
Two primary audiences were clearly defined. The first audience was the current Meridian employee base.<br />
The second audience was the new Meridian employees (former DCU employees).<br />
In communicating with the first audience, Meridian’s current employee base, past internal<br />
communications audits found that employees preferred communication to be leader‐lead; meaning<br />
managers and senior staff would deliver key pieces <strong>of</strong> information, face‐to‐face to ensure a two‐way<br />
stream <strong>of</strong> conversation.<br />
For the second audience, new Meridian employees/former DCU employees, an informal communications<br />
audit found that there were no formal streams <strong>of</strong> internal communication to staff outside <strong>of</strong> the<br />
company’s intranet. As Sean Jackson, Meridian’s CEO and President, stated in an interview with the Globe
and Mail following the amalgamation announcement the key to a successful amalgamation is<br />
communication as “a merger brings change management skills to the fore. There are all sorts <strong>of</strong><br />
uncertainties and questions, and even if you don’t have the answers, you have to determine who are the<br />
stakeholders are what they need to know. Because if we don’t tell them, they are going to make<br />
assumptions…”<br />
Using key learning garnered from the legacy merger that created Meridian in 2005, Meridian also decided<br />
to use face‐to‐face leader‐lead communications when communicating to former DCU employees. This<br />
would help build a two‐way stream <strong>of</strong> conversation and answer questions from new staff, but more<br />
importantly it would put a face to Meridian – a credit union that many <strong>of</strong> these new employees had never<br />
been exposed to.<br />
Goals and Objectives:<br />
Meridian’s corporate communications team developed a comprehensive plan that featured two main<br />
audiences and phases. The first component <strong>of</strong> the plan would focus solely on amalgamation<br />
announcement to current Meridian employees. For current Meridian employees, the communications<br />
objective was to inform them <strong>of</strong> the amalgamation, explain the benefits <strong>of</strong> amalgamation to the credit<br />
union overall, stress that no current Meridian employee would lose their job as a result <strong>of</strong> the<br />
amalgamation and explain that it was business as usual until the full conversion has taken place.<br />
The second component <strong>of</strong> the communication plan focused on the new Meridian employees (former DCU<br />
employees). Communications to this specific audience geared around educating them about Meridian and<br />
providing insight to Meridian’s culture. A successful integration <strong>of</strong> the two credit unions would be largely<br />
dependent on the pace <strong>of</strong> change for the former DCU employees and their ability to digest new<br />
information, concepts and expectations while making the “mindset shift” to Meridian. As former DCU<br />
employees will have to absorb massive amounts <strong>of</strong> information and cope with significant changes in<br />
policies, products and technologies, internal communications would play a key role in easing the change<br />
management until the full conversion <strong>of</strong> DCU into Meridian (scheduled to be completed in spring <strong>2012</strong>).<br />
A comprehensive employee communications plan was developed to support current Meridian<br />
employees and former DCU employees, also referred to as new Meridian employees. The following<br />
objectives were created:<br />
1. Following the proposed amalgamation announcement on March 1, 2011, ensure all current<br />
Meridian employees understand the benefits <strong>of</strong> the proposed amalgamation and have the tools<br />
they need to effectively answer Members questions and concerns.<br />
2. Provide Branch Managers and Assistant Branch Managers (leaders) with the right communication<br />
tools so they can effectively reinforce key messages and support their teams.<br />
3. Ensure all new Meridian employees (former DCU employees) understand and embrace Meridian’s<br />
approach to superior, personalized service and feel adequately welcomed and engaged at Meridian.<br />
Success Measurement:<br />
The success <strong>of</strong> the objectives 1 and 2 outlined above was measured through the post‐evaluation survey,<br />
where if 80 per cent or more <strong>of</strong> employees answered strongly agree/ agree to the corresponding<br />
question, it was considered successful.<br />
Success <strong>of</strong> the third objective would be measured by the annual employee survey (executed by an<br />
independent third party). In the survey, former DCU employees were asked to answer 12 questions<br />
regarding their engagement on a 5‐point scale with 1 being extremely dissatisfied and 5 being extremely<br />
satisfied. This objective would be classified as successful if the former DCU employees scored a<br />
collective employee engagement score <strong>of</strong> 4/5.
Solutions Overview:<br />
In 2005, Meridian was created through a merger <strong>of</strong> two legacy credit unions – HEPCOE and Niagara<br />
Credit Union—leveraging the key learning from that legacy merger would play a vital role in creating a<br />
communications plan to inform staff <strong>of</strong> the amalgamation while ensuring new employees from the<br />
former DCU felt welcomed and not overwhelmed by all the changes.<br />
Guiding Principles ‐ Communications tactics were developed based on the following principles:<br />
Use simple, easy‐to‐understand language (minimize jargon);<br />
Repeat key messages consistently and communicate regularly;<br />
Provide business context and relevance to explain why change is occurring and how it supports<br />
Meridian, our Members and our employees;<br />
Foster an open, two‐way communication environment where employees can provide feedback and<br />
ask questions;<br />
Ensure people directly impacted by change initiatives (specifically, former DCU employees) are<br />
informed in a face‐to‐face (leader‐led) manner where possible; and<br />
Leverage existing internal communication vehicles and create new tools/channels as appropriate<br />
Communication<br />
All components <strong>of</strong> the plan contained a communications strategy focused on:<br />
Building compelling key messages so employees (Meridian and DCU) understood the benefits <strong>of</strong> the<br />
amalgamation and how it would benefit Members and impact the employee’s day‐to‐day work life.<br />
Providing tactical support to leaders (e.g., speaking points, Q&As) to ensure all key messages were<br />
communicated on a consistent basis.<br />
Ensure Meridian executives and leaders delivered important messages face‐to‐face wherever<br />
possible to build employee engagement and understanding <strong>of</strong> the amalgamation process; this<br />
involved multiple roadshows to all the DCU branches from key Meridian executives including the<br />
CEO.<br />
Tailoring messages across a wide variety <strong>of</strong> media (e.g., meetings, intranet, email) to ensure updates<br />
are relevant, streamlined, and provide the right level <strong>of</strong> detail for all audiences.<br />
Execution<br />
This strategy included communications tactics that had proven successful within Meridian in previous<br />
years, including:<br />
Announcement ‐ (Communications tailored to Meridian Employees – not DCU employees):<br />
Early Word Call – an all‐employee conference call lead by the CEO to announce to all staff<br />
Meridian’s intention to amalgamate with DCU. This tactic was key in conveying the key message<br />
that no Meridian employee would lose his/her job as a result <strong>of</strong> the amalgamation.<br />
Follow‐up Email From CEO – Following the Early Word Call, an email from the CEO was sent to all<br />
Meridian employees outlining the key messages <strong>of</strong> the announcement.<br />
Team Huddles & Employee Information Package – A special team huddle was scheduled for all<br />
Meridian managers (both in the branch network and the corporate <strong>of</strong>fices) to meet with their team<br />
to answer any questions from staff. All employees were also given an employee information<br />
package that contained a letter from the CEO, Chair <strong>of</strong> Meridian’s Board <strong>of</strong> Directors, Employee
Q&A, information on the amalgamation voting process, DCU fact sheet, and key messages on what<br />
to say to Members about the amalgamation<br />
Getting to Know Meridian ‐ (Communications tailored to new Meridian employees/former DCU<br />
Employees)<br />
CEO Roadshow– Shortly following the announcement on March 1 st , Meridian’s CEO embarked on a<br />
roadshow to visit all 19 DCU branches and corporate <strong>of</strong>fice to meet with DCU employees face‐t<strong>of</strong>ace<br />
and give them an introduction to Meridian and answer any amalgamation questions they might<br />
have.<br />
Welcome Conference Call – Following the successful amalgamation vote <strong>of</strong> both credit unions in<br />
late April, a conference call hosted by Meridian’s CEO was scheduled for all DCU employees<br />
welcoming them to Meridian. The call also introduced employees to another key communications<br />
tactic called “Ask Sean” where new Meridian employee questions could be posted anonymously via<br />
the employee intranet regarding the amalgamation and conversion. In addition to the call, all 19<br />
DCU branches and corporate <strong>of</strong>fice received a welcome fruit basket with a note from Meridian’s<br />
CEO. All welcome baskets were hand‐delivered by a veteran Meridian branch manager.<br />
Total Rewards Roadshow – Following the vote approval <strong>of</strong> both credit unions, a roadshow was<br />
scheduled. Members <strong>of</strong> Meridian’s HR department hosted evening meetings for all DCU employees<br />
across Ontario to explain Meridian’s Total Rewards <strong>of</strong>fering (employee benefit program), after<br />
employees enjoyed a buffet‐style dinner.<br />
Monthly New Managers Meetings – Following the amalgamation deal close in June 2011, a monthly<br />
New Meridian Managers Meeting was scheduled. All new managers would travel to Toronto for a<br />
day‐long meeting to keep them informed <strong>of</strong> the conversion process including product and<br />
operational changes. This meeting provided face‐to‐face interaction for the new managers and<br />
Meridian executives to help them transition from DCU policies and operations to Meridian’s.<br />
Learnings from these meetings would then be shared with their home branch staff.<br />
Integration Leadership Updates – Until the full system conversion is completed in spring <strong>2012</strong>, DCU<br />
employees would continue to operate on their DCU portals and technologies. Therefore this weekly<br />
email newsletter was developed to inform former DCU managers about the operational updates and<br />
changes that would take place throughout the system conversion process. This email was sent to all<br />
former DCU managers every Friday.<br />
Employee Updates – Similar to the item above, this weekly update regarding the amalgamation was<br />
posted on the DCU intranet, accessible to every former DCU employee.<br />
Implementation & Challenges<br />
Meridian’s budget for the rollout <strong>of</strong> the 2011 integration communications plan was approximately<br />
CAD $175,000. This budget included the travel costs associated with the two roadshow<br />
presentations and monthly branch manager meetings and the development and distribution <strong>of</strong> new<br />
employee Integration Leadership Updates and employee updates.<br />
In developing and implementing the communications program, a few challenges were experienced<br />
and addressed:<br />
Job security –Due to the sluggish economy in 2008, some Meridian employees were laid <strong>of</strong>f.<br />
When announcing the amalgamation it was important that all current Meridian employees<br />
understand that no job loss would occur.<br />
Information Overload – A full system conversion <strong>of</strong> the former DCU into Meridian was expected<br />
to take a year to complete. In that year, the new Meridian employees would be facing a<br />
multitude <strong>of</strong> changes from products sold to various reporting and operating functions. To
ensure new employees were not inundated with too much information in short periods <strong>of</strong> time,<br />
new employee communications would be prioritized.<br />
Change Management – While the amalgamation deal closed in June 2011, a full system<br />
conversion would not take place until spring <strong>2012</strong>. Employee communication would have to<br />
play a key role in ensuring all new Meridian branch managers understood new processes and<br />
changes that were made during that time.<br />
‘One’ Meridian ‐ Integrated messaging was created to explain how everyone –including former<br />
DCU employees – play a part in the success <strong>of</strong> the organization. There was a focus on<br />
integrating the new Meridian employees in all Meridian initiatives including Breakfast with Sean<br />
(regional breakfast meetings for staff and the CEO), and involvement in the Good Neighbour<br />
Program (Meridian’s CSR program).<br />
Measurement/ Evaluation <strong>of</strong> Outcomes:<br />
Three key objectives for the communications campaign were identified. Success would be measured<br />
using formal measurement tools including employee surveys including a feedback survey following the<br />
March 1 announcement and Meridian’s annual employee engagement survey conducted by Gallup.<br />
Objective<br />
1 (see page<br />
2)<br />
2 (see page<br />
2)<br />
3 (see page<br />
2)<br />
Measurement Results<br />
Following the March 1 st announcement a Meridian manager survey found:<br />
More than 95 per cent <strong>of</strong> managers agreed/strongly agreed that their employees know<br />
where to find the information they need about the amalgamation and are prepared to<br />
answer questions from their Members about the amalgamation.<br />
Following the March 1 st announcement a Meridian manager survey found:<br />
More than 97 percent <strong>of</strong> managers agreed/strong agreed that they feel prepared to answer<br />
any questions their employees may have about the amalgamation<br />
More than 97.7 per cent agreed/strongly agreed that all the tools and speaking point given<br />
to them helped prepare them to discuss the amalgamation announcement with their<br />
teams.<br />
Meridian’s annual employee survey was conducted not only to the legacy employees but to the<br />
former DCU employees. DCU employees were asked to answer 12 questions regarding their<br />
engagement on a 5‐point scale with 1 being extremely dissatisfied and 5 being extremely satisfied.<br />
The survey found:<br />
Former DCU employees scored a satisfaction mean <strong>of</strong> 4.15/5 and former DCU branch<br />
managers scored a 4.32/5<br />
When asked “I know what Meridian stands for,” on average former DCU employees scored<br />
4.59/5 indicating they understand Meridian’s mission, vision and values.<br />
Anecdotal feedback from the former DCU employees indicates that the amalgamation has gone well<br />
and new employees are culturally integrating with Meridian. Take for example this email exert<br />
from a former DCU branch manager to Meridian’s CEO:<br />
Good Morning Sean,<br />
We wanted to personally thank you for the lovely and delicious fruit baskets delivered to our<br />
branches Tuesday. Your inscription on the enclosed cards with the baskets was very touching and<br />
genuine. DCU staff are so excited about the upcoming amalgamation and new opportunities<br />
coming their way. Thank you again for your kindness & generosity, thank you for making us feel so<br />
welcome. ‐Wendy Schultz, Branch Manager, University & Dundas
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Employee, Member or HR Communication<br />
AWARD OF EXCELLENCE<br />
Entrant’s Name: Janet Wile, ABC, APR, MC<br />
Organization: Barrick Gold Corporation<br />
Division/Category: 1. Communication Management 8. Employee Communication<br />
Title <strong>of</strong> Entry: 2011 “Discover Barrick” Lunchtime Information Sessions<br />
Time Period: July – August 2011<br />
Description: Discover Barrick is a series <strong>of</strong> lunchtime information sessions designed to help head <strong>of</strong>fice employees<br />
better understand the company, the mining business, and key corporate functions within the organization.<br />
Business Need/Opportunity:<br />
Barrick Gold Corporation is the world’s largest gold mining company with 26 operating mines and 25,000<br />
employees worldwide. Headquartered in Toronto, Canada, Barrick’s vision is to be the world’s best gold<br />
company by finding, acquiring, developing and producing quality reserves in a safe, pr<strong>of</strong>itable and<br />
socially responsible manner. Barrick shares are traded on the Toronto and New York stock exchanges.<br />
Since 2007, Internal Communications has organized the Discover Barrick series <strong>of</strong> lunchtime information<br />
sessions for employees in the Toronto <strong>of</strong>fice. The premise <strong>of</strong> Discover Barrick is that employees can do<br />
their jobs better if they understand operations, the mining business, and company priorities. This<br />
program features presentations by in‐house experts on topics such as Exploration, Mining techniques,<br />
Metallurgy, Research, Corporate Social Responsibility, and many others. Held in the summer months,<br />
these sessions are very popular with employees. The series has also been embraced by function leaders<br />
who use the opportunity to raise their pr<strong>of</strong>ile in the organization and promote their programs. Each<br />
year, topics are chosen to reflect the company’s strategic priorities, as well as employee suggestions<br />
from previous sessions.<br />
Continuous improvement is a core value within Barrick, and we apply it to Discover Barrick each year. As<br />
we designed the 2011 program, we faced a high bar for improvement. The eight sessions held in<br />
summer 2010 had an average attendance <strong>of</strong> 58 people and a response rate <strong>of</strong> 75% on evaluation forms.<br />
Satisfaction metrics were already very high: 95% <strong>of</strong> respondents rated the presentations good to<br />
excellent, and 93% agreed the sessions helped them feel better informed. Having worked our way<br />
through many basic topics, we were ready to <strong>of</strong>fer more complex topics like Permitting and Asset<br />
Management, but wondered if this would affect employee response. In early 2011, the head <strong>of</strong>fice<br />
began a major renovation project, and the meeting space previously used for Discover Barrick would not<br />
be available. Canceling the annual event was not an attractive option given its popularity with<br />
employees and function leaders. For the 2011 program, we needed to find an alternative location,<br />
design a program that would meet rising employee expectations, and ensure employee participation<br />
even if the event was held <strong>of</strong>f‐site.<br />
Intended Audience<br />
The audience is 360 Barrick employees at the head <strong>of</strong>fice in Toronto, particularly new and non‐technical<br />
employees. Reflecting Barrick’s global growth and success, the head <strong>of</strong>fice in Toronto has more than<br />
doubled over the past few years. Head <strong>of</strong>fice employees are generally highly educated pr<strong>of</strong>essionals in
very busy jobs that make taking time for information sessions difficult. They all have computers and are<br />
heavy users <strong>of</strong> email. Head <strong>of</strong>fice employees working in Finance, Human Resources, IT, and other<br />
corporate functions <strong>of</strong>ten lack mining knowledge or experience. Most do not travel to mine sites so they<br />
need alternative ways to learn about mining operations. Conversely, employees in technical<br />
departments have mining expertise and visit sites <strong>of</strong>ten, but they want to learn about other functions.<br />
Also included in the audience is a group <strong>of</strong> 20 summer students, who are potential employees <strong>of</strong> the<br />
future, and they are anxious to learn as much as possible about the industry and the company.<br />
Goals and Objectives<br />
Overall goals for this program were:<br />
• To fulfill employees’ need for information (especially new and <strong>of</strong>fice‐bound employees)<br />
• To improve head <strong>of</strong>fice employees’ understanding <strong>of</strong> the company and the mining business<br />
• To encourage networking and collaboration<br />
• To provide a venue for department heads to enhance their pr<strong>of</strong>ile with employees<br />
We set the following specific objectives for the 2011 program:<br />
1. Attendance<br />
o Increase attendance levels despite moving the events <strong>of</strong>f‐site. Target 60 people per session.<br />
2. Attendee feedback o Ensure high quality sessions, with at least 90% <strong>of</strong> attendees rating each session<br />
good or excellent.<br />
o Achieve education goal, with a minimum <strong>of</strong> 90% <strong>of</strong> attendees agreeing the session helped them feel<br />
better informed.<br />
These two aspects were measured using evaluation forms filled out by attendees at each session.<br />
3. Positive presenter experience o We solicited presenter feedback with a brief email survey after the<br />
program was completed. Our target was to have all presenters agree the event was well organized, and<br />
gain their expressed willingness to present again in the future.<br />
Solution Overview<br />
• Planning for the 2011 program started with a review <strong>of</strong> attendee and presenter feedback from the<br />
2010 sessions and the company’s 2011 strategic priorities. We developed a tentative list <strong>of</strong> topics and<br />
approached potential speakers about their interest and availability. Senior managers’ schedules are<br />
difficult, so we book them tentatively far in advance.<br />
• Eight topics were chosen and announced for 2011: Gold Markets/Treasury, Safety, Security, Project<br />
Permitting; Mining Basics, Asset Management, South American Operations, and Capital Projects Update.<br />
In addition, we had a tentative booking for the President and CEO to lead a session at the end <strong>of</strong> the<br />
series; we announced this special “Lunch with the President” session separately closer to the event<br />
when his schedule was confirmed.<br />
• Early in 2011, it became evident that <strong>of</strong>fice renovations would not be completed by the summer and<br />
our meeting room would be unavailable. We discussed this with the administration manager who was<br />
also project manager for the renovations program. She assisted us in identifying potential <strong>of</strong>f‐site<br />
venues. She also indicated that the added cost <strong>of</strong> the room rental would be absorbed into the<br />
renovations budget. After studying several options, we selected the Royal York, a prestigious hotel just a<br />
five minute walk from the <strong>of</strong>fice. Management’s willingness to cover this added cost is evidence <strong>of</strong> their<br />
support for this program and the value they feel it brings in terms <strong>of</strong> employee education.
• Sessions were scheduled for lunchtime on Wednesdays during July and August. Input from employees<br />
has consistently told us this is the best timing in their busy schedules.<br />
• To ensure high quality presentations, we worked with each presenter to outline audience needs,<br />
define the desired content, and communicate the time limits, format and other expectations. Presenters<br />
developed their own presentations but we reviewed them in advance and provided help as needed.<br />
• We announced the program by an email broadcast to all employees in the Toronto <strong>of</strong>fice, inviting<br />
employees to register for each session. Pre‐registration was important for room setup and the food<br />
order. We sent reminders to registrants before each session.<br />
• As in past years, registration response was high and immediate. The Communications Coordinator<br />
managed registrations on a spreadsheet and could tell at a glance who was attending any session.<br />
• Initially, we were concerned busy employees might balk at the inconvenience <strong>of</strong> having to go <strong>of</strong>f‐site.<br />
We determined to attract them with a first‐class experience, taking advantage <strong>of</strong> the new location.<br />
Based on attendee feedback, the change <strong>of</strong> venue proved to be a plus. o The space was more elegant<br />
than the <strong>of</strong>fice meeting room. It became an “occasion” to attend.<br />
o The hotel meeting room could accommodate up to 110 attendees; previously, the limit for our <strong>of</strong>fice<br />
meeting room was 70 and we had to create waiting lists for popular sessions.<br />
o The hotel space and facilities allowed for classroom seating so attendees had tables that gave them a<br />
place to put their food and a surface to complete the evaluation forms. Previously, the <strong>of</strong>fice location<br />
<strong>of</strong>fered only theatre seating with fold‐up chairs which made these tasks difficult. Improved conditions<br />
increased evaluation completion rates, providing more quality feedback.<br />
o Hotel staff set up the room. Previously, Communications staff and volunteers set up the room.<br />
o The hotel provided better food options, china and cutlery. Previously, it was informal with pizza and<br />
paper plates.<br />
• We gathered all the slide presentations and recorded the audio, giving us a resource <strong>of</strong> background<br />
information and reference material that has been used for articles and reports on these topics.<br />
• We prepared and posted a report on the intranet after each presentation, reporting the key messages<br />
delivered in each session for the benefit <strong>of</strong> employees worldwide. Two <strong>of</strong> these stories (Gold<br />
Markets/Treasury and Capital Projects) were adapted for placement in the global employee newsletter,<br />
and the Safety story was reproduced in the “Courageous News” Safety newsletter.<br />
• In 2011, Human Resources introduced a new s<strong>of</strong>tware system to track employees’ training and<br />
development activities. We provided the list <strong>of</strong> attendees for each session, so employees would receive<br />
training credit for attending these information sessions.<br />
Implementation and Challenges<br />
Budget: Expense for the 2011 program was $61,000, including hotel room rental and room setup, audiovisual<br />
support and technician, and lunch for nine sessions.<br />
Resources: Delivering this program was a team effort:<br />
• Janet Wile, Director <strong>of</strong> Communications (100 hours for planning, negotiating speakers, hosting the<br />
events, reviewing and reporting results, preparing intranet stories, and overall management <strong>of</strong> the<br />
program)<br />
• Henry Dang, Communication Specialist (90 hours for speaker assistance, reviewing presentations,<br />
compiling evaluation results, writing and posting intranet stories)<br />
• Evelyn Yallen, Manager <strong>of</strong> Communications (50 hours for setup assistance, audio transcriptions and<br />
preparing intranet stories)<br />
• Julie Winget, Communications Coordinator (40 hours for managing registrations and hotel/food)
Challenges: The guest presenters are senior managers and executives, and their schedules <strong>of</strong>ten change<br />
suddenly. We mitigated this risk by always arranging backup speakers who could fill in for them at short<br />
notice. In some cases, we listed a joint presentation, so if one speaker was called out <strong>of</strong> town, the other<br />
billed presenter would still be on board. Up until the day we issued the program announcement, several<br />
speakers needed to change their presentation date and we negotiated switches with other speakers to<br />
accommodate all the changes.<br />
Measurement/Evaluation <strong>of</strong> Outcomes<br />
Feedback was an integral part <strong>of</strong> this program. Each session had a question and answer period, and<br />
there was good interaction. We tracked attendance <strong>of</strong> individuals against registrations at each session.<br />
We asked attendees to evaluate each individual session. At the final session, we also asked for an overall<br />
evaluation <strong>of</strong> the series. In addition, we surveyed presenters for their feedback.<br />
The program exceeded expectations on all targeted objectives:<br />
1. Attendance/participation: We carefully tracked registrations and attendance. Over the nine sessions,<br />
participation totaled 666 attendees, for an average <strong>of</strong> 74 per session, well exceeding our target <strong>of</strong> 60<br />
and the previous year’s results (58). Two sessions (Gold Markets/Treasury and the CEO) drew 100+<br />
attendees.<br />
2. Attendee feedback: We placed an evaluation form and pen on every seat so that attendees could<br />
easily provide feedback and suggest additional topics. During the speaker introduction, we always<br />
referred to the evaluation form and reminded people to provide their input. We compiled results<br />
immediately after each individual session and provided the ratings and comments to the presenter. At<br />
the end <strong>of</strong> the series, we prepared a consolidated report <strong>of</strong> survey results to compare ratings and results<br />
across the sessions (see work sample). Key findings from the evaluations are: o Of the total 666<br />
attendees over the nine sessions, 606 filled out an evaluation form, for a response rate <strong>of</strong> 92%. This is a<br />
big increase from 2010, when 350 <strong>of</strong> 467 attendees provided feedback for a response rate <strong>of</strong> 75%.<br />
An average <strong>of</strong> 96% <strong>of</strong> respondents rated the presentations good or excellent (beyond our target<br />
and up from 95% the previous year). All presenters received consistently high ratings. The lowest<br />
was 84%, and two speakers rated 100%.<br />
94% <strong>of</strong> respondents said the sessions helped them feel better informed (beyond our target and up<br />
from 93% the previous year). Two speakers achieved 100% ratings.<br />
Write‐in comments about “the most important thing I learned today” identified understanding the<br />
role/activities/challenges <strong>of</strong> the various departments and the impact on the rest <strong>of</strong> the organization.<br />
This was a key goal <strong>of</strong> the program. A review <strong>of</strong> comments from each session showed the speakers’<br />
key messages were heard and understood.<br />
Respondents provided many suggestions for additional topics they would like to hear about. This<br />
input will be used to design the program for <strong>2012</strong>.<br />
In addition to the evaluation <strong>of</strong> each individual session, at the final session, we asked attendees to rate<br />
the overall series, with these results:<br />
84% said the 2011 program was better than previous years. They cited the better room setup,<br />
more comfortable seating, better food, and the mix <strong>of</strong> advanced topics as key reasons for the rating.<br />
95% rated the venue good to excellent.<br />
95% rated the overall quality <strong>of</strong> the presentations good to excellent.
Sample comments on the series include: “It is evident that a lot <strong>of</strong> time and effort is put into every<br />
presentation and this motivates everyone to also care and participate. Overall great experience!”<br />
“All <strong>of</strong> the sessions were both interesting and informative!”<br />
“Excellent job,very well planned and organized. Awesome speakers.”<br />
“Great to meet the speakers and know who’s who.”<br />
“Great way to provide valuable information to Barrick employees about different business areas<br />
within Barrick.”<br />
“Great presenters and interesting topics. Allows me to understand the full scope <strong>of</strong> the company<br />
outside <strong>of</strong> my day‐to‐day responsibilities.”<br />
The most important thing I learned is “the big picture <strong>of</strong> how different departments/groups fit<br />
together/contribute to the company.”<br />
The most important thing I learned is “Barrick tries really hard to mine responsibly and improve the<br />
standard <strong>of</strong> living in countries it operates in.”<br />
The most important thing I learned is “mining is complex and it requires all functional groups<br />
working together to achieve positive results.”<br />
3. Presenters’ feedback: At the end <strong>of</strong> the series, we contacted each presenter with a quick email survey<br />
asking them to assess the organization and value <strong>of</strong> the sessions. All respondents said the sessions were<br />
well organized and a great opportunity to pr<strong>of</strong>ile their departments/functions. All said they would be<br />
willing to participate again. They also suggested other potential topics and presenters for the future.<br />
Conclusion: The 2011 Discover Barrick program exceeded the previous year’s high ratings, and turned a<br />
venue change into an advantage that increased participation and employee satisfaction. We also<br />
extended the value <strong>of</strong> the sessions by reporting the speakers’ content in stories on the intranet and<br />
repurposing the stories for use in company newsletters, ensuring the information reached employees<br />
beyond the Toronto <strong>of</strong>fice.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Brand Communication<br />
AWARD OF MERIT<br />
Entrant’s Name: Megan Johnson<br />
Organization’s Name: Fleishman‐Hillard Canada<br />
Division/Category: Division 1: Communication Management Category 10: Brand Communication<br />
Title <strong>of</strong> Entry: Lay’s Farmers Campaign<br />
Time Period <strong>of</strong> Project: January‐December 2011<br />
Brief Description: Fleishman‐Hillard Canada (FH) executed an inaugural strategic and comprehensive public and<br />
media relations program to support the second year evolution <strong>of</strong> the Lay’s Farmers campaign. The purpose <strong>of</strong> the<br />
campaign was to continue to raise awareness and educate Canadians about the local roots <strong>of</strong> Lay’s potato chips<br />
and the Canadian farmers responsible for growing them through on‐message, branded media coverage.<br />
Business Need/Opportunity<br />
In 2010, PepsiCo Foods Canada, through its Lay’s brand, conducted research demonstrating that potato<br />
chips are a staple in 77 per cent <strong>of</strong> Canadian households and, although the brand continued to have a<br />
strong hold on the category (60.7 per cent household penetration), Lay’s had seen a steady decline in<br />
overall brand loyalty in recent years. This decline was attributed to increased competitor activity and<br />
also to the finding that consumers’ purchasing decisions are more strongly influenced by the „junk food’<br />
association and health merits <strong>of</strong> the product, as opposed to having any emotional connection with the<br />
Lay’s brand itself.<br />
In response to these key insights, the Lay’s brand quickly shifted its focus to increase brand loyalty by<br />
elevating the consumer perception <strong>of</strong> Lay’s away from being a junk food, giving consumers a relevant<br />
and more meaningful reason to buy Lay’s potato chips. The brand launched a new creative idea in 2010<br />
that enforced a 100 per cent homegrown and simple ingredients message and continued to support this<br />
platform in 2011. The idea brought actual Lay’s Canadian potato farmers to life through the notion that<br />
‘Behind every bag <strong>of</strong> Lay’s is a proud Canadian farmer’, communicating that ‘your favourite bag <strong>of</strong> Lay’s<br />
chips are grown closer to home than you think’.<br />
The Lay’s brand established a three year vision „to be LOVED in every Canadian community’ and<br />
committed itself to reassuring consumers that Lay’s potato chips are made from homegrown potatoes,<br />
farmed by Canadian potato farmers and ultimately made with only three simple ingredients (potatoes,<br />
oil and salt).<br />
In 2011, Lay’s planned to launch the second year evolution <strong>of</strong> the Lay’s Farmers campaign beyond<br />
advertising and in‐store marketing activity and engaged FH, for the first time, to develop and execute a<br />
strategic comprehensive public and media relations program. This program would tell the story to media<br />
and consumers about the origin <strong>of</strong> Lay’ss potato chips ‘from farm to table’, and celebrate the Canadian<br />
Lay’s potato farmers responsible for growing those potatoes.<br />
In addition to the company’s research, Fleishman‐Hillard also conducted research as part <strong>of</strong> the public<br />
relations program to support the brand’s findings and to investigate further whether or not this<br />
campaign would resonate with consumers and garner editorial coverage with media. This research<br />
included:
1. Traditional and social media audits<br />
a. An assessment <strong>of</strong> the Lay’s brand and major competitors in Canada over 12‐24 months, as well as<br />
consumer attitudes and behaviour towards locally‐grown food and snack food products<br />
FH leveraged this research to create a campaign that would continue to resonate with media and<br />
consumers in its second year, positioned the company as a community leader, and built brand equity.<br />
Intended Audiences<br />
Consumers:<br />
Primary: the „Better‐Balanced Mom’, 25‐50 with a bulls eye <strong>of</strong> 35<br />
She has a hard time balancing taste, quality and health. She is a realist; you can’t be good all the<br />
time, but believes that simple is better – the more simple and real (less processed) the ingredients<br />
are, the more comfortable she feels about her choices. She loves the idea <strong>of</strong> knowing where her<br />
food comes from.<br />
Secondary: Canadian snack‐lovers/adults who believe in simple daily pleasures, 25‐50<br />
Media: English and French media outlets, short and long‐lead news/lifestyle/food/agriculture, including<br />
print, television, radio, online outlets and bloggers<br />
Goals/Objectives<br />
Goals:<br />
Develop an inaugural public relations campaign that continues to tell the Lay’s homegrown story in a<br />
fresh and unique way to media and consumers in the program’s second year<br />
Develop a national media relations program for the Lay’s Farmers campaign that generates branded,<br />
on‐message and national coverage throughout 2011<br />
Educate consumers about the origin <strong>of</strong> Lay’s potato chips ‘from farm to table’<br />
Showcase and celebrate the Lay’s potato farmers as local, Canadian heroes responsible for growing<br />
the potatoes that are eventually transformed into Canada’s favourite potato chips<br />
Create and drive top‐<strong>of</strong>‐mind awareness <strong>of</strong> Lay’s potato chips amongst media and consumers<br />
through the homegrown message<br />
Get the Lay’s target consumer to change their perceptions <strong>of</strong> Lay’s by enlightening them that Lay’s<br />
has local roots<br />
Objectives:<br />
Generate third‐party endorsement via media coverage to add credibility to the Lay’s homegrown<br />
story by generating a minimum <strong>of</strong> 45 media stories, 20 million impressions and $0.03 cost per<br />
contact<br />
Solution Overview<br />
FH supported the Lay’s brand to change consumer perception and communicate its local roots by<br />
leveraging homegrown spokespeople across the country – the Lay’s Farmers. Utilizing the farmers<br />
directly provided a credible, third‐party voice to lend authenticity to the program and endorsement to<br />
the brand.
Additionally, FH recommended that the narrative <strong>of</strong> the public relations campaign focus on the<br />
company’s passion and commitment to supporting local Canadian communities. This strategy would<br />
come to life in a two‐phased approach consisting <strong>of</strong> pre‐launch research and launch execution in a<br />
comprehensive media and public relations plan (WS#1).<br />
Implementation and Challenges<br />
Budget: The total PR campaign budget was $95,000, and included all fees and expenses<br />
(telecommunications charges, couriers, translation, broadcast clips, travel costs)<br />
To maximize the budget and reduce expenses, including travel and telecommunications, FH enlisted<br />
colleagues in Montréal, Calgary and Vancouver to execute regional media relations outreach and onsite<br />
management during FAM trips<br />
With the program entering its second year, a first year for PR, FH thoroughly assessed PR tactics to<br />
ensure the strategic framework for the 2011 campaign would deliver the best return on investment. The<br />
2011 tactical plan included the following:<br />
Lay’s Farmers Media Pr<strong>of</strong>iles:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Engaged select Lay’s farmers, from the commercial spots, to participate in regional media relations<br />
activities (WS#2)<br />
Worked closely with each farmer, through email and telephone interviews, to learn about, and craft<br />
their personal story to share with media<br />
National Media Relations Launch:<br />
Highlighted the Lay’s farmers, their personal stories and experiences in growing Lay’s potatoes via<br />
national and regional media relations in English and French<br />
Drafted a press release (WS#3), in addition to the creative bios (WS#4), detailing each farmer’s<br />
specific story, and pitched the content to local and national media in English and French<br />
Developed program key messages and conducted personalized media and message training with the<br />
Lay’s farmers (WS#5)<br />
Secured phone/in‐person media interviews with the Lay’s farmers in each region to discuss their<br />
farm’s history, daily life and partnership with Lay’s (what it means to be a Lay’s farmer) (WS#6)<br />
<br />
<br />
<br />
<br />
Live Like a Lay’s Farmer – FAM (Farm) Trips:<br />
Conducted media trips to regional Lay’s farms to provide targeted media and bloggers with the<br />
unique opportunity to experience a „day in the life’ <strong>of</strong> a Lay’s farmer firsthand, to promote local and<br />
national coverage<br />
Invited specific pre‐selected media in each <strong>of</strong> the Lay’s farmer’s regions to spend a day with them on<br />
their personal farm where Lay’s potatoes are grown (WS#6)<br />
Media had the opportunity to interview the Lay’s farmer, experience what they do on a daily basis<br />
and personally follow them to learn about the family business <strong>of</strong> potato farms in Canada<br />
Challenges:<br />
Timing for the FAM trips was a „catch 22’ situation ‐ the best time to take media to the farms was<br />
during planting and harvesting seasons, which were also the busiest times <strong>of</strong> year for the farmers.<br />
On several occasions, trips could not take place during a media guests’ preferred time due to this<br />
reason
The fluctuations in weather were also a hindrance when booking media trips. Trips on rainy days<br />
were not carried out, as they resulted in fewer sights to observe around the farm. FH had to keep an<br />
eye out on pending weather, which could postpone or cancel a trip all together, jeopardizing<br />
subsequent media coverage<br />
Campaign budget prohibited the ability for media to travel to farms in different provinces and was<br />
also prohibitive to allowing more than a certain number <strong>of</strong> media on trips<br />
Various broadcast outlets who requested to organize „live eye’ broadcasts on the farm (ex. CityTV<br />
Breakfast Television, Toronto) could not obtain proper reception from the farm and consequently,<br />
couldn’t carry out the broadcast<br />
There were several media requests to take a tour <strong>of</strong> a local plant that makes Lay’s potato chips to<br />
truly showcase the „farm to table’ story, however due to restrictions surrounding civilians entering<br />
the plant, these contacts were denied access, resulting in missed opportunities for additional media<br />
coverage<br />
Measurement/Evaluation<br />
Measureable results for the Lay’s Farmers campaign include:<br />
Secured 78 branded media stories (Goal: 45‐55 media stories), including national and local, English<br />
and French print, television, radio and online media<br />
Secured 20 print articles (WS#7); highlights include:<br />
Small business interview with the Globe and Mail and Alliston, ON‐based Lay’s farmer<br />
Financial Post interview with Alliston, ON‐based Lay’s farmer; story was picked up by six major daily<br />
print newspapers across the country including the Montreal Gazette, Vancouver Sun, Calgary Herald<br />
and Ottawa Citizen<br />
Local media coverage resulting from interviews with farmers and experiential FAM trips included the<br />
Barrie Examiner, Charlottetown Guardian and L’Action de Joliette<br />
Secured 53 online media stories (WS#7); highlights include:<br />
Women’s Post online interview with female Alliston, ON farmer, Ruth Vander Zaag<br />
Financial Post interview with Vander Zaag; story was picked up by online outlets <strong>of</strong> six major daily<br />
newspapers across the country including the Montreal Gazette, Vancouver Sun, Calgary Herald and<br />
Ottawa Citizen<br />
Online marketing and trade coverage included Media in Canada, Adnews and Foodservice World<br />
Secured five TV and radio stories (WS#8); highlights include:<br />
CP24 Breakfast carried out a live‐eye broadcast from a Lay’s farmers farm in Alliston, ON, resulting in<br />
four segments and more than 10 minutes <strong>of</strong> coverage<br />
On va se coucher moins niaseux, a Quebec‐based features show (Z‐télé), devoted a 30min weekly<br />
episode to learning more about the Lay’s farming/production process and interviewed a Joliette,<br />
QC‐based Lay’s farmer<br />
Tout le monde en parle, a Quebec‐based TV talk show (RDI), featured coverage from the Lay’s<br />
edition <strong>of</strong> “On va se coucher moins niaseux” and interview the host<br />
CJOC‐FM, a local Lethbridge, AB station, and AM 660 in Calgary interviewed Alberta‐based Lay’s<br />
farmers<br />
93.85 per cent MRP score (Goal: 80 per cent) (WS#9)<br />
The program’s qualitative analysis included:<br />
Positive Tone: 76 per cent<br />
Neutral Tone: 24 per cent
Company/Brand Mention: 100 percent;<br />
Inclusion <strong>of</strong> Photo/Image/Logo: 45 percent;<br />
Inclusion <strong>of</strong> Spokesperson Quote: 74 per cent;<br />
Inclusion <strong>of</strong> Key Messages: 99 per cent;<br />
Exclusivity: 76 per cent<br />
Bonus: outreach based on proactive coverage (non‐aggregate): 76 per cent<br />
$0.004 cost per contact (Goal: $0.03)<br />
More than 23 million impressions (Goal: 20 million impressions)<br />
The brand observed an eight percent increase in sales <strong>of</strong> Lay’s products throughout 2011
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Social Responsibility including Economic, Societal and Environmental Development<br />
AWARD OF EXCELLENCE<br />
Entrant's Name: Stephanie Kohls<br />
Organization's Name: Environmental Defence Canada<br />
Division: Communication Management and Communication Skills<br />
Category: Social Responsibility<br />
Title <strong>of</strong> Entry: Penelope4Ontario<br />
Time Period <strong>of</strong> Project: Late August 2011 – Early October 2011<br />
Brief Description: Environmental Defence raised awareness leading up to Ontario's October 6, 2011 provincial<br />
election with a mock non‐partisan election campaign featuring an 8‐year‐old candidate who was serious —<br />
“pantsuit serious” — about environmental issues. The campaign's premise was that although children can't vote,<br />
they have to live with the long‐term outcomes <strong>of</strong> our environmental choices. Throughout her campaign,<br />
“Penelope” encouraged Ontarians to vote with her future in mind.<br />
Business Need/Opportunity<br />
Environmental Defence is Canada’s most effective environmental action organization. Our mission is to<br />
challenge and inspire change in government, business and people, and we do so through research,<br />
education and advocacy work.<br />
While our work spans a broad array <strong>of</strong> national issues, some <strong>of</strong> our key campaigns are geographically<br />
based in Ontario, including Greenbelt, green energy, and water. Faced with an upcoming provincial<br />
election and potential post‐election threats to our key campaign areas, we recognized a need to bring<br />
environmental issues to the forefront, to engage voters, and to strengthen these campaigns by<br />
providing a platform for party leaders to make environmental commitments. The election also <strong>of</strong>fered<br />
the opportunity to raise brand awareness <strong>of</strong> our organization and to highlight Environmental Defence as<br />
the leading group behind these issues.<br />
The challenge presented to us was how to gain voters' attention and be heard amidst the noise from<br />
other hot election issues (e.g. education, health, etc.), while remaining completely non‐partisan in our<br />
messaging and working within non‐pr<strong>of</strong>it budgetary constraints.<br />
Intended Audience<br />
The Penelope4Ontario campaign targeted Ontarians <strong>of</strong> voting age (18+), with a focus on those not yet<br />
engaged in environmental issues. The campaign used a light‐hearted approach to a hot‐button issue to<br />
stand out and make environmental issues more palatable for those who might not otherwise consider<br />
them when voting.<br />
Penelope4Ontario also targeted leaders <strong>of</strong> Ontario's political parties (Progressive Conservative, Liberal,<br />
NDP and Green) with the aim <strong>of</strong> securing solid environmental commitments before the election.
Goals/Objectives<br />
To bring environmental issues to the forefront and to engage voters, we outlined four campaign goals:<br />
<br />
<br />
<br />
<br />
To execute a humorous and engaging campaign to break through election clutter and engage<br />
Ontarians on environmental priorities for the October election.<br />
To secure positive platform commitments on the environment from all parties.<br />
To increase awareness <strong>of</strong> environmental issues amongst Ontarians.<br />
To increase Environmental Defence brand awareness.<br />
Executing an engaging campaign that utilized creativity and humour helped us break through the<br />
campaign noise and drum up awareness for our cause. The goals outlined helped us to both meet our<br />
current needs (raise awareness, make environmental issues a key election priority and raise the pr<strong>of</strong>ile<br />
<strong>of</strong> our organization), and future needs (building an “army” <strong>of</strong> supporters, both financial and otherwise,<br />
for future campaigns).<br />
We measured increasing awareness <strong>of</strong> environmental issues in several ways, which are expanded on<br />
under Question 6: earned media coverage, traffic to Penelope4Ontario.ca, video views, and social media<br />
buzz. To measure increased Environmental Defence brand awareness, we focused on our<br />
communications channels: increased Environmental Defence twitter followers and facebook likes,<br />
EnvironmentalDefence.ca web traffic, and email signups. Specific goals and metrics included: securing<br />
website traffic <strong>of</strong> 5,000 visits, minimum 10,000 video views, 500 new facebook likes and twitter<br />
followers, reaching 100,000 people with an advertising budget <strong>of</strong> $5,000, and attracting a minimum <strong>of</strong><br />
200 new email subscribers.<br />
Solution Overview<br />
Recognizing that many <strong>of</strong> the issues we work on were secondary to other top <strong>of</strong> mind issues (e.g. health<br />
and education) for many Ontarians facing an upcoming election, we proactively planned a campaign<br />
that would bring environmental issues to the forefront in an easily digestible and shareable way. Several<br />
concepts and vehicles were explored to carry our message, but all <strong>of</strong> them risked being lost amidst the<br />
election clutter. The concept <strong>of</strong> a mock child candidate who would parody the campaigns <strong>of</strong> politicians<br />
was both humourous and provocative, a means <strong>of</strong> grabbing voters’ attention and creating a gateway to<br />
discuss environmental issues on the ballot.<br />
We projected that the impact <strong>of</strong> creating a “new” candidate, and specifically one that was a child<br />
imploring adult voters to consider her future, would draw media and public attention and help make<br />
environmental issues a top election issue. We strove to inject a positive vision, inspiring people to take<br />
part in the democratic process that can <strong>of</strong>ten be cynical and dark. Our messaging intentionally rejected<br />
the negative aspects <strong>of</strong> campaigns, even making light <strong>of</strong> them (e.g. Introducing “Penelope’s” political<br />
opponent, "Donald") to appeal to people interested in the wellbeing <strong>of</strong> the next generations.<br />
The key messages <strong>of</strong> the campaign were:<br />
“Penelope” is campaigning to make sure the environment (clean air and water, green energy,<br />
and Greenbelt) tops the agenda this provincial election because kids have their future to think<br />
about.<br />
“Penelope” is touring communities across Ontario until the election to make sure party leaders<br />
commit to protecting our environment.
“Penelope” has prepared a "report card" on where candidates stand on the issues so that<br />
Ontarians can make an informed choice when they vote for her future.<br />
“Penelope” was selected from a pool <strong>of</strong> children who were already engaged in environmental issues<br />
through school. Within a short window <strong>of</strong> time she was trained on the issues (including site visits) and<br />
prepared for a month‐long tour. The campaign was launched at the start <strong>of</strong> September with a<br />
speech/photo op on the lawn <strong>of</strong> Queen’s Park, and as expected, Penelope4Ontario quickly gained a<br />
captive audience. She visited sites from the Holland Marsh to solar‐panel factories, traveling in an<br />
election‐style tour across key areas <strong>of</strong> Ontario and documented her journey and her encounters with<br />
politicians and the public through photos, videos, blogs, and social media. She talked to Ontarians about<br />
the importance <strong>of</strong> preserving the Greenbelt and investing in renewable energy. Her tour brought her to<br />
places like Barrie, Ottawa, and Hamilton, where she gave speeches, kissed babies, shook hands, spoke to<br />
media, and interviewed political candidates on their platforms. The tour ended with a wrap party in<br />
Toronto to celebrate the campaign’s success.<br />
The campaign materials:<br />
Website – Penelope4Ontario.ca was intended to drive voters to a central hub where they could<br />
read the parties' platforms (“Report Card”) and make an informed vote. The mock candidate<br />
website mimicked the websites <strong>of</strong> candidates and included several components: logo,<br />
biography, photos, news, Penelope's platform, campaign video, Report Card, social media tools,<br />
and a daily blog. Readers could also make environmental pledges, and left hundreds <strong>of</strong><br />
motivational messages for “Penelope”.<br />
Printed materials – Printed materials were created for <strong>of</strong>fline campaign activities, and featured<br />
QR codes for easy access to the site. These included posters and picket signs, buttons, handbills,<br />
and a car decal for the campaign vehicle. On the tour’s stop in Ottawa, custom "Penelope<br />
Cookies" were created to mimic the infamous "Obama Cookies" sold at the Byward Market.<br />
Campaign videos – Over the duration <strong>of</strong> the campaign, Environmental Defence coordinated the<br />
concept, script and production <strong>of</strong> five videos: “Meet Penelope – Penelope4Ontario.ca”,<br />
“Penelope’s Speech at Queen’s Park”, “To Penelope: Future Shmuture”, “Ontario Election<br />
Debate: Penelope vs. Donald” and “It’s a wrap! Penelope4Ontario campaign”. Creating<br />
campaign videos enabled us to summarize and bring forward our priority environmental issues<br />
to help raise awareness amongst voters and induce them to share the video content with<br />
others. The videos were also intended to drive viewers to the site where they could learn more<br />
about the campaign and the party platforms.<br />
Advertising – Working with a limited budget, we focused our efforts on small ad buys on<br />
facebook and youtube. Banner ads were designed and posted on allies’ sites, such as<br />
greenlivingonline.ca, at no cost.<br />
Earned media – Media releases were crafted at the launch <strong>of</strong> the campaign and upon the<br />
release <strong>of</strong> two subsequent campaign videos. Media advisories were also sent out and helped the<br />
campaign earn media at each stop along the campaign trail. A full list <strong>of</strong> media coverage can be<br />
found under Question 6.<br />
The campaign successfully obtained commitments from party leaders and effectively made<br />
environmental issues election priorities. Despite non‐pr<strong>of</strong>it constraints, we remained under budget,<br />
spending only $48,000 <strong>of</strong> our $60,000 budget. Keeping that and the tight timeline from planning to<br />
execution <strong>of</strong> the campaign in mind, the Penelope4Ontario project was highly effective in raising<br />
awareness <strong>of</strong> the issues and the work <strong>of</strong> our organization. More results can be found under Question 6.
Implementation and Challenges<br />
As a non‐pr<strong>of</strong>it, the Penelope4Ontario campaign presented several challenges:<br />
Competition – The impetus for the campaign idea (i.e. using humour) was to raise the pr<strong>of</strong>ile <strong>of</strong><br />
our organization and our issues amidst intense competition for media and public attention<br />
during the period leading up to the October 6 th provincial election.<br />
Budget – Non‐pr<strong>of</strong>it budgets can be challenging to work with, but our team managed to spend<br />
only $48,000 <strong>of</strong> an allotted $60,000 budget. The campaign videos' productions consumed<br />
approximately<br />
20% <strong>of</strong> our budget, but we cut costs by creating multiple videos from previously captured<br />
footage.<br />
Administrative costs (honorarium, tutoring, etc.) set aside, the majority <strong>of</strong> the remaining budget<br />
was focused on web (10%), print (10%) and promotional materials (10%). Besides traditional<br />
social media, videos and the website were promoted through small ad buys (under budget,<br />
approximately 5% <strong>of</strong> budget) on facebook and youtube and banner ads were strategically placed<br />
on our allies' websites. Media releases accounted for less than 5% <strong>of</strong> the budget but the<br />
extensive earned media coverage at each stop on the campaign tour was vital to<br />
Penelope4Ontario's success.<br />
Time frame – Though initial planning for an election campaign began months earlier, detailed<br />
plans for Penelope4Ontario were not finalized until mid‐August. With the tour set to launch in<br />
early September, we interviewed, selected and trained a child and created all campaign<br />
materials (videos, print materials, ads, etc.) in the span <strong>of</strong> only a couple <strong>of</strong> weeks. The campaign<br />
itself, which took us across Ontario, was executed over four weeks and required meticulous<br />
scheduling around school year activities.<br />
Logistics – Working with a child presented several inherent challenges. “Penelope” was not a<br />
trained actor, so in order to ensure consistent messaging throughout the campaign, including in<br />
media interviews and impromptu meetings with the public, media training was provided and a<br />
"Campaign Manager" was assigned for messaging and logistics. We were legally required to<br />
have a parental chaperone on hand at all times who we handpicked to be environmentally<br />
minded and a good representative <strong>of</strong> Environmental Defence. The project also required<br />
scheduling around school and ensuring the privacy and safety <strong>of</strong> the child throughout the entire<br />
period.<br />
Criticism – As an environmental advocacy group, we expect criticism <strong>of</strong> our campaigns. We<br />
planned in advance for concerns about the use <strong>of</strong> a child in a political campaign during the<br />
school year by selecting the child from a pool <strong>of</strong> environmentally engaged children and putting<br />
in place a system to minimize her required hours. “Penelope” was <strong>of</strong>fered a private tutor and<br />
was scheduled for no more than two days each week. Throughout the tour we worked closely<br />
with the child’s parents, who blogged about their experience and were also made available for<br />
comment.<br />
Charitable status – As a non‐pr<strong>of</strong>it, we were mandated to remain completely non‐partisan in all<br />
campaign messaging. So as not to influence voters on which party to vote for, campaign<br />
messaging focused solely on issues and not parties.<br />
Measurement/Evaluation<br />
Metrics that helped demonstrate success in meeting our objectives <strong>of</strong> increasing awareness <strong>of</strong><br />
environmental issues before the election and raising the pr<strong>of</strong>ile <strong>of</strong> our organization included:
Experiential: “Penelope” met and shook hands with thousands <strong>of</strong> Ontarians on her tour,<br />
including political figures and the public. The campaign took her from the launch in Toronto, to<br />
pamphleting on the streets <strong>of</strong> Barrie, to handing out cookies in Ottawa, having sundaes with<br />
local candidates, visiting university students in Guelph, speaking at Moving Planet next to<br />
former mayor David Miller, participating outside the leaders’ debates and closing the campaign<br />
at her wrap party. “Penelope” clearly had an influence on followers; one Hamiltonian fan<br />
tweeted at her, came to an event, and then blogged about the experience.<br />
Website traffic and email signups: Over 8,000 people visited the Penelope4Ontario.ca site over<br />
the short campaign period, which is approximately 20% higher traffic than similar one‐<strong>of</strong>f<br />
campaign websites that we have operated over comparable spans <strong>of</strong> time. The website’s low<br />
bounce rate <strong>of</strong> 33% suggests that not only were visitors becoming informed on the issues but<br />
that they were also highly engaged with the content, staying on the site and visiting several<br />
pages. With over 300 pledges and new email signups, readers also chose to stay connected with<br />
us as an organization. Hundreds <strong>of</strong> pledges included similar inspirational messaging, e.g. “You’re<br />
an inspiration to all, young or old. Keep it up like this and you will ensure an amazing future for<br />
all younger generations”.<br />
Video views and social media activity: Campaign videos were collectively viewed close to 24,000<br />
times and were shared thousands <strong>of</strong> times through facebook and twitter. Key to the campaign's<br />
success was<br />
the re‐posting and re‐tweeting <strong>of</strong> campaign videos and the website by influential social media<br />
users, such as David Suzuki and Margaret Atwood. Another key component was social media<br />
advertising, which, for less than 5% <strong>of</strong> the budget, accounted for 1,135,156 impressions and<br />
garnered over 7,000 clicks. The videos helped us to meet our goal <strong>of</strong> raising awareness about<br />
the issues and <strong>of</strong> driving people to Penelope4Ontario.ca and EnvironmentalDefence.ca, where<br />
they could read the party platforms and inform their votes. Environmental Defence twitter<br />
followers increased by 30% and facebook ‘likes’ increased by 20%, indicating that members <strong>of</strong><br />
the public had learned about our organization specifically and opted to follow and become more<br />
engaged with it.<br />
<br />
<br />
Media coverage: With a small budget and a goal <strong>of</strong> increasing awareness, earning media<br />
coverage was vital to the success <strong>of</strong> Penelope4Ontario. Media coverage was tracked throughout<br />
the campaign but due to limited budgets, we do not have media impression numbers. Below is a<br />
list <strong>of</strong> media coverage:<br />
Toronto: GridTO, CBC Toronto, CHCH News, Global Toronto<br />
Barrie: Rogers TV, Barrie Examiner, Snap Barrie, 107.5 Kool FM, 95.7 Rock, B101, CHAY<br />
FM<br />
Hamilton: Hamilton Open File, Hamilton Spectator, CHCH News, CFRU 93.3 FM, 570<br />
News, Y108/900, CKNW AM 980<br />
Guelph: University <strong>of</strong> Guelph radio<br />
Waterloo: The Waterloo Record<br />
Ottawa: Metro Ottawa, Le Droit, CBC Ottawa, Radio 1310 NewsTalk and CFRA<br />
Other: MacLean's magazine, Canadian Press, Marketing Magazine<br />
Awareness and environmental commitments: Besides increasing public awareness <strong>of</strong> where<br />
politicians stood on environmental issues, our efforts likely helped secure specific responses on
these issues: phasing out coal, highway expansion, support for Great Lakes protection, and the<br />
need for cleaner sources <strong>of</strong> electricity. Energy in particular and its impact on the environment<br />
was a key part <strong>of</strong> the election discourse from all parties, and the elected government’s platform<br />
clearly outlined its intentions to preserve the Green Energy Act, in addition to other regulations<br />
to ensure water safety (Pesticides Act and Great Lakes Protection Act), growth <strong>of</strong> the Greenbelt,<br />
protection <strong>of</strong> endangered species, and Boreal forest preservation (Far North Act), resulting in<br />
positive non‐partisan outcomes for everyone.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Social Responsibility including Economic, Societal and Environmental Development<br />
AWARD OF MERIT<br />
Entrant’s name: Anna Larson<br />
Organization’s name: The Regional Municipality <strong>of</strong> Halton<br />
Division / Category: Division 1: Communication Management; Category 11: Social Responsibility including<br />
Economic, Societal and Environmental Development<br />
Title <strong>of</strong> Entry: A Farewell to Featherwagons<br />
Time Period <strong>of</strong> Project: 2010‐2011<br />
Brief Description: This submission focuses on the importance <strong>of</strong> story in environmental change. With the<br />
publication and launch <strong>of</strong> A Farewell to Featherwagons, the Halton Region Health Department (HRHD) aims to<br />
educate children aged four to eight, and their parents, about the links between air quality and human health, and<br />
about the actions they can take to improve air quality and address climate change in Halton.<br />
Business Need/Opportunity<br />
The Regional Municipality <strong>of</strong> Halton serves more than 500,000 residents in the City <strong>of</strong> Burlington, and<br />
the Towns <strong>of</strong> Halton Hills, Milton and Oakville. HRHD works to promote and protect health, prevent<br />
disease and provide emergency management services. Protecting and enhancing the natural<br />
environment was a key theme in Halton Region’s 2007 ‐ 2010 Strategic Plan. Monitoring, reporting and<br />
assessing the impacts <strong>of</strong> air pollution on human health in the region is now an important theme in the<br />
Region’s Citizens’ Priorities 2011‐2014 Action Plan. This direction comes in response to the growth<br />
expected in Halton over the next 25 years, which will add stress to local air quality as new vehicles,<br />
homes and workplaces are introduced. A related HRHD goal is to develop and implement a plan to<br />
protect and enhance Halton’s air quality. A 2007 HRHD policy paper identified actions to address air<br />
quality issues associated with growth and development patterns in the Halton. Based on its<br />
recommendations, HRHD established a program that aims to reduce air emissions and protect Halton<br />
residents’ health. The program includes airshed modelling, air monitoring, policy development, planning<br />
application reviews, education and awareness raising.<br />
The issue: People are slowly becoming aware <strong>of</strong> the health impacts associated with air quality and<br />
climate change. Yet according to an Environics Research report, Canadians pay little attention to “air<br />
quality advisories, in part because they've become psychologically "acclimated" to air pollution” 5 . This<br />
may lead to poor decision making, such as not taking health protection measures (e.g., avoiding<br />
strenuous outdoor activity when pollution levels are high) resulting in short and long‐term health<br />
impacts suffered by individuals and neighbourhoods (and an increased burden on the health care<br />
system). Air quality has worsened in Halton: from 1993 to 2000, 43 smog alerts 6 were issued; from 2001<br />
to 2008, that number rose to 166.<br />
Impact: A Canadian Medical Association (CMA) report indicated that in 2008, as many as 21,000<br />
Canadians would die prematurely from the effects <strong>of</strong> air pollution. While most <strong>of</strong> those deaths would be<br />
due to chronic exposure over a number <strong>of</strong> years, almost 3,000 would be the result <strong>of</strong> acute, short‐term<br />
5<br />
Most Canadians ignore air-quality advisories: Report. http://bit.ly/yOxtF9<br />
6 http://www.halton.ca/cms/one.aspx?portalId=8310&pageId=13733
exposure. 7 Data released by the Ontario Medical Association (OMA) shows that air pollution is a<br />
contributing factor in almost 9,500 premature deaths per year in Ontario. 8 The OMA also estimated that<br />
there would be 336 premature smog deaths in Halton in 2008. Additionally, “(C)limate change is<br />
increasing the burden <strong>of</strong> climate‐sensitive health determinants and outcomes worldwide…Children are<br />
particularly vulnerable to these health outcomes because <strong>of</strong> their potentially greater exposures, greater<br />
sensitivity to certain exposures, and their dependence on caregivers.” 9<br />
Research: To help guide communications, the communications specialist worked with HRHD to better<br />
understand current awareness levels. Health Canada reported in 2001 that 53 per cent felt air pollution<br />
affected their health a great deal. 10 In a survey we commissioned from Environics in April 2009 11 , when<br />
asked whether they strongly agree, somewhat agree, somewhat disagree or strongly disagree that air<br />
quality has an impact on the health <strong>of</strong> Halton residents, 94 per cent <strong>of</strong> respondents indicated that they<br />
strongly agreed or agreed. While residents now recognize and acknowledge that air pollution has a<br />
significant impact on health, few are taking action to mitigate its effects. Locally:<br />
50 per cent (+ 4 %) <strong>of</strong> Halton adults 18 and older think that outdoor air quality has a somewhat or<br />
very negative effect on the health <strong>of</strong> people living in Halton Region. 12<br />
27 per cent (+ 3 %) <strong>of</strong> Halton adults 18 and older have made changes to their normal daily activities<br />
in the past 12 months because they thought that outdoor air quality could affect their health. 13<br />
In terms <strong>of</strong> the environment, a recent study 14 suggests that there is a lack <strong>of</strong> environmental science<br />
knowledge among people <strong>of</strong> all ages. By introducing young children to basic concepts in the places they<br />
live, picture books can create an impact on how they will view and respect the natural world as adults.<br />
Developmentally appropriate and scientifically accurate literature can be an effective tool to help<br />
children understand their place in and connections to the natural world. They can demonstrate<br />
meaningful concepts, represent the world a child is coming to know and be a unique way to raise<br />
environmental awareness with adult target audiences. Reading with children provides an opening to<br />
discussions about the importance <strong>of</strong> caring for their world—as it is not always easy to convey such ‘big<br />
picture’ concepts as global footprints and greenhouse gas emissions to young minds. As the examples<br />
below illustrate, children’s books with environmental themes can introduce issues in an entertaining<br />
and approachable way. Stories are wonderful teaching tools and a powerful force in children’s language<br />
and literacy development.<br />
Examples: Sandy’s Incredible Shrinking Footprint by Femida Handy & Carole Carpenter, Will Jellyfish Rule<br />
the World, by Leo Hickman, The Lorax by Dr. Seuss, Uno’s Garden by Graeme Base, and Where the Forest<br />
Meets the Sea, by Jeannie Baker<br />
7 http://www.cma.ca/index.cfm?ci_id=10042903&la_id=1<br />
8 Ontario’s Doctors: Thousands <strong>of</strong> Premature Deaths due to Smog<br />
https://www.oma.org/Mediaroom/PressReleases/Pages/PrematureDeaths.aspx<br />
9<br />
Climate change and children. www.sciencedirect.com/science/article/pii/S0031395507000193<br />
10<br />
www.hc‐sc.gc.ca/ewh‐semt/pubs/air/pollution/health‐sante‐eng.php#6_1 (Environics – 2002: Air Pollution ‐ Information Needs and the<br />
Knowledge, Attitudes and Behaviour <strong>of</strong> Canadians ‐ Final Report)<br />
11 Focus GTA Survey 2009 – Region <strong>of</strong> Halton<br />
12 2007 Rapid Risk Factor Surveillance System (RRFSS) – Halton Region<br />
13 2007 Rapid Risk Factor Surveillance System (RRFSS) – Halton Region<br />
14 Most Americans Lack Basic Knowledge <strong>of</strong> Climate Issues, Study Finds, e360 digest, Oct 2010. http://bit.ly/bTXc1O
Published examples from other municipalities: Wally & Deanna’s Groundwater Adventure, by Leanne<br />
Appleby & Peter Russell (Waterloo Region), and EB Monkey I Can Walk, by Christina Bradley (Niagara<br />
Region).<br />
Our research also highlighted the changing ways Halton residents prefer to receive information.<br />
According to the Halton Region – Service Optimization Survey 15 , December 2010, undertaken by Ipsos<br />
Reid:<br />
The Region’s website is used most <strong>of</strong>ten to gather information about Halton’s programs and<br />
services.<br />
Residents are split on their preferred mechanism for receiving news from the Region. Newspaper,<br />
email, mail and the website are reported most <strong>of</strong>ten.<br />
Intended Audience(s).<br />
The book is aimed at children aged four to eight in Halton and their caregivers. Halton residents overall<br />
have a higher median family income ($92,416) than the rest <strong>of</strong> Ontario and are well educated (52% have<br />
college or university education) so are receptive to family reading. In 2006, 90 per cent <strong>of</strong> the population<br />
spoke English as their first language, though this demographic is changing. Halton was home to about<br />
150,000 children living at home in 2006, with those under six representing about 22 per cent <strong>of</strong> the<br />
children’s population. 16<br />
Audiences (see A‐2 for full distribution plan)<br />
Primary<br />
Secondary<br />
Halton Schools (elementary)<br />
Media<br />
Public Libraries in Halton/Educator Resource Reviewers/Bloggers<br />
Lending Libraries<br />
Community Child Care Centres/Day Care<br />
Centres/Private Home Day Cares/Community<br />
Centres/Summer Camps/Conservation<br />
Authorities/Education Centres/Parks<br />
Literacy Groups<br />
Halton Partners/HUBS/Networks/Events<br />
Community Groups (Sparks, Brownies,<br />
Faith groups, Multicultural Council, etc.)<br />
Goals / Objectives<br />
Halton staff (picture book committee members,<br />
Public Health Nurses, Early Childhood Educators,<br />
Outreach Educators, Museum (for<br />
Environmental Program), Waste/Water, etc.)<br />
Councillors/elected <strong>of</strong>ficials/health care<br />
pr<strong>of</strong>essionals<br />
Long‐Term Care homes<br />
Environmental publications and websites<br />
Overall program goals: Educate the public about the links between air quality, human health, climate<br />
change, the built environment and about the actions that individuals, organizations and governmental<br />
agencies can take to improve air quality and reduce greenhouse gases.<br />
Encourage residents to change their behaviour to protect their health and improve air quality.<br />
Communication objectives:<br />
15 Halton Region – Service Optimization Survey, 2010<br />
16 Social Pr<strong>of</strong>ile <strong>of</strong> Halton Region, 2009. http://www.cdhalton.ca/pdf/Social-Pr<strong>of</strong>ile-<strong>of</strong>-Halton-2009-FINAL.pdf
1. Educate adult target audiences in Halton by reaching out to children though a picture book and<br />
related toolkit that encourages action so that at least 75 per cent <strong>of</strong> those who evaluate the book in<br />
2011 indicate they would use it to introduce environment‐themed discussions.<br />
2. By December 2011, inform target audiences <strong>of</strong> the new picture book’s availability resulting in:<br />
at least three positive articles in the local at least one blog post and eight<br />
media<br />
Tweets/retweets<br />
traffic to related web page (at least 50 distribution <strong>of</strong> at least 2,000 copies<br />
visitors)<br />
Solution Overview<br />
As part <strong>of</strong> its Air Quality Education and Awareness Raising program, HRHD self‐published and launched a<br />
32‐page illustrated children’s picture book, A Farewell to Featherwagons. The book, which is available in<br />
hard copy and on the Region’s website, introduces issues associated with air quality and climate change<br />
to young readers and includes facts on Barn Owls, air quality, climate change, and health in addition to<br />
three story‐related "seek and find" activities, plus tips on how to make a difference.<br />
Published to industry standard, the book includes a balance between text and illustration. With selfpublishing,<br />
Halton Region maintained complete editorial and artistic control, including retaining all<br />
rights. We also created a supplementary storytelling kit for use in schools and daycare centres. To<br />
develop the concept and ensure the book’s content was accurate, we established an internal committee<br />
comprising health staff, educators, a literacy specialist, a communications specialist, Anna Larson, and a<br />
range <strong>of</strong> environmental experts. With input from the committee, environmental health<br />
specialist/promoter Beckie Jas drafted the book, which features local landmarks (e.g., Niagara<br />
Escarpment, Bronte Creek) to make it “real” for readers. We also focus tested a draft with local<br />
librarians, and over 100 children from local child care centres, in addition to staff and their families. To<br />
encourage readers to evaluate the resource online, we <strong>of</strong>fered to send a free copy to the first 50 people<br />
to respond. Rather than supply each child with a hard copy <strong>of</strong> the book (beyond our budget), we chose<br />
to reach the target age group through schools, libraries and day care centres, with the web version<br />
available to all as a pdf e‐book download.<br />
Key messages<br />
Want to talk to kids about air pollution and climate change impacts in Halton? A Farewell to<br />
Featherwagons is a perfect discussion starter. A Farewell to Featherwagons introduces young<br />
children to the concepts <strong>of</strong> air pollution, climate change, and health effects. Learn more at<br />
www.halton.ca/featherwagons.<br />
Strategy Audience Tactic/Action<br />
1. Disseminate air<br />
quality messages to<br />
children and<br />
caregivers/parents and<br />
evaluate results. (O‐1)<br />
All<br />
1. Draft and self‐publish a children’s book (A‐1). Focus test prior to final<br />
publication.<br />
2. Include evaluation form (hard copy and online) and encourage<br />
completion with incentive <strong>of</strong> a prize draw for environmental books and<br />
DVDs. (A‐9)
Strategy Audience Tactic/Action<br />
2. Promote through<br />
media, social media,<br />
web and modest<br />
advertising. (O‐2)<br />
All (through<br />
media and<br />
reviewers)<br />
1. Plan book launch event at local Child Care Centre with preschool story<br />
time to coincide with Environment Week/Clean Air Day.<br />
2. Issue advisory and release; send book and press kit to reviewers (A‐3).<br />
3. Submit blog/tweets to Halton Parents; post on Environment Canada’s<br />
Facebook page; Montsberg blog post. Draft and post Regional Chair’s<br />
corner/Investigate other free media space (A‐3).<br />
5. Establish and promote url in all collateral.<br />
6. Submit brief to Health Notes for Pr<strong>of</strong>essionals/Heritage Dispatch (A‐3).<br />
8. Submit ad to Halton Environment Network Bulletin, Great Lakes Public<br />
Health Network, GTA Clean Air Council, other partner publications.<br />
2. Develop related<br />
collateral, distribute<br />
and explore other<br />
distribution channels.<br />
(O‐2)<br />
3. Create engaging and<br />
fact based materials to<br />
be used by educators<br />
as a supplemental<br />
resource. (O‐1)<br />
4. Promote with peers.<br />
(O‐2)<br />
Implementation and Challenges:<br />
Libraries,<br />
schools,<br />
community<br />
centres,<br />
partner sites,<br />
elected<br />
<strong>of</strong>ficials,<br />
staff, key<br />
health care<br />
pr<strong>of</strong>essionals<br />
Libraries,<br />
schools,<br />
community<br />
centres, day<br />
care centres<br />
Peers/<br />
Associations<br />
1. Work with Halton Region Creative Services to develop poster,<br />
bookmarks, stickers, and character buttons (A‐4).<br />
2. Draft letter for key stakeholders and distribute with book (A‐2).<br />
3. Distribute books as prizes at Halton events, e.g., Chair’s Environmental<br />
<strong>Awards</strong>, Water Festival, Fall Fairs, Climate Change Champions, National<br />
Child Day event, Milton Book Festival, Family Literacy Nights,<br />
International Library Day, Lunch/Learn events, Mayor’s event, Family<br />
Day, Reading with Raptors, Nature Discovery Series, Environment &<br />
Kite Festival, Clean Air Day, World Asthma Day, Planet Kids, Earth<br />
Rangers, RBG camps.<br />
4. Submit e‐news to staff; poster in Region’s display cabinets.<br />
5. Submit ad to Halton Environment Network directory (A‐5).<br />
1. Develop Storytelling Kit to accompany the book (A‐6).<br />
2. Develop Discussion Guide and Fact Sheets (A‐7).<br />
3. Develop a travelling stand‐up display banner.<br />
4. Assemble and distribute Storytelling Kits (A‐6).<br />
5. Post contents <strong>of</strong> the kit online for ordering and/or download.<br />
1. Submit presentation abstracts to related conferences:<br />
For the Love <strong>of</strong> Literacy Conference Child Care Conference<br />
Upwind Downwind Conference GTA Clean Air Council<br />
We started the project in June 2010 with a scheduled completion date <strong>of</strong> December 2011. Work was<br />
completed ahead <strong>of</strong> schedule and on budget. To find a low cost illustrator, we advertised on the<br />
Region’s intranet classifieds and invited those interested to submit portfolios. It was important that the<br />
book adhere to an industry standard with existing picture books on the market. We ran into one<br />
challenge related to conformance with Halton Region’s visual identity guidelines, but prepared a<br />
business case and were granted an exception, as long as the Region’s logo appeared on the book’s front<br />
cover. Additional funds came available at the end <strong>of</strong> the 2011 ($3,000) and were allotted to pay for<br />
translation <strong>of</strong> the e‐book into Halton’s top four languages (other than English): French, Spanish, Polish<br />
and Cantonese (A‐8), reflecting Halton’s changing demographics. Based on the success <strong>of</strong> this book,<br />
funding for a second book was approved in 2011.
Budget<br />
Resource<br />
Quantity/Effort/Cost<br />
Communications Specialist<br />
Creative Services Support<br />
Ongoing communications support (40 hours)<br />
Collateral (20 hours)<br />
Writer (Internal) / Editor (Internal) Staff Writer/No cost (about 200 hours) / Committee (100<br />
hours)<br />
Illustrator (External) $2,500<br />
Self Publisher (External Publishing House) $15,000 /3,000 copies<br />
Storytelling Kit/Printing/Promotion Materials $15,000<br />
Measurement / Evaluation<br />
Objective<br />
O‐1. Educate adult target audiences in Halton by<br />
reaching out to children though a picture book<br />
and related toolkit that encourages action so<br />
that at least 75 per cent <strong>of</strong> those who evaluate<br />
the book (at least 50 people) in 2011 indicate<br />
they would use it to introduce environmentthemed<br />
discussions.<br />
O‐2. By December 2011, inform target audiences<br />
<strong>of</strong> the new picture book’s availability resulting<br />
in:<br />
at least three positive articles in the local<br />
media<br />
at least one blog post and eight<br />
Tweets/retweets<br />
traffic to related web page (at least 50<br />
visitors)<br />
distribution <strong>of</strong> at least 2,000 copies<br />
Results<br />
To date 96 per cent <strong>of</strong> online survey respondents (69<br />
evaluations) and 99 per cent <strong>of</strong> the focus testers (100 testers)<br />
said they would use the book to introduce an environmentthemed<br />
discussion; 100 per cent <strong>of</strong> online survey respondents<br />
and 99 per cent <strong>of</strong> the focus testers said they would give the<br />
book to a child they know. We continue to ask for feedback to<br />
add to our evaluation results. (A‐9)<br />
More than three positive stories carried locally by the<br />
Oakville Beaver and Acton Tanner, Inside Halton, Burlington<br />
Life, Halton Environment Network News, and internationally<br />
by The Press Enterprise (California), India Times (A 3)<br />
At least eight blog posts, 15 tweets and retweets and three<br />
Facebook postings (A 3)<br />
As <strong>of</strong> Dec. 2011, more than 2,000 visits to the web page (A<br />
10)<br />
More than 2,500 copies distributed (Dec. 2011)<br />
Other Results: Book is featured in OPHEA Resource Database, Learning for a Sustainable Future Database,<br />
Oakville’s Stewardship Guide, and Eco‐Letter, City <strong>of</strong> Burlington’s Environmental Report. (A 9) Comment from<br />
one evaluator: “I really enjoyed how this book made a difficult topic like climate change very understandable<br />
and interesting for both children and adults. Children will learn a great deal from A Farewell to Featherwagons,<br />
and also have a lot <strong>of</strong> fun while reading it.”<br />
The response to this resource gained from the initial online survey and focus test has been<br />
overwhelmingly positive; children and teachers have written personal thank you notes to the author (A‐<br />
9), Councillors have requested copies, and invitations to present the project to other jurisdictions<br />
continue to come in. Though difficult to make a direct link, it is encouraging to note that according to<br />
Ontario's most recent Air Quality Report 17 , emissions <strong>of</strong> common air pollutants are now decreasing<br />
across the province. Smog alerts in Halton have also decreased (from 6 in 2008 to 1 in 2011). The book<br />
is a key component <strong>of</strong> Halton’s overall air quality campaign. We believe it has made a significant impact:<br />
we know more families in Halton are now talking about/thinking about their transportation habits,<br />
particularly how cars affect air quality and climate change in relation to health, and are learning some<br />
small steps they can take to decrease their own carbon footprint and protect their health.<br />
17 http://www.ene.gov.on.ca/environment/en/resources/STDPROD_081227.html
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Social Responsibility including Economic, Societal and Environmental Development<br />
AWARD OF MERIT<br />
Entrant’s Name: Janine Ivings, Senior Communications Advisor<br />
Organization’s Name: Town <strong>of</strong> Oakville<br />
Division/Category: Category 11: Social responsibility including economic, societal and environmental development<br />
Title <strong>of</strong> Entry: Oakville Canopy Club<br />
Time Period <strong>of</strong> Project: March‐November 2011<br />
Brief Description: On June 21, 2011, the Town <strong>of</strong> Oakville launched the Oakville Canopy Club, an innovative<br />
community outreach program that encourages residents and businesses to save Oakville’s tree canopy from the<br />
threat <strong>of</strong> the Emerald Ash Borer (EAB)—an invasive insect from Asia that threatens to wipe out one <strong>of</strong> every 10<br />
trees in the Town <strong>of</strong> Oakville. As a primary tree killer, this exotic insect can kill a healthy tree in two to three years<br />
and has already killed more than 30 million trees since first being discovered in North America in 2002.<br />
Business Need/Opportunity<br />
While the Town <strong>of</strong> Oakville is taking the municipal lead in protecting its ash trees, a staggering 80 per<br />
cent <strong>of</strong> Oakville's treatable ash tree canopy is located on private property. Ash trees which are still<br />
healthy and structurally sound can be saved if residents and businesses know about them and choose to<br />
treat them. This proved to be a huge opportunity for the Town <strong>of</strong> Oakville to educate residents,<br />
encourage treatment and subsequently sparked the creation <strong>of</strong> the Oakville Canopy Club.<br />
Almost 180,000 Oakville ash trees are at risk or dying due to EAB. Oakville’s 2011 EAB Program and<br />
Canopy Cover Conservation Approach to EAB Management report sets ambitious goals to protect 75 per<br />
cent <strong>of</strong> the ash canopy cover on public property and active parks from the threat <strong>of</strong> EAB through<br />
TreeAzin injections. Dead or dying trees will be replaced with a new species <strong>of</strong> tree to meet Oakville’s<br />
canopy cover objective <strong>of</strong> 40 per cent by 2057.<br />
Oakville has proven itself as a leader in Urban Forestry and in EAB management. We’re the first<br />
municipality in Canada to complete an early warning detection project to indentify the increase in insect<br />
populations several years earlier than the current Canadian Food Inspection Agency method. In 2010,<br />
the Town <strong>of</strong> Oakville employed state‐<strong>of</strong>‐the‐art technology to manage the threat <strong>of</strong> EAB. Tree inventory<br />
efforts were undertaken via a Hyperspectral Imaging (HSI) that provided a measurable inventory <strong>of</strong> the<br />
town’s ash population on both public and private property.<br />
As part <strong>of</strong> its EAB strategy, Oakville has ceased new planting <strong>of</strong> ash trees; implemented an EAB trapping<br />
project; executed canopy conservation by under planting new species <strong>of</strong> trees; treated select municipal<br />
ash trees with TreeAzin; performed leading‐edge EAB research with several partner organizations;<br />
became the first municipality in Canada to comprehensively define distribution <strong>of</strong> EAB throughout a<br />
community; and completed a tree inventory project. Staff will continue lobbying other levels <strong>of</strong><br />
government and are incorporating new treatment alternatives as they become available.<br />
Intended audience(s)<br />
The target audiences are broad as this infestation is not a local phenomenon. Municipalities across
Ontario are facing the same crisis and all responses have varied. For Oakville, a call to action and buy‐in<br />
needed to come from various stakeholders if the battle against EAB is to be won. The target audiences<br />
for the EAB campaign include:<br />
Members <strong>of</strong> Council and Town <strong>of</strong> Oakville Staff<br />
Community: Town <strong>of</strong> Oakville residents/Town <strong>of</strong> Oakville residents with ash trees<br />
Local Business: Oakville Chamber <strong>of</strong> Commerce, Business Improvement Areas<br />
Ratepayer/resident associations<br />
Forestry/Arborist/Horticulture associations<br />
Media: print/broadcast and Forestry publications<br />
Vendors<br />
Government: municipal, provincial and federal<br />
Goals/Objectives<br />
Goal: The Oakville Canopy Club was launched to raise public awareness <strong>of</strong> the Town <strong>of</strong> Oakville’s EAB<br />
Management Plan and to encourage Oakville residents and businesses to take an active role in<br />
protecting our tree canopy. Objective: To seek action by having 200 Oakville residents join Oakville’s<br />
Oakville Canopy Club social media campaign by November 2011.<br />
Goal: To gain public trust by leveraging the town’s reputation as a leader in urban forestry through<br />
targeted media relations. Objective: To increase media coverage by 15 per cent in print, broadcast and<br />
specialized publications by November 2011.<br />
Goal: To educate Oakville residents about Oakville’s online EAB toolkit and available resources.<br />
Objective: To increase number <strong>of</strong> unique visits to Oakville’s EAB web page by 15 per cent through<br />
targeted marketing/communications and social media efforts by November 2011.<br />
Goal: To use municipal leaders as key spokespeople to build on existing relationships with key<br />
stakeholders/community influencers and to develop NEW partnerships to get residents to take action<br />
and join Oakville’s Canopy Club. Objective: To solicit three new or existing partnerships to help promote<br />
outreach opportunities by November 2011.<br />
Solution Overview<br />
As year one <strong>of</strong> a three‐year communications plan, our goal was to brand the Oakville Canopy Club<br />
campaign and raise awareness <strong>of</strong> EAB and treatment options. Educating the public would take time. To<br />
gauge public awareness, we first developed an online survey to understand how educated Oakville<br />
residents and businesses were <strong>of</strong> EAB. What we found was that over 90 per cent had heard about EAB<br />
and about the same percentage were willing to treat their ash tree. With this data, we understood that<br />
we needed to provide them with the appropriate online tools to engage the public and solicit their help.<br />
Using both traditional and online communications, we launched a well‐branded Oakville Canopy Club<br />
campaign to inspire residents to save Oakville’s tree canopy. We created an interactive website that<br />
reflected the look and feel <strong>of</strong> the Oakville Canopy Club design. We incorporated five handy buttons to<br />
guide users to helpful and factual online information. Tips to identify an ash trees including an<br />
interactive map that plots the location <strong>of</strong> ash trees on both public and private property proved to be a<br />
useful resource for residents.<br />
We created a canopyclub@oakville.ca email to allow residents to contact us with their questions and<br />
subsequently, to build an email database (more than 85 residents contacted us from June through<br />
November 2011). We advertised in local papers, maintained a presence at town‐wide special events,
and hosted a drop‐in open house to share the town’s story and what we were doing to battle EAB.<br />
Along with Oakville Mayor Rob Burton, we <strong>of</strong>ficially launched the Oakville Canopy Club on June 21 with<br />
Eco Club students from River Oaks Public School. We gave away Canopy Club t‐shirts, EAB activity<br />
books, EAB silly bands, and Canopy Club temporary tattoos. Did we mention that we have an EAB<br />
mascot? Yes, he was there too. The kids were thrilled! That same day, we also launched the Oakville<br />
Canopy Club social media campaign using Twitter and Facebook to create an online presence on sites<br />
where Oakville didn’t exist. The Oakville Canopy Club was front page news in our local papers.<br />
Our media relations efforts were robust and generated tons <strong>of</strong> positive local media coverage. Our<br />
biggest claim to fame came when the Toronto Star published an article on August 8, 2011 with the<br />
headline “Oakville refuses to cave to emerald menace.” We did it! We proved that Oakville was a leader<br />
in EAB management and that we had an engaged community.<br />
In early July, we distributed a postcard to all homes in Oakville, piggy‐backing with the Parks, Recreation<br />
and Culture mailer (circulation 62,000) that reminds residents about upcoming registration dates. We<br />
incorporated the Oakville Canopy Club brand on all garbage can receptacle stickers (1,500) throughout<br />
the town <strong>of</strong> Oakville’s streets and trails. We also advertised within the Parks, Recreation and Culture<br />
guide (32,000 printed) and in the Oakville Council Magazine Let’s Talk Oakville (circulation 62,000).<br />
The Oakville Canopy Club was visible at all town facilities and community centres—on pop‐up banners,<br />
posters, digital screens and marketing collateral. Public interest for Oakville Canopy Club t‐shirts was<br />
incredible. So much so that we were able to tweet about Canopy Club t‐shirt sightings in Oakville. Our<br />
tshirts were spotted on the top <strong>of</strong> a mountain in Colorado and featured at the University <strong>of</strong> Toronto's<br />
National Tree Day celebration. In fact, we specifically created a Canopy Club thank you card to send out<br />
with t‐shirts and EAB information requests.<br />
Oakville led by example and in turn, asked residents to do the same. Our message was simple, “Join<br />
Oakville’s Canopy Club campaign to save our tree canopy. Whether you have an ash tree or not you can<br />
become a Canopy Club Champion. Help us spread the word; treat your ash trees; remove dead or dying<br />
ash trees to minimize the spread; dispose <strong>of</strong> removed trees properly; replant a new species <strong>of</strong> tree—but<br />
most importantly, tell anyone who will listen. How you help save Oakville’s tree canopy is limited only to<br />
your imagination.”<br />
Another success was the approval to allow residents to treat town‐owned ash trees that did not meet<br />
our treatment criteria with a Memorandum <strong>of</strong> Understanding. More trees saved! At the end <strong>of</strong> the<br />
treatment season, we encouraged residents to share their treatment stories and received about 20<br />
responses. We hosted the first‐ever National Tree Day event and a Building Strategic Partnerships to<br />
Create Adaptable Urban Forests with Clean Air Partnership workshop with more than 60 attendees. And<br />
to end the season, we won the Joyce Burnell Award at the Oakvillgreen Urban Forest Celebration for our<br />
EAB efforts.<br />
Implementation and challenges<br />
Council approval delayed the launch <strong>of</strong> the Oakville Canopy Club on two occasions and by two months.<br />
This generated a condensed timeframe to engage Oakville residents and encourage treatment. With a<br />
$25,000 budget for all communications, the majority was spent on promotional items including t‐shirts,<br />
silly bands, pop‐up banners, temporary tattoos ($15,000), and advertising/direct marketing ($5,000).<br />
With the help <strong>of</strong> an incredibly talented graphic designer who created the Oakville Canopy Club brand<br />
(City <strong>of</strong> Montreal has asked to adopt our Canopy Club brand), all other communication materials were
produced and printed in‐house at no cost to the client. This resulted in a cost savings <strong>of</strong> approximately<br />
$5,000. Externally sourcing this project would have no doubt exceeded the $25,000 budget for concept<br />
and design alone.<br />
Other challenges included limited resources to rollout and maintain the Oakville Canopy Club social<br />
media sites, monitor emails, media inquiries, promotional item requests, marketing opportunities and<br />
speaking engagements. All <strong>of</strong> the above were managed by one Senior Communications Advisor with the<br />
support <strong>of</strong> an in‐house graphic designer and a web content publisher. To further compound the<br />
resourcing issue, the Parks and Open Space department is one <strong>of</strong> eight departments managed by the<br />
Senior Communications Advisor.<br />
When we launched the Oakville Canopy Club, Toronto was reporting that it would not be saving its ash<br />
trees and that the only option was to cut them down. This caused an uproar in Toronto and conflicted<br />
with our message <strong>of</strong> encouraging treatment. We received emails from Toronto residents interested in<br />
our treatment options. After about a month and when Toronto Council relented to the masses, the<br />
Toronto Star finally bit and the result was brilliant. Headline “Oakville refuses to cave to emerald<br />
menace.” Priceless…and free!<br />
Measurement/Evaluation<br />
Objective: To seek action by having 200 Oakville residents join Oakville’s Oakville Canopy Club social<br />
media campaign by November 2011. Result: As <strong>of</strong> October 2011, we had 133 Facebook likes and 73<br />
followers on Twitter for a total <strong>of</strong> 206 residents having joined the Oakville Canopy Club social media<br />
campaign. Goal met!<br />
Objective: To increase media coverage by 15 per cent in print, broadcast and specialized publications by<br />
November 2011. Result: As <strong>of</strong> October 19, 2011, we have increased our media coverage by 182 per<br />
cent, from approximately 11 articles in 2010 to approximately 31 articles/broadcast/blogs, etc in 2011.<br />
Goal met!<br />
Objective: To increase number <strong>of</strong> unique visits to Oakville’s EAB web page by 15 per cent through<br />
targeted marketing/communications and social media efforts by November 2011. Result: The 2010 EAB<br />
page had 1,356 visits and ranked 302 on the list <strong>of</strong> most visited Town <strong>of</strong> Oakville pages. As <strong>of</strong> October<br />
17, the 2011 EAB page had 4,235 visits and ranked 84 on the list <strong>of</strong> most visited Town <strong>of</strong> Oakville pages.<br />
This is an increase <strong>of</strong> 212 per cent. Goal met!<br />
Objective: To solicit three new or existing partnerships to help promote outreach opportunities by<br />
November 2011. Result: Launched Oakville Canopy Club with River Oaks Public School Eco Club;<br />
preliminary discussions with Oakville Chamber <strong>of</strong> Commerce to reach out to businesses in <strong>2012</strong>; John<br />
McNeill, Manager <strong>of</strong> Forestry Services spoke at five conferences to share Oakville's successes in<br />
managing EAB (International Society <strong>of</strong> Arboriculture, Prairie Chapter, Winnipeg; Society <strong>of</strong> Municipal<br />
Arborists International UF Conference, Milwaukee; Ontario Ministry <strong>of</strong> Natural Resources/Canadian<br />
Forestry Service EAB Workshop, Burlington; Building Strategic Partnerships to Create Adaptable Urban<br />
Forests, Oakville; and Canadian Forest Service Director Tour, Oakville); Mayor Burton appointed to Tree<br />
Canada Board <strong>of</strong> Directors; hosted first‐ever National Tree Day event; and allowed residents to treat<br />
town‐owned ash trees that did not meet treatment criteria with Memorandum <strong>of</strong> Understanding. Goal<br />
met!
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Electronic, Digital and Interactive Communications<br />
AWARD OF MERIT<br />
Entrant’s Name: Jeff Rohrer<br />
Organization’s Name: TVO<br />
Division/Category: Communication Management / Category 12: Electronic, Digital and Interactive<br />
Communications<br />
Title <strong>of</strong> Entry: myTVO 2.0: Transforming a static intranet into an engaging tool for two‐way communication<br />
Time Period: July 2011 – December 31, 2011<br />
Brief Description: The myTVO 2.0 project transformed a static intranet site into a vibrant hub for communication,<br />
engagement and collaboration across the organization. Today’s myTVO allows everyone in the organization the<br />
ability to blog about accomplishments and upcoming projects, post status updates, contribute by “liking” content<br />
and to be a brand ambassador by having easy access to TVO’s social media channels.<br />
Business Need/Opportunity<br />
Internal communications is a key priority for TVO. It contributes to making TVO a “Great Place to Work”,<br />
one <strong>of</strong> five Effectiveness Areas by which TVO measures its success. For over five years TVO’s intranet<br />
site, myTVO, has been a tool to disseminate information to the organization. The site allowed for oneway<br />
communication <strong>of</strong> organizational updates (e.g. news, new hires, accomplishments, event<br />
information).<br />
Through TVO’s 2010 Employee Survey (which measures TVO as a “Great Place to Work” by asking staff<br />
100 questions about all aspects <strong>of</strong> their work life), and subsequent follow‐up sessions with staff, we<br />
heard clearly that there was a desire to “improve internal communication” and to use myTVO as a<br />
mechanism to “provide feedback”. On this basis, the Executive Management Committee (EMC) decided<br />
that it was important to improve the site and to make it a more robust tool for two‐way communication.<br />
As Ontario’s public educational media organization, TVO recognizes the power <strong>of</strong> digital media to<br />
empower and educate people. Given that our intranet site is an important reflection <strong>of</strong> TVO and our<br />
corporate culture it was apparent more could be done to make the site a more effective tool for<br />
engaging staff, building a stronger sense <strong>of</strong> pride in the organization and increasing work productivity.<br />
Building an intranet site that utilized two‐way communication was a significant step for TVO. It provided<br />
a learning curve for the project team that required a significant amount <strong>of</strong> research in order to move<br />
forward. We started by assessing communications best practices for intranet sites in the social media<br />
age. Jive, the s<strong>of</strong>tware platform on which myTVO operates, had just released a s<strong>of</strong>tware upgrade. The<br />
upgrade added a number <strong>of</strong> new features including the ability to blog, comment on and “like” content,<br />
provide status updates, and embed a Facebook and Twitter feed into the site. It was clear that many <strong>of</strong><br />
the features could create governance challenges (i.e. what would we do if inappropriate content was<br />
posted?) that required further research in order to develop appropriate solutions and to build a comfort<br />
level with internal stakeholders.<br />
We used a research firm to review best practices for intranet governance and terms <strong>of</strong> use agreements.<br />
We produced a stakeholder analysis to assess who was using the site and how. We then met with<br />
various departments and working groups to determine their needs and wants for the new site. We<br />
developed a situational analysis for every new feature <strong>of</strong> the site – did the benefits <strong>of</strong> the features<br />
outweigh the possible risks? We decided, with buy‐in from EMC, to move forward with all <strong>of</strong> the new
features available and to embrace the full potential <strong>of</strong> myTVO as a digital tool for two‐way<br />
communication.<br />
The new features included:<br />
A Team Blog for every department in the organization that is visible to all staff. Everyone in the<br />
organization is able to blog about their work, their accomplishments, industry trends, provide<br />
encouragement to others and to solicit instant feedback on initiatives.<br />
Blogs for all <strong>of</strong> the key projects (as determined by EMC through TVO’s strategic planning<br />
process) for the year. These blogs allow the project team to continually update all staff on their<br />
progress to date and to provide added visibility to these important initiatives.<br />
Commenting and “liking” any piece <strong>of</strong> content on the site. This allows for instant feedback and is<br />
an easy way to engage with colleagues. These features are intended to create a culture <strong>of</strong><br />
community through encouragement and positive reinforcement and allow staff to develop a<br />
better appreciation for others’ roles.<br />
Status updates that allow staff to provide a daily update on the work they are doing. This allows<br />
for all staff to have a better appreciation <strong>of</strong> the work being done across the organization.<br />
A social media feed embedded in the site that aggregates TVO’s corporate Twitter and Facebook<br />
feeds and allows staff to easily share our message more broadly via social media. This reinforces<br />
a TVO strategy for all staff to be “brand ambassadors” through social media – amplifying our<br />
message across multiple platforms.<br />
Intended Audiences<br />
While all staff at TVO are stakeholders in this project, we segmented our audiences into the following<br />
groups:<br />
Primary stakeholders<br />
EMC ‐ This group has responsibility for approving new features and site structure and their buyin<br />
is key in order to move myTVO to a two‐way communication vehicle. They have a desire to<br />
improve productivity across the organization and they are also responsible for having their<br />
team’s produce a specific number <strong>of</strong> Team Blogs per month – a key evaluation metric for the<br />
project.<br />
End User Advisors ‐ A cross‐functional group <strong>of</strong> “power users” that provided ongoing feedback<br />
on the site structure.<br />
Think Tank ‐ An advisory body comprised <strong>of</strong> staff with all levels <strong>of</strong> familiarity with the site that<br />
have provided ongoing feedback on the site structure and continuous improvement <strong>of</strong> the site<br />
post‐launch.<br />
Secondary stakeholders<br />
Leadership Team ‐ This group plays a unique role in governing the site as they are responsible<br />
for their staff’s actions and in promoting the visibility <strong>of</strong> their team.<br />
IT Service Desk – This group is tasked with technical support for myTVO post‐launch and have an<br />
important role to play in providing on‐going training to staff by answering their questions.<br />
Goals/Objectives<br />
We defined the goal <strong>of</strong> the project as implementing an enhanced myTVO site within a modest budget,<br />
using an upgrade to the existing s<strong>of</strong>tware, by October 31, 2011. We defined communication objectives<br />
as follows:
1) To help make TVO a “Great Place to Work” by contributing to a 2% increase in the overall score<br />
on TVO’s Employee Satisfaction Survey<br />
2) To use myTVO as a means to contribute positively to the culture <strong>of</strong> the organization by having<br />
each department submit a total <strong>of</strong> 38 blogs per month (each department had a specific target<br />
that totals 38 for the entire organization)<br />
Solution Overview<br />
Based on our site audit we decided to streamline the content on the site into three easy‐to‐navigate<br />
columns. The left side became home to all <strong>of</strong> the site’s navigation buttons including useful links (e.g. the<br />
staff directory, contacting IT service desk, forms and policies). This column also houses our internal job<br />
postings as we heard in our feedback sessions that people wanted greater prominence for this particular<br />
section. The center column became home to all organizational news including posts written by<br />
communications and Team Blogs (when highlighted by our internal communications staff). The right<br />
column became home to all social networking content including our Twitter and Facebook feeds and<br />
widgets that aggregate recent blog posts, recent activities and the top liked content across the entire<br />
site. At a glance this column gives staff a sense <strong>of</strong> what’s “hot” at TVO.<br />
We learned from our governance research that the most successful intranet sites use a self‐governance<br />
model – this means that the intranet community members set the tone for and regulate the behavior <strong>of</strong><br />
other members. We developed a governance structure that focused on self‐governance but that laid out<br />
a specific task flow for dealing with contentious issues. We presented this model to the Leadership Team<br />
and ensured that key contacts in the organization (e.g. Human Resources, Legal) agreed to the plan and<br />
were ready to execute at launch.<br />
We developed key messages for our meetings with our internal stakeholders:<br />
We heard clearly from the Employee Survey that people want myTVO to be a tool that promotes<br />
better engagement and collaboration throughout the entire organization<br />
The myTVO enhancement project will allow you to do just that – and we’re really excited to be<br />
taking myTVO to the next level<br />
We’re turning the site over to you by making myTVO more like a social media site complete with<br />
status updates, commenting on and “liking” content and providing a feed <strong>of</strong> TVO’s Twitter and<br />
Facebook accounts<br />
The most exciting change is that we’re introducing Team Blogs – every team will have a blog and<br />
everyone in the organization will be able to contribute.<br />
During an All TVO meeting we previewed the new features and outlined the business case for making<br />
these changes. We worked with TVO’s graphic design department to develop new branding and icons<br />
for key features that we wanted to highlight. We developed a new logo that “personalized” myTVO for<br />
staff. We also created hallway posters that were displayed in prominent spaces throughout the <strong>of</strong>fice.<br />
The posters listed the new features <strong>of</strong> the site in a word cloud that reflected the social media‐like nature<br />
<strong>of</strong> the site.<br />
We developed a training plan that was rolled out during the launch and for a number <strong>of</strong> weeks postlaunch.<br />
We created a Help section within myTVO that included “how to” videos and a step‐by‐step guide<br />
to using the site’s features. We created a “new feature <strong>of</strong> the day” spotlight which outlined each new<br />
feature and linked to the associated training resources. We <strong>of</strong>fered open clinic hours so staff could ask<br />
any questions they may have about the site. We blogged about the results <strong>of</strong> the clinic to further aid in<br />
raising awareness.<br />
On launch day we deployed a special email announcement that highlighted the new features and<br />
training resources available and drove people to check out the site. In order to make training as fun as<br />
possible, we developed a contest that acted as a virtual tour <strong>of</strong> the new features <strong>of</strong> the site. In order to
not impact the budget, members <strong>of</strong> the project team <strong>of</strong>fered to bake cupcakes and purchase c<strong>of</strong>fee with<br />
their own money and to <strong>of</strong>fer a “Cupcake C<strong>of</strong>fee Break” to the winner and their team. By <strong>of</strong>fering the<br />
prize to the winner’s team it reinforced the community culture that we were trying to enable through<br />
myTVO. Pictures from the Cupcake C<strong>of</strong>fee Break were posted as part <strong>of</strong> a blog to further build<br />
excitement.<br />
In order to provide a content‐rich experience at launch, we identified various stakeholders throughout<br />
the organization to provide content including Team Blog posts. We also asked the CEO to provide an<br />
initial blog post that outlined why the myTVO project was important to the organization. All content<br />
from the project team asked for user feedback in order to further improve the site.<br />
Implementation and Challenges<br />
The budget for the project was quite minimal. The cost for the Jive license is an ongoing expense, the<br />
upgrade was provided at no cost and all development work was done in‐house. The project had a<br />
budget <strong>of</strong> $8,000 which included research and training resources.<br />
During the consultation phase <strong>of</strong> the project a member <strong>of</strong> our End User Advisory group suggested we<br />
include a widget on the site that would aggregate all TVO content that is produced for public<br />
consumption (not just Twitter and Facebook as was planned) and display it as a feed on the site. We<br />
were very excited about the idea but decided that because <strong>of</strong> cost, resources and timelines that it was<br />
out <strong>of</strong> scope for the moment. We continue to evaluate possible ways to implement this idea in the<br />
future.<br />
Discussions around the governance issues <strong>of</strong> a two‐way communication site were a challenge at times.<br />
Having empirical research to guide us in developing a governance model and being able to articulate<br />
how the business opportunity <strong>of</strong> the site far outweighed the risks was key to gaining buy‐in for these<br />
new features. At times we heard from people that while they appreciated the importance <strong>of</strong> the Team<br />
Blogs they didn’t have time to personally contribute. We were clear to point out that Team Blogs did not<br />
have to be time consuming but that they could be as simple as posting a link to an article about an<br />
industry trend. We also were clear to position myTVO and Team Blogs as a tool to increase efficiency<br />
and productivity.<br />
Measurement/Evaluation<br />
Objective 1: To help make TVO a “Great Place to Work” by contributing to a 2% increase in the overall<br />
score on TVO’s Employee Satisfaction Survey.<br />
Evaluation: There is organization‐wide recognition that successful internal communication plays an<br />
important role in staff’s survey responses. While this is a continuous measurement that’s shared over all<br />
parts <strong>of</strong> the organization, the score went up by 2% year‐over‐year.<br />
Objective 2: Use myTVO as a means to contribute positively to the culture <strong>of</strong> the organization by having<br />
each department submit a total <strong>of</strong> 38 blogs per month (each department had a specific target that totals<br />
38 for the entire organization).<br />
Evaluation: The project team considers the Team Blogs to be the hallmark <strong>of</strong> the myTVO project. As <strong>of</strong><br />
December 31, 2011, the Team Blog posts have surpassed targets by 51%.<br />
We’re also utilizing the free metrics provided through the intranet s<strong>of</strong>tware to evaluate staff<br />
engagement with the site. We’re tracking “active users”, defined as users who log in to myTVO and<br />
“contributing users”, defined as users who participate by creating a blog post, a document, discussion<br />
thread, blog comment or document comment. We’re monitoring progress on these measures and using
them to set benchmarks for future years. At the time, we didn’t set goals around these particular<br />
metrics because we wanted to first capture relevant baseline data and we not able to find comparative<br />
research that would inform our decisions.<br />
We’ve also received very positive feedback through comments on the site itself and through our<br />
ongoing consultation and training. Perhaps what’s most gratifying is to read the comments and blog<br />
posts on the site and to recognize the quality <strong>of</strong> discussion generated around topics <strong>of</strong> strategic<br />
relevance to the organization. It has become a hub for positive feedback and sharing <strong>of</strong><br />
accomplishments – much <strong>of</strong> which would not have been possible before the re‐launch <strong>of</strong> the site.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Electronic, Digital and Interactive Communications<br />
AWARD OF MERIT<br />
Organization’s Name: Real Estate Council <strong>of</strong> Ontario<br />
Entrant’s Name: Sherri Haigh<br />
Division/Category: Division 1: Category 12 – Electronic, Digital and Interactive Communications<br />
Title <strong>of</strong> Entry: RECO Website Re‐Design<br />
Time Period <strong>of</strong> Project: September 2010 – March 2011<br />
Brief Description:<br />
The Real Estate Council <strong>of</strong> Ontario (RECO) undertook a website re‐design <strong>of</strong> www.reco.on.ca to develop a<br />
comprehensive and informative, yet easy‐to‐navigate website that would <strong>of</strong>fer relevant content to RECO’s two<br />
very different core audiences: real estate pr<strong>of</strong>essionals and home buyers and sellers.<br />
Business Need/Opportunity:<br />
RECO is a self‐managed, not‐for‐pr<strong>of</strong>it corporation, responsible for administering the Real Estate and<br />
Business Brokers Act, 2002 (REBBA 2002) and associated regulations on behalf <strong>of</strong> the provincial<br />
government. RECO protects the public interest through a fair, safe and informed marketplace. RECO’s<br />
core purpose is to foster confidence and uphold integrity in real estate transactions.<br />
RECO’s overarching communications mandate is to showcase the benefits <strong>of</strong> a regulated real estate<br />
industry, while also informing the public <strong>of</strong> their rights as home buyers and sellers.<br />
RECO determined that the existing website did not effectively communicate with either registrants or<br />
consumers. Prior to the website re‐design, RECO had enhanced its exclusive portal for registered real<br />
estate pr<strong>of</strong>essionals, MyWeb. By placing many <strong>of</strong> the regulatory forms and resources necessary for<br />
registrants on to the portal, much <strong>of</strong> the remaining website content was redundant. Additionally, the<br />
website did not address the different needs <strong>of</strong> the two primary audience groups (registrants and<br />
consumers) and the navigation lacked a pr<strong>of</strong>essional appearance.<br />
Research: RECO conducted research to better understand the existing perceptions and information needs<br />
<strong>of</strong> the intended audiences:<br />
• Communications audit – RECO worked with a third‐party agency to identify areas for improving<br />
existing communications with both registrants and consumers;<br />
• Public survey – RECO used a nationally recognized polling firm to conduct a public survey to<br />
measure awareness <strong>of</strong> the organization and found that only 1 per cent <strong>of</strong> consumers visits the<br />
RECO website for information when purchasing or selling a home; and<br />
• Environmental scan – RECO reviewed websites <strong>of</strong> other regulatory real estate organizations and<br />
delegated administrative authorities to gain insight into how to best communicate with diverse<br />
audience groups.<br />
Analysis: RECO analyzed the insights gained from the communications audit, public survey and<br />
environmental scan and identified the following recommendations for the website redesign:<br />
• Tailored content – Real estate pr<strong>of</strong>essionals are looking for different information and resources<br />
than home buyers and sellers. The final website would need specific areas for the two groups to<br />
find information relevant for them;
• People‐oriented vs. regulation‐oriented – RECO’s website would need to focus on how the<br />
regulations affect people – both registrants and consumers – and not on the regulations<br />
themselves; and<br />
• Effective use <strong>of</strong> technology – both registrants and consumers search for information on‐the‐go,<br />
thus making it vital to incorporate flash technology, smartphone accessibility and a host <strong>of</strong><br />
interactive tools to enhance the visitor experience.<br />
Intended Audiences:<br />
The two main audience groups for RECO’s website are:<br />
Registrants: this group encompasses the 60,000 registered real estate pr<strong>of</strong>essionals in Ontario. Real<br />
estate pr<strong>of</strong>essionals prefer to access information on‐the‐go, making it important to provide them with<br />
an easy‐to‐navigate resource.<br />
Home buyers and sellers: this group encompasses all consumers in Ontario that are current or<br />
prospective home buyers or sellers. This group has been identified as being unaware <strong>of</strong> the consumer<br />
protection options available through RECO.<br />
Goals/Objectives:<br />
Goals:<br />
• Raise awareness among the public <strong>of</strong> RECO’s activities and programs that enhance consumer<br />
protection;<br />
• Be seen by stakeholders and the public as a leader in the area <strong>of</strong> real estate regulation and<br />
consumer protection; and<br />
• Deliver timely and relevant information via the website to both real estate pr<strong>of</strong>essionals and home<br />
buyers and sellers in Ontario.<br />
Objective:<br />
• Increase registration to MyWeb portal to 85 per cent <strong>of</strong> all registered real estate pr<strong>of</strong>essionals in<br />
Ontario;<br />
• Increase registrants’ satisfaction level <strong>of</strong> consumer awareness and education activities; and<br />
• Obtain click‐through rate <strong>of</strong> at least 30 per cent for the consumer section <strong>of</strong> the website.<br />
Solution Overview:<br />
Strategies: RECO’s strategies for creating an informative and visually‐appealing website included:<br />
• Delivering information in a way that is easy‐to‐understand for both registrants and consumers,<br />
without using heavy regulatory or legal language;<br />
• Putting a human face to RECO by focusing on the benefits and outcomes <strong>of</strong> a regulated real estate<br />
industry; and<br />
• Creating a strong visual identity for RECO by using consistent colours, visuals and language<br />
throughout the website that are also present in other communications materials.<br />
Tactics: RECO’s tactics included:<br />
• Drafting and distributing a request for proposal to website designers to select an appropriate<br />
development partner. This document summarized our needs and key strategies: o Create a<br />
clean, easy‐to‐navigate website that visually separates content intended for registrants and<br />
consumers.
o Incorporate a user‐friendly content management system that would allow for content<br />
updates in a timely manner by in‐house staff.<br />
o Offer additional ways for registrants and consumers to connect with RECO by <strong>of</strong>fering an optin<br />
mailing list option, social media sharing and online forms for questions.<br />
• Choosing and working with a website designer to bring the visual and navigation concepts to life.<br />
• Identifying the topic areas <strong>of</strong> most interest to the two intended audience groups.<br />
• Developing a function that easily allows consumers to verify the credentials <strong>of</strong> a real estate<br />
pr<strong>of</strong>essional.<br />
• Writing all website copy and selecting all images to create a final product that conveys the core<br />
messaging <strong>of</strong> protecting the public interest in real estate transactions.<br />
Implementation and Challenges:<br />
Budget: The total budget for the RECO website re‐design was $25,500, which included website design,<br />
hosting, maintenance and stock photography.<br />
Timeline: The initial planning for the re‐design began in September 2010 with the fully re‐designed<br />
website having launched on April 1, 2011.<br />
Challenges:<br />
• Resistance to change – the re‐design <strong>of</strong> the website was part <strong>of</strong> a broader program to put more<br />
focus on consumer communications and awareness, which was a change from the traditional<br />
industry‐oriented approach. Throughout the project, the communications team liaised with both<br />
internal and external stakeholders to keep everyone up‐to‐date on the project status and the<br />
importance <strong>of</strong> consumer communications in fostering confidence and upholding integrity in real<br />
estate transactions.<br />
Measurement/Evaluation:<br />
• Increase registration to the MyWeb portal to 30 per cent <strong>of</strong> all registered real estate<br />
pr<strong>of</strong>essionals in Ontario: o Prior to the launch <strong>of</strong> the website, 46,997 registrants (78 per<br />
cent) had signed up for MyWeb. As <strong>of</strong> February <strong>2012</strong>, 53,571 registrants are now signed<br />
up with MyWeb, representing 88 per cent <strong>of</strong> all real estate pr<strong>of</strong>essionals in Ontario.<br />
• Obtain a 70 per cent satisfaction rating on website usefulness from registrants: o A<br />
registrant satisfaction survey taken in late October 2011 showed that 90 per cent <strong>of</strong><br />
registrants had used RECO’s website and 70 per cent “agreed” or “strongly agreed” that<br />
the website was useful.<br />
Of frequent website users, 86 per cent said the content was right for registrants, 86 per<br />
cent said the presentation <strong>of</strong> information is in the right format and 80 per cent said it’s<br />
user friendly .<br />
• Obtain click‐through rate <strong>of</strong> at least 30 per cent for the consumer section <strong>of</strong> the website: o<br />
A Google analytics report <strong>of</strong> click through rates from RECO’s home page shows that 53.8<br />
per cent <strong>of</strong> all visits between April 1, 2011 ‐ February 22, <strong>2012</strong> clicked‐through to the<br />
consumer resources available on the site.
Current Google Analytics data indicates that visitor “stickiness” has increased significantly meaning<br />
people are finding the documents they want and spending more time on the site. The number <strong>of</strong> people<br />
who leave the site quickly (bounce rate) decreased by 12 per cent in the first few weeks <strong>of</strong> the launch.<br />
RECO has also been actively promoting its registrant portal MyWeb to encourage registrants to use<br />
online services. The industry pr<strong>of</strong>essional section <strong>of</strong> the website places a strong emphasis on the value<br />
<strong>of</strong> MyWeb and since launch, the number <strong>of</strong> real estate pr<strong>of</strong>essionals visiting this exclusive portal has<br />
increased exponentially.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Social Media<br />
AWARD OF MERIT<br />
Entrant’s Name: Adrienne Connell<br />
Agency/Client: High Road Communications / Sun Life Financial<br />
Division/Category: Division 1 / Category 13 – Social Media<br />
Title <strong>of</strong> Entry: BrighterLife.ca: Sharing ideas about money, health and family<br />
Time period: September 2011 – Current<br />
Brief Description: BrighterLife.ca (and its French sister site, Simplementbrillant.ca) is an innovative digital content<br />
marketing platform created by Sun Life Financial to help Canadians answer money, health, family and career<br />
questions. It avoids the use <strong>of</strong> traditional marketing tactics focused on direct selling <strong>of</strong> products and services.<br />
Instead, using a blog platform tightly integrated with social media extensions, BrighterLife.ca embeds relevant and<br />
specific calls‐to‐action within its content, driving consumers to SunLife.ca, where they can learn more about a<br />
financial product or find an advisor, and ultimately generate sales.<br />
Need/Opportunity<br />
SunLife.ca is the primary digital marketing platform for converting prospective customers into clients.<br />
However, Sun Life Financial wanted to engage consumers earlier in the sales cycle, before they had<br />
considered Sun Life or were even aware that they had a need that might be met by a financial product.<br />
Quite simply, there was no communications vehicle for Sun Life to pique the interest <strong>of</strong> regular<br />
Canadians interested in browsing lifestyle‐based content or in the discovery phase <strong>of</strong> the customer<br />
journey where they are encountering advice, tips and information that could inform their life decisions.<br />
Industry research pointed Sun Life toward a major opportunity: to become a publisher that shares<br />
interesting and engaging content that attracts, engages and converts readers into customers. According<br />
to a study by the Custom Content Councili, custom content helps build awareness, drives purchases and<br />
improves relationships with customers. The survey reveals:<br />
90% <strong>of</strong> consumers find custom content useful<br />
78% believe organizations providing custom content are interested in building good relationships<br />
with them<br />
61% feel better about a company that delivers custom content and are more likely to buy from that<br />
company<br />
Connecting with these consumers is not as simple as putting up a website and hoping people find it.<br />
Gaining share <strong>of</strong> voice through social channels and optimizing search rankings has become a key factor<br />
in reaching consumers. Canadians are at the forefront <strong>of</strong> this behaviour change in accessing content<br />
across blogs and social media like Facebook, Twitter and YouTubeii:<br />
From 2009 to 2010, Canadians spent 58% more time on blogs reading 36% more pagesiii<br />
83.1% <strong>of</strong> Canadian Internet users are active on Facebook<br />
13.7% <strong>of</strong> Canadians use Twitter each month<br />
17.6 million Canadians visit YouTube every monthiv.<br />
Sun Life Financial used this and other research to help devise an approach that would reach consumers<br />
where they prefer to engage in dialogue, <strong>of</strong>fer content wherever consumers prefer to digest it, and build<br />
a positive affinity for the Sun Life Financial brand in an expanded target market. With the support <strong>of</strong><br />
High Road Communications, BrighterLife.ca was born. It is an informal, engaging, no‐pressure lead
generation and brand awareness tool for Sun Life Financial, adding real value to Canadians’ everyday<br />
lives through the power <strong>of</strong> relevant, credible, useful content.<br />
Intended Audiences<br />
To segment audiences, Sun Life Financial relied on its own extensive research into consumer behaviour<br />
and interests, including the Canadian Unretirement Index, the Canadian Health Index, as well leading<br />
research on the consumer decision journey, most notably by Forrester and McKinseyv.<br />
BrighterLife.ca is intended primarily for consumers who are at the beginning <strong>of</strong> their buying journey,<br />
when they are unaware that there may be a financial product that solves a problem. Typically, they will<br />
have been exposed to a trigger that starts their journey, such as an upcoming lifecycle change, like<br />
starting a family, changing careers or thinking about retirement. With this in mind, the demographic<br />
range <strong>of</strong> the audience spans from young pr<strong>of</strong>essionals, to young families through to mature families and<br />
pre‐retirees.<br />
Consumers characteristically begin their decision process with a perception <strong>of</strong> brands based on what<br />
they have recently read, heard, seen or encountered. Then they deliberately initiate information<br />
gathering to validate their assumptions or identify further alternatives. According to Forrester, the<br />
information gathering process <strong>of</strong>ten involves considering recommendations from friends, reading peer<br />
reviews, consuming user‐generated content and looking at competing alternatives.<br />
This means they are not only listening to the voice <strong>of</strong> brands, but also expecting relevant communities<br />
and peers to <strong>of</strong>fer them information through avenues like social media. Since community is an integral<br />
resource in the active evaluation phase, BrighterLife.ca delivers more than just informative content. It<br />
also provides an opportunity to connect, share and engage in dialogue with like‐minded individuals who<br />
are in similar lifecycle phases and decision‐making journeys.<br />
Goals and Objectives<br />
Sun Life’s primary focus is on lead generation and building affinity for the Sun Life Financial brand<br />
amongst a broader audience, so that more consumers favour Sun Life in their consideration set when<br />
they are evaluating alternatives for their financial and insurance purchases.<br />
The key objectives aligning with these goals are:<br />
1. Drive leads to SunLife.ca, and generate sales referrals for Sun Life advisors;<br />
2. Grow the pool <strong>of</strong> potential customers by creating and distributing content that appeals to previously<br />
untapped consumers in the active evaluation phase;<br />
3. Deepen engagement with potential customers by going beyond broadcasting sales messages to<br />
engage in meaningful conversations that help inform their decisions and ultimately build a positive<br />
connection to the brand.<br />
Solution Overview<br />
To reach these goals and objectives, Sun Life needed to connect with consumers by providing magnetic<br />
content that would be seen as credible, unbiased and free <strong>of</strong> heavy‐handed marketing tactics – all<br />
within a forum for open dialogue that shares ideas and opinions on money, health and family matters.
Sun Life and High Road partnered to accomplish this in three phases:<br />
Content creation: An editorial plan was created to guide content development around key topic areas<br />
(money, family, working life, health and retirement). The editorial team (lead by the BrighterLife.ca<br />
Editor, a new role at Sun Life) set out to create valuable, informative content that contains useful life<br />
advice. The strategy behind this content is always to make it magnetic: strong visuals paired with<br />
compelling, crisp stories make the content more shareable on social media, and in turn, expand the<br />
audience. Every piece <strong>of</strong> content is optimized for search and includes a call‐to‐action that is separate<br />
and distinct from the article, infographic or video at hand, to provide sales‐based information for those<br />
consumers who may be ready to initiate the next step and make a purchase.<br />
Content delivery: BrighterLife.ca is an integrated blog and social media publishing platform that serves<br />
as a traffic acquisition engine for SunLife.ca. By publishing BrighterLife.ca content through a mix <strong>of</strong><br />
digital communication channels – the website, Facebook, Twitter, YouTube, RSS and email alerts – the<br />
content reaches the audience where they live online and allows them to consume content and interact<br />
with BrighterLife.ca through their preferred channel. Creating the content delivery channel involved<br />
brand development and design; creative web and social media channel design; website development;<br />
search and social platform optimization and social media channel integration.<br />
Content activation: Without activation, no matter how compelling the content may be, it won’t reach<br />
the audience. Sound activation strategies broadcast content beyond the website into every social<br />
medium – Facebook, Twitter and YouTube. Enhanced optimization through ongoing blogger/influencer<br />
outreach and partnerships responded to social media listening and monitoring. As a result,<br />
BrighterLife.ca’s content is catching the attention <strong>of</strong> the audiences that matter.<br />
Implementation and Challenges<br />
Sun Life Financial initiated the program in January 2011. Planning, design, content development and<br />
platform creation was completed by June 2011, and s<strong>of</strong>t‐launched in early July. BrighterLife.ca was<br />
<strong>of</strong>ficially launched in September 2011. The program was funded by taking a small percentage <strong>of</strong> Sun<br />
Life’s brand campaign advertising budget (8%) and reallocating it to fund the capital and operating costs<br />
<strong>of</strong> BrighterLife.ca for 2011. In addition, Sun Life dedicated an Assistant Vice President as project sponsor<br />
leading the digital marketing team, and created a full‐time role for the BrighterLife.ca editor, who<br />
oversees content development.<br />
With an ambitious project <strong>of</strong> this scope, the BrighterLife.ca team faced several challenges, including:<br />
Helping the company think like a publisher: This is the overarching paradigm shift that comes with any<br />
good content marketing strategy: the business becomes the storyteller. Though it certainly required a<br />
substantial shift in thinking, it was a leap that Sun Life was willing to take. Storytelling shifted from a<br />
campaign‐based focus to a continual stream <strong>of</strong> content production. The editorial team partnered with<br />
business units to ensure content supports their business objectives without compromising the integrity<br />
<strong>of</strong> the arms‐length voice <strong>of</strong> BrighterLife.ca.<br />
Establishing a comfort level with the more casual tone <strong>of</strong> the social realm: Financial and insurance<br />
companies are traditionally very pr<strong>of</strong>essional, sometimes even formal, in their communications.<br />
However, the nature <strong>of</strong> social media demands a different approach that introduces a more personal,<br />
conversational tone <strong>of</strong> voice. This isn’t messaging, it’s a dialogue. The Sun Life digital marketing team<br />
has a solid understanding <strong>of</strong> this point <strong>of</strong> differentiation, but it took time and practice with High Road to<br />
put aside more formal corporate language and learn to think and write for interactive media.
Delivering information, being responsive and engaging in real‐time dialogue within a highly regulated<br />
industry: Financial services companies operate within a strict regulatory environment and must weigh<br />
legal and privacy considerations when communicating with the public. Devising rapid response<br />
protocols, a social media triage, getting content pre‐approved by the publication review process team<br />
where possible, and having a legal team on hand to ensure faster turnarounds has been critical to<br />
BrighterLife.ca’s successful operation in an ever‐changing real‐time environment.<br />
Measurement/Evaluation <strong>of</strong> Outcomes<br />
Since launching in September 2011, BrighterLife.ca has garnered recognition as an innovative consumercentric<br />
content marketing platform. In a blog post by Financial Post columnist Jonathan Chevreau, a<br />
critical influencer on financial topics in Canada, he says that although he would not:<br />
“…normally focus on this kind <strong>of</strong> corporate web initiative, I think this one is worth taking note <strong>of</strong> —<br />
particularly if you’re an executive developing corporate blogs, web sites and trying to develop a social<br />
media strategy.”BrighterLife.ca already receives a third <strong>of</strong> the amount <strong>of</strong> traffic currently going to their<br />
corporate site, SunLife.com, and is responsible for a significant number <strong>of</strong> leads. Its traffic is on track to<br />
rise exponentially in <strong>2012</strong>, putting it on an excellent trajectory to achieve bold targets that surpass<br />
SunLife.com visitors, and to become the major source <strong>of</strong> new web leads in Canada.<br />
As part <strong>of</strong> the planning phase, a detailed measurement dashboard was created which mapped metrics<br />
<strong>of</strong> key performance indicators. Monthly scorecard reports are generated from this measurement<br />
dashboard in order to track progress against set objectives.<br />
BrighterLife.ca already receives a third <strong>of</strong> the amount <strong>of</strong> traffic currently going to their corporate site,<br />
SunLife.com, and is responsible for a significant number <strong>of</strong> leads. Its traffic is on track to rise<br />
exponentially in <strong>2012</strong>, putting it on an excellent trajectory to achieve bold targets that surpass<br />
SunLife.com visitors, and to become the major source <strong>of</strong> new web leads in Canada.<br />
To date, Brighter Life has exceeded many <strong>of</strong> its forecasted targets that had been mapped to three major<br />
goals.<br />
1. Drive leads to SunLife.ca and generate sales referrals for Sun Life advisors<br />
Exceeded the 2011 Q4 target for generated leads by 270%, with more than 240 advisor leads and<br />
3,300 click‐throughs to SunLife.ca,<br />
Created more than 200 articles to date that advisors can share with clients to generate referrals<br />
2. Grow the pool <strong>of</strong> potential customers by creating and distributing content that appeals to<br />
previously untapped consumers in the active evaluation phase<br />
54,700 site visits, exceeding 2011 Q4 target by 30%<br />
94,200 page views, growing 46% in Q4 2011<br />
1.8MM unique people reached on Facebook as <strong>of</strong> Dec. 31, 2011 (28‐day total)<br />
6,072 page likes on Facebook as <strong>of</strong> Dec. 31, 2011, exceeding 2011 Q4 target by 500%<br />
More than 1 million social media impressions in December 2011 alone<br />
Custom Content Council, The Customer Publishing Industry 2011, http://www.customcontentcouncil.com/research/customer‐publishing‐industry‐2011/<br />
ii comScore Inc 2010. Canada Digital Year in Review. Search in Canada.<br />
http://www.comscore.com/Press_Events/Presentations_Whitepapers/2011/2010_Canada_Digital_Year_in_Review<br />
iii comScore Inc 2010. Canada Digital Year in Review. Social Networking.<br />
http://www.comscore.com/Press_Events/Presentations_Whitepapers/2011/2010_Canada_Digital_Year_in_Review<br />
iv MarketWatch – The Wall Street Journal. Canadians’ YouTube, Twitter, Facebook usage surpasses that in U.S (based on comScore research<br />
findings). http://blogs.marketwatch.com/canada/2011/01/26/canadians‐youtube‐twitter‐facebook‐usage‐surpasses‐americas/
3. Deepen engagement with potential customers by going beyond broadcasting sales messages to<br />
engage in meaningful conversations to help inform their decisions and ultimately build a positive and<br />
sustained connection to the brand<br />
5, 967 unique people talking about BrighterLife.ca on Facebook as <strong>of</strong> Dec. 31, 2011<br />
10,404 engaged users on Facebook as <strong>of</strong> Dec. 31, 2011 (28‐day total)<br />
1,000 unique visitors to our Facebook page daily, with 40% <strong>of</strong> visitors being age 45+<br />
351 Twitter mentions since launch<br />
BrighterLife.ca has proven to be an early success. Each objective and established target was exceeded,<br />
and previously unidentified benefits have resulted since its launch, including widespread interest in the<br />
content from Plan Sponsors who wish to share it with their employees, as well as positive industry<br />
attention across content marketing and social media circles, including the Content Marketing Institute<br />
and For Immediate Release. As a result, Sun Life Financial has emerged as a financial services company<br />
to watch in the content marketing world.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Management<br />
Social Media<br />
AWARD OF MERIT<br />
Entrant’s Name: Cathy Bogaart<br />
Organization: MaRS Discovery District<br />
Division/Category: Division 1: Communication Management, Category 13: Social Media<br />
Title <strong>of</strong> Entry: MaRSDD Website Re‐design<br />
Time Period: 2011<br />
Brief Description: MaRS Discovery District leverages the accessibility and reach <strong>of</strong> social media to engage<br />
entrepreneurs, promote organizational services and showcase the accomplishments and merits <strong>of</strong> our clients. The<br />
daily MaRS blog is a prime component <strong>of</strong> our digital reach, providing “snackable” information for the “on‐the‐go”<br />
entrepreneur.<br />
Business Need/Opportunity:<br />
MaRS is a not‐for‐pr<strong>of</strong>it registered charity dedicated to maximizing the economic and social impact <strong>of</strong><br />
innovation. The MaRS model uses place and partnerships to build a community in which innovators,<br />
entrepreneurs, scientists, pr<strong>of</strong>essionals and investors can exchange knowledge, share best practices and<br />
expand their networks.<br />
MaRS <strong>of</strong>fers a broad range <strong>of</strong> educational programs and business services to address the needs <strong>of</strong><br />
emerging and growth‐oriented startup companies. Public outreach activities span both science and<br />
culture, while entrepreneurship programs for students reach a wide cross‐disciplinary audience and<br />
create a culture that celebrates innovative ideas, entrepreneurship and commercialization.<br />
To extend this community beyond the walls <strong>of</strong> our building, MaRS’ social media networks, including<br />
Twitter, Facebook and LinkedIn, create an accessible digital forum for sharing information, thoughts,<br />
ideas and opportunities. Social media allows for back‐and‐forth discourse on topics that matter to all<br />
members <strong>of</strong> our audience. It also stretches our capacity to disseminate information and keeps everyone<br />
at MaRS and beyond abreast <strong>of</strong> on‐the‐ground issues.<br />
User opinion surveys revealed that our general online audience still perceived MaRS to be an entirely<br />
medical institution despite our expansion into the Information Technology, Communications and<br />
Entertainment (ICE), Cleantech and Social Innovation sectors. Furthermore, website visits and page<br />
views remained stagnant despite the many useful entrepreneurial tools and resources that were added<br />
on an ongoing basis. Clearly, better website promotion was required.<br />
The solution for a revitalized social media experience had to equally promote all our industry specialties<br />
without emphasizing any particular sector. This balancing act had previously proved challenging in the<br />
face <strong>of</strong> various internal stakeholders, each with varying objectives and spheres <strong>of</strong> influence.<br />
The opportunity came with the arrival <strong>of</strong> a new Director <strong>of</strong> Communications in March 2011, who insisted<br />
on a fresh foray into our social media strategy. After budget reshuffling and a new emphasis on digital<br />
communications, the team now had the monetary resources to revitalize MaRS’ social media networks.<br />
Intended Audience(s):<br />
Primary Audience:<br />
Ontario entrepreneurs: typically highly educated with a marked interest in keeping up with the latest<br />
market trends. They are generally active on social media platforms for both business and pleasure.
Secondary Audience:<br />
MaRS partner and funding stakeholders with vested interests in up‐and‐coming startups and potential<br />
investment opportunities.<br />
MaRS advisors, employees and community members who use MaRS social media updates as a resource<br />
to keep up on the latest innovations, trends and technologies.<br />
3. Goals/Objectives:<br />
1. Showcase MaRS as a multi‐disciplinary institution dedicated to helping entrepreneurs from<br />
varying industries beyond medical sciences (Cleantech, Social Innovation, Information<br />
Technology, Communications and Entertainment).<br />
2. Increase update frequency to all social media platforms. Regular online activity ensures search<br />
engine coverage and audience engagement.<br />
3. Connect our audience with valuable educational tools, resources, events and funding<br />
opportunities.<br />
4. Ensure that our blog remains user‐friendly, easy to navigate and, most importantly, valuable.<br />
5. Quantitative objectives: By the end <strong>of</strong> 2011, we wanted a 20% increase in Facebook fans, a 30%<br />
increase in Twitter followers, a 50% increase in LinkedIn followers and an overall increase in<br />
traffic to the website.<br />
Solution Overview:<br />
1. In order to tackle new digital initiatives while maintaining our current workflow, the team<br />
recruited a dedicated digital communications manager with extensive presence in the online<br />
entrepreneurship community.<br />
2. Communications developed an editorial blog calendar and instituted monthly stakeholder<br />
meetings to schedule blog opportunities and appoint a range <strong>of</strong> topics that would satisfy both<br />
our internal stakeholders and diverse external audience.<br />
3. We reached out to our online community and recruited regular guest bloggers representing a<br />
range <strong>of</strong> companies.<br />
4. For user‐friendly blog navigation, communications implemented a new categorized website<br />
search feature.<br />
Rationale<br />
1. The hiring <strong>of</strong> a dedicated digital communications manager was essential for a team that was<br />
small relative to the rapidly growing MaRS organization. Discussion between team members and<br />
upper management narrowed the selection down to an energetic, casual online voice, one that<br />
was intentionally different from the staid, academic persona normally associated with MaRS.<br />
2. The MaRS Communications team, though in‐house, is similar to an independent agency as it<br />
caters to various stakeholders, each with unique objectives. Our primary stakeholders are the<br />
following teams:
a. Information Technology, Communications and Entertainment<br />
b. Cleantech<br />
c. Life Sciences and Healthcare<br />
d. Social Innovation<br />
e. Educational Services<br />
f. Sponsorship and Fundraising<br />
The editorial calendar was developed to facilitate input and contribution from all advisory<br />
sectors, ensuring the equal distribution <strong>of</strong> blog opportunities. The monthly editorial meeting is a<br />
forum for discussing potential topics and determining the content that would appeal to the<br />
widest social media audience, as well as those topics that would be more suitable for<br />
specialized, targeted papers and publications.<br />
3. Along with internal blog contributors, MaRS Communications actively searched for external<br />
writers who were well versed in the topics <strong>of</strong> interest to our audience base and highly regarded<br />
in their respective industries. These contributors provided fresh perspectives and brought to<br />
MaRS their own circle <strong>of</strong> followers, thus increasing our overall online community.<br />
4. The implementation <strong>of</strong> a categorized website search feature provides clear and precise search<br />
results. It directs visitors to related MaRS content, while increasing viewership and decreasing<br />
bounce rates.<br />
Implementation and Challenges:<br />
Budget:<br />
Budget restructuring and new emphasis on digital communications freed up ample resources to hire a<br />
dedicated digital communications manager, as well as fund website optimization.<br />
Challenges:<br />
The hiring <strong>of</strong> a dedicated social media strategist was met with skepticism among upper management<br />
who felt that team members from various advisory practices could simply take turns sharing information<br />
on social media platforms. However, this would have been detrimental to all our objectives since the<br />
unified MaRS online persona would have been distorted by multiple personalities and competing key<br />
messages. Ensuring equal opportunity among various advisory teams would have also proven difficult,<br />
as each team has different resources and time dedicated to social media updates. The fine balancing act<br />
would have been tipped in favour <strong>of</strong> the advisory team with the most dedicated time.<br />
The implementation <strong>of</strong> an editorial calendar was also initially opposed by MaRS internal stakeholders,<br />
who were accustomed to a first come, first served system. They felt that rigid scheduled dates would<br />
prevent them from posting news <strong>of</strong> breaking topics and timely industry events. However, upon<br />
demonstrating the chaotic nature <strong>of</strong> the blog, the Communications team was able to highlight the<br />
merits <strong>of</strong> an organized, planned editorial calendar.<br />
6. Measurement/Evaluation <strong>of</strong> Outcomes:<br />
Objective 1‐4: The increase in MaRS followers was diverse, spanning a variety <strong>of</strong> industries. User opinion<br />
surveys revealed that recent followers were intrigued by our “Tweets” and Facebook/LinkedIN posts and<br />
followed our platforms for more information on their respective specialties. Many were hearing about<br />
MaRS for the first time and many realized the full services <strong>of</strong>fered at MaRS. Website bounce rates<br />
decreased indicating that visitors were spending more time browsing our pages. This can be directly<br />
attributed to our optimized search result features.
Objective 5: Quantitative objectives — by the end <strong>of</strong> 2011, we wanted a 20% increase in Facebook fans,<br />
a 30% increase in Twitter followers, a 50% increase in LinkedIn followers and an overall increase in<br />
traffic to the website.<br />
Outcome:<br />
Facebook: 33.8% increase in Facebook fans<br />
Twitter: 115% increase in followers<br />
LinkedIN: 758% increase in followers
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Skills<br />
Publications<br />
AWARD OF EXCELLENCE<br />
Entrant’s Name: Stuart Weinberg, Manager, Communications Responsible Mining<br />
Organization: Barrick Gold Corporation<br />
Title <strong>of</strong> Entry: Barrick Beyond Borders Magazine<br />
Division/Category: 2. Communication Skills 15.Publications<br />
Time Period: March 2011 – January <strong>2012</strong> (*Note that all writing, production and printing <strong>of</strong> the three issues<br />
included in this nomination occurred in 2011. The final issue was mailed the first week <strong>of</strong> <strong>2012</strong>.)<br />
Description: Beyond Borders is an external publication designed to provide governments, non‐governmental<br />
organizations, and other key stakeholders with detailed and timely information about Barrick’s social and environmental<br />
initiatives.<br />
Business Need/Opportunity<br />
Barrick Gold Corporation is the world’s largest gold mining company, with 25,000 employees, 26<br />
operating mines and nine development projects. Headquartered in Toronto, the company’s operations<br />
encompass five continents and eleven countries, many <strong>of</strong> which are developing nations coping with<br />
complex social and economic challenges.<br />
One <strong>of</strong> the company’s overriding commitments, enshrined in its corporate social responsibility (CSR)<br />
charter, is to make a positive difference in the communities surrounding its operations. To that end,<br />
Barrick has developed a world‐class CSR program that includes numerous community‐development<br />
initiatives and projects that support education, health care, the environment and sustainable economic<br />
development, among other things. Many <strong>of</strong> these projects involve partnerships with respected<br />
government and non‐governmental organizations (NGOs), including the U.S. Agency for International<br />
Development and World Vision.<br />
However, the company’s CSR efforts are <strong>of</strong>ten overshadowed or ignored because Barrick ‐‐ by dint <strong>of</strong> its<br />
size and extensive presence in complex regions ‐‐ is a frequent target <strong>of</strong> anti‐mining and antiglobalization<br />
groups. Inaccurate information and unfounded allegations about Barrick’s practices are a<br />
common occurrence. And with the proliferation <strong>of</strong> social networking and global reach <strong>of</strong> the Internet,<br />
misinformation about Barrick can spread rapidly, harming the company’s reputation.<br />
Barrick recognized the need to create a direct channel to stakeholders that would allow it to deliver<br />
unfiltered information about its social and environmental performance, and the resulting benefits. In<br />
late 2007, the company developed a concept for a new print publication to serve as such a channel. The<br />
publication was named Beyond Borders to signify its global content and underscore Barrick’s intent to<br />
set the highest standards in responsible mining worldwide.<br />
In the intervening years, Barrick’s CSR program has grown substantially, as have stakeholder demands<br />
for information and transparency. To keep pace, Beyond Borders needed to expand into a full‐fledged<br />
magazine large enough to produce stories about the numerous CSR initiatives in all four <strong>of</strong> Barrick’s<br />
business regions. At the same time, these stories needed to be substantive features that addressed<br />
complex issues, such as climate change, public‐private sector collaborations and indigenous and gender<br />
issues, in a manner that our stakeholders were expecting.
In addition, in 2011, Barrick faced serious human rights challenges at its operations in Papua New<br />
Guinea and Tanzania, and needed a credible forum where it could give its perspective and explain how<br />
the company was responding. Beyond Borders was that forum.<br />
Finally, while it has always been possible to download Beyond Borders from Barrick’s website, the<br />
magazine needed to develop an online presence to reach a broader audience. To address this need, a<br />
Beyond Borders website was created in late 2010 and a strategy was devised to heighten the magazine’s<br />
visibility among Barrick’s followers on Twitter, Facebook and Linkedin.<br />
Intended Audience<br />
Our target audiences include:<br />
Representatives <strong>of</strong> local, regional and national governments <strong>of</strong> Barrick’s 11 host countries,<br />
including the Canadian government, the Canadian International Development Agency, the<br />
Export Development Corporation and the Department <strong>of</strong> Foreign Affairs and International<br />
Trade.<br />
Indigenous communities, such as the Wiradjuri <strong>of</strong> Australia and Western Shoshone in Nevada.<br />
Shareholders and the investment community, including socially responsible investment groups.<br />
Non‐governmental organizations and not‐for‐pr<strong>of</strong>it organizations, such as World Vision, America<br />
Solidaria, the Nature Conservancy, and many others.<br />
National regulators and international bodies, such as the International Monetary Fund.<br />
Mining associations, such as World Gold Council and International Council on Mining and<br />
Metals.<br />
Academic institutions, suppliers and the media.<br />
The secondary audience is Barrick employees worldwide. Most employees work at one <strong>of</strong> our 26<br />
operating mines or nine projects around the world, while others work at regional or head <strong>of</strong>fices<br />
in Toronto, Salt Lake City, Santiago, Perth, and Dar es Salaam. As with stakeholders, employees<br />
want to know that Barrick is an ethical company that behaves responsibly and lives up to its<br />
commitment to make a positive difference in the areas it operates.<br />
Goals/Objectives<br />
<br />
<br />
<br />
To produce a visually appealing, well‐written magazine that helps maintain and build Barrick’s<br />
reputation by providing in‐depth information to stakeholders about the company’s social and<br />
environmental performance.<br />
To provide Barrick’s perspective on key challenges facing the company in a candid, transparent<br />
manner, and explain the actions being implemented to confront those challenges.<br />
To build an online presence for Beyond Borders that leverages the growing base <strong>of</strong> Barrick<br />
followers on social networking sites while continuing to expand the magazine’s print circulation.<br />
Solution Overview<br />
<br />
We have adopted a cross‐functional approach to the production <strong>of</strong> Beyond Borders. Specifically,<br />
before commencing work on each issue, the CSR Communications team meets with Regional<br />
Communications and Community Relations colleagues, as well as the Government Affairs,<br />
Environment, Safety and Health departments at the corporate and regional levels to define<br />
themes <strong>of</strong> interest to stakeholders and additional content for each issue.
Ongoing themes <strong>of</strong> importance include CSR initiatives involving the environment, water<br />
management, education and infrastructure development in communities near Barrick<br />
operations. More recent themes <strong>of</strong> interest include protecting human rights, support for<br />
Aboriginal communities and evaluating the economic impact <strong>of</strong> Barrick’s operations, both locally<br />
and nationally. We produced at least one major feature stories on all <strong>of</strong> these topics in 2011.<br />
In 2011, Barrick encountered serious human rights challenges at operations in Papua New<br />
Guinea and Tanzania. These crises required a comprehensive response and follow‐up from the<br />
company that had to be communicated to stakeholders in an effective and timely manner.<br />
Beyond Borders was one <strong>of</strong> the company’s key communication conduits, publishing several<br />
feature stories that provided Barrick’s perspective and up‐to‐date information about actions<br />
being implemented to address the challenges. This effort required close collaboration with<br />
senior company leaders in Papua New Guinea, Tanzania, and at corporate headquarters in<br />
Toronto.<br />
To broaden the magazine’s reach and develop an online presence, we created a standalone<br />
Beyond Borders website in late 2010, allowing users to access the latest issue <strong>of</strong> the magazine,<br />
as well as archived copies <strong>of</strong> every Beyond Borders story ever published.<br />
By providing online access to the magazine, Barrick is able to present its point <strong>of</strong> view to a whole<br />
new audience <strong>of</strong> stakeholders who use the Internet as their primary source <strong>of</strong> information. In<br />
addition, the magazine’s editorial team can use the website to post stories between issues, and<br />
when necessary, respond in a timely manner to misinformation about Barrick – a key<br />
considerations in a wired world where anti‐mining groups make frequent use <strong>of</strong> the Internet to<br />
target Barrick.<br />
To ensure maximum exposure for Beyond Borders, each new issue is publicized via press release<br />
and, internally, through a feature story on Barrick’s intranet page.<br />
To increase exposure <strong>of</strong> Beyond Borders online, we implemented a Google advertising campaign<br />
for the magazine.<br />
A new practice instituted in 2011 is to send story headlines to Barrick followers on Twitter,<br />
Facebook and Linkedin when a new edition <strong>of</strong> Beyond Borders is published. Specifically, the<br />
company sends one headline per day to Barrick followers to maximize exposure for each article<br />
in the new issue.<br />
Content is written in a fact‐based, credible way and accompanied by vivid images that help bring<br />
stories to life. The approach is straightforward and pr<strong>of</strong>essional, in tune with our responsible<br />
mining approach.<br />
In 2011, we added a new staff member to the CSR Communications team whose primary duty is<br />
to oversee the research, writing, design, printing and mailing <strong>of</strong> Beyond Borders.<br />
We liaise with Regional Communications and Community Relations teams to update and expand<br />
the Beyond Borders print distribution list. In 2011, Barrick’s acquisition <strong>of</strong> Equinox Minerals<br />
resulted in the addition <strong>of</strong> 1,500 new recipients <strong>of</strong> the magazine.<br />
Because many Barrick employees work in remote areas, we implemented home delivery <strong>of</strong><br />
Beyond Borders in 2011 in certain regions, such as Australia and North America, to ensure<br />
employees have access to the magazine.<br />
Barrick has major operations and CSR programs in South America and the Dominican Republic,<br />
making a Spanish language edition <strong>of</strong> Beyond Borders essential. The Spanish edition is translated<br />
and printed in Santiago, Chile, and distributed to stakeholders in Chile, Peru, Argentina and the<br />
Dominican Republic.<br />
The current print run is 19,000 English copies and 5,000 Spanish copies.<br />
o Mail to External Stakeholders 3,100
o Barrick Tanzania/Zambia 6,700<br />
o Barrick South America/Pueblo Viejo 5,000<br />
o Barrick Australia Pacific 2,300<br />
o Barrick North America. 4,800<br />
o Barrick Corporate <strong>of</strong>fices 1,700<br />
o Various events, conferences 400<br />
Implementation and Challenges<br />
<br />
<br />
<br />
Cost<br />
o The cost to produce each edition varies with the number <strong>of</strong> pages and amount <strong>of</strong> content produced<br />
by freelance writers. Average cost per issue <strong>of</strong> the three editions included in this nomination was<br />
$73,000. This includes an average cost <strong>of</strong> $39,000 for design and $32,000 for printing and<br />
distribution. Freelance writers assisted with two issues at an average cost <strong>of</strong> $1,300 per issue.<br />
Resources<br />
o The publication is one <strong>of</strong> many assignments in the workload <strong>of</strong> the two‐person CSR Communications<br />
team, making it a challenge to research and develop content, manage logistics, and meet deadlines.<br />
o Nancy White, Director <strong>of</strong> CSR Communications, spent about 25% <strong>of</strong> her time on Beyond Borders in<br />
2011, including planning, researching, writing, editing, and reviewing <strong>of</strong> layouts and approvals.<br />
o Stuart Weinberg, Manager CSR Communications, spent about 80% <strong>of</strong> his time on the magazine,<br />
including planning, researching, writing, editing, collecting photos, reviewing layouts and approvals<br />
and managing production.<br />
o Julie Winget, Communications Specialist spent about 10% <strong>of</strong> her time overseeing distribution and<br />
assisting with photo collection.<br />
Challenges<br />
o Beyond Borders is produced centrally from head <strong>of</strong>fice in Toronto, but Barrick’s CSR programs are<br />
delivered around the world, including Canada, the United States, Peru, Chile, Argentina, Tanzania,<br />
Zambia, the Dominican Republic, Australia, Saudi Arabia and Papua New Guinea. Barrick is a large,<br />
diverse multinational corporation, with different Community Relations groups in each locality<br />
managing a wide variety <strong>of</strong> initiatives. It is a challenge to identify and research stories, assemble<br />
photos, and coordinate approvals for this vast array <strong>of</strong> programs. Wide gaps in time zones, cultural<br />
differences and language barriers add to the challenge. We have developed contacts in each Barrick<br />
region and among the key programs to encourage local colleagues to submit information and<br />
images, and keep us informed about current local initiatives.<br />
Measurement/Evaluation<br />
Length and Scope<br />
o In 2011, the average length <strong>of</strong> Beyond Borders rose to 43 pages from 35 in 2010. The<br />
increase is consistent with our goal <strong>of</strong> providing detailed information about Barrick’s<br />
growing CSR program and meeting stakeholder expectations for more information and<br />
transparency.<br />
All three issues in this nomination include features that addressed one or both <strong>of</strong> the human rights<br />
challenges that Barrick faced in Papua New Guinea and Tanzania. In all, we published eight separate<br />
stories addressing these challenges, including a 1,600 word feature in the January <strong>2012</strong> edition on<br />
efforts to rebuild relations with local communities near our North Mara mine in Tanzania.<br />
Website and Print Circulation Statistics
o<br />
o<br />
Website monitoring shows there were 44,500 visits to the Beyond Borders website between March<br />
2011 and January <strong>2012</strong>. As indicated, before the website was created, the only way to obtain an<br />
electronic copy <strong>of</strong> the magazine was to download it from Barrick’s website. In 2010, Beyond Borders<br />
was downloaded 5,500 times, underscoring the significant increase in readership that the<br />
standalone website is generating.<br />
We implemented a Google advertising campaign for the August and September editions that<br />
brought 3,611 additional visitors to the magazine’s website. The click‐through on our ad was 3%,<br />
(i.e. three people in 100 clicked on the ad), above the 2% average for Google ads. We will advertise<br />
all future issues on Google.<br />
o The print circulation <strong>of</strong> the magazine climbed to 24,000 in 2011, up from 15,000 at the end <strong>of</strong> 2010.<br />
The increase primarily reflects the addition <strong>of</strong> stakeholders and Barrick employees in Lumwana, plus<br />
home delivery to employees in Australia and North America.<br />
Social Networking<br />
o Every Beyond Borders story is now exposed to Barrick’s 16,000‐plus followers on LinkedIn, 7,000‐<br />
plus followers on Facebook and 5,000‐plus followers on Twitter. In addition to increasing the<br />
magazine’s exposure, sending out individual story headlines <strong>of</strong>ten catapults the stories to the top <strong>of</strong><br />
Barrick‐related searches on Google. As well, it <strong>of</strong>ten pushes misinformation about Barrick produced<br />
by anti‐mining groups down on Google search lists, reducing the visibility <strong>of</strong> these posts.<br />
Republished Articles<br />
o Articles from Beyond Borders continue to either be picked up by other publications, such as the<br />
Canadian Mining Journal, or flagged by online CSR sites, such as 3BL Media.<br />
Feedback about Beyond Borders<br />
o “I’d like to commend Barrick for its Beyond Borders publication. The magazine has been a<br />
valuable tool informing Nevadans about Barrick and its commitment to the communities in<br />
which it operates.” Tim Crowley, President, Nevada Mining Association<br />
o “As a pr<strong>of</strong>essional journalist and editor <strong>of</strong> a national trade magazine, I must compliment<br />
Barrick Gold for its Beyond Borders publication. It is a well designed, well written and<br />
credible magazine that reflects the quality <strong>of</strong> the projects undertaken by Barrick. Highquality<br />
photographs further enhance the magazine and give readers the impression they<br />
are at the site <strong>of</strong> the projects being featured.” Russ Noble, Editor, Canadian Mining<br />
Journal<br />
o “This is a great acknowledgment <strong>of</strong> the excellent work that we are doing around the world,<br />
which is also beautifully communicated in publications like Beyond Borders.” Barrick CEO<br />
Aaron Regent commenting after the company received IR Magazine’s award for Best CSR<br />
Practices<br />
o “Beyond Borders takes corporate social responsibility to a new level <strong>of</strong> public<br />
reporting. Barrick doesn’t avoid the hard issues; it takes them on with a candour that is<br />
admirable and refreshing. By the time you’ve read the magazine, a reader can truly<br />
visualize the places where Barrick works, the people the company works with, the<br />
challenges it faces and how it is addressing them.” Pierre Gratton, President and CEO <strong>of</strong><br />
the Mining Association <strong>of</strong> Canada<br />
Conclusion<br />
After four years, Beyond Borders has become a substantial print publication with a strong Internet<br />
presence. It has expanded in length, keeping pace with the growth <strong>of</strong> Barrick’s CSR program and<br />
stakeholder expectations for more information and transparency. Beyond Borders also served as a the<br />
primary communications conduit for Barrick when the company faced serious human rights challenges<br />
in Papua New Guinea and Tanzania, allowing the company to give stakeholders its perspective and<br />
provide an update on actions being implemented to confront the challenges.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Skills<br />
Publications<br />
AWARD OF MERIT<br />
Entrant’s Name: Janet Wile, ABC, APR<br />
Organization: Barrick Gold Corporation<br />
Division/Category: Division 2 Communications Skills; Category 15 Publications<br />
Title <strong>of</strong> Entry: Barrick News Global Employee Newsletter<br />
Time Period: 2011<br />
Description Barrick News is a quarterly tabloid newsletter produced for and about Barrick employees worldwide.<br />
Business Need/Opportunity<br />
Barrick Gold Corporation is the world’s largest gold mining company with 26 operating mines and 25,000<br />
employees worldwide. Headquartered in Toronto, Barrick’s vision is to be the world’s best gold company<br />
by finding, acquiring, developing and producing quality reserves in a safe, pr<strong>of</strong>itable and socially<br />
responsible manner. Barrick shares are traded on the Toronto and New York stock exchanges.<br />
Information vehicles for employees exist at local levels, but the company needs corporate vehicles to<br />
highlight corporate priorities, recognize global activities and achievements, and help employees feel part<br />
<strong>of</strong> the overall organization. Barrick’s Internal Communications team manages a number <strong>of</strong> information<br />
channels, including the intranet, webcasts and other executive communications to employees. About<br />
two‐thirds <strong>of</strong> Barrick’s employees work in mines and in the field, so intranet and electronic<br />
communication alone are not sufficient. Barrick News, the company’s quarterly tabloid newsletter, is an<br />
important channel for communicating company messages and recognizing employee achievements. It is<br />
produced in English and translated into Spanish and Swahili. It is distributed to all employees in a hard<br />
copy format, and is also available as a PDF on the company intranet for those who have access and like<br />
to read it online.<br />
It is a challenge to meet the information needs <strong>of</strong> a large and diverse employee audience but Barrick<br />
News has received high ratings from employees in previous written and online surveys.<br />
One <strong>of</strong> Barrick’s core values is continuous improvement. Internal Communications applies this principle<br />
to Barrick News, making improvements each year to enhance quality <strong>of</strong> reporting, development<br />
processes, and visual appeal. Barrick News strives to provide an inclusive focal point for all employees,<br />
providing global, regional and local context to help the various parts <strong>of</strong> the organization learn about and<br />
understand each other.<br />
In 2011, Internal Communications produced four issues <strong>of</strong> Barrick News to deliver on this mandate.<br />
Intended Audiences<br />
The audience is Barrick’s 25,000 employees worldwide, including miners and equipment operators,<br />
engineers, geologists, security and safety staff, and <strong>of</strong>fice pr<strong>of</strong>essionals. Most employees work at the 26<br />
operating mines located in Canada, the United States, Australia, Papua New Guinea, Tanzania, Zambia,<br />
Peru, Chile and Argentina. Others work at remote exploration sites, or at regional or head <strong>of</strong>fices in<br />
cities such as Toronto, Johannesburg, Salt Lake City, Santiago, Perth, and Dar es Salaam. Geography,<br />
technology infrastructure and culture vary widely among sites. Employees in North America and
Australia speak English; those in South America speak Spanish; and those in Tanzania speak Swahili.<br />
About 30% <strong>of</strong> employees (managers, supervisors, and <strong>of</strong>fice pr<strong>of</strong>essionals) have computers and intranet<br />
access, and are generally English speakers. Most employees work in mines without computer access,<br />
and our readership surveys show they consider the hard copy newsletter a key source <strong>of</strong> company<br />
information and employee recognition.<br />
Supplementary audiences include contractors who work at Barrick locations, as well as suppliers and<br />
other visitors who pick up copies <strong>of</strong> the newsletter when visiting a Barrick site.<br />
Goals/Objectives for 2011<br />
1. Maintain and improve readership satisfaction.<br />
• Measurement is through the readership survey. In 2011, this was an online survey.<br />
2. Ensure content is directly aligned with company priorities: Safety/Security, Continuous Improvement,<br />
Maintenance/Operations, Corporate Social Responsibility.<br />
• Measurement for this is the content analysis by category.<br />
3. Ensure strong representation from each <strong>of</strong> the company’s four business regions (North America,<br />
South America, Australia Pacific and Africa).<br />
• Minimum two pages <strong>of</strong> content from each region in each issue.<br />
4. Define and implement at least three improvements that enhance efficiency or quality.<br />
Solution Overview<br />
When company priorities are established each year by senior management, we incorporate them into<br />
the planning for the newsletter, ensuring that we are researching and running stories on these topics<br />
from around the world. We classify stories by category and monitor the balance. For example, Safety<br />
and Social Responsibility are two key company priorities and we strive to maintain about 20% <strong>of</strong> our<br />
story count on these important topics. In 2011, Maintenance was established as a high company<br />
priority, so we devoted a double‐page spread in each issue to the Maintenance Improvement Program,<br />
and encouraged our regional colleagues to contribute additional stories about local Maintenance<br />
achievements for the regional sections.<br />
We developed a 2011 editorial calendar and production schedule, and distributed it to regional<br />
communicators and other contributors worldwide in Dec. 2010. Setting deadlines well in advance helps<br />
them plan ahead. We provide timely reminders <strong>of</strong> the deadlines. We plan for a minimum <strong>of</strong> two pages<br />
<strong>of</strong> content from each <strong>of</strong> the company’s four business regions in each issue. We review, edit and verify all<br />
material to ensure it is appropriate and accurate. The editorial calendar is flexible to accommodate new<br />
developments; for example, Barrick made a major acquisition in 2011 and this became a cover story for<br />
Issue 3.<br />
Corporate communicators work with the CEO to prepare his “View from the CEO,” and we also work<br />
with experts in Safety, Maintenance and other fields to develop appropriate content and recurring items<br />
such as the Continuous Improvement column. The newsletter is produced first in English. Once the text<br />
is finalized, it is translated into Spanish and Swahili and poured into the same layout.<br />
Wherever possible, we focus on employee achievements. We <strong>of</strong>ten invite key personnel to tell their<br />
story in their own words (with some editing help) in bylined articles. We quote individuals and use<br />
specific site examples to highlight good work being done across the company.
We include special inserts in selected issues. In 2011, Issue 1 contained a hard copy insert <strong>of</strong> the safety<br />
newsletter, Courageous News, which saluted safety award winners across the company. Issue 4 included<br />
an insert celebrating Photo Contest finalists and winners. These inserts are very popular based on the<br />
comments received in the year‐end newsletter readership survey.<br />
We leverage the intranet to promote the issue; for example, there were 1,824 views <strong>of</strong> the story with<br />
links to Issue 4. We also post all issues to the intranet as an archive and for the convenience <strong>of</strong> those<br />
who prefer to read Barrick News online.<br />
Newsletter improvements implemented in 2011 include:<br />
• For the final issue <strong>of</strong> 2010, we tested a switch from an uncoated to a lightly coated paper stock. This<br />
greatly improved the visual appeal and photo quality. We adopted this for all issues in 2011.<br />
• Employee recognition is an important goal <strong>of</strong> Barrick News. In 2011, Barrick introduced an expanded<br />
awards program, “Barrick Excellence <strong>Awards</strong>,” for achievement in Safety and Health, Continuous<br />
Improvement, Security, Environment and Corporate Social Responsibility. We used this as the theme for<br />
the first issue <strong>of</strong> the year, running 12 pages <strong>of</strong> stories on award winners and their achievements. This<br />
greatly improved our focus on recognizing employee achievements. Issue 3 included a focus on winners<br />
<strong>of</strong> Finance Excellence awards presented in June.<br />
• Two years ago, we began printing the Swahili edition in Dar es Salaam, Tanzania. This is less expensive<br />
than shipping printed newsletters, and also supports the company’s efforts to provide local economic<br />
development. Following that success, in 2011, we moved printing <strong>of</strong> our Spanish editions to South<br />
America with oversight by our regional colleagues. This eliminated delays encountered with Customs<br />
when shipping newsletters across borders. It also provides local economic stimulus.<br />
• At remote mine sites, it is difficult to ensure thorough distribution <strong>of</strong> the newsletter to all employees.<br />
Two years ago, we implemented home mailing to all employees in North America. This has been very<br />
successful, and enables employees’ families to read about the company’s commitment to safety, social<br />
responsibility, and other activities. In 2011, we introduced home mailing to all sites in Australia, ensuring<br />
better distribution to employees in that region.<br />
• In 2011, we added a staff member in Internal Communications, providing added capacity. This allowed<br />
us to allocate time to work more closely with regional communicators in advance <strong>of</strong> the newsletter<br />
deadlines to improve quality and ensure stories are better aligned with editorial direction. This has<br />
improved on‐time delivery <strong>of</strong> better quality material from the business regions, and has improved their<br />
engagement in the process.<br />
Implementation and Challenges<br />
Budget<br />
• Print quantities are 16,000 English, 3,500 Swahili and 5,000 Spanish. The cost to produce each issue<br />
varies with the number <strong>of</strong> pages (usually 24‐28 pages) and any inserts. Average cost per issue in 2011<br />
was $15,000 for design and layout <strong>of</strong> English, Spanish and Swahili versions; $8,500 for translation, and<br />
$29,000 for printing. Packaging and postage is $11,000 for home mailing to 4,841 employees in North<br />
America and 2,337 in Australia.<br />
Resources<br />
• The global newsletter requires extensive time from the Internal Communications team members:<br />
• Janet Wile, Director Internal Communications – 25% <strong>of</strong> time in 2011, including planning, research,<br />
writing, editing, review <strong>of</strong> layouts, approvals
• Evelyn Yallen, Manager Internal Communications – 50%, including writing and editing, managing<br />
production<br />
• Henry Dang, Communications Specialist – 25%, writing, pro<strong>of</strong>ing, liaison with suppliers<br />
• Julie Winget, Communications Coordinator – 10%, overseeing distribution<br />
Other contributors include regional staff and subject matter experts who submit or review articles.<br />
Challenges<br />
1. Stories and story ideas come from many sources, including technical experts and people for whom<br />
English is a second language. We must verify information, edit, and <strong>of</strong>ten rewrite stories to make them<br />
suitable for a general employee audience.<br />
2. Shipping newsletters is <strong>of</strong>ten subject to shipping and local Customs delays. We have found the switch<br />
to local printing an effective solution to this problem. For sites that receive bulk shipments, we are<br />
working with contact people at each site to ensure good distribution.<br />
3. We rely to a large extent on photos submitted by employees who are not pr<strong>of</strong>essional photographers.<br />
When preparing stories, we advise staff about the type <strong>of</strong> photos needed to publicize their activities and<br />
we work closely with regional communicators to obtain the required images. We hold an annual global<br />
photo contest, which generates about 800 photos a year for our photo bank. Photo contest winners and<br />
finalists are featured on the intranet and in a special insert <strong>of</strong> Issue 4 <strong>of</strong> Barrick News. In addition, we<br />
<strong>of</strong>ten arrange to have a photographer attend global and function meetings to take portraits <strong>of</strong><br />
attendees so we have their photos on hand when needed for the newsletter and other purposes.<br />
Measurement/Evaluation 2011 Objectives<br />
Maintain and improve readership satisfaction<br />
Ensure content is directly aligned with company<br />
priorities: Safety/Security, Continuous<br />
Improvement, Operations/Maintenance and<br />
Corporate Social Responsibility<br />
Ensure representation from each <strong>of</strong> four business<br />
regions<br />
Define and implement three or more internal<br />
process improvements that enhance efficiency or<br />
quality<br />
Results<br />
The annual online readership survey found high<br />
levels <strong>of</strong> satisfaction and improved ratings over<br />
the previous year on these key metrics:<br />
• 89% said it’s easy to read (up 2% from 2010)<br />
• 85% said it is visually appealing (up 4% from<br />
2010)<br />
• 87% said it reflects company vision, values and<br />
priorities (up 1%)<br />
• 81% said it does a good job <strong>of</strong> recognizing<br />
employee achievements<br />
Content analysis shows 2011 content reflects<br />
company priorities:<br />
• Safety/Security – 18% <strong>of</strong> all stories (in addition,<br />
Safety has its own newsletter and the Safety<br />
<strong>Awards</strong> issue is an insert in Issue 1)<br />
• Continuous Improvement – regular column per<br />
issue<br />
• Operations/Maintenance – 19%<br />
• Corporate Social Responsibility – 20%<br />
•All issues contained two‐page sections from each<br />
business region; other stories include successes or<br />
comments from regions as well<br />
•Introduced coated stock to improve visual<br />
appeal, photo quality<br />
• Used new Excellence <strong>Awards</strong> program to<br />
increase reporting <strong>of</strong> employee achievements (140
success stories in Issue 1 alone)<br />
• Moved printing <strong>of</strong> Spanish version to South<br />
America, overcoming Customs/border delays and<br />
adding to local economic stimulus<br />
• Introduced home mailing for employees in<br />
Australia<br />
• Enhanced working relationships with regional<br />
colleagues to achieve better on‐time delivery <strong>of</strong><br />
quality material and improve engagement
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Skills<br />
Publications<br />
AWARD OF MERIT<br />
Organization’s Name: Real Estate Council <strong>of</strong> Ontario<br />
Entrant’s Name: Sherri Haigh<br />
Division/Category: Division 1: Category 15 – Publications<br />
Title <strong>of</strong> Entry: For the RECOrd<br />
Time Period <strong>of</strong> Project: 2011<br />
Brief Description: The Real Estate Council <strong>of</strong> Ontario (RECO) targeted its quarterly industry newsletter – For the<br />
RECOrd – for a significant redesign. Distributed to approximately 60,000 real estate registrants in Ontario, it is now<br />
a timely and relevant publication that <strong>of</strong>fers a combination <strong>of</strong> regulatory and industry news in plain language. The<br />
new For the RECOrd is more reader‐friendly and features a sophisticated magazine‐style layout. And for the first<br />
time, it is available electronically in Uniflip format.<br />
Business Need/Opportunity:<br />
RECO is a self‐managed, not‐for‐pr<strong>of</strong>it corporation, responsible for administering the Real Estate and<br />
Business Brokers Act, 2002 (REBBA 2002) and associated regulations on behalf <strong>of</strong> the provincial<br />
government. RECO protects the public interest through a fair, safe and informed marketplace.<br />
RECO’s core purpose is to foster confidence and uphold integrity in real estate transactions. However,<br />
one <strong>of</strong> the organization’s core communications goals is to increase the pr<strong>of</strong>ile <strong>of</strong> RECO and its value to<br />
registrants. One <strong>of</strong> the tactics used for communicating with registrants is a quarterly newsletter, For the<br />
RECOrd.<br />
RECO determined that the existing newsletter did not meet the needs <strong>of</strong> registrants. The existing<br />
publication was printed and mailed to real estate pr<strong>of</strong>essionals across Ontario, however with real estate<br />
pr<strong>of</strong>essionals <strong>of</strong>ten being away from the <strong>of</strong>fice, the newsletters <strong>of</strong>ten did not reach them in a timely<br />
manner. Additionally, with the time delays involved in creating and distributing a printed publication, the<br />
content did not always reflect emerging industry trends and issues.<br />
Research: RECO conducted research to gain an understanding <strong>of</strong> how registrants perceived RECO’s<br />
communications materials:<br />
• Biennial member satisfaction survey – RECO used a nationally recognized polling firm to conduct a<br />
registrant survey, which found that registrants prefer receiving information online;<br />
• Communications audit – RECO worked with a third‐party agency to identify areas for improving<br />
existing communications with registrants; and<br />
• Environmental scan – RECO reviewed industry newsletters <strong>of</strong> other regulatory real estate<br />
organizations and delegated administrative authorities to gain insight into how to deliver timely<br />
and relevant information to registrants.<br />
Analysis: RECO analyzed the insights gained from the registrant survey, communications audit and<br />
environmental scan and identified the following recommendations for enhancing the registrant newsletter:<br />
• Electronic communications – Real estate pr<strong>of</strong>essionals are <strong>of</strong>ten on‐the‐go and prefer to receive<br />
information electronically. Using technology to enhance the mobile readability would have to be<br />
an important factor in adding value to For the RECOrd.
• People‐oriented vs. regulation‐oriented – Real estate pr<strong>of</strong>essionals favour receiving<br />
communications in plain language that further enhance their knowledge <strong>of</strong> their responsibilities<br />
under REBBA 2002, in an easy‐to‐understand format.<br />
• Timely information – Real estate pr<strong>of</strong>essionals want timely updates regarding legislation changes,<br />
legal case studies and interpretations <strong>of</strong> industry trends.<br />
Intended Audience:<br />
The intended audience group for RECO’s industry newsletter – For the RECOrd – consists <strong>of</strong> registrants.<br />
This group encompasses the 60,000 registered real estate pr<strong>of</strong>essionals in Ontario. They are a highlyengaged<br />
group that is interested in staying on top <strong>of</strong> real estate regulation changes, member<br />
convictions, industry news and education updates. Through the bi‐annual satisfaction survey RECO was<br />
able to determine that this group prefers to receive their news in electronically and in plain language.<br />
Goals/Objectives:<br />
Goals:<br />
• Deliver timely and relevant information, news and updates to registrants; and<br />
• To enhance registrants’ knowledge <strong>of</strong> their responsibilities under REBBA 2002.<br />
Objective:<br />
• Obtain an understanding level <strong>of</strong> RECO’s purpose from at least 80 per cent <strong>of</strong> registrants;<br />
• Obtain a satisfaction level <strong>of</strong> at least 75 per cent for informing registrants <strong>of</strong> key industry issues;<br />
and<br />
• Obtain a satisfaction level <strong>of</strong> at least 80 per cent for For the RECOrd from registrants.<br />
Solution Overview:<br />
Strategies: RECO’s strategies for creating a timely and informative registrant newsletter included:<br />
• Deliver a visually‐appealing and easy‐to‐read newsletter that would resonate with the needs <strong>of</strong><br />
real estate pr<strong>of</strong>essionals.<br />
• Use mobile‐friendly technology to enhance the reader experience and better reflect the<br />
preferences <strong>of</strong> the industry.<br />
• Communicate with all registered real estate pr<strong>of</strong>essionals in Ontario with credible, concise and<br />
timely information pertaining to the real estate industry and provincial legislation.<br />
Tactics: RECO’s tactics included:<br />
• Identifying internal and external stakeholders to act as information sources and editorial board<br />
contributors;<br />
• Identifying topics <strong>of</strong> interest to be addressed in newsletter articles;<br />
• Engaging the services <strong>of</strong> a graphic design partner to determine a new template for magazine‐style<br />
newsletter;<br />
• Researching and selecting an online e‐magazine program to enhance the mobile readability <strong>of</strong> the<br />
newsletter; and<br />
• Researching and writing all copy and selecting all images to create a final product that delivers<br />
timely, relevant and easy‐to‐read industry and regulatory information to registrants.
Implementation and Challenges:<br />
Budget: The annual budget for the four newsletters was $110,000, which included design, printing, e‐<br />
magazine hosting (UniFlip) and postage costs (including returned mail).<br />
Timeline: The newsletter was distributed four times in 2011.<br />
Challenges:<br />
• By‐laws sometimes dictate content – as RECO is governed by a set <strong>of</strong> by‐laws, there are certain<br />
items that must be communicated at certain times <strong>of</strong> the year (e.g., call for nominations in the<br />
spring). As a result, the mandatory content increases the publication size, thus increasing the<br />
cost <strong>of</strong> production and printing.<br />
• Challenge <strong>of</strong> positioning – while RECO <strong>of</strong>fers valuable information and resources to industry<br />
pr<strong>of</strong>essionals, it is important to maintain a credible reputation as Ontario’s real estate regulator.<br />
We want to ensure we are distinct from real estate associations.<br />
Measurement/Evaluation:<br />
• Obtain an understanding level <strong>of</strong> RECO’s purpose from at least 80 per cent <strong>of</strong> registrants: o The results<br />
<strong>of</strong> the registrant satisfaction survey, conducted in October 2011, show that 82 per cent <strong>of</strong><br />
respondents “agree” or “strongly agree” that RECO’s purpose is clear to them.<br />
• Obtain a satisfaction level <strong>of</strong> at least 75 per cent for informing registrants <strong>of</strong> key industry issues: o The<br />
results <strong>of</strong> the registrant satisfaction survey, conducted in October 2011, show that 76 per cent <strong>of</strong><br />
respondents were “satisfied” or “very satisfied” with RECO’s efforts to inform them <strong>of</strong> key industry<br />
issues.<br />
• Obtain a satisfaction level <strong>of</strong> at least 80 per cent for For the RECOrd from registrants. o The results <strong>of</strong><br />
the registrant satisfaction survey, conducted in October 2011, show that 83 per cent <strong>of</strong> respondents<br />
indicated that For the RECOrd is “useful” or “very useful”. This was the third highest ranked<br />
publication by registrants, out <strong>of</strong> a list <strong>of</strong> 16.<br />
For the RECOrd is one <strong>of</strong> RECO’s primary methods <strong>of</strong> communicating with registrants. The ability to<br />
provide information that is relevant, timely and in plain language has helped increase the value to<br />
registrants. The introduction <strong>of</strong> electronic delivery has also allowed us to communicate in a timely<br />
manner, addressing issues that are current and relevant to the industry.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Skills<br />
Multimedia or Digital Content<br />
AWARD OF MERIT<br />
Entrant’s Name: Jo Langham, ABC<br />
Organization’s Name: Thornley Fallis Communications<br />
Client Organization: Ontario Real Estate Association<br />
Division/Category: Division 2, Communication Skills; Category 16: Multimedia or Digital Content<br />
Title <strong>of</strong> Entry: Enhancing the Image <strong>of</strong> Realtors with Video<br />
Time period <strong>of</strong> project: August– December 2011<br />
Brief description: When the Ontario Real Estate Association needed to enhance the image <strong>of</strong> Realtors, Thornley<br />
Fallis Communications produced two videos that complemented its broader communications program by<br />
creatively <strong>of</strong>fering important information that expanded Ontarians’ knowledge about home buying and the<br />
expertise Realtors bring to the process.<br />
BUSINESS NEED/OPPORTUNITY<br />
The Ontario Real Estate Association (OREA) represents 50,000 brokers and salespeople who are<br />
members <strong>of</strong> the 42 real estate boards throughout the province. OREA serves its Realtor members<br />
through a wide variety <strong>of</strong> pr<strong>of</strong>essional publications, educational programs, advocacy and special<br />
initiatives. The association also provides all real estate licensing courses in Ontario. OREA is in turn a<br />
member <strong>of</strong> CREA, the Canadian Real Estate Association, which sets the business standards and<br />
obligations for Realtors under its code.<br />
In March 2010 and after a challenge from the Competition Bureau, CREA had approved changes to the<br />
rules governing the use <strong>of</strong> its Multiple Listing Service (MLS), the database housing details <strong>of</strong> all homes<br />
for sale and sold in Canada. In the past people who wanted their homes listed on the MLS system, <strong>of</strong><br />
which elements were now available online for review, had to employ a Realtor through the entire sales<br />
process. The new rules enabled consumers to ask a Realtor to list their house on the MLS only for a flat<br />
fee and required agents to pass along a seller’s home phone number, if the seller chose, directly to an<br />
interested buyer if asked.<br />
Despite agreement about the need for the rule changes, concerns grew among OREA members that this<br />
would in turn result in exponential growth in the “For Sale by Owner” market and thus have a negative<br />
impact on the livelihood <strong>of</strong> Realtors. In the fall <strong>of</strong> 2010, OREA engaged Thornley Fallis Communications<br />
(TFC) to conduct an audit <strong>of</strong> OREA’s external communications efforts and research properties to see how<br />
Ontarians currently viewed Realtors and create a strategic communications plan to address any<br />
concerns.<br />
The audit, conducted in late 2010 into early 2011, included a review <strong>of</strong> focus group/survey results<br />
previously commissioned by OREA and CREA, stakeholder interviews and an assessment <strong>of</strong> current<br />
communication vehicles in use by OREA. From this TFC identified that Realtors were perceived as pushy,<br />
focussed on commissions (a driving factor on perceptions) and poor listeners. While the vast majority <strong>of</strong><br />
Ontarians continued to use Realtors, they believed that Realtors didn’t provide enough value to justify<br />
their commission, worked for themselves instead <strong>of</strong> for their clients, needed to do a better job providing<br />
information, show their commitment to clients and provide better after‐sale service.
The integrated communications plan to enhance the public image <strong>of</strong> Realtors and establish/reinforce<br />
the value they bring to Ontarians was presented to OREA in April 2011 and approved to commence in<br />
May 2011 as an eight month program that would be evaluated at the end <strong>of</strong> 2011 prior to planning for<br />
<strong>2012</strong>. As most Ontarians already engage Realtors, the campaign was intended to help them see the<br />
value and benefits in this important relationship. The plan included a significant media relations push<br />
encompassing news releases, matte stories, a media tour and the introduction <strong>of</strong> regional spokespeople<br />
to their local media. Given the growth in online research among Canadians prior to home purchase,<br />
videos were also chosen as a communication tool within the campaign, also due in part to their ability to<br />
impart a story effectively and to drive traffic to the OREA website.<br />
INTENDED AUDIENCE(S)<br />
As discovered in our initial research, while most home buyers/sellers use Realtors, they have a negative<br />
perception <strong>of</strong> Realtors considering them pushy, focussed on commissions and poor listeners. While the<br />
total audience pool for OREA was originally identified as “Ontarians who will at some point in their lives<br />
purchase and/or sell a home” we were able to define that audience in more detail given the results <strong>of</strong> a<br />
survey commissioned by OREA in 2010. This had asked Ontarians whether they would use a Realtor in<br />
the future to buy or sell a property.<br />
Of the people who had used a Realtor in the past, 69% said they would again. Of the people who had<br />
never used a Realtor before, 28% said they would use a Realtor in the future. Clearly within our plans it<br />
would be important to target two groups. We needed to give those who had used a Realtor in the past<br />
reasons that would help them decide to use one again. First‐time home buyers (generally 25‐34 years <strong>of</strong><br />
age) were also seen as a key audience who needed to be convinced <strong>of</strong> the value <strong>of</strong> Realtors in the home<br />
purchase process. Forrester Research’s technographics tool had also shown that 76 per cent <strong>of</strong> this age<br />
group are spectators <strong>of</strong> online content.<br />
GOALS/OBJECTIVES<br />
The goal <strong>of</strong> the OREA Image Campaign was to enhance/inform Ontarians’ impressions <strong>of</strong> Realtors. The<br />
objectives for the campaign were the following:<br />
• Establish and reinforce the benefits and value Realtors deliver measured by:<br />
• Maintain or grow percentage <strong>of</strong> people who have used a Realtor in the past and intend to use them<br />
again (69%)<br />
• Grow percentage <strong>of</strong> people who have not used a Realtor before but say they will in the future from<br />
28% to 50%<br />
• Use video to enhance/inform Ontarians’ impressions <strong>of</strong> Realtors<br />
• Generate 4,000 video views for each video between September to December 2011<br />
• Ensure that audience maintains attention at least until delivery <strong>of</strong> key messages<br />
SOLUTION OVERVIEW<br />
Around 90 per cent <strong>of</strong> consumers use the Internet during their search for a new home. And, according to<br />
a landmark study by Comscore in 2009, Canadians are the number one consumers <strong>of</strong> online video with<br />
88 per cent <strong>of</strong> Canadians having viewed video in February <strong>of</strong> that year. Updated numbers from<br />
December 2009 showed that average videos consumed per viewer doubled to 275 per month. This in<br />
combination with the high engagement delivered by the “sight, sound and motion” <strong>of</strong> video therefore<br />
made this medium an ideal choice for conveying the value <strong>of</strong> Realtors.
It was determined that given other elements <strong>of</strong> the media relations plan, the communications objective<br />
would be further met by the delivery <strong>of</strong> fun, contemporary and informative videos that would be widely<br />
viewed in the province <strong>of</strong> Ontario by home buyers and sellers. Through our phase one research, we<br />
knew that our home buying/selling audience was already cynical about Realtors intentions. By creating<br />
solutions that were informational in nature in a humorous and unique way we felt we could overcome<br />
potential objections from our target audience to reviewing Realtor information.<br />
After internal and external research, a review <strong>of</strong> the OREA publication “How to Buy a House” and OREA<br />
president and Realtor Barb Sukkau’s personal materials on home buying, two video topics were selected<br />
as the first to be produced in the series. With the broader topic “What does a Realtor do for me?”<br />
focusing on why people should sign a Buyer Representation Agreement — a document that also<br />
establishes the commission rate and indicates it is negotiable — we would be addressing a major<br />
concern <strong>of</strong> those who had previously used a Realtor and identifying all <strong>of</strong> the things a Realtor does over<br />
and above MLS listings. The more specific topic “How much house can I afford?” was aimed more at the<br />
first‐time home buyer to show them that Realtors could help them figure this out and again point to<br />
more than the provision <strong>of</strong> MLS.<br />
Given that the ins and outs <strong>of</strong> home buying and selling can be a dry topic, and the inherent<br />
opportunities provided by the video format to present important information about home buying in a<br />
memorable way, the proposed treatments included the use <strong>of</strong> stop motion action. In stop motion,<br />
objects or people are filmed frame by frame in small increments <strong>of</strong> movement that are then edited<br />
together to create the illusion <strong>of</strong> movement once frames are played together. This also gives a more<br />
contemporary feel to the videos.<br />
The total budget for fees and expenses for the videos including pre‐production, production and post<br />
production and paid promotion was $77,800, with $48,000 allocated to fees. Despite challenges to the<br />
program that carried with them budget implications (see below), ultimately the project was delivered<br />
$8,000 under budget with savings coming from less paid video promotion than was originally planned<br />
given that measurement goals were met and exceeded early.<br />
The key messages for the overall campaign were written to be tailored to a spokesperson’s expertise.<br />
Specifically for the videos the following key messages were touched upon through the video topics<br />
chosen:<br />
Why should I use a realtor? (expertise, knowledge, regulated, education)<br />
• Realtors can <strong>of</strong>fer you a range <strong>of</strong> services, from simply listing your property on the MLS to the fullservice<br />
treatment. Agree on these services and negotiate your commission rate in the Buyer<br />
Representation Agreement.<br />
• Realtors know the homes and communities that you’re interested in. They are in a great position to<br />
advise on local issues from nearby schools to market value<br />
• A Realtor has the expertise and knowledge to help you decide how you can afford to spend on a house<br />
purchase.<br />
IMPLEMENTATION AND CHALLENGES<br />
Approval for the Image Campaign came in May 2011 and as previously stated OREA wished to evaluate<br />
all elements <strong>of</strong> the campaign at the end <strong>of</strong> 2011 prior to planning for <strong>2012</strong>. It was important therefore
that production <strong>of</strong> the videos happen quickly in order that they were able to gather views and hit targets<br />
before year’s end. Planning for the videos therefore started immediately, with research and client<br />
meetings to identify topics, sourcing <strong>of</strong> potential venues, identification <strong>of</strong> video spokespeople and the<br />
development <strong>of</strong> shooting schedules occurring over the summer. The proposed video treatments and<br />
story structures were presented to OREA on August 2.<br />
Scripts were developed and refined in consultation with OREA and Barb Sukkau from August 19‐24.<br />
Shooting took place as planned on Thursday, August 25 in a private residence that was sourced by TFC<br />
(“What does a Realtor do for me?” video) and in a doll house store over two nights (after the store<br />
closed) on Friday, August 26 and Saturday, August 27 (“How much house can I afford?”). While Barb<br />
Sukkau appeared in both videos, her scenes were all shot in the private residence on August 25. The<br />
videos were edited, presented to the client and finalised on September 14, 2011, when they went live<br />
on the YouTube channel.<br />
Once the videos were finalized, TFC carried out the following promotional activities for the videos:<br />
• Posting the videos on a branded YouTube channel (youtube.com/OREAInfo)<br />
• Embedding the videos on OREA.com<br />
• Including links to the videos in relevant Image Campaign news releases and pitches such as one<br />
identifying the top five buying errors made by Ontarians and another outlining how to negotiate Realtor<br />
contracts.<br />
• Promoting the videos on all OREA social media channels including Twitter, LinkedIn, Facebook and the<br />
OREA blog<br />
• Encouraging Realtors and real estate boards to share the videos on their social networks and providing<br />
special instructions on how to<br />
• Generating Ontario specific paid campaigns through YouTube Promotion and Google Adwords<br />
Two types <strong>of</strong> paid promotion were part <strong>of</strong> the campaign including YouTube paid Promotion (ads on<br />
YouTube directing Ontario users back to the OREA videos when they searched various home buying<br />
terms) and Google Adwords (ads that come up in Google when Ontario users search specific terms on<br />
Google). YouTube promotion would help direct traffic if users were searching for content on the specific<br />
channel and Google Adwords promotion would help attract a broader group <strong>of</strong> traffic who may not<br />
necessarily think <strong>of</strong> YouTube when searching for home buying information. TFC worked with a media<br />
buyer to consult and get suggestions on possible keywords to search, ad copy creation and potential<br />
numbers <strong>of</strong> expected views.<br />
As planned, YouTube paid promotion was started shortly after the videos went live; however, the<br />
Google Adwords promotion ran into a number <strong>of</strong> obstacles. Firstly, being aware that Google Adwords<br />
campaigns have to direct Google users to a website (not YouTube) we had planned to direct users to a<br />
new OREA website that was due to be launched in October 2011. However, when the website launch<br />
was delayed we in turn postponed the Adwords campaign, but increased our YouTube spend to<br />
maintain views.<br />
Once the site was launched in October and the Adwords campaign in place, we noticed that website<br />
analytics indicated that click throughs and plays on the videos were exactly the same (1 to 1). Knowing it<br />
was extremely unusual to see 100 per cent follow through <strong>of</strong> users clicking on an ad and then<br />
consequently playing the video it became apparent that the tracking for the website was not working<br />
properly. Once again the Google Adwords promotion was put on hold until OREA could troubleshoot the<br />
problem and get accurate metrics. As we sorted the coding challenges, it became quite apparent that
udget allocated to YouTube promotion was hitting the appropriate audience and was more successful<br />
than expected. As such, it was ultimately decided that Google Adwords would not be necessary for the<br />
2011 campaign.<br />
While the treatment and script writing went fairly smoothly between OREA and TFC, the logistics for the<br />
video shoot were also somewhat <strong>of</strong> a challenge because TFC had never created stop motion videos<br />
before. Additional talent had been brought in for animation and we discovered that both shoots<br />
involving the private residence and the doll house store required much more time than was originally<br />
planned, a situation resolved through skilled on‐site negotiation with venue owners during the course <strong>of</strong><br />
filming. While this resulted in additional costs in space rental and hourly costs for those individuals<br />
involved in the shooting, cost savings in other areas and an excellent network <strong>of</strong> animation experts<br />
enabled us to continue on time and complete the videos on schedule.<br />
In October 2011 when TFC heard a Toronto Real Estate Board (one <strong>of</strong> the 42 board members <strong>of</strong> OREA)<br />
radio advertising campaign explaining the Buyer Representation Agreement we immediately reached<br />
out to remind them <strong>of</strong> our video. They then shared “What does a Realtor do for me?” with their<br />
membership, who in turn let clients know it was available.<br />
MEASUREMENT/EVALUATION OF OUTCOMES<br />
Establish and reinforce the benefits and value Realtors deliver measured by:<br />
• Maintain or grow percentage <strong>of</strong> people who have used a Realtor in the past and intend to use them<br />
again (69%)<br />
• In order to provide measurement <strong>of</strong> the Image Campaign to meet client deadlines <strong>of</strong> year’s end, a<br />
short omnibus survey was conducted in November 2011 asking Ontarians their intent to use a Realtor in<br />
the future. Of the people who used a Realtor in the past, 69% stated they would use one again in the<br />
future, showing that intent to use had remained status quo.<br />
• Grow percentage <strong>of</strong> people who have not used a Realtor before but say they will in the future from<br />
28% to 50%.<br />
• The same survey showed that 71% <strong>of</strong> people who had never used a Realtor before said they would do<br />
so in the future, a 43% increase over the response in 2010 and greatly exceeding our goal <strong>of</strong> 50%.<br />
Our use <strong>of</strong> video to establish and reinforce the benefits and value <strong>of</strong> Realtors was also confirmed as the<br />
right decision when the pace for video views established on YouTube early on confirmed that people<br />
were looking for real estate information through video.<br />
Use video to enhance/inform Ontarians’ impressions <strong>of</strong> Realtors<br />
• Generate 4,000 video views for each video between September to December 2011<br />
• What does a Realtor do for me? 5,650 views (41% over goal), 23 likes, 5 dislikes, 4 comments such as:<br />
• Good job emphasizing Buyer wants versus Buyer needs based on affordability and good buyer decision<br />
making.<br />
• Great video! Please keep them coming!<br />
• How much house can I afford? 13,500 views (238% over goal), 23 likes, 5 dislikes, 6 comments such as:<br />
• Love this! Simple, to the point and encouraging. Keep it up OREA.<br />
We are able to tell from the cost <strong>of</strong> our advertising program that approximately 50 per cent <strong>of</strong> video<br />
views were the result <strong>of</strong> paid promotion and the other 50 per cent from non‐paid means. This indicates<br />
that our unpaid promotion <strong>of</strong> the videos including social media activity and sharing through various<br />
OREA internal communications vehicles generated the balance <strong>of</strong> the traffic. Realtors shared both
videos on various social networks including Twitter and real estate blogs like the Realtor network Active<br />
Rain and real estate boards like the Windsor‐Essex Real Estate Board.<br />
• Ensure that audience maintains attention at least until delivery <strong>of</strong> key messages<br />
• YouTube insights revealed that audience attention to the videos was strong until about one minute on<br />
the Realtor video (full length 1:33) and one minute and fifteen seconds for the affordability video (full<br />
length 1:49). In both cases the key messages had been delivered by that point including that a Realtor<br />
can help and the affordability formula respectively.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Creative<br />
Publication Design<br />
AWARD OF MERIT<br />
Entrant’s Name: Lesley Boros<br />
Organization: RSA<br />
Agency: AIMIA<br />
Division/Category: Division 3/Category 17<br />
Title <strong>of</strong> Entry: Large Commercial Publication<br />
Time Period: 2011<br />
Brief Description: To help reinforce its position as a leading commercial insurer and choice for broker partners<br />
after a large acquisition, RSA needed to go “BIG”. This campaign certainly did that, and then some. The print<br />
campaign included strong case studies messaging from various clients. This spoke to our expertise in the Large<br />
Commercial and Specialty insurance market.<br />
Need/Opportunity<br />
When RSA acquired commercial insurer GCAN, the bar was raised overnight. This purchase made RSA<br />
the 4th largest insurer in Canada. But there were substantial risks ahead for our company. Acquisitions<br />
can raise market concerns around stability, continued growth and pr<strong>of</strong>itability. Customers can become<br />
concerned that their needs will no longer be met.<br />
RSA needed a new approach. We needed to ensure that we were perceived in the market to be the right<br />
company to acquire GCAN. We needed to move quickly to reinforce market confidence that the<br />
purchase <strong>of</strong> GCAN made sense and to communicate that our strengths were complementary. We<br />
needed to demonstrate that together, we are more than the sum <strong>of</strong> our parts.<br />
Intended Audience<br />
The core target was tw<strong>of</strong>old:<br />
1. Internal staff at RSA and GCAN<br />
2. Insurance Brokers who are the exclusive sales channel for the end customer<br />
We also wanted to send a message to GCAN employees that RSA is the right place for them to work with<br />
their expertise in the commercial market.<br />
In Commercial Insurance, BIG is GOOD. Decision makers need to know that their insurance partner is<br />
stable, financially viable and with good capitalization. In Aimia Incorporating Carlson Marketing addition,<br />
Brokers need assurance they'll be getting a market advantage by the union <strong>of</strong> GCAN and RSA due to our<br />
robust expertise and global reach. We also wanted to dial up our history in Canada as a large global<br />
player.<br />
Goals and Objectives<br />
Mergers and acquisitions create tremendous opportunity. But there is a need for quick wins early on.<br />
Customers and Broker partners need to see the upside and act accordingly. We had to show results out<br />
<strong>of</strong> the gate on the topline and the bottom line.
1. Increase Net Premium Written (revenue) by 15%<br />
2. Increase our Combined Operation Ration (pr<strong>of</strong>it) by 5%<br />
3. Retain our above‐industry‐standard submission to quote and quote to bind ratios<br />
4. Retain 100% <strong>of</strong> RSA and GCAN staff essential to growing our business<br />
5. Increase visits to our Broker site www.rsabroker.ca (our advertising CTA) by 50%<br />
Key theme<br />
We came up with the concept <strong>of</strong> "We're Big On....". We used stories about Canadian business and<br />
cultural icons that have been insured by RSA to describe the scope <strong>of</strong> our contribution to building the<br />
history and fabric <strong>of</strong> the country. We also pointed to our client list <strong>of</strong> big Canadian brands such as the<br />
TSX Top 100 to make it concrete. For instance, we highlighted our client, GoldCorp, a top global gold<br />
producer and we celebrated their own "big" achievements in addition to our own.<br />
Creative Rationale<br />
We needed a literal "BIG" idea that played <strong>of</strong>f the fact that RSA is a big insurance player in Canada, and<br />
we partner with the biggest Canadian companies on big commercial projects that are big icons in<br />
Canadian culture. Underscoring our actual size, our value proposition is also expansive: from our<br />
products and expertise to our brilliant service and claims experience.<br />
We also knew that to drive it home, the medium really needed to be the message. We needed to say<br />
"BIG", but we needed to do so in a grown‐up B2B way. We also had to appeal to the ego and confidence<br />
<strong>of</strong> our target audience and make them feel a sense <strong>of</strong> pride in being connected with RSA.<br />
We used sophisticated black and white photography for iconic images <strong>of</strong> engineering wonders such as<br />
the CN Tower and the Confederation Bridge against the bold purple RSA brand backdrop. The headlines<br />
and CTAs created a tone <strong>of</strong> connection evoking the partnership between RSA and GCAN, our clients and<br />
our broker partners. Aimia Incorporating Carlson Marketing Traditional trade publications (the staple<br />
media <strong>of</strong> commercial insurance) alone weren't going to cut it.<br />
Instead <strong>of</strong> limiting ourselves to the usual Broker trade publications, we also went into full‐page ads in<br />
the Globe and Mail as well as other key national and regional print and online media. We wanted our<br />
customers and broker partners to be "floored". And they were!<br />
Building momentum internally was key. We invested in engaging the sales force with tools to set them<br />
up for success. We activated the campaign internally to support the transition to one business under<br />
one brand. And we went "Big" with an all‐employee campaign that pumped up our collective sense <strong>of</strong><br />
pride in the entire initiative.<br />
Results<br />
In a B2B environment, relationships with key decision makers and partners is huge. We received<br />
consistently positive anecdotal feedback from our staff, clients and broker partners. And the numbers<br />
echo our positive relationship momentum. We achieved millions <strong>of</strong> media impressions. We increased<br />
site visits to www.rsabroker.ca by 85% during the first month <strong>of</strong> our campaign, (versus our goal <strong>of</strong> 50%)<br />
and 70.53% <strong>of</strong> visits were new visitors to the site.
But most importantly, we surpassed our primary business objectives.<br />
1. Increased Net Premium Written (revenue) by 21% versus our goal <strong>of</strong> 15% ‐ and as a bonus, we<br />
acquired 62 new accounts above $100k each in that timeframe ‐ unheard <strong>of</strong> in the joint histories <strong>of</strong> RSA<br />
and GCA<br />
2. Increased our Combined Operation Ratio (pr<strong>of</strong>it) by 9% versus our goal <strong>of</strong> 5%<br />
3. We retained our above‐industry‐standard ``submission to quote`` and ``quote to bind`` ratios<br />
4. We retained 100% <strong>of</strong> RSA and GCAN staff essential to growing our business ‐ and we made<br />
incremental hires to manage our growth
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Creative<br />
Other Graphic Design/3D<br />
AWARD OF EXCELLENCE<br />
Entrant’s Name: Jeff Smalley, Corporate Graphic Designer<br />
Organization’s Name: Town <strong>of</strong> Oakville<br />
Division/Category: Division 3/Category 18<br />
Title <strong>of</strong> Entry: Oakville Canopy Club<br />
Time Period <strong>of</strong> Project: March‐Nov 2011<br />
Brief Description: Town <strong>of</strong> Oakville launched the Oakville Canopy Club, an innovative community outreach<br />
program that encourages residents to save Oakville’s tree canopy from the threat <strong>of</strong> an invasive insect, the<br />
Emerald Ash Borer. The branding <strong>of</strong> the Oakville Canopy Club had to be inviting, unique, exciting, positive and<br />
capture the club’s essence.<br />
Project Summary:<br />
The Emerald Ash Borer (EAB), a native insect to Asia, migrated to North America in 2002 infesting and<br />
destroying over 20 million indigenous ash trees in Canada and the United States. EAB’s presence in<br />
Oakville was first confirmed in 2008 and is a direct threat to more than 180,000 ash trees within the<br />
town. As a primary tree killer, this insect can kill a healthy tree in two to three years. The town's goal is<br />
to protect 75 per cent <strong>of</strong> the ash canopy cover on the public road allowance and active parks from EAB.<br />
However, a staggering 80 per cent <strong>of</strong> Oakville’s treatable ash trees are located on private property. Ash<br />
trees which are structurally sound and healthy can be saved if residents know about them and choose to<br />
treat them.<br />
This was a huge opportunity for the Town <strong>of</strong> Oakville to educate residents and encourage treatment. In<br />
response, the Town <strong>of</strong> Oakville developed and subsequently launched the Oakville Canopy Club an<br />
innovative community outreach program that encourages residents to save Oakville’s tree canopy from<br />
the threat <strong>of</strong> EAB. The goal <strong>of</strong> the Oakville Canopy Club is to inspire residents to join the cause. Whether<br />
you have an ash tree or not, residents can become a canopy club champion by treating their ash trees,<br />
removing dead or dying trees and disposing <strong>of</strong> them properly, replanting a new species <strong>of</strong> tree, but most<br />
importantly, tell anyone who will listen to do their part.<br />
In order to maximize exposure, the brand identifier for the Oakville Canopy Club had to look and feel<br />
exciting, but still abide by the Town <strong>of</strong> Oakville’s visual identity standards. Having the correct balance <strong>of</strong><br />
graphic elements and emotive qualities to the branding would help support the goal <strong>of</strong> spreading<br />
awareness <strong>of</strong> EAB, and ultimately have residents take action on EAB prevention that not only affects<br />
them, but their entire community.<br />
Intended Audiences:<br />
The primary target <strong>of</strong> the Canopy Club was the residents <strong>of</strong> Oakville, though the EAB infestation was not<br />
limited to a local phenomenon. The intended target included any range <strong>of</strong> age, gender, race, income<br />
level, etc., as the EAB issue affects all residents. Homeowner or no homeowner, ash tree or no ash tree,<br />
the potential canopy depletion would affect the look and feel <strong>of</strong> the town overall, and thus the message<br />
<strong>of</strong> the Oakville Canopy Club was simple: tell anyone who will listen about the EAB threat.
Specific demographics can be drilled down to the youth <strong>of</strong> Oakville as a secondary focus to the design,<br />
as the issue <strong>of</strong> EAB could be discussed within Oakville schools and eco clubs. Involving the youth was<br />
intended to jumpstart the social media aspect <strong>of</strong> the Canopy Club with more users being familiar with<br />
Facebook and/or Twitter.<br />
Other audiences also considered were Members <strong>of</strong> Council and Town <strong>of</strong> Oakville staff, local forestry<br />
associations, ratepayer/resident associations, local businesses including Oakville Chamber <strong>of</strong> Commerce<br />
and Business Improvement areas, local media, as well as target all levels <strong>of</strong> government – municipal,<br />
provincial and federal.<br />
In order to appeal to the proposed audiences, research into colour selection was vital to represent the<br />
emotions <strong>of</strong> excitement, enthusiasm, trust and involve elements <strong>of</strong> nature. Examining trends <strong>of</strong> current<br />
graphic design was also taken into consideration in order for the Canopy Club to appear modern and<br />
exude the qualities previously mentioned. Balancing these qualities with the corporate visual identity<br />
was the real trick in order to develop something that satisfied both sets <strong>of</strong> requirements.<br />
Goals and Objectives:<br />
The creative objectives for the Oakville Canopy Club was to be <strong>of</strong> high quality and effective design,<br />
conveying the desired emotional impact <strong>of</strong> community and pride; all within the brand identifier and<br />
overall look <strong>of</strong> the campaign.<br />
The artwork needed to inspire and motivate people to take action, to get them in the door where they<br />
will have access to a wide variety <strong>of</strong> information intended to educate them on what might be a threat to<br />
their town, neighbourhood, and home, both in a visual sense and a financial sense. The design also<br />
needed to be aesthetically pleasing in order to encourage residents to wear merchandise (t‐shirt) with a<br />
sense <strong>of</strong> pride. Developing a visual solution for all these elements would help support the Canopy Club’s<br />
goal to reach more residents, create media awareness, as well as leverage the town’s reputation as a<br />
leader in urban forestry. All the developed materials for Oakville Canopy Club had to be consistent<br />
across all mediums, including print, merchandise, web and social media.<br />
Key Messages/Theme:<br />
Oakville Canopy Club’s key message is to raise public awareness <strong>of</strong> the Town <strong>of</strong> Oakville’s EAB<br />
Management Plan and to encourage Oakville residents and businesses to take an active role in<br />
protecting our tree canopy. This message aligns with Council’s established goals <strong>of</strong> providing<br />
outstanding service to residents, to continuously improve our programs and services as well as to be the<br />
most livable town in Canada.<br />
Creative Rationale: Creating a brand identifier to represent the Oakville Canopy Club in a single image<br />
was initially difficult. It had to be exciting and fresh, but adhere to the town’s visual identity standards as<br />
well as include elements <strong>of</strong> nature (in order to be identifiable), without having the cliché <strong>of</strong> the eco<br />
logos that blanket the market. To marry these ideals, an image <strong>of</strong> the tree was designed, but with a<br />
creative twist ‐ fingerprints were used as the leaves <strong>of</strong> the tree. The thought behind the fingerprints was<br />
to represent the different people <strong>of</strong> Oakville and how they can come together as a community to join<br />
the Canopy Club with the goal <strong>of</strong> EAB prevention and education.
Font choice is where the town’s visual identity comes into play. Frutiger was selected in order to create<br />
consistency with town materials and identify it as property <strong>of</strong> the Town <strong>of</strong> Oakville. However the font<br />
was slightly altered in order to make it a bit more distinctive. Having the tree graphic extend into the<br />
word “Canopy” created a sense <strong>of</strong> depth and made the identifier appear more organic and rooted.<br />
Utilizing negative and positive space also allowed for the design to become more asymmetrical and<br />
supported the overall organic quality <strong>of</strong> the piece. Colour was also a big component <strong>of</strong> the design.<br />
Marketing materials for the Canopy Club were primarily intended to be in full colour to achieve both the<br />
creative and business goals. Black and white materials were secondary and directed for use within<br />
headers and footers <strong>of</strong> press releases and other text heavy documents. Pulling from the gathered<br />
research on colour theory and taking into account the target audience the following colours were<br />
selected:<br />
• Hot, saturated, pinks, yellows, greens and oranges for the fingerprints – represented community<br />
members, action, energy, vibration as well as pulling in elements <strong>of</strong> a more natural colour palette.<br />
• Green as a base for the tree – balanced the vibration <strong>of</strong> the fingerprints and added a more natural<br />
quality to the design.<br />
• Purple as the foundation for all materials – created a feeling <strong>of</strong> stability and wealth, also it’s artificial<br />
quality allowed for the more organic elements to pop <strong>of</strong>f the page.<br />
Results:<br />
1) Budget dollars were allocated mainly to communication and consulting costs, as well as<br />
implementation <strong>of</strong> the EAB Management Plan. With a $25,000 budget for all communications, the<br />
majority was spent on promotional items including: t‐shirts, silly bands, pop‐up banners, temporary<br />
tattoos ($15,000), and advertising/direct marketing ($5,000). Savings were realized through in‐house<br />
design and illustration services. All creative and subsequent materials were developed on time and<br />
within budget, resulting in an approximate cost savings <strong>of</strong> $5,000.<br />
An invitation to develop the brand identifier was extended in March 2011 with the campaign launch set<br />
for June 21, 2011 in order to hit the youth at school. The Oakville Canopy Club brand identifier was<br />
developed within three weeks (by end <strong>of</strong> March 2011) with the look and feel applied to various<br />
promotional materials in April and May, in order to have them printed and ready for distribution at<br />
launch. Efficient use <strong>of</strong> time helped produce materials within this small window <strong>of</strong> opportunity.<br />
2) Quantitative results varied across all mediums.<br />
The Oakville Canopy Club acted as the pilot project for the town’s venture into social media, and as <strong>of</strong><br />
October 19, 2011, the town had 133 Facebook likes and 73 followers on Twitter for a total <strong>of</strong> 206<br />
residents having joined the Oakville Canopy Club social media campaign.<br />
• As <strong>of</strong> October 19, 2011, the town increased its media coverage by 182 per cent, from approximately 11<br />
articles in 2010 to approximately 31 articles/broadcast/blogs, etc. in 2011.<br />
• The 2010 EAB page had 1,356 visits and ranked 302 on the list <strong>of</strong> most visited Town <strong>of</strong> Oakville pages.<br />
As <strong>of</strong> October 17, the 2011 EAB page had 4,235 visits and ranked 84 on the list <strong>of</strong> most visited Town <strong>of</strong><br />
Oakville pages. This is an increase <strong>of</strong> 212 per cent in page visits.<br />
Other results <strong>of</strong> the Oakville Canopy Club campaign included:<br />
• City <strong>of</strong> Montreal has asked to adopt our Canopy Club brand.<br />
• Launched Oakville Canopy Club with participation from River Oaks Public School Eco Club.<br />
• Ian Hanou, Senior IM Project Manager at AMEC Environment and Infrastructure Inc. proudly wore an<br />
Oakville Canopy Club on the top <strong>of</strong> a mountain in Colorado and shared photo.
• Oakville hosted first‐ever National Tree Day event.<br />
• Oakville Canopy Club t‐shirts featured at the University <strong>of</strong> Toronto's National Tree Day celebration.<br />
• John McNeil, manager <strong>of</strong> Forestry Services at the Town <strong>of</strong> Oakville, spoke at five conferences to<br />
discuss the Oakville Canopy Club and share Oakville's successes in managing EAB, including the<br />
International Society <strong>of</strong> Arboriculture, Prairie Chapter, Winnipeg; the Society <strong>of</strong> Municipal Arborists<br />
International UF Conference, Milwaukee; the Ontario Ministry <strong>of</strong> Natural Resources/Canadian Forestry<br />
Service EAB Workshop, the Burlington; Building Strategic Partnerships to Create Adaptable Urban<br />
Forests, Oakville; and the Canadian Forest Service Director Tour, Oakville.<br />
• Mayor Burton’s name submitted as candidate on Tree Canada Board <strong>of</strong> Directors.<br />
• Oakville EAB Management plan included as success in Mayor's annual State <strong>of</strong> the Town address.<br />
• Oakville joins Coalition for Urban Ash Tree Conservation and signs Emerald Ash Borer Management<br />
Statement.
<strong>OVATION</strong> <strong>Awards</strong> <strong>Winning</strong> Entry<br />
Communication Creative<br />
Other Graphic Design/3D<br />
AWARD OF EXCELLENCE<br />
Entrant’s Name: Tom Poldre<br />
Organization’s Name: MAVERICK PR Inc.<br />
Division/Category: Division 3: Communication Creative; Category 18 (Other Graphic Design)<br />
Title <strong>of</strong> Entry: TORZEN: A New Global Nylon Brand<br />
Time Period <strong>of</strong> Project: February – October, 2011<br />
Brief Description: Development <strong>of</strong> a name and corporate graphic identity for a new global engineering polymer<br />
brand, and successful launch across a wide range <strong>of</strong> marketing communications materials.<br />
PROJECT SUMMARY:<br />
INVISTA (the client organization) was formed when chemical giant DuPont sold its nylon fibres and<br />
textile business to Koch Industries in 2004 for $4.1 billion USD. The sale included some <strong>of</strong> DuPont’s bestknown<br />
brands such as LYCRA® fibre, Dacron® polyester, Antron® nylon and Thermolite® fabric.<br />
In 2009, INVISTA launched an engineering polymers division, which produces high‐quality, highperformance<br />
nylon for industrial applications in the automotive, electrical and electronics and sporting<br />
goods sectors.<br />
To differentiate its product line in a highly competitive, cost and technology‐driven industry segment,<br />
INVISTA Engineering Polymers (EP) business needed to establish a global brand. The new brand would<br />
represent not just the actual polymer product, but also the technical and service expertise required to<br />
support large‐volume sales <strong>of</strong> nylon polymer to leading industry players.<br />
Toronto‐based MAVERICK PR was commissioned by INVISTA out <strong>of</strong> Wichita, Kansas, to work with its<br />
global sales force and business leadership to secure feedback on both current and expected brand<br />
attributes; establish a brand narrative and clear positioning, which would resonate with customers<br />
around the world; create a new name and graphic identity for the brand, and assist with its launch<br />
across a range <strong>of</strong> marketing communications materials.<br />
INTENDED AUDIENCES:<br />
As with any new brand introduction, INVISTA’s leadership recognized that a name and identity would<br />
first need to secure understanding and acceptance internally – most notably from the sales and technical<br />
support personnel around the world who interface directly with customers. INVISTA’s global<br />
representatives became a vital source <strong>of</strong> information and market intelligence into what Engineering<br />
Polymers customers required and expected from a new entrant in the marketplace.<br />
Their market is global – customers represent industries from over 20 countries, across all major<br />
languages and cultures. Major users <strong>of</strong> engineering polymers would typically be the major automotive<br />
companies, their first and second tier systems and parts suppliers, as well as large consumer electrical<br />
and electronics manufacturers.<br />
The purchase decision – given the relatively large volumes and dollar amounts involved – typically<br />
involves several individuals and influencers, ranging from purchasing and procurement managers to<br />
systems designers and engineers, with a great deal <strong>of</strong> input provided by production engineers and<br />
technical staff.
Through extensive consultation with the business leadership and INVISTA’s global sales force, MAVERICK<br />
began to formulate a pr<strong>of</strong>ile – a customer composite – <strong>of</strong> who the new brand was meant to engage:<br />
A global business person, comfortable with business English<br />
Male, typically between 35 and 55<br />
University‐educated – most likely in engineering, manufacturing technology, chemistry or<br />
purchasing<br />
Highly risk‐averse, but willing to consider new options<br />
To them, COST is the number one purchase driver, followed by<br />
o Reliability <strong>of</strong> supply and service<br />
o Technical know‐how and innovation<br />
With both a demographic and psychographic picture <strong>of</strong> the target audience and their influencers in<br />
mind, MAVERICK was able to explore and refine creative options – introducing both linguistic concepts<br />
and graphic directions that could convey the main brand attributes INVISTA EP was seeking to project.<br />
GOALS AND OBJECTIVES:<br />
Given that INVISTA Engineering Polymers was a relatively new business, the business goals behind the<br />
creation <strong>of</strong> the new brand were consistent with the need to announce its presence and define its<br />
positioning:<br />
1) Create organizational alignment internally within the business (and generate understanding,<br />
acceptance and excitement)<br />
2) Capture and articulate the value‐added proposition <strong>of</strong> INVISTA Engineering Polymers in the<br />
marketplace<br />
3) Differentiate the business in an extremely crowded (mature) and cost‐driven marketplace<br />
Communications objectives around the new brand launch were fairly broad, but at the same time quite<br />
prescriptive as outlined by the client:<br />
1) Ensure that the new name and identity worked across all languages and cultures<br />
2) Strike the appropriate balance between unique in the market, but relevant to customers<br />
3) Guarantee that all elements (name, logo, collateral) would be ready in time for a major<br />
European trade show launch in Germany in October 2011.<br />
With these communications objectives, MAVERICK was faced with securing comprehensive global<br />
participation and feedback from the INVISTA network in a relatively short time frame (work commenced<br />
in April/May 2011), in addition to having all materials signed <strong>of</strong>f by October.<br />
The second objective presented the biggest challenge: the “branding paradox” <strong>of</strong> attempting to be<br />
different, unlike any competitor, which invariably creates a response <strong>of</strong> reluctance that stems from<br />
unfamiliarity.<br />
KEY MESSAGES / THEME:<br />
Input and feedback from the global INVISTA network was obtained through the commissioning <strong>of</strong> a<br />
brand questionnaire, designed by MAVERICK, which sought to identify attributes that the market<br />
demands. Three main themes were clearly identified: 1) a range <strong>of</strong> quality, reliable products is the<br />
fundamental point <strong>of</strong> entry; 2) technical knowledge <strong>of</strong> the product and service support is critical –
making the personal aspect important, and 3) a global network <strong>of</strong> production is vital to ensuring stability<br />
<strong>of</strong> supply while reinforcing the leadership stature <strong>of</strong> the company behind the brand.<br />
It was also important to communicate the fact that INVISTA’s new Engineering Polymers brand was a<br />
new and different market entrant, exhibiting a challenger mentality to compete with established<br />
players.<br />
With these elements, and working with the new brand name, TORZEN, MAVERICK PR launched the<br />
theme <strong>of</strong>:<br />
TORZEN<br />
NEW FORCES AT WORK: Products, People, Presence.<br />
CREATIVE RATIONALE<br />
In partnership with the business leadership <strong>of</strong> INVISTA EP, MAVERICK was aware <strong>of</strong> the reality <strong>of</strong> having<br />
to base any creative recommendation on brand name and identity (and the subjective, personal<br />
judgment that it elicits) on a proven methodology that includes extensive research. Briefly stated, the<br />
stages <strong>of</strong> development were as follows:<br />
Market familiarization and research: MAVERICK PR created a brand characteristic / competitive analysis<br />
questionnaire for INVISTA EP employees to fill out, which included questions around its product<br />
attributes, service <strong>of</strong>ferings, and design and technical support. From this, a brand narrative was created<br />
– INVISTA was identified as being a reliable, cost‐competitive quality provider <strong>of</strong> global nylon 6.6<br />
solutions, with a presence in more than 20 countries. Along with this work, a thorough review <strong>of</strong> all<br />
competitive brands (hundreds <strong>of</strong> them) helped understand the landscape within which the brand would<br />
be launched.<br />
Name generation: Based on the desired brand attributes, MAVERICK generated potential names based<br />
on “neuro‐linguistic” factors and cultural considerations. Hundreds <strong>of</strong> names that evoked reliability,<br />
quality, even Chinese associations (given its manufacturing importance) and Latin derivations were<br />
generated, with dozens being presented and evaluated by the global network. Factors relating back to<br />
an understanding <strong>of</strong> the target audiences directed MAVERICK to ultimately investigate masculinesounding<br />
names, using hard consonants and few syllables, to create “audio appeal”. Three rounds <strong>of</strong><br />
voting and scoring from the global network helped select the ultimate winner: TORZEN. The name was<br />
extensively searched and subsequently registered as a global trademark by INVISTA’s legal team.<br />
Graphic Design: MAVERICK worked with an independent graphic designer, Keith Burton, to develop the<br />
identity. Several graphic directions – communicating either connectivity, transition, movement were<br />
explored – and several different treatments were tried with numerous different names. Once TORZEN<br />
was decided upon, MAVERICK directed / conceived <strong>of</strong> a more industrial, quasi‐automotive look,<br />
ultimately resulting in the final brand logo with its “boilerplate” imagery and bold uppercase font.<br />
Launch and Collateral Development: Following final approval <strong>of</strong> the brand logo, production began on a<br />
range <strong>of</strong> launch materials, including: a booth for the Fakuma plastics trade show in Germany; a website,<br />
advertisements, brochure, and packaging.
RESULTS<br />
October 2011 <strong>of</strong>ficially marked the global launch <strong>of</strong> the TORZEN brand at the international Fakuma<br />
trade conference in Germany. All client criteria for a successful brand launch – alignment,<br />
differentiation, communication <strong>of</strong> relevance – were achieved within the allotted timeframe (between<br />
February and October). The project was delivered under budget (the final figure is confidential /<br />
commercially sensitive, but was under $50,000).<br />
Ultimately, it was a small team that delivered: a senior vice president as lead consultant at MAVERICK,<br />
with minimal administrative support, working closely with a graphic designer.<br />
Perhaps most importantly, client feedback has been extremely complimentary:<br />
“Maverick Public Relations did an outstanding job generating a number <strong>of</strong> innovative ideas, and taking<br />
us through the process <strong>of</strong> brand development. We believe that the work embedded in the TORZEN<br />
brand will enable us to create significant value for our customer base worldwide. We would like to<br />
congratulate Maverick on a job well done, and express our thanks.” – Richard Hill, Global Director,<br />
INVISTA Engineering Polymers
Linda Andross, ABC<br />
President<br />
APEX Public Relations Inc.<br />
IABC/Toronto Executive Vice President<br />
<strong>2012</strong> <strong>OVATION</strong> <strong>Awards</strong> Judges<br />
Linda (@APEXLinda) is the President <strong>of</strong> APEX PR (www.apexpr.com), an award‐winning, Canadia partner<br />
managed agency. Creative, results driven and passionate are words used to describe APEX by both<br />
clients and its staff. A high‐performance, high‐energy communications agency that is fueled by<br />
innovation, strategic collaboration and senior‐level involvement, APEX has won numerous national and<br />
international awards. Linda is actively involved with IABC as the incoming <strong>2012</strong>‐13 President, as well as<br />
with the ABC Accreditation College. She is actively involved in the future <strong>of</strong> the communications<br />
industry through her volunteer work on the advisory board <strong>of</strong> Centennial College and tweets about<br />
APEX related initiatives, entrepreneurialism for women and small business, and anything else that<br />
catches her eye.<br />
Iliana Arapis, ABC, MA<br />
Senior Director, Advancement<br />
The Michener Institute<br />
Iliana has worked in both public and private sectors spanning a 20 year career in Corporate<br />
Communications. With experience in financial services, not‐for‐pr<strong>of</strong>it and agency she is currently in<br />
education and health care, leading an Advancement portfolio at The Michener Institute that<br />
encompasses marketing communications, fundraising, events and alumni relations.<br />
Louise Armstrong<br />
Communications Consultant<br />
Louise Armstrong Communications<br />
IABC/Toronto VP, Pr<strong>of</strong>essional Development<br />
Louise Armstrong has more than two decades <strong>of</strong> agency, corporate and government communications<br />
experience. As a co‐founder <strong>of</strong> Palette Public Relations, she managed national product launches and<br />
influencer campaigns for some <strong>of</strong> North America’s largest consumer goods companies. Prior to that, she<br />
co‐managed the consumer practice <strong>of</strong> MSL/Toronto and has also served as a public relations <strong>of</strong>ficer for<br />
Canada’s largest public school board and a speechwriter for the Ontario Government. Currently, Louise<br />
is a principal at Louise Armstrong Communications where she provides a range <strong>of</strong> service including<br />
freelance writing, media relations and event management to clients. Louise is in her third year on the<br />
board <strong>of</strong> IABC/Toronto and currently serves as its VP <strong>of</strong> Pr<strong>of</strong>essional Development. Louise’s views on<br />
communications ethics can be found on her blog, www.acallforclass.com.<br />
Eric Bergman, ABC, APR, MC<br />
Consultant and Author<br />
Bergman and Associates<br />
IABC/Toronto Past President, 1994/1995<br />
Eric has been judging accreditation portfolio submissions and awards program entries for more than 20
years. He is a former president <strong>of</strong> IABC/Toronto and former chair <strong>of</strong> IABC's international accreditation<br />
council. He is accredited by IABC and CPRS, and was named a master communicator in 2002.<br />
Amanda Brewer, ABC<br />
Principal<br />
ABCo.<br />
IABC/Toronto Past President, 2003/2004<br />
Amanda Brewer brings more than 15 years <strong>of</strong> communications and public relations experience to her<br />
clients. During her career, she has provided counsel to both private and public sector clients in regulated<br />
industries such as broadcasting, financial services, mining and metals, and gaming with an emphasis on<br />
corporate reputation, public relations and issues management. Amanda has worked with executives to<br />
create visibility with the media, shareholders, and key influencers; overseen a variety <strong>of</strong> public relations<br />
initiatives; and implemented communications programs designed to deliver on business priorities.<br />
Currently Amanda runs her own communications consultancy called ABCo and continues to service<br />
clients in a variety <strong>of</strong> different industries. Amanda is also a partner in TRM Consulting, which provides<br />
communications and public affairs assistance specific to the land‐based and online gaming industries.<br />
Amanda is an accredited member (ABC) with IABC and is a past‐president <strong>of</strong> the chapter in Toronto.<br />
John Cappelletti, ABC, M.Ed<br />
Manager, Stakeholder Relations<br />
CAAT Pension Plan<br />
John is an experienced corporate communications pr<strong>of</strong>essional with achievements in building and<br />
managing the reputations <strong>of</strong> high‐pr<strong>of</strong>ile pension funds. He is currently manager <strong>of</strong> Stakeholder<br />
Relations for the Colleges <strong>of</strong> Applied Arts and Technology (CAAT) Pension Plan and has worked for the<br />
Ontario Teachers’ Pension Plan, the CPP Investment Board and OMERS. John acts strategically and uses<br />
prudence, diplomacy and discretion to manage the reputation risk <strong>of</strong> an organization. He earned his<br />
M.Ed. in educational administration from the University <strong>of</strong> Toronto, is an accredited business<br />
communicator and has been a proud member <strong>of</strong> IABC since 1984.<br />
Brent Carey, ABC<br />
Director, Communications<br />
Mattamy Homes Limited<br />
IABC/Toronto Past President, 2009/2010<br />
Brent Carey, ABC, is a senior communications leader with 18 years <strong>of</strong> experience at leading<br />
organizations, across a wide range <strong>of</strong> communications disciplines, including employee communication<br />
and engagement, issues and reputation management, media relations and marketing communication.<br />
He is currently Director <strong>of</strong> Communications at Mattamy Homes, based in Oakville, and has held roles<br />
with KPMG International, Deloitte Canada, CIBC, TD Bank, and Imperial Oil. Brent is currently the Chair<br />
<strong>of</strong> the IABC World Conference Program Advisory Committee, and is a past president <strong>of</strong> IABC/Toronto. He<br />
graduated from York University with an honours degree in Communications and English, and is also an<br />
accredited financial planner.<br />
Tracy Chrisholm, ABC<br />
Principal<br />
T Chrisholm Communications
An award winning, accredited communicator, for almost 20 years Tracy has been working with senior<br />
executives to achieve business goals through communications. Tracy is currently the principal <strong>of</strong> T<br />
Chisholm Communications and over her career Tracy has worked across several sectors with industry<br />
leaders including Sobeys, University Health Network and Maritime Life. As a management consultant,<br />
Tracy is supporting clients in the areas <strong>of</strong> strategic communications planning, executive counsel and<br />
change communications. Tracy received an Accredited Business Communicator designation from IABC<br />
in 2011 and recently completed a change management certification. While Tracy now calls Toronto<br />
home, her heart is in Nova Scotia where she received a Bachelor <strong>of</strong> Public Relations from Mount Saint<br />
Vincent University.<br />
Suzanna Cohen, ABC<br />
Manager, Communications and Employee Experience<br />
TD Bank Group<br />
Suzanna has 15 years <strong>of</strong> experience in internal and external communications marketing, market<br />
research, and event management in industries ranging from financial services to residential construction<br />
and pr<strong>of</strong>essional services. Currently, Suzanna works for TD Bank Group supporting internal and<br />
external communications for the bank's focus on fostering a diverse and inclusive culture for the bank's<br />
employees, customers and the communities it serves. She also has extensive experience in IABC<br />
awards judging, having served as a director <strong>of</strong> the IABC/Canada Silver Leaf awards and <strong>OVATION</strong>S<br />
judging co‐ordinator. In her spare time, Suzanna volunteers with a number <strong>of</strong> charities and has had the<br />
privilege <strong>of</strong> providing communications support for visits by two members <strong>of</strong> the Canadian Royal Family<br />
and Pope John Paul II.<br />
Jennifer Conron<br />
Marketing Manager<br />
du Toit Allsopp Hillier<br />
As marketing manager at DTAH, an architecture, landscape architecture, and urban design firm, Jennifer<br />
is a key member <strong>of</strong> the business development team with a focus on strategic communications. With<br />
over 15 years <strong>of</strong> experience managing communications in the design and construction industry she has a<br />
solid understanding <strong>of</strong> the many factors that influence building and development. Along with<br />
experience in the architecture, engineering and legal sectors, Jennifer also managed communications at<br />
the Ontario Association <strong>of</strong> Architects where she collaborated with committee members on the OAA's<br />
quarterly journal Perspectives, the Honours and <strong>Awards</strong> program, and the redesign <strong>of</strong> the OAA website.<br />
Jennifer has a Bachelor <strong>of</strong> Architecture from the University <strong>of</strong> Toronto, a Bachelor <strong>of</strong> Administrative and<br />
Commercial Studies from the University <strong>of</strong> Western Ontario, and is a LEED Accredited Pr<strong>of</strong>essional. She<br />
is currently chair <strong>of</strong> the Canada Green Building Council Greater Toronto Chapter awards committee.<br />
Jacqui d’Eon, ABC, MC, P.Eng<br />
Principal<br />
The Communications Department<br />
Jacqui is an active volunteer with IABC who has been honoured with the Master Communicator<br />
designation in recognition <strong>of</strong> her pr<strong>of</strong>essional accomplishments and contributions to the pr<strong>of</strong>ession. She<br />
recently started, the Communications Department, dedicated to helping organizations meet their<br />
strategic growth objectives with pr<strong>of</strong>essionally managed communications. She also is a Facilitator for the
The Executive Roundtable, a pr<strong>of</strong>essional engineer and a certified management consultant. She enjoyed<br />
a 20 year career with P&G before starting her first business, JAd’E Communications Ltd. which she<br />
successfully operated for five years before joining Deloitte, one <strong>of</strong> her clients, as their Chief<br />
Communications Officer ‐ a position she held for nine years. Jacqui’s value as an advisor lies in her<br />
ability to grasp the subtle and broader implications <strong>of</strong> a situation through listening and insightful<br />
probing, and to apply her experience and analytical skills to identifying the most strategic solutions.<br />
Dana Dean, APR<br />
Senior Manager, Sales Communication<br />
Royal Bank <strong>of</strong> Canada<br />
Dana Dean, APR, is an accomplished communications pr<strong>of</strong>essional with a proven track record <strong>of</strong><br />
designing, implementing and managing successful corporate communications that drive business<br />
results. At RBC, Dana develops integrated change communications strategies that ensure employees<br />
understand and deliver on RBC’s value proposition and brand. She also creates strategies that drive<br />
revenue growth for RBC shareholders. Her areas <strong>of</strong> expertise include: organizational change<br />
communications, employee communications, crisis and issues management and social media. Prior to<br />
joining RBC, Dana worked for leading international communications agencies providing strategic<br />
communications counsel to a wide variety <strong>of</strong> clients including: Proctor & Gamble, IBM, Mattel, California<br />
Wine Institute, Hong Kong Economic & Trade and Japanese External Trade Organizations. She has won<br />
numerous communications awards and is an active member <strong>of</strong> both the International Association <strong>of</strong><br />
Business Communicators and Canadian Public Relations Society. She holds an APR accreditation and is a<br />
past‐president <strong>of</strong> the CPRS Toronto chapter.<br />
Stephanie Engel<br />
Vice President<br />
APEX Public Relations Inc.<br />
IABC/Toronto VP, Networking and Special Events<br />
A seasoned PR pr<strong>of</strong>essional with more than 17 years communications experience, Stephanie has a<br />
strong background in both the consumer and health and wellness fields. Within these areas, she applies<br />
her expertise in media relations, event management and stakeholder relations, in helping her clients<br />
drive their business development goals. As a Vice President at APEX, she is involved in the strategic<br />
planning and execution <strong>of</strong> consumer campaigns for a number <strong>of</strong> leading brands including Walmart,<br />
Nestle and Coty Canada. Prior to joining APEX, Stephanie ran the consumer practice at a Toronto‐based<br />
agency where she led major accounts, such as Evian, Coca‐Cola and Robin Hood. She also spent several<br />
years as PR Manager for a major pharmaceutical firm, managing both corporate and product<br />
communications. Stephanie holds a B.A. Honours in English Literature from McGill University, and is a<br />
graduate <strong>of</strong> the post‐secondary program in public relations at Humber College. She is also a member <strong>of</strong><br />
the IABC Toronto Board, and VP <strong>of</strong> the Networking & Special Events portfolio for the chapter.<br />
Morag Farquharson, ABC<br />
Manager, Communications<br />
Scotiabank<br />
Morag is a communication pr<strong>of</strong>essional with more than 20 years’ experience specializing in human<br />
resources and employee communication. She began her communications career at a multi‐employer<br />
pension plan, then worked for over eight years in HR communication consulting, executing
communication programs related to pension, retirement and stock savings plans, as well as traditional<br />
and flex benefit plans. She currently works at one <strong>of</strong> Canada’s leading financial institutions, where she<br />
established the communication function in one <strong>of</strong> its key support functions, and oversees multi‐faceted<br />
communication programs related to changes in salary and incentive pay, performance management,<br />
career development, employee satisfaction surveys, and talent recruitment. She is a past Benefits<br />
Canada Communication <strong>Awards</strong> winner, as well as a Gold Quill and Ovation Award winner. She served<br />
for several years on the IABC/Toronto Board, and has judged for Ovation and chapter management<br />
award programs since becoming accredited in 2008.<br />
Cheryl Fletcher, ABC<br />
Director, Internal Communications<br />
RBC Insurance<br />
Cheryl Fletcher, ABC, is Senior Manager, Internal & Leadership Communications for RBC Insurance. She<br />
has more than 20 years <strong>of</strong> communications experience in a wide variety <strong>of</strong> roles at RBC and Rogers.<br />
Cheryl has been a member <strong>of</strong> IABC since 1995 and earned her ABC in 2010. She has a passion for<br />
organizational change communications and co‐authored the IABC manual “The Complete Guide to<br />
Integrated Change Communication: Best Practices for Major Announcements”. Cheryl has two IABC<br />
Silver Leaf <strong>Awards</strong> <strong>of</strong> Merit and three IABC Toronto Ovation <strong>Awards</strong> <strong>of</strong> Excellence.<br />
Nancy Gale, ABC<br />
Director, Strategic Communications<br />
Mississagua Halton CCAC<br />
Nancy Gale Director, Strategic Communications and Stakeholder Management Mississauga Halton<br />
Community Care Access Centre (CCAC) Nancy Gale is an award‐winning and accredited communicator<br />
through the International Association <strong>of</strong> Business Communicators (IABC). Nancy manages the<br />
Mississauga Halton CCAC’s strategic communications planning and stakeholder management to position<br />
and promote the brand <strong>of</strong> this community‐based health service provider at the vanguard <strong>of</strong> providing<br />
quality home care. Nancy has broad experience as a marketing communication pr<strong>of</strong>essional in both<br />
the private and public sectors ‐ at all levels. Prior to joining the Mississauga Halton CCAC, Nancy served<br />
as Marketing Communications director for Trillium Health Centre in Mississauga; communications lead<br />
for the Toronto District School Board; at Bell Canada's enterprise divisions; and both the Ontario and<br />
federal governments. A recipient <strong>of</strong> an IABC Ovation Award <strong>of</strong> Excellence in 2007, Nancy also won Bell<br />
Canada's Marketing Excellence Award and IP World's Best in Show Award in 2004.<br />
Ellen Gardner, ABC<br />
Principal<br />
Write to Know Communications<br />
Ellen Gardner is an accredited and award‐winning communicator. She started her own business, Write<br />
to Know Communications, in 1998, and began doing a series <strong>of</strong> maternity leave contracts in a wide<br />
variety <strong>of</strong> sectors and businesses. She managed internal communications and philanthropy at Hewlett<br />
Packard, did internal communications and community relations at Honeywell, marketing and public<br />
relations in family health and long term care at the Region <strong>of</strong> Peel, and communications for the business<br />
school at KPMG. Ellen is currently the Marketing and Communications Manager at HIROC (Healthcare<br />
Insurance Reciprocal <strong>of</strong> Canada). She is still actively engaged with her freelance clients and in her <strong>of</strong>ftime<br />
is an IABC mentor, is on a dragonboat team, sits on the board <strong>of</strong> Best Start Peel and is a volunteer
with Holocaust Education Week.<br />
Tova Glass, ABC<br />
Communications Specialist<br />
Cancer Care Ontario<br />
Tova Glass is currently a communications specialist at Cancer Care Ontario where she supports the<br />
Access to Care program.<br />
Nandy Heule, ABC, MA<br />
Principal<br />
Heule Communications<br />
Nandy Heule, owner <strong>of</strong> Heule Communications, <strong>of</strong>fers clients a strong combination <strong>of</strong> PR savvy, project<br />
planning skills and a writing experience. She has a proven track <strong>of</strong> executing award‐winning public<br />
relations strategies. For the past 20 years, Nandy has worked with CEOs, Bay Street accountants, and<br />
aid workers in rural Africa to help them tell their stories to editors, clients, donors and employees.<br />
Organizations she has worked for recently include Canadian Blood Services, the International Institute <strong>of</strong><br />
Business Analysis, Oikocredit International, Eenhoorn LLC, and numerous non‐pr<strong>of</strong>its. Nandy<br />
launched her career as a staff news reporter. She attended the University <strong>of</strong> Western Ontario where she<br />
earned an MA at the Graduate School <strong>of</strong> Journalism. Nandy is an active member <strong>of</strong> the International<br />
Association <strong>of</strong> Business Communicators and received her accreditation in spring 2006.<br />
Trell Huether<br />
Senior Account Manager<br />
Citizen Optimum<br />
IABC/Toronto President<br />
Trell Huether is an imaginative communications practitioner with more than 12 years <strong>of</strong> agency<br />
experience. A Senior Account Manager at Citizen Optimum, he specializes in strategic communications<br />
planning, project management and media relations. His diverse background has included leading<br />
national media relations campaigns, opening large‐scale entertainment venues, product launches and<br />
implementing stakeholder engagement programs. A well known volunteer in the communications<br />
community, Trell is currently serving as IABC/Toronto’s President in his seventh year on the executive<br />
board.<br />
Susan Johnston, ABC, MBA, MCC (IAC)<br />
Communications Coach<br />
It’s Understood Communication<br />
IABC/Waterloo President<br />
Sue Johnston believes real conversation is our most powerful business tool. That’s an idea she expands<br />
in her book, “Talk To Me: Workplace Conversations That Work,” published earlier this month. Face‐t<strong>of</strong>ace<br />
communication is at the heart <strong>of</strong> her work as a trainer and coach at It’s Understood<br />
Communication, Inc., where she helps individuals and project teams create better outcomes through<br />
improved interactions. Before starting her own business, Sue managed employee communications at TD<br />
Bank and Bank <strong>of</strong> Montreal and worked with communication agencies in Bermuda. A long time IABC<br />
volunteer and former Canada East Region chair, Sue is the current president <strong>of</strong> IABC Waterloo.
Paree Katharos, ABC<br />
Manager, Marketing Communications<br />
John Hancock Retirement Plan Services<br />
Paree Katharos, an IABC member since 1997, is a dynamic, award‐winning Accredited Business<br />
Communicator (ABC) with more than 15 years <strong>of</strong> experience in delivering results. During that time, she’s<br />
worked in many industries – from telecom and technology to financial services and healthcare – giving<br />
her unique insights to the challenges and opportunities within an organization. And her experience in all<br />
aspects <strong>of</strong> public relations, including internal/corporate communications, media relations, and B2C and<br />
B2B marketing, help her deliver well‐researched, strategic and targeted programs that have:<br />
• Improved organizations' internal and external communication systems;<br />
• Increased awareness for organizations within their community;<br />
• Strengthened organizations' relations with key external and internal client groups; and<br />
• Supported business strategies and initiatives, benefiting the organization's bottom line.<br />
Paree has a double specialist degree in Political Science and History, post graduate certificates in both<br />
Advertising and Public Relations, and her Canadian Securities Course.<br />
Bill Kennedy<br />
Executive Director, Corporate Communications<br />
Liquor Control Board <strong>of</strong> Ontario<br />
Bill Kennedy is responsible for bringing plans, initiatives and information concerning the LCBO to the<br />
attention <strong>of</strong> the general public and stakeholders. Corporate Communications serves as the corporate<br />
focal point for media relations, provides communications advice and services to LCBO management and<br />
staff, takes a leadership role in employee communications and social responsibility advertising, and is<br />
responsible for French language services in compliance with the French Language Services Act. Bill has<br />
more than 30 years' experience in communications, working in both the public and private sectors. He<br />
received MADD Canada's Citizen <strong>of</strong> Distinction Award in September 2010 for championing LCBO's efforts<br />
to promote responsible drinking, help prevent drinking and driving and raise funds for MADD Canada.<br />
LCBO Corporate Communications has received more than 90 awards in competitions, many <strong>of</strong> them<br />
international in scope.<br />
Ian Kinross, MA, ABC<br />
Principal<br />
Kinross Communications<br />
Ian is a senior communications pr<strong>of</strong>essional with experience in the finance, health, energy and nonpr<strong>of</strong>it<br />
sectors. His key areas <strong>of</strong> expertise include communications strategy, client insight, and<br />
management <strong>of</strong> editorial and creative services. A journalist by training, Ian has a passion for<br />
understanding customers and their stories, and using client insight to develop effective communications<br />
strategy. He consults in the Toronto area.<br />
Brigitte Kocijancic, ABC<br />
Director, Communications<br />
CIBC<br />
Brigette Kocijancic, ABC, is an award‐winning communications executive with over 16 years experience
uilding and leading global teams across multiple time zones, and providing strategic communications,<br />
reputation and change management counsel to senior financial services executives. Over her<br />
pr<strong>of</strong>essional career, Brigette has led global communications strategy for organizations such as Intesa<br />
Bank Canada (now HSBC), Scotiabank and RBC Dexia Investor Services. She is currently Director,<br />
Communications & Public Affairs at CIBC. Brigette is the recipient <strong>of</strong> IABC/Toronto <strong>OVATION</strong> <strong>Awards</strong> in<br />
Issues/Crisis Management and Employee/HR Communications, and is a frequent industry conference<br />
speaker in communications measurement. She also lends her expertise as an International Gold Quill<br />
and Toronto <strong>OVATION</strong> <strong>Awards</strong> judge, global accreditation proctor, and mentor and coach to business<br />
communicators. She is a former member <strong>of</strong> the 2010, 2008 and 2007 IABC/Toronto Board <strong>of</strong> Directors.<br />
Corinne LaBossière, ABC, PR<br />
Consultant<br />
CGL Communications<br />
Corinne LaBossiere, ABC, APR, is an experienced communications consultant who develops targeted<br />
strategies and tools to help businesses, pr<strong>of</strong>essional service firms and nonpr<strong>of</strong>its build awareness,<br />
credibility and influence. She is also an award‐winning writer with experience in diverse media. To<br />
access the world’s best communications practices, Corinne is a member <strong>of</strong> several respected<br />
pr<strong>of</strong>essional associations. She has served numerous roles at the local, regional and international level<br />
with IABC and the Canadian Public Relations Society and is also a member <strong>of</strong> the Editors' Association <strong>of</strong><br />
Canada and the Pr<strong>of</strong>essional Writers Association <strong>of</strong> Canada. Believing that a strong nonpr<strong>of</strong>it sector is<br />
important for healthy communities, Corinne works with nonpr<strong>of</strong>its in both paid and voluntary<br />
capacities. Recent volunteer roles include: engagement manager with Endeavour Volunteer Consulting<br />
for Non‐Pr<strong>of</strong>its, managing a fundraising communications consulting project for the Kids' Internet Safety<br />
Alliance; communications volunteer for Mary Centre; and member <strong>of</strong> the board <strong>of</strong> directors <strong>of</strong> The<br />
Dorothy Ley Hospice.<br />
Jo Langham, ABC<br />
SVP and General Manager, Toronto<br />
Thornley Fallis Communications<br />
IABC/Toronto Past President, 2002/2003<br />
Jo is SVP and General Manager at Thornley Fallis in Toronto, an integrated, full‐service communications<br />
company that has assembled the expertise and skills to help organizations succeed in the connected era.<br />
Thornley Fallis has established an excellent reputation built on a commitment to provide smart thinking,<br />
deliver creative solutions, achieve spectacular results, and exceed clients’ expectations. Jo has an<br />
award‐winning reputation for planning and leading innovative, high‐impact strategic communications<br />
campaigns that consistently meet evaluation metrics and maximize client‐value. She is a trusted advisor<br />
to senior management and provides counsel on communications for business issues and crises. She<br />
has experience in a broad array <strong>of</strong> industry sectprs including financial, health & wellness, energy and<br />
food & beverage and has worked with many internationally recognized brands. Jo is a Past President <strong>of</strong><br />
IABC/Toronto, has served on the international Accreditation Committee and as a Blue Ribbon Panel<br />
judge for IABC’s Gold Quill <strong>Awards</strong>.<br />
Anna Larson, ABC<br />
Communications Specialist<br />
Halton Region
Anna Larson joined Halton Region as a Communications Specialist in 2008. At the Region, she works<br />
with clients to develop and implement innovative communication strategies. Prior to joining the Region,<br />
Ms. Larson held a number <strong>of</strong> senior communications positions including Director, Public Affairs and<br />
Communications with the Centre for the Financial Services OmbudsNetwork; Director <strong>of</strong><br />
Communications and Special Events with The Boston Consulting Group (BCG) and media relations <strong>of</strong>ficer<br />
and speechwriter with the former Ontario Ministry <strong>of</strong> Economic Development and Trade. Ms. Larson<br />
graduated from the University <strong>of</strong> Western Ontario with a Master <strong>of</strong> Library Science, and received a B.A.<br />
(French and German) from the University <strong>of</strong> Toronto. She earned her accreditation (ABC) from the<br />
International Association <strong>of</strong> Business Communicators in 2009.<br />
Cathy Ledden, RGD<br />
Creative Director<br />
Ledden Design<br />
Cathy Ledden makes it happen. As Creative Director <strong>of</strong> Ledden Design iT, she draws on her intuitive<br />
design skill, problem‐solving expertise combined with information technology. For more than 20 years<br />
Cathy has created engaging graphic design solutions, working as a full‐time art director and senior<br />
designer for leading design studios and major corporations, including Scotiabank, University <strong>of</strong> Toronto<br />
Press, and Towers Perrin. Cathy is a Registered Graphic Designer <strong>of</strong> Ontario (RGD), and served on the<br />
Board <strong>of</strong> Directors for three years. She has received awards and recognition by RGD Ontario, ACE<br />
Communication <strong>Awards</strong>, and the Financial Post. Ledden Design was awarded the 2008 RGD Judges Pick<br />
Brand Identity Award and was featured in the October 2010 issue <strong>of</strong> HOW magazine as a “Marketing<br />
Smart Website” focusing on visitors. Her humble, nimble and responsive team thrives on solving<br />
complex communications through the use <strong>of</strong> effective communication design and information<br />
technology.<br />
S. Ellen Leesti, ABC<br />
Communications, Toronto Water<br />
City <strong>of</strong> Toronto<br />
Ellen Leesti, ABC Ellen is an award winning communications practitioner with more than 15 years <strong>of</strong><br />
experience. She has designed and executed integrated communications programs for clients in a variety<br />
<strong>of</strong> industries, including financial services, government, consumer products and not‐for‐pr<strong>of</strong>it.<br />
Andrea Lekush<strong>of</strong>f, MBA<br />
President<br />
Broad Reach Communications<br />
Andrea Lekush<strong>of</strong>f has two decades <strong>of</strong> experience creating business value for many <strong>of</strong> the world’s most<br />
respected brands. As the president and founder <strong>of</strong> Toronto‐based Broad Reach Communications, she<br />
brings with her strong leadership and entrepreneurial skills, sound business acumen and a track record<br />
<strong>of</strong> success in attracting and retaining both clients and associates. Andrea founded Broad Reach as an<br />
alternative to the traditional public relations agency model: Broad Reach uses only senior associates to<br />
deliver client work in a flexible, family friendly work environment. Committed to giving back to<br />
businesswomen around the world, Broad Reach provides micr<strong>of</strong>inancing to 10 women entrepreneurs in<br />
Tanzania through FINCA Canada. Andrea holds a MBA from the Richard Ivey School <strong>of</strong> Business, a BA in<br />
French language and literature from Western University, and is fluent in English and French. Her love for<br />
travel and adventure led her to successfully climb Mount Kilimanjaro in 2004.
Judy Lewis<br />
Co‐Founder and Executive Vice President<br />
Strategic Objectives<br />
Judy Lewis is the co‐founder and executive vice president <strong>of</strong> Strategic Objectives and provides strategic<br />
senior counsel to many <strong>of</strong> Canada’s leading organizations to advance market position, brand strength,<br />
and positive media pr<strong>of</strong>ile and reputation. Strategic Objectives is the 2011 IABC/Toronto PR Agency<br />
<strong>of</strong> the Year and its campaign for The Body Shop Stop Sex Traffic <strong>of</strong> Children and Young People won an<br />
<strong>OVATION</strong> Award <strong>of</strong> Excellence and the People’s Choice Award. Strategic Objectives has won more than<br />
100 prestigious top national and international awards, including numerous Gold Quill <strong>Awards</strong> <strong>of</strong><br />
Excellence and the United Nations Grand Award for Outstanding Achievement in Public Relations. Judy<br />
is a member <strong>of</strong> Canada’s Top 100 List <strong>of</strong> Women’s Business Owners, and has been honoured with the<br />
Queen’s Golden Jubilee Medal and the <strong>2012</strong> Queen’s Diamond Jubilee Medal for her significant<br />
contributions and achievements to the communications field.<br />
Ruth Lewkowicz<br />
Principal<br />
Communications Advantage<br />
Ruth helps organizations with complex, challenging and comprehensive communications needs<br />
effectively connect with the audiences they need to reach. Specializing in health care, she has extensive<br />
experience in the public, private and nonpr<strong>of</strong>it sectors.<br />
Sylvia Link, ABC, APR<br />
Head, Strategic Communications<br />
Ontario Ministry <strong>of</strong> Education<br />
Sylvia Link, APR ABC Head <strong>of</strong> Communications and Stakeholder Management Early Learning Division,<br />
Ontario Ministry <strong>of</strong> Education Sylvia Link leads communication and stakeholder engagement for child<br />
care and the new full‐day kindergarten program in Ontario. Before joining the Ontario Ministry <strong>of</strong><br />
Education, Sylvia served as manager <strong>of</strong> communications for one <strong>of</strong> North America's largest public school<br />
districts. Prior, she worked as a health care PR. Sylvia teaches teaches Communications Management<br />
at Guelph University. As well, she has taught internal communications in the Corporate<br />
Communications post‐graduate program <strong>of</strong> Sheridan College. She also conducts communication audits<br />
for Canadian school boards and educational associations. Sylvia is the recipient <strong>of</strong> numerous<br />
pr<strong>of</strong>essional awards, including the Gold Quill Award <strong>of</strong> Excellence and Business Issue Award from IABC.<br />
Carrie MacAfee<br />
Communications Specialist<br />
Ontario Power Generation<br />
IABC/Toronto Past President<br />
Carrie MacAfee is the immediate past president <strong>of</strong> IABC/Toronto and has been enthusiastic about<br />
volunteering since joining IABC in 2000. During her day job, she develops and delivers strategic<br />
employee communication at Ontario Power Generation. As an award‐winning communicator with both<br />
an IABC/Toronto <strong>OVATION</strong> and IABC Gold Quill award, Carrie is enthused about using her<br />
communication and project management skills to build understanding, discover new solutions and
improve processes.<br />
Maryjane Martin, APR<br />
President<br />
M.J. Martin & Company<br />
Maryjane Martin, APR, is a seasoned communication management consultant specializing in corporate<br />
and internal communication. Clients include financial service and technology companies, government<br />
ministries and agencies and healthcare organizations. Recently named “Public Relations Pr<strong>of</strong>essional <strong>of</strong><br />
the Year” by CPRS Toronto, Martin has won national awards for writing and communication planning<br />
and has been a blue ribbon judge for the IABC Gold Quill <strong>Awards</strong>. She has authored a number <strong>of</strong> articles<br />
on communications planning and corporate communication. Martin has a Master’s <strong>of</strong> Science degree in<br />
Communication Management from Syracuse University and teaches public relations at Ryerson<br />
University.<br />
Wendy McLean‐Cobban, CMP, ABC<br />
Manager, National Practice Area Communications<br />
Canadian Institute <strong>of</strong> Chartered Accountants<br />
Wendy McLean‐Cobban, CMP, ABC, Manager, National Practice Area Communications, The Canadian<br />
Institute <strong>of</strong> Chartered Accountants Wendy has over 14 years experiences as a communications,<br />
marketing and events pr<strong>of</strong>essional working in both the financial and association sectors. She is currently<br />
working on her Masters <strong>of</strong> Communications Management (MCM) at McMaster University. She received<br />
her undergraduate degree from the University <strong>of</strong> Guelph and Public Relations Certificate from Ryerson<br />
Polytechnic University. Wendy also holds both the Accredited Business Communicator (ABC) and<br />
Certified Meeting Pr<strong>of</strong>essional (MPI) accreditations.<br />
Catherine Perry, ABC, HBA<br />
Director, Marketing and Creative Services<br />
Ryerson University<br />
Cathy Parry brings over 20 years <strong>of</strong> marketing and communications experience in the energy, financial,<br />
telecommunications and advertising industries. Most recently she was at Toronto Hydro Electric System<br />
where she lead a team responsible for the development and implementation <strong>of</strong> brand and<br />
communications strategies across a broad portfolio <strong>of</strong> functions including marketing communications,<br />
digital & interactive , sponsorships, advertising, community relations, direct marketing and design. She<br />
was responsible for the design and development <strong>of</strong> multiple energy conservation programs, corporate<br />
research initiatives and the implementation <strong>of</strong> a corporate wide Customer Experience Program. Cathy<br />
and her team won numerous awards for these initiatives including Canadian Public Relations Society's<br />
Creative Campaign <strong>of</strong> the Year (2009) and Communications Department <strong>of</strong> the Year (2010). Cathy is<br />
an accredited member <strong>of</strong> the International Association <strong>of</strong> Business Communicators and holds a Bachelor<br />
<strong>of</strong> Arts Degree in Economics from the University <strong>of</strong> Waterloo.<br />
Michela Pasquali, ABC<br />
Writer, Editor and Consultant<br />
mpasquali.com<br />
Michela spent 15 years writing and editing for newspapers, magazines, and corporate communications,
and is now a freelance writer and editor. She provides pr<strong>of</strong>essional, stress‐free writing, editing and<br />
communications consulting services that help clients meet their business goals, budgets and deadlines.<br />
With a particular passion for developing white papers that demonstrate unique and compelling<br />
perspectives, Michela also creates engaging and effective website content that helps readers find what<br />
they’re looking for quickly, and crafts marketing copy, press releases, articles and brochures that are<br />
clear, persuasive and entertaining. Michela’s clients include pr<strong>of</strong>essional and financial services firms, and<br />
small‐ to medium‐sized businesses across various industries. She regularly volunteers with<br />
IABC/Toronto, as well as the Green Party <strong>of</strong> Canada and she helps other people learn about writing well<br />
through her blog, How to Write a Great Story (http://www.mpasquali.com/blog/).<br />
Anna Relyea, BA, MA<br />
Director, Strategic Communications<br />
Ontario Science Centre<br />
IABC Canada East Region, Communications Director<br />
Anna Relyea was a business journalist before starting her diverse career in public relations and<br />
corporate communications more than 20 years ago. She contributed to successful PR agency campaigns<br />
in the travel and aerospace sectors before setting up the communications department at National Trust<br />
and developing communications programs at CIBC. Anna progressed to Heinz Canada where she spent<br />
seven years working on many aspects <strong>of</strong> corporate image building, marketing communications, media<br />
and government relations, issues management and crisis communications. Now Director, Strategic<br />
Communications, at the Ontario Science Centre Anna is leading a strategic communications program to<br />
advance the centre’s image and pr<strong>of</strong>ile in the marketplace. She earned her B.A. and M.A. as well as a<br />
Certificate in Public Relations Procedures from the University <strong>of</strong> Toronto. Anna is an active member <strong>of</strong><br />
the International Association <strong>of</strong> Business Communicators (IABC) and is a member <strong>of</strong> the board <strong>of</strong> IABC’s<br />
Canada East Region.<br />
Roberta Resnick, ABC, APR, BC, IABC Fellow<br />
Principal<br />
Roberta Resnick and Associates<br />
Bobbie Resnick gained her experience in public relations, starting in 1957, with Zurich Insurance<br />
Company and Morton International (salt and chemicals) <strong>of</strong> Chicago; sales communications with<br />
SmithKline Pharmaceuticals in Philadelphia; and between 1972 and 1985, all aspects <strong>of</strong> corporate and<br />
targeted communication for Libby’s and Nestlé <strong>of</strong> Canada in Toronto. An independent consultant in<br />
Toronto for the past 27 years, she has specialized in HR communication <strong>of</strong> employee policies and<br />
procedures and employee handbooks/managers’ guideline manuals ‐‐in addition to marketing/sales<br />
materials ‐‐ for organizations in such diverse fields as chemical and industrial production, health care,<br />
consumer package goods, the financial industry, computers and transportation. During those years, she<br />
also presented communication skills seminars for pr<strong>of</strong>essional groups and client organizations and<br />
taught employee and marketing communication, among other subjects, in Corporate<br />
Communications/Public Relations programs for IABC International and at Seneca and Centennial<br />
colleges and Ryerson University. Now semi‐retired, she continues to accept specific communication<br />
projects and provide consulting services to existing and new clients; maintain contact with long‐time<br />
clients, IABC colleagues and former students who have become long‐time friends. She also attends local<br />
IABC networking events and helps whenever and wherever an extra judging/evaluation/input/opinion<br />
“body” is needed.
Daffyd Roderick, ABC<br />
Director, Corporate Communications<br />
Hydro One<br />
Daffyd is Director <strong>of</strong> Corporate Communications for Hydro One, Ontario's provincial electricity delivery<br />
utility. His area <strong>of</strong> focus includes issues management, media relations, public consultation, customer<br />
communications and employee engagement. As a journalist, his work appeared in Time Magazine,<br />
*Wallpaper, the Globe and Mail and Conde Nast Traveller.<br />
Linda Sadlowski, ABC<br />
Advisor, Corporate Communications<br />
RBC Financial Group<br />
Manager, Enterprise Employee Communications & Online Engagement, for RBC. My role involves<br />
creating an online environment for employees to learn about company strategy, business developments<br />
and achievements, while giving them an opportunity to become engaged with the story and the people<br />
featured in them.<br />
Barb Sawyers, MA<br />
Author<br />
Write Like You Talk – Only Better<br />
For 30 years, Barb Sawyers has helped organizations change and succeed through clear, compelling<br />
communication. She has written for a wide range <strong>of</strong> organizations, including Apple, the Arthritis Society,<br />
Bell Expressvu, the Canadian Life & Health Insurance Association, Honeywell, Carlton Cards, IBM,<br />
Livingston International, Manulife, the Ontario government, Providence Healthcare, St. Michael’s<br />
Hospital, Verde Group and Volunteer Canada. She blogs regularly at Sticky Communication and guest<br />
posts at Problogger, Ragan Daily, PR News and other popular sites. She has a master’s degree in<br />
journalism. For everyone who is writing more and struggling to engage readers, Barb wrote her book<br />
Write Like You Talk Only Better and is currently developing an e‐learning series called Writing is Serious<br />
Business. A long‐time IABC member, Barb has served on the pr<strong>of</strong>essional development and other<br />
committees and led Pr<strong>of</strong>essional Independent Communicators (PIC) and the chapter blog.<br />
Lorraine Smith, ABC, MPA<br />
Senior Policy Coordinator<br />
Ontario Ministry <strong>of</strong> Education<br />
Lorraine Smith is a public sector leader with communications and public policy development experience<br />
in the education sector. As an accredited, award‐winning communicator, she has extensive experience<br />
in developing and implementing communications and issues management strategies for the Ministry <strong>of</strong><br />
Education and the Peel District School Board. Currently, she is responsible for oversight <strong>of</strong> a multiphased<br />
operational review process designed to build management capacity <strong>of</strong> Ontario school boards.<br />
Lorraine has earned 15 awards for communications excellence including IABC Gold Quill and Silver Leaf<br />
awards, and an Ontario Government Spotlight Award. She also serves as a volunteer on the Toronto<br />
Humane Society’s Governance and Nominating Committee. Lorraine holds a Masters degree in Public<br />
Administration from Queen’s University, a degree in Communications from Athabasca University and<br />
diploma in Public Relations from Humber College.
Daniel Tisch, APR<br />
President and CEO<br />
Argyle Communications<br />
Daniel Tisch, APR, Fellow CPRS, is CEO <strong>of</strong> Argyle Communications and Chair <strong>of</strong> the Global Alliance for<br />
Public Relations and Communication Management. Tisch has counseled some <strong>of</strong> the world’s largest<br />
consumer and corporate brands, non‐pr<strong>of</strong>its and governments. Under his leadership, Argyle has earned<br />
more than 100 awards from the Canadian Public Relations Society and the International Association <strong>of</strong><br />
Business Communicators and is the only two‐time winner <strong>of</strong> the IABC’s Jake Wittmer Award for<br />
research‐based communication. Earlier, Tisch held senior roles in the Canadian government, including<br />
serving as Senior Advisor and Acting Chief <strong>of</strong> Staff to Canada’s Minister <strong>of</strong> Foreign Affairs. He has<br />
lectured at Queen’s University since 1996 and is a member <strong>of</strong> the university’s Board <strong>of</strong> Trustees. He is<br />
also a founding partner and co‐chair <strong>of</strong> Social Venture Partners Toronto.<br />
Janet Wile, ABC, APR, MC<br />
Director, Internal Communications<br />
Barrick Gold Corporation<br />
Janet Wile is Director, Internal Communications with Barrick Gold Corporation in Toronto, where she is<br />
responsible for developing and implementing global communications programs. She has more than 20<br />
years <strong>of</strong> experience in the communications field, and is accredited by both IABC and the Canadian Public<br />
Relations Society (CPRS). She was named Master Communicator in 2007 ‐‐ IABC Canada's highest honor.<br />
She is also a CPRS Fellow. She is an Examiner for the IABC Accreditation program, and has been a<br />
frequent judge for local, national and international communications award programs. She has won more<br />
than 30 awards since 2000, including Ovation, Silver Leaf, and Gold Quill.<br />
Brooke Yeates, ABC<br />
Manager, Change Management and Organizational Impacts<br />
Vale<br />
Brooke is a fluently bilingual Accredited Business Communicator specializing in change management and<br />
employee communications. A 10‐year employee <strong>of</strong> global mining company Vale, she is currently leading<br />
the Change Management and Organizational Impacts team for the company’s upcoming transition to<br />
the SAP technology platform. Most recently, her focus has been on promoting a standard change<br />
management approach within Vale's North Atlantic operations. In 2011, she was recognized as one <strong>of</strong><br />
Sudbury's top '40 Under Forty' leaders for her community involvement, particularly in charting the<br />
course for the city’s new Franklin Carmichael Art Gallery. In June, she will join 230 other young leaders<br />
from across Canada to participate in the Governor General's Canadian Leadership Conference.<br />
BOBBIE RESNICK PHILANTHROPY<br />
AWARD JUDGES<br />
Alix Edmiston, ABC<br />
Principal<br />
AE Public Relations<br />
Roberta Resnick, ABC, APR, MC, IABC Fellow, CPRS Honorary Fellow
Principal<br />
Roberta Resnick & Associates<br />
IABC/TORONTO STUDENT OF THE YEAR JUDGES<br />
Paulina Callaghan, ABC<br />
Manager, Strategic Communications and Marketing<br />
Ontario Ministry <strong>of</strong> Finance<br />
Melissa Gibson<br />
Communications and Research Manager<br />
FEI Canada<br />
Katie O’Dell<br />
Consultant<br />
Environics Communications
2011/<strong>2012</strong> IABC/Toronto Board <strong>of</strong> Directors<br />
President<br />
Trell Huether<br />
Immediate Past President<br />
Carrie MacAfee<br />
Executive Vice President<br />
Linda Andross, ABC<br />
Accreditation & Standard<br />
Cyrus Mavalwala, ABC<br />
Association Management<br />
Sharon Beattie<br />
<strong>Awards</strong><br />
Katie O’Dell<br />
Finance<br />
Christine Andrew, MBA<br />
Marketing Communications<br />
Ashley Weinhandl<br />
Member Communications<br />
Marcia Ross, ABC<br />
Membership<br />
Paulina Callaghan, ABC<br />
Networking & Special Events<br />
Stephanie Engel<br />
Pr<strong>of</strong>essional Development<br />
Louise Armstrong<br />
Volunteer Services<br />
Amanda Flude
<strong>2012</strong> <strong>OVATION</strong> <strong>Awards</strong> Gala Committee Members<br />
Katie O’ Dell<br />
VP, <strong>Awards</strong><br />
Consultant<br />
Environics Communications<br />
Inc.<br />
<strong>Awards</strong><br />
Aarethi Edward<br />
Co‐Director<br />
Student<br />
Centennial College<br />
Elizabeth Pek<br />
Consultant<br />
Kaitlin Hazen<br />
Bobbie Resnick Philanthropy<br />
and Student <strong>of</strong> the Year<br />
<strong>Awards</strong><br />
Account Coordinator<br />
Environics Communications<br />
Inc.<br />
Karen Madho<br />
People’s Choice<br />
Specialist, Government<br />
Relations<br />
CNIB<br />
Catherine White<br />
Call for <strong>Entries</strong><br />
Senior Marketing Specialist<br />
Willis Energy Services<br />
Scott Holtby<br />
Student<br />
Centennial College<br />
Gala<br />
Juliet Paul‐Kamanu<br />
Director<br />
Coordinator<br />
Nestle Canada Inc.<br />
Danique Williams<br />
Student<br />
Centennial College<br />
Sacha Vaz<br />
Public Relations Intern<br />
MSLGroup Canada<br />
June Too<br />
Communications Services<br />
Officer<br />
Independent Electricity<br />
System Operator<br />
Carolina Salcedo<br />
Account Coordinator<br />
The Siren Group<br />
Mallory Tardo<br />
Communications Specialist<br />
Sobeys<br />
Shawn Griffiths<br />
Manager, Public Relations<br />
Certified General<br />
Accountants <strong>of</strong> Ontario<br />
Stephen Derksen<br />
Specialist, Interactive<br />
Marketing<br />
ING DIRECT Canada<br />
Materials<br />
Kate Blackwell‐Poretta<br />
Co‐Director<br />
Corporate Communications<br />
Specialist<br />
Southlake Regional Health<br />
Centre<br />
Sheena Campbell<br />
Co‐Director<br />
Communications Specialist,<br />
Writer, Editor<br />
Freelance<br />
Julian Carodozo<br />
New Media Specialist<br />
OACCAC<br />
Jacqlyn Marcus<br />
Team Lead, Governance and<br />
Communications<br />
Foresters<br />
Sarah Aspinall<br />
Web/Intranet Administrator<br />
College <strong>of</strong> Nurses <strong>of</strong> Ontario<br />
Sarah Paul<br />
Associate Editor<br />
Great Southern Press<br />
Kent Anjo<br />
Consultant<br />
Seneca College<br />
Melissa Londono<br />
Marketing and<br />
Communications Intern<br />
SickKids Foundation<br />
Chantelle Ng<br />
Communications Coordinator<br />
Ontario Association <strong>of</strong><br />
Architects<br />
Sheri Strickland<br />
Corporate Communications<br />
Writer<br />
Ontario Power Authority<br />
Samuel Dunsiger<br />
Writer and Communications<br />
Specialist<br />
Freelance<br />
Sponsorship
Steven Mills<br />
Senior Relationship Manager<br />
TMX Group<br />
Marketing<br />
Katherine Kolenchuk<br />
Co‐Director<br />
Web Coordinator<br />
Alzheimer Society <strong>of</strong> Canada<br />
Jill Noble<br />
Co‐Director<br />
Consultant, Communications<br />
and Marketing<br />
Canada Mortgage and<br />
Housing Corporation<br />
Shane McKenna<br />
Public Relations Coordinator<br />
Winners<br />
Jessica Hume<br />
Acting Communications<br />
Manager<br />
Toronto Region Immigrant<br />
Employment Council (TRIEC)<br />
Julie McFayden<br />
Associate Director, Public<br />
Affairs and Community<br />
Engagement<br />
Echo: Improving Women’s<br />
Health in Ontario<br />
Gio Samaniego<br />
Recent Graduate<br />
Seneca College<br />
Online Management System<br />
Beverly Fairclough<br />
Co‐Director<br />
Assistant, Public Affairs and<br />
Communications<br />
Purchasing Management<br />
Association <strong>of</strong> Ontario<br />
Suzanna Cohen, ABC<br />
Co‐Director<br />
Management,<br />
Communications and<br />
Employee Experience<br />
TD Bank Group<br />
Christopher Trotman<br />
Communications Strategist<br />
and Writer<br />
Sutton Compliance<br />
Communications
ABOUT THE INTERNATIONAL ASSOCIATION OF BUSINESS<br />
COMMUNICATORS (IABC)<br />
Founded in 1970, the IABC is a network <strong>of</strong> more than 16,500 business communication pr<strong>of</strong>essionals<br />
across more than 70 countries and operating through over 100 chapters around the world.<br />
IABC/Toronto is managed by a volunteer executive board and is the largest chapter <strong>of</strong> the IABC. It<br />
provides members with the tools and resources to excel at all levels <strong>of</strong> their communication<br />
engagements. IABC/Toronto <strong>of</strong>fers members many benefits including: networking and volunteer<br />
opportunities, recognition and awards, newsletters and email bulletins, career development centre,<br />
online discussions on the latest issues shaping the pr<strong>of</strong>ession, and an opportunity to qualify as an<br />
Accredited Business Communicator (ABC).<br />
IABC is recognized as the pr<strong>of</strong>essional association <strong>of</strong> choice for communicators who aspire to excellence.<br />
IABC is committed to establishing and supporting the highest pr<strong>of</strong>essional standards <strong>of</strong> quality and<br />
innovation in organizational communication. For more information please visit http://toronto.iabc.com<br />
or call at 416‐968‐0264.
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