Table of Contents 6 2012 OVATION Awards Winning Entries

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Secondary Audience: MaRS partner and funding stakeholders with vested interests in up‐and‐coming startups and potential investment opportunities. MaRS advisors, employees and community members who use MaRS social media updates as a resource to keep up on the latest innovations, trends and technologies. 3. Goals/Objectives: 1. Showcase MaRS as a multi‐disciplinary institution dedicated to helping entrepreneurs from varying industries beyond medical sciences (Cleantech, Social Innovation, Information Technology, Communications and Entertainment). 2. Increase update frequency to all social media platforms. Regular online activity ensures search engine coverage and audience engagement. 3. Connect our audience with valuable educational tools, resources, events and funding opportunities. 4. Ensure that our blog remains user‐friendly, easy to navigate and, most importantly, valuable. 5. Quantitative objectives: By the end of 2011, we wanted a 20% increase in Facebook fans, a 30% increase in Twitter followers, a 50% increase in LinkedIn followers and an overall increase in traffic to the website. Solution Overview: 1. In order to tackle new digital initiatives while maintaining our current workflow, the team recruited a dedicated digital communications manager with extensive presence in the online entrepreneurship community. 2. Communications developed an editorial blog calendar and instituted monthly stakeholder meetings to schedule blog opportunities and appoint a range of topics that would satisfy both our internal stakeholders and diverse external audience. 3. We reached out to our online community and recruited regular guest bloggers representing a range of companies. 4. For user‐friendly blog navigation, communications implemented a new categorized website search feature. Rationale 1. The hiring of a dedicated digital communications manager was essential for a team that was small relative to the rapidly growing MaRS organization. Discussion between team members and upper management narrowed the selection down to an energetic, casual online voice, one that was intentionally different from the staid, academic persona normally associated with MaRS. 2. The MaRS Communications team, though in‐house, is similar to an independent agency as it caters to various stakeholders, each with unique objectives. Our primary stakeholders are the following teams:
a. Information Technology, Communications and Entertainment b. Cleantech c. Life Sciences and Healthcare d. Social Innovation e. Educational Services f. Sponsorship and Fundraising The editorial calendar was developed to facilitate input and contribution from all advisory sectors, ensuring the equal distribution of blog opportunities. The monthly editorial meeting is a forum for discussing potential topics and determining the content that would appeal to the widest social media audience, as well as those topics that would be more suitable for specialized, targeted papers and publications. 3. Along with internal blog contributors, MaRS Communications actively searched for external writers who were well versed in the topics of interest to our audience base and highly regarded in their respective industries. These contributors provided fresh perspectives and brought to MaRS their own circle of followers, thus increasing our overall online community. 4. The implementation of a categorized website search feature provides clear and precise search results. It directs visitors to related MaRS content, while increasing viewership and decreasing bounce rates. Implementation and Challenges: Budget: Budget restructuring and new emphasis on digital communications freed up ample resources to hire a dedicated digital communications manager, as well as fund website optimization. Challenges: The hiring of a dedicated social media strategist was met with skepticism among upper management who felt that team members from various advisory practices could simply take turns sharing information on social media platforms. However, this would have been detrimental to all our objectives since the unified MaRS online persona would have been distorted by multiple personalities and competing key messages. Ensuring equal opportunity among various advisory teams would have also proven difficult, as each team has different resources and time dedicated to social media updates. The fine balancing act would have been tipped in favour of the advisory team with the most dedicated time. The implementation of an editorial calendar was also initially opposed by MaRS internal stakeholders, who were accustomed to a first come, first served system. They felt that rigid scheduled dates would prevent them from posting news of breaking topics and timely industry events. However, upon demonstrating the chaotic nature of the blog, the Communications team was able to highlight the merits of an organized, planned editorial calendar. 6. Measurement/Evaluation of Outcomes: Objective 1‐4: The increase in MaRS followers was diverse, spanning a variety of industries. User opinion surveys revealed that recent followers were intrigued by our “Tweets” and Facebook/LinkedIN posts and followed our platforms for more information on their respective specialties. Many were hearing about MaRS for the first time and many realized the full services offered at MaRS. Website bounce rates decreased indicating that visitors were spending more time browsing our pages. This can be directly attributed to our optimized search result features.
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Table of Contents 4. A Message from
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A Message from the IABC/Toronto Pre
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2012 OVATION Awards Gala Sponsors W
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Media Relations with budget up to $
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Entrants: Judy Lewis, Tara McCarthy
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Award of Merit Title of Entry: McDo
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Award of Merit Title of Entry: Rimm
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Award of Merit Title of Entrant: Ci
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Award of Merit Title of Entry: RECO
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Award of Excellence Title of Entry:
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over fifty years of successes as a
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5. Use social media as a conduit fo
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hosting a variety of fundraising ev
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“The world recognizes the Nike lo
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generate widespread awareness of th
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In addition to pre‐campaign consu
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OVATION Awards Winning Entry Commun
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• Volunteer Quiz (What’s your V
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even a one‐day delay in the appro
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Measurement/Evaluation of Outcomes
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Complicating the situation was the
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Develop a comprehensive news packag
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To resonate with the target audienc
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Implementation: MSL Canada executed
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generally about current events and
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and consumer attention in an authen
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stations). UPS wanted to reach both
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leading up to UPS’s peak day ‐
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3. Goals and Objectives: The progra
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See: Work Sample 8 ‐ SBUX40 ‐ O
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would influence the target, tone an
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Issued four press releases at key i
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For the media relations component o
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Excited by fashions and news trends
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5. Implementation and Challenges: W
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INTENDED AUDIENCE/STAKEHOLDERS The
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TFC identified key major English pr
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• CEO Road Tour: TFC secured 26 m
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In Quebec, a lack of education exis
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According to a recent survey commis
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• Car owners, homeowners and rent
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know that they were covered by thei
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Indigo’s public relations team pr
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durability. Because cork flooring o
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offers both infinite design possibi
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In August 2010, Valerie Pringle tra
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Council Meetings and social media a
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Measurement/Evaluation We relied he
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lieu of a conventional media launch
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secured notable interior design exp
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Challenges Budget The budget presen
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practicing in Halton, Ontario and a
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4. Use website and social media to
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The occasion offered attendees the
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IMPLEMENTATION AND CHALLENGES The o
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too Sexy,” further driving traffi
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d) Being She: The Culture of Women
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two additional WCH events in the la
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Steven Mills Senior Relationship Ma
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