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Power to the people!

Help us honor the most engaging and effective B2B campaign as selected by the people who matter most. That would be you – plus anyone you know with an eye for brilliant marketing.

Check out the campaign details, then select the one you think should be honored as the “People’s Choice” at the 2014 Tower Awards. Once you’ve made your final choice, click “Submit” to cast your vote.

You’ll learn who won at the awards party on October 21 – don’t miss it!

Thank you for your vote. Be sure to REGISTER to attend the 2014 Tower Awards on October 21, where we’ll announce (and party with) the People’s Choice winner!

Client Success Stories - High performance. Delivered. (Accenture)

Category:
 
Corporate Brand/Identity - Corporate Communications Campaign, US or Global
Communications Objective:
 

The Accenture brand has evolved and matured, and Accenture's objectives are now shifting to move beyond awareness to drive buyer consideration. Recognized as a pioneer in B2B marketing with a long track record for disrupting convention in the category by taking a consumer brand approach to marketing, Accenture continues its legacy for innovation, breaking new ground and setting new standards. Accenture's new integrated global brand campaign takes it's positioning to the next level by demonstrating the value Accenture creates for its clients.

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Communications Strategy:
 

Clients know Accenture and tell us we're different. However, they had limited knowledge of the full breadth and depth of the services and solutions we offer. Untapped needs are significant and Accenture had a tremendous opportunity to grow its share of wallet globally. Specific goals of the campaign included: GOAL 1: DISRUPT THE CATEGORY AND CREATE THE MOST NOTICED ADVERTISING. Given our smaller spend and need to stand out; our first task was to get our advertising noticed. We wanted to get much higher advertising recall than our competitors. Our specific goal was to achieve more than 50% higher recall than our nearest rival. GOAL 2: IMPROVE THE UNDERSTANDING OF ACCENTURE'S BREADTH & DEPTH. Given the need to understand depth, going beyond superficial awareness was key. Being noticed had to translate into improved unaided consideration. Our goal was for our advertising to increase Accenture's unaided consideration across the breadth of our services. GOAL 3: GROW FASTER THAN KEY COMPETITORS. Ultimately, we expected these improvements to translate into increased revenue growth.

Results:
 

Success was demonstrated and confirmed by in-depth testing of five campaign concepts with 200+ C-Suite executives across all three campaign objectives which ultimately influence consideration: GOAL 1: DISRUPT THE CATEGORY AND CREATE THE MOST NOTICED ADVERTISING. Our advertising got much higher recall than all of our competitors, with significantly less money spent. In the U.S., IBM spent more than 7 times what Accenture does in print/digital/OOH advertising (Source: Competitrak, Jan 2013). Despite that, our advertising earned more than triple the recall of IBM. This recall drove greater value: We created one of the lowest cost-per-awareness points for print, digital and OOH advertising in the industry. IBM cost per awareness point is seven times more than Accenture. (Source: Millward Brown & Competitrak, May 2013.) GOAL 2: IMPROVE THE UNDERSTANDING OF ACCENTURE'S BREADTH & DEPTH. Our objective was to increase consideration of our range of offerings. We wanted our audience to engage more deeply after seeing the advertising so that they could better understand our breadth and depth. Exposure to our advertising drove consideration of our vast offerings significantly more than IBM. Accenture's total consideration increased by 12% versus IBM's 3% increase. (Source: Millward Brown, May 2013) GOAL 3: GROW FASTER THAN KEY COMPETITORS. Our goal of double-digit revenue growth in 2013 was ambitious, as we'd grown by a substantial 12% in 2012. We not only achieved this growth, but our 11% increase was also significantly higher than our competitors'. IBM had a 4.5% revenue decline. (Source: SEC, Oct 2013 for Fiscal Year 9/1/12-8/31/13.) Accenture also had a phenomenal performance in 2013, adding twice the brand value that IBM did-an 8% increase versus IBM's 4% increase. Interbrand's valuation methodology defines the contribution of the brand to business results. (Source: Interbrand Best Global Brands, 2013.)

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HIMSS14 Trade Show Experience (CDW Healthcare)

Category:
 
Face-to-Face Marketing - Integrated Trade Show Marketing Program Over $100,000
Communications Objective:
 

With more than 38,000 healthcare IT attendees, the HIMSS conference and trade show represents a significant opportunity for CDW Healthcare to engage with current and potential customers. These customers include IT directors and managers at healthcare organizations nationwide, ranging from small physician practices to large health systems. CDW Healthcare wanted to showcase the latest solutions (without having the solution hardware physically onsite) and promote its thought leadership position in the industry. As one of 1,200 exhibitors, CDW Healthcare needed a way to stand out from the crowd on the massive show floor and draw visitors to its booth. As one of 1,200 exhibitors, CDW Healthcare needed a way to stand out from the crowd on the massive show floor and draw visitors to its booth. Goals for the booth experience included: Relationship building, Lead generation, Customer engagement, Brand awareness, Market intelligence, Partner engagement. StudioNorth and Outlook Marketing Services were again selected to help CDW Healthcare design the booth experience, including pre-show marketing communications, engagement tactics and pull-through strategies for the booth, social media efforts, and metrics during and after the show.

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Communications Strategy:
 

Pre-show activities included a variety of tactics designed to generate awareness and drive traffic to online resources.

  • A HIMSS landing page on the “CommunI.T.” portal highlighted booth activities and invited users to participate in a social media photo contest
  • Twitter promotions started the #HIMSS14 buzz around CDW Healthcare’s presence
  • Banner ads and a pre-show infographic on CDW Healthcare’s Industry View blog drove traffic to the landing page
  • A pre-show mailer (circulation: 2,500) reminded customers to visit the CDW Healthcare booth and participate in the various activities

At the show, environmental graphics throughout the venue directed traffic to CDW Healthcare’s booth. These included:

  • Floor sticker signage
  • Signage on escalators

The booth itself was designed to attract visitors with a large, multi-player game system where attendees could compete for prizes in a fun game-show setting while learning about CDW Healthcare solutions and partners.

On large touchscreen displays, a customizable interactive sales tool called “Explore IT” allowed CDW Healthcare representatives to conduct guided tours of multiple technology and service solutions and conduct virtual whiteboard sessions that could be saved and emailed to customers.

A variety of social media strategies were employed during the show.

  • The “Snap+Share” social photo contest encouraged attendees to take creative pictures with CDW Healthcare “Gets IT” arrows and submit them for a chance to win daily prizes
  • The “best tweets of the day” and HIMSS “ahas” (interesting quotes heard around the conference) were shared with Twitter followers
  • A viral video entitled “What Does the Doc Say?” was shot onsite, edited, and shared on YouTube during the show
  • A retrospective infographic highlighting past HIMSS keynote speakers was shared during the event
Results:
 

Booth attendance was outstanding throughout the show. The multi-player games attracted large crowds consistently, while the CDW Healthcare representatives kept the Explore IT kiosks busy with productive conversations. Highlights of the event included:

  • 1,800+ solutions were viewed on the digital demos, and 70+ electronic whiteboard sessions were conducted through Explore IT
  • 50+ scheduled meetings took place at the booth, along with numerous impromptu customer executive meetings
  • 700+ players competed at the gaming stations and learned about industry trends and technology solutions in a memorable way
  • During the show, the Industry View blog received:
    • 686 visits (75% new visits)
    • 1,077 page views
  • 146 new Twitter followers were added

On the social front, the Snap+Share contest generated:

  • 9,600+ Instagram impressions reaching 3,900+ users
  • 121,000+ Twitter impressions reaching 18,000+ users

More than 50% of the social content CDW Healthcare posted at the event was shared or retweeted. And the CDW Healthcare booth was named one of the top 12 engaging booth experiences by BizBash, a leading event planning and resource exchange.

Client Feedback:

“Two years ago, CDW Healthcare changed our HIMSS conference strategy from an acquisition focus to a stronger focus on customer relationship-building. We no longer needed to be the “show and tell” booth we had been. We really wanted to turn attention to our individual customers and where their organizations were going. With that shift, we also decided to remove the $1M worth of technology we’d been showcasing in the booth and upgrade to a virtual environment where we could highlight the myriad of technology solutions we had available while still engaging personally with customers.

At this point, the agency had been working on our HIMSS conference strategy and design for 3 years, and our overall business for 7 years, so it was only natural to extend them this opportunity. We were delighted with the solution the agency developed—Explore IT—a scalable, mobile virtual app that allows all our technology solutions to be digitally represented and interacted with via whiteboarding capabilities. The app also allows for lead capture and tracking, giving our sales team higher-quality leads.

This app has become a staple for all CDW’s trade show booths, and at the 2014 HIMSS conference, the agency built upon this success. They introduced expanded gaming capabilities to draw attendees in, inform them of our knowledge and expertise, help better educate our staff on the interests of our customers, and ease the transition into the booth. And it was a super success! The games drew more people than we ever expected, which led to over 400 impromptu sit-down conversations beyond the 50 pre-scheduled meetings.

[The agency] continues to go above and beyond their calling to make CDW Healthcare one of the premier booths on the HIMSS show floor and truly highlight us as a forward-looking and thinking user of the technology we sell.”

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TPH Spectra Truth or Dare Challenge (DENTSPLY Caulk)

Category:
 
Marketing Activation - New Customer Acquisition
Communications Objective:
 

DENTSPLY Caulk, a global dental healthcare products manufacturer, asked Symmetri to help generate demand for a new restorative composite in an extremely competitive category. The goal was to tell the story of TPH Spectra® through its development history, highlight its superior aesthetic properties, and demonstrate its dual handling options that adapt to the way each dentist prefers to work. There are over 150 composites in the category, and dentists may have three or four composites in their office at any given time. Many can't even name which brands they use. And because dentists rely on predictability and consistency from their tools, getting them to try a new composite can be difficult. Our primary objective was to overcome these barriers, giving dentists a reason and an opportunity to try TPH Spectra against competing composites.

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Communications Strategy:
 

The TPH Spectra Truth or Dare Challenge provokes dentists to actually try TPH Spectra against their current composite in a “blind” product comparison. The Challenge debuted at the Chicago Midwinter Meeting of the Chicago Dental Society, and can be replicated by sales reps during sales calls using a Truth or Dare Challenge kit. Our strategy was to create an appealing opportunity for dentists to actually test TPH Spectra head-to-head against their current composite to experience its dual viscosity options and superior handling properties. To help drive first-time sales, we created interest in these product trial opportunities through print, trade show, online, social media and direct mail campaigns. Sales representatives were provided with their own Challenge kits to enable fun, engaging product trials during sales calls.

Results:
 

TPH Spectra was officially launched in the US in March, 2013. Product performance has surpassed expectations. As an unbudgeted US launch in 2013, retail performance to date has contributed over $2.0 million in incremental revenue to DENTSPLY Caulk. More than 17,000 offices are now purchasing TPH Spectra on a rolling 12 month average – the largest number of offices purchasing the product line in over four years. A declining market share has been reversed, gaining 1.1 market share points through Q3 2013 versus Q3 2012. The brand is currently performing at +7% year-to-date growth rate.

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TPH Spectra Truth or Dare Challenge (DENTSPLY Caulk)

Category:
 
Marketing Activation - New Product Launch
Communications Objective:
 

DENTSPLY Caulk, a global dental healthcare products manufacturer, asked Symmetri to help generate demand for a new restorative composite in an extremely competitive category. The goal was to tell the story of TPH Spectra® through its development history, highlight its superior aesthetic properties, and demonstrate its dual handling options that adapt to the way each dentist prefers to work. There are over 150 composites in the category, and dentists may have three or four composites in their office at any given time. Many can't even name which brands they use. And because dentists rely on predictability and consistency from their tools, getting them to try a new composite can be difficult. Our primary objective was to overcome these barriers, giving dentists a reason and an opportunity to try TPH Spectra against competing composites.

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Communications Strategy:
 

The TPH Spectra Truth or Dare Challenge provokes dentists to actually try TPH Spectra against their current composite in a blind product comparison. The Challenge debuted at the Chicago Midwinter Meeting of the Chicago Dental Society, and can be replicated by sales reps during sales calls using a Truth or Dare Challenge kit. Our strategy was to create an appealing opportunity for dentists to actually test TPH Spectra head-to-head against their current composite to experience its dual viscosity options and superior handling properties. To help drive first-time sales, we created interest in these product trial opportunities through print, trade show, online, social media and direct mail campaigns. Sales representatives were provided with their own Challenge kits to enable fun, engaging product trials during sales calls.

Results:
 

TPH Spectra was officially launched in the US in March, 2013. Product performance has surpassed expectations. As an unbudgeted US launch in 2013, retail performance to date has contributed over $2.0 million in incremental revenue to DENTSPLY Caulk. More than 17,000 offices are now purchasing TPH Spectra on a rolling 12 month average – the largest number of offices purchasing the product line in over four years. A declining market share has been reversed, gaining 1.1 market share points through Q3 2013 versus Q3 2012. The brand is currently performing at +7% year-to-date growth rate.

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Downstream Technology Solutions Internal Launch (GE)

Category:
 
Internal Branding and Communications - Employer Branding Program Under 500 employees
Communications Objective:
 

GE Oil & Gas includes multiple business units, and in the fall of 2013, two of the units reorganized. Previously one unit focused on products and the other on services. After the reorganization, one became responsible for products/services for exploration, drilling, pumping and pipeline customers, and the other unit—Downstream Technology Solutions (DTS)—was responsible for refinery/petrochemical and “unconventionals” customers. DTS was by far the smaller of the two units, and they had an uphill battle. Their two customer bases were far less developed than those of their sister unit, and they knew they would need squash bureaucracy to achieve their goals. They wanted employees to walk into work on January 2 (day one) and not only feel a sense of belonging to a new business that had a solid plan, but also feel the excitement of an entrepreneurial venture.

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Communications Strategy:
 

We knew that a “big idea” was fundamental to success, and we wanted to round out the idea with a vision statement and principles that could serve as the common vernacular for all 20 members of the management team as they onboarded their individual departments. Not only did we want to give them basic tools to start using day one (PPT, email template), but we also wanted to create a splash on day one so that employees would immediately get the point.

Results:
 

The president of GE Oil & Gas lauded the effort, and the DTS leadership team reports that employees are excited and engaged. They are continuing to use footage from the leadership team video interviews to help employees get to know executives, as well as inspire the troops over time.

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Grainger

Category:
 
Marketing Activation - Brand Relaunch
Communications Objective:
 

W.W. Grainger is North America’s leading supplier of maintenance, repair, and operating (MRO) products. What does that mean? Grainger offers just about every product that a building’s facilities manager could ever need to do his job successfully, from keeping the facility running day-to-day, to protecting its occupants from disasters, to repairing the critical infrastructure. In short, if facilities managers are looking for an item that they can’t find anywhere else, Grainger’s got it.

Grainger’s Dominance Was Slipping – Grainger’s longtime dominance in this category slipped over recent years. Facilities managers view the brand as faceless and more expensive than competitors. Longtime competitor suppliers, including Fastenall and McMaster-Carr, are eating away at Grainger’s once commanding share. Consumer-oriented retailers, such as Home Depot and Lowes, have expanded into Grainger’s market, armed with huge advertising budgets. And new giants, such as Amazon.com, are eagerly viewing the global MRO market—estimated at $570 billion—as ripe for entry.

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Communications Strategy:
 

A Category With Little To No Brand Loyalty –Despite that huge market potential, there’s little to no brand loyalty among facilities managers. As the market becomes even more fragmented, customers are increasingly turning to multiple providers, not a single partner. In their eyes, suppliers have become interchangeable vendors that don’t offer additional value or understand their business deeply.

Our Challenge: Build Long-term Relationships – Grainger challenged us to establish deeper, more meaningful relationships with facilities managers in order to promote long-term partnerships, not just short-term individual transactions.

Our Target: The Doers and the Fixers – In the words of Grainger, our targets “are the ones who get it done.” These facilities managers are the doers and the fixers. They take personal responsibility and don’t leave the building until the job is done. They are practical, self-reliant, and work across a number of industries.

Our specific objectives were:

1. Increase sales and demonstrate immediate ROI.

  • KPI: Compare sales in markets exposed to the campaign vs. those that were unexposed.
  • KPI: Beat last year's return on advertising spending (ROAS) of 4.6 to 1.

To do this, we had to...

2. Shift brand perception of Grainger from a parts supplier to a value-added partner.

  • KPI: Brand tracking surveys.

We would accomplish this by...

3. Driving higher levels of engagement with facilities and maintenance professionals.

  • KPI: Industry and client benchmarks for click-through rates, video viewership, and time spent on Grainger.com.

Grainger turned to their agency to help them understand their targets more deeply. We conducted extensive research, including focus groups and in-home/in-office interviews, to better understand what facilities managers actually needed from a supplier and how they wanted suppliers to communicate with them. From that research, the agency built a campaign around the insight that facilities managers believe deeply in “In ME I trust.” They divide the world into those who get it and those who don’t. We learned that they had an inherent skepticism and were most likely to trust someone that they viewed as similar to themselves. In short, we discovered that our target needed someone just like himself or herself on the job. Someone who understood their needs deeply and supported them every step of the way. As such, we saw an opportunity to shift the perception of Grainger from that of just another parts-supplier to the target’s right-hand man.

The Idea: Grainger believes that everyone needs a right-hand man who puts the success of the project first.

We built a campaign that demonstrated in our tone, phrasing, casting, wardrobe, media placements, and even speech cadence that Grainger doesn’t just get the customer, but we are them. We created the “Guy,” a fictional Grainger customer and the quintessential doer. We see him tackling the myriad of challenges that arise at his facility—identifying and repairing a problem on the manufacturing floor, ensuring his facility has the best safety equipment, and even keeping the toilet paper well-stocked. Using gritty humor, he speaks in second-person to a new employee in each spot, explaining to the “newbie” that Grainger understands their needs and is the best resource for their facility.

We learned that our targets lived in a “blended world.” Their role of fixer and doer wasn’t just a professional one; it carried over into their home and personal lives, too, and even into their media choices. Similarly, we found that unlike some industries, Grainger’s target was accepting of “work” messages outside of industry-specific channels, where Grainger and its competitors had traditionally communicated. The most important of those blended world channels: radio. We found that the target dramatically over indexes on FM and streaming radio listenership, making radio a critical component of our media plan. Based on these insights, we brought the Guy to the FM dial and also looked for innovative ways to activate him on streaming radio properties, including Pandora. Instead of focusing exclusively on industry channel communications, we took advantage of the target’s receptivity to messaging outside of his or her professional life. We ran TV in key local markets, distributed video and ran engaging display and mobile advertising on digital properties we learned were of most importance to the target: Yahoo! Sports, news websites, YouTube, and Yahoo! email, as well as targeted video distribution through BrightRoll.

Additionally, we updated the visual identity to better demonstrate the breadth of products and reinforce the convenience of one stop shopping. We created "the G," a new logo mark up in which Grainger's signature capital "G" was physically created from various product offerings. The new identity was expressed in OOH and Airport locations, trade print, branch collateral and signage, Facebook, LinkedIn, YouTube and Twitter. We also created a real life physical G and mounted it in the heart of the Chicago office.

Results:
 

We beat our sales goals and delivered a fantastic return on advertising spend (ROAS).

Our hunch about radio paid off!

We paired markets with similar traits:
“Black-out Markets” (Columbus, GA; Montgomery, AL; Jacksonville; Cincinnati) had no radio, while “Heavy Up” markets (Jackson / Johnson City, TN; Tampa / St. Petersburg, FL; Pittsburgh PA) had high frequency radio.

The results are dramatic:

“Black Out Markets” went down 5%
“Heavy Up Markets” went up 11.86%
Black-out markets experienced a 5% decrease in sales, on average.

Heavy-up markets experienced a 11.86% lift in increased sales, on average (with the Jackson and Johnson City market experiencing a 19.3% lift, individually).

We more than doubled our ROAS goal, delivering a return of 10 to 1. (Source: Grainger Sales Data)

We did this by…

Shifting brand perceptions from “warehouse” to “partner”
We compared responses from two groups — those exposed to our Grainger Guy videos vs. unexposed — on the question, “When you think of Grainger, what are the top two attributes that come to mind?” The exposed group consistently scored higher on brand attributes that portray Grainger as a partner, not just a supplier/vendor.

Most notable shifts:

Approachable: Control Group - 12% / Exposed Group - 20%
Trustworthy: Control Group - 21% / Exposed Group - 24%
A True Partner: Control Group - 22% / Exposed Group - 26%
Accommodating: Control Group - 14% / Exposed Group - 21%
(Source: Vizu Study)

Grainger’s brand tracking study compared a pre-campaign wave to a post-campaign wave, and found dramatic lifts in two key measures:

+50% agreement for “The Grainger advertising lets me know that Grainger wants to help me do my job better”

+20% agreement for “The Grainger advertising lets me know that Grainger understands me”

(Source: Grainger National Branding Advertising Tracking Scorecard)

We did this by...

Deepening engagement with Grainger communications
7:00 avg time spent on website, vs. previous campaign benchmarks of 3:56

425% increase YOY in Grainger station downloads on Pandora

640% increase YOY in station listening hours on Pandora

70.4% video completion rate on our Brightroll creative, outperforming the Google reported benchmark of 63.2%
(Source: Grainger.com Coremetrics Data)

2013 was an important year for Grainger. They increased sales and demonstrated return on their advertising investments. We shifted our brand perception from a parts supplier to a value added partner. Finally, we drove higher levels of engagement in order to build long term relationships.

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For Generations: Cerrado (John Deere)

Category:
 
Video - Interviews & B-Roll - Long format
Communications Objective:
 

This video is part of John Deere's For Generations branding campaign which tells the stories of people transforming Brazil into the next breadbasket of the world. No country is playing a more important role in keeping pace with the surge in demand for food than Brazil. By 2030, our planet needs to double food production. And the farmers of Brazil, which will soon become the largest exporter of food in the world, are leading the way. As we travelled throughout the country documenting the lives of Brazil's farmers, the generational focus of the campaign was captured again and again.

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Communications Strategy:
 

The story of Brazil's surging farming base is not complete without talking about the Cerrado – huge swaths of land once thought unusable in northeast Brazil – which is now responsible for the biggest surgeon food production in the world. And you cannot talk about the Cerrado without talking about the Horitas, three brothers who pioneered this land - quite literally - with their own bare hands and who now run one of the largest and most successful farming operations in the world. At over 300,000 contiguous acres, their single farm is now larger than all of Chicagoland.

Results:
 

"This video helped the For Generations pilot campaign become the main branding initiative for John Deere in the Brazil marketplace. Ads from the campaign, including this one, can be found in consumer and trade publications, website, TV spots and out-of-home placements. To us, the best result so far is that the pilot program is a pilot no more. The six-month “test” has evolved into John Deere’s Brazil campaign for both its Construction & Forestry and Agriculture divisions. It has also become a centerpiece of the John Deere corporate brand message. The campaign is also informing additional branding work outside of Brazil that has yet to come.

In addition:

  • There was significant response around the For Generations theme at the AgriShow launch: 74 journalists attended the press conference. 164 media mentions, up 346% from 2012.
  • 10,000 people participated in social media efforts.
  • Within the first two quarters following the launch, the overall campaign impact was extremely positive:
    • Facebook fans in Brazil were up 55% YTD, compared to low single digits in other worldwide countries. Brazil now has the fourth largest fan base after the United States, Mexico, and Canada.
    • Two of the largest agriculture customers whose stories were featured in the campaign videos became cross-over customers by purchasing a total of seven new construction machines.
    • In a post-launch interview, Paulo Herrmann, President at John Deere Brazil, commented, “It was amazing. There were lines of customers and visitors every day trying to get into Deere’s booth to talk about the company. I expected a good response, but not that level of response. It will provide great support for our growth in Brazil.”
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Targeted Microsite Helps Speed Queen Attract Entrepreneurs for New Laundromat Investment (Speed Queen)

Category:
 
Web Presence - Microsite or Landing Page
Communications Objective:
 

Speed Queen needed an effective online presence to tell the story of why a Laundromat is a profitable investment opportunity. A significant challenge was their target audience had likely never considered a Laundromat as an investment option, and may have an outdated view of what a Laundromat is or could deliver in terms of returns. Primary audiences included investors with a high net-worth as there is an up-front cost involved to starting a Laundromat. These are people who likely may be considering opening a different small business or considering investing in stocks or other real estate ventures. Another audience was owners of commercial real estate, as Speed Queen was looking for strategic locations to place Laundromats.

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Communications Strategy:
 

Speed Queen turned to their agency to educate these important audience groups on the financial benefits to investing in the Speed Queen Laundromat business model. NS recommended the value proposition needed to sell the dealership not the car. Speed Queen was positioned as a leader through explaining the industry and promoting key business outcomes rather than touting just the benefits of its equipment. A stand-alone microsite was developed to speak directly to the target audience. The content was crafted to lead the prospect through the process of considering why they would want to invest in a Laundromat as opposed to another investment opportunity, and the site was positioned as part of an integrated sales approach. To drive investors to the site, a variety of multi-media tactics were implemented including, a custom landing page within the Speed Queen website and paid search ads. Print ads were also launched and press releases were sent to industry and consumer/entrepreneurial publications.

Results:
 

The new investor microsite has generated consistently strong conversion rates. Initial metrics since launch show that www.investinlaundromats.com has received a total of 2,492 visits. Of those 2,492 visits, there have been 208 goal completions (all form submissions), giving the microsite a very strong conversion rate of 8.3%.

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"It's Your World. Build it." (USG)

Category:
 
Corporate Brand/Identity - Corporate Tagline
Communications Objective:
 

A recognized global brand could also speed awareness and acceptance of USG's leadership within the industry, especially in the wake of a global recession. Lastly, the re-launched brand was intended to galvanize all stakeholders, starting with USG employees, to give them confidence that their company emerged from turbulent times stronger than ever before. The target audience was every person who intersects with the USG brand, starting with USG employees around the world and extending to the employees of their main distribution arm, L&W Supply. Once internal alignment was achieved, the focus quickly switched to current and potential customers here and abroad: contractors, architects, professional builders and Do-It-Yourself-ers. Anyone who's ever hung a sheet of drywall, laid flooring, installed a roof, designed a building, all were invited to participate in the bigger brand idea.

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Communications Strategy:
 

When talking to contractors, architects, distributors and USG employees about their respective professions, a common theme emerged across all audiences. It was the notion of pride in craftsmanship. USG tapped into that pride by connecting employees and customers alike to the humanly relevant need to build as one of the essentials for life, i.e. food, clothing, shelter. Whether you’re working for USG, specifying USG product for a project, or using USG products on a job, you’re providing that shelter. You’re building the finished spaces where we live, work and play. By embracing and celebrating this idea, USG could make an intimate connection that extended beyond any one product or service. The re-launch began with employee engagement. USG handpicked 40 employees across the organization. They represented a diverse cross-section of divisions and departments; from plants to sales, distribution to the corporate office. These leaders were then invited to participate in USG’s Leadership at Every Level Summit at the United States Olympic Training Center in Colorado Springs. For two days these ambassadors were exposed to the new brand and coached to embrace the USG message. Their role was to share what they learned with the rest of the organization. The brand was then unveiled at a global simulcast to the entire organization. A new identity system was put into effect immediately, with a wealth of internal materials being redesigned, from stationary to email signatures, lobby signs to screen savers. Coordinated with the internal launch, USG.com was re-launched under the banner of the new brand. An integrated campaign that focused on the corporate brand was launched through print and digital banners. USG activated an Olympic partnership, perfectly aligned with the revitalized brand, with their channel partners through retail promotions, customer incentives and events.

Results:
 

The re-launched USG brand has been a major catalyst in an unprecedented recovery. Stock prices are up nearly 600% versus its low point in 2009. And in 2013, USG realized positive net income for the first time since 2007. Employee engagement is also high, with significant positive shifts in 12 of the 14 engagement areas measured. Additionally, 80% of US employees agreed the Team USA sponsorship made them proud to say they worked for USG. The Audio News Release announcing the USG rebrand received 905 airings and approximately 5,368,833 listeners. Online press release received 368 online pick-ups. The news was featured in 16 articles in trade media, and received 2,312,692 impressions. ARC received 10,120 page views and 1,200 file downloads. The Video News Release garnered 4,859,798 viewers on networks including CNN and CNBC.

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The POWER OF e (Xylem Inc.)

Category:
 
Marketing Activation - New Product Launch
Communications Objective:
 

Xylem Inc. and their agencies collaborated on the POWER OF e campaign, an integrated product launch campaign that focused on two critical product launches that address the commercial HVAC and plumbing industries' most important issue: efficiency. The campaign supported the introduction of Xylem's Bell & Gossett Series e-1510 centrifugal pump and the ecocirc XL large wet rotor circulator, which offers the industry enhanced designs for greater energy and operational efficiencies. The comprehensive campaign included logo design, microsite development, print and online advertising, digital marketing, sales collateral, and PR and social media strategy to generate product sales and raise awareness of Xylem as an innovator and leader. Key audiences for the POWER OF e campaign included current and prospective customers, company stakeholders, trade and business media, industry leaders, channel partners and the sales force. The multi-faceted campaign targeted each audience differently to drive brand awareness, leadership in innovation, and product sales. The campaign centerpiece was a simple and impactful logo that was used throughout all creative elements, as well as various executions of the phrase POWER OF e.

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Communications Strategy:
 

In a rapidly changing regulatory environment that requires buildings to install highly efficient pumps in their HVAC systems, the POWER OF e strategy was to position Xylem as an industry leader in ultra-efficient system solutions. The ‘e’ in POWER OF e highlights e-words that demonstrate this leadership: energy efficient, enhanced and expert engineering. The campaign was built on the creative execution of these e-words through materials including a white paper, microsite, video, PR/social, advertising, and sales collateral. A white paper, titled Efficiency Island, was developed to spotlight the thought leadership in efficient system solutions the company provides to the plumbing and HVAC industries. It demonstrated the efficiency capabilities the new products offer as compared to similar products. The white paper was shared with media outlets to generate interviews with subject matter experts and feature/bylined articles. A microsite was designed to provide materials and help inform the sales force of key developments regarding the product launches. Collateral materials were made available for download, trade coverage was outlined and Xylem employee booth interviews were highlighted. The microsite worked in conjunction with a virtual trade show page to enhance the experience of visitors to the trade show and those that could not attend, and mimicked a trade show floor with hot spots highlighting product innovations, new technologies and interactive elements, including video interviews with subject matter experts. The site also included a link for brand representatives to log in and gain additional content and collateral materials, including more videos and product literature to download. An engaging video highlighting the product launches and Xylem’s applications expertise as part of the POWER OF e campaign was developed and displayed at a key trade show (where the product launches were announced). The video played on a 13 by 7.5-foot screen and featured bold colors, illustrations and key ‘e’ words from the campaign. Traditional media outreach and placement kicked off with a virtual and live press event at Xylem’s Bell & Gossett Little Red Schoolhouse. The learning facility, which has helped train the industry for nearly 60 years, hosted more than 13 editors from top trade publications to get a sneak peak at the products, speak with product experts and learn about the POWER OF e campaign. Advertising consisted of placements in several key trade print and online media outlets, to tease the product launches. Teaser ads placed prior to the product launches were simple and striking, featuring shadowed images of the upcoming products within Xylem’s signature circle treatment. They highlighted various e-words that were missing the letter ‘e’, such as evolution and the provocative phrase, ‘e’ is coming’. After the product launch, advertising featured the phrase, ‘Let’s apply the POWER OF e,’ implying the delivery of all the e-words previously missing the letter ‘e’, including efficiency, enhanced, etc. Sales collateral featured a kit that included a branded beanie knit cap, a USB drive loaded with materials and literature, a touch pad and a T-shirt along with product information and sales sheets. The materials were presented in a custom designed box that emulated the ‘e’ theme of the campaign.

Results:
 

Outreach and campaign coordination resulted in more than 2,492 qualified sales leads, 185,000 visitors to the microsite, 16.3 million impressions from 55 digital and print ads, 5.3 million impressions (671,000 readers and 4.7 million unique monthly visitors) from 30 earned media pieces, including bylines and product focus spots, interviews with 40 trade publication editors during a key trade show, a 55 percent increase in Facebook likes and a 115 percent increase in Twitter followers.

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